HomeMy WebLinkAbout2008/07/22 Item 10
CITY COUNCIL &
REDEVELOPMENT AGENCY
AGENDA STATEMENT
~\\f'
~. <-- C1lY OF
~ CHUlA ViSTA
JULY 22, 2008 Item 10
ITEM TITLE:
A. RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CHULA VISTA WAIVING THE FORL\iIAL
CONSULTANT SELECTION PROCESS FOR AN
AGREEMENT BETWEEN THE CITY OF CHULA VISTA
REDEVELOPMENT AGENCY AND THE URBAN LAND
INSTITUTE
SUBMITTED BY:
REVIEWED BY:
B. RESOLUTION OF THE REDEVELOPMENT AGENCY OF
THE CITY OF CHULA VISTA APPROVING AN
AGREEMENT BETVv'EEN THE CITY OF CHULA VISTA
REDEVELOPMENT AGENCY AND THE URBA.l'J LAND
INSTITUTE IN THE AMOUNT OF $120,000, A-ND
APPROPRIATING FUNDS THEREFOR
ASSISTANT DIRECTOR OF RE. DEVELOPlV. Nl 'tt(D HOUSING :Y
CITY MANAGER/EXECUTIYE DIRECTOR &\J~~ QY
4/5THS VOTE: YES 0 NO D
SUIVIMARY
In the coming years. Chula Vista' s vaca.'1t bayfront may soon transform into a world class
destination. The H Street corridor provides an opportunity to connect the bayfront and the Chula
Vista community and revitalize it along the way. Staff is recommending that the Redevelopment
Agency (Agency) enter into a contract with the Urban Land Institute (ULI) Five-Day Advisory
Services Program (Program) to provide an unbiased implementation program for redevelopment of
the H Street Corridor between Interstate 5 and Third A venue (Corridor).
ENVIRONMENTAL REVIEW
The Environmental Review Coordinator has reviewed the proposed activity for compliance with
the California Environmental Quality Act (CEQA) and has determined that the activity is not a
"Project" as defined under Section 15378 of the State CEQA Guidelines; therefore, pursuant to
Section l5060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no
further environmental review is necessary.
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July 22, 2008, Item 10
Page 2 of 4
RECOMMENDA nON
Council/Agency adopt the resolutions.
BOARDS/COMMISSION RECOMMENDATION
On January 24, 2008, the Chula Vista Redevelopment Corporation directed staff to consider
using the expertise of the ULI Advisory Council to advise the Redevelopment Agency in its
redevelopment efforts. On July 10,2008 City Council approved the Climate Change Working
Group Measures Draft Implementation Plan. Measure #6 of this Plan, "Smart Growth" at
Trolley Stations, identified a work program that included the ULI Program.
DISCUSSION
Background
Recent demographic changes and population growth in California have brought about renewed
interest and need for revitalization and redevelopment of cities' urban centers. Recognizing the
need for revitalization of its own urban area several years ago, Chula Vista embarked upon a
visionary framework for revitalization through the adoption of the updated General Plan
(December 2005) and Urban Core Specific Plan ("UCSP", April 2007). While the real estate
market has since cooled, Chula Vista continues its efforts to revitalize the older western portion
of the city with the progress of the Bayfront Master Plan a.,'1d development of a major
hotel/convention center.
The Bayfront represents the largest oppommity in th'l city for future development. With
sweeping views of the San Diego Bay, large parcels of undeveloped land and recent steps to
secure the Gaylord Entertainment hotel-convention center, the BayTIont may provide the needed
"catalyst" for redevelopment. As the Bayfront Master Plan and the cornerstone hotel/convention
center move closer to reality, renewed private investment "ill seek to capitalize on the
oppommities to compliment uses and serve the visitors and residents of the Bayfront.
With the Bayfront's from door at H Street, the Corridor is quickly emerging as a potential
"backbone" for redevelopment. H Street is ideally situated as a major gateway to the city's
commercial and financial centers and a direct link: of the Bayfront and the city's historic heart of
the community, the Third Avenue commercial district (see Attachment I). Large land owners
located along the Corridor include the South COlmty Court House, Scripps Hospital, and the
Chula Vista Center, a regional shopping mall. All are interested in expansion and redevelopment
opportunities. Recent development activity such as the development of the Gateway Center,
with Class A office space, and the opening of coffee shops, restaurants and professional offices
along the Corridor demonstrates the demand and interest for the area that can only grow with the
potential of the Bavfront.
Urban Land Institute Advisory Services Program
\lihile recent discussions with land owners and development actIVIty in the Corridor has
provided renewed hope for revitalization, it is imperative that the City is poised to take
advantage of its opportunities when the market returns and plans for the BayTIont solidify. A
cohesive strategy to address market potential, planning and design or financing and development
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July 22,2008, Iteml
Page 3 of 4
is needed to take the visionary framework of the UCSP to concrete implementable actions that
can facilitate appropriate and quality redevelopment along the Corridor.
Staff is proposing to contract with the ULI for the Program to prepare such a strategy (contract
included as Attachment 2). ULI is a well established international non-profit research and
education organization, which provides leadership in the responsible use of land and in creating
sustainable communities. As the preeminent, multidisciplinary real estate forum, with a
membership of over 35,000 members and associates from 90 countries, ULI has access to experts
representing the entire spectrum of land use and development disciplines.
Through ULI's unique program, an interdisciplinary team of its member experts help sponsors
find creative, practical solutions for issues such as downtown redevelopment, land management
strategies, evaluation of development potential, growth management, community revitalization,
and bro\Ynfield redevelopment. The unique team-based approach .to bring city, business,
development, and community interests together with ULI niche experts provides an opportunity
that is unparalleled. The Program has assembled weU over 500 ULI-member teams to help
sponsors find solutions and build consensus around land use and development challenges.
For Chula Vista, the program is specificaUy designed to help answer questions related to the land
use and development issues we face along the Corridor and will:
.:. Bring recognized real estate expertise from across the United States to provide an assessment
of the market feasibility and economic potential of the Corridor as a connection between the
Bayfront and Third A venue commercial district; . i
.:. Gather data on the many quality-of-life objectives of the community and the ongoing
business and economic operations; and
.:. Fulfill General Plan and other city objectives to forge an integrated, action-oriented
implementation plan for the Corridor.
The interdisciplinary team will consist of eight to nine members; typicaUy several developers, a
landscape architect, a planner, a market analyst, a finance expert, and others with the niche
expertise needed to address the issues/chaUenges most relevant to the Corridor. To complete the
assignment, the team takes on an intensive agenda which includes:
.:. An in-depth briefing day composed of a tour of the site and meetings \Yith City
representatives;
.:. Hour-long interviews oftypicaUy 80 to 100 key community representatives; and
.:. A day and a half of formulating recommendations. The final days are dedicated to the panel
prep~ring [mdings and conclusions, which are presented to the sponsor on the final day
through an oral presentation. After the panel is completed, a wrirten report (sample included
as Attachment 3) \YiU serve as an implementation plan for redevelopment of the Corridor.
Additionally, the City has the opportunity to build upon the ULI Program. In early 2008, the H
Street Corridor, as a smart growth and transit focus area, was one of three project areas selected
by the San Diego Association of Governments (SANDAG) for a Smart Growth 3-D Visual
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Julv 22,2008, Item ID
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Simulation grant. Through the grant, the City will be able to provide a three-dimensional,
conceptual visualization of the implementation plan developed by ULI. Being able to visualize a
plan helps one to better understand building massing assumptions, the integration of frontage
property appearance, and pedestrian access along the Corridor.
Bidding Process Waiver
Chula Vista Municipal Code section 2.56.070 requires that contracts for all supplies, equipment
and services when the estimated cost exceeds $100,000 shall be awarded by the City Council to
the lowest responsive bidding process. Exceptions to this requirement may be granted where
there is a commodity or service available from only one known source as the result of unique
performance capabilities, compatibility requirements or market conditions. The competitive
bidding requirements may be waived by the City Council when they are impractical, impossible
or the city interests would be materially better served by a different procurement process.
Staff is recommending that the formal bidding process be waived for the ULI Program. This
recommendation is based on the following capabilities that are uniquely being offered to the
Agency by ULI:
.:. ULI is uniquely qualified with capabilities to draw from over 35,000 members located in 90
countries who represent the entire spectrum of land use and development disciplines; and
.:. The Program is the only one of its kind and has the unique experience of completing more
than 500 Advisory Service panels, in 47 states, 12 countries, and 4 continents.
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ULI has demonstrated their breadth of expertise and experience through their Program and
numerous panel completions. These service capabilities were found to be necessary in order to
meet the goals of the General Plan.
DECISION MAKER CO.Nt'LICT
Staff has reviewed the property holdings of the Redevelopment Agency Board and City Council
members and has found no property holdings within SOO-feet of the boundaries of the Corridor
which is the subject of this action.
FISCAL IMP ACT
There is no fiscal impact to the City's General Fund as a result of adopting this resolution. This
action will appropriate $120,000 of the Redevelopment Agency's existing Fund Balance to the
services and supplies budget of the Redevelopment Agency Merged Project Area Fund.
ATTACHMENTS
1. Map of H Street Corridor
2. Two Party Agreement
3. Sanlple Report
Prepared by:
Stacey Kur=. Senior Project Coordinator, Redevelopment & Housing
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Sememoer 22-27. 2002
.~i Adviso.:; Ser:kes Panel Report
CLl..:.the Urban Land Institute
10'25 Thomas Jefferson Street, :K. "V.
Suite 500 West
"Nashing:o~ D.C. 20007-5201
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LI-the Urban Land Institute is a non-
proSt research and edu<:ation organiza-
tion that promotes responsible leade:rship
in the use of land in order to en..iJ.anee
the total envirorunent.
The Institute maintains a membership represent-
ing a broad spectrum of interests and sponsors a
wide variety of e-ctuC'dtiOffi'lJ programs and fmllms
to enej)urdge an open exchange of ideas and shar-
ing of e:\.yerience. ULI initiates re$eareh that
anticipates emerging la.'1.d use trends and issues
and proposes crt'atlve solutions based on that
research; provides achisory ser.-ices; ami pub-
lishes a ~ide variet.... of mate.rials to disseminate
information on land' use ?~T1d development.
Established in 1936. the Institute tooav has more
tha.n 17,000 members and associates frem 50 COlln-
cries. reDresentl.."lg the em:rre spe{:tru.Ll of the Ia..d
use and developm~nt cEscipIines. Professionals r'~y-
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resented include developers, builders~ propeny
owners, ll"i"estOr5, architects. public officials. plan-
ners, real estate brokers, apprdisers, attorneys.
engineers~ financiers, aeademies~ students, and
librarians. UL I relies nea"ilv on the exoelienee of
lw members. It is througb ~emb€r involvement
and information resources: that ULI has been able
to set standards of excellence in development .
practice. The Institute has long been recognized
as one of r\...nle!1Ca'S most respected and ~idely
quoted sources of objective information on urban
pla:n.ni,1g, growth, and developmer..t.
This Advisory Services Dane! report is intended
to further the objectives of the Institute and to
make authoritath-'€ infonnation generJJly avail-
able to those seeking knowledge 1.i1 the field of
,11Tban land use.
,
Richa.rd M. Rcs3..'l
Presiden;
@2003 by CLI-the U r!-.an Land institute
1025 Thomaq Jt<;'fer.:;on St.-eet, :-i. W:
Suite~\yest
Wa."hingtoll. D.C. 2OQlJj~'i--?(jl
fiJ! light.." r<.<:ter:ed. Repr:xlue'"Jon or use of the who]., or :IIlY
pa..-t oi the content..'" ,vithoui .PrittJ~n ~rlJ'issitm of ;.he ::opy-
right holder is prohibitoo..
ULI Cat.2ltlg Number: ASS05;.l
Co\'€'r phew by Leslie ,I\.. S1'n.i6.
All AiMslJry Smi... ?llIlel Re;ltlll
he goal of ULI's Advisory Services ProgrJm
is to bri'1g the finest a"Xpertise in the real
estate field to bear on complex land use plan-
ning and deyelopment projects, programs.
and policies. Since 194i, this program has assem-
bled w€:ll over 400 ULI-member teams to help
sponsors find creative, practical solutions for
issues such as downto'WTI. redevelopment. land
management strategies, evaluation of d€veiop-
ment potential. grcv.ih managemen~ community
revitalization. bro":'\we!ds redevelopment, military
b~ reuse, orovision oflo-w-cr;st and affordable
housing, and asset mallabrement strategies. among
other matterS. A \\ide variety of public, private.
and nonprofit organizations have contracted for
ULI's Ad'\isory Serl'"l.ces.
Each panel tea:71 is compcsed of hig~J}' qualL'ied
professionals who',-"olun.teer L1eir thue ::'0 ULl.
Tnev are cho5€n for their knowledg-e of the Danel
topi~ and screened to ensure their 'Obje<.'tiv-i(y.
ELI panel teLTT1S are interdisdplii1ary and typf.
caLiy include severa! developers. ~-l landSC2p€
architect, a planner. a market 2.:1a1YSt, a finance
expen1-and others wlth the niche expertise
needed to address a g:ven project.. ULl teams
provide a holistic look at cie'/elopment probjeIT'~~.
Each panel is chaired by a' n~speeted ELI mem-
ber with. previous panel experien~.
The agenda for a nve-day pan.el assignrnent is in~
tens-iv€:. It i.."lcludes an In..aept.l1 briefL'1g day com-
posed of a tour of t..'1€ site a..7J.d meetings ~vit...'1 spon-
sor representatives: a day and a haif of hour-long
intervi.ews of typically 80 to 100 key commurity
representatives: a.~d a day and a. half of formuiat-
ing. recommendations. &'1V long r.itrhts oi discus~
si~n precede L'1e panel's eo~clusiOns~On thefin21
day on site, the panel makes a1J. oral presentation
of its fin.dings and conclusions to- the SOOf,sor. At
the requestof the sponsor, a writtcm r'eport is
prepared and published.
Becau..~ the sponsoring entities are responsible
ror significant prepa.."'<ltiQD. before th.€- panel's visit,
b""1ciuding sending extensive brieiL"ig materials to
eae..~ member and-a.':TIU1ging for the panel to m.eet
San Pedro, Cafifomia,. September 22-27, 2002
i\ith key local community members and sta.1:.e-
holders in the project under consideration, pa.rtie-
ipants in ULI's. five-day panel assigT'.ul1ents are
able to make accurate assessment,~ of a SPOf.l."Or'S
issues and to provid€ reeomme.'1dations in a com-
pressed a.mount or time.
A major strength or the program is ULI's unique
ability to draw on L1)e kno'.\,"ledge and exr'~rti~€ of
its members, lndudLr1g land developers and Q\'''n~
ers, public officials) academicians. representatives'
of finandal institutions, and others. In fulfillment
of the rrJssion of the Urban Land Inst.iut-e. this
Advisory Services panel reoort is intended to' pro.
vide obj~ctiye adviCe that iill promote the re-~
sponsible use of hti"1d to enhance the en ...ironment.
Rachelie L. Levitt
Senior VIce President. Policy a.l1d mctice
~la;: Beth Carriga.'
vIce President, Ad\isory Services
Nancy Zivitz Sussman
Senior Associate, .:uJ:'dsory Services
M€frnan Welsch
Ass.ociate. Addsory Senices
Jason Ben
Panel Coordb1at-or, Advisory Serdees
Nancy H. Stewart
Director~ Book Program
David James Rose
Manuscript Editor
Betsy VanBuskirk
..A.rt frllectQr
Ma.rl..r12. Lootflis
Desktop Publis..lllng Specialist/Graphics
Kim Rusch
Grapliies
Dian..'1 Stanley-Austin
Director, Publishing Operations
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he ULI .\dvisory Services program staff
and panel members \yould like to take this
opportunity to extend special thanks 1:.0 all
GfIhe following persons a.i1d groups.
The foUo\\i...'1g elected officials: the Honorable
Ja..'1les K. Hal-ill, Mayort and staff members Troy
Edwa.-ds, Abigail Zimmennant and \~,rendy Wa.'1g:
the Honorable Janice Hahn, Councihvoman, 15th
District, and stJlr members Mi.~e Molina. Glieg
Asher, and Elise Swanson; the Honorable Jane
Harman, Congresswoma.'l, 36th District, and
sta...Ffmember Evelyn Fierro; and the Honorable
..;]an Lowenthai, State Assembi:---man, 54th Dis-
tricr.t and staff members Helene ",-Ll.."el. NOl:ma.."1
Fassler-Katz, fuid Brae Coward.
The t:1r'e:e panel cosponsors: be City of Los Ange..
l€~ Corr.murjt}' Redevelopment Agenc)'. the City
of Los .\.."lgeies Har'bor Department, and the San
Pedro Peninsula Chamber of COIlli"TIerte.
The dry commissione.""S a.Tld staff members from
the COIP....-nunity Redevelopment Agency, the 'Har-
boy Department, and the Plal1mng DepartmenL
From the Community Redevelopment Agency:
comrr.lssioners David Farrar, chairman: john
Schafer, Shu h.wan Woo. Douglas R. RiIlg, John..~
Ornelas, lVlar..a S1T.iw~ Battle-Bey, a..f1d lVladeline
Janis-Apa...ricio and staff members .JohnMeCoy,
Ed Don:,rlelly, P.~-;que Khan, SllSaI! Totaro, Betty
Pace, and Marj }J:ice Crowe.
From the Harber Department: com.-nissicne....s
?'-rieholas G. Tons1ch, president; Eiwood Lui,
Thomas A. ;,Varren, James E. Acevedo, and
Camilla Townsend KOt.'Ol and staff members La..."TY
.Keller. Bruce Seaton, Julia Nagano, Staeey G.
Jones, Da;id Mathe,-'rson, 10.."'13' Gioielio, tLlld Kanya
T. Dorland. From the Planning Department:
Mitchell B. Menzer, president of the cOID.Tlssion,
am:! Shana Murphy a11d jeffPool, staff.
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The San Pedro Pep insula Chamber of Commerce:
Jayroe Wl1sDTI, Jim Cross. al"ld Leslie. Smith as v.-ell
as tbe chamber's individual supporters: Jerico De-
velopment, Crail-Johnson Foundation, the 'littory
Group, Cross A.n1enca Inc., San. Pedro Fish Mar-
ket and Restaurant. Spi.l'it Cruises, Tri-Marine
International. the Vlhale & .4Je. Little Company
ofMary.'-S.a..."J Pedro Hospital, Harbor Insl1!'anee
Agency, C&S Insurance, Sherdton Los AngelE::s
Harbor Hotel. Bm:teliield Communications, Mary-
lyn Ginsburg, Greer/DaiiyfMinter, the Katherman
Compal'!)'. Tom McCain, DDS. H;:;.rbor Brake Ser~
v1ee, Harbor-Pront Properties, Harbor\lew Office
Building. Hussey Insu.'"3!l('e Agency, Park \Vest~
ern Estates, PliOlityOne Printing, \'ia Cabrillo
Ma...-ina 2500, "\\'Illiams' Bookstore, and Linda
,/ Honey, eFP, EA.
The staff or the Sheraton Hotel San Pedro, espe-
cially Stephen Robbins and Kim Patalano.
The pa.l1el aL:;o would Jil{e to thank the Los .;"'lg'e-
ies Harbor \Vatts EconorrJc De\'eioprnent Corpo-
ration. cochaired by Dennis C. Lord and John
P2pudzkis. for coordin~th'1g the project.
The panel would especially like to recognize the
efforts or the foI1ov.-i:-:g people during t.he panel's
on-site \isit: ,j o.h...'l Papada..1ds, J ayme wIlson, and
Da"id Fan-al'.
The panel is particularly indebted to t1e more th&.i
100 commurity residents, neighborhood council
representatiyes, government and business lead~
ers, a..rKl property o''1TIlers who prm.ided unique
N""1d valuable insights during interviews and L.le
community forum. The inruyidual perspectives
gained from these inten~i€'ws were cr'llclrJ to the
proc~ss. These stakeholders are a major a..<;set in
advancbg the intereS'"1.S of Sa''l Pedro.
An ~ SeniC$ P.ool Rfllll!l
ULI P,me! and Project Staff
Foreword.: The Panel's Assignment
Oveniew :md Su.,rnrnary of Recommendations
Market Potential
Planning and Design
Development Strategies ~d L-nplementation
Conclusion
About the Panel
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San ?edrn, Califomia. Sep1ember 22-27, 2002
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,:~ir~ L:tiY'
J. Ke\in La\"ler
Managi....:g Partner
N-K ......entures, LC
West Palm Beach.. Florida
~-;~Hd::t M5}:1~[itt I
Ed Freer, ASLA
PriTIcpal Designer
SmJthGroup JJR
.Madison! \\1sCanSLT1
Diana Gonzalez
Founder
Dr\!G Consulti.:.lg Ser,.-icc-.-s. [n~.
MiaITi Florida
EdV;-Lll R. (Ray) Kimsey, Jr.
\'lCf President and Pri..ne:ipaJ
Niles BottOn .,L<;sociates
Atlanta, Georgia
Charles A, Long
Founder
Charles .J... Long Associ..1.tes
Reno. Nevada
Lisa Mitchelson
Portfolio Manager
SSR Realty Advisors
Bostor... Massachusetts
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Jennifer Meoii Stanton
Director of Market Planning <k'1d
Ad \,fisorj Servlces
Faison
Chariotte. i\orth CaroliJ1.a
t\ ~ f, r' j
'C~,LH
Leslie Eolst
Senior ~~sociate
Policy <l..T1d Practice
~ru Un.~::tr~ CrJ
! '~~ ~ r: :
,Jason Bell
Panel Coordinator
1 Ad\'isory Services
A.~ Advis:lrt S.m= PJll1ll1 R.pur!
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'G~: p~ ~1ake only bold pla.'1S" has been the batt.le
cry of many \isiona.ry planners. Over the
past decade, t,,'le San Pedro. California. \va-
terfront and dowmown have been the sub-
ject of numerous p1a1L~me bold, some less SQ.
Collectively, these plans do not "connect," and m&i.Y
of them are in direct (,.'t)nilic:t. 'P\ith each other. The
challenge for San Pedro-~he eorr:.munity. i~ wa-
terfront, a..."1d the city or Los ~-\.ngele&-is to con-
solida~ and eonnect L'1ese plans into a rnunework
for u..'lifled development of the \\,,;\terfront and
d01;\llLo"\,;ll.
S,ID Pedro has a rich and robust b,istory as the
port commurdty of Los A..ngeles. p._:~.er years of
planning for t.b.e indiyid:;:.a.! segments of t.he CDm-
mmJity, the ULI panel's mission w.as straightfor-
\~'a.rd: to forge an integrated. action-oriented plan
to fl:CQrmect the cammurity with its waterfront.
while meeting the rr.any quality-of-life objeC"'"Ll.1,'es
of t...l€ eommlLrllt)" a..l'la the ongoing busines:::: and
economic operJ.tions of its longstanding partl'"1€T
i.'1 the cornmunity's economic destiny-the Port
of Los A..J.1.geles.
Part of the city of Lo::: ..i..nge!es. the waterfront
community of San Pedro is home to one of the
world's busiest harbors, the Port of Las A..l'lge1es.
Increasing intemationa! trade has sustained :0ip-
ping yoll.Lile at the por.... while indust:i.zl acti".;ities
such as oil refilling benefit from long-estabiished
in..i'TastruCture, a skilled workforce, and access to
national and regional markets.
E \Ten though the port has €).-panded significantly
over fhe past three, decades, San Pedrds aO\\"7l-
town com.rne.rcial district and nearby residential
areas ha....e not.. They have been affetted by the
same economic and soc'.a1 chmges shapi.llg central
urban areas tirrOUghouI the country. Currently,
the ("'entral business district is in continui.ig tral."1-
San Pedro, Caiffomia, September 22.-27.2002
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10-13
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~ition witb a surrounding neighborhood or \-erj
low- to moderate-income residents and nearby
mod€rate~ to high-L:'1comeresidemia1 areas.
Through its Community Redevelopment Agency
(eRA). the city of Lils .~...'lgeles e;;:tabiished two re-
,itaiization areas: th.e Beacon Street Project Area
in 1969 and th.e Paci5.c Corridor R€development
Area in 2002. The tight urban fabric of the Beacon
SL-eet area. II longstancling cit), district along Har-
bor Bouievard. was cleared for redeveiopment. dur-
ing the 1970s. This deaJ"m1ce, together I,\;th the
expansion of the pen facilities, replaced a long-
standing urban district along Harbor Boulevard
with a latge \'ara.'1t area that discofi..Tl.€cted the
dO~'I1tov;nfrorn the 'waterfront.
Office and retail vacancies in the Beacon Street
area remain high, 30 yea.'"S after clearance. A cen-
trally located, multb-tory office Dwlrling, k,'10\\1l as
the old Logicon Building or the Pacific Tl-ade Cen-
8
10-14
ter, has been vac.ant for the past ten years. More-
over. a rjghly "."iEilile dowlltowl1 parcel, H-2~ has
been vacant sL.'1ce the 19iOs.
In the central business district, local retail estab-
lisiunems gradually closed and were fl.l"5t replaced
by tP-l1.ti. shops and other budget stores. Pioneel'~
ing coffee shops, restaurants, art gal1eIies, and
professional offiees are nO\1t replacing them. A LO$
A.ngeles COlL.'1ty Courthouse. the Harbor Depart-
ment He<tdqum'ters, and ather m'.lrJcipa! and pri-
yate offices now lli"1CnOr the downto\\"1l, creating
an import.ant component ofwee..li:day business ac-
thity. Private developers have re~tol-ed a number
of attractive historic huildings and many ofL1ese
rio!f\'11tmm sites, including t.he restored landmark
W:u-ner Grand Theater. are frequently used for
mo\;e and telerision location shoot::.
~acific Avenue, the commercial core of the Pacii1c
Corridor area. has local services :::uch as mechan-
ics, barbershops. locksmiths, appliance stores. and
banks. These comrnercial entities extend for 20
./ blocks in a business corridor that is distinct from
L1e central do,..-ntowil district.
r~n~ t\f/Js~fn1.fi{
Stretching four rTJles from the vincent Thoffi2S
Bridge :0 tr,e Cabrilio Beach ore:1k"..,ater, the San
Pedro waterfront is adjacent to the dOwlltown and
r€sidenti2J a.'r€2.5. Under the jurisdiction oi the
Los Angeles Harbor Depa..'"tment, the waterfront
contains a valiety of active maritime-related uses,
two museums, seye!"'dl marJla5. and a heavUy lised
public beach and boat launch. The fishing fleet and
related support activities remain an Lupor"..an;:
fe3ture, although much iess so than duri.ng t..1eir
pe2...~ almost 50 yea.'"S ago. In addkon, there are
isolated areas of successful visitor-oriented com-
mercial enterprise~ indusbial sites, a."1d aban-
doned, vacant, or Ulldenitilized sites~
Other importa!1t features include a very bus=,
Cruise Center, th,-e Ports 01 Call Village commer.
cial development, and a modern marina.. Plans for
expansjon oi the mmir.a as pa...'"!. or Cabrilia Phase
II :ll"e now under consideration. The Ports 0' Call
properties are operated b::r a li."T'J.!ted number of
leasehoiders under a master lease ,vitrin a long-
A., iIlIvisofY Servicos p""", BolllKl
ter.n agreement. The harbor Department con-
trols the southern segment of PortS 0' Call,
As San Pedro was slo,.... to experierl.ce the urban
renaissance that took root in many central cities
and \l...aterD'onts dl4-1...'1g the 19905. chI: port. and L1e
eRA punued more intense planring and deyelop-
ment initiatives ~dependent of one ~:.otheY. These
efforts. resulted in a series of unrealized plans and
failed public/private ventures. In i999, a memo-
randum of understanding between the Harbor De-
partment and the eRA W~ signed to coorJinate
do'''\-nto\\''TI. a.."ld .....aterfront development. However,
the relations~ip envisioned by this agreement has
not been achieved, as the rWQ agencies were un-
able to establish an enective working relationship.
:c~:;i;~_'\":ir~t t:i~!'~:~1~;I'
in June 2001, Mayor James K. Hahn and Council-
woma.r.jJa.:lice H.a.1r<: both residen:s of San Pedro,
entered office. creating a renewed ::;ense of opti-
mism. c-ooperation, a.'1d Oppol"tunity. Currently,
local elected officials a."1d corr>...ffiunity stakeholders
:share a strong m::.eresi. in creating a bro2.d COI'::-
Se!15US for transforming the downtown a.'10 the
waterfront,
San Pedro has three active neighborhood eounciis.
ill of which ate interested in downtown and water-
front redevelopment effor..s. These eouncils pro-
vide a,-'1 opportunity ror local community pa.'"ticipa-
tion in the decisions of the city of Los ~i..!lgeles. In
San Pedro, California. September 22-27, 2002
addition, the POrt Community Advisory Conurjt-
tee, representing a range of business, labor, and
COnli1mnity groups, ser'-e5 <U: an advi~ory body to
t.ie Harbor DeparJnent Board of Commi'isioner;j.
The CR..-\.'s de<:isions concerning dO\\l1tO\\'n Sfu"1
Pedro are guided by input provided by the Port
Community Advisory COI11Il1jttee.
A peLlel or COInl!lmllty s.t~lteholde!"S de\--elaped plan."
ror a waterfront Grand Bromenade. In June ~OO2.
the Harbor Conunission approl,'ed the concept of
the promenade. This promenade plan is set forth
in the Waterfront .-1.ccess Task Force for L~e Cern..
mmlityand Harbor (WATCH) plan addres.s~d
h~er in this report.
9
10-15
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it.:,..I~""-t or:. !U:l",!it
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~:;'
he panel's approach focuses on providing
prescriptive solutions that are Li1tended to
enduie long aiter this report i:; published.
To d€'termine potential workable solutions,
the panel has addressed not only the questions
pos'ed by the sponsors, but also. and perhaps more
important, con.sciously has chosen to address what
it c{'UC\-CS is a realistic ar:d actionable O:l~ on
which to proceed. .
"',,-
i~.
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it"
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The panel is keenly aware that both passion and
politics have been in the forefront in reeent month..'>,
The pa.:.'1elist.3 ?.re deeply impre:5sed wi!..:l L~e 1e";e1 .
of coITlrmmity invoive::lem and COn.3ef;.SUS d'.a: be'
V'lATCE piChi has engendered. It is a ':I.edit to the
San Pedro commuritr that w"lere i."i a.'1 actiw~. hea...-i:-
felt irjtiative to reconnect t.he COII'u"TI:mity to itE
wa.terfront.
However, the panel is equally evgriza.'1: of the fad
that the waterfront is not the sole issue afiecting
the San Pedro t'ommu.nity. Other issues of concern
include the followi."1g:
maintaining the COIP.JTIunitis c.1ar:lcter;
bcreasL'lg public safety;
. achiey"ing iongs-wndi'1g efforts w re\italize the
dowm;o\\"TI.;
. finding acceptable housing 501utioTIS1 both for
the existing stock and for tile introduction of
nev,. bousing: and
. fostering €'..:onomic prospelity by attral.>ting
empio}lTlem opportunities <L'1d pn?sef1iing the
corruTI.unitr's stand<L~ of living.
All these issues and more are ones that have bee.!"l
often repeated tn the various planning documents
the panel has, re\'iewed as wen as du.-ri....'!g the more
10
10-16
...'"'1.
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~ ;.:
~P"1~~
.,f..
't..~ ll>
than 75 interviews the panel conducted while
on site.
In the pa..iel's opinion, singu!ariy focusiIlg on the
\\.aterfront and the Gra.nd Promenade is extraor-
dinariiy risk')'_ The concept of the Grand Prome-
nade itself is powerful. &1.d undeniable in its basic
me:rit. A singular or myopic focus on the Grand'
PromeI'.ade as "the solution" for S2.li Pedro, ho\\"-
e...er, is far too narrow in the panel's view. The
panel strongly endorses the concept of the Grand
Promer:.3.de-extending from bridge to break-ca-
ter. On the other hand, the pa.lel has serious res-
ervatior..s concerning the specific pIa... presented
in the ,"VATeH plan as it incorporJ.tes much, of the
exi::.ting land uses a.1'lG the arrangement of u~es
/ along San Pedro's community waterfront.
Shni1:rtly, the ex-pressed belief that the Port of Los
Angeles is the singular problem of the comrnu-
rdty strikes the panel as too facile. To the pane!, it
seerr.s Ul1d,:;:-..iabie L1a! LI}.E port and the San Ped.-o
community in fact haxe been IOngstandi.T!g pari.-
ners in eac.1. other's destiny and economic welfare.
The notion that the porll'owes" the San Pedro
community economic ":-ep<u-ations" for its alleged
ills over the past iOOyears seem5 strd1ge :In.d
misplaced to L'Ie pa.1"JeL
Neither endorsL.-lg nor condemning the portl the
pa"le! starts its \\"ork with the understarld1'!g that
the San Pedro community aIlrl the port haye been
&.1.0 ~iil continue to be linked in a. cormncn destiny.
Despite t.~e strong iinkages between the port and
L"Je SarI Pedro cotn.'7lunity, L1ere has been a. gTDW-
bg gap in their respective e'~onomic conditions
over the past 30 years. The loss or the shipbuild-
ing industrj, aIld the demise of the southern Cali-
fornia fishing fleet and the c:rnneries th.at both were
once an iritep-al par: of the San Pedro \\-aterfront,
are cftencited as reasons. At the same time, the
port has responded to e\'olvmg global market con~
ditions and opportunities ,vith steadily inC'rea...~d
An AIlYisory Sem"". Panel RIlllIl!I
conbinerization and the continuing growth and
popuhrity of the ITlJise ship industry. .~n of this is,
or CQllOSe, old nev."'S to the San Pedl"O community,
Equally old ne~'S is the deterioration of ~1e cen-
L-al core ott.he dmvntown <L"'1d the once-tbiving
local senice retail est.'l.blishments along Si:rth and
Seventh streets and Pacific Ayenue. Similar de-
clines LI1 retail occupancies have oC:1..'Urred along
the waterfront on port-o\\--ned property, specifi-
cally at the Ports 0' Call \image.
The panel has eXaIT'ined the market issues-which
....ill be addressed in more detail later in tIlls report
-and concluded that ma!'ket and development op-
portunities indeed exist, They do not, ho'\:rever, in-
volve the restoration of the old, nor do they entail
the introduction of a major base of national chain
retailers.r:'1e size of the market base limit:: u'te
scope of the retail that is realistically suppor..able
in the cornmunitj",
In cont~t. opportunities abound in the housing
sector. It is ci-=ar that San Pedro is being discov-
erect for it.::: stock of entry-level housing (o!' south.
ern C2lifornia ma!"ket standards! and itS unique
commmut)' character ~J.d scale. The pane! was
stL1"J)rised::.o discover that, in a truidng, 81ppiy.
deficient metropolitan market, so little new hous-
ing has been deveiolJed in to,;:e community and that
the CR).!g development plans (such as the Beacon
Street Redevelopment Projed) do not capitalize
on tris strong and readily a\'ailabie opportunity.
The commu.-ut}-"s underdeveloped tou..rism and .
recreational case also my"'Sti.fi-es tbe panel. Cruise
ship passenger tr-affic is steadily bcreasi.Tig at the
pan a.!1d ma.l'!Y weekend "'day-trippers" a..-e at-
u""3.cted to the reS"'..aurants at tJ"te wateIT-ont. yet
there appear to be no strong effort..'i ;;0 e:xpand on
this opportn....1ity. Signage pointing L.'le 'NaY to the
waterfront a..,d other local attractions is poor or
nonexistent. F-e-w new facilities have been added
and no attempts at "bra.TJding" the San Pedro t."Om-
mUi'lity were evident dur.ngthe panel's vizit.
A..'l obsr.acie to 1nc:'easing to~~m is the funited ac-
cess to and the generally uIioe!'1llaintained charac-
ter of the waterfront. That visitors find their way
the..'"'e in the ~ of COrL.'Using access, poorly mai,1.-
tained physical :mructur~s sueh as the Po~..s 0' CaLl
San Pedro, California. Seplemoer 22-27, 2002
village, a.IlO vLrtuaUy no attention to grounds
mm..'1tenance is a testament to the powerful drJ.W
or the waterfront.
,
h1 the pa..,el's view. it is dot a question of market
potentia] or development opportun.ities. Though
certainly not urJi-rnited. c!eariy discenuble oppor-
tli..:.1ities are readIly at hand. The pane! believes th.e
essential rnarket-driven issues are the follo'wing:
. the need to improve access to and circulation
'lo1thin t.he eom...""nwjty, including "gateway" en..
tries at the northern and sout.hern ends of the
dO"Wiltown area:
. the need to "unlock" ro....al estate sites for devel-
opment.:
. the:::.eed for the adoption of high-quality devei-
opment standard~ and
the need to i..'l\r€st-and to invest significa..Jtly-
in public improvements u-...at raise the quality
and character of San Pedrds public areas in its
downtov.'1lCDre and 'Ilo'ate.rfront.
D0~.{:'~Uil!lje:.n~ j~S.UiSS and Gi1Pun~nti~i;:S
Though the isSUE- of "gatewa.y's" into the downtoWil
lli,jd waterfront areas is not within the panel's
charge or stud}' area, the panel strongly urges
11
10-17
community leaders to address it. If access and
circulation are difficult, it will imp€de the develop-
ment of key sites. An area of immediate need, it
requires attention n01J{, before new public and
private development initiatives advance and then
a.te const:rainc-d.
fhf. 1. ~ ?t~e! S!!~) (;TI-;_-~H:t; ~!i!;.:
How to forge 3. cohesive, well-integrated fra..'11e-
work for the successful den;lopment oi the water~
front and the core dmrntowTI area is the challenge.
At present. the City of Los Angeles Harbor De-
partment controls the waterfront. The city's Com-
murjty Redevelopment Agency has the mandate
for t.,\.o redevelopment areas: the original Bea~
con area and the more recently adopted Pacific
COI1idor area. The boundaries of these areas ad-
join in some places, but they do not overlap.. The
combination of the bOlL'1dary jurisdictional issues
and the basic differences in org-ol.n!zaticnal mission
and sty!.e makes it undenf....andable why a panel
was :requested. \Vhen the Harbor Watts Economic
Deveiopment Corporation. ti'1e Porr. Community
.-\&:isG!'Y COIT'_Ti<:tce, the Sa."l Per1JO Dmrntown
arid \v.atem'ont Task Force, neighborhood coun-
cils, ~he chamber of commerce. and business and
labor ll..njons are addec r.c the mi.y~ eYi:.n r:J.or~ lay-
ers a.'ld interes~s emerge.
it would be easy co suggest yet another overarch-
ing organization or even. an. entity ';\"it.h specifically
focused "joint po>vers" to address these issues. Yetl
in ;:he pa.'1e!)s opi..l1ion, what the COffi.r.lllL'1Ity needs
is to 5"'"WA...am..iine aD.a sL-rnplif:i.
12
10-18
This report pl'o\ides two very speci..fk recommen-
dations regarding ho\v to organizationally mobilize
to impiemem t.he pa.nel's key findings. These are:
the creation of a new liJTIjted-purpose entity-
the San Pedro Communily Waterrronl Tl1Jst-
a nonprofit aS$ociation wnose .so!e purpose is
to hold, improve, and maintain dedicated public
lands on the .waterfront, inciuding a promenade
for the use of all citizer..s: and
. :.he tl'''J.p...:;fom...ation of t..ije Sa.l1 Pedro Do\"\'!!to\\.'TI
and "\oVatemont Task Force into a permanent
org'"d..nization to C'Oordinate the imple.mentation
of 'K:itel'rront and dowl1tmrn development in
Sa.""i Pedro.
These recommendations are de~(."rib6d in more de-
tail b subsequent parts of this report. Adr.Jtiona!
suggestions include sharpening tne focus, the
rriethods of operation, and timetable oi the two
largest exi~ting or~...nization~he Port of Los
Angeles and. the CRA-reiarding directed devel-
opment initiatives in the waterfront area and li1e
I c;re dOwTltO,-",11.
There is an entrenched mosaic or orga.'1izations
'>\ith dire(.t responsibility for or ta.,gibie interE;i:~
i..."'1 the future direc'"Jon of a.."'1d development a~j'd-
ties along the waterfront and i.."1 the adjoining core
community "llrlands.l~ The panel's approach is
simple: to build on the strengths of the existing
orga.'1i:a:ions a.fld to suppiement only where there
is a logical or lli~ed need that is not likely to be
well satisfied by existL."'lg institutions.
All Adviscl'l Seni= Panel Rl>lJ1lrt
t.
"
t
an Pedrols riliitory a.'~ a port hub, a fishing
village. and lacer ~ a livel\\'ork town domi-
nated by the port is stiil in e\"'irience as it
has transfor.ned tnto a multifaceted resi-
dential bedroom communir;.-. San Pedro's identity
is still closely tied w the port,
In the context of w1e greater Los Angeles area,
the port makes a tremendous econorrdc impact
throughout the region. Int.ernational u'ade reja-
tier:.:; L1.."Ough the port are a .\ehic1e for jobs, a
source of direct revenue for wle city of Los Ange-
les., ana a.'1 important component of the Califorrja
and U.S. economie5.. It ~ a symbiotic reiaticl"...srip
in which both the port and the cOIfu'11unity of
San Pedro dra-natically o.~nefit. or suffer at each
other.s ha..'lds,
Sa."l Pedro is also connected. to greate: Los ~~1}g€-
les. Yet, San Ped:o has not. shared in the dynamic
g;owth of the overall met.-opolitar, area. Wlth a
population oi 9.7 million.. Los A..rlgeles is now tne
largest city in the United States. Tne city has an
unemployment- rate of lesE than 5 percent. which
fuels 3...."l ongoing demand for quality- nousi..\1.g L."Om
an eVer-r.;5llg tide of nev.-residents flocking to a
relatively healthy job base. San Pedro, however,
has not o:.aptw""ed its share of new residents or
businesses. San Ped...""O commuters d..:.-h'e to mili-
tar:- bases; office workers drive t.o aOW!1to",,'11 Los
Angeles, Long Beac.h.. Torrance, and other south-
ern California business centers; and seITice work-
ers d...-ive t.D the aL.---por!. San Pedro is wen located,
providL,g residents '.\-1th convenient access to the
rr.ajor employment cente...'"S .in grea-ce!' Los ,-\...?lge-
les, but it is not positioned to (:<J.pture the residen.
tial. retail, or office market o<;re!'!iow~
San Pedro's strengths are clear and marketable,
aIld should be built upon. Tne t.oW!l has interesting
arehiteetll..~ and beamL.-uny restored buildings,
such as the Wa.rner Gr-an.d Theater. a 1930sart
deeD mO\o"'1e theater that ~ often used as a set in
the produc.tion of films. The museums, the 'Korean
San Pedro, Califomi2.. September 22-27, 2002
Bell-given to Los .,i....:1gele~ in 1976 by South Korea
to symboHze the friendship between the two
COWltrle:;-the sbps. the fascinating "-1sual show
of a working port.. th.e dis~inctiv.e restauran.:s, and
the flourishing arts community are assets that
enhance the quality of life and define the character
of this plate. Most Unporta..~t, San Pedro has per-
sonality.
To recognize SarI. Pedro~s market potential is to
ernbl"ace the fact that approximately 40 pen.-ent of
San Pedro's residents are Hispa..'lic and that this
segment of the community is as integral to San
Pedro as the Port of Los Angeles. Greater Las
A.ngeles has nearly double t.he number of Hispanic
residents of any other city in the nation-4.5 mil-
lior.. TJili; dern~grappjc' r~"ant)" is reflected LTl t.he
San Pedro tommuniQ-. Wlthi.n walking distance of
downto,,""!l. 68.5 per:ent of residents are F..i<;pa.r1ic.
T'he preS'en~e Qf this ethnic group contL'rm€s San
Pedro's rich history as the home of hardworking
i..'TImigrant fu.-nines_ Ift..'le t.OI,\"T!'S foumiing farnilies
and cOIrununity leaders reg;u:d the Hi"pail.!c com-
munity as an obstacle, or regard it as irrelevant.
then San Pedro vdH not realize its captive 01]}-'-
L'1g po\ver.
San PedrO'5 downtown was once th.:.-iving, v.itb
family-mvned businesses and destination retail at
PortS 0' Call 'tlillage at the harbor. .~ th~ eompo-
sition of residents u" irl.g in San Pedro chaI1.ged. a
radical transformation of the retail industry \\a.s
happening simultaneou:::ly. San P-=d.ro's history as
a fishi.~g \.illage and a company town dominated
by harbor worke..~ gave \'ray as immigrants moved
in and low-income housing was built. and affluent
second- and third-generation residents, seeking a
suburban lifestyle, C!'ossed 'V~5tern A-venue.,
DOwntO\\llS in eV!?!"'i city ac.."'LJSS G1.e eoun~,r iest
customers to malls as the population shifted to
10-19
13
,
suburbs_ Now-adays, as American lifestyles con-
tinue to change, malls arc feeli.'1g w.i.e squeeze from
big-box retail, with Wal-Nlart leading the cha.rge.
San Pedro's average household inrome is below
the natiol'..al avet"'dg€. :';onetheless, approximately
half or all residents within walki.ng distance of
downtown ha\-re household incomes more than
$50,OQD and 41 percent are \\hitE-Coilar workers.
Also, upscale city sbgles behveen 25 to 35 yea.~ .
of agf: have discovered San Pec'J'o, 5nding it ar,
attractive ami fun place to Iive.
San ?ed.-o is grou,ing at less L1an 1 j..'e:!'cent a rear.
It is not declining, nor is it snl'Toll.:l.ded by omw4l.7d
gromh away from tD>rn.. High-income gTo\\"th is
creeping ever slowly ar'Otmd the edges of Western
Avenue, along the coast, and in. ward..
Exist1."lg retailers in dO~uwwn San Pelli!) ca.'} pro-
vide a base upon which to reestablish the business
districr.asa p:edesL"';.an destination. Fortltis to r.ap-
pen,L'1e area nEeds to be repositioned .as a bou-
tique shopping.uye:::., "With. specialty tena..1.!.s cater.
ing to tourists and local residents beyond Gaffey
Street. CUITently..foot traffic from L'1e \'\:aterfront
.to dov;;-nto,;\ll is nO( si!;-n:ifica,lt. San Pedro's. dOWTI-
tC~l1 can be tied to its vraterIrom. provided that
waterfront ~tail uses are cQmplement<4..y <L."'ld en~
han~ the o;;erall San Pedro retail expe..rience.
Downto'wn lies outside San Pedro'snwtr-a.:.-SC
eorridors-Gaifey Street and PacUit AVEnue. Its
restalli-ants and stores are visited as destinations
14
10-20
or because of the cross-tlOw of pedestrian tra.ffie.
Major retailers that serve moderate-income pa-
trons c.an capture this the market more effec.tively
on Gaffey Street than on Seventh Street. TOur1St-
oriented retail can. c2pture cruise ship traveler::
most effectively at the waterJont, especially if
it is located iIt a pleasant, open departure area.
Therefore. if dO'\\uto\vn ls going to be revitalize-d
into a vibrant, active desti.'1ation. the chamber of
commerce must cDordinate plam-ring. marketing,
and management efforts \viL~ the port.
San Pedro's restalL.''tIJlts are core ret:ril anchors.
The unique and friendly gatheringp!aces that fea-
ture ethnic foods constitute an advantage for Sa.."l
Pedro in the competition v;ith predictable chain
restaurants. With their diverse atmospheres and
elienteles, restaurants such as Papada..Lds Taverna.
the Fish M?,J'ket, '\'hale & .Ale, Ante's Croatian
Restaurant, and Sacred Grotmds coffee shcp could
not be re-created elsewhere.
Successful restaUr."'aIl:s in Sa.>: Pedro add to ::he
aut!.1enticity, c..~cter, depth.~ a..'ld allure of the re-
tail en'-'1ronment. They are also pivotal to attract-
ing customers from t..~e :;nrise ships. from the other
side of Western Avenue. and from throughout the
gre~lte!" Los A..11geles area. Parts 01 Call Vil.L'lge is
obsolete.. yet 72 percent of San P,=d!o~s residents
say it has good restaurants_ No trendy themed
chain restaurlli"1.! is better ror San Pedro's ret2il
market position than its lcng-term~ fa."'TIily-owned
and --operated gathering places. San Pedro can
build upon this traditional iegacy. indeed. the
see.mingly strong s.ales volumes or the existiItg
restaurants are the most credible marketing
tooi availabie for attracting significant upscale
ret.::wers.
B~usethe 6t,y L-.:. blessed v.-ith a vibrant 3l';'c.3 com.
munity, San Ped.ro's galleries also are ieading the
way to ereatLl1g a un.ique retail destination. The
area across from the Los ~~'lgeles County Court-
house shows what f:;:-sr. needs to happen lor the
d(l~~utoi.rn to rebuild. btQ a pedestrian-mendly
n~tail corridor. DO'W1ltoWD merchants that sen-e
niche lifestyie interests. such as the local ,...-me snop,
{:aTJ draw from both area residents and tour..sts.
JIll AllIIism'J SmlteS !'allol Repllt!
lurJ1g th.emfrom the concentration of enter'"~-
ment uses <Lid restaurants at the pmi.
Upscale retailers seek locations \vnere they ca.1 hit
the bull's-eye of m.a.'\.-lmum density of high-income
residents. These retailers view Sa.11 Pedro from
the conte:.."! of covering the Los A..ngeles market.
San Pedro's residential market is not yet strong
enough to justi."'y a retailer tiJ open a separate ID-
eation on tlris peninsula. and the tourIst market
has not been estabLished to effectively compete
-Ili'ith the destination offeri"lgs in Long Beach. F"or
e."i:ample. when a Border's Books & Music or a
Bames & Noble e\'<i1uates the greater Los &'1ge-
les market, it zeroes in on hC'.\' to locate clDsest to
the greatest volume of college-educatcd, higb-in~
come households 'With high purd:a<:;e rates.
In the absence QfideallocatioDi: '",ithin the strong-
est residential base. retailers locate where other
retailers are already achievbg high sale:; volu.i'nes.
Sa."'1 Pedro does not :ret have the residential or :he
tourist base to support retail as the lead eeonomie
re\it:lii~::>tiCln tooL HO"'''ever, population ai1d In-
comegrmvth :5ignal~ to retailers L",at an opportu-
nity to locate ,in an up-and-coITling !"esidential a.nd
tou..',oist marke~ e..."tists. By ;:"e'.italizing i~ housing
st.ock and welcoming new residents. San Pedro
\\-111 b€ ta.\ring powerful steps toward effecting re.
tail econOIi'jc development.
Retail re",itaJ.:ization trom t.he inside out 15 more
likely to be successful in &in Pedro because it is
already slowly happening. Business incentive pre,..
gr-'d.InS to eneourag'i: startu[Js suould be in place tD
foster entrepreneu.."Ship and to stimulate demand
arnong potential tef'.ants for vacant space do-WTI-
town a.'1d at the waterfront. 'Vacant buildings
around clo\A-,nto\\'TI a.TJ.Q in \-<1ew or the coru'Jedion
between the waterfront a.f'J<l do?-'11to"W"TI may be
pri....ne- retaillaea:ions one day _ Funds to pUl.\:..r....a..~e
and pro>-ide buildour. expenses and fum..1Ong for
key locations to connect Qmvnto"\TIl to the water-
front should be considered_
.-G j : ~,
C1l1"b appeal is diffiC".llt to maintain in a retail envi-
ronment filled v.ith public streets a.'1d independent
San ?e-aro, California, September 22-27, 2002
owners. To the extent that retail in Sim Pedro can
be treated as though it were im-estment propenYr
managed, maintai..'1ed, and operated as a cohesive
shopping center, the prospects for attracting and
retaining quality reta:lers wJI improve. Safety,
cleanliness, consistent signag~, frontage wndi-
tions, parking availability! and marketing cannot
make a retail mstlici successful, but their absence
can c.1.u-se it to fail.
Professional management would need to include
waLi.:.ing safety patrols and the prov':.sion of fre-
quently cleaned public restrOo.i11S. Training and
quality audits for senice, display, merchandising,
and coordinated marketing programs VtlJuld help
to unify ret.1.ileI"'5. ff the waterfront, Joe-a! cultural
attractions, and the downtown ;u:e marketed i:n
urjson, they will all benefit from the increased
perception of critical mass and from eross L?"3iEc,
Furthermore. the dowmown district should be
dearly demarcated at both of its entr)' pDims,
There are no postcards, T-shirts, or coffee mugs
emblazaned\1'ith irnages of San Pedro: it is nOi:
otn'iou~ how to beSt s~n1 a day and a dollar 1.'1
San Pedr-o. '
ROUSL')-g Starts are an alternative tool rEtailers
llse to assess arr.arker. when sales volumes or de-
mographics do not match spending power, The
Los Angeles hotb--m.g market is SlJ unde..vsupplied
that nationai housing reportS currently list the va-
cmcy rate as '"Virtually nOlle." Studies completed
in 2002 for San Pedro e~Jmate that the housing
demand could support over 3.000 new u..--nts, yet
15
10-21
t.i'tere may have been fewer than 8.50 net new unit::;
a.dded in the past ten years. Orjy 27 perrnits were
is:::ued in 2001, with the first ~i.'{ ~onths 0[2002 on
pm' with this pace.
Housing gro\\'th stimulates commercial gTo\\?th.
Silll Pedro's housirlg market is out of ::;Y<1eh ,..it!:
the greater Los A..I'lgeles market. The residential
buying power necessary to attract and support
viable retail do..vntown and at the \\.atern-ont lies
on t:1E ot:.~er side of\Vest,ern Avenue.. The deyel-
opment Ofrnil.2.ket-rate lr'!fill hCU5L.'1g lTJ. quamitie...;;
large enough to counter the disproportionate share
of lo\v-income &;'"ld special needs housL.'1g' that has
been a!located to San Pedro can happ.:m only if
L.~ere are parcels large enough t.o create an im-
pact. A,a in.fusion of fa.TJlies to counter the nega-
tin: perception oT gangs and trlli1.Siems is possible
orJy UtJ1e housing stoc.~ and the COIT'_r:l'.:iPJty are
attractive and well maint.ai..1'J..ed and there are ade-
quate e-ducational oppormnities.
'i,vltn a 4.0 percem \.",c-.ancy idLe ir, the Sa...:. Pedro
oEice and indusL":..a! marketa.-ea office develop-
ment,is not recommended as a stratE:g:i" for eco-
norric de\'elopmem. at t.his time. Thougn nor. <l
priority. new office de-veloprnen: constitu.tes a
PQten~ial option if cer..a.in conditions are met.. Re--
spor...sible oruce de....elopment in today\~ economy
in....olves preleasing ar pres~lling to stable, credit~
worthy busin~::e5 with t.he potential to provide
li':able-wage jobs for io-:aJ residents.
Economic developme;J.t teenllters could use ta.,-:
ince:r:.tves and GL1er l'esources to attr11.ct large-
f{)otpl'int temmt5 who nrould gain some advantage
by locating near the port. Potentia! te..1ants ir:-
elude ver;.dors.: suppiie-s. investors, lenciers~ ser.
...;ces pl'o\iders, and compa:.l.ies that al.:-eady do
busL.'i.ess wi~h the pan.. Relatively proxiIr:ate ta
LosA!1geles Intermu.:ional and Long Beach air-
por..s. San Pedro is a eommuUl.oie dis~T\ce to
other major employment centers in Los Angele:::,
pro\iding a..i additional ad....antage.to prospee:.:ive
ornce tenants.
16
10-22
;i:!..L,
;;:t"".
; ';. f~! , : ~ t';! I :'
:Ui}
Sat;. Pedro's \vaterfrunt can rilld ~hould be the cat-
alyst for t.he community. There are numerous ex-
am.ples of sueces::;ful waterfront projects all along
the \Ve~t CQ~t. indeed all Q\-er the world. :MOSL
of the succe52ful uses a..re a combination or parks~
public {acUities, and cornznercial ser"llces.
An acti\-e container port does not preclude the po-
tentia! fur active recreational areas. Charleston,
South Carolina, for example, is the second-hu.gest
contair'.er port on the East Coas~; it aLc:o has oo:ome
one or !..1€ nation1s most upsc.c'ue tourist desti.fJ.ationsl
c.-elebrating its IT'ilita.7, industriaL sociaL and ar-
chitectural hIstory. The most appropriate u~es for
Sa.."'! Pedrds \vaterr.ront are those that preserve
tbe al.lth.Entic:Ly oftrus eOljlJl1urjty, provide active
recl"eational opportunities for re~id€nts, and offer
retail uses arld ...-:sua.! entertainment for crui~e
ship tourists.
Ll1 the paner.::; '\;ew. this iE a ';mrking waterfront
/ that. ;::an celebrat.e :he harbo: and i:s heritag~.
The waterfront should nm. become a st.erile envi~
fO.r.Ine;;.t... It also shoulc not be dominated by t...~n
retaiiE..'"S ~}12t can he replicated at Long Beach or
aIi;'where eJ:-~.
The waterfront CGT; be ar, economic engii"le ITi mill:.....
W2;.'S. Becaw::e erildren constitute 25 percent of
Sa..TJ Pedro's popular.ior,~ the 'T."J.:errront needs ;;0
be a pla~e where thi'1~-S can be touched and climbed
OL and this fact should be, reflected in any devel-
opment plans. The foilo~"":J.;.:g is a partial list of po-
temial ac:h.-e and passive recreationaL l'etail: and
eme.:-:.a1il..!!lent uses for development on part I.ami:
parks and trails:
musell...Tfl.$ and aqua.!."iu:ns;
public- an ~-aneries:
interpretive historical and educational opporw-
nities;
boati-:.g, wi:,dstJ.!1i.'l~, and hang gliding:
. wildlife \iew:ng;
. festivalJst.aging;
An Ali'JIsllry Semces P""el Heplll!
. touri"sI1-oI1ented retail and re~talU-ants \\;th
outdoor seating;
. athletic facilities;
. fishir.g/fishing tharters:
. retired naval ships, '.\leeks, and submarines;
. bota.:.-ucal gardens;
. a cooking school;
. carriage rides;
San Pedro. CaJrtcmia. September 22-27, 2002
a chapel;
. a band sheJ1lamphitheater;
. markets-fish. produce, flowers. ca.'1dy;
. a resort hcte~
, shipbuilding; and
. a mal"lnaJr.aucical shopfoass pro shop.
J
,
17
10-23
;~, '!";'. ~
.~ I(~ i
."i
H
lan'ning a."'ld design are central to marlY of
the issues confronting the community of
San Pedro~ and they also pro\ide potential
solutions. The hist01ica! physical plar~i!1g
grid was an effective link to the oceanfront envi-
ronment for early businesses and residents. Over
cLue. indust.-ial. port, and trar.1spor;..ation u..~s have
disconnected the waterfront from the historical
downtown of San Pedro. Reclaiming the physical
relationship between the San Pedro community
a.nd t.he waterfront is essential to physic-a! P?\ita.!-
ization, in the par1el's OpLi1.ion.
Numerous studies haye beer. conducted oyer re-
cent years. The Pacific Corridor Redevelopment
Project. Report; the Beat"OTI Street Redevelop-
ment Project and even the San Pedro General
Plar. are all examples. The Pacmc Corridor Rede-
yelopmem Projet't RepoIi.: adOPLed in. 113y 200"2,
€:5tabIished a clear mission and comprehensive
goals for most of the traditional downtown San
Pedro cOlT.muJlity, Calling for neighborhood pres-
erY.:lUOD and rehabilitation. it identifies the:natic
elements to tie the dG'...-m.owll to the harbor. ThesE
pians r.aye been thoughtful. and many of the con-
clusions reac..~ed al'e similar to t.1c-se of the paneL
However. the plannii1g process has been discon-
nected, wi.th. une,,'en implementation.
Recent \isioning exercises through commu.llit:,"
'workshops. and ad\r1sO!:Y groups bve made signif-
icant progTESS in breaking 00\\71 ba..rners among
t.l-te "HriOUS stakeholders. These efforts also have
identified divergent opinions. It is ti.'fJle to build on
the subst3.ntial consensllS reached t.hrough studies
like the WATCH plan and to continue to resolve
points of contention. As the panellea..."'Ued during
its ,'isit, the "alignment" or political interests and
L'>-J.e desire or community members to trust one aT.:-
oth.e!:', (,'ity institutior.s, and eiected leaders ha....e
never been better.
Immediate p!an.."jng initiatives should lay t..':1e foun-
dation ror the S1aJ. implementation of the follcl'\ving:
13
10-24
'.i
.. eormect the dD\\11town grid directjy to the wa-
tel;::'ont;
imroduce- clec:.r gat.€w:1)rs to the ,:ommunity "'li1:
way-fmding -signage while establishing a strong
entry along Harbor Boulevard;
.. est.ablish distinctive subdistricts along the prom.
enade, L"!.c!uding a cruise terminal. a rna.!irime
museum and civic center, a festival park. a fish-
ing \"illage, 2.J.....d a maliTIa;
.. c:rea!.e a new Crescent traditional neighborhood
de..'elopment;
d~4.Ile the dO"",lllOWTl corrunercial area, 'i\lth Si.\"ili
S'C.reer a.~ the "main street." ?aciEc A',,-enue as
t.he '"'market street," and Seventh St.r8et as the
"ar;:isti\\--alk";
t~~aD1i~h "addressesl' for re.si::i.ential neighbor-
hooes and preEef\~e anc strengtnen communi\:y
cormeetior.s;
cO!'Jlect ClutUr"d. a..-ne!'lti.::s wi~h open sp3ce and
re-=eanon resources:
de-;:eiop p<c~l B-2 a.;; mi.'\:;:c-use do~to\m hOlL'-
ing with ground-uoor ret.ail:.and
encourage residential i....ri'ill.
Clemiy, L"Ie powerful concept of the promenade,
e!lgende-red by t..>-te \VATCH pian.ring proc~ss. ~.
established an effective symbol for opening access
for thE Sa.I1. Pedro ccrnrmmi;:y to the sea. The prom-
enade t'oncepr a:lm':s for tne i..'1.troduction of a mi.\:
of eompatible. nonindustrial uses~ both public
a.nd pri\'ate. aiong the waterfront. induciing
recreation, re!.ail, a..1d resc.alL."'ants as n-ell.as an
e.\.-pa.~ded cruise terminal facility, a maritime mu-
se!.Iffi.. public m"t., and the commercial lisPing \.;1-
iage. To be sllcr..-essful. ~his C",Jncept can be impl.;:-
mentec. v.iLi1 consideration gi,...en. to the folio,,-i...n.g:
priorities:
An AdviSnIY Serriclls p""", Re;Jflrt
) 0 '4@t? 0 (~:;~:";~~
JU DO D:~,~"",,-",",~,
O oo,;nr'l ~ r
I . . I,\! Li I
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tk,;~~"""'''C;l L,~....~~ . ".' L.'" j"Ct__JL __ L-.......
'.....IN'I !t"'Oli"":I"U'''''~' I tn. fD' .0' ID~u"'",,~:.r\\Lln, l'U-'-::u:'"'~""I"'-~'
, , . !" 13 , ti ,! ,~ : I ~I \ 'L L u
'----' ~ L.:::::-J ---' _ _ _ --! -""rJ:J...u...~~
~; 0 Ot;J,O,O,O:O 0 0 nj~ngilo p ~ ~ I:~E~;,:._
%itJkii'iO!:...~" ~""l'Y'R"~L'- ,-.-.; =~=-:S:~:;:L~'ro -,' ~ ,
';;'::'..';"~~~:~D ~~~;;;fZl~,~
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M '.111 ~ :~"~"C ! J ~"'" ,/
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'oy.
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.",,,~.;m, ,;:,-:-;,...;11 !;,,$;":sc..; ;:..':..~;c~, wi;:~ ~"""~e:J Mox:d 'J"'~
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,:"""".,,,.,,::yWa,:.e..-f,,,rr.:""''',
i::"-,.'."~'-..J ,,,,!!;:::.::.:e,......i :r. ".~~~ ~;;li..i.,~~
~ 'Ow"';;;w~ :;:vcla;>"'~"'"t. $J:~
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Agree on the desi.'"<lbility ai1d validity of the
prornenade--e..\.tending from bri.dge to break-
water-to be implemented in a series of phases
O\.-er the next decade.
Begin detailed design of a specific section of the
promenade immediately.
. Identi.':"! the light eonst..."'Uctior. "starti.ng poi.nt. fl
The portion of the promenade between tile V....orld
Cruise Center and the Los AngeJes 1Ia..""itime
Museum wouJd proTIde significant ~)-nergy
aznong the activities at the ter!ni.."lall the mu~
seum., and the restaurants and shops dO~'TItown.
San Pedro. California September 22-27. 2002
. Execute the B...."St SEEmen! with skill a..,l.d kee::.
at:entiorl to detaiL The quality of design and
:materials used will be w."'i~ic:1L
Ensure Lu-t t:lli initi2..! pr.2S€ is contenw.-ated
and focused. E\-en L~ough work might start on
remediation, demolitior.... and cor..su-uction at dis-
cennected points along :"'1e promenade., the :'L-s
new phase must deliver a dear. coherent
seheme that sumds on its own.
. Make the btial section work 'Aith L":1prov~
ments on SL-xth ~jd Seventh 3i:!'eets al'ld Patine
19
10-25
=:' ~"'""',.., jo..,,~
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::.:..:.J~~~ c::J c:=J~~J~'J[:~,;:.
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',:J::*_i6.L~,(,\':) (vvayr''''O-I'''a ,,'
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o []] 0:-0
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L_':". Mari~im~ M:":s~l.!m Di~~d~ ;:~.
S't.<l-:icl":
2!J
10-26
AY0nUe to deliver a series of visual experiences
that "tell the stlJry" of San Pedro.
. .Ma.ke tbe design t1~xible to ove!"tome tec.'uucai
and operational impedii'nents; :;lle:h as ac:ce~s to
s}1jp~.
. Deliver recognizable "districts" such as the sug-
gested DO\\"Iltown, MU.5€um, and Cre~enr. dis-
tncts. adding \'anety to and unique signatures
for each segment.
. Program the promenade to lli'1k e.tisiing reSOlU'ces
such as the ma.ritime museum, the aquariU!l1,
the fishing fleet, the beach, and the pier. These
existing elements should be simult..1..i1eou~ly -im-
proyed and expanded.
. Maintain an appropliate el'.ic character while
deliyering the tmique, au::hentic experience of
an active seaport \\ith a 3ignilicant hllii.oriea1
iegacy.
. Use the promenade and A..ngels Gate as icon~ to
heip es~blisn a "San Pedro brand idemity. ~
J;' ...~,. .n'
1i. adch-essbg the de...eiopment or 6e \vate!"fron::.,
G1€ pa..."1e! has cieli:nea~ed tne followlilg de\'ein~-
ment districts: DistricllA. District IB, we Mu-
seLlm Di..<;L'icr., 2.:."1d the Crescent Di5trict. For lne
panel's purposes. the central busine.'is distl'lCt
rLulS fr(L.11 Harbor B011Ie\':J.;G to PaciJic Avenue.
The North Opportunities Diagrams (on page::: 19,
2{), and 21) de!ine3~e these di5~riC:5 and pro\'jde
a.il overall view of the panel's recommendations..
Separated iTom t...1.e dov:ntown by HarDor Boul~
\"ard. Dist::ict lA stretches from approximately
Third Street tv the c::-'Jise terminaL Pm' Disw:iet
Lt\..: the panel recommends:
. redeveloping HarDor Boulevard as a strong
emry so that it does not C"J.: off the QOV.'ilWWT:
from tJ.~e wateffi-on:;
. deyeloping a rrixed-use I::'Oject i..n. tb.e a..rea
south of the cruise terminal;
. internalizing the parking structures for tn~
mi'CeC-use develo9m.ent and the eruis~ te..T)T1..!::121,
An Advis...~ Se."'fices Panel Report
liPlng the structures \',ith commercial a.nd retail
uses to sc:-een parking; and
. designing public aeeeS:5 to the promenade and
L1.e wate1.Tront that is sensitive to the security
n~s of the cnrise ter.ninaL
The Museum Distdct encompasses the area sur-
rounding the Los Angeles .Maritime Museum be-
tween appro:dmate!y Third aJ'I.d ~Enth streets.
F or the .Museum Distr1ctl the pa.11el suggests:
. lor:ating loc::!.l mU$euIT'-S in one a:ea. giVl.'1g them
an. identity;
alio~ing the Los .-\.ngel~s :M~'"ithne Museul'l1. to
expand its collection into a n.ew building along
tbe promenade;
. consideri:.:.g vpening ",he old ferry terminal that
is currently a part of the Los A_'1geles y~time
1'fusel..L."'!1, if the museum n<l.S the opporr:;.:..,"}.ity:o
expand; and
. wea\i.'r1.g pedestrian wate....rf.ront access along arId
around the existing Los A..'lgeles Ma...riti"!'.e Mu-
seu.m buildi"lg. prov~ding a waterfront prome-
nade where-ver possible.
District IB e.\"tends from the edge of the :Nlusellill
District at approximately Ni..:":i.h St.reet to the
edge of the mahJ. ehalll1.el. including Ports 0' Call.
District 13 reiriort'€:s the entry to the por"", The
panel recommends:
. developing a port museum or other public build-
ings;
displaying an entry seulptu~ that \\iil prc>"l,ide
a 3ignature statement and all opponurjty :for
new artj
. c.reating a waterfront park where people e-Ml
watch the boats-and where cruise smp passen-
gers mIl watch the people in the park~ a.'1.d
. erecting a collection of public L.'1terpretation
pavilions in the park to showca....~ information on
the port. loea! history, or the fishing industry.
The Crescent District folio\vs Crescent Avenue
to the Caorillo MarIna. The panel has based its
reeummendations for the Crescent District on the
as5ll.:'T:ption that the porrs plans for the Cabrillo II
San Pedro, California. September 22-2i, 2002
Jl
i Ii: i~'""U~f"<'l'~TU" .' n~u~
LJ L-i ,~ ~:. L-~ -~
'JODi ,0,00,01
,,>:S~'liJ.S'?~'7~~~r:i;~
c.<~<~ ...~;;;~'v/"'..~"s.
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jfl{'" ~M'~",.
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"'-":+"..1 .~.>Vi...~,,1
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marina ~iil proceed in the near terrrt Howe"'e!.~
the pa.1.el believes that tills land. is toO ..-aluabie ior
la."1d .based boat sales a:..~cJ would be better used for
re~idential development. The SOUL1 Oppon'J.!1i.;:ies
Diagram (on page 22) shows the p&.'1el':: contir:-
ued promotion or tne pro.rne:n.ad€: a...1.d waterfront
ac-:€ss where pcssibie alor:g t.he east:/w'est cha.:.1.ne~.
It also contaiI15 the panel's ~et'om.-nendation5 fo;
developing housing below the bluff in a :r.a.'1ner
that creates a waterfront suooi.-:mcL Residemial
development shOUld L'l.c!ucie the folio",i"1~
. a street plaza:
. a public gree..!l;
linkages to the ~aterirom and park:
tie.:: into exzsti:n.g cr'~u.iation patte!'!:;
. building mass de:::ig:n.ed v.ith se::siti'-.ity to
nev.-s; and
. a pede!':trian-mencl1y layout.
T.~e pa.nel suggests that be ful-ill:g fleet be TII2.ln-
tained, v-ith the addition of a retail 5srti.'"'l.g st.ore
to cOffi;:>iement the commercial 5sh market. The
pane! did not specifically adaress Warenouse L
Howeyer. the panel believes that the fua.11CiaI
merii:.3 of the adaptive use of this buikiing should
21
10-27
-, r ~ '~;EJ""'---' r-,
.\\~ ' ~ ~ t.
\~dQ=Dn ,f '~
'~~~.w~uD~DDnh..
\r~~~\JDuLJDD_
~ .m"" .~~~ ~CJL :::JDu.,,,,,~__
~ "..- ~Q'~":'<)&e ;'O'>~;---, '-- 'Q.~~~ '.,~,.-,..
"\1,'1\~" ,- , '"
~ '1;1" -""<:';"4 ..0;:' -"
~ ;I,\;~ $7:i~. \. c-<'V~c;. '" ...-n-'"c='''
~ !.\ \-2, ~&dOCD =re- "~",.r<:B"0-
\~'Y,!'.' I>P)W~ /~~.:;...."
~ ,~.~/j lY'v' '.,"'
_______ ' , :::d 0,1"
. \' ;.,y~-; ~v r
. ---':;"-' //;> "
--- rv- ::%Y" / /,
_....~~C1 I ~ t;.:.:.l
/ ~ ~/.. ~~ ,.~>~.".,
~~~ ~.".--i~---
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\~
be eyaluated: if reuse is not costwbeneficial: the
st!1.lc:,ure should be temo\-ed to permit a complete
redeyeiopment of the a..-e...~ ru."ld the waterfront..
,I
F or the 5-2 site, the pa."1el recommends the devel- I
opm~m of a :r...;-~e~ to fOur-StaT;''" IT'i..-;:t-d-us~ oGild-
lng ",ith 5W'eet-level commercial spacE topped by
!'esidential uni:s. In the i1lu:;t,~tiorlS on !Jage za.
:h::: p<l;.H:~1 suggest::: a design tha: fotL:sE:s on an
e:,~'r cou....::rard, \\i!h coye..:.-ed a.---:-.;!ri~s lining :he
commercial :--:pace on three sides: of L~e stl"Ucture
v.ith ar. architectural style and roof lines L".at re-
flect those or the 10C'J..i a..-ea. A th..ree- w four-story
builci.ing or this r}rpe cr..!'. pro\ide a tr2...1.sition from
the current stocJ.: ofhisto:ic t-,,\,0-story ~tmctur~s
to th~ large commercial buildiIlgs Emm the 19705.
In terms of the sequencing oi physical de'teiop-
ment, the pane! recoITI.."1lenas focus1ng first on ~he
prom~nade and faeaae ilT.prO\'emen~ in ::nE: cer..
::rai Dusines3 diE:ric:. :\ ew cornmercia.! nses in Dis-
triCl U\,'should be developed nex:, cor1..T.!ec+ing G.1E:
t:n~i;:;e terminal to the bottom of SLV:b. StreeL De-
velopment in Dist..;ct 13 should upgrade existi;i:g
,es:::aurant~ a.lJ.d shops and L'1t:'"oduce new one;;: at
PO:rt.3 0' Call Village. Then the development of
chic buildi,'l2'S. suc:: as 2..:, a!Ine:o: for t.:1€ T.a...-ii::ne
musetGn 2nd a waterfront pC'.rk. should foUo......-.
22
10-28
'<r.
;>,C'?,~~,; .".l~d.l".i
:Z~e!t'J~,..~'a!
:::"~"y!GJl~",,~
c.. ~ .' ' " ;"i
It is difficult for V!SI'tors: to iocate dO.,uiown San
Pe0,ro and the \l,.aterfront.. As depicted iT: the !eft-
hanc. illust..'""ation on page 2.i1 the 8!1trance to the
historic centr?J ~usiness dis'-;....>1cr. and the water-
t-oIJ.: lies well outside these areas. Opportunities
exist clang the primary verJc:!€ circulation routes
-Harbor Freeway, Gaffey S'wS€t, a.nd Harbor
Boulevc:o--to u~e signage tc. create "gateways"
leadbg visitors to the dOVi1lto,,'1l and the water-
front.
Vel-ojcie access along Pacific Ave!:!ue is not we!coI:l-
ing. There are few. if any, signs directing motor-
ists to- the waterfront and its a...nenities. hnprove-
ment;:; in access and wa::wding can make Sa..i
Pe~Q easter to visit. Consideration shenld be
given t.o the quality a'1d Ioc<l'tion of signs to
achieve the greatest impact.
~ -.. . ,- ...
DOW pr:..r."Tla!''}' aIlU seconaar:.,: gateways prO\lO!Ilg
ver..ieula:- a.J.d pecie::-'trian ,K~..:ess to the SaIl Ped"ro
dO'O\;'TIto....ll and v.""atemont are identified in the
righi:~hafid Wustra;:ion on page 24. Signa.ge should
be 'Jsed at these Li1tersedions to direct yisitors to
the aOvYTItOWll.. w.1E watertrDnt, and parking 21."eas,
giving cor.sideration to pedestria.rl circulation
roU\;25. The themes fcr the area shouid be noted
on the signage.
An Advism'I Sel1i= Par..1 Re;lorl
Public L.-rrrastrucr:uri? improvements designed to
tiIl....\.:; the dOm1to'\l.Jl and the waterfront should ir:-
cbde pedestrian crosswalks. sign:.11i7-<ltion irn-
nro\-e:ments, clem: si!Z!l~e fO!' directions, way-
Endi:.g and branding: p';king npgTudes, facade
irnDr{wements alonE' Si.\.-J;. and Seventh s:.:.-eets:
op~n spate develop~e41t, and tree piantL.'l.g, The.
panel's ':ision for these improvements as they
relar:E to Harbor Boulevard is deDicted in :i1€-
illustration on page 25,
Clusten"1g improvements along the main roads i.:.
the cent:-al business disL"ct ::hat lead to the >\'d.ter-
from can pro\,ide gT'i::ater yisual LTUpact. and ::he
use of sigT.:.age can CJ1a:racter.ze San Pedro as a
place with an identity, Facade improvements,
storeiron: awnings. a..'"1d o~he:- elements tha~ ::ar.
tie togethe~ t.he resta\l.."2J1ts and the shops C2..'1.
create a welcoming awnosphe!"e. GuidelL'1es pro-
mot.ing good design 3houid be set using the many
exa.:-nples of building facade and s~reetsca?E: i.rn-
provement::: that exist in downtov.'!l San Pedrc as
benc1unarks to evaluate proposals..
.: ,t~~:~'f~ '.;'":::' ~-r'i.'
rJj~ ':';U H~~
~, ,
Residential developmenL especiailj-' new rn.<u>ket-
ratE: housing. is an e-cective to.oJ to stimulate exist-
fig com.-nerci.al a.lJ.d residential are2S fu'1d act as a
San Pedro, California, Seotember '22.-27.2002
.ll~
I~
cata.!yst fOl' new retaiL office> and tOlli-lsm uses:.
The statuto-i)- prohinition on housing a::. a..'1 ele-
ment of the California State Tideland T:rJ..5t is a se-
rious obstade w the inclusion of hOuF.Jlg along t..r.~e
waterfront. However, the planning benefits of thit:
inclusion. espe-::iaJly in the suggested Crescent
District, are sigrii:5cant. Detivering a new inwv;n
neighborhood --nith traditional neighborhood char-
acter and at a seale appropriate for a t.'"Ue pedes....
trian emi!'t.'!lInent. linked to the adjacent recre-
ational a..'1C ma..":.ne uses, woula be a significant
s,ymbolic step for....'<ll'd in San Pedro';s rebirth.
A: the same rime, deve!opL.;.g both f!!.2.rkei:-rate
rental and for--sale housing in the dO\;.Jlto\\'j, dis-
trict. especially as a component oi a rr.i.xed-use de-
23
10-29
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\'elopment on the H.2 site., and ~ new iliscr'?te m-
fill eiemem:s 2...'1G on :he up!--er !loors of renovated
com.."!le~cial buildi.'l~, ean :ill activate ground-floor
retail uses th..."Oughout :he downto\\'1l a:-ea.
TrJs proposed new urba..'"l. iPiili and expansion.
both .It ~he waterfront and in the dO\\l1towu corn.
. .." . .. ., ..
merC!2.l mst:cct. must mamt.:.m-: ~ne au:nent.1C:l';}"
af the San Pearo ext"ierience to excite visiro:-5
ami comfort residents. ,,1~ strong design recogniz~
abie- to San ?'?m'o'2 longtime populace :an !ncor-
porai:e L1ese new elemem:s jmo tile exisi:ing faD-
ric ;L'"l.dintensi.:."::1 rather than destroy. th.e area:s
'lr.tique ambience.
The panel stronglY reeommencs: that tired for.
mnlas forpn:--dicraoie generic ...~-aterfront cleveloy.-
me!:':t ~houiri be 2:.cicied,. I: feels t.hat a fresh. vet
cias.siC' look ca..... greatly enh.<L:.ce L"le atmosphei~
24
10-30
'--~. ~lnLtlJke~....J~
II JilL
II i I
--l L' U
".'1:.. 'n'n.n:L ~
. , , I
' I I
J L-I -,i'~~...J L:.$
'.'-1111 JOrr-
'''=Irni
_..,J U L.J L
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i Ii \\
~ '---' L......-) _
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-.-"----, ,--....--J I
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._--',"~-"-..,-..
c:.'..",....,.,..
"-...,..."",.."',;..-,,,-
<.~,...~.,-...-,--",_.,,~-
a.'1d cr.a;-dct~r of a new development ..yr.il~ reZ1-
ing i:h~ histOrical roOt5 of the community.
p"~,,--i7:.;1;~tion otthe aO\1-ntOW'11 business district.
foC'..1SeC. prirr.a..";Jy on the link between tn.e v;"<!.ter.
n~nt a..,d improvements to Si.xt.h a.'1d Seventh
streets and Pa\:'i.fic Axenue. must be supported by
s::::-ong and pU1jJosefJ.l des;gr. g-uidelines. Some el-
ements of ~he ne{'ESS<lry g-JideHnes are already in
place, but responsibility for integrating elements
L'1i;O a dear, concise docU:."'D.€!!t wittin an app!"Q-
prlat:ely defined d:is:nct.. including both the exist-
ing comme!.cial are;2,S and be ;\'aterh-cnt, should
oe piaced b the hands of a single coo!'dinatin.g
agency. Appropr..at.e reyisions co zoning specifi-
cations as well as the new design guidelines need
::0 be impiememed ::h:rough ::n€: creation of an,
ave.day distnct.
An Ao.islJr/ Sorlie"" Par",J Hegnrt
\
~
~y;;!;.'f",~::,.. ,;,it:~= ':.t::.:$-
S'.:r.Ci
P'dest:"i<3t1
f- Harbor
Walkway
Finaily, the execution of the proposed oper. :3pace
and new development of the watetfront \\ill pro-
\ide clear e':idence tr.a: a new culture oi ;:r:lst and
open commucication has be.come a.."1 iiltegi"Rl part
of tne COf!l...'11unity;~ char-deter.
San ?eoro, California, September 22-27,2002
~i~
~ [
;;f6r i~: .~~~<f!:;;;'t..
5~ult:',i3rd -1-
I
.t
10-31
(7~1 ,1;m
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,~ t1 ~
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r-
rr"
1 f{./ ~ ll<"~-..L;:;..,
,:)M!'ttr'i\;:'_i-""-;'!~!"o'
Ccmbir.ed
Pede.striar:JRecrl':'aticr1
P:Eh
25
ij
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.
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l1cce:3S in de\"eloping t.he San Pedro \vater~
I!"',mt and re';1'ializing the do....-ntO\\l1 ,"ill
depend more on institution:.1.1 strategies
1;."1d attitud.in.?J alignznem than en real es-
tate per se. in the panel's opinion. San Pedro has
been character'..zed as the ;'b~-r. soutnern. Calif or-
:ria beach COlT'~'TIUI'jty to revitalize.)l According to
many of the organizations and indidduals inter-
\-1ewed by the pa..'1el, institutional ba..rriers have
impeded rede\"elopmer.t. Although these barriers
r..a...e 5ta!ted to fall, i:Pis portior. orthe report ad-
dresses a 5w-ateg)' and implementation bluepri...'1t
to reconnect the waterfront 'with t.he comr.m:uty.
At the core of a.l'lY publicly sponsm"ed de\,elopment
ini'Cl;;.tive :s a commo~ \"isian and a uriTIeci f..-ame- .
work fm" achievemenL The panelenaorses the
cc:mmu.njtfs vision 0: reconnecting the Sar.1. Pedro
COTIurltuIity to L'1e waterfront. In L'US section on
ae;;elopmem s;:z-c1teg1es and implemem:ation, the
panel pr~sents an ou~iL"le of a frmnework for t.i'}e
(.."Cmmunit)' to at:hieye tris ',isior...
'; :~;[, t.~:
~,'" , ,"
~:>-_!c ~~:S:.
Du.:.-mg tIle panel'~ visit. co::r.1TIu..:l:Y leaci~""S a:"!d
stakeholders repeatedly expressed frJstration
regardlng prior failed development efforts a.s
'r.eU as instiwtion.ally imbedded ~onilicts that
Ll~'\'.an progress fnr uni:ied de'..elQpment. Based
on tne panelists' proiessional experience and Db-
sen'atioi:s. the foilo-wing a.:.-e orre!'ed ~ gu..icielines
for succ~ss:
. Estaousn a tn.t.,:;;:; to ensure public access to the
"vateifJ'onr...
. Eli!TI.i.'1ate ~of'i'...rsior. a.rnong $:akebolders.
. Redu-ce the nlLuoeI' of committees v.itn Qver-
iappmg a..id missions and mem::;ers.
25
10-32
;.~
t1.,,,
".f
-"'~,
E"i
'"':~
j~S ~:"~
. Focus more on speeillc actionabie steps and less
on process.
. Integnte all planning and development to spe-
cifically addre~3 the connection ben....ee!l the
waterfront and the community.
. Build on the eomrnunity's strengLiJ:s, using the
pori: as an educational opponunity-mmine his-
tory, a.rts. and cultural resoun:es---and promot-
ing e:-:isting tou.,-jsm as well as the availabili:y
of reasonably priced real estate.
Tnese general guideli.."!es can serye as the mortar
that holds together the building blocks of a sus-
t2i'1a.ble de\'e!opment strategy, At L'he mast basic:
le\'eL the panel recoI!L'11ends a de...eJopment strat-
i
J egy that includes the follov.ing four a.l1chors.
"t;"r ,\;'""
L" :,;,: _ ~ ;; t' i5"
:::-,.",
~. '
"i i:' ';~' .
.."
SucC'?SsIUl busiJ.'1~s n::::ture5 rely on strong pa.rt-
nerships of mutual benefit and respect.. Real estate
development on the '..:atemom ;an create ne\""
building:s a.l1d heaJd'Jer busiIlesses-but these eco-
nomic effor:s \\ill fail if they are not based on a
relationship of trust and respect between the port
and the community. The port and the c.ommu.
nityneed to commit to a pror-ess that is open and.
pa.!-jcipa::Iye. Suc.,.J, t..""'an.sp2.rency is 'dta] to bui1rj-
ing trust.
The paneLl'eeo!!'.ffie:nds. as the first step to found-
ing this relatio!'_o;hip, the est2.blishmem or the Sa.7J.
Pech'o Cornrnunity Waterfront Trust to hold the
public a.;eas of the wate.:-tront for the beneEt of
the public at large. The process for capturing eco-
nomic \'alue at t.r.i.e waterfront '...ill succeed or fail
depending on the underJ:rii1g strength and sus-
taL."1ability of Li-te partnership between the poI"':
a.nd the community.
The port's m,uldar.e for these ia.l'Jds, to be held in
t.rust for the public, is essentially part develop-
ment oriented. T~js i'":"l&'1date serves the port well
An Alivlsary Sem,"" Panel R"llllrt
when it f()cu~e::i on it~ basic mission of cargo, trar.s-
shipment, and customer service to the interna-
tional trMiing community. On the other hand, it is
the panel's opiillon that the port is inexpel"ienced
and not weil equipped to focus on public re-devel-
opment of land that is more appropriately used for
open space a.'ld r'eCl'eatior:. as \'-ell ~ for cultural,
commercial, and residential uses.
Tne panel believes that the revitam:ation and the
long-tenn economic health of San Pedro rely on
early and aggressive deveiopmem of market -rate
housing adjacent to :he \'tate!iront aZld dO\'\'TIto1\l1.
C-u.."Tently. housing land "alues substantia!!y ex-
ceed land values for retail or other eommert:ial
u!:es.
By promoting the development <:of housing. ~he
cOIT'.munity will capture substantial eC"Qnomic
value tha: towd be used to fund O~!1er adi...it.ies.
in addition, an ini1u..'\ of re-::;idems VIiI! create de-
G!and for good;:: and senices! conL-ibutir,g to L.1e
economic viability of rer..w€.r5 both on pOll. prep-
ere:" a..'1d LY1 dOv."'"TIto\IT ,San Pedro.
The panel beliE:1res that the port's corn,:.,ucme!1: i;O
cease ca:-go ha.."ldling a.lC :3tcrag:; ope::-a:.ions or.
the west side or the cnaru"'lel goe::: beyond a desire
to repair its reiationship Y>i:.lt the cornrr.uniry or
San Pedro. TPis is a good business d-ecislon as
welL ~cauH:: a vio!""c...'lt v:<i.tereont. and ciO\"\"71tn\\T,
\\--ill enhance the port's economic s:.rengthby ::..~-
ating significazrr rea! est.a:.: valne, L.'1.creasing r:ne
..-:iability ofbusinesSE:5 operatiTlg on the ~ater-
from., 2nd improving rhe porfs cmnrrmriry image.
Tnese are legitirmm: business objectives that COD-
L..-ibute tv the por./s bottom line_ This econorrje rf::--
a.lcy v..-a.:.-:-a.n:5 :'1e prc';ision of par: furH:ii'lg for the
promenade and :he waterfront recreation area..
Upt-ont. in;;estnem. from th.<: par: is partieuia:iy
importdnt, as this is the foundatior: upon wrucn all
further in r-es;:ment DY oth~!" parties ;\iH ae;>enc...
Itk; bey.ond the oanefs 3COD€ of work to QU<l.:'"!Th;'
- . .'
the level of upfrom. llveS""wnent ~h;lt may be :"e-
quired. The p<iJ.'1el suggests that tfie port's ::OiElT'-jt-
ment. at a rrir:i..num.. should eompl'ise the foHo$-
San Pedro. Gaiitamia. SeDtemoer 22-27,2002
inl:,-: the public lands it ran trois on the west ~ide of
the channel for the bridge-to-breabl,:-ater prome-
nade; and at lea~t 7.5 percent of the canital fundi."TH~:
for the L.-titjal improvements for the fl~t phase of'-'
the prome!1ade and thl? lands for major deH.lcf--
me!1t sites in the Crescent .-\rea.
The panel's impres:::ion is that SaIl Pe-4...IO h~ been
stuck in a Kafkaesque ;,.\'"orld of endless planning.
JIlli,y things have contributed to this scenario: a
lack of cooperation bet\,,'een the port and the com-
mu.r.--Jty: fear that deveiopmem .,1,.m contribute to
the notion that San Pedro is <I social durnomg-
ground; and concem that development ~11 fur.
ther de$troy the ehara,del" or the dO\\'TIto~71.
CL.-C'lrmttan~e5, however, have changed: the rela-
tionship with t.he port has the potential to gro\\-:
there is (:Qr'..sensus on the need to preserve the
('ha.t~lcter of the downtown: a.rl.d the pa.<rJ.el belieyes
that market forces can be h<.uil€SSea to produce
L"1\:estment that C1aintrins ctov:nto\\"!l's authentic~
i:y. The development a.."1t1 implementation strate-
gies arc designed '-0 ca'pikiize on these eha..'1geri
cir:umstanct~ a..""lC to illO\'e. as quic.\cly as practka-
bie w capture b".:estmen: and value.
The implement.a:ion of these four :::;trategic initia-
tiy€s \\ill requi.r2 COOD€l'atior, arnonr tho? :>or:.. thE:
cnaIuber of ('ummer~, t~e eRA, <md the ~~u-
ni,;y. ThE continued leade!'Smp of Councilwomar,
HahIL repreSent1Jlg the 15th District. and the
rr.avor ......i11 be cri:lC'".J. TI-.i~ leaciershiv v.ill be oar.
tic~ar!\' impon.z.nt in tne ei,rriv st~s tD ensri:-o;
. . .
tna.-: susr.ainable rebtioi.sh.iP5 and cooperation a..-e
firmly established..
C::" ~Fr, '01;
The San hdro community has an advamage in
ha......;:.t."1g an organizatj'1n already in place- that is
charged with the coordina:ion of existing plans for
the ,~<U.erfrontt da-"\''ill.O\YTl redev-elopment. and in.
r.egration of the paneJ1s findings a"ld :recorr-",,-nenda-
tin!"'..;:. This entity--tne S&.i. Pedro \.Vat~:.ront a.i.d
Downtown Task Foree-would be tnt appropr..ate
orga;:..izao.on. in the pfu"ler:s OpllTIOr:. !;O over-see a
coordinated developmem process for the .,,-ater-
from and :nE: do....-mo...-r:l. T"nis orga.."lizat1on C'd!i
se.rve as th.e public fO!"U..1I1 wne:e u-ansparency ean
2J
10-33
be incorporated into the implementation process
to build trust and accountability. The charter or
this group audits members}ljp v.ill need to be ad-
jUS!M to reflect this expanded oversjght role.
The panel suggests that, a.s a r...rst step. the port.
the city, and the eRA formally ratify ~hi5 new role
for the t.ask force. This u'lsk force ha~ c.een insm.1-
mental L'1 promoting the integration of a..:"1.y eohe-
siVE: waterfront and do-.vnto\\"'71 de\'elopmem pla..'1.
Originally, the task force WaS a.,1tic:pated to last
=:;ix to eight months. Ho\'t;'ever. the panel recom-
mends the exten.sian or it3. me and the 02xpansion
of the spom:or base \\itb the arlditjon ofl'epresen-
taticn from the Lo~ Angeles 'Visitor and Con';en~
tion Bureau and the Department of Cultural Ai-
faL>-s. The three irJtial goal!: already deIi.'1ed by the
:ask force should be broaden~ to include ongoing
coordL.'lation oi city and counctl re.3otU"ces related
to the deve!op!7ient and,mmmenance of :he \"2ter.
front a.110 dawntov:n projects.
".',';" ;i,f'f
The organizational coroUal"}- to ~he task ferce is
a ;"Jew ?€r:nanent o:-Eanj:;:.atiQn-~he San Pedro
Commur-dt)' Waterrrom 'IT"\ZSt. T:'1E' panel strongly
recommends that ;:hj~ new. entity be formed as
a privat.e~ nonprofit organization \...i:h ilducia::;
l"eSpOnEibility for tne development and the ongo-
ing operation of !he promenade and pUDlic opeE-
S u;lce areas.
The trust would create a new fra.TTlewo~k for ;:h€
ma."12.gemerri. and dev-?lopm€m ar :.n€: ;x:.biic m'~
of the viaterfront. This new c'ar:lework is essen-
tial fOi sucr:ess to he acpjeved iT: the p:-i\'at-: de-vel-
cpmer.t of the \\':-iterL.-cm a.l1C in the revltali;atlo!:
of thl? downtov"..
Ha....iilg a trust will foster feelings oi eertc.in:y abcu~
the future. whic:t is iinpcr:ant when 9lidting m-
':es:men: from the reall.:state t.'Omrr.uTIi:y. It also
would ereate the conditions :1€ce;:;sary fa! maxi.
mizing (,'QIIUnunity support and outside funding
fer c..1e promenade and t.i-t.e rec:em;ior: are,,,"
The trust '.,"culd be dil"ected. by a beard composed
of seven me:noer-s whc represem the po:"t. the
28
10-34
city. and cOffiffiUnity intere5ts. The bom"cJ is ex-
pected to consist" oi:he follo\\1ng:
the purr.-t.,,'o members;
the city (mayor or appointed mayoral represen-
tative, or councilmember from the 15th D15-
~..rict }-t-.;\-O members;
. the maritime museuInlaqUarlUm---0ne member;
and
the community-two members.
In addition to the governing eatu'd. the day-to-day
operations of the trust \vill bt: 5uper:-Lsed by three
senior .:::t2...."1 tonsh:ting of a thief executl';e offieer, a
chief financi<1.! 0 ficer, and- a chief operating ofneer.
ThE: senior staff would be hired by the bOi.u"d mem-
bers and would serve at thei: di:::cretioTI_
The panel suggests that the port lease those areas
out-lined ill the recorr,mended waterfront cleve].
opme...'1t are:!, consi~ti!1g of w1e right-of-way for
t.he promenade [fiG the putllic ope:. spaces, on a
/ lcng-,-er:r.. nm:-jnal 02..,;i5: u[ 50 yell'S or more ,,-ith
r::::newal$. Tne port "ill :~tEJn control of all its
lands outside oi the public rights-of. way for the
promenade ac."'!d L'le ...,:ate......sae uses a!'ld physi;;:a1
structures sueh as the bulkheads and :he exist.-
ing ma.:-rna.
The panel encotll'"ag<;:s the p('.rt:ie.s to let the mu-
seum and aqua.!'1ili"T, foundi.1.:ior.s p;:..-ticipate in the
trJst.. .\3 the p~u.'1ership e'.'oh"es. op.portuni:ies
fo:, synergy ';i.ith w'Je ::;ust and the fOU.'1d~tion~
Till be great.
Ir is re('ommended t.1at the t.-<lst st:ill" c:ontrdc1
the design or rhe h--nprovemems for the ''\-ate!"-
front prmr.enadE' a.:""'!a signillcam public a:-eas. In
addi\:ion. the tT'..lSt ",auld oversee th~ iiay-tc-d.ay
opEnitions and maintenance 2'espOilsibilities w
outside veneors.
The ~.anel .::r;',-isions tne 00:<': to be 2. !oziea! soun::e
. . -
of sta,!"'tUD fu.:,dins- rDr the cl,:lst, witn tl~:Ist staff
. -
i:.-nmediately corr.me.'1cLT!g private fu.."1ding mor...s
<L'"lC itien~ille2.t.ion of athe!'" funrii.'lg SClJ..,"tes. The ac"
tivities of the trust would be funded L~'ough part
c>.nd corrllIllli1i~.y cont..-ibutions and assigned de:vel-
c-pment reV~!me~_ A tOSl-5na."';...'"lg agreement c-e-
An AdYisnI"l Seni""s Panei Rneurt
t\\"een the port and the tru..'",t will need to be ai1
early part of the implementation process. This
ag!:eement would create inc.entives for the trust
r.o seek outside funding for the deveiopment and
mainten:.mce of the prornerade and recreation area.
The trJst wil! direct subsequent private fnndrais-
ing enorts for capital to extend the promenade,
and the port will match all raised funds.
Outside rl1nding potentially ean come from the fed-
21-a.l and state level::, such as lhe California State
Coastal Conser.-a.i1C'I. Other foundation support
ma.y provide significant grJIit and fundraising o~-
portunlties. especially if tied to pro~rning at
t.he mal-;tir.1e muse':.L'TI an.d the aquariu.l!1.
:F'11nding ma~- be available tP.rough the folJo\\ing
public ilIld priyate sources:
. the Public Improvement .4..I."ts PrograJ.'1l, or Per..
C€nt for _~i5 pl"ogya.'"TI., Whi~1 requires 1 pen:e;~t
or the capital improyernent cost of all constrJC-
don, improvement, or remodelbg uZldertak:en
DY the city to be aliCC<lteO for public art;
. existing capita! i:nprovemem band issues:
the Los Angeles Convention a.."ld Tourism Blli-eac::
exta.'1t econo-r.jc deyelopment tesources for
business development:
private in vestment:
&"'!. €:\.-panded business improvement district;
<L'1d
. public and pnyate grants.
The L':lSt ca."] also be the vehicle ror barnessi.'1g
community financial participation. The recently
cornple!;ed Fisherman's MemO!-:a1 .....~ funded o~'
over $200.000 of community aona!;ions. San Pean,
has deep roots. It is a t:ommtIPjty that, given the
opporcUJll:Y, cuuld strongiy embrace th.e cn.a."lC€ tc
f,.nanciaily suppor.. the revitalization of its w'ater-
front. Tbis can h1Vol..e sponsorship of selected seg-
ments of the promenade b}' bdividual comr.1U.:"'1.ity
orgar..izatiOTIS a.'1d entail na,'ned parr..s, benches. or
other landscape features as: has been pm"Sued in
ChriestoIl.. Somh Ca.-olina..
San Pedro. California, Septemher 22-27, 2002.
The port. needs to mm:e quickly to establish a eapl-
tal line item for the construction of Phase i~ con-
sisting of the promenade and tuTival piaza. This
upfrom c-ommitment of the Phase I right~r-\"'-ay
and fu.nding ror the promenade :LT1d the recr~at.ioll
area south of the maritime museum is neeessnry
to create \'alue for both the retail and housing de-
velopments. \ViG10l:t LtUs commitment. establish-
ing t.he momentum of on.l.;.-oing plivate real estate
de\'elopment at the waterfront will he a challenge.
Early funding of District L:\., which extends from
the cruise ship tE-!-minai to the maritime museum,
indudw..g the a..rrival plaza, is a \ital prerequisite
:.0 capitalizing on re2! estate development oppor-
tunIties.
This in.itial port bvestment must consider how to
add..-e5s the ongoing funding comrnitme!1t nece~
sary w maintain and develop the land comrolled
by the L-ust. ThE paTIel1"':'~omme:lds that the port
as;sign de\'elopment reyenu€'s from the retail and
housing development areas to the trust, thus suO-
s:amially lov\"-e~ig i:~.T!qt obligation.. hOU2.u'1g de-
vciopm:n!, in pani:::ular, IS likely i.O prQ\-ide both
subs~.a.'1tial value a."T"J.d .sigr.mcanl funding.
Yunriing fOI-r.J.ulas should also include L.'1cemives
for rr..ax:irnizing om:s.id~ resour:::es 50 that tn.e T.:s:
~Jl agg:-essiycly pursue federal. Stalk, foundation,
and c:omr:;lUniry support. furthennore, l:..."fJ.€ Iu..rJo-
ir.g agreement must recogniz~ L"rJ.e n~ed to create
i'Jng..ta.""m, ongoL.-:g, a.'1d sus~ababiE- fundi.ig ror
tne :rust.
,":. "1!C' '" ::l:!f."~: ~
"
'<""'
Tbe process fo!' prccee--Ji.'g "i\;th pri-:;a:e dcve!o!>,
me..'1.: of the re.tail <,u1d housing sH:es needs 2. credi-
ble fr.unework in the panel's opinion. Thi:3 devel-
opment. .process must bE predictable-to t.n.e
development com:nuni:y a.nd to the Sar: ?erlZ"o
c.ommunity, The panel suggests t.hat the San
Pedro Downtowr: a-'1d Waterfront Task Fo!"ee
?.5sume pr.u'TIary r-esponsibEity for coordinating
&.is pruc;:s~.
Tne panel recoIT1:'Il.ends new p::i:vate development
in threE principal <.Teas: a new retail, commercial.
ami restau..-,mt e~'lt.er proximate to the c:11i..~ ship
!.2!1TIi.."la~: neW" housing in the Crescent Area: and
2!i
10-35
3D
housing 3ijd adjacent dev'eiopmf.nI if! tnedO\i'TI-
to"""!l. The panel envisions th~ r'2spor::s-ibwt}' for
pub.lic ::;pon,5or~hip of ~e ,Prh-ate d.eyelopme?t ..
projects ;:.0 De ~".e port".:;, tn.e .:''-ater!ron~ task!orce.-s: J
and the eRA's. The panel speciTIcaIiy does not ree-
oamena the Sa.,"! Peci.ro Commu:li.ty Waterfront
Tr'.lst to engagr: in aT sponsor pr1\'ate :-ea] esta:e
developmem.: in:-:tearl. trJ.s ne\;; entl~y ,;ill focus
solely on public i.r.1prove!!1ent~ aIld oyE':J.tior.:S of
public lands, and should not get ruS-W'J.ctfXl by pri-
vate iand development.
To <:'oordinate pri..:ate development projer..'ts~ the
pa.'1el retommend~ takiIlg f!','e actions..
'.,:~",' t C!<:::, I ': '""; \. t. ~ : ~
~..;.;
:;:i! ,/,:;:'., :',:
l
As the paIle!'~ design recommend.:.:.tions ii1uicate,
a key t"Oilrn.ou:.o.r to the success of \\'aterfront. de-
velopment ",ill be its physical cna..'<lcter :L.1G "eon~
nectior." to the dO'.\"7ltow::, Befol'e !'Eubing de..,":::]~
opers. the port and L'Je :.::ommunity Inns"! adopt
.~ .. .. ~. . .
Unlrom aeslgrr stanca:ds ror tn.; wat2~'trOn: anc
the dO',l,l1tO\Vn. These sta.l1cards need to cumple-
ment on<2 another. They also should addres:;; issue::
such as functional connections of priv<ltit propeny
to tne pubEc use a!'e~ dthe v.":::.temom as weE as
ar~~itecD.1ral vemacuiar. building feat1.1.:es. par'\.:-
h"'lg, ouilding n:assi:ng, and open spa~e. T.~ese Q2-
. '" d' . . d
Slg:i. all.G GeVelOpment ~tc.n ,a:'~ are mtenae . to
10-36
create a compatible look and add.ress an overall
design dlaraeter, l'a:h~r th:m uni.formity.
:i,l. p.
..
."."
~. :.;,L
!.;
Before any de...eiopIT!€!:lt proposals are made
public, the panel recommends the creation of a
common framework for ev:uuadon and seiection
of de\'etopme:1t proposals and negotiation of
agreements. This ",ill e-liIT'inat.e unc.ertairlty as to
how the process work3 and L'1e end result.
iJ;
l:
D'o."
,_I'
Shortly after adOpdD.g design :3ta.'1dards, the re-
sponsible organization.s~the port, the task force.
a.:,d tne CR.'\-snould issue reque:=,-;:s for qllalir1c.:l.
tons (RFQs) for private development of their r€-
5pf:etive areas of res?Qr:.sibili.y. The RFQ process
allows de'>"elopers to Qe. eYa!uated b.a..~ed on the~'
e.\'}>enen>::e: abHi:y to artract telUln!S~ fmanciai
capacity, design cap<Ibility~ and ability to \"\turk \"dth
tni? commu,,ity. This avoids a de';eloper '<beauty
tontest..~~ it. also is <.l iO\l'"e!'~ost Pl'(l(';':':ss for de...-eiop-
el'$ and is more lil"-~}J, as :-1 (,OI'.5eq'Jence~ [c elici. a
g:'eater :respor.:se :TOD ~he devejop!:l-::n: eoo.."Uuni!y.
."-.r:er a r.mrspa.rent selectioTI process !-.as been
compieted. :ne cnosen developers should be a.~ked
to prepare sp.e:::if1C Sit2 development pl.?.r.s. Based
on agr~ed-li.pon terms and guid.eiines adopted
prior to the selection process, these pl3..'lS wouki
ne corrsisr:e.rlt "it.n weil-:5t.U"r:ed ?~D[ie objectives
and baseli:'1e financial tel"!!ls.
]1
'.i;.
~i
i..'.
,.::
This will fuL.l.ll the objective of a ~seam1ess inter.
face ne!.\\'eer: the v;a;:e~:': om. a..,d fne dO','O'TItov,-:;"
and vril1 capture the tax. increment. \-:iiuE: of ne",,'
priva~~ de..-elopmem neceSS2..;--:i to ensure long.
tern fi!lanci.'1g a.T1C sust.ainability.
Rou:;;:ing will bE: a pri...'lcipai economic engine- of
waterfront ce\'elcpmem and aOv..1ito....ll re....itaii-
zar.1oi:.. Tne pa.YJ.el calls specific attention to the
housing sector in ordtr to ma:drnize iu. eeonomic
contlibution to the waterfront l'e\.'itaEzauon :ill.d
An Artv!s..~ Services Panel RetIDrt
reconJ;tection process. It recommends that the fo!.
lo'.ving four steps be taken.
:'
The Crescent Area housing development on the
'xaterfront property has the potential to pro',ide
::ubstamiai l'e1lenUe for use in developing the
public a....nenities of the promenade and recreation
area:;. Other California pOtts have found ways to
address t.he L.l1pedir.1e1':.t cited by the Port of Los
An:geles that the California St2te Tidelands Trust
..i_ct. passed in 1911. prevents the residential de-
velopment of tidelands property. Because the de-
ve!opment ofhousbg is so impor:'-<'1nt to the over.
:.ill economic v"iability of L~e waterfront, the pane!
recomrnends that the port immediately pur;iue all
pr.lctica.l efforts to remove this burden.
<'.
';',,'
:::-:.,:;-,:"
1.,.-'
Tnese bclude the follov.-=.ng: a re-I,toh'ing fU..-"xl to
pU!'c.~ase under'J.tilized ii1dust:lia! a..Tld commercia!
si;;es in and around the- dO'WTIWWTI a,id reconvey
them ror market-rat,€, residential dt'velopmem:
a revoi-dng fund tv preSel"Ve singie-family mar-
ket.:-d.te housing :..i:.roughout th~ Pacific CoricO!'
Redeveloprne-r.t )''''!-ep.: and :lSsemoiing sites for
the deyelop~ent of ma:-ke'C-:-ate: hou.~g in :'1'::
GOVI''"Tltov,T..
Tnese [hre~ prograll'.5 rocus on producing and pre-
, . h' "
se::'.'1.1'J.g ma1'ket-r'<lte .ousmg ana. tnus. may netes-
sita1:,e. the use of nonhousing :.edevelopment f.md~.
Market-rate hOUSL1'J.g in :..'n.e dOWTItoi.il'l ~ ....ita! t('.
increase t.he spending power and rnU5 spur addi-
tional com..>nerci21 deveiopmem in 'Che dOWTI.tov'n.
\<:;.;" :':" : :'.~' ,'"' r ;::: '':' hr.," >,,c." .~,
,~h ".
Development ofr-he E-2 site as a marKet~rate.
mid-riser and rrJ.."\.ed-use residential property ean
be an im~..a.'1t early step toward !"?populating
the downtDv.'!!..
,.,.,<
~I" . .
h'
'f
".".
"..."
'.
."'>' "
T:ne market evaluation se-ction of this repon: gives
ii::tle support to tile notion that a,'1 cffice use is
likely in the old Logicon buiJding. The eRA should
acquirE 2.Ile demolish tr.js structur:: so t.hat the
San Pedro" Califomia, September 22-27, 2002
site could be used for development of housing :.:im-
ilar to that recommended for the H -2 ;;ite.
i,'
Conststem. thoughtful de$ign guidelines are an
iII!porr.af;\. de,"elopr.1t:m pre:requisEe for the down.
to\\ll. Tne pa.:.'1el strang!:-" recQIlli"TIends that the:::e
be adopted as a zoning-01erlay to erS<.l:-e the pre~
en-atlon of dO\\'TItov:n's cha.racter as new pri,'a!.e
in\'es~iI1em vC=:Ur3.
The ::ity c.f L05 _:\".1geles a.Tld t.1.E: SP.fi Pedro Char.;"
her of Commerce atE: Cll.'Tem.ry working togethe!.
to :re\i';e the fUfIT1.er Business bnprovemem D1&-
::..-ic'C (BID)" which has been w,c".1ve ror several
years. 1'1"'.1S BID can be a potent vepjde for the
San Pedro revimiizaton s:-c-:lteg-y, its main r,mc--
tion 1X"'3.S to ensure. frequeni. tra.:::h pickup in the
d.o,\-::towr~. :\0....., t..""2.SD. pid:up and public salet:>-"
should be only a Sw-r.L"'lg point.
Current efforts shouidrevitaiize a..'1d e..xpand the
bounca.'.y of the BID a..'1d the scope of the SaT'f.
Pedro Old To,,,';1 Business Improvement District
te. include be wateri.-ont aeveloprnent area and a
marketi.:'lg pro~TaI:l to Oa.'1dle- the branding of Sar:
Peai"O. TM B ill should also perform traditional
task:-:-'1:reet ciea.-tir.g, :rasn removaL lighting,
enhanced public saiecy"signage, and physical
mair,tenance..
The pan.el re<::OlT'.ti!lends re.tring 'the BID 'With a,.,
urgent need to expand it~ SCO!-'€. and to include an
S-..2~Li:e..~oiders a:: t:1~ taoif:-. T:.'l~ encrt to reestablish
31
10-37
the BID should moye quickly ahead and compri5c
the follo''''-!:lg:
promotional €\'er.t5, m~u'keting, signage: a..'1G
branding ought to be undertaker.;
the service area shouid be expanded to indude
P:J.cL.;c Avenue;
l'et.:,u!ers Or! the waterfront should be required
to pa.,.ticipat€';
. the c.haiTIber of cOImnerce, the eRA, and the
BID should \>\"ork together to gel: an access pian
impleme!1ted by CALTP.ANS a.i-:d the city; and
the museum and aquarium ought to be in-
cluded in the B LD to coordinate promotion
and m21'ketir',g.
32
10-38
CUlTently, businesses in San Pedro's dOi\-nto\'i'1l
lack the economic resources to support a BID \\ith
a.:1. expa.'1ded 5cope. The par:el recornmcnds that
the chamber pursue a three-year grdnt from the
city to fund the startup costs of the rejuvenated
BID "",-jth the com.!uitmer.t that it be self-support-
ing tnere<'ifter. The addition to the BID or the re-
tail businesses de\"elopeq at the \vaterfront (":.m
contribute significantly to it.::; long-term viability"
Ad(E.::g the prescribed \.vat(-!front rek1il. thE: inU-
se!lr.'i. and th€ aquarium to wle BID will ill<lke it
more eifi:etive at bra.'1ding and promoting the
attraction~ of S<,n Pedro.
,
I
An AliltisorJ Services Panei ROllort
t~ ~.:)
he waterfront has ahl,'"ays been central tD
San Pedro's economic \itality: Now, San
Pedro has a ur~que opportunity to capitalize
on powerfui market forces to creaL: do new,
publicly oliented waterfront and new private de-
velopment. The ability to take advantage of this
opporr:u:nity ;\;il depend initially upon the removal
of the institutional cOflSi.raims that have thwarted
redevekpment efforts in the past. The panel \va.~
impressed "\1ith the apparent coIDrr>.itment among
all the par:ies to carr.lrnon goals.
It is aC'r.ltely ciear to the panel that the time for ac~
tion is omv. It is also apparent that there is a driv.
lI1E urg-encv in the ccmrnunitv at larg-e a:"lct in the
el~cted an(i ci,-ic leade!'Ship t~ get d~velopment
ll.TJ.derw.ay. The p~mel heard the sa.1'"J1e thing from
\~t:aliy all qua..'-i:.ers: cease :he planning and get
on v:!tb. d.eveiopment. Tn€ pa.'"lel .",as also rep€a:-
ed!:{ iriormed by citizens a"c! civic ieade...rs that
"the sta..-s are alig-ned" for acboD to oc:.=ur.
l!:the real es~te development md,rs:..-y, "g''J!.::.g
\\;tn the :5o~_n gener<illy begets success. Those
\vho develop, finance. alld invest in pri"':J.te devel-
opment p::oje~..s. howeve:-. r.ave iea..-rned :.~at ti,..,"l}-
1.'"ls ~ only part. Qf equa::iun, Equal!)' i:npor....m: in
the ~:1lc.iDle of SUi..'tess 1.." iaying the proper foun.da-
tior: for amon-and la}ing such a foundation re-
quires c;a.'"eful planrillIg, aligning of r~sourees to
execute.. and properly assessing risks.
San Pedro. Caiifomia. September 22-27. 2002
The panel coautions: focus:i.i.g on completing a proj-
ect far tne sak.e at' timing opportuaity or e:-.-pedi-
ency could und€'l'mhle a long-term su~tainabj€
rein\'estment. The history of hastily executed
projects is gE"nerally a tale of long-term trouble.
The _panel is equally concerned that the initial
projects-be t.he)' public. prh-ate. or publidpri-
,;~ate joint ventureS-5E! t.he standard.. This stan.-
dard would inclucle:
. highRquality design;
. integration \l.ith the existing fabric or the com-
munity; an.d
high ".;sibiEty l;'l order to chaIlge tb.e C'lL-rent
in \'e~tment climate..
,
. ,
Successful execution of early project3 y.-ill cha."'1ge
"hE:: i.:v~$tI!1er,t ciin1ate in Sa.:l P02a.'V and attract
even more rr,yesi.me.,.'1L
Tlmugh tbe pane! COI1Clli-:3 that the time for action
is now, it. cautions that there rerI11i:! significarit
orga.."li;:ation.al) regulatory, aIld nr.2.ncial details to
refine, as wen x:; project-ie\'el detail pianning yet
W occur. The panel is cor.iident. however, that \,ith
the O!"Qoe:r laade:-sruo. the titv of Los Angeles. the
CRi the port. a..TJd t.he S<lIi. Pedro com.'TI~ty <can
[jOW rllUy engage the development process,
33
10-39
,;." i;- ';"'"", _,..'.'.-;,',: '.'" ~ '.,t.~ '.....~.. '~,,:.' ",;,., ,.,ot'..,,':',". ... -., "".,...
!: ~ -. ,... =,) ~.~;'.' ~'~.- ;-,,"..'.:...: :,~
!;'r.!~.:; G ~,",' -:. =.... .
Pa lief Chair
lVest Palm Beach. Florida
Lmder is the rnanagingpartnet of N-K Ventures.
LCl a d€\'elopment company founded in 2001 that
specializes in urb=Li. rri'\ed-use!residential develo!=-
mem projects. Located h1 We::;\: P".111 Beach, the
firm focuses on projects in southeast F10lida.
P;;cr to forming N-K Ventures.. Lawler 'Was a
par..ne:r L"l the W~hington, D.C.. and :tiiarrJ offices
or a national fin.ancial ~€!"\ices fl..rm. Wbel"e he was
responsible for real estate transactional advl..c:;ory
services for private. corporate) and public cHents.
Lawler h2.5 over ~ yea..rs of e:>..-perience in advis-
ing priva:e and public clients or: hrrge-scaJe com-. J
mercia] and residential development pmjects; pon-
rolio t..-ar.sactiDns: and ft.,"'m..."tJ.cmg a..'1d cOIT'J..:.llercirJ
le:~ing matters th.""oughout L~e U nired States a..:J.G
o~'e."'Seas. Ir: t0tal, he_has been <L."1 ad\":~e!' in more
than ~5 billion of real estate development, nna'lce,
and imrestrneni transactions over ri::. consulting
career. Lawler currently ""'arks fOT the citieS of
Daytona Beach and MiI"'dl!l2.l": ~er.'ing as a real es-
tate tlr.a;-;.cial adviser on severa! large-seale pUDuer
private developmem projects.
Lawier i::: an active member of L"l.L In addition to
S€r>l.ng in the Institute's ;9.eadership gr'Oup:' he
se...,..,,'€s on :he pelicy ..DC pracbce c'JI:lIruuee .2I1d is
a member of the Multifa.,nily Cou.il.cil (Gold flight).
Lawler ha.~ served on ten Ad-visor:{ Services pan-
els and several project <L1.alysis teams, and has
been a \'ice ,=hair of ULrs Sout.heast. Florida Dis-
tric: COUlicil. L1 October 20001 ULI recognized his
se!"vice witD. ::.he Robert O'Donnell A\va..:-d.
He has lectured on real es"...1.te development a..T]d fi-
nance at George Wa~hingtor:. Unive!'Slty 3usi....less
Sc.hool. the \Vha.-tor:..SeilOo1. Ha.......ard Business
School. Georgetown University. and the Ur-jver.
sity of 1Iia.'!"fIi Lawler is a graduate of Michigan
34
10-40
State University and received an MCP degree-
from the Kennedy School of Government at Har-
vard University,
::~1 Hr.
;'- ~~ l..ii
Madison, Wi.~consin
Free~. the principal designer \dth Sr:1ithGroupJ..fR:
has expertise in urban designl community pian-
ning. and waterf.ront red.evelopment. Residing in
and practicing out of Smith Group J-i R's water-
?ont studio in Madison, 'Wisconsirl, he offers a
substantial portfolio dealing with wat~tiront com~
munities ~"1 the upper l\:lid\\'est, \\ith a focus on the
Great La.\.;:es.
Freer has ~orked on projects from conceptu2liza~
tion th.:-ough constJuct.ion, \'d~h exter.:Sive involve.
ment dming ..111 phases. He has also generated
e:ommmlity support ior design LTIitiatives so tr...at
e.arly enttu..:;;a..sm m:rimai.....>.S momemum :1:'10 ulti-
mateiy achieves public endorsement.
As prL"1dpal designer. Fre~r is current):: working
on the follo;,ring: waterfront de....elopmem projects
in L7te metropoiitan St. Paul Minnesota. area: dO\1,-:1-
to\\TL Slmfoni, Florida: t.\ew RochellE:, New York:
Racine, VYI5COnshi; and a number of small cities on
the Mississippi River.
..\..s a result: of his profes;;ional expene:lce, Freer
has been invited to lecttlr'e at a nUi-nner of uni-
,'ersities; has become a resource member of the
Mayor's Institute on City Desigu: has participated
in the U.S. Department. of Cornrnerce '5 Sympo-
shun on Economic Development of TClLrism a."ld
Destination Resorts, Athens., Greece; a:1d has
taken pali. in the 27th Internation.:l.l Maki'1g Cities
Livable Conference. vlenn~ .-\ustria.
He received degrees i.'1-env1ronmental design and
landscape arwlitecture from the State University
of New )"ork and S:1"3.cnse University.
An AlIYisnrv SeniCl!S Panei Report
'.
Miami. Florida
In 199:), Gonzalez starterl DMG Consulting Ser-
\iees~ Inc... a management con...~ultL'1g firm spec:al-
izing in economic clevelopDent and project L..npie~
mentation. Since 1996. DMG has ::erved as the
in-house consultant for the Beacon Council,
~iiami-Dade County's official economic develop-
ment orga.-ill:ation. Projects managed by DMG for
tJ.1€ Beacon Cound bc!ude the Homestead Reuse
Plan. the South Miami-Dade Marketing rrogT:lln,
and the development and coordination of the
fifiarni-Dade DefeIl5e Allia.'1ce.
Prior to enterulg the pri..-<lte sector, Gonzalez \\-<1$
employed by Miami-Dade County as the director
of the Department of Development and Facilities
Ma.,agemen:. T;....~ agency prO\;ded cer.tr"d sup-
port se:-viees in the areas of real estate acquisi-
tion and le&."ing, fa::..'ility management, and build-
ing construction.
Gom:.alez received her bachelor of arts deg:-ee from
!..i.'1l? U rjversi::y of Fioric.a.. She be!pIl'. her eare:e;
with Miami-Dane C01.mt:; 1.-nmedimely J.l"ter :e~
ceivl.:g her rr...aster'::; degree from Nor..:heastern
Cnj-,er-sic:y iL 1979. Ii. 1989. she attendeci the
Ser:icr Executive hogTC-ffi in S:::ate a:1ci Locai
Government. a~ :he John F. S.ennedy School of
Government.
3e~J.nring as a management inte!1l1 Gonzalez
worked ior mos;: of her county ca...--eer in the capi-
tal improvement and development fields, COwlty
land acquisitions. architect and engineer selec~
tlon, and capital budget expenditure ov'ersight
we:-e some of her responsibilities in the Capital
Improvements Division. In 1989, the divisirJn was
merged v.itt the countfs facflities and construc-
tion management divisions and she was named
di.-ecr.or of the.tiev; Department of De\-elopme?J.:
and Facilities: Ma.~.2.ger.1er:.t.
'z/[!'\
A.tlanu:.. Georgia
Kimsey is vice Dl'esident. a.-::d a orL.'1cinai of Niles
Bolton" A.ssoda~es n'iBA), a p!'D'iessi~nal design
fu-m provic.lr'"1g a..-chite:ture, inte!io:' design. land-
San ?earo, CaIitomia. September 22-2i. 2.002
3cape arcf1itedure, and urban planring 3enices.
A licensed architect in ~even states, K..i,l1~ey re-
ceived a bachelor oi a..""t5 degree and a mane!' or
architecture degree (rom Yale University and has
been \\-'1th XBA for 22 years.
NBA developed a national reputation for work in
mixed-use developments, muitifamily housing.
transportation architecture, departrnem stores,
uniye!"$ities. clubhouses, hotels. and resorts. With
exposure to div€!"Se project types and g€'ogT'Jpric
locations, K.!mse).' has had exten.;:;;ive experience in
worki."lg ""ith both private and public organiza-
tions_ He i~ currently pr',ncipal-in-charg~ or ::he
Sa:."l Jose State University Campus Village. a 3171
million rr...i.:xed-us€ project.
Kimsey h..'tS been acti.....e in numerous business and
civic a.::;soe:iations, including the U :-0&.1. Lal1d Insti-
"Cute, tilE- _..\.ITIe~'"ican institute of Architects. a."fJ.d the
Atlanta Pannership of Edue:ation. As president of
the Budillead Business Association. he was the
lead facilitttor for a comImm..ity visioring c.h2I"~
~t,te for },_tla:.lt2.'S pre!llipr DUSL."'l€S5 a!ld retail
neignbo:-hood.. Iillr,sey sen-ed on be l'Ll_~..d\i-
sm:1 Senice5 pa.'1E;j for the California st.ate capital
in Sa<:r.-lmemo and has been a ,-ice chair of"ULTs
:resjden~ a.n..d m.u!tifamily counds_
: ~,.~} ;~
Rrcno.NevaM
Long specializes in public!priYClte par;:nership~,
e~onornir development. and real estate finance.
His eonsulta."1t pr.!ctiee sene:: public and pr!\"ate
clients in Nevada and Caliiornia.
Long W2S city IT'..a.~er of Fairfield, California.
where he negotiated the first municipal pa.-tici-
pation agreement "'-rth a regional shopping mall_
Since lea vi.ng the public sector in 1996, Long has
worked on a "idE' r'dllgo:! oi issues, including rose
reuse, developer negotiations, project fe<isfoility
analysis.. marketing, redevelopment str2.tegic
planning, ft.'1d public rillance.
Long !l4lS lec!:ured for the Sc..~ooi of Public Admin-
istration at Golcien Gate UnivefS.1iy and has taught
econorrjc de-yeloprnent and organizatiomll chai1ge
i:r:.sa--uationally.. HE also has se..-ved on ULI Ad"i-
35
10-41
SOl] Services panel~ and is a faculty member ror
the Urba.'1 Lar.d institute, teachin.g the advanced
fe:ll e::tate development proeess course. Long has
an MPA degree from the School of Public Policy at
the University of California ai:. Berkeley and a bach-
elor's dE'gree in economics !rom Brown University.
::,d
Boston, Ma:5.'-;'Gchni)(!tts
}litchelson rn:U1ages approximately $800 million in
real estate porrfolios on behalf of three pension-
fund client;:. She serves as ne~ clients: primary
contact a..r:d participates in all f1.Jatters pertaining
to their portfolios, including the de':elopment and
implementation of investment strategies, and the
monitoring or perio!T.1a..:1ce relative to client objec.
tives. rre\iously, JiEtehelson held th€' position of
:':J3..i1ag-:.:..o."1g- direc!or of por...fclio ma..r..,agement for
GE Capital InvEstment Advisors (GECIAl.
Mitchelson has 17 yea..'=i of real estate experience.
At GECIA s....he also served as a vice president in
L1:e asset mar::~gernent ~up, a position i..r: which:
she overS2.;.r more t.han s.~OO million in commercia.!
?...I"'"!d rm..iltuaI:"'jjy assets. He!' re$pomibilities in-
cluded developLlg strateglc property Dusiness
pIa.::::::, re\iec1.i.."'lg' 2.;1d approving p.:oper:y cpera~-
Llg budgets, negotiatiTlg ieases, periorming hold/
~eIl a.wyses, ar;d mar.aging as.'3et di:3posiricr.5.
lVlitchelsQn joined d pred.ec.es;::or emit.)" of GECL~
in 1987, rz\.i..,g beg'J.:.; her real estate :areer as a
rrna.l1.cial ar.ll1ys: for Claremont Corpo~rion in lJfr.:A.
The!'"E. sne per!ormed fina.."'lciaJ 2..lia!ysis relating to
acquisicions. cii,positions, asset management, prop-
E1\:Y rr..anagement. fu"1d real €s~te syndications.
Mitchelson is a ~ed.5eci p..1'Qperty manager a.."1.d a
member of t..'I:: bsj:ute for Real Estate Map.age-
menL She ooids a bachelor's degree in business
adr...j,nist!"ation~ ~it.1 a concentration iT: TIrumce,
rrcnn Nonnea..<;tern University.
Charlotte. JVariJl Carolina
Stanton is the dire-ctiJr of rLarket pla1..."ri...'1g: a.nd. ad~
;:ism'y seniees fOI F aiSOf:. idei1tif::,ing acquisi1:ion
and development oppor:unH:ies hr invest.C!"S, D....e-
35
10-42
ating business plan. .strategies for challenging real
estate project:: a.'1d portfolios, preparing store
rollout pbns for retailers, and doing due diligence
on real estate decisions ror retail a.'1d corporate-
real estate clie-nts.
From 1998 to March 20021 Stanton was vice pre~i~
dent of .Research and Market Planning Services
at TrarrJ..:l1eIl Grow Compa;.!.y. She operated the
fu111'S Re~earch and Market Phmning Senices
unit, pro\iding stra:egic pianning, site 5€'lection,
real estate portfolio aru11ysis, m2.l'Keri!1g pl"e:::en~
tations, and merchandising plans for imenw.l and
external fee clients, induding dE'velopE'fS, retail-
ers. C3pital inve::;tors, property ma.:.iagers, and
b!"Okers.
Stanton was director of research.at Faison from
1995 to 1998. and served on Faison',:; Capita! Con-
trol Beard re\iewing l.."'lv€stment opportl.mities.
She o:.1so product-d Faison.s .Harket Foc1J.J, report,
a detailed re\1e\Y of eco!lorrJc, demographic, :md
real e::;tat€: market perfonnanee and opporcunt:ies
J in ten major U.S. cities.
!
From 1987 to 1993, Stanton was associate profes-
sor at Elizabe:htown Coilege and l:illia.r:..a U!'1jver~
::iry of ?e!l.l1s}'iva':lia. teaching 1IBA- a..'1.d senior.
Jevei cour::.eSOTI CQr-_~er behavior, rnarketir:.g.
advertising ma:::ag~ment. and retafi :"tiateg:.'.
She was project man.agel' ior BusiD.es;: Resources
Group: 2. consortiu.m of academic and bdustT)' pro-
fessionals that pro\-ides reseal'ch projeC"....~, busi-
ness pja."';~. semina.-s, workshops, a.'1d training ser.
"ices to business and government clients.
Sta,tcn received a ?hD 2..:1.d a.T!. MS m CanSllil1er be-
r..a\ior ~"'1d l'et.ai.l management from PUl'due Ulli.
versity h"119Si.. and a bac.....ejor.~ degree in psych.ol-
ogy. s.xiology, and communications from thi? State
Upive~i:y of New York at CJrtlanc. G'! 198-3.
An AdYisnry SaMceS Panel Report
RESOLUTION NO. 2008-
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA WAIVING THE FORt\1AL CONSULTANT
SELECTION PROCESS FOR AN AGREEMENT BETWEEN
THE CITY OF CHULA VISTA REDEVELOPMENT AGENCY
Al'lD THE URBAN LAND INSTITUTE
WHEREAS, the H Street Corridor is a critical component of the revitalization of the City
of Chula Vista; and
WHEREAS, General Plan LUT Policy 2.6 identifies the need to conduct a special study
to examine the potential for higher land use intensities and taller buildings along the H Street Transit
Focus Corridor between Interstate 5 and Fourth Avenue, and to address compatibility issues with adjacent
stable neighborhoods; and
WHEREAS, the Urban Land Institute (ULI) has an established Advisory Services
Program and is uniquely qualified to bring real estate experts from around the country to provide an
unbiased implementation program for redevelopment of the H Street Corridor; and
WHEREAS, staff recommends the City Council waive the formal consultant selection
process of Municipal Code Section 2.56.110 because of the Urban Land Institute's unique experience and
expertise; and _)
WHEREAS, the Environmental Review Coordinator has reviewed the proposed activity
for compliance with the California Environmental Quality.' i~ct (CEQA) and has determined that the
activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines; therefore,
pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus,
no further environmental review' is necessary; and
WHEREAS, staff recommends the Redevelopment Agency enter into an agreement with
the Urban Land Institute for Advisory Services.
NOW, THEREFORE, BE IT RESOLVED based on the findings above, the City Council
of the City of Chula Vista does hereby waive the formal consultant selection process for an agreement
with the Urban Land Institute for Advisory Services.
Presented by
Approved as to form by
Eric Crockett
Assistant Director of Redevelopment & Housing
~)tart Miesfeld
Interim City Attorn
10-43
REDEVELOPMENTAGENCY RESOLUTION NO. 2008-_
RESOLUTION OF THE REDEVELOPMENT AGENCY OF
THE CITY OF CHULA VISTA APPROVING A.N
AGREEMENT BETWEEN THE CITY OF CHULA VISTA
REDEVELOPMENT AGENCY AND THE URBAN LAND
INSTITUTE IN THE fuv[OUNT OF $120,000, A.;\fD
APPROPRIATING FUNDS THEREFOR
WHEREAS, the H Street Corridor is a critical component of the revitalization of the City
of Chula Vista; and
WHEREAS, General Plan LUT Policy 2.6 identifies the need to conduct a special study
to examine the potential for higher land use intensities and taller buildings along the H Street Transit
Focus Corridor between Interstate 5 and Fourth Avenue, and to address compatibility issues with adjacent
stable neighborhoods; and
WHEREAS, the Urban Land Institute (UU) has an established Advisory Services
Program and is uniquely qualitied to bring real estate experts from around the country to provide an
unbiased implementation program for redevelopment of the H Street Corridor; and
WHEREAS, staff recommends the City Council waive the formal consultant selection
process of Municipal Code Section 2.56.110 because of the Urban Land Institute's unique experience and
expertise; and
W'HEREAS, the Environmental Review Coor'finator has reviewed the proposed activity
for compliance with the California Environmental Quality Act (CEQA) and has determined that the
activity is not a "Project" as defined under Section 15378 of the State CEQA Guidelines; therefore,
pursuant to Sectioil15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus,
no ti.lrther environmental review is necessary; and
W'HEREAS, staff recommends the Redevelopment Agency enter into an agreement with
the Urban Land Institute for Advisory Services; and
WHEREAS, staff recommends $120,000 of funds be appropriated to the FY 2009
services and supplies budget of the Redevelopment Agency Merged Project Area Fund.
NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency hereby
authorizes the Chair of the Redevelopment Agency to enter into an agreement with the Urban Land
Institute for Advisory Services, and appropriates $120,000 of available fund balance to the FY 2009
services and supplies budget of the Redevelopment Agency Merged Project Area Fund.
Presented by
Approved as to form by
Eric Crockett
Assistant Director of Redevelopment & Housing
10-44
THE ATTACHED AGREEMENT HAS BEEN REVIEWED
AND APPROVED AS TO FORNI BY THE CITY
ATTORNEY'S OFFICE AND WTLL BE
FOR.MALL Y SIGNED UPON APPROVAL BY
THE CITY COUNCIL
Dated:
Agreement between the City of Chula Vista and
lJLI - The Urban Land Institute for
Advisory Services
. j
10-45
Attachment 2
Parties and Recital Page(s)
Agreement bet\Veen
City of Chula Vista
and
ULI - tne Urban Land Institute
for
Advisory Services
Tpjs agreement ("Agreement"), dated for the purposes of reference
ouly, and effective as of the date last executed unless another date is othern.ise specified in
Exhibit A, Paragraph I, is between the City-related entir-y as is indicated 00 Exhibit A,
Paragraph 2, as such ("Cir-y"), whose business form is set forth on Exhibit A, Paragraph 3, and
the entity indicated on the attached Exhibit A, Paragraph 4, as Consultant, whose business form
is set forth on Exhibit A, Paragr2.ph 5, and whose place of business and telephone numbers are
set forth on Exhibit A, Paragraph 6 ("Consultant"), and is made with Teference to the folloWLilg
facts:
Recitals
Vvnereas1 the H Street Corridor is a critical component of L.1e revitalization of the City of
Chula Vista; and
Whereas, General Plan LT...JT Policy 2.6 identifies the need to conduct a special study to
eXfu-nine u~e potential for higher land use intensities and, tailer buildings along the H Street
Transit Focus Corridor betw"een Interstate 5 and Fourtr~ Avenue, and to address compatibility
issues wit,'-l adjacent stable neighborhoods; and
W-.bereas, the Urban Land Institute (l.TLI) has extensive k..T1owledge of compLicated land
use and plaru.Mg matters CJ.J.d has conducted Advisory Services Seminars for a munber of other
agencies which u..1.iquely qualifies ULI to provide advisory services through tJ.'1eir 5-day Advisory
Services SerPinar; fu'1d
vVhereas, waiving the consultant selection process is in the best interest of the CIty
because lJLI has prior experience workiTlg with a number of other agencies in conducting
Advisory Services Seminars and has extensive knowledge of complicated land use and pia.TlJ.""1ing
matters and has the specific professional resources uniquely qualified and suited to conduct the
Advisory Services Seminar; a~d
Whereas, ULI warrants lli""1d represents that they are experienced and staffed in a manner
such that they are and can prepare and deliver w~e services required of UIJ to City within L'1e
time frames herein prGvided all in accordance wilD. the terms and conditions of this Agreement.
(End of Recitals. Next Page starts Obligatory Provisions.)
Page 1
10-46
Obligatory Provisions Pages
NOW, THEREFORE, BE IT RESOLVED for valuable consideration the City and
Consultant do hereby mutually agree as follows:
l. Consultant's Duties
A. General Duties
Consultant shall perform all of the services described on the attached Ex..f,ibit A, Paragraph 7,
entitled llOeneral Duties!!; and,
B. Scope of Work and Schedule
In the process of performing and delivering said "Genera! Dutiesl\ Consultant shall also
perform all of the services described in Exhibit A, Paragraph 8, entitled "Scope of Work and
Schedule", not inconsistent with the General Duties, according to, and within the time Erames set
forth in Exhibit A, Paragraph 8, and deliver to City such Deliverables as are identified in Exhibit
A, Paragraph 8, within the time Erames set forth therein, time being of the essence of this
agreement. The General Duties and the work and deliverables required in the Scope of Work and
Schedule shall be herein referred to as the "Defined Services". Failure to complete the Defined
Services by the times indicated does nOt, except at the option of the City, operate to terminate
this Agreement.
C. Reductions in Scope of Work
I
I
Citj may independently, or upon request from Consultant, from time to time reduce the
Defi.".,ed Services to be performed by the Consultant under this Agreement. Upon doing so, City
and Consultant agree to meet in good faith and confer for the purpose or negotiating a
corresponding reduction in Lt-te compensation associated with said reduction.
D. Additional Services
In addition to performing the Defined Services herein set forth, City may require Consultant
to perform additional consulting services related to the Defined Services ("Additional Services"),
and upon doing so in \"Titing, if they are witml1. the scope of services offered by Consuitant,
Consultant shall perform S<L'TIe on a time and materials basis at the rates set forth in the "Rate
Schedule" in Exhibit A, Paragraph lO(C), unless a separate fixed fee is otherwise agreed upon.
All compensation for Additional Services shall be paid monthly as billed.
E. Standard of Care
Consultan~ in performing any Servoices under tb-is agreement, whether Defined Services or
Additional Services, shall perform in a manner consistent with that level of care and skill
ordinarily exercised by members of the profession currently practicL.l1g under similar conditions
and L'1 siIPjlar locations.
Page 2
10-47
F. Insurance
Consultant must procure insurance against claims for injuries to persons or damages to
property that may arise from or in connection with the performance of the work under the
contrnct and the results of that work by the Consultant, pjs agents, representatives, employees or
subcontractors and provide documentation of same prior to commencement of work. The
insurance must be maintained for the duration 0 f the contract
Minimum Scope of Insurance
Coverage must be at least as broad as:
(l) Insurance Services Office Commercial General Liability coverage (occurrence Form
CGOOOI).
(2) Insurance Services Office Form Number CA 0001 covenng Automobile Liability,
Code I (any auto).
(3) Workers' Compensation insurance as required by the State of California and
Employer's Liability Insurance.
(4) Professional Liability or Errors & Omissions Liability insura..'1ce appropriate to the
CODsultane s profession.
Minimum Limits ofInsura11ce
Contractor must maintain limits no iess than:
,
,
1. General Liabilit'j:
CInduding operations,
products and completed
operations, as applicable)
2. Automobile Liability:
3 . Workers ~ Compensation
Employer's Liability:
4. Professional Liabilirj or
Errors & Omissions
Liability:
$1,000,000 per occurrence for bodily injury, personal h'ljurj and
properry damage. If COIT1J.l1erciar General Liability LT1surcmce
with 2. general aggregate limit is used, either the general
aggregate lif[1it must apply separately to this project/location or
Ll}e general aggregate 1irr...it mUSE be twice Lhe required occurrence
limit.
$1,000,000 per accident for bodily inju~,", and property da:.--nage.
Statutory
$ I,OOO,OOO each accident
5! ,000,000 disease-policy limit
51,000,000 disease-each employee
$1,000,000 each occurrence
Page 3
10-48
Deductibles and Self-Insured Retentions
Any deductibles orself-insured retentions must be declared to and approved by the City. At
the option of the City, either the insurer will reduce or eli..'Ilinate such deductibles or self-insured
retentions as they pertain to the ,City, its officers, officials, employees and volunteers; Of tb.e
Consulta.nt will provide a financial guarantee satisfactory to the City guaranteeing payment of
losses and related mvestigations, claim administration, and defeuse expenses.
Ot.'1er Insurance Provisions
The general liability, and where applicable, ll:1e automobile liability policies are to contain, or
be endorsed to contain, the following provisions:
(I) The City of Chula Vista, its officers, officials; employees, agents, and volul1teers are
to be named as additional insureds with respect to liability arising out of automobiles
owned, leased., hired or borrowed by or on behalf of the Consultant, where applicable,
and., with respect to liability arising out of work or operations performed by or on
behalf of the Consultant, including providing materials, parts or equipment furnished
iT) connection with such work or operations. The general liability additional insured
coverage must be provided in the form of an endorsement to the contractor's
insurance using ISO CG 20 I 0 (11/85) or its equivalent. Specifically, the endorsement
must not exclude Products/Completed Operations coverage.
(2) The Consultant's General Liability insurance coverage must be primary insurance as
it pertains to the City, its officers, officials, employees, agents) and volllilteers. .lA..ny
insurance or self-insurance maintained by the City, its officers, officials, employees,
or volunteers is wholly separate from L~e insurance of the contractor and in no way
relieves t.f}e contractor from its responsibility to provide insurance.
(3) Coverage shall not extend to any inderm1ity coverage for the active negligence oft.'1e
additional insured in any case where an agreement to iIldemniry the additional insured
would be invalid uIlder Subdivision (b) of Section 2782 of the Civii Code.
-t47 Consuitanfs insurer \viJl provide a Waiver of Subrogation in favor of the City ror the
required generalliabilitj policy.
If General Liability, Pollution and/or Asbestos Pollution Liabil[t"y 8.l"ldior Errors & Omissions
coverage are written on a claims-made form:
(1) The ."Retro Date" must be shown, and must be before the date of L'!-}e contract or t.'1e
beginni.Tlg of the contract work.
(2) A copy of the c1aiills reporting requirements must be submitted to the City for revlevl.
Page 4
10-49
Acceptability of Insurers
Insurance is to be placed with licensed insurers admitted to transact business Ll1 the Stace of
Califomia with a cutrent A.M. Best's rating of no less than A V. If L11surance is placed with a
surplus lines insurer, insurer must be listed on the State of California List of Eligible Surplus
Lines Insurers ("LESLl") with a current A.M. Best's rating of no less than A X. Exception may
be made for G'1e State Compensation Fund when not specifically rated.
Verification of Coverage
Consultant shall furnish the City with 6rigL'lal certificates and amendatory endorsements
effecting coverage required by this clause. The endorsements should be on. insurance industry
forms, provided tJ.'1ose endorsements or policies conform to the contract requirements. All
certificates and endorsements are to be received and approved by the City before work
commences. The City reserves the right to require, at any tirpe, complete, certified copies of all
required insurance policies, i.n.eluding endorsements evidencL.1l.g the coverage required by tf:1ese
specifications.
Consultant will provide City 30 days advance \vritten notice of intent to cancel subject
insurance or advise the City in writing immediately upon knowledge of insurer's, intent to canceL
Subcontractors
Consul cants must include all subconsultants as insureds under its policies or PJrrllsh separate
certificates and endorsements for each subconsulLa:.i.t. All c<1verage for subconsultants are subject
to all of the requirements included in these specifications: J
G. Security for Performance
(I) Performance Bond
In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide
a Perform2nce Bond (indicated by a check mark in the parenthetical space t.rT.cIl1ediately
preceding the subparagraph entitled "Performance Bond"), then Consultant shall provide to the
City a performance bond in the form prescribed by the City and by such sureties which are
authorized to transact such business in the State of California, listed as approved by G'1e United
States Department of Treasury Circular 570, htto://www.fins.treas.zov/c570, and whose
undenvriting limitation is sufficient to issue bonds in the amount required by the agreement, and
which also satisfY the requirements stated in Section 995.660 of the Code of Civil Procedure,
except as provided otherwise by laws or regulations. All bonds signed by an agent must be
accompanied by a certified copy of such agent's authority'to act. Surety companies must be duly
licensed or, authorized in the jurisdiction in which the Project is located to issue bonds for the
limits so required. Form must be sarisfactorj to the Risk Manager or City Attorney which
amount is indicated in the space adjacent to the term, "Performance Bond", in said Exhibit A,
Paragraph 18.
Page 5
10-50
(2) Letter of Credit
In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide
a Letter of Credit (indicated by a check mark iIl the parenthetical space inunediately preceding
the subparagraph entitled "Letter of Credit"), then Consultant shall provide to the City an
irrevocable letter of credit callable by the City at their unfettered discretion by submitting to t.loe
bank a letter, signed by h'1e City Manager, stating that the Consultant is in breach of the terms of
this Agreement. The letter of credit shall be issued by a bank, and be in a form and amount
satisfactory to the Risk Manager or City Attorney which amount is L11dicated'in the space
adjacent to the term, "Letter of Credit", i.n said Exhibit A, Paragraph 18,
(3) Other Security
In the event that Exhibit A, at Paragraph 18, indicates the need for Consultant to provide
security other than a Performance Bond or a Letter of Credit (Llldicated by a check mark i.n the
parenthetical space immediately preceding the subparagraph entitled "Other Security"), then
Consultant shall provide to tf,e City such other security therein listed L'l a. form and alnount
satisfactory to the Risk Manager or City Attorney.
H. Busi.ness License
Consultant agrees to obtain a business license from the City and to omenvlse comply with
Title 5 of the Chula Visra Municipal Code.
2. Duties of the City
A. Consultation aild Cooperation
City shall regularly consult th.e Copsultant for the purpose of reviewing L~e progress of the
Defined Ser'lices and Schedule Lherein containedt a..T1d to provide direction and guidance to
achieve t.~e objectives of this agreement. The City shall permit access to its office facilities, files'
and records by Consultant throughout L~e term of the agreement. In addition thereto, City agrees
to provide the information, data, items and materials set forth 00 Exhibit A, Paragraph 9, and
with the. further understanding that delay i.n the provision of tf,ese materials beyond thi:,y (30)
days after authorization to proceed, sball constitute a basis for the justifiable delay i.n the
Consultm.,tls performance Oft..1is agreement.
B. Compensation
Upon receipt of a properly prepared billing from Consultant submitted to the City
periodically as indicated in Ex.l1ibit .~ Paragraph 17, but L'1. no event more frequently t.~an
monthly, on the day of the period indicated in Exhibit A, Paragrapb 17, City shall compensate
Consult~nt for all services rendered by Co.nsultant according to the terms and conditions set forth
L'1 Exhibit A, Paragraph 10, adjacent to the governing compensation relationship indicated by a
I1checkrnark" next to the appropriate arrar'1gement, subject to the requirements for retention set
Page 6
10-51
forth in Paragraph 18 of Exhibit A, and shall compensate Consultant for out of pocket expenses
as provided in Exh-ibit A, Paragraph 11.
All billings submitted by Consultant shall contain sufficient information as to the propriety of
the biEing to permit the City to evaluate that the amount due and payable thereunder is proper,
and shall specifically contain the City's account number indicated on Exhibit A, Paragraph l7(C)
to be charged upon making such payment.
3. Administration of Contract
Each party designates the individuals ("Contract AdIT'jnistrators") indicated on Exhibit A,
Paragraph 12, as said party's contract administrator who is authorized by said party to represent
th.em in the routine administration of this agreement. .
4. Term
This Agreement shall terminate when u'1e Parties have complied with all executory provisions
hereof
5. Liquidated Damages
The provisions of this section apply if a Liquidated Damages Rate is provided iIl Exhibit A,
Paragraph 13.
It is acknowledged by both parties ulat time is of tl;te essence in the completion of this
Agreement It is difficult to estimate the amount or damages resulting from delay m
performance. The parties have used L.;eir judgment to arrive at a reasonable arnOul1t to
compensate for delay.
Failure to complete the Defmed Services within the allotted time period specified in tllis
Agreement shall result iTl the following penalty: For each consecutive calendar day in excess of
the time specified for t.~e completion of the respective work assignment or Deliverable, the
Consultan[ shall pay to the City, or have wilh..held from !llonies due, t.~e sum of Liquidated
Damages Rate provided in Exhibit A, Paragraph 13 ("Liquidated Damages Rate").
Time extensions for delays beyond the Consultant's control, oLher than delays caused by the
City, shall be requested in writing to the City's Contract Administrator, or designee, prior to the
expiration of the specified tLrne. Extensions of time, when granted, will be based upon the effect
of deiays to the work a..'1d will not be granted for delays to miIlor portions of work unless it can
be shown that such delays did or will delay the progress of the work.
6. Force ?vlajeU!"e
The performance of tl>is Agreement by either party is subject to acts of God, war or threat of
W2.!, goveITLfTIent regulation, acts or threats of terrorism, disaster; fIre, strikes, civil disorder,
public health crises, cur.ailment of transportation facilities or other circumstances beyond the
Page 7
10-52
control of the parties uIlfeasooably delaYL'1g or making it inadvisable, illegal or impossible for
either party to perform its obligations hereunder. This Agreement may be terminated without
penalty for anyone (I) or more of such reasons by written notice from one party to the other;
provided that the party delayed or unable to perform shall promptly advise the other party of
such delay or impossibility of performance, and provided further that the party so delayed or
unable to perform shall take reasonable steps to mitigate the effects of any such delay or
nonperformance.
7. Financial Interests of Consultant
A. Consultant is Designated as an FPPC Filer
If Consultant is designated on Exhibit A, Paragraph 14, as an "FPPC fiier", Consultant is
deemed to be a "Consultant" for the ptuposes of the Political Reform Act conflict of interest and
disclosure provisions, and shall report economic interests to the City Clerk on the required
Statement of Economic Interests in such reporting categories as are specified in Paragraph 14 of
Exhibit A, or if none are specified., then as determined by the City Attorney.
B. Decline to Participate
Regardless of whe!.her Consultant is designated as an FPPC Filer, Consulrant shall not make,
or participate in making or 111 any way attempt to use Consultant's position to inrluence a
governmental decision in which Consultant knows or has reason to mow Consultant has a
financial interest ot.'1er Lhan the compensation promised by this Agreement.
C. Search to Determine Economic Interests
I
I
Regardless of whether Consultant is designated as an FPPC Fiier, Consultant warrants aIld
represents that Consultant has diligently conducted a search and inventory of Consultant's
economic LT1terests, as the term is used in the regulations promulgated by the Fair Political
Practices Commission, and has determined lhat Consultant does nOl to the best of Consultan~s
knowledge, have an economic interest which would conflict with Consultant's duties under this
agreement.
D. Promise Not to Acquire Conflicting Interests
Regardless of whether Consultant is designated as an FPPC Fiier, Consultant further warrants
and represents that ConsultaIlt wiI! not acquire, obtai..Tl~ or assume an economic interest during the
term of this Agreement which would constitute a conflict of interest as prohibited by the Fair
Political Practices Act.
E. Duty to Advise of Conflicting Interests
Regardless of whether Consultant is designated as an FPPC Filer, Consultant further warrants
and represents that Consultant will immediately advise the City Attorney of City if Consultant
Page 8 .
10-53
learns of an econowic interest of Consnltant's that may result in a conflict of interest for the
purpose of the Fair Political Practices Ac~ and regulations promulgated thereunder.
F. Specific Warranties Against Economic Interests
Consultant warrants and represents that neither Consultant, nor Consultant's immediate
family members, nor Consultant's employees or agents ("Consultant Associates") presently have
any interest, directly or indirectly, whatsoever in any property which may be the subject matter
of the Defined Services, or in any property within 2 radial miles from the exterior boundaries of
any property which may be the subject matter of the Defined Services, ("Prohibited Interest"),
other than as listed in Exhibit A, Parngraph 14.
Consultant further warrants and represents that no promise of future employment,
remuneration, considera'tion, gr-atuiry or other reward or gain has been made to Consultant or
Consultant Associates in connection with ConsUltant's performance of tbs Agreement.'
. Consultant promises to advise City of any such promise that may be made during t.he Term of
[Pis Agreement, or for tweive months thereafter.
Consultant agrees that Consultant Associates shall not acquire any such Prohibited Interest
within the Term of this Agreement, or for twelve montls after the expiration of this Agreement,
except with the wrinen permission of City.
Consultant may not conduct or solicit any business for any party to this Agreement, or for
any third party that may be in conflict wit:1. Consultanes responsibilities under tlUs Agreement,
except v.ith the written permission of Ci~f.
8. Hold Harmless
Consultant shall defend: mdeiT1J."lIIY, protect and hoid harmless the City, its elected and
appointed officers and empioyees, from and against all claims for damages, liability, cost and
expense (including wichout limitation attorneys fees) arising out of or alleged by third parties to
be the result of the negligent acts, errors or omissions or. the willful misconduct of the
Consultant, and Consultant's employees, subcontractors or oL~er persons, agencies or fums for
whom Consultant is legally responsible in connection with the execution of tle wor.k covered by
this Agreement, except to the extent that those claims, dlli-nages, liability, costs and expenses
(including without limitations~ attorneys fees) arise from t.l-)e sole negligence or sole willful
misconduct of lhe City, its officers, employees. Also covered is liability ariSi..l"1g from, connected
with, caused by or claimed to be caused by the active or passive negligent acts or omissions of
the CitY, its agents, office~s~ or employees which may be in combination with the active or
passive negligent acts or omlssions of w.1.e Consultant, its employees, agents or officers, or a.TJ.Y
third party.
\-Vith respect to losses arisLT1g from Consultanfs professional errors or orrJssions, Consultant
shall defend, indemnify, pcmect and hold harmless the City, its elected and appointed officers
and employees, froill a.nd aga~!st all claims for damages, Iiability,.cost and expense (i....T1.c1uding
Page 9
10-54
without lirnitation attorneys fees) exceptto the extent that those claims arise from the negligence
or willful misconduct of City, its officers or employees.
Consultant's indemnification shall include any and all costs, expenses, attorneys fees and
liability incurred by the City~ its officers, agents or employees in defending against such claims,
whether the same proceed to judgment or not. Consultant's obligations under this Section shall
not be limited by any prior or subsequent declaration by the Consultant. Consultant's obligations
under this Section shall survive the termination of this Agreement.
9. Termination of Agreement for Cause
If, through any cause, Consultant shall fail to fulfill in a timely and proper manner
Consultant's obligations under tlus Agreement, or if Consultant shall violate any of the
covenants, agreements or stipulations of this Agreement, City shall have the right to terminate
this Agreement by giving written notice to Consultant of such termina.tion and specifying the
effective date thereof at least five (5) days before tbe effective date of such termination. In the
evem of City's t;:rmination of this Agreement, all finished or lll1finished documents, data,
studies, surveys, drawings, maps, report-s and other materials prepared by Consultant shall, at the
option of Ll:te City, become the property' of the City, provided that City shall first pay Consultant
just and equitable compensation for any work satisfactorily completed on such documents and
other materials up to the effective date of Notice of Termination, not to exceed the amounts
payable hereunder, and less any damages caused City by Consultant's breach.
10. Errors and Omissions
I
In the event that the City AdmL-J.istrator determines that the Consultants' negligence, errors,
or omissions in the perfonTIauce of work U:Dder this Agreement has resulted in expense to City
greater than would have resulted if there were no such negligence, errors, omissions, Consultant
shall reimburse Ci[y for any additional expenses incurred by the City. Not.'1.ing herein is intended
to limit Ciryis rights t!...T1der other provisions of this agreement.
11. Tennination of Agreement ror Convenience of City
City may terminate this Agreement at any time and for any reason, by giving specific written
notice to Consultant of such termination and specifying the effective date thereof, at least thirty
(30) days before tbe effective date of such terminatioIl. In tJ.~at event, all finished an.d unfinished
dOClL'l1ents and other mareriais described hereinabove shall, at the option of the City, become
City's sole and exclusive property, provided that City has first paid just and equitable
compensation for any satisfactory work completed on such documents and other materials to the
effective. date of such termination. Consultant hereby expressly waives any and all claims for
damages or compensation arising under this Agreement except as set forth herein.
Page 10
10-55
12. Assignability
The services of Consultant are personal to the City, and Consultant shall not assign any
interest in this Agreement, and shall not transfer any interest in the same (whether by assignment
or notation), without prior written consent 0 f City.
City hereby consents to the assignnlent of the portions of the Defined Services identified in
Exhibit A, Paragraph 16 to the subconsu1ta.'1ts identified thereat as "Permitted Subconsultants".
13. Ownership, Publication, Reproduction and Use of Material
AIl reports, studies, information, data, statistics, forms, designs, plans, procedures, systej::ns
and any other materials or properties (collectively "materials or properties") produced under this
Agreement shall be the sole and exclusive property of City, provided that City has paid
Consultant just and reasonable compensation for the services rendered in producing such
materials or properties. No such materials or properties produced in whole or in part under this
Agreement shall be subject to private use, copyrights or patent rights by Consultant in Ll,e United
States or in any other country without the express written consent of City. City shall have
unrestricted authority to publish, disclose (except as may be limited by the provisions of the
Public Records Act), distribute, and otherwise use, copyright or patent, in whole or in part, any
such materials or properties produced under this Agreement. Consultant shall retain a perpetual,
royalty-free lic"ense to use any such reports, studies, data, statistics, forms, or other materials or
properties for educational, non-cornmercial purposes.
14. Independent Contractor
J
J
City is interested only in the results obtained and Consultant shall perform as an h,dependent
contractor with sole control oE-the ma..:m.er and means of perfon::ping the sef\rices required under
t.hjs Agreement. Cit}, maintains t.~e right only to reject or accept Consultant's work products.
Consultant and any of the Consultant's agents, employees or representatives are, for all purposes
under this Agreement, an independent contractor and shall not be deemed to be an employee of
City, and none of them shall be entitled to any benefits to which City employees are entitled
including but not limited to,. overtime, retirement benefits, workers compen~ation benefits,
injury leave or other leave benefits. Therefore, City will not withhold state or federal income (ax,
social security tax or any other payroll tax, and Consul(ant shall be solely responsible for ll,e
payment of same and shan hold the Ci~j harmless with regard thereto.
15. Administrative Claims Requirements and Procedures
No suit or arbitration shall be brougbt arising out of this agreement, against the City unless a
claim has first been presented L'1 writi.ng and filed with the City and acted upon by the City in
accordance will, the procedures set fact.;' in Chap(er 1.34 of the Chula Vista Municipal Code, as
same may from time to time be amended, the provisions of which are incorporated by this
reference as if fully set forth herein, and such policies and procedures used by the City in the
implementation of sa.'Ile.
Page 11
10-56
Upon request by City, Consnltant shail meet and confer in good faith with City for the
purpose of resolving any dispute over the terms of this Agreement.
16. Attorney's Fees
Should a dispute ansmg out of this Agreement result in litigation, it is agreed that the
prevailing party shall be entitled to a judgment against the other for an amount equal to
reasonable attorney's fees and court costs incurred. The "prevailing party" shall be deemed to be
the party who is awarded substantially the relief sought.
17. Statement of Costs
[n ul.e event ul.at Consultant prepares a report or document, or participates in the preparation
of a report or document in performing the Defined Services, Consultant shall include, or cause
the inclusion of, in said report or document, a statement of the munbers and cost in dollar
amounts of all contracts and subcontracts relating to ul.e preparation of the report or documenL
18. Miscellaneous
A. Consultant not authorized to Represent City
Unless specifically authorized in writing by City, Consultant shall have no authority to act as
City's agent to bind City to any contractual agreements whatsoever.
B. Consultant is Real Estate Broker and/or Salesman ,
,
If the box on Exhibit A, Paragraph 15 is marked, the Consultant and/or their principals is/are
licensed with Lhe State of California or some other state as a licensed real estate .broker or
salesperson. Other",ise, Consultant represents that neither Consultant, nor their principals are
licensed real estate brokers or salespersons.
C. Notices
All notices, demands or requests provided for or permitted to be given pursuant to this
Agreement must be in writing. All notices, demands a,.,d requests to be sent to any party shall be
deemed to have been properly given or served if personally served or deposited in the United
States mail, addressed to such party, postage prepaid, registered or certified, with return receipt
requested, at the addresses identified herein as the places of business for each of the designated
parties.
D. Entire Agreement
This Agreement, together with any other written document referred to or contemplated
herein, embody the entire Agreement and understanding between the parties relating to the
subject matter hereof Neither this Agreement nor any provision hereof may be amended,
Page 12
10-57
modified, waived or discharged except by an instrument in writing executed by the party against
which enforcement of slich amendment, waiver or discharge is sought.
E. Capacity ofPames
Each signatory and party hereto hereby warrants. and represents to the other party that it has
legal authority and capacity and direction from its principal to enter inco litis Agreemenl and that
all resolutions or other actions have been taken so as to enable it to enter into this Agreement.
F. Govemii1g LawNenue
This Agreement shall be governed by and construed in accordance with the laws of the State
of California. Any action arising under or relating to this Agreement shall be brought only in the
federal or state courts located in San Diego County, State of California, and if applicable, the
City of Chula Vista, or as close thereto as possible. Venue forthis Agreement, and performance
hereunder, shall be l"e City of Chula Vista.
(End of page. Next page is signature page.)
Page 13
10-58
Signature Page
to
Agreement between
City of Chula Vista
and
ULI - the Urban Land Institute
for
Advisory Services
IN WITNESS WHEREOF, City and Consultant have executed this Agreement thereby
indicating that they have read and understood same, and indicate their full and complete consent
to its terms: ~
Dated:
Redevelopment Agency of the City of
Chula Vista
By:
Cheryl Cox, Chair
Attest:
Donna Noms, Interi.m City Clerk
Approved as to form:
)
,
Bart Miesfeld, Interim City Attorney
~
~:banLC.[ns~ 7/z/ur
Cheryl Cummins
President, The .Au-nericas
By ~~~.J2 711ft
Mana Gol~th
Seni.or Vice President. Communit)/"J
By: ~ :?//
Thomas W. Eitler :?
Director, Advisory Services
Dated:
Exhibit List to Agreement
(X) Exhibit A.
Page 14
10-59
Exhibit A
to
Agreement between
Citj of Chula Vista
. and
ULI - the Urban Land Institute
for
Advisory Services
1. Effective Date of Agreement:
2. City,Related Entity:
( ) City ofChula Vista, a municipal chartered corporation of the State of California
(X) Redevelopment Agency of the City of ChuJa Vista, a political subdivision of the State of
California.
( ) Industrial Development Authority of the City of Chula Vista, a
( ) Other:
, a [insert business form]
("City")
,
)
3. Place of Business for City:
City of Chula Vista .
276 Fourth Avenue
Chula Vista, CA 91910
4. Consultant:
ULI - the Urban Land Institute
5. Business Form of Consultant
( ) Sole Proprietorship
( ) Partnership
( ) Corporation
(X) Non-Profit Corporation
6. Place of Business, Telephone and Fax Number of Consultanc:
1025 Thomas Jefferson Street, N.W.
Page 15
10-'-60
Suite 500 West
Washington, D.C. 20007-5201
Phone: (202) 624-7000
Fax: (202) 624-7140
7. General Duties:
VLI shall conduct a 5-day Advisory Services Panel Seminar and provide a fmal report
of recommendations to the Redevelopment Agency of the City of Chula Vista.
8. Scope of Work and Schedule:
A. Detailed Scope of Work:
VLI shall provide a volunteer panel that collectively has a varied and broad experience
and knowledge applicable to the issues of the H Street Corridor study area (west of
Third Avenue). Once the contract has been execnted, VLI and the City will work
together to frame the assignment and identify the particular issues to be addressed by
the panel, which may include but not be limited to assessment of the Corridor's
economic potential and urban design, and development of an implementation strategy.
VLI shall arrange for the panel members to visit the location upon which its
recommendations are sought for a period of not less than five days (the "panel
session"), starting on panel start date, to be determined by ULI and the City.
During the panel session, VLI shall directly and thr9ugh its staff:
. study the designated area: .
. consult with public and private officials, representatives of other relevant
organizations, and other individuals familiar with the issues involved; and
. prepare its conclusions and recommendations which wiII be presented to the
City and its invited guests in oral form at the close of the on-site assignment.
ULI snail provide the City with a written summary of its conclusions and
recommendations. The City will be provided 200 copies of tne report.
ULI shall absorb the travel and living expenses of its panel and staff while on site.
B. Date for Commencement of Consultant Services:
(X) Same as Effective Date of Agreement
( ) Ou'1er:
c. Dates or Time Limits for Delivery of Deliverables:
Deliverable No. I: N/A
Page i 6
10-61
Deliverable No.2: Nt A
Deliverable No.3: NtA
D. Date for completion of all Consultant services:
December 31, 2008
9. Materials Required to be Supplied by City to Consultant:
The Redevelopment Agency of the City of Chula Vista shall supply, at its expense, the
following items to UL1:
. Furnish to each panel member, uot less than 10 days in advance of the panel session,
such pertinent background data in the form of reports, plans, charts, etc., as may be
presently available or readily developed for the preliminary study of the panel,
prior to its inspection on site. Two copies are to be sent to the ULI Project
I\tlanager.
. Arrange, insofar as possible, to have appropriate persons, including public officials
and private individuals, representatives of relevant organizations, and others,
available for the purpose of consulting with and furnishing information to the panel
on specific matters relevant to the assignment as may be necessary and advisable
during the period of the panel's visit.
10. Compensation:
A. ( ) Single Fixed Fee Arrangement.
.1
.1
For performance of all of the Defined Services by Consultant as herein required. City shall
pay a single fixed fee en the amounts a.'1d at t.he times or milestones or for the Deliverables set
forth below:
Single Fixed Fee Amount:
, payable as follows:
Milestone or Event or Deliverable
Amount or Percent afFixed Fee
( ) 1. Interim Monthly Advances. The City shall make interim monthly advances
against the compensation due for each phase on a percentage of completion basis for
each given phase such that. at the end of each phase only the compensation for that
phase has been paid. Any payments made hereunder shall be considered as interest
free loans that must be returned to the City if the Phase is not satisfactorily
completed. If the Phase is satisfactorily completed, the City shall receive credit
against the compensation due for that phase. The rerenhon amount or percentage set
forth in Paragraph 19 is to be applied to each interim payment such that, at the end of
the phase, the full retention has been held back from the compensation due for that
phase. Percentage of completion of a phase. shall be assessed in the sole and
unfettered discretion by the Contracts Administrator designated herein by the City, or
such ou'ler person as u'le Cit'f Manager shall designate, but only upon such proof
Page 17
10-62
demanded by the City t'1at has been provided, but in no event shall such interim
advance payment be made unless the Contractor shall have represented in writing that
said percentage of completion of the phase has been performed by the Contractor.
The practice of making interim monthly advances shall not convert this agreement to
a time and materials basis of payment.
B. (X) Phased Fixed Fee Arrangement.
For the performance of each phase or portion of the Defmed Services by Consultant as are
separately identified below, City shall pay the fixed fee associated with each phase of Services,
in the amounts and at the times or milestones or Deliverables set forth. Consultant shall not
commence Services under any Phase, and shall not be entitled to t.l-je compensation for a Phase,
unless City shall have issued a notice to proceed to Consultant as to said Phase.
Phase
1.
Fee for Said Phase
2.
Upon signing of contract
Presentation of panel's recommendations
Upon City receiving final report
$ 57,500
$ 57,500
$ 5,000
3.
( ) I. Interim Monthly AdvarlCes. The City shall make interim mont.lUy advances
against the compensation due for each phase on a percentage of completion basis for
each given phase such that, at the end of each phase only the compensation for that
phase has been paid. Any payments made hertunder shall be considered as interest
free loans that must be returned to the City if the Phase is not satisfactorily
completed. If the Phase is satisfactorily completed, the City shall receive credit
against the compensation due for that phase. The retention amount or percentage set
forth in Paragraph 19 is to be applied to each interim payment such that, at the end of
the phase, the full retention has been held back from the compensation due for that
phase. Percentage of completion of a phase shall be assessed in the soie and
unfettered discretion by the Contracts Administrator designated herein by t.f:1e Cir-j, or
such other person as the City Manager shall designate, but only upon such proof
demanded by t.l:1e City that has been provided, but in no event shall sllch interim
advance payment be made unless the Contractor shall have represented in writing that
said percentage of completion of the phase has been performed by the Contractor.
The practice of making interi.lTl monthly advances shall not conven this agreement to
a time and materials basis of payment.
C. ( ) Hourly Rate lurangement
For performance of the DefIned Services by Consultant as herein required, City shall pay
Consultant for the productive hours of time spent by Consultant in the performance of said
Services, at t..~e rates or arnOtl:.l.ts set forLh in the Rate Schedule herein below according to the
following terms and conditions:
Page 18
10-63
(1) ( ) Not-to-Exceed Limitation on Time and Materials Arrangement
Notwithstanding the expenditure by Consultant of time and materials in excess of said
Maximum Compensation amount, Consultant agrees l~at Consulta.'1t will perform all of
the Defined Services herein required of Consultant for $
including all Materials, and other "reimbursables" ("Maximum Compensation").
(2) ( ) Limitation without Further Authorization on Time and Materials Arrangement
At such time as ConsultaIlt shall have incurred ti.,11e and materials equal to
(" Authorization Lirr>jt"), Consultant shall not be entitled
to any additional compensation without further authorization issued in \vritiIlg and
approved by the City. Nothing herein shall preclude Consultant from providing additional
Services at Consultant's own cost and expense.
Rate Schedule
Category of Employee
Name of Consultant
Hourly Rate
$
$
$
$
$
( ) Hourly rates may increase by 6% for services rendered after [month], 20__ if delay
in providing services is caused by City.
1 1. Materials Reimbursement Arrangement
For L.1e cost of out of pocket expenses incurred by Consultant in the performance of services
herein required, Cirj shall pay Consultant at the rates or amounts set forth below:
(X) None, the compensation includes all costs.
Cost or Rate
$
$
$
$
$
$
$
$
() Reports, not to exceed $
() Copies, not to exceed $
() Travel, not to exceed $
() Printing, not to exceed $
() Postage, not to exceed S
() Delivery, not to exceed S .
() Long Distallce Telephone Charges, not to exceed $
() Other Actual Identifiable Direct Costs:
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10-64
, nor to exceed $
, not to exceed $
$
$
[2. Contract Administrators:
City: Stacey Kurz, Senior Project Coordinator, Redevelopment and Housing
Consultant:
Matthew Rader, Senior Associate, Advisory Services Program
13. Liquidated Damages Rate:
( ) $
( ) Other:
per day.
14. Statement of Economic Interests, Consultant Reporting Categories, per Conflict of Interest
Code:
(X) Not Applicable. Not an FPPC Filer.'
( ) FPPC Filer
( ) Category No. I. Investments and sources of income.
) Category NO.2. Interests in real property.
,
,
) Category No, 3. investments, it-,terest in real property and sources of income subject
to the regularory, permit or licensing authority of me department.
) Category No.4. Investments LTl business entities and sources of income that engage in
land development, construotion or the acquisition or sale of real property.
( ) Category No.5. Investments in business entities and souroes of income of the type
whioh, within the past two years, have contraoted with the City of ChuIa Vista
(Redevelopment Agency) to provide services, suppiies, materials, machinery or
equipment
1. If Consultant, in the performance of its services u.llder this agreement: (1) conduc[S research
and arrives at conclusions with respect to its rendition of inforrnation~ advice,
reoormnendations or counsel independent of the control and direction of the City or of any
City official, other t.~an normal contract monitoring; and (2) possesses no authority wiTh
respect to any City' decision beyond L~e rendition of information, advice, recommendations or
counsel, Consultant should not be designated as at! FPPC Filer.
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( ) Category No.6. Investments in business entities and sources of income of the type
which. within the past two years, have contracted with the designated employee's
department to provide services, supplies, materials, machinery or equipment.
( ) Category No.7. Business positions.
( ) List "Consultant Associates" interests in real property within 2 radial miles of Project
Property, if any:
15. ( ) Consultant is Real Estate Broker and/or Salesman
16. Permitted Subconsultants:
~
17. Bill Processing:
A_ Consultant's Billing to be submitted for L~e following period of time:
( ) Monthly
( ) Quarterly
( ) Other:
B. Day of the Period for submission of Consultant's Billing:
( ) First of the Month
( ) 15Lf:t Day of each Month
( ) End of the Month
( ) Other:
C. City's ACCOUI'lt Nu,nber:
65140-630 I
18. Security for Performance
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( ) Performance Bond, $.
( ) Letter of Credi~ $
( ) Other Security:
Type:
Amount: $
(X) Retention. If this space is checked, then notwithstanding other provisions to the contrary
requiring the payment of compensation to ULI sooner, the City shall be entitled to retain,
at their option~ either the folloWLTlg "Retention PercentageTT or "Retention Amounttl until
the City determines that the Retention Release Event, listed below, has occurred:
( ) Retention Percentage:
(X) Retention l\1nount: $5,000
%
Retention Release Event:
(X) Completion of All Advisory Services
( ) Other:
,
,
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