HomeMy WebLinkAbout2009/12/15 Item 15
CITY COUNCIL &
REDEVELOPMENT AGENCY
AGENDA STATEMENT
~(~ ...
~.-'CIlYOF
~~ CHULA VISTA
ITEM TITLE:
SUBMITTED BY:
REVIEWED BY:
-----------~--------- -----.--" --------.-
DECEMBER 15, 2009, Item (5
A. RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE
CITY OF CHULA VISTA ADOPTING A FIVE YEAR
IMPLEMENTATION PLAN FOR THE MERGED
BA YFRONT/TOWN CENTRE I REDEVELOPMENT PROJECT
AREA (INCLUDING BA YFRONT AND TOWN CENTRE I) FOR
THE2010-2014 PERIOD
B. RESOLUTION OF THE REDEVELOPMENT AGENCY OF THE
CITY OF CHULA VISTA ADOPTING A FIVE YEAR
IMPLEMENT AnON PLAN FOR THE MERGED CHULA
VISTA REDEVELOPMENT PROJECT AREA (INCLUDING
TOWN CENTRE II, SOUTHWEST, OTAY VALLEY, AND
ADDED AREA) FOR T. E 2010-2014 PERIOD
CITY MANAGE
4/STHS VOTE: YES D NO 0
SUMMARY
The Five Year Redevelopment Implemen.tation Plan is required by State redevelopment law and
provides a strategic work plan to facilitate successful redevelopment for the next five years. It also
provides an opportunity for the City of Chula Vista to define and delineate key policies and guiding
principles. The plan also serves as an important educational resource about the role and goals of
redevelopment.
The 2010-2014 Five Year Redevelopment Implementation Plan was prepared in accordance with the
statutory requirements of redevelopment law (Health and Safety Code 933000, et seq.) and is the
strategic planning document for the Redevelopment Agency that:
Q Provides important and educational information to decision-makers and the public about the
role and functional purpose of redevelopment.
Q Establishes coherent and consistent policy direction for redevelopment activities and projects
during the next five years.
Q Sets forth strategic and programmatic objectives and work plans for the next five years.
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DECEMBER 15,2009, Item tf5
Page 2 of7
ENVIRONMENT AL REVIEW
The Environmental Review Coordinator has reviewed the proposed activity for compliance with the
California Environmental Quality Act (CEQA) and has determined that the 2010-2014 Five Year
Redevelopment Implementation Plan is not a "Project" as defined under Section 15378 of the Sate
CEQA Guidelines because the activity involves a governmental administrative, informational and
fiscal activity leading to an action or actions which the City of Chula Vista has not yet approved,
adopted or funded. While the 2010-2014 Five Year Redevelopment Implementation Plan describes the
intended direction of the Redevelopment Agency regarding redevelopment project implementation,
approval of the Implementation Plan does not constitute final approval of programs, projects or
expenditures described in the Implementation Plan in accordance with Section 33490(a)(l)(B) of the
California Community Redevelopment Law. Each potential program, project or expenditure will be
evaluated for CEQA clearance on a case-by-case basis. Therefore, pursuant to Section 15060(c)(3) of
the State CEQA Guidelines approval of the Implementation Plan is not subject to CEQA. Thus, no
further environmental review is necessary.
RECOMMENDA nON
Staff recommends that the Redevelopment Agency Board of Directors:
1. Approve the resolution adopting the 2010-2014 Five Year Redevelopment Implementation Plan
for the Merged Bayfront/Town Centre I Redevelopment Project Area (including Bayfront and
Town Centre I).
2. Approve the resolution adopting the 2010-2014 Five Year Redevelopment Implementation Plan
for the Merged Chula Vista Redevelopment Project Area (including Town Centre II, Southwest,
Otay Valley, and the Added Area).
BOARDS/COMMISSION RECOMMENDA nON
On December 10, 2009, the Board of Directors of the Chula Vista Redevelopment Corporation
(CVRC) considered and adopted a resolution making recommendation to the Redevelopment Agency
for the approval and adoption of the 20 I 0-20 14 Five Year Redevelopment Implementation Plan.
DISCUSSION
In 1993, in an effort to increase both the effectiveness and accountability of redevelopment agencies,
the California Communiry Redevelopment Law Reform Act approved AB 1290. State Redevelopment
Law (Health & Safety Code 1)33490) requires Agencies to adopt five year implementation plans for all
adopted project areas and requires that the implementation plan contain:
q The Redevelopment Agency's goals and objectives, programs and projects within the project
area for the next five years, including estimated expenditures.
q An explanation of how the goals and objectives, programs, projects, and expenditures will
eliminate blight and promote affordable housing within the project area.
q A specific section that addresses the Redevelopment Agency's housing responsibilities,
including the Redevelopment Agency's Low and Moderate Income Housing Fund and the
Redevelopment Agency's requirements for replacement and inclusionary housing.
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DECEMBER 15,2009, [tern 15
Page 3 0 f 7
The proposed 20 I 0-20 14 Five Year Redevelopment Implementation Plan meets the State requirements
and is the culmination of a nine month process that involved 19 public outreach meetings with the
community to gather input in the development of a strategic work program for the Redevelopment
Agency that includes the following key elements:
q Guiding Principles of Redevelopment
q Strategic Objectives
q 2010-2014 Redevelopment Work Program
Guiding Principles of Redevelopment
The Plan is organized in a sequential order that leads from high-level policies and principles to proiect-
level work programs and plans. The Plan establishes overarching "Guiding Principles of
Redevelopment" that provide the high-level framework and context for the rest of the Plan.
Guidinf! Princiole #1. Leverage Public/Private Investment and Resources
Leverage City/ Redevelopment Agency resources that improve public amenities, infrastructure,
and affordable housing that attract private investment through:
. Strategic and accountable public investments
. Land assembly
. Business reinvestment and expansion
. Debt issuance
Guidinz Princiole #2: Community Outreach & Education
Promote and facilitate early and transparent public input and partICIpation that .emphasizes a
collaborative dialogue with the community in establishing the goals, tools, work program and
prioritization for redevelopment activities.
The importance of this principle is demonstrated by the community engagement process that was
implemented in the preparation of this plan. The CVRC Directors worked closely with
Redevelopment Agency staff and were directly engaged in outreach from the beginning of this process.
In April 2009, CVRC Directors and Redevelopment Agency stall held three community workshops in
various redevelopment project area locations (Bayfront, North, and South) followed by eight
presentations to key stakeholders and community organizations. On May 28, 2009, Redevelopment
Agency staff convened a Redevelopment Implementation Plan Working Group (Working Group)
comprised of 11 volunteers from the following local organizations: Crossroads, Southwest Civic
Association, Northwest Civic Association, Chula Vista Chamber of Commerce, Third Avenue Village
Association, South County Economic Development Council, Pacific Southwest Association of
Realtors, Main Street Businesses, the Broadway Business Association, Chula Vista Civic Association,
and Chula Vistans for Community Action. The Working Group met with staff over a seven-month
period and accomplished the following:
. Developed and prioritized the redevelopment goals
. Discussed and agreed to the redevelopment strategic objectives
. Reviewed and finalized the redevelopment projects list
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DECEMBER 15,2009, Item I'D
Page 4 on
The Working Group not only accomplished the above tasks, they also agreed to continue as an ongoing
resource working with staff to prioritize and implement redevelopment projects. This provides
consistency and strengthens the cooperative relationships between Redevelopment Agency staff, the
stakeholders, and the greater community.
Another key component to the process of developing this plan is the involvement of the CVRC and the
Redevelopment Agency. Two joint workshops were held in August and November of 2009. These
workshops were valuable opportunities for initiating dialogue with the community, building alignment
and understanding between Chula Vista Redevelopment Corporation and the Redevelopment Agency,
and providing direction to Redevelopment Agency staff. The August workshop included presentations
on Redevelopment Basics by John Shirey of the California Redevelopment Association,
Redevelopment Agency Financials by Suzanne Harrell, of Harrell and Company, and an overview of
the process for developing the 2010-2014 Five Year Redevelopment Implementation Plan and a draft
work plan by Redevelopment Agency staff. At the August workshop, the CVRC and Redevelopment
Agency directed staff to include the expansion of the redevelopment project areas in the 2010-2014
Work Program. Subsequently, the Working Group reviewed the revised Program List on September I
and September 14, which included the proposed expansion of the redevelopment project areas
The November workshop discussed in detail the draft five year redevelopment work plan along with a
review of the Redevelopment Agency financial projections for 20 I 0-20 14 and where the
Redevelopment Agency is on meeting its housing compliance goals and objectives. At this workshop
there was significant discussion from the CVRC and Redevelopment Agency members and the public
regarding the expansion of the redevelopment project areas. Staff clarified that the goal of this work
plan item is to determine the feasibility of expanding the project areas, and as part of that analysis, to
engage in dialogue with the community. To begin that process staff will bring forward a program
outlining the community dialogue process for Redevelopment Agency approval.
Under these guiding principles, the 2010-2014 Five Year Redevelopment Implementation Plan
establishes redevelopment and housing work programs for the City's redevelopment project areas and
describes:
Strategic Objectives & Work Programs
The plan establishes five year work programs for each redevelopment project area that are based on
three consistent strategic objectives:
Q Plans & Policies. Redevelopment is a catalyst and tool to pursuing a vision that is set forth by
City leaders through land use plans and policies. The City's land use plans and policies set the
stage for public improvements and key catalyst projects created through redevelopment.
Q Public Infrastructure & Amenities. By constructing new and upgrading existing infrastructure,
the Redevelopment Agency can greatly advance the revitalization goals of the City while
creating an environment that attracts capital and is more readily responsive to market
opportunities.
Q Kev Catalvst Proiects. By strategically focusing and leveraging resources on key "catalyst
projects," redevelopment can more effectively attract private investment.
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DECEMBER 15,2009, Itemk
Page 5 of7
Housing Strategic Objectives & Work Programs
The plan additionally establishes a Five Year Housing Work Program, including two important
strategic objectives for enhancing the Redevelopment Agency's ability to effectively facilitate the
creation of affordable housing:
c;> Expansion of Redevelopment Proiect Areas. Expansion of the project areas would further the
Redevelopment Agency's legislative charge to remove blight, and strengthen the
Redevelopment Agency's ability to leverage Low-Mod Funds for affordable housing, including
new construction and land purchases.
c;> Build Affordable Housing within Redevelopment Proiect Areas. To promote safe and sanitary
affordable housing in western Chula Vista, and meet the Redevelopment Agency's statutory
15% inclusionary housing requirements, the Redevelopment Agency should focus and
prioritize Low-Mod Housing Fund monies and its affordable housing efforts within
redevelopment project areas in neighborhoods of greatest need.
The 20 10-2014 Fivc Year Redevelopment Implementation Plan provides an important strategic
planning tool for the CVRC and Redevelopment Agency to promote the revitalization and
redevelopment of western Chula Vista. It identifies critical activities and projects during the next five
years that will facilitate the successful redevelopment of the City, including the tinancing and
construction of important public infrastructure projects and amenities, the implementation of economic
development initiatives to support the existing local business community and attract new businesses,
the leveraging of private investment to western Chula Vista, and the prioritizing of Redevelopment
Agency activities to provide needed services and public improvements to the community.
DECISION MAKER CONFLICT
Staff has reviewed the property holdings of the Redevelopment Agency members and has found that
Agency member Castaneda has property holdings within 500 feet of the boundaries of the
BayfrontlTown Centre I Project Area and Agency member Ramirez and Agency member Thompson
have property holdings within 500 feet of the boundaries of the Merged Project Area.
CURRENT YEAR FISCAL IMPACT
There are no anticipated expenditures or revenues associated with approval of the item in the current
fiscal year since the Redevelopment Implementation Plan begins tiscal year 2009-20 I 0 and is already
budgeted.
ONGOING FISCAL IMPACT
Based on the proposed work programs in the 20 I 0-20 14 Five Year Redevelopment Implementation
Plan, estimated expenditures on redevelopment activities and projects during the first two years of the
plan will be more signiticant, than in later years, as redevelopment efforts are strategically linked to the
timing of some m'~or projects such as the Bayfront Master Plan and the completion of other projects in
the Town Centre 1 project area. State-approved Education and Revenue Augmentation Fund (ERAF).
payments and acceleration of Redevelopment Agency loan repayment to the General Fund will also
continue to impact the available Redevelopment Agency fund balance. Over the next tive years, the
Redevelopment Agency can only undertake those activities that can be tinancially supported by its
revenue stream. The Redevelopment Agency projects net tax increment revenues equaling
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DECEMBER 15, 2009, 1tem~
Page 60f7
approximately $21 million Irom FY 2009/1 0 through 2013/14 to fund necessary administrative
activities and projects/programs. The revenue sources include:
. Annual tax increment revenues
. Bond issuance proceeds
. Other Redevelopment Agency and non-Agency financial resources
Baseline projections of annual net tax increment revenues, based on current assessed values and
estimated annual growth, are listed in the following table. These are net tax increment projections and
exclude 20 percent set-aside monies that are deposited into the Low and Moderate Income Housing
Fund. A conservative two percent growth rate is projected over the five year period. The following
tax increment revenue projections are based on current assessed values in the project areas and an
annual growth rate of two percent for those values. They do not account for future redevelopment
projects which will significantly increase tax increment generation in the project areas.
FY 2009/10 to 2013/14 Projected Revenues
Available for Merged Bayfront/Town Centre I
I I. I I
Gross Tax Increment 5,012,162 5,112,405 5,214,653 5,318,946 5,425,325 26,083,492
Less: Pass-Through Pa ments 510,598 520,810 531,226 541,851 552,688 2,657, \72
Less: Housing Set-Aside 1,002,432 1,022,481 1,042,93 I 1,063,789 1,085,065 5,216,698
Less: Debt Obligations 2,141,906 2,140,204 2,138,235 2,134,959 2,132,840 10,688,143
Less: Loan Repayment
(to General Fund) 472,955 0 0 0 0 472,955
Less: ERAF 0 306,338 353,322 353,322 353,322 1,366,303
Net Tax Increment Available for
Administration, Projects or Debt
Service 884,271 1,122,572 1,148,940 1,225,026 1,301,411 5,682,220
FY 2009/10 to 2013/14 Projected Revenues
Available for Merged Chula Vista
I I I
Gross Tax Increment 9,713,223 9,907,487 10,105,637 10,307,750 10,513,905 50,548,003
Less: Pass-Through Payments 2,\09,198 2,15 1,382 2,194,4\ 0 2,238,298 2,283,064 10,976,351
Less: Housing Set-Aside 1.942,645 1,981,497 2,021,127 2,061,550 2,102,781 10,109,601
Less: Debt Obligations 1,599,180 2, I 09,455 2,105,009 2,113,654 1,283,256 9,210,554
Less: Loan Repayment
(to General Fund) 2,309,887 0 0 0 0 2,309,887
Less: ERAF 0 593,662 685,860 685,860 685,860 2,65 1,242
Net Tax Increment Available
for Administration, Projects
or Debt Service 1,752,313 3,071,491 3,099,231 3,208,388 4,158,944 15,290,367
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DECEMBER 15, 2009, Item /5
Page 70f7
FY 2009/10 to 2013/14 Projectcd Nct Tax Incrcment
Rcvcnues Available for All Projcct Arcas
Merged Bayfront /
Town Centre I
Merged Chula Vista
TOTAL
884,271
1,752,313
2,636,584
I, I 22,572 1, I 48,940
3,071,491 3,099,231
4,194,063 4,248,171
1,225,026 1,30 I ,411
3,208,388 4,158,944
4,433,414 5,460,355
5,682,220
15,290,367
20,972,588
ATTACHMENTS
2010-2014 Five Year Redevelopment Implementation Plan
Prepared by: Diem Do, Senior Project Coordinator, Development Services
15-7
FIVE YEAR IMPLEMENTATION PLAN
CHULA VISTA REDEVELOPMENT AGENCY
2010 to 2014
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15-8
Attachment 1
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CHULA VISTA REDEVELOPMENT AGENCY
Five Year Implementation Plan
2010 to 2014
15-9
Our Mission is ...
"To enhance urban chula Vista through collaborative
partnerships that realize the ph~sical and economic
potential of the communit!::J."
- Chula Vista Redevelopment Agenc:J
:.~~f:~~.~~ -:"s" 'tt,i. -i~..
15-10
CHULA VISTA REDEVELOPMENT AGENCY
Five Year Implementation Plan
2010 to 2014
I. I NTROD UCTlON ...................................................................................................................... 2
LEGAL AUTHORITy............
..2
PURPOSE AND INTENT.
........3
........3
ORGAN IZA TION ...............................................
II. BACKG ROU N D .......................................................................................................................4
CHULA VISTA'S LIFE CYCLE.
.........4
THE ROLE OF REDEVELOPMENT ......
.........5
ABOUT THE PROJECT AREAS ...........
.................7
THE GOALS OF REDEVELOPMENT
.........9
III. STRATEGIC PlANNI NG ....................................................................................................... 1 0
STRATEGIC FOCUS....................................
................10
GUIDING PRINCIPLES OF REDEVELOPMENT ...............
.................10
IV. FIVE YEAR WORK PROGRAM...............................................................................................12
STRATEGIC OBJECTIVES ............................
REDEVELOPMENT WORK PROGRAM.....
.................................12
..................................12
HOUSING WORK PROGRAM
.......16
APPEN D I X A: TE RMI N OLOGY .................................................................................................................................. 18
APPENDIX 8: REDEVELOPMENT WORK PROGRAMS (2010.2014) ..........................................................................21
AP P EN D I X C: H OU SI N G COMPL lANCE .. .................................................................................................................28
APPENDIX D: REDEVELOPMENT PROJECT AREAS....................................................................................................37
APPENDIX E: REDEVELOPMENT REVENUES (2010-2014) ........................................................................................45
APPEN D I X F: 2005-2009 ACCOMPLISHMENTS.......................................... ...... ........................................................4 7
Page i
15-11
Every five years, redevelopment agencies are required to adopt implementation plans to establish strategic
and programmatic work plans for carrying out their activities. These plans embody and carry out the
mission, goals, and objectives of the agencies within their adopted redevelopment project areas. The Chula
Vista Redevelopment Agency has two project areas that comprise six underlying proiect areas:
0:> Bayfront/Town Centre I Project Area
o Bayfront
o Town Centre I
0:> Merged Project Area
o Town Centre II
o Southwest
o Otay Valley
o Added Area
This Five Year Implementation Plan covers the five-year period from 2010 to 2014 and continues the strategy
introduced in the 2005-2009 Implementation Plan of consolidating all of the Agency's existing
implementation plans into a single, cohesive document.
LEGAL AUTHORITY
In 1993, the Legislature passed AS 1290 (Chapter 942, Statutes of 1993), which enacted the California
Community Redevelopment Law Reform Act and made sweeping changes to state redevelopment law
(Health and Safety Code SS33000 et seq.) in a major effort to increase both the effectiveness and
accountability of redevelopment agencies. One notable statutory change was the addition of Article 16.5
(SS33490 et seq.) to the law, which required redevelopment agencies to adopt five year implementation
plans for all adopted project areas on or before December 31, 1994, and every five years thereafter. Health
and Safety Code Section 33490(a) requires that these implementation plans contain:
~ The Agency's goals and objectives, programs, and projects within the project area for the next five
years} including estimated expenditures.
~ An explanation of how the goals and objectives, programs, projects, and expenditures will eliminate
blight and promote affordable housing within the project area.
~ A specific section that addresses the Agency's housing responsibilities, including the Agency's Low
and Moderate Income Housing Fund (tax increment "20% set-aside") and the Agency's re4uirements
for replacement and inclusionary housing.
Aside from these requirements, the law provides flexibility for the Agency to locally determine how to best
organize and format the contents of the plans. The Chula Vista Redevelopment Agency has used that
flexibility to craft a cohesive and comprehensive document that will serve as the Agency's redevelopment
"strategic plan" for the next five years.
Midterm Review
Health and Safety Code Section 33490(c) requires redevelopment agencies, during the third year of the
implementation plan, to hold a public hearing and conduct a midterm review of the progress made within
the project area. A midterm review of this implementation plan will be conducted during 2012 with special
attention paid to the five-year work program found in Appendix S.
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15-12
PURPOSE AND INTENT
The Agency's purpose and intent in this Five Year Implementation Plan are to:
q Provide decision-makers and the public a clear, readable, and user-friendly document that
effectively communicates the City's vision, goals and objectives, and programs for redevelopment.
c:> Establish five-year strategic objectives and work programs that are measurable, Quantifiable; and
trackable and promote the long-term effectiveness and financial viability of the Agency.
c:> Present information about the Redevelopment Agency in an educational and informative manner.
q Implement the redevelopment goals of the Agency as set forth in the Agency's adopted
Redevelopment Plans.
ORGANIZATION
This Five Year Implementation Plan is the strategic plan that supports a uniform vision for redevelopment.
The first section of this plan provides a comprehensive and historical discussion of redevelopment in Chula
Vista and the role of the Agency in the City's current revitalization efforts, including:
q A historical overview of Chula Vista's life cycle
q A discussion of the role of redevelopment and the private market
q A description of the redevelopment project areas and a summary of the Agency's adopted goals
The rest of the plan provides the Agency's strategic focus for the next five years, including Guiding Principles
of Redevelopment and work programs by project areas. Each work program outlines key strategic objectives
that will be critical to successful redevelopment in each focus area, including:
Q The adoption of local land use plans and redevelopment policies to guide and establish a vision for
all future redevelopment activities and projects.
to The financing and planning of key infrastructure improvements and public amenities within the
project areas.
Q The facilitation of key catalyst proiects consistent with local plans and policies to generate tax
increment revenues for public improvements and affordable housing.
Q The financing and creation of affordable housing through the Agency's statutory requirements and
local housing initiatives.
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15-13
On November 17, 2004, the
Chula Vista City Council and
Planning Commission held a
joint workshop on the City's
various planning efforts for
the revitalization and
redevelopment of Chula
Vista's Urban Core. The
workshop included a
comprehensive presentation
on the General Plan Update,
Urban Core Specific Plan,
and the role of
redevelopment in the
revitalization efforts for
western Chula Vista. The
central theme of the
workshop was the concept of
"The Life Cycle of a
Community," as depicted in
the illustrative model on the
right, which takes a city
through four distinct stages
of evolution - Emerging,
Thriving, Maturing, Declining - before the cycle leads back to the re-emergence of the city through careful
reflection, re-evaluation, repurposing, and re-planning. Below is a brief narrative of ChuJa Vista's own life
cycle to date, which provides important context for this Five Year Implementation Plan.
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CHULA VISTA'S LIFE CYCLE
Once the largest lemon growing center in the world, Chula Vista has rapidly
grown, developed, and expanded to become one of the nation's fastest growing
cities. Initially incorporated in 1911, much of the City's historical growth and
development traces back to World War II and the relocation of Rohr Aircraft
Corporation to Chula Vista in early 1941. The presence of Rohr and the post-
WWII boom brought extraordinary population growth to Chula Vista, along with
the demand for housing, roads, schools, public services, and retail services (e.g.,
shops, restaurants, markets, banks, etc.).
With an established but growing population and employment base, Chub Vista's
urban core and business economy thrived with commercial activity and spawned
auditional housing opportunities for newcomers. As the size and needs of the
community conti,nued to grow, local downtown businesses flourished and
additional community amenities were created in response to the increasing
service and governance demands of local citizens.
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15-14
Over the next several decades, California's continued rate of population growth and housing production,
coupled with Chula Vista's regional and waterfront location between the Mexican border and downtown San
Diego, spurred the City's outward expansion and development to the east (east of Interstate-80S). Now
home to nearly a quarter-million residents, Chula Vista is the second largest city \'::Y'(~t~;;~':'
in San Diego County.
As the City has continued to expand outward, and eastern Chula Vista has begun
to thrive and mature during the past 15 years, western Chula Vista has
experienced a decline in commercial activity and community reinvestment as
residents have sought business and retail services elsewhere, including eastern
Chula Vista, downtown San Diego, and Mission Valley. The decline in private
investment in the urban core has led toward decreased small business retention
and attraction, reduced private investment, and a loss of external confidence in
the area's housing market. It has also led to the ongoing physical deterioration of
some of the City's housing stock, shrinking tax revenues to the City, and a greater
need for infrastructure improvements.
To evolve past western Chula Vista's cycle of decline, and create a path toward the reemergence of a thriving
economy and housing market, the City Council created a vision for the revitalization of the City's downtown
urban core through the City's General Plan Update (adopted on December 13, 2005) and the Urban Core
Specific Plan (adopted on April 26,2007).
THE ROLE OF REDEVELOPMENT
The establishment of a planning and regulatory framework for the City is not the only vital ingredient that
will allow a new vision for Chula Vista to unfold. Changes to the General Plan and Zoning Code do not
mandate that the area must change but instead means it can change in a well thought-out, logical manner.
Urban change and revitalization contain a myriad of "'risk variables" that influence market forces and market
confidence (or inversely, market risk), including:
c:> Local demograph ics
c:> Existing housing types and prices
c:> Ability of the market to absorb new units
c:> Development costs (e.g., construction costs, fees)
c:> Interest rates
c:> Ability of the existing housing market to support various product types and pricing
Redevelopment plays an important role in urban revitalization through the tools it can employ to directly
influence the private market, reduce risk, and create market confidence. Redevelopment can facilitate new
development that might not normally occur under existing market conditions by using its tools to help
address the risk variables described above. The tools and requirements of the Redevelopment Agency
include (see Appendix A for definitions of terminology):
c:> Tax increment financing to fund public improvements and provide financial assistance to qualifying
developers for qualifying projects in the form of gap financing
c:> Required 20 percent monetary set-aside of all tax increment revenues for low- and moderate income
housing
c:> 15 percent affordable housing production requirement
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15-15
c:::> Land acquisition and parcel assemblage
c:::> Relocation assistance and replacement housing
vVith these tools, redevelopment can act as a catalyst to "jumpstart" the revitalization process in conformance
with the City's land use plans. Once redevelopment efforts create enough market confidence, the private
market can run its own course and lead the City back toward a state of thriving through further risk-taking,
renovation, and redevelopment. By law, however, redevelopment is limited only to areas of a city that are in
a state of decline and are physically and economically blighted. Its direct influence on the private housing
market is therefore limited to "project areas" adopted by the redevelopment agency. The following map
depicts Chula Vista's redevelopment project areas in shaded zones.
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Affordable Housing
Through redevelopment tools, agencies also play a vital role in the
funding and production of affordable housing. Within adopted project
areas, redevelopment agencies receive a higher level of property tax
revenues that would normally be allocated to the state and other taxing
entities. In exchange, the state requires that 20 percent of all of these
"tax increment" revenues be set aside for the development of affordable
housing. To ensure that these monies are in fact used for the production
of affordable housing, the state requires that 15 percent of all new
residential units built in an adopted project area be restricted to
households of very low, low, and moderate incomes. Next to the federal
Page 6
15-16
Public Facilities and Infrastructure Improvements
All tax increment monies generated in adopted redevelopment project areas are allocated
among three basic public uses: (1) affordable housing, (2) schools and other public agencies,
and (3) public improvements and other redevelopment activities. (The pie chart exhibit
below provides an example of how $1 million of tax increment revenues would be
allocated among the three uses.) One of the most important benefits of redevelopment is
the ability to use tax increment funds to help pay for public improvements that would
normally be paid for by the City's general fund. By relieving the City of those financial
obligations, redevelopment frees up general fund dollars to help the City focus its resources
on other key service and infrastructure priorities inside and outside of redevelopment project areas. The five
year work program contained in this Plan recognizes the important role that redevelopment plays in funding
public improvements and identifies key infrastructure projects that will be strategically critical to successful
redevelopment in the project areas.
government, redevelopment is the largest provider of affordable housing for
California's low and moderate income families. Later sections of this Plan will
address the Agency's affordable housing priorities and obligations in much
greater detail.
Public Improve!T1ents
and Other
Redevelopment
$160,000
Schools and
Other Public
Agencies
ABOUT THE PROJECT AREAS
The Chula Vista Redevelopment Agency was created on October 24, 1972 by City Council Ordinance No.
1425. Since the Agency's creation, the City has adopted and amended six project areas to encompass a total
of approximately 3,563 acres of City territory. Current land uses within these areas are mostly commercial
and industrial, but also include residential (primarily high and medium-high density) and public uses (e.g.,
governmental administrative centers, corporation yards, streets, etc.). In 1979 and 2000, the City financially
merged the various project areas into two primary configurations: (1) the Merged Bayfrontff own Centre I
Redevelopment Project Area (1979) and (2) the Merged Chula Vista Redevelopment Project Area (2000).
The merger of project areas allows the Agency to pool tax increment revenues generated in different project
areas and leverage them appropriately to create benefit for the entire merged project area. The following
provides a brief historical summary of the Agency's two merged project areas. For more detailed information
about each project area, please refer to the Proiect Area Profiles in Appendix D.
Page 7
15-17
Early Redevelopment Efforts: Merged Bayfront/Town Centre I Project Area
Following its creation in 1972, the Agency's
initial focus and resources were dedicated to
the City's waterfront and the historic downtown
Third Avenue business corridor. In 1974, the
City adopted the Bayfront Original Project Area,
which encompassed approximately 637 acres of
territory east of the mean high tide line. Two
years later, the City adopted the Town Centre I
Project Area in 1976, encompassing
approximately 138 acres of territory located
along and around the downtown Third Avenue
business corridor. In July 1979, the two project
areas were consolidated into a single Merged
BayfronUTown Centre I Redevelopment Project
Area. To help facilitate planning efforts along
the waterfront, the City adopted the Bayfront
Amended Project Area in 1998, adding
approximately 398 acres of territory west of the
mean high tide line to the Merged BayfrontfTown Centre I Project Area.
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Growth and Expansion: Merged Chu/a Vista Project Area
As the City's population and economic growth
expanded to the south and east during the next
thirty years, the City incorporated additional
urbanized territories. The Town Centre II
Original Project Area was adopted in 1978 to
include a large number of commercial
properties along the Broadway business
corridor. In 1983, the City adopted the Otay
Valley Project Area to capture and leverage
revenues generated in the City's Auto Park
Specific Plan areas. Five years later, additional
territories in the northern, western, anu
southern sections of the City were included in
the City's project areas through the adoption of
the Town Centre II Amended Project Area in
1988. In 1985, the City annexed approximately
2,500 acres known as the Montgomery Area
and subsequently adopted the Southwest Original Project Area in 1990 to help address the area's historical
infrastructure issues as an unincorporated County community. Additional territory was added to that area in
1991 through the adoption of the Southwest Amended Project Area. Most recently in 2004, additional
territories spread 'across western Chula Vista were incorporated to constitute the Added Area Project Area.
To streamline and simplify plans and reduce confusion, the City at that time concurrently consolidated each
of these areas (Town Centre II, Southwest, Olay Valley, Added Area) into a single Merged Chula Vista
Redevelopment Project Area.
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Page 8
15-18
THE GOALS OF REDEVELOPMENT
As a Five Year Implementation Plan, this Plan establishes a programmatic work plan for implementing and
achieving the goals of the Redevelopment Agency over the next five years. Those strategic goals are set forth
in the Agency's adopted redevelopment plans for the Merged BayfrontITown Centre I and Merged Chula
Vista Project Areas, and are listed as follows.
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Stimulate Economic Growth: Attract, expand, and retain desirable business and industry which
effectively increases local employment opportunities for community residents and enhance the
tax base of local governments.
Construct infrastructure Improvements: Provide needed improvements to the utility
infrastructure and public facilities that serve the Project Areas. Also, provide needed
improvements to the community's education, cultural, and other community facilities to better
serve the Project Areas.
Promote Compatible Development: To encourage the development of residential, commercial,
and industrial environments which positively relate to adjacent land uses, upgrade and stabilize
existing uses, and promote and preserve artistically, architecturally, and historically worthwhile
structures and sites.
Balanced Housing Opportunities: Increase, improve, and preserve the community's supply of
varied housing opportunities for all persons at all income levels.
The five year work program contained in this Plan (Appendix B) links and cross.references each of the
Agency's planned activities for the next five years back to these strategic goals.
Page 9
15-19
STRATEGIC FOCUS
It is the mission of the Chula Vista Redevelopment Agency "To enhance urban
Chula Vista through collaborative partnerships that realize the physical and
economic potential of the community." Achieving this mission will be heavily
influenced by the ability of the Redevelopment Agency to effectively create
and leverage public resources that attract private investment. Private
investment, in turn, will generate and capture local tax increment revenues to
improve public facilities, infrastructure, and amenities (e.g., streetscapes, public
art, plazas, landscaping, affordable housing, etc.). Improvements to Chula
Vista's urban landscape will further promote greater public and private investment in the local business
community, retail base, and housing market.
The strategic focus of the Agency's work program for the next five years will be to strengthen the financial
viability and capacity of the Agency to proactively pursue the revitalization and redevelopment goals of the
City. The Agency should leverage existing resources and assets to facilitate high-quality, urban development
that will generate significant revenue streams to the City and Agency (e.g., tax increment, sales tax, transient
occupancy tax) for public improvements and the creation of new affordable housing. The Agency will
continue to prioritize outreach and education to the community about the goals, tools, and benefits of
redevelopment, recognizing the critical importance of public participation in the redevelopment process.
GUIDING PRINCIPLES OF REDEVELOPMENT
Consistent with the strategic focus of the Agency, the policy foundation and direction of this Five Year
Implementation Plan is rooted in two simple but critical Guiding Principles of Redevelopment.
Leverage City/Agency resources to improve public amenities, infrastructure, and affordable housing that
attract private investment:
. Strategic and accountable public investments
. Land assembly
. Business reinvestment and expansion
. Debt issuance
Although past redevelopment activities in Chula Vista have resulted in important projects for the City, they
have not historically served to strengthen the long-term financial viability of the Agency. To ensure the fiscal
health of the Agency, a key priority of the Agency during the next five years will be to leverage existing
resources and assets; fund needed public amenities, infrastructure, and affordable housing; and attract and
facilitate catalyst projects. This guiding principle establishes important policy direction to spend public
-.-~ resources and assets to improve public spaces and facilities that benefit the community as a whole.
Page 10
15-20
Promote and facilitate early and transparent public input and participation that emphasizes community
education about the goals, tools, and process of redevelopment.
The Redevelopment Agency recognizes that its success relies heavily on effective community outreach and
education about the goals and benefits of redevelopment. It also recognizes the importance of early
outreach and education in the redevelopment process. This guiding principle is consistent with the three
Principles of Public Input & Participation adopted by the City Council on May 24, 2005 as formal policy
statements. Those principles were adopted with the creation of the Chula Vista Redevelopment Corporation
("CVRC) and are as follows:
1. Public input and participation should occur early and often.
2. Public input and participation should be open, inclusive, and accessible.
3. Public input and participation should be educational and informative.
The importance of this principle is demonstrated by the community engagement process that was
implemented in the preparation of this plan. The CVRC Directors worked closely with Agency staff and were
directly engaged in outreach from the beginning of this process In April 2009, CVRC Directors and Agency
staff held three community workshops in various redevelopment project area locations (Bayfront, North, and
South) followed by eight presentations to key stakeholders and community organizations. On May 28, 2009,
Agency staff convened a Redevelopment Implementation Plan Working Group ("Working Group")
comprised of 11 volunteers from the following local organizations: Crossroads, Southwest Civic Association,
Northwest Civic Association, Chula Vista Chamber of Commerce, Third Avenue Village Association, South
County Economic Development Council, Pacific Southwest Association of Realtors, Main Street Businesses,
the Broadway Business Association, Chula Vista Civic Association, and Chula Vistans for Community Action.
The Working Group met with staff over a seven-month period and accomplished the following:
. Developed and prioritized the redevelopment goals
. Discussed and agreed to the redevelopment strategic objectives
. Reviewed and finalized the redevelopment projects list
The Working Group not only accomplished the above tasks, they also agreed to continue as an ongoing
resource working with staff to prioritize and implement redevelopment projects. This provides consistency
and strengthens the cooperative relationships between Agency staff, the stakeholders, and the greater
community.
Another key component to the process of developing this Plan is the involvement of the CVRC and the
Redevelopment Agency. Two joint workshops were held in August and November of 2009. The August
workshop included presentations on Redevelopment Basics by John Shirey of the California Redevelopment
Association, Redevelopment Agency Financials by Suzanne Harrell, of Harrell and Company, and an
overview of the process for developing the Implementation Plan and a draft work plan by Agency staff. The
-.- _;....0; November workshop discussed in detail the draft five year redevelopment work plan along with a review of
the Agency financial projections for 2010-2014 and where the Agency is on meeting its housing compliance
goals and objectives. These workshops were valuable opportunities ior building alignment and
understanding between the two bodies, engaging in dialogue with the community, and providing direction
to Agency staii.
Page 11
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. ,
The core elements of this Five Year Implementation Plan are the five year work programs developed for each
of the redevelopment project areas. The work programs share a common sequence of strategic objectives
designed to create a logical and strategic plan for successful redevelopment.
STRATEGIC OBJECTIVES
Much of a redevelopment agency's success depends on its ability to time projects to market opportunities,
anticipate and respond quickly to the needs of investors, and build bonding capacity to support new
development and public improvements. The Agency's five year work programs are structured around three
consistent strategic objectives intended to maximize the Agency's responsiveness to market opportunities,
manage public and private risk, and facilitate the creation of public improvements and affordable housing.
STRATEGIC OBJECTIVE #1: PLANS & POLICIES
Redevelopment is a catalyst and tool to pursuing a vision that is cast by City leaders through land use
plans and policies. Long-range plans that support redevelopment activities provide policy direction to
derive the greatest public benefit from redevelopment activities and projects, and discourage inefficient
piecemeal development. By establishing land use objectives and policies, development standards, and
design guidelines, the City sets the policy stage for redevelopment and helps create a reduced-risk
environment that more readily attracts private investment. Land use plans and policies also provide the
framework for planning and financing infrastructure that will support new development. Therefore, the
first and highest priority in each geographic focus area is the establishment of long-range land use plans
and policies that create a vision for redevelopment.
STRATEGIC OBJECTIVE #2: PUBLIC INFRASTRUCTURE & AMENITIES
As land use plans and policies are crafted and updated to support the revitalization goals of the City, the
City and Agency must also determine how to proactively finance and build the public infrastructure and
amenities needed to support new development. Tax increment generated from new development can be
leveraged and spent on public improvements and amenities that benefit the entire project area and
neighborhood, and not just individual development projects. Redevelopment dollars used to construct
necessary capital improvements can also serve as a catalyst to new development particularly when
remediating brownfields. By strategically building infrastructure to promote future development, the
Agency will advance the revitalization goals of the City while creating an environment that attracts
capital and is more readily responsive to market opportunities.
STRATEGIC OBJECTIVE #3: CATALYST PROJECTS
Redevelopment acts as a "sparkplug" in city revitalization efforts, creating just enough energy and
momentum in a city's economic engine to let it rev up and run on its own. By strategically focusing and
leveraging resources on a few key "catalyst projects," redevelopment can spark enough market
confidence to attract private investment to a city's revitalization vision and plans. The following five
year work progrJ.ms identify these types of key catalyst projects for each project area.
REDEVELOPMENT WORK PROGRAM
The work programs for each geographic focus area are consistently structured around the three strategic
objectives: (1) Plans & Policies, (2) Public Infrastructure & Amenities, and (3) Catalyst Projects. The specific
programs, projects, or activities under these objectives, however, will vary from area to area, based on the
Page 12
15-22
unique physical and socio-economic characteristics of each. Detailed five year work programs identifying
those programs, projects, and activities for the BayfronVTown Centre I and Merged Project Areas are located
in Appendix B of this Plan. The following provides a summary description of the highlights of the strategic
objectives for each redevelopment project area.
BayfronUT own Centre I Work Program
Plans & Policies
This redevelopment project area is comprised of two
distinct areas: the City's historic downtown along Third
Avenue, and the Bayfront which contains prime waterfront
properties with amazing redevelopment opportunities to
create a new and improved marina, a resort conference
center, parks and recreation facilities, and new housing.
The City and Port of San Diego have spent many years
collaboratively developing a Bayfront Master Plan that
establishes a vision and policies to guide the development
of a world-class bayfront. Completion of these planning
activities will require approvals of several local and state
agencies, including the California Coastal Commission's
approval of an amendment to the City's Local Coastal
Program (LCP).
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Public Infrastructure & Amenities
Redevelopment will be an integral factor in funding public improvements to support new development and
enhance the aesthetic environment of the Urban Core, particularly in the Bayfront. Historical uses in the
Bayfront (e.g., Goodrich Corporation, Rohr Aircraft Corporation) were primarily industrial and required
limited infrastructure and utility systems to support their operations and activities. Redevelopment of the
Bayfront area into a dynamic array of hotel, residential, and recreational uses will require considerable
infrastructure upgrades and improvements to support those uses, and developing an infrastructure financing
plan will be complex and require significant inter-agency coordination and support. Tax increment financing
will be a major contributor to the substantial infrastructure costs in the Bayfront which further necessitates
the need to extend the project area time limit. The Bayfront redevelopment area will expire in 2017, two
years before Town Centre I.
This will be the last opportunity for the Redevelopment Agency to fund significant improvements in the
downtown Third Avenue business corridor because of its location in the Town Centre I Redevelopment
Project Area. Adopted in 1976, the Town Centre I Project Area is scheduled to expire in 2019, leaving only
9 years to spend tax increment in the Third Avenue corridor. The following priority projects have been
identified for the next five years to improve public infrastructure and amenities:
c::> Third Avenue Streetscape Improvement Master Plan. Public infrastructure and amenities to support
key catalyst projects and future redevelopment activity along the downtown Third Avenue business
corridor. The plan will include street improvements, street furniture, and lighting to increase
walkability and pedestrian interaction, improve circulation and provide for quality design, aesthetics,
and identity to the area for marketing and redevelopment. (Town Centre " Added Area)
c::> Amend Orif{inal Bavfront Project Area. Extend the timeline to collect tax increment by ten years.
(Bayfront!
c::> Bavfront Infrastructure Improvements. Finance roadway, sewer and water infrastructure system
improvements, construct a fire station, and remediate brownfields that will facilitate the
Page 1 3
15-23
implementation of the CVBMP that proposes a signature park, resort/convention center, hotels,
residential and mixed-use/office commercial, waterfront retail, a new commercial harbor and
improved navigation channel, and a public promenade and bike trail. (Bayfram)
Key Catalyst Projects
The Agency should leverage existing resources and assets in the BayfrontfTown Centre I Area to facilitate key
catalyst projects that will attract new investment to help create and improve public amenities, infrastructure,
and housing for all income-levels. The Redevelopment Agency will play an important role in facilitating and
negotiating key catalyst projects that will economically anchor the Bayfront Master Plan.
e::> Third Avenue Redevelopment Opportunities. Leverage existing resources and assets along the
downtown Third Avenue business corridor to collaboratively work with qualified developers, such
as Voyage LLC, to design and build high-quality, mixed-use projects that are consistent with the
City's vision, plans, and policies for the Urban Core. (Town Centre I, Added Area)
Q Resort Conference Center. Development of a major resort conference center will generate
significant tax increment, transient-occupancy tax, and sales tax revenues to provide needed funding
for the planning and financing of key public infrastructure and amenities in the Bayfront. (BayfrontJ
Q Bayfront Residential Development. Design and development of a major residential project that
utilizes the prime waterfront location of the Bayfront, and creates greater activity in the area to
support shopping, dining, and recreating. (Bayfrom)
This redevelopment project area includes a myriad of
land uses and historical development patterns. The
Otay Valley Project Area encompasses territories east of
the 1-805 Freeway that are planned for auto dealership
uses through the City's Auto Park Specific Plans.
Significant development activity is alreauy underway in
accordance with those land use plans and policies. It is
particularly important to recognize that a large portion
of this project area consists of territories annexed to the
City 25 years ago after many years as an unincorporated
County area. Known as the Montgomery Area, it is
characterized by a history of piecemeal development
practices, a wide range of incompatible uses, and serious infrastructure deficiencies, including roads, curbs,
gutters, and sidewalks. It is also characterized, however, by numerous light-industrial uses and large-sized
parcels, particularly along Main Street, that could provide important redevelopment and economic
development opportunities to the City, induding the creation of new commercial and light-industrial uses,
and expansion of existing anJ compatible uses. Additional residential and commercial development
opportunities exist along the southern sections of Third Avenue and Broadway. To create a comprehensive
and consistent vision for the successful redevelopment of the Southwest Chula Vista Area, it will be a high
priority of the Agency to help fund and coordinate the preparation of a Southwest Specific Plan for the
Palomar, West Fairfield, Main Street, Third Avenue and Broadway areas. The Southwest Specific Plan would
estahlish development standards and design guidelines consistent with the land use policies and objectives
identified in the Southwest Area Plan of the 2005 General Plan Update.
Merged Project Area Work Program
Plans & Policies
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Page 14
15-24
Public Infrastructure & Amenities
Although the City has made significant progress upgrading Montgomery infrastructure since the 1985
annexation, major deficiencies continue to exist and will need to be addressed to support redevelopment
and economic development efforts in the Merged Project Area. Upon completion of the Main Street and
Broadway Specific Plans, Streetscape Master Plans will be developed for both those areas to provide the
roadmap, financing estimate and timeline for a capital improvement program. Additionally, the
Redevelopment Agency is proposing to issue debt to finance the implementation of the improvements
described in those plans. These redevelopment activities will compliment the City's Infrastrudure
Management Program that provides an inventory of infrastructure deficiencies and establishes a prioritization
system for addressing those deficiencies.
Key Catalyst Projects
Upon preparation and completion of a Southwest Specific Plan, key catalyst projects in the Merged projed
area will include:
r:> Auto Park Expansion. Explore expansion options and potential for other compatible uses.
Eexpansion of the Auto Park area east of the 1-805 Freeway will generate much needed tax
increment and sales tax revenues. (Otay Valley)
c:> Redevelopment Opportunities. The South Third Avenue, Broadway, and Main Street corridors will
provide important opportunities for redevelopment and economic development. Key catalyst
projects along these corridors will generate significant revenues to fund public improvements and
amenities in the area. This includes evaluating the reuse options for the historic Salt Works site and
the West Fairfield area. (Southwest, Added Area)
Page 15
15-25
HOUSING WORK PROGRAM
In addition to the plans, activities, and projects just described in the redevelopment work programs, the
facilitation and financing of affordable housing in the project areas is an important and mandatory function of
redevelopment. As tax increment revenues are generated in redevelopment project areas, 20 percent of the
gross revenue stream is immediately set aside and placed in the Low and Moderate Income Housing Fund
(Low-Mod Fund). Those funds, pooled with other federal and state resources and tax credits, provide an
important financing tool to assist in the development of income-restricted, affordable housing projects. Low
and Moderate Income Housing Funds can also be used to finance housing programs, including for first time
homebuyers, land purchases for affordable housing and the rehabilitation of existing multifamily housing.
Housing Compliance
To ensure that redevelopment agencies appropriately plan and use housing set-aside funds for the creation of
new affordable housing, state redevelopment law requires that five year implementation plans address three
specific areas of housing that redevelopment plays a critical role in:
q Housing Produdion: Based on the number of housing units constructed or substantially
rehabilitated over a ten-year period, a Redevelopment Agency must ensure that a percentage (15%)
of these units are affordable to low and moderate income households.
~ Replacement Housing: Redevelopment Agencies must ensure that any housing units destroyed or
removed as a result of redevelopment agency activities are replaced within four years.
'" Low and Moderate Income Housing Funds & Expenditures by Household Type: State law
establishes specific requirements on the amount of housing set-aside funds an agency must spend
over a lO-year period to facilitate housing that is affordable to very low"and low income households.
Please turn to Appendix C for a comprehensive and detailed report on each of these reporting
requirements.
Strategic Housing Objectives
In addition to meeting these legal requirements, this Five Year Implementation Plan sets forth strategic
housing objectives that promote and build capacity in the Agency's ability to proactively facilitate and fund
new affordable housing opportunities in western Chula Vista. These are citywide strategic objectives that
apply to all three geographic focus areas, and the redevelopment Project Areas within.
STRATEGIC OBJECTIVE #1: EXPANSION OF REDEVElOPMENT PROJECT AREAS
The Redevelopment Agency's Low and Moderate Income Housing Funds are historically the largest
source of funds consistently used to help finance affordable housing. Expansion of the redevelopment
Project Areas would further the Agency's legislative charge to remove blight, and strengthen the
Agency's ability to leverage Low-Mod Funds for affordable housing, including new construction and land
purchases. Expansion of the Project Areas would not increase or impact property taxes that owners are
assessed, but instead increase the portion of those taxes that can be locally captured by the Agency,
including monies leveraged to fund public infrastructure and amenities. Annual deposits into the Low-
Mod Fund for the next five years are currently estimated at approximately $3 million per year, totaling an
estimated $15.3 million during the FY 2009/10-2013/14 period.
STRATEGIC OBJECTIVE #2: AFFORDABLE HOUSING IN REDEVELOPMENT PROJECT AREAS
To promote safe and sanitary affordable housing in western Chula Vista and to meet the requirements of
State law, the Agency should focus and prioritize their Low-Mod Funds within redevelopment project
Page 16
15-26
areas in neighborhoods of greatest need. State redevelopment law contains an inclusionary housing
requirement that provides that at least 15 percent of all new and substantially rehabilitated dwelling units
developed within a redevelopment project area be available at affordable housing costs to, and occupied
by, persons and families of low and moderate income (Health and Safety Code s33413(bl). Of this 15
percent, at least 60 percent must be available to low and moderate income persons or families. At least
40 percent must be available to very low income persons or families.
While the Agency may spend its Low-Mod Funds to provide affordable housing opportunities outside of
the project areas, the Agency must determine, pursuant to Health and Safety Code Section 33334.2(gl,
that the use of the Agency's Housing funds outside of the project area is of benefit to the area.
Additionally, pursuant to Section 33413(b)(2)(A)(ii), the Agency receives a one (1) unit credit for every
two (2) affordable units located outside of the Project Area. In considering the Agency's financial
participation in affordable housing outside of the project areas, the Agency shall evaluate each
opportunity on a case-by-case basis and take into consideration the economic and public benefits of such
participation.
Page 1 7
15-27
REDEVELOPME NT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
~~~t~'~I:~~W.lf8"fi)B
The following are definitions of terms and phrases used throughout this report. This list has been prepared to
reduce confusion and avoid their common misuse to describe the City's various planning anu redevelopment
activities in western (hula Vista.
20 Percent Set-Aside: The California Community Redevelopment Law requires that at least 20 percent of all
tax increment revenues generated from a redevelopment project area must be used by the Redevelopment
Agency to increase, improve, and preserve the community's supply of affordable housing for persons and
families of low and moderate income (Health and Safety Code 933334.2). Health and Safety Code Section
33334.3 further requires that all set-aside funds are required to be held in a separate Low and Moderate
Income Housing Fund until used, including any interest earned and repayments to the Fund. The Agency
may spend monie:s from the Housing Fund either within or outside of the redevelopment project areas, if the
Agency finds that the use of the monies outside will benefit the project areas (933334.2(g)).
Absorption Rates: The rate at which real estate properties are able to be sold or leased within a designated
market region or focus area. Absorption rates are often used to forecast market conditions and analyze the
feasibility of a project based on a variety of market factors. Absorption rates are also used to describe the rate
of change, turnover of property, and creation of new housing units over an identified period of time.
Affordable Housin~: Housing that has a deed restriction regulating the maximum income level of occupants
and the maximum rent or sales price.
Agency Participation: The direct participation of a redevelopment agency in a project through the execution
of an agreement with the developer (e.g., Disposition and Development Agreement, Owner Participation
Agreement). Such an agreement for a redevelopment project triggers the requirement for an Agency to: (1)
provide relocation assistance and benefits to residents and business owners; and (2) replace housing units on
a one-for-one basis if the project will destroy housing for low- or moderate income residents.
Bli~ht: A primary legislative charge of a redevelopment agency is to eliminate blight. Territory included
within a redevelopment project area must therefore meet specific statutory requirements regarding blight.
Health and Safety Code Section 33030 defines "blighted area" as one that is: (1) predominately urbanized;
(2) underutilized to the extent that is constitutes a serious physical and economic burden on the community;
and (3) characterized by one or more physical or economic conditions as described and set forth in Section
33031 :
33031. (a) This subdivision describes physical conditions that cause blight:
(1) Buildings in which it is unsafe or unhealthy for persons to live or work. These conditions may
be caused by serious building code violations, serious dilapidation and deterioration caused by long-
term neglect, construction that is vulnerable to serious damage from seismic or geologic hazards,
and faulty or inadequate water or sewer utilities.
(2) Conditions that prevent or substantially hinder the viable use or capacity of buildings or lots.
These conditions may be caused by buildings of substandard, defective, or obsolete design or
construction given the present general plan, zoning, or other development standards.
(3) Adjacent or nearby incompatible land uses that prevent the development of those parcels or
other portions of the project area. ,
(4) The existence of subdivided lots that are in multiple ownership and whose physical
development has been impaired by their irregular shapes and inadequate sizes, given present
general plan and zoning standards and present market conJitions.
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
(b) This subdivision describes economic conditions that cause blight:
(1) Depreciated or stagnant property values.
(2) Impaired property values, due in significant part, to hazardous wastes on property where the
agency may be eligible to use its authority as specified in Article 12.5 (commencing with Section
33459).
(3) Abnormally high business vacancies, abnormally low lease rates, or an abnormally high
number of abandoned buildings.
(4) A serious lack of necessary commercial facilities that are normally found in neighborhoods,
including grocery stores, drug stores, and banks and other lending institutions.
(5) Serious residential overcrowding that has resulted in significant public health or safety
problems. As used in this paragraph, "overcrowding" means exceeding the standard referenced in
Article 5 (commencing with Section 32) of Chapter 1 of Title 25 of the California Code of
Regu lations.
(6) An excess of bars, liquor stores, or adult-oriented businesses that has resulted in significant
public health, safety, or welfare problems.
(7) A high crime rate that constitutes a serious threat to the public safety and welfare.
California Community Redevelopment Law: The authority to establish a redevelopment agency, and the
authorities granted to an agency, including the adoption and implementation of a redevelopment plan, is
granted and governed by the California Community Redevelopment Law. The Law is contained in California
Health and Safety Code Sections 33000, et seq.
Eminent Domain: Eminent domain is considered by the U.S. and California Constitutions as the sovereign
right of government to take private property for public use. The U.S. Constitution limits the use of eminent
domain by providing that "private property shall not be taken for a public use, without just compensation."
Some state legislatures further limit, or establish procedures for, the use of eminent domain. In California,
the legislature has enacted a comprehensive statute known as the Eminent Domain Law, contained in
Sections 1230.010, et seq, of the California Code of Civil Procedure. The California .Community
Redevelopment Law provides for the use of eminent domain to eliminate blight. The Chula Vista
Redevelopment Agency has adopted local policies within the City's Redevelopment Plan for the Merged
Chula Vista Project Area that prohibit the use of eminent domain on any property that is both zoned and
used for residential purposes.
Housin~ Element: The State of California requires cities and counties to prepare a Housing Element as part
of their comprehensive General Plans. The Housing Element must address the housing need for all income
levels through adequate zoning, policies, and programs. The City of Chula Vista's existing Housing Element
(originally created for the 1999-2004 planning cycle) was approved by the State of California in 1999. The
City is in the process of updating the Housing Element to address similar housing needs and policy issues for
the 2005-2010 planning cycle.
Redevelopment Inclusionary Housin~ Requirement: Redevelopment law requires that at least 15 percent of
all new and substantially rehabilitated dwelling units developed within a redevelopment project area be
available at affordable housing costs to, and occupied by, persons and families of low and moderate income
(Health and Safety Code 1j33413(b)). Of this 15 percent, at least 60 percent must be available to low- and
moderate income persons or families. At least 40 percent must be available to very low income persons or
families.
Redevelopment Proiect Area: Territories adopted by and placed under the jurisdiction and authority of a
redevelopment agency. Within project area boundaries, the Agency may use its general powers to collect
tax increment revenues, create a Low and Moderate Income Housing Fund, and conduct other
redevelopment activities in accordance with the California Community Redevelopment Law. A project area
is a "predominantly urbanized area of a community which is a blighted area, the redevelopment of which is
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REDEVELOPMHH PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
necessary to effectuate the public purposes" of a Redevelopment Agency as set forth under state law (Health
and Safety Code 933320.1).
Relocation Assistance: When applicable, Federal and state laws establish extensive relocation rules and
regulations for cities and redevelopment agencies.
Q The Federal Uniform Relocation Assistance and Real Property Acquisition Policies Act (URA) dictate
relocation regulations in relation to the public acquisition ot real estate for a Federal project or a
projed in which Federal funds are used.
~ California Government Code (beginning at Section 7260) prescribes the process and procedures for
relocation assistance by public agencies when applicable.
Replacement Housin~: Subdivision (a) of Section 33413 the California Health and Safety Code sets forth the
Redevelopment Agency's statutory requirements for replacement housing:
33413. (a) Whenever dwelling units housing persons and families of low or moderate income are
destroyed or removed from the low- and moderate income housing market as part of a redevelopment
project that is subject to a written agreement with the agency or where financial assistance has been
provided by the agency, the agency shall, within four years of the destruction or removal, rehabilitate,
develop, or construct, or cause to be rehabilitated, developed, or construded, for rental or sale to
persons and families of low or moderate income, an equal number of replacement dwelling units that
have an equal or greater number of bedrooms as those destroyed or removed units at affordable housing
costs within the territorial jurisdiction of the agency. When dwelling units are destroyed or removed
after September 1, 1989, 75 percent of the replacement dwelling units shall replace dwelling units
available at affordable housing cost in the or a lower income level of very low income households,
lower income households, and persons and families of low and moderate income, as the persons
displaced from those destroyed or removed units. When dwelling units are destroyed or removed on or
after January 1, 2002, 100 percent of the replacement dwelling units shall be available at affordable
housing cost to persons in the same or a lower income category (low, very low, or moderate), as the
persons displaced from those destroyed or removed units.
Tax Increment: Tax increment is the primary source of revenue that redevelopment agencies have to fund
and undertake public improvement and affordable housing projects. It is based on the assumption that a
revitalized project area will generate more property taxes than were being produced before redevelopment.
When a redevelopment project area is adopted, the current assessed values of the property within the project
area are designated as the base year value. Tax increment comes from the increased assessed value of
property, not from an increase in tax rate. Any increases in property value, as assessed because of change of
ownership or new construction, will increase tax revenue generated by the property. This increase in tax
revenue is the tax increment that goes to the Agency.
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
~\'~
During the next five years, the Agency will undertake certain projects and activities in the redevelopment
project areas in accordance with the strategic objectives described in this Plan: (1) Plans & Policies, (2) Public
Infrastructure & Amenities, and (3) Key Catalyst Projects. The following work programs are organized by
redevelopment project areas: Bayfront/Town Centre I Project Area and Merged Project Area.
PROJECT DESCRIPTIONS, BENEFITS AND TIMELlNE
-",I' . '.,r ..
.. " . Bayfront . ..'
- '::
Support approval and Continue funding staff
implement the Chula e g
Vista Bayfront Master to implement the
Plan (CVBMP), including Bayfront Master Plan. -
certification of the The Plan is a result of a (') eJ
Bayfront EI R, local multi-year ~
Coastal Program comprehensive
Amendment, and Port planning effort.
Master Plan Amendment
Finance public
infrastructure e ~
Finance Public improvements and
- -
Infrastructure remediation activities 0
Improvements that will facilitate
redevelopment of the -
Bayfront
Enter into an Ownership
Enter into Development Participation Agreement eo
(OPA) that ensures the
Agreement with Pacifica orderly and timely ,..,. -
Companies development of this e 8
mixed-use proiect -
Prepare plan ~g
-. Amend Original amendment to extend
the ti mel i ne to collect "
Bayfront Project Area Tax Increment by 10 Q
-
years
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Co-market with Port
District Resort
Conference Center
development
opportunity
Finance completion of
Third Avenue
Streetscape Master Plan
IT ASMP) Improvements
Implement Agreement
with Sweetwater Union
High School District to
redevelop site on Third
Avenue
Sell and redevelop
Agency-owned site at
Third and E
Enter into a DDA with
Voyage LLC for
development of Agency-
owned sites
Collaborate on incentive
package for marketi ng
the RCC site for
development
Total capital
improvement budget is
$6 million. Additional
monies from the RDA to
fund the current
shortfall for construction
The Agency has an
agreement with SUHSD
to develop the former
Windmill farm site. The
Agreement requires
SUHSD to develop
offices or a mixed-use
project.
This is an entryway site
to the Third Avenue
District and is a mixed
use development
opportunity.
Construct a
.residential/l ive-work
development, in
accordance with the
UCSP
eo
- -
OA
.e
-
, . Third Avenu:e
~~
- -
~
e~
- -
o
-
liD
O.
- ~,.
-
~g
~@
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Determine feasibility of
expanding the project
area boundaries into
areas not currently in
the RDA roject area
Market and develop the
iormer City Corp yard
site at F and Woodlawn
for development
Implement Gateway
DDA
Implement development
agreement with Scripps
to develop medical
office building at
current site
Expand existing
project areas into
areas not currently in
RDA project areas
",:
Actively seek
potential developers
through a RFQ/RFP
and work toward
redevelopment of the
site
Implement the
existing Disposition
and Development
Agreement. Upon
completion the
project wi II provide
more than 300,000 SF
of Class A Office
Space
Implement the
agreement which
obligates Scripps to
build medical offices
and a Cancer facility
on its property along
H Street
,
E Street Trolley Station
~g
Om
- .:i.
,: H Street Corridor
g
~f.i)
-
~g
Of)
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
The owner of Chu la
Vista Center declared
Work with General bankruptcy in early
Growth Properties 2009. The Agency 00
(GGP) on Chula Vista and the ED division - -
Center opportunities will work with GGP QQ
to develop short and
long-term goals for -
improving this Center
Contract with U LI
National to study E ~
Finance and complete Street, H Street, and e;)
ULI National Study Third Avenue which -
are primary links -
between downtown
CV and the bayfront.
Southwest.
Southwest Specific
Southwest Specific Plans provide land
Plans for Palomar, West use designations, *0
Fairfield, Main Street, development
standards and identify - -
Third Avenue and O{J
Broadway necessary
infrastructure
improvements
Prepare Main Street Develop a Streetscape "
Streetscape Master Plan Plan for Main Street . "
-
Develop a Streetscape
plan fo"r South Third
~r~ppe South Third ancJ and Broadway based 0
on the Urban Core
Broadway Streetscape Specific Plan and -
Master Plan Broadway and South
Third Avenue Specific
Plans
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Issue debt to fund
Issue Debt to Finance infrastructure ~O
Main Street, South Third improvements
and Broadway identified in the - -
Improvements streetscape master (} ~
plans
Support existing
Participate in discussion efforts, facilitated by 0
regarding reuse options SAN DAG, to scope
for historic Salt Works development -
site alternatives for the
site
The Agency will work
to acqu ire property 0
Acquire for-sale for the purpose of
residential property in consolidating
West Fairfield Area properties to create a -
larger development
area.
Complete Phase I
Implement assessments and
apply for additional e
Environmental funding opportunities
Remediation Program for assessments and -
cleanup
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
'Otay Valley
Prepare economic e~
Conduct feasibility feasibility study for
developing an eco-
study for new Eco- friendly industrial -~
technology industrial park on the 54-acre
park ..:..
site adjacent to the
existing landfill
Evaluate potential for ~~
Expand Chula Vista growth in the
Autopark existi ng specific plan ,.
areas ,~
-
Build a new Peaker ()
New Peaker Plant Facility along Energy
Facility on Energy Way Way in place of the ~-
"
and remove facility on existing Peaker Plant -@
Main Street facility on Main ..:...
Street
, ,
,
Program(
, ;'"
Implement Broadway Partner with the BBA
Economic to implement
Development Strategy
and Collaborate with programs that ~8
the Broadway enhance the
Business Association commercial corridor -
The BIG Program
provides up to
Fund and implement $20,000 to eligible @1)
Business Improvement property and
Grant Program business owners for -
exterior fa<;ade
improvements
The EZ Program
provides a state tax
credit to eligible
Market San Diego employers and fD
-Regional Enterprise employees for hiring
Zone local residents, -
purchase of
equipment and
machinery, ete.
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
liThe Legislature finds and declares that the provIsion of housing is itself a
fundamental purpose of the Community Redevelopment Law and that a generally
inadequate statewide supply of decent, safe, and sanitary housing affordable to
persons and families of low or moderate income, as defined by Section 50093,
threatens the accomplishment of the primary purposes of the Community
Redevelopment Law, including job creation, attracting new private investments,
and creating physical, economic, social, and environmental conditions to remove
and prevent the recurrence of blight."
Health and Safety Code Section 33334.6(a)
OVERVIEW
To ensure that low and moderate income families have housing opportunities available to them as project
areas change and redevelop, state law establishes three fundamental requirements of redevelopment
agencies (listed below). As a result of these requirements, redevelopment agencies play an important role in
the funding and production of affordable housing for the entire community.
c::> Housing Production: Based on the number of housing units ~onstructed or substantially
rehabilitated over a ten year period, a Redevelopment Agency must ensure that a percentage of these
units are affordable to low and moderate income households.1
c::> Replacement Housing: Redevelopment Agencies must ensure that any housing units destroyed or
removed as a result of an Agency redevelopment project are replaced within four years.
c:> Low and Moderate Income Housing Funds & Expenditures by Household Types: A minimum of 20
percent of all of "tax increment" revenues must be set aside for the development of affordable
housing. The law establishes specific requirements for the amount of housing set-aside funds an
agency must spend over a 1 a-year period on housing that is affordable to very low and low income
households.
This section of the Implementation Plan addresses these three specific requirements of State law with respect
to prior affordable housing activities and the anticipated housing program in the future. The Plan specifically
demonstrates how the Agency has met its obligations in years prior to 2010 and the activities, polices and/or
procedures that the City and Agency may pursue to increase and encourage the provision of housing
affordable to very low and low or moderate income households within the current 10 year forecast of 2004-
05 to 2013-14.
HOUSING PRODUCTION
The Agency must ensure that very low and low and moderate income
- -'_ households have opportunities to reside within Redevelopment Project Areas
as these areas change and redevelop, through the provision of affordable
housing. When new or substantially rehabilitated housing is produced
1 Since the Bayfront Original Project Area was adopted prior to 1976, State law does not trigger production requirements. However, it
does apply to Bayfront Amended area.
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
within Redevelopment Project Areas, the Agency incurs an obligation to provide a portion of these housing
units as affordable to V€IJ.' Jow and low and moderate-income households. This requirement is known as the
inclusionary housing or production requirement (California Health and Safety Code ~33413)'
The requirement for affordable housing differs for Agency-developed housing versus privately-developed
housing. If housing is developed by the Agency, the Agency's requirement to provide affordable housing is
based upon a minimum of thirty percent 00%) of these housing units. Not less than half of these units, or
fifteen percent (15%), shall be available for very low income households. The requirement is a minimum of
fifteen percent (15%) when developed by persons or entities other than the Agency. At least forty percent
(40%) of these units (or 6% of the total) must be available for very low income households. Historically, the
Agency has not directly developed any housing and does not anticipate developing housing in the future.
Instead, the Agency relies on other entities to develop housing with the assistance of the Agency where
feasible and appropriate.
The Inclusionary Housing requirements apply to the aggregate of all housing in the project areas. It is
therefore not necessary that each residential development include the required percentage of affordable
housing. With multiple project areas, the Agency may satisfy its inclusionary housing requirements in the
aggregate among the various project areas, so long as the aggregation does not cause racial, ethnic, or
economic segregation, and outside of the Project Areas. When the Agency seeks to meet its affordable
housing requirement outside of the Project Areas, two affordable housing units must be provided for every
one housing unit required and the Agency must make a determination of benefit to the Project Areas.
Anticipated Affordable Housing Production
To meet its housing production requirement for the 10-year period and the life of the Redevelopment Plans,
the Chula Vista Redevelopment Agency partners with private housing developers to provide affordable
housing for low and moderate income households. The Agency assists in the creation of new housing
developments and the rehabilitation of existing housing both within and outside of the Project Areas.
The Agency has received credit for affordable housing built primarily outside of the Project Areas through the
continued implementation of the Balanced Communities Policy 5.1 of the City's Housing Element, which
requires all new housing developments of 50 units or more to provide 10 percent of the housing as
affordable to low and moderate income households.
Over the past ten year period, there has been very little housing development within the Project Areas due to
the limited availability of residentially zoned land. However, the Agency was able to participate in
numerous affordable housing developments, mostly outside of the Project Areas. From Fiscal Years 1980
through 2003-04, a total of 373 new housing units were produced within the Project Areas, resulting in a
total affordable housing requirement of 58 units (see Table 1). Within this time period, the Agency exceeded
its housing production requirement with a surplus of 321 units inside and outside of the Project Areas. The
surplus units, of which 44 units are for very low income households, will be used to satisfy the Agency's
future production requirements for the ten-year period of FY 2004-05 through 2013-14.
It was originally anticipated that new construction of housing woulJ increase significantly during the ten-year
period from 2004-05 through 2013-14 due to the growth in the City's population and its ongoing
redevelopment focus in the City's Urban Core. In 2006, the flourishing US housing market began to see a
slowdown with home prices and home equity slipping, and inventories of unsold homes piling up. The
housing market has been a big contributor ta economic grawth since 2001, accounting far three quarters of
the nation's job growth. Econamic indicators show that the US entered a recession in late 2007. The burst in
the US housing bubble and sub prime mortgage crisis have contributed significantly to the current recession.
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REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Faced with dropping housing values, retirement and savings decimated by the stock market, and rising
unemployment, consumer confidence and consumption are at all time lows. It is anticipated that economic
recovery will take a long time.
Given the current recessionary circumstances and the tightening of capital for construction and permanent
financing, the City anticipates little new construction of housing within the Redevelopment Project Areas
during the ten-year period from 2004-05 through 2013-14. The ten-year forecast includes actual projects
approved, projects in the process of completion by the Agency, and potential housing units proposed in the
work program of this Implementation Plan, as detailed in Appendix 8.
During the current 10-year period, it is estimated that approximately 338 total housing units will be built
within the Project Areas in accordance with the Redevelopment Work Program (Appendix 8). 8ased upon
this estimate, the Agency is required to provide 52 low and moderate income housing units, of which, 21
very low income units are required. During this period, the Agency expects to assist in the production of a
total of 354 affordable housing units, of which approximately 130 may be designated as very low income.
The Agency is able to participate in more units than will be built within the project areas because of
assistance to affordable units outside of the project areas. The Agency expects to exceed its housing
production requirement for very low and low and moderate units during the ten-year period with a surplus of
302 affordable units. See Table 1 for a comprehensive summary of the Agency's affordable housing
requirements during: (1) the initial period (1980 to 1993-1994), (2) the previous 10-year period (1994-95 to
2003-04), (3) the current 10-year period (2004-05 to 2013-14), (4) the following 20-year period (2014-15 to
2033-34). and (5) the cumulative duration of all redevelopment plans (1994-95 to 2033-34).
Based upon these projections, it is estimated that the Agency will exceed the requirements for very low
income and low and moderate-income households through the duration of the Redevelopment Plans.
Should actual housing production exceed the estimated projections of this Plan, the Agency intends to
leverage its available financial resources to assist private entities to provide affordable housing.
Page 29
15-39
"
"
"
:i
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 10 2014
Table 1: Affordable Housing Production
~
" ", ~ h .. ,
<- . . : . , , . , , "
. . , . . . , , , , , I J
: ,
, . , , . , . . , , , . . , . . , .
, ,! - ~ r.'".. " ",~ ,,,..,; 'i",h'~', .,1',.1. ,. ..!J"lrni.~.!:;,'r" " 1, '<'~):':':;,-,. i'!;<';'~~_4h?jt. ~_~,_1:~';' ,,1980,to 1993-94- ,,;:,J'Y...r.;r >'''~,P ;:_,.;"t=-,':~,.(<;~; ., ,',t;'.rt ";:.""."" " '" i; --... " .. --..;-, , .'~ ;~
Merged BayfrontIT own Centre I Project Area 235 15 21 36 0 0 0 (15) (21) (36)
rvlerged (hula Vista Project Area 109 7 10 17 0 0 0 (7) (10) (17)
Outside Proiect Areas ;~{'~~:t@r~::.~~f~j~:;~: ~:l,jf~1{t;'~~~~p= ~!~;~/~~~f,i;~' :;~:flo}}'~~:~k 0 0 0 0 0 0
SUBTOTAL 3442 22 31 53 0 0 0 (22) (31) (5:1)
'."" " ~.l "_ ,_' :. ;\-.~, ': ~:;;,- .:" i\' !'" .:':':',:;;~;:;:~, " ,~,.;~~~.(i~i";r;'YI4;J\-":,';PREYIOUSl O:-VEARPER 100. (1994~95 10 2003,04), ;. :-:.'1 " ,:. " ,. "', ,. ,
,.
Merged BayfrontfT own Centre I Proiect Area 0 0 0 0 0 0 0 0 0 0
Merged Chula Vista Project Area 29 2 3 5 12 14 2(; 10 11 21
Outside Project Areas ~"'" ;i~ffi~g~~ ~i!~~,!9;:t~i~"~: ~..f~t~:i~_1i~ 56 297 353 5(; 297 353
SUBTOTAL 29 2 3 5 68 :l1-1 :l79 66 :lOB 374
.. . 'I,~~: .i~>~__'c;!", A 'r'!'.}.; ';~:i<CU RRENTi1 0- YEAR;FORECAST. (2004~O5 10 2013,14) " ..>- ...~ :_,,' , J::,.:. .,~,-.i;i ;" ,,;';l~, .. .. ."
, . '. .,.;.., :.I.~ " .1. ~.' , > " '. " ..
Merged BayfrontfT OWIl Centre 1 Project Area 15 1 2 3 0 0 0 (1) (2) 131
Merl!ed Chula Vista Pro'ect Area ~ 20 29 49 84 103 187 64 74 138
Outside Project Areas ~~:~~'~::!~~!4~~~lt! I~$,','),:. ',. 46 121 167 46 121 167
SUBTOTAL 338 21 31 52 no 224 354 1119 193 302
;:\-, ..-.', ; .- --~ ',p'~:~' i; ~~~"'I~:-':;:_~' ~"t: ;;~,'":;:'; , """. "'-'f;"." ' ",FOlLOWING'20.YEAR fORECAST (2014-'15 to 2033,34: ,t'>,:;', .~:: ,,' , ,.j, .., '~-,: . ;~:,~- " "^ ..N} , .t<.
r..\erj;\ed BavfrontfTown Centre I Project Area 1 750 105 15B 263 20 80 100 (85) (78) (163)
t..\erged Chula Vista Pro'ect Area 800 48 72 120 20 00 100 (28) B 1201
Outside Project Areas f~1[,~':n~}~.~~~!r~~ ,~ '~}~;~1~fE,;.. ~]~Wir~t~t !~<r "f]IN'::r.E;;);st 0 0 0 0 0 0
SUBTOTAL 2,550 153 230 383 40 160 200 (113) (70) (ll1:ll
'c '-'. " " _~r.:;";1! :.:-:1i':~l,..j; :,./,' ;';"Ji\<:~-i CUMULA TIVE,REDEVElOPMENT PLAN DURATION (1994-95 to- 2033-34),_~ .-..J i."~~" " ~ .....^. c " .~, ;'"
" " '"' . ~'..~' ",.
Mergerl BavfrontfTown Centre I Project Area 2,000 121 181 302 20 80 100 (101) (1011 (202)
Merged Chula Vista Proiect Area 1,261 77 114 191 116 197 313 39 83 122
, 's: ,:; ~ I~ C!,,,',,'i'>
Outside Project Areas 1;';<>;;-: 102 418 520 102 418 520
SURTOT AL 3 261 198 295 493 238 (.95 933 40.0 399.5 439.5
OJ
I
./:>
C)
~ This data has been revised from the 2005 to 2009 Redevelopment Implementation Plan to better reflect the time period in which affordable housing units were produced and to reduce, the number of affordable
units produced frolll 389 units to 373 affordable units from 1980 to 2003-04, The number of affordable units produced was reduced as a result of the lack of the appropriate restrictions needed under State law
to consider such units as affordable to the benefit of the Redevelopment Agency.
Page 30
Page 30
REPLACEMENT HOUSING
In accordance with Section 33413(a) of the Health and Safety Code,
whenever a dwelling unit housing persons or families of low or
moderate income are destroyed or removed from the housing market as
part of a redevelopment project that is subject to a written agreement
with the Agency or where financial assistance has been provided by the
Agency, the Agency is responsible for replacing that unit within four
years. Replacement housing must have an equal or greater number of
bedrooms as those units removed and must be affordable to equal or
lower income levels as those displaced. As of 2002, the Agency had
replaced all SO units removed from the redevelopment project areas. The Agency does not have any
outstanding replacement housing obligations and is in full compliance with the statutory requirements.
During the Implementation Plan period, the Agency anticipates very little commercial and residential
development given the current economic recession. Since most existing land uses in the Project Areas are
commercial, any new development opportunities, that may arise, will likely take place on underutilized
commercial properties or properties that are currently vacant. The Agency anticipates that Agency-assisted
projects will not result in the displacement or removal of housing units and no replacement housing
obligations will be incurred.
HOUSING FUND REVENUES & EXPENDITURES
California Redevelopment Law requires a Redevelopment Agency to direct a minimum of 20 percent of all
gross tax increment revenues generated within its Project Areas to a separate fu-nd to be used exclusively for
the preservation, improvement, and expansion of the low and moderate income housing supply within the
community. This section summarizes the Agency's Low and Moderate Income Housing Fund resources and
units assisted from FY 2004-05 through 2008-09, as well as resources and activities anticipated for this
current period from FY 2009-10 through 2013-14. Additionally, this section analyzes the Agency's
expenditure of these funds in relation to the community's need for very low and low income housing, as well
as the proportion of the population under the age of 65, as required by Section 33334.4 of the Health and
Safety Code.
Housing Fund Expenditures: FY 2004-05 through 2013-14
The Agency expended approximately $7,818,100 over the last five years from FY 2004-05 through 2008-09
to assist low and moderate income households. These funds were expended for the production of 146
affordable housing units, the rehabilitation of 84 single family homes and mobile homes, and the
maintenance and operation of mobile home spaces.
Table 2: Housing Units Assisted with low-Mod Housing Funds
Project. Areas- '1t'r~=~;t'-P1~:J~~~~ii!it7~'~~~{~iqr*-;,#%~~'ti . .<.~~1~*-~<':i",;.~~~"'i-~:~~
Brisa del Mar 105 105
Los Vecinos 41 41
TOTAL 105 0 0 0 41 146
Page 31
15-41
Housing Expenditures by Household Type
Effective January 1, 2002, the Agency's expenditure of Low-Mod Funds must be in proportion to the
community's need for very low and low income housing and housing for its population under the age of 65.
The City bases its housing needs for each income category from the Regional Housing Needs Assessment
and is specified within the City of Chula Vista's Housing Element. New legal requirements took effect in
2006 that modified the previous limitation on spending Low-Mod Fund monies on households under the age
of 653.
Prior to 2006, Section 33334.4(b) of CRL required that an agency spend its Low-Mod Fund monies "in at
least the same proportion as the population under age 65 bears to the total population based on the most
recent census." The 2006 changes provide a higher level of specificity to spend "in at least the same
proportion as the number of low-income households with a member under age 65 bears to the total number
of low-income households of the community as reported in the most recent census."
Table 3 below specifies the legal limitations governing the expenditure of the Low-Mod Funds. The
mode~ate income category represents a maximum figure for expenditures for moderate income households,
although such funds (within this category) can be spent on very low or low income households. The chart
specifically details the Agency's Low-Mod Fund expenditure during the first five years of the Compliance
Period and the projected expenditures during the remainder of the Compliance Period. The Agency
. anticipates meeting their Low-Mod Fund targeting requirements by the end of the Compliance Period.
Table 3: Proportionality Requirement for Low-Mod Fund Expenditures
1~"""";'dliP"!:L';~"'-'~:;~-W"~~~':;'M'if'~~.lG"'.'''l.;~,;.,~:t#~;::'I1r.":~}:w~~'~,",::::i9r.
ncome.._r!l'~":1};3:r.{~,t~ij1~~,ii.'jf1~~,:hi,I}_;'~~~t",hr~<;ti-n,",,,;-::,~fi.~!J:iI".,'ir.{4;~;;i"$.,i~tttf.ir;l~::.i,iW,;~~;f,~nl~...~t
Very Low Income 3,845 39% Minimum
Low Income 2,704 28% Minimum
Moderate Income 3,255 33% Maximum
TOTAL 9,804 100% '~;;'{~~~?;::,'j:.
A' e\.;1t.:'~1~~:t:~-;o~~~:tfl~~.'t~~~J~~~~gl~~;~:!hrlt~'iiit~i:1g:;:;~~~;!~\'f:k~0'?
Households Under Age 65 T pe
Housholds Over A e 65
TOTAL
, 7,573
6,421
23,994
73% Minimum
27% Maximum
1 00% ~;Pi~~I~
Notp.s:
(1) 2005-2010 Chula Vista Housing Element; RHNA
(2) 2000 U.S. Census; Low Income Households
Table 4 on the following page documents the amount of Low-Mod Fund revenue used since January 2002 for
these income categories and for families and seniors. Based upon the expenditures to date, the Agency is on
target for its expenditure of Low-Mod Funds by income categories and household type to meet the legal
requirements for expenditures in proportion to the community's housing needs by income category for the
10-year period. the Agency will need to continue to monitor and target it's funding to ensure continuing
compliance with the expenditure requirements for the duration of the Redevelopment Plan.
J The intent of the legi':>lation was to ensure that Housing Funds were not exclusively ur extensively used by community senior housing
projects and programs.
Page 32
15-42
"
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2005 to 2009
I.
Table 4: Housing Expenditures and Proportionality Since 2001-02
families 166 3,922 J88 122 773,044 0 1 000000 3.5 57248 43.5 5 085 264 0 548,000 335 11 385,945 133% 73%
Seniors 101 1,900,150 3.5 9,901 11.5 104 882 7.5 87,821 8 148,023 2 3,916 133.5 2,254692 17% 27%
TOTAL 267 5,822,538 125.5 782,945 11.5 1 104,882 11 145,069 52 5 233 287 2 551,916 4611.5 13,6406]7 100% 100%
:;;~?r;t'l;,;, ',-"..". ~" ;~j~~'i:....;~:~';, -' '11 '~4,~J/t;~'liEf;';> "'..: '"~~":'j ::" ;'i,;,.;',\~.~':';_;,,i,i(,_~;~_llncome'-Cate 0 " D:;:\:~,J-<.~;,!,j'J;~l: _ ~.~ -,f ,;'. .f J~..;~t',~~,; t _:;,;, 't<.\',.:-..fJt~, -~,.;<1::~I'f>_~~j;; :,.;i't.JjU'~'f"i::;e'- ,',; r
Ve 'Low 74 1,315,043 10 63,6711 0 127,355 8.5 139,032 40.5 4,182,126 0 447,048 132.5 6,274,282 46% 39%
low 88 2475,407 61.5 526,141 11.5 591 274 2.5 6037 11 1 051 161 2 104,868 176.5 4,754889 35% 28%
i\'loderate 106 2,032,088 54 193,126 0 386 252 0 0 0 159.5 2,611,467 19% 33%
TOTAL 267 5 822 538 125.5 782 945 11.5 1 104 882 11 145 069 51.5 5,233 287 2 551,916 4611.5 13 640,637 11J0% 100"10
~
CJ1
I
""
W
Page 33
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2005 to 2009
Future Housing Activities: FY 2009-70 through 2073-74
During the Implementation Plan period, the Agency will concentrate on housing activities that are most
applicable to the Agency's goals and objectives. In developing its affordable housing program, the Agency
has been guided by the goals and objectives of the City's Housing Element and General Plan, incorporated
into this Plan by reference. Through its activities, the Agency will support and advance the overall Housing
Element program.
Housing Program
While the Agency's Strategic Objective is to focus and prioritize its resources within redevelopment project
areas, with few properties within these areas zoned for residential use or occupied by residential uses,
limited opportunities exist to produce or rehabilitate housing for low and moderate~income households
within the Project Areas. The implementation of the City's Balanced Communities Policy has continued to
provide an opportunity for the Agency to leverage its resources to provide affordable housing. Should the
Agency make progress towards its Strategic Objective to expand the Project Areas, the Agency will be in a
better position to focus its resources within these Areas.
Given the current recessionary circumstances and few properties within the Redevelopment Project Areas
zoned for residential use, the Agency anticipates limited residential activity for FY 2009-10 through FY 2013-
14 within the Project Areas. The Agency does not anticipate assisting in the new construction of affordable
housing units or the rehabilitation of housing units within the Project Areas.
The Agency will partner with private entities to provide both new rental housing and rehabilitate existing
rental units outside of the Project Areas, for a total of 272 housing units or 136'credits. To accomplish these
activities, the Agency will expend approximately $9.9 million.
Table 5: low-Mod Housing Fund Spending Plan - Citywide
,'\Jew Construction of Housing
Rehab of Multifamily Housing
First Time Homebuyer
Subtotal
Outside of Project'Areas'~~;4F,.j't, '~"'..;'...~~~;~;;,,:;:~
New Construction of Housing 4,000,000
Rehab of ,'vtultifamily Hou~ing
First Time Homebuyer
'.'I'~":;'.- ',;t.,;,:: -:'~"St;; "~r<'\;:,";;;:
71
.;;G-": ,;"~'-
.:'~:h'" 'f.t::";'~-i: 'l!.$:~,:,.~;w;~iI"1:.:-.~;
::-.);';-.iV' ':{5,81'llfh~i.;:~,'
4,500,000
1,384,500
50 8,500,000
15 1,384,500
-.:,;-g,:;
121
15
TOTAL
Notes:
Su lola 4,000,000
4,000,000
71
5,884,500
5,884,500
65 9,884,500 136
65 9,884,500 136
71
(J) AU anticipated production/rehabilitation of affordable housing units is anticipated to be outside of the ProjeCt Areas. The unit count
above reflects the actu<11 credit of 136 units based upon 272 affordable units actually provided (2 units for 1 credit outside of the Proiect
Area).
Page 34
15-44
The Agency intends to expend a proportionate amount of these funds for the various income categories and
senior households. Funds will be allocated from FY 2009-10 through 2013-14 in accordance with the
targeted need as follows. The targeted percentage is slightly higher than the proportionate share of need
outlined within the Housing Element to balance the proportionate share of prior years' expenditures.
Table 6: low-Mod Housing Fund Spending Plan by Household Type
Very Low Income
Low Income
Moderate Income
Senior Housin
TOTAL
50%
31%
19%
19%
~~q,"'~'f~
Housing Revenue
Based upon the existing low-Mod Fund balance of $10.2 million (as of June 30, 2009) and the estimated
revenue received by the Agency from 2009-10 through 2013-14, approximately $25,582,355 will be
available to fund the Agency's Housing Program. For FY 2009-10, approximately $3 million was deposited
into the Low-Mod Fund for eligible housing activities. Over the five-year period ending on June 30, 2014,
staff conservatively estimates that the Project Areas will generate approximately $15.3 million in 20 percent
housing set aside revenue. The details of these projections are provided in Appendix B.
Table 7: low-Mod Fund Revenue
rlowandModerate Income Housing ..~~~-:::\..~.~....0I. ~'lo. "~~:;... ~:::..";:~' ...~: ~;-"';.!: ,_~".,J~. '0
~.,::.~~ ~rynd~f:~~., ";;20()9.10~. ~iOlo-i:i*;d~OJJiI~~~oj2:13.F5)~.1~1~~f9JA~
Total Annual Deposits
BayfrontfTown Center I $1,002,432 $1,022,481 $1.042,930 $1,063.789 $1,085,065 $ 5,216,696
Merged Amended Chula Vista S 1.942,645 $1,981,498 $2,021,128 $2,061,550 $2,102,781 $ 10,109,603
Interest & Other Income (1) $5,345 $6,240 $6,046 $5,845 $5,638 $ 29,114
Revenue: 2009.10 to 2013-14 $2,950,422 $3,010,219 $3,070,104 $3,131,184 $3,193,484 $ 15,355,413
Existing Balance as of 06/30/2009 '~'<7~:k~'1,;';u'i;.-<: ,:,;:,":i:'~T'::-:}~.1>;:" :~~~t j:.fi!:~';;'li5.i~.r' '~~7'4"t.".;.,\1);'" ,,~~":'::-J 'J~'l;:''' $10,226,942
TOTAL FUNDS . 't'"l ~'l:t .J:g3"...: ;;.,;; :.'~.F,:1~": . 'F",;;:~,i ~''''1!!<~~' '~_'~-'~':\~%c,; , , ;"'~.~~:--.-r:: $ 25,582,355
Notes:
(I) Interest is only from Civic Center Barrio Housing intere~t payments per the amortization schedule.
State Budget Legislation
Due to the magnitude of the State's ongoing structural budget deficit, the State has taken legislative actions in
the past four fiscal years that has impacted available property tax revenues for California redevelopment
agencies. The State adopted Assembly Bill 26 4x lAB 26 4x) to shift approximately $2.05 billion, $1.7
billion in FY 2009-10 and $350 million in FY 2010-11 in property tax revenues from California
redevelopment agencies f which will be deposited in county "Supplemental" Educational Revenue
Augmentation Funds (5ERAF) to be distributed to meet the State's Proposition 98 obligations to schools. For
FY 2009-10, agencies may "suspend" all or part of the required 20% allocation to its Low~and Moderate-
Income Housing Fund (Low-Mod Fund) or borrow from the Low-Mod Fund in order to make the payment.
The Low-Mod Fund must be repaid by June 30, 2015.
Page 35
15-45
For FY 2009-10, the Agency's SERAF payment is approximately $4.1 million. To make the Agency's
payment on the Supplemental Educational Revenue Augmentation Funds (SERAF), a $2.9 million loan from
the Agency's Low-and Moderate-Income Housing Fund will be necessary. Proposed legislation would give
the Agency authority to borrow an additional $1.2 million from the Low-Mod Fund to make the full $41
million SERAF payment. Any loan from the Low-Mod Fund would require approval by the Agency Board.
Continuing shifts of funds from the Redevelopment Agency and loans from its Low-Mod Funds will
temporarily reduce the funds available to produce affordable housing opportunities for those low and
moderate-income households within the community. The funds borrowed from the Low-Mod Fund will be
repaid within five years.
Page 36
15-46
REDEVELOPME,'.JT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
_~~IirD
The table below shows a summary of Chula Vista's Redevelopment Project Areas and their corresponding
dates of adoption and plan duration.
Existing Redevelopment Project Areas
Merged Chula Vista Adoption Date Plan Duration
Redevelopment Project Area
T own Centre II Original 8/15/1978 8/15/2021
Town Centre II Amended 7/1 9/1988 7/19/2029
Otay Valley 1 2/29/1983 12/29/2026
Southwest Original Adopted 11/27/1990 11/27/3031
Southwest Amended 7/9/1991 7/9/2032
2004 Added Area 5/412004 5/4/2034
Merged BayfrontJT own Centre I Adoption Date Plan Duration
Redevelopment Project Area
Bayfront Original 7/16/1974 7/16/2017
Bayfron! Amended 6/23/1998 6/23/2029
Town Centre I 7/6/1976 7/612019
Implementation Plan 2010 to 2014
Housing Compliance Plan 2004-05 to 2013-14
(For affordable housing
program planning)
Page 37
15-47
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Merged BayfrontITown Centre I Redevelopment Project Area
In July 1979, the Agency merged the Bayfront Original and Town Centre I Redevelopment Project Areas.
Bayfront - Project Area Profile
LANDAREA:
BOUNDARY:
LAND USE:
GENERAL
CHARACTERISTICS:
DATE ADOPTED:
DATE OF AMENDMENTS:
TERM LIMIT:
TAX INCREMENT LIMIT:
REVENUE TERM:
BONDED INDEBTEDNESS
~ ~=. LIMIT:
CURRENT GROSS TAX
INCREMENT FLOW:
Approximately 637 acres (Original Bayfront Redevelopment Area)
Approximately 398 acres (Added Bayfront Redevelopment Area)
The Project Area is bounded by Interstate 5 on the east, San Diego Bay on
the west, State Route 54 to the north, and L Street to the south
Industrial
Commercial
Conference Center/Resort
Includes:
Residential
National Wildlife Refuge
Public and Quasi-Public Uses
Historically, this area had a variety of land uses ranging from industrial to
farming. Large sections of the project area, notably the Mid-Bayfront and D
Street Fill are undeveloped and Jack infrastructure improvements. The
Bayfront is home to a marina, park, and Goodrich Industries. It also
contains valuable wetland resources and provides access to the Bay.
July 16,1974 (Ordinance 1541 - Original Area)
June 23, 1998 (Ordinance 2734 - Added Area)
1;1 Amendment
2nd Amendment
3rd Amendment
4th Amendment
5th Amendment
6th Amendment
7th Amendment
8th Amendment
07/17/1979 (Ord.1872)
04/22/1986 (Ord.2146)
01/04/1994 (Ord.2585)
11/08/1994 (Ord. 2608)
06/23/1998 (Ord. 2734)
01/13/2004 (Ord.2948)
02/03/2004 (Ord. 2950)
07/25/2006 (Ord.3038)
July 16, 2017 (Original Area)
June 23, 2029 (Added Area)
$210 million (Original Area)
No Limit (Added Area)
July 16, 2027 (Original Area)
June 23, 2039 (Added Area)
$50 million (Original Area)
No Limit (Added Area)
SOURCE: County of San Diego Office of the Auditor and Controller ~Estimaled Tax incremental Revenue Fiscal Year 2009-201 O~
$ 2,064,886
Page 38
15-48
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Town Centre I - Project Area Profile
LAND AREA:
BOUNDARY:
LAND USE:
GENERAL
CHARACTERISTICS:
DATE ADOPTED:
DATE OF AMEN DMENTS:
TERM LIMIT:
TAX INCREMENT LIMIT:
REVENUE TERM:
BONDED INDEBTEDNESS
LIMIT:
CURRENT GROSS TAX
INCREMENT FLOW:
SOURCE:
138 acres
Third Avenue is the Project Area's central north-south circulation spine. E
Street bounds the project to the north and I Street is the Project's southern
boundary. The east-west boundaries vary, extending to Fourth Avenue at its
farthest point west and to Del Mar Avenue at its farthest point east.
High and Medium-High Density Residential
Professional and Administrative Commercial
Includes:
Retail and Service Commercial
Public and Quasi-Public Uses
This area serves as the valuable Chula Vista historic downtown. Town Centre
I is home to the Third Avenue business corridor, San Diego South County
Superior and Municipal Court Complex, Norman Park Senior Center, and
Memorial Park, as well as a variety of commercial offices, retail and service
commercial uses, and residential units.
July 6,1976 (Ordinance 1691)
1 st Amendment
2nd Amendment
3rd Amendment
4th Amendment
51h Amendment
6th Amendment
rh Amendment
8th Amendment
9th Amendment
07/17/1979 (Ord.1872)
04/22/1986 (Ord.2146)
01/04/1994 (Ord.2585)
11/08/1994 (Ord.2609)
06/23/1998 (Ord.2735)
01/13/2004 (Ord. 2948)
02/03/2004 (Ord.2950)
07/25/2006 (Ord.3038)
04/26/2007 (Ord. 3071)
July 6, 2019
$84 million
July 6,2029
$20 million
$2,635,400
County of San Diego Office of the Auditor and Controller "Estimated Tax incremental Revenue Fiscal Year 2009-201O~
Page 39
15-49
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Merged Chula Vista Redevelopment Project Area
In August of 2000, Town Centre II Original, Town Centre II Added, Otay Valley, Southwest Original, and
Southwest Added were financially merged. In May 2004, the Agency adopted the Amended and Restated
Redevelopment Plan tor the Merged Chula Vista Redevelopment Project Area, inclusive of the new Added
Redevelopment Project Area, consolidating the separate redevelopment plans into a single document. The
2004 Added Area increased the size of the Merged Chula Vista Redevelopment Project Area to 2,390 acres.
Town Centre II Project Area Profile
LAND AREA:
BOUNDARY:
LAND USE:
GENERAL
CHARACTERISTICS:
DATE ADOPTED:
DATE OF AMEN DMENTS:
TERM LIMIT:
TAX INCREMENT LIMIT:
REVENUE TERM:
BONDED INDEBTEDNESS
LIMIT:
CURRENT GROSS TAX
INCREMENT FLOW:
-:;=.:-
SOURCE,
Approximately 65 Acres (Original Town Center II Redevelopment Project Area)
Approximately 76 Acres (Added Town Center II Redevelopment Project Area)
The Project Area consists of eight separate areas in northwest (hula Vista,
including the Chula Vista Shopping Center; and a separate area located in
southwest Chula Vista.
Includes: Professional and Administrative Commercial,
Retail and Service Commercial
The Project Area consists of a variety of primarily commercial land uses,
including the major H Street business corridor, the region's major shopping
mall, the new WalMart Center, the City's existing Corporate Yard, and
institutional land uses.
August 1S, 1978 (Ord. 1827 - Original Area)
July 19, 1988 (Ord. 2274 - Added Area)
151 Amendment
2nd Amendment
3rd Amendment
4th Amendment
5th Amendment
6th Amendment
7th Amendment
8th Amendment
August 1S, 2021 (Original Area)
July 19, 2029 (Amended Area)
$42.S million
August 1S, 2031 (Original Area)
July 19, 2039 (Amended Area)
$100 million
$1,48S,862
OS/19/1987 (Ord. 2207)
07/19/1988 (Ord.2274)
11/08/1994 (Ord. 2610)
08/22/2000 (Ord. 2817)
01/1312004 (Ord. 2947)
02/03/2004 (Ord. 2949)
OS/04/2004 (Ord. 2962)
07/25/2006 (Ord.3039)
County of San Diego Office of the Auditor and Controller NEstimaled Tax incremental Revenue Fiscal Year 2009-201Ow
Page 40
15-50
REDEVELOPME NT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Otay Valley Project Area Profile
LAND AREA:
BOUNDARY:
LAND USE:
GENERAL
CHARACTERISTICS:
DATE ADOPTED:
DATE OF AMENDMENTS:
TERM LIMIT:
TAX INCREMENT LIMIT:
REVENUE TERM:
BONDED
INDEBTEDNESS LIMIT:
CURRENT GROSS TAX
INCREMENT FLOW:
East of 1-805
Approximately 771 acres (includes public rights-of-way, 750 acres net
Land Fill
Wetland
265 acres
163 acres
This area represents the largest resource of under-developed urbanized
property in the City which can be used for industrial development, thereby
improving the City's employment and economic base.
15-51
11/08/1994 (Ord 2611)
08/22/2000 (Ord 2818)
01/13/2004 (Ord 2947)
02/03/2004 (Ord 2949)
05/04/2004 (Ord 2962)
07125/2006 (Ord 3039)
SOURCE:
County of San Diego Oftice of the Auditor and Controller "Estimated Tax incremental Revenue Fiscal Year 2009-2010
Public Streets
21 acres
Light Industrial
322 acres
Page 41
December 20, 1983
151 Amendment
2rld Amendment
3rd Amendment
4th Amendment
5th Amendment
6th Amendment
December 29, 2026
$115 million
December 29, 2036
$45 million
$2,334,833
REDEVELOPME,'iT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
Southwest Project Area Profile
LAND AREA:
BOUNDARY:
LAND USE:
GENERAL
CHARACTERISTICS
DATE ADOPTED:
DATE OF AMENDMENTS:
TERM LIMIT:
TAX INCREMENT LIMIT:
REVENUE TERM:
BONDED
INDEBTEDNESS:
CURRENT GROSS TAX
INCREMENT:
SOURCE,
Approximately 1,064 Acres (Original Southwest Redevelopment Area)
Approximately 4 Acres (Added Southwest Redevelopment Area)
The boundaries of the Project Area comprise a large territory generally
located along Interstate 5 (1-5), Broadway Avenue, south Third Avenue, and
the Main Street corridors. The boundaries follow a selective path and
therefore are very irregu lar.
Includes: Industrial
Commercial
Residential
Public and Quasi-Public Uses
The Project Area consists primarily of light industrial and retail commercial
uses_ Several residential enclaves are dispersed throughout the Project Area
including the Broderick's Otay Acres area south of Main Street and east of
Mace Street, the Woodlawn Park area on the north side of Main Street and
west of Melrose Avenue, the Jacqua Street area, the West Fairfield area, and
the Walnut Street area.
11/27/1990 (Ord. 2420 - Original Area)
07/09/1991 (Ord. 2467 - Added Area)
1 st Amendment
2nd Amendment
3rd Amendment
4th Amendment
5th Amendment
6th Amendment
rh Amendment
07/09/1991 (Ord 2467)
11/08/1994 (Ord 2612)
08/22/2000 (Ord 2819)
11/19/2002 (Ord 2888)
01/13/2004 (Ord 2947)
02/03/2004 (Ord 2949)
05/04/2004 (Ord 2962)
November 27, 2031 (Original Area)
July 9, 2032 (Added Area)
$15 million per year, to be adjusted annually based on the Consumer Price
Index.
November 27, 2041 (Original Area)
July 9,2042 (Added Area)
$150 million outstanding at one time, to be adjusted annually based on the
Consumer Price Index since 1990. The adjusted limit for 1999 is $186.1'
million
$ 3,455,342
County of San Diego Office of the Auditor and Controller ~Estimd.ted Tax incrementa! Revenue Fiscal Yedr 2009-2010
Page 42
15-52
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
2004 Added Project Area Profile
LAND AREA:
BOUNDARY:
LAND USE:
GENERAL
CHARACTERISTICS:
DATE ADOPTED:
DATE OF AMENDMENTS:
TERM LIMIT:
TAX INCREMENT LIMIT:
REVENUE TERM:
BONDED
INDEBTEDNESS LIMIT:
CURRENT GROSS TAX
INCREMENT FLOW:
Approximately 494 acres
Along major commercial and industrial roadways in the western part of Chula
Vista (Broadway, Third Avenue, E Street, H Street, and other pocket areas in
the northern part of the City)
Commercial
Light Industrial
This area follows major commercial and industrial roadways in the western
part of Chula Vista (Broadway, Third Avenue, E Street, H Street, and other
pocket areas in the northern part of the City) to provide continuity to the
Agency's redevelopment efforts such as infrastructure and capital project
improvements.
May 4, 2004 (Ord 2962)
None to date
May 4, 2034
No Limit
May 4, 2049
$175 million
$2,055,294
SOURCE,
County of San DiE-go Office of the Auditor and Controller "Estimated Tax incremental Revenue Fiscal Year 2009 2010
Page 43
15-53
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
This page is intentionally blank.
Page 44
15-54
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
~,:.:~12 >~
The Agency projects net tax increment revenues equaling approximately $21 million from FY 2009/10
through 2013/14 to fund necessary administrative activities and projects/programs. The revenue sources
include:
. Annual tax increment revenues
. Bond issuance proceeds
. Other Agency and non-Agency financial resources
The following tax increment revenue projections are based on current assessed values in the project areas
and an annual growth rate of two percent for those values. They do not account for future redevelopment
projects which will significantly increase tax increment generation in the project areas.
FY 2009/10 to 2013/14 Projected Revenues
Available for Merged BayfrontlTown Centre I
Cross Tax Increment 5,012,162 5,112,405 5,214,653 5,318,946 5,425,325 26,083,492
Less: Pass-Through Payments 510,598 520,810 531,226 541,851 552,688 2,657,172
Less: Housin Set-Aside 1,002,432 1,022,481 1,042,931 1,063,789 1,085,065 5,216,698
Less: Debt Obligations 2,141,906 2,140,204 2,138,235 2,134,959 2,132,840 10,688,143
Less: Loan Repayment (to
General Fund) 472,955 0 0 0 0 472,955
Less: ERAF 0 306,338 353,322 353,322 353,322 1,366,303
Net Tax Increment Available
for Admin &
Projects/Programs 884,271 1,122,572 1,148,940 1,225,026 1,301,411 5,682,220
FY 2009/10 to 2013/14 Projected Revenues
Available for Merged Chula Vista
Cross Tax Increment 9,713,223 9,907,487 10,105,637 10,307,750 10,513,905 50,548,003
Less: Pass-Through Payments 2,109,198 2,151,382 2,194,410 2,238,298 2,283,064 10,976,351
Less: Housing Set-Aside 1,942,645 1,981,497 2,021,127 2,061,550 2,102,781 10,109,601
Less: Debt Obligations 1,599,180 2,109.455 2,105,009 2,113,654 1,283,256 9,210,554
Less: Loan Repayment (to
General Fund) 2,309,887 0 0 0 0 2,309,887
Less: ERAF 0 593,662 685,860 685,860 685,860 2,651,242
Net Tax Increment Available
for Admin &
Projects/Programs 1,752,313 3,071,491 3,099,231 3,208,388 4,158,944 15,290,367
Page 45
15-55
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
FY 2009/10 to 2013/14 Projected Net Tax Increment
Revenues Available for All Project Areas
Merged Bayfront/ Town
Centre I 884,271 1,122,572 1,148,940 1,225,026 1,301,411 5,682,220
Merged Chula Vista 1,752,313 3,071,491 3,099,231 3,208,388 4,158,944 15,290,367
TOTAL 2,636,584 4,194,063 4,248,171 4,433,414 5,460,355 20,972,588
Page 46
15-56
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
_lfJ:;~~~m__
The 2005-2009 Redevelopment Implementation Plan divided the redevelopment project areas into three
geographic focus areas. In the current 2010-2014 Redevelopment Implementation Plan, the report has been
reorganized to track plans, policies, programs and projects by the two merged Redevelopment Project Areas:
BayfrontfTown Centre I (comprised of the Bayfront Original, Bayfront Amended, Town Centre I Original and
Town Centre I Amended project areas) and Merged Chula Vista (comprised of the Town Centre II Original,
Town Centre 11 Amended, Otay Valley, Southwest Original, Southwest Amended and 2004 Added Area
project areas). To track the accomplishments from the previous five year cycle, the list has been organized
by the three geographic focus areas. However, to provide transition to the 2010-2014 Redevelopment
Implementation Plan, a column has been added to show the location and the current status of the work
program.
ALL GEOGRAPHIC FOCUS AREAS
COMPREHENSIVE PLANNING DOCUMENTS & PROCESSES
Public Outreach and Education
Develop an outreach and education program to provide the community
with information regarding the purpose and benefits of redevelopment,
the Agency's role, tools used, and specific development proposals.
a Provide general and technical information to community
organizations other civic groups.
o Implement an ongoing process of educating and encouraging input
from the community regarding specific development proposals.
Expansion of the Chula Vista Redevelopment Project Areas
Adding territory to the existing Merged Chula Vista Redevelopment
Project Area would strengthen the Agency's ability to leverage Low-
Mod Funds for affordable housing, including new construction and land
purchases, and further the Agency's legislative charge to remove blight.
o Adoption of a Survey Area
Proportionate Increase of 20% Housing Set~Aside
Conduct a policy study for developing an accounting system that
proportionately increases the annual amount of tax increment that is
deposited into the Low-Mod Fund as tax increment revenues reach
specified goal levels. This project would further the Agency's ability to
facilitate the creation of affordable housing and meet its state-mandated
housing obi igations.
o Policy study to analyze the accounting structure and identify
appropriate tax increment thresholds for set-aside increases.
All Project Areas
Ongoing
All Project Areas
Continued to
2010-2014
Work Plan
All Project Areas
Not
Implemented
Page 47
15-57
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
NORTH GEOGRAPHIC FOCUS AREA
Environmental Remediation
o Coordinate and work with individual property owners as
contaminated sites are identified for the remediation of hazardous
materials to create a viable development site.
:KEY CATALYST PROJECTS'
Third Avenue Redevelopment Opportunities
The development or redevelopment of vacant or underdeveloped
properties located along the Third Avenue corridor from E Street to the
North and G Street to the South.
o Negotiate and complete four Agreements for mixed-use retail and
residential developments.
o Facilitate the completion of 60,000 sq. feet of new retail/commercial
development.
E Street & Woodlawn Redevelopment Opportunities
The redevelopment of underdeveloped properties located south of E Street
along Woodlawn Avenue to provide a mixed-use retail and residential
development.
Q Pursue Agreements with property owners and developers to provide
the Agency with the ability to explore, initiate, and enter into different
types of development agreements for future redevelopment projects.
Scripps Hospital
o Assist Scripps hospital in developing a business plan to maintain the
presence of quality medical facilities in the Northwest area of the
City.
H Street Corridor Study'"
Develop a pathway for making the H Street Corridor a reinvigorated and
vibrant regional commercial and retail area by developing strategies to
retain and grow existing businesses and identify and attract new jobs and
industries.
o Conduct a study of four key issue areas affecting economic and real
estate development opportunities in the H Street Corridor, between
Fourth Avenue and the 1-5 Freeway, including: (1) Strategic vision
and implementation plan for creating new jobs of high economic
value generated from sources external to the City (new jobs); (2)
Analysis of the core economic, social, and transportation linkages
between the developing Sa rant and the Urban Core commercial
All Project Areas
Merged Bayfrontl
Town Centre I
(Town Centre I)
Project Area
Merged Chula
Vista
(Town Centre II)
Project Area
Merged Chula
Vista
(T own Centre II)
Project Area
Merged Chula
Vista
(Town Centre II)
Project Area
Ongoing
'. .
Continued to
2010-2014
Work Plan
Continued to
2010-2014
Work Plan
Continued to
2010-2014
Work Plan
Continued to
2010-2014
Work Plan
Page 48
15-58
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
areas along Third Ave; (3) Analysis and recommendations for the
Scripps Health Complex and the Chula Vista Shopping Mall; and (4)
Alignment of economic development priorities with appropriate
urban design and transit along the Corridor.
Gateway Chula Vista
o Complete construction of 100,000 sq. feet of commercial/office and
retail as the third phase of the Gateway project.
AFFORDABLE HOUSING
Seniors on Broadway
o Complete the Seniors on Broadway housing project: 41-units of rental
housing for extremely low and very low income seniors in the
Southwest Project Area (825 Broadway b/w Sierra Way and K Street).
New Construction of Housing
o The Agency will work to acquire property for the purpose of assisting
in the construction of 100 affordable rental units for very low and low
income households.
Merged
BayfrontlT own
Centre I
(Town Centre I)
Project Area
Merged Chula
Vista
(Added)
Project Area
All Project Areas
WEST GEOGRAPHIC FOCUS AREA
Continued to
2010-2014
Work Plan
Completed
Ongoing
PLANS & POLICIES'
Bayfront Redevelopment - Planning
Support Bayfront master planning between the Port of San Diego and
the City of Chula Vista to create comprehensive, up-ta-date, anJ
streamlined policies and initiatives for the Bayfront Project Area.
Support City efforts to prepare and apply policy and legislative
documents that enable the implementation of the Chula Vista Bayfront
Master Plan elements located within the City's jurisdiction.
o Amend the existing Bayfront Redevelopment Plan to align land use
policies and procedures with the proposed Bayfront Master Plan.
o Support the California Coastal Commission Approval of Local
Coastal Plan Amendment (LCPA) and Port Master Plan Amendment
(PMPA).
o Support efforts by the developer and the Port to obtain State Lands
Approval.
Bayfront Redevelopment - Infrastructure Improvements
The Bayfront area lacks the necessary public infrastructure to support
the redevelopment of the area to more intense land uses as proposed
Merged
BayfrontlTown
Centre I
(Bayfront)
Project Area
Merged
BayfrontIT own
Centre I
"';.
Continued to
2010-2014
Work Plan
Continued to
2010-2014
Work Plan
Page 49
15-59
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
within the Bayfront ,\;\aster Plan. The redevelopment of the Bayfrant
area is a joint effort between the Port of San Diego and the City of
Chula Vista.
o Coordinate with the Port and the City's Engineering and General
Services Departments to complete an assessment of the current
public infrastructure needs. Coordinate with the Finance and
Engineering Departments to develop the City's the Financing Plan
for the necessary improvements. .
Goodrich
Goodrich has consolidated its operations within the Northern Area of
the Bayfront. The consolidation now allows the redevelopment of their
former site of operation.
o Complete activities for the transfer of the Rados property to
Goodrich as required by the Agreement to allow for the
consolidation within its l'Jorth Campus and the vacancy of its
former operations.
o Demolish and remove vacant buildings located at Goodrich's
former operations.
CJ Environmental cleanup of groundwater contamination in the West
Geographic Focus Area.
(Bayfron!)
Project Area
Merged
BayfrontIT own
Centre I
(Bayfrant)
Project Area
Completed
KEY CATALYST. PROJECTS
Residential Development
Construction of up to 2,000 units of residential units within the Bayfront
master planning area.
o Entitle the residentially zoned land of the Bayfrant Master Plan area.
Merged
BayfrontJT own
Centre I
(Bayfron!)
Project Area
Continued to
2010-2014
Work Plan
SOUTH GEOGRAPHIC FOCUS AREA
. PLANS & POLICIES
Southwest Specific Plan
Facilitate the financing and preparation of a Specific Plan for the
Southwest to proVide for appropriate land uses and development
standards to facilitate the development and redevelopment of
properties with in the area.
Merged Chula
Vista
(Southwest)
Project Area
Continued to
2010-2014
Work Plan
Page 50
15-60
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
o Work with the Finance Department and the Office of
Budget & Analysis to develop a financing plan for the
development of the Southwest Specific Plan and initiate the
development of the Plan.
o Support City efforts to complete the Southwest Specific Plan.
Environmental Remediation
o If awarded EPA Brownfield Assessment Grant, complete
Phase J site assessments for Southwest Project Area.
o Submit an application for EPA Revolving Loan Fund Grant
Program to complete Phase II site assessments and cleanup.
Merged
Bayfront/Town
Centre I
(Bayfront)
Project Area
PUSLlCINFRASTRUCTURE & AMENITIES
Main Street Improvement Plan
o Agency will coordinate with the Engineering Department to
complete an assessment of current deficiencies and an
improvement plan to address identified deficiencies. The
Agency will also coordinate with the Finance Department
and Engineering to develop a Financing Plan for the
necessary improvements.
KEY. CATALYST PROJECTS.
Redevelopment Opportunities
o Identification of key strategic sites, which are vacant,
stagnant or underutilized, to stimulate redevelopment
Auto Park Expansion
o Complete construction of directional signs for Auto Park,
including visible freeway signage.
Auto & Construction Material Recycling Areas".
The Otay Valley Project Area is home to numerous automobile
and construction material recycling businesses. These
businesses provide a needed service, but there may be higher
and better uses for this location of the City.
o Conduct a feasibility study for the Otay Valley Project Area
to: (1) Determine if other land uses, such as expansion of
the auto park or development of new industrial or business
parks, may be a better use of some or all of the Project Area;
(2) Analyze the compatibility of existing and potential future
land uses with the surrounding community; and (3) Examine
Merged Chula
Vista
(Southwest)
Project Area
Merged Chula
Vista
(Southwest)
Project Area
Merged Chula
Vista
(Otay Valley)
Project Area
Merged Chula
Vista
(Otay Valley)
Project Area
Continued to
2010-2014
Work Plan
Continued to
2010-2014
Work Plan
"
Continued to
2010-2014
Work Plan
Continued to
2010-2014
Work Plan
Not
Implemented
Page 51
15-61
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
how existing and potential land uses fit into the overall
economic development strategy for the City.
Landfill Annexation .n
The City has an agreement with the County of San Diego that
allows the City to annex and acquire approximately 54-acres of
land adjacent to the landfill.
0 Conduct a study to determine if development of a business Merged Chula Continued to
Vista
or industrial park at this location could create a competitive 2010-2014
advantage in recruiting private, knowledge-based (Otay Valley) Work Plan
technology campan ies to Chula Vista. Because of its Project Area
location within the Otay Valley Project Area and proximity
to numerous auto recycling businesses, study complements
the analysis of the existing automobile and construction
material recycling uses.
.' - . .
.- ". AFFORDAB LE HOUSING " ..
,:-, " ,
Affordable Housing Program
Expand housing opportunities for low and moderate-income Merged Chula
residents by partnering with affordable housing developers and Vista Continued to
providing assistance for the new construction of approximately 2010-2014
240 dwelling units. (All Sub-areas) Work Plan
0 Complete construction of 120 new low or moderate-income Project Area
dwelling units.
Page 52
15-62
REDEVELOPMENT PROJECT AREAS
Five Year Implementation Plan
2010 to 2014
AFFORDABLE HOUSING ACCOMPLISHMENTS
Within Redevelopment Project Areas
BRISA DEL MAR (Southwest)
. New construction of 106 family rental units
. 10 units for very low income households at 50% AMI
and 96 units for low income households at 60% AMI
. $1.5 million in Redevelopment Low-Moderate
Income Housing Set Aside funds and $300,000 in
HOME funds
. 1695 BroadwaY
. Completed in December 2005
MAAC Seniors on Broadway (Southwest)
. New construction of 42 rental housing units for seniors
. 5 units at 30% of AMI, 16 units at 45% of AMI and 20 units at
50% AMI
. 845 Broadway
. $3,511,195 in HOMEfunds
. Completed in January 2008
Los Vecinos (Southwest)
. New construction of 42 rental housing units
. 5 units at 30% AMI, 7 units at 45% AMI, 21 units at 50% AMI and
8 units at 60% AMI
. 1501 Broadway
. $5,680,000 in Redevelopment Low-Moderate Income Housing
funds
. Completed in April 2009
Outside of Redevelopment Project Areas
Landings I
. New construction of 92 rental units
. 2122 Burdock Way within the Winding Walk master planned
community
. 26 units at 50% AMI and 106 units at 60% AMI
. $1,100,000 in HOME funds
. Completed in November 2008
Page 53
15-63
RDA RESOLUTION NO. 2009-
RESOLUTION OF THE REDEVELOPMENT AGENCY OF
THE CITY OF CHULA VISTA ADOPTING A FIVE YEAR
IMPLEMENTATION PLAN FOR THE MERGED
BA YFRONT/TOWN CENTRE I REDEVELOPMENT PROJECT
AREA (INCLUDING BA YFRONT AND TOWN CENTRE I)
FOR THE 2010-2014 PERIOD
WHEREAS, Section 33490 of the California Community Redevelopment Law (Health
and Safety Code ~33000, elseq.) requires that redevelopment agencies prepare and adopt, after a
public hearing, an implementation plan for adopted redevelopment project areas every five years;
and
WHEREAS, Section 33490 of the Health and Safety Code provides that the
implementation plan shall contain the specific goals and objectives of the agency for the adopted
project areas,. the specific programs, including potential projects, and estimated expenditures
proposed to be made during the next five years, and an explanation of how the goals and
objectives, programs, and expenditures will eliminate blight within the project area and
implement the Agency's housing requirements contained in Health and Safety Code Section
33333.10, if applicable, and Sections 33334.2, 33334.4, 33334.6, and 33413; and
WHEREAS, the Agency previously adopted initial Five Year Implementation Plans for
the Town Centre I and Bayfront Redevelopment Project Areas on December 13, 1994, and
subsequent Five Year Implementation Plans for those project areas on November 10, 1999; and
WHEREAS, a portion of the Housing Fund will be spent on administration. Housing
Fund expenditures for planning and administration are necessary for the production,
improvement or preservation of affordable housing; and
WHEREAS, the Agency's affordable housing production requirement will be met in the
aggregate among all project areas. All project areas are located in western Chula Vista and have
similar demographics. Therefore, aggregation will not cause or exacerbate racial,. ethnic or
economic segregation in anyone project area; and
WHEREAS, notice of a public hearing to consider adoption of the Five Year
Implementation Plan was published, mailed, and posted pursuant to Section 33490(d) of the
Health and Safety Code and Section 6063 of the Government Code; and
WHEREAS, in accordance with Section 33490(a)(l)(A) of the Health and Safety Code,
the Board of Directors of the Chula Vista Redevelopment Agency held a public hearing on
... December 15,2009, to hear public testimony and consider adoption of the Five Year.
Implementation; and
15-64
RDA Resolution No. 2009-
Page 2
WHEREAS, in accordance with Section 33490(a)(1)(B) of the Health and Safety Code,
the adoption of an implementation plan does not constitute an approval of any specific program,
project, or expenditure, and does not constitute a project within the meaning of the California
Environmental Quality Act (Public Resources Code 921000, et self.) (CEQA), and is therefore
statutorily exempt from the CEQA pursuant to Section 15061(b)(1) of the State CEQA
Guidelines.
NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency of the City of
Chula Vista does hereby adopt the Five Year Implementation Plan for the Merged
Bayfront!Town Centre I Redevelopment Project Arca (including Bayfront and Town Centre I)
for the 2010-2014 period, in accordance with Section 33490 of the California Health and Safety
Code.
Gary Halbert, AICP, PE
Deputy City Manager!
Director of Development Services
A=:d:::07b~~
~~.;:..>
Presented by:
15-65
RDA RESOLUTION NO. 2009-
RESOLUTION OF THE REDEVELOPMENT AGENCY OF
THE CITY OF CHULA VISTA ADOPTING A FIVE YEAR
IMPLEMENTATION PLAN FOR THE MERGED CHULA
VISTA REDEVELOPMENT PROJECT AREA (INCLUDING
TOWN CENTRE II, SOUTHWEST, OTAY VALLEY, AND
ADDED AREA) FOR THE 2010-2014 PERIOD
WHEREAS, Section 33490 of the California Community Redevelopment Law (Health
and Safety Code 933000, et seq.) requires that redevelopment agencies prepare and adopt, after a
public hearing, an implementation plan for adopted redevelopment project areas every tlve years;
and
WHEREAS, Section 33490 of the Health and Safety Code provides that the
implementation plan shall contain the specific goals and objectives of the agency for the adopted
project areas, the specific programs, including potential projects, and estimated expenditures
proposed to be made during the next five years, and an explanation of how the goals and
objectives, programs, and expenditures will eliminate blight within the project area and
implement the Agency's housing requirements contained in Health and Safety Code Section
33333.10, if applicable, and Sections 33334.2, 33334.4, 33334.6, and 33413; and
WHEREAS, the Agency previously adopted initial Five Year Implementation Plans for
the Town Centre II, Southwest, and Otay Valley Redevelopment Project Areas on December 13,
1994, and subsequent Five Year Implementation Plans for those project areas on November 10,
1999; and
WHEREAS, in accordance with Section 33352(c) of the Health and Safety Code, the
Agency previously adopted an initial Five Year Implementation Plan for the Added Area
Redevelopment Project Area on May 4, 2004 in conjunction with the adoption of the Amended
and Restated Redevelopment Plan for the Merged Chula Vista Redevelopment Project Area; and
WHEREAS, a portion of the Housing Fund will be spent on administration. Housing
Fund expenditures for planning and administration are necessary for the production,
improvement or preservation of affordable housing; and
WHEREAS, the Agency's affordable housing production requirement will be met in the
aggregate among all project areas. All project areas are located in western Chula Vista and have
similar demographics. Therefore, aggregation will not cause or exacerbate racial, ethnic or
economic segregation in anyone project area; and
___ WHEREAS, notice of a public hearing to consider adoption of the Five Year
Implementation Plan was published, mailed, and posted pursuant to Section 33490(d) of the
Health and Safety Code and Section 6063 of the Government Code; and
15-66
RDA Resolution No. 2009-
Page 2
WHEREAS, in accordance with Section 33490(a)(I)(A) of the Health and Safety Code,
the Board of Directors of the Chula Vista Redevelopment Agency held a public hearing on
December 15, 2009, to hear public testimony and consider adoption of the Five Year
Implementation; and
WHEREAS, in accordance with Section 33490(a)(1)(B) of the Health and Safety Code,
the adoption of an implementation plan does not constitute an approval of any specific program,
project, or expenditure, and does not constitute a project within the meaning of the California
Environmental Quality Act (Public Resources Code (121000, et seq.) (CEQA), and is therefore
statutorily exempt from the CEQA pursuant to Section 15061(b)(1) of the State CEQA
Guidelines.
NOW, THEREFORE, BE IT RESOLVED that the Redevelopment Agency of the City of
Chula Vista does hereby adopt the proposed Five Year Implementation Plan for the Merged
Chula Vista Redevelopment Project Area (including Town Centre II, Southwest, Otay Valley,
and Added Area) for the 2010-2014 period, in accordance with Section 33490 of the California
Health and Safety Code.
Presented by:
Approved as to form by:
Gary Halbert, AICP, PE
Deputy City Manager!
Director of Development Services
15-67
kJ.~' 0 wJ {/It fD t"!'Y'O--f1'/n1
CHUlA VISTANS FOR PRIVATE PROPERTY PROTECTION {kvn 15
MEMORANDUM I '2./ -109
PO Box 2447, Chula Vista, CA 91912 I ':J
Dear Neighbor,
l\'layor Cox and our City Council arc preparing to cxnand redevelopment to residential areas at the City
Conllcilmceting un Decemher 15. This top down proposal will result in even more of our tax dollars being
eli vcr1ed, by redevelopment, fr0l11 funding essential public services to funding an lnc1Tcctlvc redevelopment agency
and developer subsidies.
Due 10 years oCpoor management and failed projects, the City's Redevelopment Agency is attempting to expand
their tax increment base in order to subsidize their budgets and stalT. We cannot afford for our ]oeal officials to
divert any marc of our tax dollars away fi-om already underfunded public services such as police, fire and library
staff in order for them to pay for redevelopment studies, redevelopment staff, and developer subsidies. One only
has to look at the redevelopment agency's track record to detennine that it's time to stop throwing good moncy
aller bad...
CHULA VISTA'S R.EDEVELOPMENT AGENCY'S TRACK R1cCORD
Disp]aced SEVEN ]ocal businesses, including Arby's and Farrell's Ice Cream Parlor, in order to clear the
way for an ABORTED Scripps Hospita] expansion in the 1990's, which resulted in the LOSS of48
equivalent rulltime jobs and thc LOSS of sales and property taxes - previously generated by the displaced
businesses.
Between 1991 and 2006 the Redeve]opment Agency collected ]5.6 million dollars in tax increment in
Southwest Chula Vista. Because of redevelopment law mandates and a negotiated settlement with the
County, ONL Y 6.] million of those dollars was allocated for rccleve]opment and ofthat, 5.7 million was
spent on City Staff.
The Town Center Redeve]opment Plan was approved in 1976 (0 redevelop the historic seetlOn of Third
Avenuc. If you walk the street today, you will notice that the street looks very much the same as it did in
the seventies, except that today you'll notice a vacant lot, closed storefronts and struggling businesses
instead of redevelopment.
As you can see, Chub Vista divelis 111illiol1s ofprupcr1.y tax dollars each year away trom our genc.rnl fund and gives
those dollars to a costly and ineffective redevelopment agency. We must protect our public services and prevent
loc31 residents from being displaced.
'::.l.,,~" - ,;:. '. ."'C',' . H, .'.~ ,_ '.' '." .:".~' -".' ,," ,A. .- "'-.~-'J;.."...., ';-.<~,,, .,": 'I' .,'.s',-,,",'[", .......u.,>;. ,'.,,-;.',..'~:'" ;<:,:1" '","". i.:i':'...:<- :_ '.... ',';I:.. '". ..... ,~' <.', ',." _. . .,""
T0GETH ER),WF CP.:.Ni:r\AAKE~'A'~DI F FEREN~ E!;c,M'A:KE't,(Q.U R;VQI<a E: HEARD!
. .f -. '''''_' .....,_..,...,., ". ,_ ,~"~" .,_...F"....,~.........'.."',:.!'...:,..,<l' ',_ .._."..l.. ",.... ",._,.' 'd".-.." . .,,".,.. .,,, .,... " ".' " ".,'
Pleasc contact Mayor Cox anll onr City Conncil Mcmbcrs today and tcll them that we will not tolcrate any
rcsidcntiallalld grab by their redcyclopnlcnt agency. Our city services cannot afford any future cuts ~
order to fund a l',ostly redevelopment agency that is not accountahle to the people.
..-----"-
SincerelYl
Chu!a Vistansfor Private Property Protection
P .S, For your convenience, enclosed please find stationary and a pre-stamped envelope addressed to
the Mayor and Council. In addition to writing a letter, please consider speaking at the Council meeting
on Tuesday, December 15 at 4:00PM at City Hall, 276 Fourlh Ave.
TIME IS RUNNING OUT, SO PLEASE WRITE AND MAIL YOUR LETTER TODAY!
Greetings,
This 5 year Redevelopment Plan is for 2010 to 2014.
On page 15-40 you will see the Table I showing the affordable housing required and
produced.
1980 to 1993-94
1994-94 to 2003-04
2004-5 to 2013-14 forecast
Required
Very Low Low & Mod
22 31
2 3
21 31
Total
45
65
Produced
Very Low Low & Mod
o 0
68 311
13 0 224
198
535
Even ifan adjustment is made to allow for 1/2 credit for units outside the project areas
there are an execss of units as shown below:
1980 to 1993-94
1994-94 to 2003-04
2004-5 to 2013-14 forecast
Rcquired
Vcry Low Low & Mod
22 31
2 3
21 31
Total
45
65
Produced
Very Low Low & Mod
o 0
45 162
107 162
152
324
Looking at thc requircment and the production it is not evident to me that the
redevelopment areas need to be expanded at this time for the 2010 to 2014 plan.
In addition, the leading sentence in the second paragraph from the bottom on page 15-38
states that "Over the past ten year period, there has bcen very little housing developmcnt
within the project arcas due to the limited availability of residentially zoned land." I
would like to take exception with this statement for the following reasons, the most
glaring of which is the rccent approval of the UCSP in 2007 which provides for an
additional net of approximately7, I 00 residential units over the existing 3,700 mostly thru
mixed use. The majority of the UCSP appears to be in rcdevelopment zones.
Second there have been recent approvals and/or construction ofresidential in
redevelopment zones. Seniors on Broadway, Spotlight on Broadway and the 25 unit
condo project at 778 Broadway come to mind.
Earl