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2000 04 26 CC ADJOURNED
A. 1 FOR ADJOURNED REGULAR MEETING OF THE CITY OF D,, .. CITY COUNCIL COMMUNITY REDEVELOPMENT AGENCY APRIL 26, 2000 #: ESTHER SNYDER COMMUNITY CENTER, RM #1 4100 BALDWIN PARK BLVD BALDWIN PARK, CA 91706 PUBLIC COMMUNICATIONS FIVE (5) MINUTE MAXIMUM SPEAKING TIME LIMIT "No Action or Discussion shall be taken on any item not appearing on the posted agenda, except the members of the legislative body or its staff, who may briefly respond to statements made or questions posed by persons... ". (Government Code §54954.2) Si desea habiar acerca de cualquier terra, por favor, pase adeiante durante Communicacion Oral. Un interprete estara presente. 1. CLOSED SESSION A. CONFERENCE WITH LABOR NEGOTIATOR (GC Section 54957.6) Agency Negotiator: Jose Mesa, Personnel /Risk Manager, Jose Sanchez, Interim Finance Director and Attorney Richard Kreisler Employee SEIU; Professional and Technical Employees; Police Management Organization(s) Employees; Confidential Employees; and General Management Employees 2. REPORTS OF OFFICERS A. SECOND READING AND ADOPTION OF ORDINANCE NO. 1158- AMENDMENT TO MERGE FIVE OF THE SIX AGENCY'S REDEVELOPMENT PROJECT AREAS Recommendation: City Council read by title only and adopt on second reading, Ordinance No. 1158 entitled, " AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BALDWIN PARK AMENDING THE SAN GABRIEL RIVER REDEVELOPMENT PROJECT, THE WEST RAMONA BOULEVARD REDEVELOPMENT PROJECT, THE DELTA REDEVLOPMENT PROJECT AND THE SIERRA VISTA REDEVELOPMENT PROJECT ". B. DECISION - MAKING WORKSHOP/DOWNTOWN STRATEGIC REVITALIZATION IMPLEMENTATION WORK PROGRAM (PBID- MANAGEMENT DISTRICT PLAN) Recommendatiom Open discussion between City Council, consultant Ron Cano and the Downtown Stakeholders on the formation of a business improvement district. City Council to direct staff on next step to form a Business Improvement District. Agenda - April 26, 2000 Page 2 3, COUNCIL/STAFF REQUESTS AND COMMUNICATIONS 4. ADJOURN CERTIFICATE OF POSTING 1, Rosemary M. Ramirez, Deputy City Clerk of the City of Baldwin Park, certify under penalty of perjury under the laws of the State of California, that the foregoing agenda was posted on the City Hall bulletin board as required by state law. Rosemary M. Ra rez, Deputy City Cle COPIES OF STAFF REPORTS AND SUPPORTING DOCUMENTATION PERTAINING TO EACH ITEM ON THIS AGENDA 1S AVAILABLE FOR PUBLIC INSPECTION AT CITY HAIL AND THE LIBRARY. FOR FURTHER INFORMATION REGARDING AGENDA ITEMS, CONTACT THE CITY CLERK'S OFFICE AT (626) 813 -5213. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the Public Works Department or Risk Management, (526) 360 -4011. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.102.104 ADA Title 11). A Je CITY 0 IL AGENDA APR 2 6 2000 TO: Honorable Mayor and Members of the City Council FROM: Rick Forintos, Interim Community Development Director DATE: April 26, 2000 SUBJECT: Second Reading and Adoption of Ordinance No. 1158- Amendment to Merge five of the six Agency's Redevelopment Project Areas. The purpose of this report is to request City Council approval to adopt Ordinance No. 1158 on second reading. r On March 15, 2000, the City Council held a public Dearing on the proposed amendments to the redevelopment plans and introduced for first reading Ordinance No. 1158 approving the amendments to merge five out of the six redevelopment project areas. The redevelopment project areas to be merged are the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project and the Sierra Vista Redevelopment Project. RECOMMENDATION: Staff recommends that the City Council read by title only and adopt on second reading, Ordinance No. 1158 entitled, "AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BALDWIN PARK AMENDING THE SAN GABRIEL RIVER REDEVELOPMENT PROJECT, THE PUENTE- MERCED REDEVELOPMENT PROJECT, THE WEST RAMONA BOULEVARD REDEVELOPMENT PROJECT, THE DELTA REDEVELOPMENT PROJECT AND THE SIERRA VISTA REDEVELOPMENT PROJECT ". ATTACHMENTS Attachment #1- Ordinance Number 1158, Amendments to the Redevelopment Plans with respect to Redevelopment Project Merger. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BALDWIN PARK AMENDING THE SAN GABRIEL RIVER REDEVELOPMENT PROJECT, THE PUENTE- MERCED REDEVELOPMENT PROJECT, THE WEST RAMONA BOULEVARD REDEVELOPMENT PROJECT, THE DELTA REDEVELOPMENT PROJECT AND THE SIERRA VISTA REDEVELOPMENT PROJECT WHEREAS, on December 2, 1976, the City Council of the City of Baldwin Park (the "City Council ") adopted Ordinance No. 746, which Ordinance adopted the Redevelopment Plan for the San Gabriel River Redevelopment Project which Plan was amended by Ordinance No. 1096, adopted January 18, 1995, Ordinance No. 1154, adopted December 15, 1999, and Ordinance No. 1157, adopted March 1, 2000; and WHEREAS, on August 16, 1978, the City Council adopted Ordinance No. 780, which Ordinance adopted the Redevelopment Plan for the Puente - Merced Redevelopment Project, which Plan was amended by Ordinance No. 883, adopted December 5, 1984, Ordinance No. 1095, adopted January 18, 3995, Ordinance No. 1154, adopted December 15, 1999, and Ordinance No. 1157, adopted March 1, 2000; and WHEREAS, on September 19, 1979, the City Council adopted Ordinance No. 801, which Ordinance adopted the Redevelopment Plan for the West Ramona Boulevard Redevelopment Project which Plan was amended on December 5, 1984, by Ordinance No. 876, Ordinance No. 1097, adopted January 18, 1 995, Ordinance No. 1154, adopted December 15, 1999, and Ordinance No. 1157, adopted March 1, 2000; and WHEREAS, on December 21, 1983, the City Council adopted Ordinance No. 868, which Ordinance adopted the Redevelopment Plan for the Delta Redevelopment Project, which Plan was amended by Ordinance No. 1094, adopted January 18, 1995, Ordinance No. 1154, adopted December 15, 1999, and Ordinance No. 1157, adopted March 1, 2000; and WHEREAS, on July 2, 1986 the City Council adopted Ordinance No. 947, which Ordinance adopted the Redevelopment Plan for the Sierra Vista Redevelopment Project which Plan was amended by Ordinance No. 1128, adopted December 3, 1997, Ordinance No. 1098, adopted January 18, 1995, and Ordinance No. 1154, adopted on December 15, 1999; and WHEREAS, the Redevelopment Agency of the City of Baldwin Park (the "Agency ") has and continues to conduct redevelopment activities in each of the above listed redevelopment project areas, pursuant to the Community Redevelopment Law, Health & Safety Code section 33000, et seq., and I WHEREAS, this Ordinance amends the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project (individually, each a "Project Area" and together the "Project Areas "), to merge the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project; and WHEREAS, the purpose of the merger of the San Gabriel River Redevelopment Project, the Puente- Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project will be for efficiency in administration and financing of all redevelopment projects; and WHEREAS, environmental review is categorically exempt pursuant to the guidelines of the California Environmental Quality Act. WHEREAS, after providing notice in accordance with all applicable laws, the City Council and the Agency held a joint public hearing on March 15, 2000 (the "Public Hearing„) to consider the adoption of this Ordinance; and WHEREAS, at the Public Hearing, the City Council and the Agency received oral testimony from all persons wishing to be heard, and in addition incorporated into the record of the Public Hearing the following documents, each of which is incorporated by reference into this Ordinance as though set forth fully herein, as are the minutes of the Public Hearing: A. The affidavit of publication of Notice of the Public Hearing. B. The certificate of mailing of Notice of Public Hearing to each property owner and tenant in each of the Project Areas to persons, firms or corporations which have acquired property within the Project Areas. C. The certificate of mailing of Notice of Public Hearing to the governing bodies of each taxing agency within the Project Areas. D. Agency Report to the City Council. E. The proposed Amendments to the Redevelopment Plans for the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project, P. Public Communications concerning the Amendment; and 2 WHEREAS pursuant to section 33457.1 of the Health and Safety Code, which indicates that this Ordinance must contain the findings required by section 33367 of said Code, to the extent warranted, the City Council makes the following findings; (1) It has been determined previously that the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project are blighted and that the redevelopment of each said Project Area is necessary to effectuate the public purposes of the Community Redevelopment Law, such conditions continuing to exist in the Project Areas: (2) The Redevelopment Plans for each of the Project Areas, as described above, as amended by this Ordinance, will continue to cause redevelopment in the areas in conformity with the California Redevelopment Law, and in the interests of the public peace, health, safety and welfare; (3) The adoption and carrying out of all of the subject Redevelopment Plans, as amended, is economically sound and feasible; (4) The Redevelopment Plans, as amended, conform to the General Plan of the City of Baldwin Park, including, but not limited to, the City's Housing Element, which substantially complies with the requirements of Article 10.6 of Chapter 3 of Division 1 of Title 7 of the Government Code; (5) The carrying out of the Redevelopment Plans, as amended, will continue to promote the public peace, health, safety and welfare of the City, and will continue to effectuate the purposes and policy of the California Redevelopment Law; (6) The execution of the time period in which to utilize the power of eminent domain is necessary to the execution of all redevelopment plans, and adequate provisions have been made for payment for property to be acquired as provided by law; (7) The Agency has a feasible method and plan for the relocation of families and persons who might be displaced, temporarily or permanently, from housing facilities in the Project Areas; (8) There are, or will be provided, within the Project Areas or other areas not generally less desirable in regard to public utilities and public and commercial facilities and at rents or prices within the financial means of the families and persons who might be displaced from the Project Areas, decent, safe and sanitary dwellings equal in number to the number of and available to such displaced families and persons and reasonably accessible to their places of employment; (9) Families and persons shall not be displaced prior to the adoption of a relocation plan pursuant to sections 33411 and 33411.1 of the Health & Safety Code, and dwelling units housing persons and families of law or moderate income shall not be 3 removed or destroyed prior to the adoption of a replacement housing plan pursuant to sections 33334.5, 33413 and 33413.5 of said Code; (10) Some areas remain blighted or are necessary for redevelopment, and are not included in this Ordinance for the purpose of obtaining the allocation of taxes from those areas pursuant to section 33070 of the Health & Safety Code without substantial justification for their inclusion; (11) It has been determined previously that the inclusion of any lands, buildings, or improvements which are not detrimental to the public health, safety, or welfare is necessary for the effective redevelopment of the area of which they are a part, and that all areas included are necessary for effective redevelopment and are not included for the purpose of obtaining the allocation of tax increment revenues from such areas pursuant to section 33570 of the Health & Safety Code without substantial justification for their inclusion; such determination continues to be correct in all Project Areas; (12) The elimination of blight and the redevelopment of all Project Areas could not reasonably be expected to be accomplished by private enterprise acting alone without the aid and assistance of the Agency, (13) All Project Areas are predominantly urbanized, as defined by subdivision (b) of section 33320.1 of the Health and Safety Code; (14) The City Council is satisfied that permanent housing facilities will be available within three years from the time occupants of the Project Areas are displaced and that, pending the development of the facilities, there will be available to the displaced occupants adequate temporary Dousing facilities at rents comparable to those in the community at the time of their displacements; and WHEREAS, the adoption of this Ordinance is in compliance with the requirements of the California Environmental Quality Act, Public Recourse Code, section 2100, et seq.; NOW, THEREFORE, THE CITY COUNCIL_ OF THE CITY OF BALDWIN PARK DOES ORDAIN AS FOLLOWS: SECTION 1. Any and all written and oral objections fled with or presented to the City Council in regard to the adoption of this Ordinance are hereby overruled. The written responses to those written objections are hereby adopted by the City Council, which responses are incorporated by reference as though set forth fully herein. SECTION 2. The City Council hereby approves and adopts the amendments to the Redevelopment Plans for the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project, as set forth in Exhibit "A'S attached hereto, which Exhibit is incorporated by reference as though set forth fully herein. 4 SECTION 3. The Redevelopment Plans, as amended, shall be known as the "Merged Redevelopment Plan" for the Merged Redevelopment Project, and each such Plan is hereby designated as the official Redevelopment Plan of each respective Redevelopment Project. SECTION 4. The applicable provisions of each of the Redevelopment Plans and the Ordinances adopting each Plan shall be deemed amended to provide that the San Gabriel River Redevelopment Project, the Puente- Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project shall be merged and designated the Merged Redevelopment Project, SECTION 5. It is found and declared that receipts and expenditures from and into each of the Project Areas, and into areas of the City not within a Project Area, are of substantial benefit to each of the Redevelopment Projects and to the City, and, subject to the provisions contained in proceedings for the issuance of any bonded indebtedness of the Agency outstanding on the effective date of this Ordinance, tax increment from any of the Project Areas may be used in any other of such Project Areas or in the City for any lawful purpose. SECTION 6. The Agency has established the Low and Moderate Income Housing Fund and has made the findings required by Health and Safety Code § §33334.2 and 33334.3 as to the amount heretofore and hereafter to be deposited into such Fund, which findings are deemed to be applicable under the requirements of Health and Safety Code §33487(a). SECTION 7. Environmental review is categorically exempt pursuant to the guidelines of the California Environmental Quality Act, SECTION 8. The Agency is authorized to incur indebtedness by bond resolution(s) or other agreement(s) for the San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta Redevelopment Project, and the Sierra Vista Redevelopment Project, or for such Redevelopment Projects as their respective areas are merged, pursuant to this Ordinance, pledging tax increment in such amount(s) as may be necessary (including reserve funds and costs) to finance or refinance indebtedness evidenced by resolutions or agreements pledging tax increment which are existing on the effective date of this Ordinance, and the amounts needed to service such indebtedness and the amounts paid under the Agreement referred to in the recitals hereof shall have a lien and claim upon the tax increment prior to the elimination of any deficit which may be created pursuant to Health and Safety Code §33487(d). The requirements of Health and Safety Code §33488 have been met. SECTION 9. The San Gabriel River Redevelopment Project, the Puente - Merced Redevelopment Project, the West Ramona Boulevard Redevelopment Project, the Delta 5 Redevelopment Project, and the Sierra Vista Redevelopment Project are hereby merged pursuant to the provisions of Health and Safety Code §33486. SECTION 10. If any section, subsection, sentence, clause., phrase, or portion of this Ordinance or the application thereof to any person, firm corporation, or circumstance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the remaining portions thereof. The City Council of the City of Baldwin Park hereby declares that it would have adopted the Ordinance and each section, subsections, sentences, clauses, phrases, or portion hereof, irrespective of the fact that any one or more sections, subsection, sentence, clause, phrase, or portions be declared invalid or unconstitutional. SECTION 11. The City Clerk is hereby directed to transmit a copy of this Ordinance to the Agency, which shall be responsible for carrying out the Redevelopment Plans, as amended. SECTION 12. The City Clerk shall certify to the passage of this Ordinance and shall cause the same to be posted in at least three (3) public places in the City, such posting to be completed not later than fifteen (15) days after the passage hereof. ATTEST: STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) ss. CITY OF BALDWIN PARK day of , 2000. Mayor Manuel Lozano 1, Rosemary M. Ramirez, Deputy City Clerk, of the City of Baldwin Park, do hereby certify that the foregoing Ordinance was regularly introduced and placed upon its first reading at a regular meeting of the City Council on March 15, 2000. That, thereafter, said Ordinance was duly approved and adopted at a regular meeting of the City Council on 2000, by the following vote: AYES: COUNCILMEMBERS: NOES: COUNCILMEMBERS: ABSENT: COUNCILMEMBERS: Rosemary M. Ramirez, Deputy 6 CITY COUNCIL AGENDA APP 2 6 2000 re t CITY OF BALDWIN PARK STA I �.. W go BAMWIN P .A�R,K TO: Honorable Mayor and Members of the City Council FROM: Rick Forintos, Interim Community Development Direc o DATE: April 26, 2000 SUBJECT: City Council Decision - Making Workshop /Downtown Strategic Revitalization Implementation Work Program (PBID- Management District Plan) The purpose of this staff report is to request City Council to discuss the option to proceed with the steps required to form a Property -Based Business Improvement District in accordance with the recommendations of the Downtown Strategic Revitalization Implementation Work Program. BACKGROUND 1 DISCUSSION: In July 1998, the City Council retained the services from Ron Cano, Downtown Main Street Visions (DMSV) to analyze existing citywide Economic Development and the economic revitalization of the Downtown/ Civic Center business district. On September 9, 1998, the City Council approved the recommendations made by DMSV and to initiate a process with downtown property owners and merchants with the goal to reestablish the Downtown as the focal point for the local community. With the City Council's support, DMSV commenced with preparing the detailed Implementation Plan. DMSV also assessed the feasibility of establishing a Property Based Business Improvement District (PBID). A PBID is a public /private partnership through which property owners wifih r a specified district agree to assess themseives for agreed upon improvements, activities and functions. By establishing a PBID, this implementation tool will empower the downtown property owners and businesses with the budget resources to improve business conditions. Summary of Meeting Milestones: • As part of the Strategic Planning Process, DMSV held an Informational Workshop with support by the downtown stakeholders on December 7, 1 999. Strong support was given by the stakeholders to approve this proposed Public / Private Partnership and to proceed with the necessary steps to form a PBID with a budget in the range of $100,000 to $125,000 per year for five years. • On March 7, 2000, Ron Cano of DMSV met with the City Council appointed Economic Development Committee made up of Council Members Bill Van Cleave and Ricardo Pacheco and City staff to discuss the next step in the Strategic Planning Process. • On April 11, 2000, an informational meeting was held at 5:30 p.m. at the Esther Snyder Community Center. There was good representation of the downtown with a total of 16 persons including Councilmembers, City staff and stakeholders (see attached Sign Up sheet). At this important meeting, the stakeholders were invited to organize a presentation to the City Council requesting "seed money" to move forward with this project. The consensus reached by the stakeholders was to proceed forward with the assessment district. The purpose of this Decision- Making Workshop with the City Council and downtown stakeholders is to publicly discuss the content of the Strategic Plan and Implementation Work Programs and take action at this workshop to proceed with implementation. The document enclosed in the binder represents input from downtown businesses and property owners covering about 12 months, including a comprehensive analysis by DMSV-defining specific issues and results oriented implementation strategies to empower the downtown area leadersh to improve business conditions in the downtown area. City Council and Downtown leadership authorization to proceed with the PBID is required to start the next phase of this Strategic Planning Process. The cost to hire DMSV to do the technical and legal noticing to start the PBID is estimated at $28,000. RECOMMENDATION: Staff recommends open discussion between City Council, Consultant Ron Cano and the Downtown Stakeholders on the formation of a business improvement district. City Council to direct staff on next step to form a Business Improvement District. Attachment Attachment #1 Downtown /Civic Center Strategic Revitalization Implementation Work Program (PBID Management District Plan). • Attachment #2 Brief Summary of Strategic Implementation Work Program. DOWNTOWNIMAIN Prepared By- IBC WNTOWN/NIAIN STREET VISIONS 214 Main Street, #IS Et Segundo, CA 90245 Phone: (310) 640 -0018 FAX: (310) 6.10 4)071 Februarf 2,000 DOWNTOWN/MAIN STREET VISIONS DOWNTOWN/ MAIN STREET n -- VISIONS February 2000 City of Baldwin Park City Council C/O Ms. Dayie Keller, Acting CEO City of Baldwin Park 14403 E. Pacific Ave. Baldwin Park, CA 917064297 RE: Downtown/Civic Center Revitalization Project Dear Honorable Mayor Lozano and City Council Members In accordance with our contract for professional services, DOWNTOWN/MAIN STREET VISIONS (DMSV) is pleased to present the following report titled: Baldwin Park Downtown/Civic Center Revitalization Implementation Work Program, 2000. This document represents the results of extensive input from Downtown/Civic Center (Project Area) property and business owners, and a comprehensive analysis by DMSV. The combination of public input and DMSV's analysis were used to define specific issues and to develop results oriented implementation strategies designed to improve the business conditions in the Project Area. DMSV also assessed the feasibility of establishing a Project Area Business Improvement District (BID). Following City Council acceptance of this Strategic Plan and authorization to _proceed with Phase II of this Project, a BID Steering Committee will be formed to refine the BID boundaries, weight value for property usage and location, and other factors that will establish the nexus between amount paid and benefit received. To avoid duplication of past efforts and to offer strategies that take the City and Project Area Leadership into an IMPLEMENTATION PHASE, DMSV used past studies and reports as a basis for its analysis and final recommendations. On behalf of DMSV, I thank the City Council and City Staff for the opportunity to lend our firm's expertise to this very important assignment. Our work efforts have truly been part of a TEAM effort and we thank everyone who has participated in this STRATEGIC PLANNING PROCESS. Sincerely, iTREET VISIONS 2 214 MAIN STREET, # 18 . EL SEGUNDO, CA 90245 . TEL (310) 540 -0018 • FAX (310) 440 -00171 DOWNTOWN11MAIN STREET VISIONS CONTENTS SECTION PAGE I BACKGROUND 4 II ASSESSMENT OF EXISTING CONDITIONS 0 III EXECUTIVE SUMMARY 12 IV RECOMMENDED IMPLEMENTATION WORK PROGRAMS 21 APPENDIX EXHIBITS: I. Comprehensive Tabulation of Opinion Survey Results. 2. Opinion Survey Comments - Property Owners and Merchants. 3. Opinion Survey Comments - Residents and Visitors. 4. October 20, 1999 DMSV Report to City Council regarding creation of .Public/Private Partnership Conceptual Framework. 5. Preliminary PBID Assessment Spread Model (This item will be completed in Phase H if a decision is made to proceed with a PiBID). 6. Detailed Engineer's Report (This item will be completed in Phase H if a decision is made to proceed with a PBID). 3 DOWNTOWNIMAIN STREET VISIONS DOWNTOWN /MAIN STREET VISIONS BACKGROUND This document presents DMSV's findings, analysis, and recommendations associated with the economic revitalization of the Baldwin Park Downtown/Civic Center business district (Project Area). The Project Area is defined as the general commercial area along Maine Ave., between Los Angeles Blvd. and Loray Ave., and along Ramona Blvd. between Stewart Ave. and Downing Ave. (excluding residentially zoned properties). DMSV facilitated extensive Stakeholder input to achieve private sector consensus support on the establishment of relevant issues, strategic priorities, specific implementation strategies, and budget support options; including establishing the level of support to form a Downtown area Business Improvement District (BID)_ This assignment was commissioned by the City of Baldwin Park- City Council. Over the past ten (12) months, the following Project Area property and business owners and residents provided valuable input to this Strategic Process: Cecelia Lee The Buy Back Store John Kundrath Kundrath Studio Ray Alber Alber's Heating/Air Conditioning Richard Kanold & Shellon Ballew Raul Martinez King Taco Restaurant, Inc. Horace & Helen Cortez Edith Rehmer William W. Yee James & Virginia Kallins Elliott (deceased) Elliott Paint & Equipment Property Owners Maine Street Launderette Rao L. Atluri, M.D. Ramona Medical Clinic Sanvil, Inc. Alvaro A. Castro, D. C. Castro Chiropractic Center Kilda Guillen Wayne Fletcher Dr. Ed Hernandez Baldwin Park Optomotric Center Arlene Howard PCP Property Management Ramon Arias Bonanza Furniture Business Owners Paul Bussey 5 Maine Pawn Shop DOWNTOWN /MAIN STREET VISIONS Wayne & Patricia Kezios Patricia's Villa Restaurant Mario Jimenez Knolls Prescription Pharmacy Elizabeth Refugio Panderia Jalisco Yolanda Duran Bank of America Pedro MaItos Baldwin Park Florist Francisco Alverez Carpet Colors Bill & Sara Van Cleave Mr. Bill's Hardware In connection with the City Council's Goal to utilize the Strategic Planning Process as a means to reach consensus support on implementing revitalization strategies that will produce measurable and noticeable results, DMSV pursued the following Project Objectives: • To seek and encourage public input and participation from Project Area Stakeholders and the general public. • To identify major issues relevant to the revitalization of the Project Area. • To direct attention to the "Critical Components" associated with creating successful downtown and mixed -use business districts. = To achieve consensus support from Project Area Stakeholders on the establishment of strategic priorities and specific implementation strategies. • To focus on the economic and market factors that will have the greatest influence on revitalizing the Downtown/Civic Center Area, but at the same time strive to establish the Project Area as unique and distinct within the greater market place. • To establish and "EMPOWER" the Project Area Leadership by defining respective roles and responsibilities as they relate to Downtown management, maintenance, marketing and promotions, special event planning and production, business retention and attraction, and security. • To recommend specific action items (interim and long term), and the appropriate level of budget support to proceed with the immediate implementation of results oriented strategies; including the formation of a private sector supported Business Improvement District (BID). BACKGROUND In July of 1998, the Baldwin Park City Council retained the services of DOWNTOWN /MAIN STREET VISIONS (DMSV) to analyze existing conditions and other influential factors associated with the manner and method by which the City pursues City -wide Economic Development. With the assistance of Urban Futures, Inc., our Project TEAM presented in our final report a number of findings, which served as a basis for the implementation strategies adopted by the City Council on September 9, 1998. The final report is titled Baldwin Park Economic Development Strategic Implementation Work Program. 0 DOWNTOWNIMAIN STREET VISIONS One of the major findings of our Project TEAM's analysis was that although the City's General Fund and redevelopment tax increment revenue base was not keeping pace with City expenditures and other financial obligations, the purchasing power of the City's residential and surrounding customer base was quite favorable, According to the report produced by CACI dated August 6, 1997, the 5 -mile radius report (which most larger anchor type retailers rely upon), states there are approximately 500,000 people with a median household income of nearly $39,000. Moreover, the 3 -mile disposable income report notes nearly 210,000 people having a median household (HH) disposable income of just over $42,000, with an anticipated increase to $48,000 by the year 2002_ These population figures combined with an above average median and disposable HH income do not support the reasons associated with the City's weak economic base_ As our Project TEAM pointed out in the Economic Development Implementation Work Program, from an economic development perspective the problem facing the City is clear: Baldwin Park residents are doing the majority of their shopping outside the City. The erosion of retail sales in Baldwin Park since 1990 is dramatic. In reviewing several categories, we found the following. Taxable Sales; (in 000's of constant 1998 dollars) Detail Category 1990 1996 Change Apparel $ 8,235 $ 3,419 ($4,816) General Merchandise 2,989 284 ($2,705) Food 35,265 25,754 ($9,511) Eating and Drinking 30,911 24,437 ($6,474) Horne Furnishings 6,974 2,153 ($4,821) In comparing the retail activity for Baldwin Park to the Primary Market Area as well as Los Angeles County for this time period, 1990 -1996, the most alarming statistic is that both the Primary Market Area as well as Los Angeles County have seen an increase in their retail taxable sales every year since 1993, where Baldwin Park has continued to erode in each of these years. Another tell tale statistic is the retail sales generated per business permit in Baldwin Park which is $247,266 compared to $779,999 in the Primary Market Area and $604,418 in Los Angeles County. This can indicate smaller retail stores but can also indicate less productive retail space. The final indicator that validates what the other two numbers are telling us is the retail dollars spent per capita. Baldwin Park's retail per capita is $2,185 contrasted with West Covina at $7,315, El Monte at $6,878 and La Puente at $3,656. As DMSV reported in the Economic Development Strategic Implementation Work Program, our Project TEAM concluded that the Downtown/Civic Center Project Area is ideally situated to recapture some of the retail leakage pointed out above. Geographically, 7 DOWNTOWN /MAIN STREET VISIONS the Downtown/Civic Center Project Area Baldwin is the largest retail area in the City of Baldwin Park and obviously the historical retail shopping area as well. Within a few blocks, every commodity that a consumer would need is available. Existing retailers within walking distance are Lucky's, Sav -On, Max Video, a pet store, a bridal store, candy, furniture and bedding, liquor, discount stores, beepers and cell phones, hardware and more. There are a plethora of services as well as a post office, City Hall offices, medical services to include dental, chiropractic, general practitioners and optometry, immigration services, a travel agency, accountants, insurance, hair salons, a Bank of America, and auto repair shops- 8 DOWNTOWN/MAIN STREET VISIONS ASSESSEMENT EXISTING CONDI'T'IONS As standard practice, DMSV has found it useful to gather our Project TEAM at the beginning of the project assignment to put our "consumerfvisitor hat" on and literally walk the downtown business district and drive the surrounding competing commercial districts. We have found this practice useful in developing a "First Impression" of the issues and challenges that will most likely be relevant to improving business condition in the Downtown. As a rule, we like to include this initial assessment as part of our final report for the primary purpose of comparing the results of Stakeholder input with the issues that our professional TEAM initially identified as "critical" issues. Following is a summary of our Project TEAM's "Assessment of Existing Conditions." At first glance, the appearance of the Downtown/Civic Center Project area is camouflaged by the public improvements to the streetscape areas (between curb areas along public streets, especially along Ramona Blvd. and Maine Street. As one takes more time evaluating the businesses individually and the condition of private property and common areas opened to the public, however, the consistent list of elements typically found in deteriorating downtown businesses are also present within the Downtown/Civic Center Project Area. These elements include but are not limited to the following ( Note: Our Project Team did notice a number of exceptions): • Lack of signing • Signing that is not reflective of what is in the building • Deteriorating buildings, in desperate need of paint and repair • Windows covered with painted on "specials" • Storefronts not attractively merchandised • Storefronts with confusing merchandise • Graffiti • Signs only in Spanish • Stores with the lights not turned on • Merchandise piled up on the poor, not presented on a fixture • Sidewalks and planter areas dirty and filled with litter There are several stores that have done a good job modernizing and updating their store, improving the contents and the merchandise presentation. The elements that make these stores work for the customer versus the others that we observed include the following: • Clean exteriors • Good lighting outside and in • Exterior sign that is easy to see and read • The storefront windows reflect what the key commodities in the store are 9 DOWNTOWNIMAIN STREET VISIONS • The merchandise in the window is presented in an enduse statement using three dimensional concepts which make it eye appealing and draw you in • There is signage (not handwritten) in the window or on the door to tell the customer when they are open, communicate accepted methods of payment and perhaps a phone number • The walls in the store are attractively merchandised and invite your eyes to review the entire perimeter • There is merchandising signing on the walls so you can read what the vendors, categories, or items are that are merchandised in those areas • You see product merchandised low to high, so your eye goes from the front to the back • The merchandise appears to be clean, new or newly refinished, and well taken care of • Signs are apparent that help you on product information, pricing or other pertinent information. • Business owners /managers take pride in how exterior of their building looks, as evident by regular sweeping and litter pick -up. One just has to take the time to compare the above list of elements to many of the businesses within the Project Area to get a feel for DMSV's observations and comments. Typically a customer will not make the effort to stop and look at what might be inside the store, because the outside is not appealing. PUBLIC/PRIVATE (PARTNERSHIP The results of the Citywide Economic Development Implementation flan and DMSV's Assessment of Existing Conditions within the Downtown/Civic Center Project Area establishes that a public /private partnership is necessary in order to effectively revitalize the Project Area and to reestablish it as the "Heart and Soul" of the community. However, because it is imperative for this partnership to be driven by Stakeholder input and involvement, DMSV initiated a Strategic Process designed to bring to the surface issues relevant to the revitalization of the Project Area, and reach consensus support on priorities, implementation strategies and budget support options. The remainder of this report presents the results of an extensive outreach effort and framework that has been formulated to assist the City and Project Area Stakeholders address the physical conditions listed above and to implement strategies to successfully reestablish the Downtown/Civic Center Project Area as the center for economic development activity and as the focal point for community life and activities. The "TOOLS" and Project Methodology utilized in this assignment were uniquely developed by DOWNTOWN /MAINSTREET VISIONS and have been effectively used with other clients. The Strategic Planning and BID feasibility components of this assignment effectively commenced on January 4, 1999 and concluded with a Special Meeting of the City 10 DOWNTOWN/MAIN STREET VISIONS Council and Downtown Stakeholder on . The City Council officially approved DMSV's recommended strategies on 11 DOWNTOWNIMAIN STREET VISIONS .►UT r 1 12 DOWNTOWNIMAIN STREET VISIONS EXECUTIVE SUMMARY The Following is an Executive Summary of findings and recommendations developed through the Strategic Planning Process. In addition, the results of the Strategic Planning Process serves as a basis for the conceptual Public/Private Partnership framework recommended in this section, and as presented to the Baldwin Park City Council on October 20, 1999, and as supported by the Project Area Stakeholders that participated in the December 7, 1999 Informational Workshop. Proiect Methodology and Scope of Work: For a detailed description of the Methodology utilized by DMSV and the overall Project Scope of Work, reference can be made to the original proposal submitted by DMSV dated November 20, 1998 and titled "a Proposal to Provide Comprehensive Strategic Planning and Implementation Consulting Services, Related To The Revitalization Of The Doivnfo)vn /Civic Center Business District. " This Project effectively commenced on January 4, 1999. DMSV utilized the following "TOOLS" to insure that the Strategic Planning "PROCESS" was driven by Downtown/Civic Center property and business owner input, and brought to the surface issues relevant to the revitalization effort: 1. Direct one -on -one interviews with a representative group of Stakeholders. Stakeholders defined as follows: • Property Owners • Merchants/Businesses • Residents (within District boundaries and Community -wide) • City Council and City Staff • Chamber of Commerce 2. Mass distribution of a structured Opinion Survey (English and Spanish). • Property Owners and Merchants • Residents/Visitors 3. Focus Group Workshops and informational meetings (Spanish translation was make available at every meeting). 4. DMSV's professional assessment of the Strengths, Weaknesses, Opportunities, and Threats (SWOT). Through the utilization of the above mentioned tools, eighteen (IS) Project Area property and business owners were personally interviewed by DMSV Staff, seventy (70) opinion surveys were completed, submitted, and analyzed (19 property/business owners and 51 residents /visitors), three (3) Informational and Interactive Workshops were conducted with Downtown property owners, merchants, businesses, interested residents at large, and 13 DOWNTOWN/MAIN STREET VISIONS .key City Officials /Staff. Tn addition, DMSV met with the Board of Directors of the Baldwin Park Chamber of Commerce on two occasions, and with the City Council's Economic Development Subcommittee and the Executive Team on (3) occasions. During these workshops and meetings we reviewed and discussed the following items: I. General downtown revitalization concepts and issues specifically relevant to Downtown Baldwin Park 2. interview comments 3. Opinion Survey results 4. DMSV's assessment of existing conditions 5. Preliminary recommended implementation strategies Included in the Appendices of this report you will find a Comprehensive Summary of the Opinion Surveys (Exhibit 1); Opinion Survey Comments from Property Owners and Merchants (Exhibit 2); and Residents and Visitors Opinion Survey Comments (Exhibit 3). Please note that DMSV limited its editorial revisions to strengthen the accuracy and credibility of the results. Based upon these completed tasks, DMSV has established a clear sense of the major issues and areas of interest where there appears to be strong consensus support from Project Area Downtown Stakeholders. Following is a summary of our major findings on key issues: 1. When asked to rate the Project Area on specific areas critical to creating and maintaining a successful business district environment, the following areas were identified as receiving a strong "Poor" or "Fair to Poor" rating= "Poor " • Store Front Signage • Pedestrian Appeal • Comfortable Places to Sit Outside • Management ofDowntown/Civic Center Affairs "Fair to Poor" • Number of Convenient Parking Places • Variety of Goods Sold 1 When asked the question "From your perspective what are some of the conditions you would like to see enhanced /ungraded," the following items were listed with a high percentage of support: • Security • Street Sweeping • Sidewalk Repair • Marketing and Advertisement • Street Performers • Sidewalk Cleaning • Parking Facilities 14 DOWNTOWNIMAIN STREET VISIONS • Graffiti Removal • Postal Services • Traffic Calming • Private and Public Property Maintenance • Outdoor Art • Street Light Banners • Outdoor Dining • Decrease HomelessNagrants • Management of Business District Affairs 3. When asked the question "What types of Downtown Management Services (Property and Asset Management Services) would be beneficial to you, or that you would like to see offered," the following items were listed with a high percentage of support: + Marketing • Business Attraction + Special Events/Promotions • Security + Business Retention • Collaborative Advertising • Property Maintenance (public and private property) • *Family Activities • *Management of Downtown/Civic Center Affairs *Note: These items were not listed with a high percentage of support, but these are areas that DMSV strongly believes must be addressed as part of a conceptual approach. 4. When asked the question "1 would be willing to pay a modest fee ($75 -$250) per year to enhance improvements and activities in my area," following is a listing of the level of interest expressed: • Clearly not interested (11) • Special events and promotions (4) • Steam cleaning of sidewalks and public walkways (2) • Didn't respond along with other questions (2) • Security (1) • Lighting (1) • Parking (1) • Pedestrian/median improvements (1) • Professional downtown management (1) Combining the results of the above four (4) questions, the following six (b) areas of interest were clearly established as the areas needing greatest improvement: • Upgrade Private and Public Property maintenance; especially sidewalks, streets, and building facades. 15 DOWNTOWN/MAIN STREET VISIONS • improve the image and public's perception of the Project Area through highly visible public relations oriented Public Safety programs, such as Police Department supervised foot and/or bike patrol, graffiti removal, decreased homeless /vagrants, improved lighting, and more events and activities. • Businesses interested in participating in collaborative advertising and promotional campaigns, which are tied into a professionally structured "Comprehensive Marketing Program." • Interest to create a "Downtown/Main Street USA" type of business environment with well managed outdoor dining, street performers, special events and promotional activities, and professional downtown management. • Improve parking conditions and traffic circulation to make area more shopping customer and pedestrian friendly. • Develop and implement strategies to help strengthen existing businesses and attract desirable anchor /destination and regionally recognized tenants. • Residents and visitors like visiting the downtown for special events and activities and would like to see more offered. MAJOR ISSUES WENTTFIED THROURH ONE -ON -ONE INTERVIEWS Relative to the comments received from the 18 individuals interviewed, it is clear that the Downtown/Civic Cent Stakeholders define the following (15) items as "Major Issues" with respect to the revitalization of the Downtown/Civic Center Project Area: • Need to initiate an aggressive Business Attraction Program to upgrade the quality and variety of retail goods and services. • Merchants need to change /broaden their marketing and presentation to appeal to the City's multi - cultural residential population and customer base. • Need to control what appears to be a proliferation of non- retail uses within the prime commercial areas. • Physically the Project Area needs to be tied together with banners, signage, and marquee /signature events and activities. • The image of the Project Area and the City as a whole needs to be improved through events and promotions, public relations oriented public safety campaigns, physical upgrades, and higher maintenance standards. • Make the Project Area more customer /pedestrian friendly by improving traffic circulation, improve /expand - parking facilities; especially reduce vehicle speed on Ramona, widen Maine Street, and provide more parking for retail customers. • Most small independent business operators need training on customer relations, merchandising, niche marketing, window displays, improvement of signage and property maintenance, and catering to a multi - cultural customer base. • The need for professional management to develop and coordinate the implementation of marketing opportunities that will benefit businesses and to create a more cohesive business district environment with improved communications. • 'Would like to see strategies implemented that have immediate visual results. People need to see that something is happening. 16 DOWNTOWN/MAIN STREET VISIONS • Interest to participate in collaborative advertising and promotional campaigns that are professionally developed, implemented, and results in increased foot traffic and sales. 17 DOWNTOWN/MAIN STREET VISIONS SUMMARY PUBLIC/PRIVATE PARTNERSHIP Based upon the issues raised during the Strategic Planning Process and the priorities established by the Project Area Stakeholders as described in the previous section, it is clear that a Public /Private Partnership with shared management and budget support responsibilities is a critical element that must be addressed if the City and Downtown/Civic Center leadership are serious about improving economic conditions in the Project Area. As such, DMSV formulated a Public/Private Partnership Framework that clearly defines a delegation of management and financial support responsibilities. On October 20, 1999 this Framework was presented to the City Council. Although the City Council did not take action nor take a position, direction was given to DMSV to present the Framework to the Project Area property and business owners for their reaction. On December 7, 1999 the Public/.Private Partnership Framework was presented to Project Area property and business owners invited to an Informational Workshop (Note: notice of meeting was sent to all Project Area property owners and a flyer was hand delivered to all Project Area businesses). Following the presentation and discussion of the Framework, those in attendance were asked to indicate their position. Through a show of hands a strong vote of support was given to approve the Public/Private Partnership and to proceed with the necessary steps to form a Property Based Business Improvement District (PBID). In addition, those in attendance requested that the City Council also support the Partnership and proceed forward with establishing the feasibility of a PBID). Following is the delegation of management and financial support responsibilities approved by the Project Area participants and as presented by the City Council: DELEGATION OF MANAGEMENT AND FINANCIAL RESPONSIBILITIES A. City /CRA: • On -going Graffiti Removal • Sidewalk Cleaning • Litter Control • Assign a City Staff person as Downtown Liaison and improve City Hall responsiveness to the unique needs and circumstances of Downtown property and business owners. • Establish a Police Department organized/supervised and highly visible Community Service Officer (CSO) and/or volunteer group with specific assigned time commitments to the Downtown/Civic Center area. • Pay for the design, hardware, and installation of decorative and theme oriented banners (property owners and businesses to pay for capital cost to purchase banners). • Pay for the design, construction, and installation of strategically located signs promoting the Project Area and tenant mix. IN DOWNTOWN/MAIN STREET VISIONS Pay for a traffic circulation and parking study to determine means to reduce speed, improve parking conditions, to encourage greater pedestrian and bike usage, and to evaluate optional engineering design, construction costs, and funding sources associated with improving traffic circulation and accessibility to businesses along Maine Street between Los Angeles Blvd. and Ramona Blvd._ B. Downtown Property Owners, Merchants, and Businesses. Through the formation of a Property Based Business Improvement District (PBID) in the approximate amount of $100,000 annually, Project Area property and business owners would be "empowered" to set up an organizational structure with the budget support and responsibility to address the following program areas (not in order of priority): 1. Hire a professionally trained and experienced Downtown Executive Director/Coordinator- 2. Implement Collaborative Marketing, Promotional, and Advertising Campaigns. 3, Develop and Implement Special Events and Promotions to create reasons for people to visit, expose the business community, and improve the image of the Project Area and City as a whole. Note: DMSV recommends that the development of an event calendar he coordinated with the City's Community Services Department. 4. Seek professional assistance on signage, window displays, merchandising„ and multi - cultural customer service. 5. Upgrade and maintain building facades and conditions adjacent to and surrounding businesses and properties. 6. Pay for the capital cost and maintenance of decorative and theme oriented banners. EXPECTED BENEFITS DERIVED FROM PUBLIC/PRIVATE PARTNERSHIP Benefits To Property Owners Merchants and Businesses: 1. Increased market value of real estate. 2. Increased retail sales. 3. Increased business activity and exposure 4. Increased rental income. Benefits to Ci /CRA: 1. Increased tax increments and property tax assessments_ 2. Increased sales tax revenue. 3. Image enhancement for Downtown /Civic Center Project Area and City. 19 DOWNTOWNIMAIN STREET VISIONS 4. Enhanced quality of life for residents. 5. Creating the Downtown/Civic Center as a center for community life and enjoyment. DOWNTOWN STAKEHOLDER/CITY COUNCIL WORKSHOP The next step in this Strategic Process is to have the City Council and Downtown Leadership officially accept the Strategic Implementation Work Programs and the responsibilities as defined in the above outlined Conceptual Framework, and as detailed in the following section. It is recommended that Decision Making Workshop immediately be set to publicly discuss the content of the Strategic Plan and Implementation Work Programs and then to take action at this Workshop to proceed with "IMPLEMENTATION." In the following section titled "Recommended Work Programs," specific implementation strategies are detailed to illustrate how the recommended Public/Private Partnership Framework can be realistically implemented. 20 DOWNTOWN /MAIN STREET VISIONS I� I ' 21 PROGRAM CATEGORY: PROFESSIONAL DOWNTOWN MANAGEMENT. PROJECT NAME: PBID PROJECT GOAL: TO EMPOWER DOWNTOWN PROPERTY OWNERS AND BUSINESSES WITH THE BUDGET RESOURCES TO IMPROVE BUSINESS CONDITIONS BY ESTABLISHING A PROPERTY BASED BUSINESS IMPROVEMT DISTRICT (PBID) IN ACCORDANCE WITH PROPOSITION 218 AND OTHER APPLICABLE STATE AND LOCAL LAWS AND REGULATIONS. PROGRAM DESCRIPTION: Over the past several months DMSV facilitated a Strategic Planning Process with active involvement from Project Area property and business owners, Chamber of Commerce, City Officials (City Council and Staff), community organizations, and residents (all defined as Stakeholders). This Process was designed to bring to the surface issues relevant to the economic revitalization of the Downtown_ By educating Stakeholders on Downtown Revitalization concepts and practices, these same Stakeholders provided valuable input on reaching consensus on major issues, priorities, and strategic implementation strategies. In addition, the Downtown leadership agreed on a "Conceptual Implementation Framework" for the establishment of a Private/Public Partnership that would serve as a basis to establish a clear delegation of responsibilities related to the management of the Downtown and allocation of budget resources to support desirable implementation strategies. One of the implementation "TOOLS" agreed to involves the formation of a Property Based Business Improvement District (PBID). WHAT IS A PBID? PBIDS are private /public partnerships through which property owners, typically with business owner (tenant) support, within a specified district/zone agree to assess themselves for agreed upon improvements, activities, business district management functions, and which provides special benefits upon real property and/or tenants for which the improvements and activities are provided. These assessments are not taxes for the general benefit of a community. ENHANCED LEAVELS OF ACTIVITIES SERVICES AND IMPROVEMENTS TO BE FUNDED THROUGH THE PBID: I . Hire a professionally trained and experienced Downtown Executive Director /Coordinator, 2. Implement Collaborative Marketing, Promotional, and Advertising Campaigns_ 3. Develop and Implement Special Events and Promotions to create reasons for people to visit, expose the business community, and improve the image of the Project Area and City as a whole. Note: DMSV recommends that the development of an event calendar be coordinated with the City's Community Services Department. 4. Seek professional assistance on signage, window displays, merchandising, and multi - cultural customer service. 5. Upgrade and maintain building facades and conditions adjacent to and surrounding businesses and properties. 6. Pay for the capital cost and maintenance of decorative and theme oriented banners. TASKS AND STEPS TO BE PERFORMED (as recom mended _by_DMSV): Step 1: Initiate a Strategic Planning Process designed to identify issues relevant to the economic revitalization of the downtown and reach consensus support amongst Stakeholders on specific implementation strategies. (completed) Step 2: Prepare detailed property and business owner informational profile. (completed) Step 3: Establish with Stakeholder input desirable enhanced levels of improvements, activities, and downtown management functions. (completed) :step 4: DMSV to establish preliminary program budget that will establish the costs to support desired enhanced levels of improvements, activities, and downtown management functions. (complete) Step S: Establish the downtown leadership (PBID Steering Committee) that will serve as the PBID advocates, serve as a resource to the consultant team, and to provide input on 1) reconfirmation of desired enhancements established in Step 3; 2) establish preliminary PBID boundaries, and 3) establish preliminary assessment category weights and general perimeters. (complete) Step 6: DMSV to identify, analyze, and prepare optional assessment spread formulas for Steering Committee review and consideration. Step 7: DMSV to prepare and present Final "Draft" Assessment Spread Formula to Steering Committee. Step 8: DMSV, with Steering Committee input, to prepare Petition, Management District Plan, Detailed Engineer's Report, and Resolution of Intent" in accordance with Proposition 218 and procedural requirements under State and local laws. Step 9: DMSV to prepare and distribute a PBID Informational Newsletter to all property owners and merchants within the proposed project boundaries. Step 10: DMSV to present an update to the City Council and request approval to proceed with the circulation of the Petition with active involvement of the Steering Committee. 2 Step 11: DMSV to proceed with all legal, administrative, procedural, and public hearing requirements to officially establish PBID, which include the following tasks (not all inclusive): • Prepare and submit Petition and Management District Plan for Steering Committee review • With active involvement of the Steering Committee, proceed to gather signatures on Petition. • Upon gathering the necessary number of signatures, submit Petition and Management District Plan to City Council, with a recommendation on the membership of PBID Advisory Committee. • DMSV to meet with City CIerk, City Attorney, and other appropriate staff members to coordinate implementation tasks, such as scheduling and providing notice of public hearings. • City Council consideration of Resolution of Intent. Note: during this public hearing the City Council establishes the PBID assessment levy; officially appoints the required PBID Advisory Committee; approves the Management District Plan; authorizes the sending of Mail -in- Ballots; and schedules a "Protest Hearing." • DMSV suggests that at this stage a second Informational Newsletter be sent out to all project area property owners and businesses (sending to businesses is optional). This Newsletter should be designed to bring project area property owners and businesses up to date on the status of efforts, reinforce project goals, objectives, desired enhancements, expected private sector benefits to property owners within PBID area, and list and address typically asked questions, concerns, etc.. • Schedule and conduct a City Council Public Hearing to handle protests and for consideration of either a Resolution of Adoption or Resolution of Preliminary Adoption. • DMSV to prepare a "Service Agreement" formulated to establish and maintain current levels of services, and clearly define enhanced levels to be supported by PBID. IMPLEMENTATION: With guidance from DMSV, the downtown leadership, with active participation from City Staff, should proceed with efforts to establish the appropriate organizational structure to manage and oversee the day -to -day implementation and administration of the PBID (in accordance with Proposition 218 and other applicable State and local laws); and decide on the role of professional staff to manage the affairs of the business district, i.e. hiring of a professional Downtown Coordinator or Executive Director (part time or full time). Note: It is important for the downtown leadership to keep in mind that the laws which govern the formation of PBIDs requires that the City Council make appointments to a PBID Advisory Committee, and that it is this Advisory Committee that is responsible for performing specific functions and meeting certain reporting requirements, separate and distinct from the organizational structure that may be desired by the Ieadership. TIME FRAME: Based upon the completion of Steps 1 -9, in order to complete the remaining PBID tasks outlined above, DMSV recommends that the remaining out -reach information and education steps and legal procedures be given at least six to eight months to complete; inclusive of the requirements that the hearing to establish the PBID must be held no later than 60 days after adopting the Resolution of Intent. 4 PROGRAM CATEGORY: PROFESSIONAL DOWNTOWN MANAGEMENT PROJECT NAME: PROFESSIONAL STAFF SUPPORT PROGRAM GOAL: TO ESTABLISH A VOLUNTEER DRIVEN DOWNTOWN MANAGEMENT ORGANIATIONAL STRUCTURE (primarily made up of downtown property and business owners), AND HIRE PROFESSIONAL STAFF SUPPORT (hull -time and/or part - tune) TO MANAGE THE DAY TO DAY AFFAIRS OF THE DOWNTOWN, AND TO BE HELD ACCOUNTABLE FOR PROJECUPROGRAM IMPLEMENTATION, PROGRAM DESCRIPTION: If one was to add up the valuation of property (land, buildings, and tenant improvements) and business worth within the downtown project area, the amount would total in the millions of dollars. In fact, the valuation would most likely exceed the value of most neighborhood and community shopping centers, and srnall to medium sized regional malls and big box discount centers. However, the difference between the two is that almost in all cases, these commercial retail and entertainment centers have some form of on -site professional property and asset management in place to oversee the day -to -day affairs. In addition, most of these centers are part of a business (corporate) structure that is continuously strategizing on how to best position tenant mix, implement market strategies and advertising campaigns in order to remain competitive in the marketplace. The difficulty in establishing professional Centralized Business District Management to oversee the affairs of the Downtown is related to the fact that in most downtown business districts ownership of property and businesses are widely held by individuals, family trusts, corporations, etc.; and in many cases by absentee owners. As a result, efforts to establish a constructive and focused organizational structure to oversee business matters is difficult_ In most downtown business districts, it is typical to find a hand full of people attempting to address the issues such as cleanliness, parking, marketing and advertising, signage, graffiti, public safety, etc._ Downtown Santa Paula is no exception! Currently, the affairs of the Downtown have been addressed through the City, and depending on the issue, by informal groups of merchants and/or property owners that find a cause to rally around. Based upon the comments received from the Opinion Surveys and Interviews, DMSV made the following observations: • Lack of coordination amongst the City, Chamber of Commerce, and project area property and business owners on activities involving the Downtown. • Confusion over communications, or lack there of, on information involving the Downtown. • Confusion over the leadership. No one knows clearly who is in charge! • Expectation, or understanding that it is someone else's responsibility to take care of problems or issues involving the Downtown_ • A feeling that businesses operators do not have the time to get involved, but are generally interested in downtown business affairs. As a result of the above findings and observations, DMSV's Project Team recommends that the Downtown leadership, with support from the City, establish a volunteer driven management organization supported by the general membership of project area Stakeholders, an elected Board of Directors, and professional staff to accomplish the following goal and objectives: GOAL: To serve as an advocate for the needs and interests of Downtown property owners and businesses, and to play a leadership role (financially, technically, and managerially) in the successful revitalization of the Downtown. OBJECTIVES: • To conduct in an orderly and professional manner the business affairs of the organization. • To develop and disseminate information to the Downtown's constituencies. To strive to strengthen the Public/Private Partnership involving private sector interests within the Downtown and the City. • To engage in community wide and targeted regional activities and events that promote the City as a whole and that bring tangible benefits to the revitalization of the Downtown. • To organize, advise, and conduct marketing and advertising campaigns for the benefit of the Downtown. • To develop and administer programs designed to strengthen the existing business base, especially the small independent businesses (Business Retention). • To assist in the attraction of new businesses in the Downtown that will enhance the economic vitality of the Downtown (Business Attraction)_ • To meet and communicate with Downtown property owners, merchants, and business owners in a continuous effort to educate and mitigate existing or potential problems or difficulties, including, but not limited to public safety and security, Downtown maintenance and upkeep, Municipal Code enforcement, etc. (Ombudsman). • To advise and provide input to the City regarding the design and development of all capital improvement projects and land use issues that affect the Downtown. 2 • To inform merchants, property owners, and/or others interested in the District of various Downtown projects and opportunities (Ombudsman), • In conjunction with the City, assist in establishing and administering written standards for all maintenance, landscaping, parking, sweeping, lighting and/or janitorial services affecting the Downtown. To oversee within the Downtown the administration of the various City ordinances and other regulatory provisions of the City's Municipal Code, Specific Plan, and General Plan to ensure enforcement and compliance by working in a cooperative relationship with respective City departments, merchants, and property owners. STRATEGIES TO REACH GOALS AND OBJECTIVES To accomplish these goals and objectives, DMSV recommends that the Downtown leadership use the creation of the PBID as a mechanism to formally organize as a non- profit organization. As a nonprofit corporation, the Board of Directors is given the authority and responsibility for managing and overseeing the affairs of the Corporation. Nonprofit Corporate Law permits the Board to delegate, by resolution, the day -to -day operations of the Corporation to professional staff, provided that these people remain under the ultimate control of the Board. In order for the Corporation to achieve its Goals and Objectives, it is critical that the membership of the Board and the technical and educational skills of professional staff be in line with the priority needs of the Downtown. As the needs and priorities of the Corporation may change, it is the responsibility of the Board, in partnership with the City and Chamber of Commerce, to make the necessary adjustments to ensure the Corporation remains dynamic and responsive to the needs of its constituents. As previously stated, through the development of this Strategic Implementation Work Plan, Downtown property owners, merchants, and business representatives clearly indicated support to retain the services of professional staff. In order to fully achieve the Goals and Objectives of the Corporation, steps need to be taken to secure the necessary budget support to hire the appropriate staff. The creation of a PBID as previously discussed in the Strategic Plan will provide the necessary resources and empowerment. The attached position description defines the typical job duties and responsibilities of a desirable professional Downtown Coordinator, which is a critical component to the successful implementation of the Goals and Objectives of the Strategic Business Plan. 3 DRAFT DOWNTOWN COORDINATOR POSTION DESCRIPTION DEFINITION: The Downtown Coordinator reports to the Board of Directors, and within the time constraints and priorities set for this part-time position, provides professional leadership and management of all Downtown activities. Typical duties and responsibilities include, but not limited to the following: • In coordination with the Board of Directors, implements the specific Work Programs delegated by the Board and as detailed in the adopted Strategic Implementation Work Program. • Assist, as may be requested, in the implementation of specific Work Programs delegated to the City. • Implement a Membership recruitment Program. • As space and arrangements are made available, set -up, organize, and manage the office operations of the Downtown Organization. • Facilitates and coordinates all logistical and administrated activities associated with community based and /or small scale Downtown events produced by the Downtown Organization, City, or outside organizations. • Responsible for developing and updating marketing and promotional material designed to target particular markets. • Responds to inquires from the public, Downtown property owners, merchants, and others regarding Downtown matters. • Writes and /or facilitates with outside public /press relations firms press releases, public service announcements, and other related correspondence developed to promote the Downtown and to inform the general public. • Prepares a quarterly Downtown Newsletter and other forms of publications directed to property owners, merchants, and residents in the Downtown as a means to keep the various constituencies informed of Downtown Organization, Chamber, and City Council actions and other information4relevant to the business affairs of the Downtown. • Develops, secures, and oversees community oriented events, entertainment, and Promotional programs designed to enhance the community life and enjoyment of the Downtown and that serves as a means to market and expose the business environment of the Downtown to the local community. • Develops and maintains a positive and on -going relationship with merchants and property owners on marketing, advertising, and promotional activities. • Participates as a valued member of the Downtown leadership in the development of annual goals and objectives, and in addressing issues that affect the Downtown. • Gathers and maintains relevant marketing information for dissemination to prospective investors, tenants, and real estate agent /broker industry. • Works with the Downtown business community to identify and secure funding support for collaborative market) ng/advertising campaigns. • Other duties as may be assigned by the Board of Directors. BASIC UA.LIFICATIONS: The Downtown Coordinator should have a stable and upward progressive work history. Relative to the part-time status of this position, the desirable qualifications should include a proven background which includes the entrepreneurial business sector, chamber of commerce, a convention center, a non- profit downtown or mixed -use business district organization. Knowledge of the principles and practices of marketing, public relations, contract negotiations, budgeting, and office management. COMPENSATION: The annual salary for the part-time (minimum of 20 hours per week) position of the Downtown Coordinator is open within the annual salary range of $17,000 to $20,000° Actual salary will be based on qualifications and experience. The Board of Directors will consider fringe benefits customary for a part-time position for a similar non -profit organization. 2 PROGRAM CATEGORY: PROPERTY MAINTENANCE PROJECT NAME: SIDEWALK CLEANING PROJECT GOAL: TO RAISE THE LEVEL OF CLEANLINESS AND ON- GOING MAINTENANCE OF SIDEWALKS AT A STANDARD TYPICALLY FOUND IN MODERN DAY COMMERCIAL RETAIL CENTERS, WHERE ON- SITE PROFESSIONAL PROPERTY MANAGEMENT IS IN PLACE, BY IMPLEMENTING A REGULARLY SCHEDULED STEAMIPOWER CLEANING PROGRAM. PROJECT DESCRIPTION: As with most older downtown business districts facing economic decline, or in need of economic revitalization, the physical appearance of sidewalks is typically identified as a condition that needs to be addressed. As a rule, DMSV strongly believes that the physical appearance of sidewalks and common areas opened to the public is the first impression the consumer and visiting public develops. Based upon the comments DMSV received from Opinion Surveys and interviews, because the sidewalks and common areas are dirty, stained, and cluttered with litter, the consumer /visiting public has developed a perception that the business district as a whole is dirty, not safe, and a reflection of the quality of tenants. Since the products and services typically found in the Downtown can be found in competing, and in most cases, more modern commercial centers, unless the physical appearance of the downtown is established at high standards, the consumer will find alternatives. Therefore, sidewalk cleaning should be viewed by the Downtown leadership as a high priority property maintenance issue_ PROJECT OBJECTIVES: • To secure the equipment and experienced personnel (in -house and/or contract with a private vendor) to take on the responsibility to clean sidewalks and common areas opened to the public on a scheduled basis. • To address existing conditions by implementing an intensive one -time power washing to remove years accumulation of heavy soiled concrete, gum, oil, grease, trash stains, food and liquid stains, and heavy foot traffic impact areas. • To establish a regularly scheduled steam/power cleaning schedule to maintain an acceptable level of maintenance that projects a clean and well maintained /managed business district. • To implement at lease once a week, spot cleaning to remove daily food and liquid stains {ice cream, drinks, animal and human defecation, liquid seepage from trash cans, etc.} • To encourage businesses to sweep sidewalks in front of stores and pick -up litter on sidewalks and gutters on a daily basis. PROJECT ACTION ITEMS: I _ Establish who will be responsible for the acquisition of equipment and the performance of services. If the services are to be handled by the City it is important that City personnel research the industry for the appropriate equipment and cleaning solutions. In addition, it is critical for personnel to be properly trained to effectively use equipment and cleaning solutions and to be able to perform at a level. consistent with Project Goal. 2. If a decision is made to secure the services of a private vendor, it is important to: 1) solicit competitive proposals, 2) to make sure that the vendor has experience in cleaning retail commercial centers, 3) provides a listing of references, 4) provides a per block unit cost estimate, and 5) provides a cost breakdown per block at three different levels of cleaning, such as the following: a. Light soiling of concrete, some guru and light stains. b. Medium soiling of concrete, guru, medium stains, light to moderate foot traffic, stains around trash cans, some food and liquid stains. c. Heavy soiling of concrete, gum, oil, grease, trash stains, food and liquid stains, heavy foot traffic. Note: this is a level typically found in areas that have never been cleaned. 3. The Downtown Management organization to develop and implement a daily property maintenance inspection and reporting system. Part of this Project to include encouraging property and business owners to sweep sidewalks and curb areas in front of their businesses on a daily basis. DELEGATION OF RESPONSIBILITY: City to take on responsibility to upgrade and maintain the sidewalks and common areas at a level consistent with Project Coale BUDGET AND RESOURCE REQUIREMENT: Services to be provided by the City: Due to the fact that the City has various means to absorb staff costs (mire new personnel, absorb work schedule with existing personnel, use part-time (non - benefit) and /or use seasonal hires) it is difficult for DMSV to give a realistic budget for staffing. Aside from staffing, the City should plan on the following costs items: Commercial grade steam/power cleaner equipment approx_ $10,000 to $12,000. Accessories for equipment (hoses, nozzles, wands, etc.) approx. $2,500. • Cleaning agents (variable costs). 2_ Services to be provided by private contractor: If a decision is made to use the services of a professional contractor, DMSV recommends that the City and the Downtown leadership solicit competitive proposals and that the proposals be broken down to address at least three levels of cleaning: • Heavy soiled conditions • Medium soiled conditions • Light soiled conditions Attached to this section is a letter proposal from a firm DMSV has had first hand experience working with in maintaining sidewalks and common areas at high standards typically found in retail commercial centers. DMSV is providing you with this letter only as a reference point to illustrate the level of services typically necessary for outdooripedestrian oriented business districts and the associated costs. 3. Downtown Property Inspection and Reporting: The daily inspection and reporting of public and private property visible to the public needs to be an important function of the Downtown PBID organization. A critical job element of professional staff hired by the PBID organization must include daily walk around and interfacing with property and business owners for the purpose of encouraging them to sweep sidewalks and pick -up litter'on a daily basis. The cost for this inspection and reporting function should be absorbed in the required job duties and responsibilities of the staff hired by the PBID organization. Time Frame: This project activity should be implemented immediately upon the creation of the PBID organization and the hiring of support staff. Oversight Responsibilities: For the sidewalk and common area cleaning and maintenance DMSV recommends that the City Council through the City Manager oversee the maintenance functions to ensure the level of service is at a level supportive of Project Goal. For the property inspection and reporting functions, DMSV recommends that the Board of Directors of the PBID oversee performance to ensure the level of property management (public and private) is a level supportive of Project Goal. r� AWRIM G1,EAT A EpucAN CLEANING SYSTEMS 740 MARYLAND STREET + EL SEGUNDO, CALIFORNIA 90245 • (31 O) 840 -2902 Attn, Ron Cono From, Russell Neese Re: Steam Cleaning proposal for sidewalks. A. Light soiling of concrete,some gum,,and light stains. $250 - $375 approx. B. Medium soiling of concrete, gum,medium stains, light to moderate foot traffic,stains around trash cans,some food and liquid stains. $375 -- $500 approx. C. Heavy soiling of concrete, gum, oil, grease, trash stains, food and liquid stains, heavy foot traffic. Probably never serviced. $500 -$775 approx. The above is a typical block measuring 15 feet wide X 300 -400 long. PROGRAM CATEGORY: PROPERTY MAINTENANCE PROJECT NAME: Litter Control PROJECT GOAL: TO RAISE THE LEVEL OF CLEANLINESS AND ON- GOING MAINTENANCE OF PUBLIC AND PRIVATE PROPERTY AT A STANDARD TYPICALLY FOUND IN MODERN DAY COMMERCIAL RETAIL CENTERS WHERE ON -SITE PROFESSIONAL PROPERTY MANAGEMENT IS IN PLACE, BY PICKING UP PAPER, DEBRIS, AND OTHER SOURCES OF LITTER ON A DAILY BASIS. PROJECT DESCRIPTION: Picking up paper, debris, and other sources of litter on a "daily" basis is another critical component associated with projecting a positive and inviting image for the downtown business district_ Based upon DMSV's experience with salary and benefit costs for local government agencies we recommend that the City pursue the following options: Hire at a competitive minimum wage personnel and control the amount of hours worked to minimize fringe benefit costs. Contract with a private property maintenance company to provide services. It is extremely important for people assigned to this function to be well groomed and wear a distinguishable uniform that projects a professional property management image. If the project is designed properly, it could be a tremendous job training opportunity for people interested in pursuing job opportunities with the City or with a private sector property and asset management firm. PROJECT OBJECTIVES: To provide daily pick -up of paper, debris, and other sources of litter from areas visible to the general public. To encourage private property and business owners to take greater pride in picking up litter in front of and adjacent to their premises. To include as part of the normal responsibilities of the Downtown Management functions, daily property inspection and reporting to ensure that if litter is present it is handled immediately. PROJECT ACTION ITEMS: I . Establish position descriptions for the job functions associated with the pick- up of debris, and cleaning surface areas visible to the public. 2. Establish hours during which litter pick -up and cleaning is to be performed. DMSV recommends before 9 :00 a.m. so that the downtown is cleaned before businesses open. Dependent upon amount of foot traffic and activity, if the Downtown is busy, especially as is usually the case on weekends, DMSV recommends that the same services be provided in the afternoon/evening hours, such as between 4 and 6 p.m. 3. Recruit and train personnel to perform at a level expected to achieve the Project Goal. 4. The Downtown Management Organization should be responsible to implement an aggressive property (public and private) inspection and reporting program and establishing a positive working relationship with City maintenance personnel and the individual tenants to ensure that maintenance issues are resolved immediately. S. The City with input from the Downtown leadership to decide on desirable uniforms and proper identification for personnel assigned to project. DELEGATION OF RESPONSIBILITIES: City to prepare position description and commence with either absorbing duties and responsibilities within existing staffing Ievels, or proceed with open recruitment. DMSV recommends using part-time personnel at a competitive minimum wage_ BUDGET AND RESOURCE REQUIREMENTS: Based upon DMSV's experience with downtown business districts comparable in size, we believe daily coverage of 4 hours 7 days a week is sufficient to achieve the level of litter control supportive of Project Goal_ At a competitive minimum wage of $6.50 per hour the annual cost is estimated at approximately $11,000. Annual cost for uniforms is estimated at $250. Note: The City may want to explore alternative staffing arrangements to absorb costs, such as use of volunteers, job training personnel, etc.. TOTAL ESTIMATED PROJECT COST= $11,500 TIME FRAME: City should commence with the implementation of this Project once it is established that the PB1D will be successfully formed. OVERSIGHT RESPONSIBILITY: City Manager 2 PROGRAM CATEGORY: PUBLIC SAFETY AND IMAGE ENHANCEMENT PROJECT NAME: BIKE AND /OR FOOT PATROL PROGRAM PROJECT GOAL: TO CHANGE THE PUBLIC'S PERCEPTION THAT THE DOWNTOWN IS NOT A SAFE ENVIRONMENT, AND ENHANCE THE IMAGE OF THE DOWNTOWN BY CREATING AN ENVIRONMENT WHERE VISITORS FEEL SAFE DURING PEAK BUSINESS HOURS AND DURING PERIODS OF TIME WHERE PEOPLE ARE ENCOURAGED TO SPEND THEIR LEISUE TIME. PROJECT DESCRIPTION: The feedback received from the Opinion Surveys and individual interviews, especially from residents /visitors, clearly established that people perceive the downtown as not being safe. Along with such reasons as poor lighting, isolated parking, low density of people during evening hours, the presence of threatening looking people just hanging out, graffiti, police department incident reports in newspapers, etc., respondents indicated that they rarely see public safety personnel in the downtown. In addition, respondents conveyed that they frequently read in the local newspapers a disproportionate amount of incidents of criminal activity in the Downtown. Based upon DMSV's research, from a statistical point of view, the crime rate and /or log of incident reports indicate that the Downtown is one of the safest places within the City. In terms of defining the problem, it is clear that people do not feel comfortable in the Downtown, or have chosen to not visit the downtown because they "perceive" it as not being safe. Using models successfully developed by DMSV, or ones studied in successfully revitalized downtown business districts where "perception" is the issue, DMSV has found the most successful strategy is to increase the visibility of public safety personnel during specific periods of time that people are shopping, strolling, and visiting. In addition, we have found that using sworn officers in full uniform (gun, handcuffs, baton, maze, etc.) projects a feeling that a problem in fact does exist. Also, taking into consideration the salary and benefits of sworn personnel, it is not a cost - effective way to deal with the "perception issue." Visitors/shoppers need to sense that they are in a managed environment and that in the event an incident were to occur, there will be someone of authority to render assistance. As an alternative to using sworn personnel, DMSV recommends the implementation of a Police Department supervised bike and/or foot patrol program using Community Service Officers (CSO) and/or volunteers with distinguishable uniforms. The key to such a program is to have these people distinguishable with uniforms and to have them assigned to specific time periods on a constant staffing basis. It is important that the personnel assigned to this program are trained in customer relations, informed on tenant mix and activities within the Downtown, and understand their role as "Downtown Ambassadors." PROJECT OB,TECTIVES: .............. • To develop and implement a customer relations oriented downtown patrol program supervised by the Police Department. • To provide standard uniforms that project a Friendly and professionally managed business district. • To establish constant staffing during specific business hours and time periods when visitors are encouraged to stroll and spend their leisure time. • To assign and train personnel to establish a personal relationship with businesses and serve as greeters (Ambassadors) for the Downtown. • To train and equip personnel to serve as the eyes and ears for the Police Department (proactive v-s. reactive)_ • To incorporate light "Porter" responsibilities such as litter control and light cleaning of street furniture as part of job duties and responsibilities. PROJECT ACTION ITEMS: Police Department to develop the specifics of the Project by incorporating supervisory responsibilities within existing staffing levels and utilize volunteers and /or minimum wage personnel to carry out functions of position. City through its Police Department, to work with downtown leadership to establish staffing schedule and specifics of job duties and responsibilities. Implementation of program should be contingent upon successful formulation of a private sector driven PBfD and establishment of centralized business district management through a professional Downtown Management Organization. BUDGET AND RESOURCE REQUIREMENTS: • Police Department supervisory responsibilities to be decided by Police Chief Options to include absorbing costs within existing staffing levels and /or hiring new personnel. • Uniforms for approximately (8) volunteers estimated at $480 annually. • Radio communications equipment estimated at $750 for three units. • Porter support equipment, i.e. litter scupper estimated at $300. • Daily per diem (lunch/snack while on duty) estimated at $3,000. TOTAL ESTIMATED ANNUAL COST: $4,534 PROGRAM: MARKETING AND PROMOTIONS PROJECT NAME: SMALL SCALE AND REGULARIL,Y SCHEDULED COMMUNITY EVENTS. PROGRAM GOAL: TO DEVELOP AND PRODUCE SMALL SCALE COMMUNITY ORIENTED SPECIAL EVENTS ON A CONSISTENT AND REGUARLY SCHEDULED BASIS. THESE EVENTS /PROMOTIONS SHOULD BE DESIGNED TO "CREATE REASONS" FOR RESIDENTS TO VISIT T 'HE DOWNTOWN, AND AS A MEANS TO ENHANCE THE IMAGE OF THE DOWNTOWN, AND CITY AS A WHOLE. PROGRAM DESCRIPTION AND BACKGROUND: Based upon the comments received from the Downtown Stakeholders interviewed and the Opinion Surveys submitted, the following two issues were identified as being critical with respect to the revitalization of the Downtown: 1. Negative image and public perception held toward the Downtown and to a large degree the City as a whole. Z. Create reasons for people to visit the Downtown on a frequent and regular basis. In recognition that the Downtown does not have in place the budgetary resources for the type of marketing, promotions, advertising, and public relations programs typically performed in privately managed mixed -use commercial centers, this Strategic Plan recommends that once the PBID is establish and funds are made available to the Downtown leadership, small scale and regularly scheduled community events and promotions be produced, such as the following family oriented events /activities: • Small scale concerts • Local arts and crafts fairs • Integration of a Farmers Market with a family night • Children beauty contest • Halloween costume contests • Senior appreciation day • Summer lunch music /entertainment series Attached to this Project Description is an expanded listing of seasonal events and promotions commonly produced in downtown business districts. Once again, these events are produced for the primary reason of bringing people into the downtown and to establish the downtown as the focal point for the community, with destination value for the visiting public. Since the Goal is to create reasons for residents to visit the Downtown and enhance the image of the Downtown, it is critical for the Downtown leadership to seek the active input and involvement of the Downtown property owners, businesses, and merchants, and to integrate discount or other marketing techniques to encourage people visiting the event/activity to walk in the stores. TASKS TO BE PERFORMED AND TIME FRAME: 1. Once the PBID is successfully established, the Board of Directors of the PBID needs to commence with the hiring of a professional Downtown Coordinator with event planning and production experience, and to commence with an outreach effort to seek Downtown property owner and merchant input in selecting and prioritizing the special events and promotions best suited to accomplish the Program Goals and Objectives. Note: Reference the attached listing of downtown promotional events and activities. 2. Based upon the special events and promotions selected, the Board needs to program its limited discretionary income to the highest impact areas. Discretionary income may include membership fees, BID proceeds, and income generated from the events themselves. 3. Downtown Coordinator, with Board involvement to proceed with the planning, scheduling, and production of the selected small scale and community oriented events and promotions, and tie in the downtown businesses into the events so that businesses can take advantage of the foot traffic. DELEGATION OF RESPONSIBILITY: The Downtown PBID Board of Directors in coordination with the Downtown Coordinator. 2 TRADITIONAL DOWNTOWN RETAH� ORI=ENTED PROMOTIONAL EVENTS AND ACTIVITIES BY MONTH JANUARY NEW YEARS THEMES JANUARY CLERANCE SALE FEBRUARY VALENTINE'S DAY PRESIDENTS DAY MARCH ST. PATRICKS DAY APRIL APRIL FOOLS THEME EASTER SPRING THEME... FASHION.. _FRESH FLOWERS MAY MEMORIAL DAY MOTHER'S DAY JUNE FATHER'S DAY SCHOOL'S OUT THEME SUMMER. THEME, VACATIONS, ETC. SWIM SUIT FASHION SHOW JULY FOURTH OF JULY CAMPING THEME BOATING THEME SUMMER SIDEWALK SALE EVENT 3 AUGUST BACK -TO- SCHOOL THEME SEPTEMBER LABOR DAY FALL THEME... FASHIONS ... FALL COLORS, ETC. OCTOBER FALL HARVEST JAMBOREE HALLOWEEN COLUMBUS DAY OCTOBERFEST NOVEMBER VETERAN'S DAY THANKSGIVING ELECTION THEME DECEMBER EXTENDED RETAIL HOURS WINTER THEME CHRISTMAS END OF YEAR SALES 4 SEASONAL THEMES SPRING... SPRING FLOWERS SUMMER... VACATION... OUTDOOR ACTIVITIE &BOATING. CAMPING FALL ... BACK TO SCHOOL ... FALL COLORS... WINTER... HOLIDAYS._. SNOW... HOME AND HEARTH THEMES YOUTTI- ORIENTED EVENTS AND ACTIVITIES CHILDREN'S PET PARADES HALLOWEEN COSTUME CONTESTS PUMPKIN DECORATION CONTESTS SCARECROW CONTESTS FARM -CITY THEME WITH PETTING ZOO BARNYARD THEMES HAY RIDES PONY RIDES MAGIC SHOWS AMUSEMENT PARKS CARNIVALS CAMPING OUT DOWNTOWN HIGH SCHOOL SPORTS- ORIENTED HIGH SCHOOL QUEEN CONTESTS GYMNASTIC DEMONSTRATIONS BICYCLE RACES - EVENTS- DEMONSTRATIONS - CONTESTS SKATEBOARDING EVENTS - DEMONSTRATIONS - CONTESTS ROLLER SKATING EVENTS - DEMONSTRATIONS - CONTESTS ART FAIRS.., CHILDREN'S GAMES. _FACE FACE PAINTING, ETC. PUPPET SHOWS MIMES CLOWN SHOWS 9 PROGRAM: DOWNTOWN BUSINESS DISTRICT COMMUNICATIONS. PROGRAM GOAL: To enhance the effectiveness by which. the Downtown leadership communicates and informs downtown property owners, merchants, businesses, and employees, as well as investors, developers, real estate brokers and the general public (Downtown constituency), on issues relevant to the Downtown. PROGRAM DESCRIPTION AND BACKGROUND: The results of the Interviews and the Opinion Surveys indicated that many property and business owners do not know what is going on, or they hear about things after the fact. A critical component of Centralized Downtown Management is informing the Downtown Stakeholders of information relevant to the affairs of the Downtown. In addition, producing information that is of interest to the Downtown Stakeholders demonstrates the "Value Added" to membership to a professionally run downtown organization. Furthermore, through feedback received from direct interviews and the Opinion Surveys, many people who live and/or work outside the Downtown have a negative impression of the Downtown. Communication tools, such as a Downtown Newsletter can serve as an effective means to change the negative attitude and image that many people appear to have developed toward the downtown. Once the PBID is successfully established and professional staff is in place, DMSV recommends that a Newsletter be published on a quarterly basis. Also, the Downtown professional staff should periodically send out a questionnaire to seek input and feedback on suggested items of interest. PROGRAM OBJECTIVES: 1. To disseminate a quarterly Newsletter that is designed to insure that Downtown Stakeholders are well informed on issues and concerns relevant to the Downtown. 2. To periodically send out a survey /questionnaire to all Downtown property owners, merchants, and businesses to seek input and feedback on improving the effectiveness of the Newsletter. 3. To utilize the quarterly Newsletter as a communications tool to enhance the image of the Downtown for people that live and /or work outside the Downtown business district- 4. To create and disseminate periodic information and press releases on issues of immediate concern and/or interest to Downtown Stakeholders. RELEGATION OF RESPONSIBILITY; The professional staff of the Downtown should be responsible for gathering information and facilitating input from Board Members, General Membership of the Downtown Stakeholders Association, City, and Chamber of Commerce. In addition, staff is to be responsible for preparing and disseminating the Newsletter on a managed schedule to insure the Newsletter is finalized and distributed on each calendar quarter (January, April, July, October). As issues and/or information come up, it will also be the responsibility of professional staff to immediately inform the Board of Directors, and if appropriate, prepare and send out press releases, FAX blasts, or other means of appropriate correspondence. TIME FRAME: The Newsletter should be scheduled for distribution around the first of each calendar quarter. The Board of Directors can approve adjustments to this schedule if determined =cessary. Note: The development and distribution of the Newsletter should be driven by the substance of the Newsletter, not just publishing a Newsletter! BUDGET AND RELATED RESOURCE REQUIREMENTS: Assuming that the Newsletter is two pages /four sides and distributed to approximately 500 Downtown constituents four (4) times a year, and sent out twice yearly to all residential dwellings within the City, the estimated total budget cost would be $3,500 per year. OVERSIGHT RESPONSIBILITY: PBID Board of Directors 2 DOWNTOWN/MAIN STREET VISIONS BALDWIN PARK DOWNTOWNICIVIC CENTER REVITALIZATION PROJECT OPINION SURVEY RESULTS QUESTION No. l: HOW WOULD YOU RATE THE DOWNTOWN AREA FOR THE FOLLOWING: PROP. OWNERS/ RESIDENTS/ TOTAL MERCHANTS VISITORS ® A'T'TRACTIVENESS OF DOWNTOWN • Good 0% 37% 28% • Fair 72% 53% 58% • Poor 22% 8% 12% • Don't Know 6% 2% 3% • QUALITY OF EATING PLACES • Good 0% 31% 23% Fair 89% 50% 60% • Poor 11% 15% 14% ® Don't Know 0% 4% 3% • CLEANLINESS OF STREETS AND SIDEWALKS i Good 6% 39% 31% • Fair 35% 45% 43% Poor 59% 14% 25% • Don't Know 0% 2% 1% • COMFORTABLE PLACES TO SIT OUTSIDE • Good 0% 15% 11% • Fair 17% 45% 38% • Poor 67% 26% 37% • Don't Know 17% 13% 14% NUMBER OF CONVENIENT PARKING PLACES • Good 12% 39% 32% • Fair 35% 33% 33% • Poor 53% 16% 26% • Don't Know 0% 12% 9% . CONVENIENCE OF SHOPPING HOURS Good 17% 35% 30% • Fair 61% 56% 57% • Poor 0% 4% 3% • Don't Know 22% 6% 10% FRIENDLINESS OF SALES PEOPLE • Good 16% 46% 38% • Fair 63% 32% 41% • Poor 0% 18% 13% • Don't Know 21% 4% 9% ® SAFETY DURING EVENINGS • Good 17/0 35% 31% • Fair 61% 39% 44% • Poor 22% 13% 15% • Don't Know 0% 13% 10% 2 • SAFETY DURING DAY • Good 28 %© 55% 48 % • fair 67 %© 30% 39% • Poor 6% 8% 7 %© • Don't Know 0 %Q 8% 6% NUMBER OF SPECIAL EVENTS/PROMOTIONS • Good 0% 51% 39 % • Fair 18 % 25 % 23 %© • Poor 47% 15% 23 %© • Don't Know 35% 9 % 1.6% • QUALITY OF SPECIAL EVENTS/PROMOTIONS • Good 0 %© 60 % 45 % • Fair 29% 21% 23 % • Poor 35% 10% 16% • Don't Know 35 % 10% 16% • VARIETY OF GOODS SOLD • Good 11% 29% 24 % • Fair 28% 48 %v 43% • Poor 44% 17% 24% • Don't Know 17% 6% 9% • COSTS OF GOODS SOLD • Good 22% 25% 25% • Fair 44% 61 % 57% • Poor 6% 6 % 6% • Don't Know 28% 8% 13 % • QUALITY OF GOODS SOLD • Good 12% 35% 29% • Fair 41% 50% 48% • Poor 29% 10% 14% • Don't Know 18% 6% 9% • LEVEL OF CITY SERVICES • Good 6% 51% 39% • Fair 72% 27% 39% • Poor 11% 12% 12% • Don't Know 11% 10% 10% • ENTERTAINMENT AND LEISURELY ACTIVITIES • Good 0% 52% 39% • Fair 33% 25% 27% • Poor 39% 16% 22% • Don't Know 28% 7% 12% • DIRECTIONAL SIGNAGE • Good 39% 47% 45% • Fair 28% 40% 37% • Poor 22% 11% 14% • Don't Know 11% 2% 4% • STORE FRONT SIGNAGE • Good 11% 34% 28% • Fair 22% 32% 30% • Poor 61% 30% 38% • Don't Know 6% 4% 4% 4 PEDESTRIAN APPEAL • Good 0% 29% 22% • Fair 24% 39% 35% • Poor 65% 16% 28% • Don't Know 12% 16% 15% • MANAGEMENT OF AFFAIRS • Good 0% 26% 19% • Fair 29% 28% 28% • Poor 41% 12% 19% • Don't Know 29% 34% 33% I DOWNTOWNFMA N STREET VISIONS QUESTION No. 2: FROM YOUR PERSPECTIVE WHAT TYPE OF SERVICES WOULD YOU LIKE TO SEE ENHANCED/UPGRADED? PLEASE PRIORTIZE WITH (1) BEING THE HIGHEST. PROP. OWNERS/ RESIDENTS/ TOTAL MERCHANTS VISITORS • SECURITY • No. I priority 45% 68% 63% • Within the top (5) priorities 82% 95% 92% • STREET SWEEPING • No. I priority 22% 18% 19% • Within the top (5) priorities 67% 82% 78% • SIDEWALK CLEANING • No. I priority 8% 16% 14% • Within the top (5) priorities 69% 71% 70% • SIDEWALK REPAIR • No. I priority 0% 36% 29% • Within the top (5) priorities 50% 76% 71% • TREE TRIMMING • No. I priority 0% 21% IS% • Within the top (5) priorities 67% 74% 73% • GRAFFITTI REMOVAL • No. I priority 0% 20% 17% • Within the top (5) priorities 50% 70% 67% • LANDSCAPE MAINTENANCE • No. I priority 0% 17% 14% • Within the top (5) priorities 40% 54% 52% • LANDSCAPE BEAUTIFICATION • No. I priority 14% 14% 14% • Within the top (5) priorities 57% 46% 48% 7 • ,STREET LIGHTING • No. 1 priority 17% 24% 23% • Within the top (5) priorities 50% 64% 62% • STREET LIGHT BANNERS • No.1 priority 33% 26% 27% • Within the top (5) priorities 100% 47% 55% • SEASONAL DECORATIONS • No. 1 priority 0% 27% 25% • Within the top (5) priorities 0% 50% 47% • TRASH RECEPTACLES • No.1 priority 0% 23% 18% • Within the top (5) priorities 44% 67% 62% • PARKING FACILITIES • No. 1 priority 33% 20% 22% • Within the top (5) priorities 100% 63% 69% 8 PUBLIC PARKING MAINTENANCE • No. I priority 0% 12% • Within the top (5) priorities 40% 52% • PRIVATE PROPERTY MAINTENANCE • No. 1 priority 25% 13% • Within the top (5) priorities 75% 63% • MARKETING AND ADVERTISING • No. 1 priority 43% • Within the top (5) priorities 86% • SPECIAL EVENTS/PROMOTIONS • No. I priority 0% • Within the top (5) priorities 33% 9 29% 71% 25% 54% 9% 49% 1.6% 66% 32% 74% 21% 50% • ALLEY IMPROVEMENTS • No. 1 priority 0% 22% 19% • Within the top (5) priorities 33% 61% 58% • TRAFFIC CALMING • No. I priority 0% 24% 22% • Within the top (5) priorities 50% 67% 66% • HISTORICAL PRESERVATION • No.1 priority 0% 28% 25% • Within the top (5) priorities 50% 56% 55% • POSTAL SERVICES • No. 1 priority 0% 40% 33% • Within the top (5) priorities 67% 67% 67% • OUTDOOR ART • No. I priority 0% 23% 21% • Within the top (5) priorities 1.00% 62% 64% 10 • YOUTH ACTIVITIES • No. I priority 0% 24% 21% • Within the top (5) priorities 50% 53% 53% • STREET PERFORMERS • No. I priority 0% 25% 23% . Within the top (5) priorities 100% 83% 85% • FAMILY ACTIVITIES • No. I priority 0% 29% 24 °fin • Within the top (5) priorities 50% 59% 57% • OUTDOOR DINING • No. 1 priority 0% 29% 27% • Within the top (5) priorities 0% 71% 67% • OUTDOOR STREET FURNITURE • No. I priority 0% 19% 1.5% • Within the top (5) priorities 0% 56% 45% 11 • DECREASE OF HOMELESS • No. 1 priority 0% 41% 37% • Within the top (5) priorities 100% 59% 63% • MANAGEMENT OF AFFAIRS • No. 1 priority 0% 10% 7% • Within the top (5) priorities 40% 70% 6% 12 DOWNTOWN/MAIN STREET VISIONS QUESTION No. 4: WHAT TYPE OF DOWNTOWN MANAGEMENT SERVICES WOULD BE BENEFICIAL TO YOU, OR THAT YOU WOULD LIKE TO SEE OFFERED? (Property Owners/Merchants only) MARKETING • No. I priority 50% • Within the top (5) priorities 100% . COLLABORATIVE ADVERTISING • No. I priority 22% • Within the top (5) priorities 78% DOWNTOWN ADVOCACY • No. I priority 0% • Within the top (5) priorities 25% • SPECIAL EVENTS /PROMOTIONS • No. I priority 25% • Within the top (5) priorities 88% . BUSINESS RETENTION • No. I priority 10% • Within the top (5) priorities 90% 13 • BUSINESS ATTRACTION • No. I priority 50% • Within the top (5) priorities 100% • SECURITY No. I priority 40% • Within the top (5) priorities 90% • PROPERTY MAINTENANCE • No.1 priority 22% • Within the top (5) priorities 78% • BUSINESS DEVELOPMENT TRAINING • No. I priority 0% • Within the top (5) priorities 0% • COMMUNICATION • No. 1 priority 0% • Within the top (5) priorities 33% • INFORMAL MATERIALS/RESOURCES • No. I priority 0% • Within the top (5) priorities 0% 14 DOWNTOWN/MAIN STREET VISIONS QUESTION No. 5: PLEASE CHECK THE TYPE OF SMALL BUSINESS DEVELOPMENT TRAINING THAT YOU WOULD BE INTERESTED IN AND WOULD MOST LIKELY ENROLL IN IF OFFERED. How to start -up your own business 1 Marketing your product or services 3 How to prepare a business plan 3 N Record keeping and payroll for small businesses 1 f How to get a SBA loan I 0 How to make window displays appealing 2 15 DOWNTOWN/MAIN STREET VISIONS QUESTION No. 6: I WOULD BE WILLING TO PAY A MODEST FEE ($75 -$250) PER YEAR TO ENHANCE IMPROVEMENTS AND ACTIVITIES IN MY AREA IN. Security (1) Lighting (1) Parking (1) i Landscaping and Sidewalk furniture (0) • Pedestrianlmedian improvements (1) 0 Steam cleaning of sidewalks and public walkways (2) 0 Tree trimming (0) Special events and promotions (4) = Full time professional downtown management (1) Clearly Stated NO (11) ® Didn't respond along with other questions (2) 16 DOWNTOWNIMAIN STREET VISIONS QUESTION No. S: WHAT DO YOU THINK IS THE PRIMARY PURPOSE FOR PEOPLE VISITING THE DOWNTOWN? 1) Shopping 2) Use Services (bank, employment, cleaners, beauty parlor, etc.) 3) Professional Services 4) Work 5) Restaurant Dining 6) Entertainment 7) Light Meals/ Snack 17 DOWNTOWN/MAIN STREET VISIONS QUESTION No. 9: WHAT TYPE OF USAGE WOULD YOU LIKE TO SEE MORE OF WITHIN THE DOWNTOWN? 1) Entertainment (36/70) 2) Restaurants (28/70) 3) Specialty Retail (22/70) 4) Specialty Food Stores (19170) 5) Coffee Houses (22/70) 6) General Merchandise (16170) 18 DOWNTOWN/MAIN STREET VISIONS QUESTION No. 10; WHAT TYPE OF USAGE OF THE DOWNTOWN AREA WOULD YOU LIKE TO SEE LESS OF OR THAT YOU CONSIDER UNDESIRABLE? 1) Taco Stands Z) Pawn Shops 3) Empty Buildings 4) Tire Stores 5) Liquor Stores 6) Bars 7) Doctor Clinics S) Discount Stores 19 BALDWIN PARK DOWNTOWN/ CIVIC CENTER ECONOMIC REVITALIZATION PROJECT Baldwin Park Property Owners & Merchants SURVEY COMMENTS 2. Please share with us any comments you may have on existing and / or desirable improvements, activities, and Downtown management functions. • Because Ramona Blvd is so wide and wide setback unable to see business fronts. • Code enforcement should be more diligent regarding posters in windows. • Downtown is too wide due to old railroad bed. • Place flags on streets on federal holidays. • Christmas decorations are needed on Main Street. • Improve traffic flow on Ramona and Main Streets. • Unable to shop in BP due to large number of non - English speaking store operators. • Good place to shop if your Hispanic. 3. Please share with us feedback commonly received from your customers regarding their experiences visiting the Downtown District. • Main Street is to narrow. • Customers complain about parking_ • Difficult to get around due to street configuration. • Hard to get off Ramona into strip parking in front of shops. • Hard to see signage from street. • Location inaccessible. • Not comfortable shopping in this area. 5. 1 would be willing to pay a modest fee (S75 -5250) per year to enhance improvements & activities with in the downtown area. • Put before the board, • Ramona & Main Street should be used to attract retail businesses that will feed city tax base, Dr. Clinics & offices do not pay sales taxes nor attract customer base. • City already gets enough from my taxes. 9. What type of usage within the downtown area would you like to see less of, or that you consider undesirable. • Discount stores. (99 cent stores). • Dr_ offices. • Phone Company switching stations. • Police parking lots. • Rear of stores on Main Street. • Abandoned stores, • Professional / services. • Bars. 11. Please share with us any other comments or ideas that would help improve the area around your property / business and overall Downtown District. • Signage change (get rid of old junk signs). • Remodel one -story buildings into 2 or 3 floors. • Need more security. • Business owners should not clutter windows. • Tear most of it down and start over. • Better landscape maintenance. • More parking lot lighting. • Need more foot traffic. • Open streets. • Buy out property owners that wish to leave, and make property available to those that wish to improve the Downtown area. 12. In your opinion, which commercial or shopping area's do you believe are the biggest competitors for Downtown customers? • Wal -Mart. • Target. • Malls & discount stores. • West Covina shopping mall. • Big developments at freeway. DOWNTOWNIMAIN STREET VISIONS BALDWIN PARK DOWNTOWN/ CIVIC CENTER ECONOMIC REVITALIZATION PROJECT RESIDENT AND VISITOR SURVEY COMMENTS 2. Please share with us any comments you may have on existing and /or desirable improvements, activities, and Downtown management functions. • The town needs a skating rink. • Would like to see a Farmers Market. • We should have more Craft fairs. • We need Crossing Guards_ • Movie Theaters would be great. • The parking lots need to be cleaned up. • Health spa, ice skating rink needed. • Pet store. • Subsidized childcare is needed. 6. What type of usage within the downtown area would you life to see less of, or that you consider ndesirable. • Littering. • Stray dogs. • Taco stands. • Loud music. • Pawn shops, • Fast food. • Restaurants. • Graffiti, • Traffic. • Run down apartments. • Trash.. • Dirty businesses. • Liquor Stores & Bars. • Medical offices and facilities • Cigarette ,Stores. • Tire Shops. • Fast Food, Mexican places. • Panhandlers. '. Please share with us any suggestions for developing and programming special events and activities within the Downtown that would be of interest to you and/ or your fancily. • Farmers Market. • Street festivals_ More activities for children and families • Holiday activities. • Arts & Craft show. • Community fund- raisers. 8. Please share with us which commercial shopping areas you frequently visit. • Target, Food for Less, and Lucky. • Save -on, Sanwa Bank. • All Malls. • West Covina Plaza Mall • Covina Wall -Mart. • Morgan Park. • Max Video Store. • Office Max_ • Rite Aid. • Value Plus. • 99 Cent stores. • El Taco Nazo. 2 E s+�yi ml, \Rv ps DOWNTOWN/ MAIN STREET VISIONS DATE: October 20, 1999 TO: Ms. Dayle Keller, Chief Executive Officer FROM: Ronald E. Cano, Principal DOWNTOWN/MAIN STREET VISIONS Re: Downtown /Civic Center Project - Multi -Year Strategic Implementation Work Program RECOMMNEDATION: Following several months of outreach and input from Project Area property and business owners, and from Baldwin Park residents -at- large, DOWNTOWN/MAIN STREET VISIONS (DMSV) is requesting City Council endorsement of a "Conceptual Framework" that would establish a "Public/Private Partnership.'" Based upon the findings from our outreach efforts, and DMSV's experiences with other successful revitalization projects, unless the public and private sectors are willing to form a Partnership with "shared management and financial support responsibilities," then it is going to be very difficult to achieve the level of economic success desired by all Downtown /Civic Center Stakeholders. During the October 20th City Council meeting, DMSV will present a summary of the Project findings and discuss the "Conceptual Framework" that will serve as a basis for the recommended Public/Private Partnership. DOWNTOWN/MAIN STREET VISIONS (DMSV) has prepared this report to give you a current status of our work efforts in preparing a Multi -Year Strategic Implementation Work Program. In addition, we would like to use this report as a basis to discuss with you and the City Council a number of program policies relevant to the revitalization of the Downtown/Civic Center Project Area. To date we have completed the following major tasks: Reviewed relevant Downtown Revitalization and Marketing studies /reports. • Conducted 18 interviews with key Downtown Stakeholders and summarized all comments into "Major Issues" of concern. Received and analyzed the data gathered from the 70 completed and submitted Opinion Surveys (19 property/business owners and 51 resident/visitors). 214 MAIN STREET, * 18 s EL SEGUNDO, GA 90245 . TFL (3 10) 640 -0018 • FAX (310) 64� Conducted (2) Informational and Stakeholder Input Workshops with Project Area property owners, merchants, businesses, and interested residents -at- large. In addition, DMSV met with the Board of Directors of the Baldwin Park Chamber of Commerce on two occasions, with the City Council's Economic Development Subcommittee on (3) occasions, and with the Executive Team. During these workshops and meetings we reviewed and discussed the following items: 1. General downtown revitalization concepts and issues specifically relevant to Downtown Baldwin Park 2. Interview comments 3. Opinion Survey results 4. DMSV's assessment of existing conditions 5. Preliminary recommended implementation strategies Based upon these completed tasks, DMSV has established a clear sense of the major issues and areas of interest where there appears to be strong consensus support from Project Area Downtown Stakeholders. Following is a summary of our major findings on key issues: 1. When asked to rate the Project Area on specific areas critical to creating and maintaining a successful business district environment, the following areas were identified as receiving a strong "Poor" or "Fair to Poor" rating: "Poor" • Store Front Signage • Pedestrian Appeal • Comfortable Places to Sit Outside • Management of Downtown/Civic Center Affairs "Fair to Poor" • Number of Convenient Parking Places • Variety of Goods Sold 2. When asked the question "From your perspective what are some of the conditions you would like to see enhanced/upgraded," the following items were listed with a high percentage of support: • Security • Street Sweeping • Sidewalk Repair • Marketing and Advertisement • Street Performers • Sidewalk Cleaning • Parking Facilities • Graffiti Removal • Postal Services 2 • Traffic Calming • Private and Public Property Maintenance • Outdoor Art • Street Light Banners • Outdoor Dining • Decrease HomelessNagrants • Management of Business District Affairs 3- When asked the question "What types of Downtown Management Services (Property and Asset Management Services) would be beneficial to you, or that you would like to see offered," the following items were listed with a high percentage of support: • Marketing • Business Attraction • Special Events/Promotions • Security • Business Retention • Collaborative Advertising • Property Maintenance (public and private property) • *Family Activities • *Management of Downtown/Civic Center Affairs , 3. When asked the question "I would be willing to pay a modest fee ($75 -$250) per year to enhance improvements and activities in my area," following is a listing of the level of interest expressed: • Clearly not interested (11) • Special events and promotions (4) • Steam cleaning of sidewalks and public walkways (2) • Didn't respond along with other questions (2) • Security (1) • Lighting (1) • Parking (1) • Pedestrian/median improvements (1) • Professional downtown management (1) Combining the results of the above ��u questions, the following six (6) areas of interest were clearly established as the area needing greatest improvement: • Upgrade Private and Public Property maintenance, especially sidewalks, streets, and building facades. • Improve the image and public's perception of the Project Area through highly visible public relations oriented Public Safety programs, graffiti removal, decreased homeless /vagrants. 3 • Businesses interested in participating in collaborative advertising and promotional campaigns, which are tied into a professionally structured "Comprehensive Marketing Program." • Interest to create a "Downtown/Main Street USA" type of business environment with well managed outdoor dining, street performers, special events and promotional activities, and professional downtown management. • Improve parking conditions and traffic circulation to make area more shopping customer and pedestrian friendly. • Develop and implement strategies to help strengthen existing businesses and attract desirable anchor /destination and regionally recognized tenants. • Residents and visitors like visiting the downtown for special events and activities and would like to see more offered. Relative to the comments received from the IS individuals interviewed, it is clear that the Downtown/Civic Cent Stakeholders define the following (15) items as "Major Issues" with respect to the revitalization of the Downtown/Civic Center Project Area: MAJOR ISSUES IDENTIFIED THROURH ONE -ON -ONE INTERVIEWS • deed to initiate an aggressive Business Attraction Program to upgrade the quality and variety of retail goods and services. • Merchants need to change /broaden their marketing and presentation to appeal to the City's multi - cultural residential population and customer base. • Need to control what appears to be a proliferation of non- retail uses within the prime commercial areas. • Physically the Project Area needs to be tied together with banners, signage, and marquee /signature events and activities. • The image of the Project Area and the City as a whole needs to be improved through events and promotions, public relations oriented public safety campaigns, physical upgrades, and higher maintenance standards. • Make the Project Area more customer /pedestrian friendly by improving traffic circulation, improve /expand- parking facilities; especially reduce vehicle speed on Ramona, widen Maine Street, and provide more parking for retail customers. • Most small independent business operators need training on customer relations, merchandising, niche marketing, window displays, improvement of signage and property maintenance, and catering to a multi - cultural customer base. • The need for professional management to develop and coordinate the implementation of marketing opportunities that will benefit businesses and to create a more cohesive business district environment with improved communications. • Would like to see strategies implemented that have immediate visual results. People need to see that something is happening. • Interest to participate in collaborative advertising and promotional campaigns that are professionally developed, implemented, and results in increased foot traffic and sales. 4 SUMMARY Based upon Stakeholder input and DMSV's assessment of the strengths, weaknesses, opportunities, and threats to the Downtown, DMSV recommends that the City /CRA and Downtown property owners, merchants, and businesses form a Public/Private PartnersyiR with shared management and financial support responsibilities. Through this Partnership, it is recommended that comprehensive revitalization strategies be implemented within the following "Conceptual Program Framework ": DELEGATION OF MANAGEMENT AND FINANCIAL RESPONSIBILITIES A. City /CRA: • On -going Graffiti Removal • Sidewalk Cleaning • Litter Control • Assign a City Staff person as Downtown Liaison and improve City Hall responsiveness to the unique needs and circumstances of Downtown property and business owners. • Establish a Police Department organized/supervised and highly visible Community Service Officer (CSO) and /or volunteer group with specific assigned time commitments to the Downtown /Civic Center area. • Pay for the design, hardware, and installation of decorative and theme oriented banners (property owners and businesses to pay for capital cost to purchase banners). • Pay for the design, construction, and installation of strategically located signs promoting the Project Area and tenant mix, • Pay for a traffic circulation and parking study to determine means to reduce speed, improve parking conditions, to encourage greater pedestrian and bike usage, and to evaluate optional engineering design, construction costs, and funding sources associated with widening Maine Street. B. Downtown Property Owners, Merchants, and Businesses. Through the establishment of a Business Improvement District (BID), set up the organizational structure and "empower" property and business owners with the financial support and responsibility to address the following program areas (not in order of priority): I . Hire a professionally trained and experienced Downtown Executive Director /Coordinator. 2. Implement Collaborative Marketing, Promotional, and Advertising Campaigns. 3. Develop and Implement Special Events and Promotions to create reasons for people to visit, expose the business community, and improve the image of the Project Area and City as a whole. 4. Seek professional assistance on signage, window displays, merchandising, and multi - cultural customer service. 5. Upgrade and maintain building facades and conditions adjacent to and surrounding businesses and properties. b. Pay for the capital cost and maintenance of decorative and theme oriented banners. Benefits To Property Owners, Merchants, and Businesses: 1. Increased market value of real estate. 2. Increased retail sales. 3. Increased business activity and exposure 4. Increased rental income. Benefits to CitviCRA: I . Increased tax increments and property tax assessments. 2. Increased sales tax revenue. 3, Image enhancement for Downtown/Civic Center Project Area and City. 4. Enhanced quality of life for residents. 5. Creating the Downtown/Civic Center as a center for community life and enjoyment. I DOWNTOWN/MAIN STREET VISIONS BALDWIN PARK DOWNTOWN /CIVIC CENTER REVITALIZATION PROJECT OPINION SURVEY RESULTS SUMMARY QUESTION No. 1: HOW WOULD YOU RATE THE DOWNTOWN AREA FOR THE FOLLOWING: MERCHANTS PROP. OWNERS RESIDENTS/ TOTAL VISITORS Strom "Good" Rating (65% and above) NOTE: NONE OF THE FOLL O WING ITEMS ADDRESSED IN THIS QUESTION RECEIVED A STRONG "GOOD" RATING Attractiveness Quality of eating places Cleanliness of streets and sidewalks Comfortable places to sit outside Number of convenient parking places Convenient shopping hours Safety during evening Safety during day Number of special events /promotions Number of entertainment and leisure activities Quality of special events /promotions Variety of goods sold Cost of goods sold Quality of goods sold Level of city services Friendliness of sale people Quality of street and traffic signs Quality of store front signs Level of appeal to pedestrians Management of Project Area affairs DOWNTOWN /MAIN STREET VISIONS Strogg Combined "GoodlF'air" .lRatin (75% and above) • *ATTRACTIVENESS OF DOWNTOWN • Good 0% 37% 28% • Fair 72% 53% 58% • Poor 22% S% 12% • Don't Know 6% 2% 3% • *QUALITY OF EATING PLACES • Good 0% 31% 23% • Fair 89% 50% 60% • Poor 11% 15% 14% • Don't Know 0% 4% 3% • *CLEANLINESS OF STREETS AND SIDEWALKS • Good 6% 39% 31% • Fair 35% 45% 43% • Poor 59% 14% 25% • Don't Know 0% 2% 1% • CONVENIENCE OF SHOPPING HOURS • Good 17% 35% 30% • Fair 61% 56% 57% • Poor 0% 4% 3% • Don't Know 22% 6% 10% 2 • FRIENDLINESS OF SALES PEOPLE • Good 16% 46% 38% • Fair 63% 32% 41% • Poor 0% 18% 13% • Don't Know 21% 4% 9% • SAFETY DURING EVENINGS • Good 17% 35% 31% • Fair 61% 39% 44% • Poor 22% 13% 15% • Don't Know 0% 13% 10% • SAFETY DURING DAY • Good 28% 55% 48% • Fair 67% 30% 39% • Poor 6% 8% 7% • Don't Know 0% 8% 6% • *NUMBER OF SPECIAL EVENTS/PROMOTIONS • Good 0% 51% 39% • Fair 18% 25% 23% • Poor 47/ 15/ 23/ • Don't Know 35% 9% 16% • *QUALITY OF SPECIAL EVENTS /PROMOTIONS • Good 0% 60% 45% • Fair 29% 21% 23% • Poor 35% 10% 16% • Don't Know 35% 10% 16% 91 • *ENTERTAINMENT AND LEISURELYACTIVITIES" • Good 0% 52% 39% • Fair 33% 25% 27% • Poor 39% 16% 22% • Don't Know 28% 7% 12% • COSTS OF GOODS SOLD • Good 22% 25% 25% • Fair 44% 61% 57% • Poor 6% 6% 6% • Don't Know 28% 8% 13% • QUALITY OF GOODS SOLI) • Good 12% 35% 29% • Fair 41% 50% 48% • Poor 29% 10% 14% • Don't Know 18% 6% 9% • LEVEL OF CITY SERVICES • Good 6% 51% 39% • Fair 72% 27% 39©/0 • Poor 11% 12% 12% • Don't Know 11% 10% 10% • DIRECTIONAL SIGNAGE • Good 39% 47% 45% • Fair 28% 40% 37% • Poor 22% 11% 14% • Don't Know 11% 2% 4% 4 Stroh Combined 'Tair/Poor' Rain (65% and above) • NUMBER OF CONVENIENT PARKING PLACES • Good 12% 39% 32% • Fair 35% 33% 33% • Poor 53% 16% 26% • Don't Know 0% 12% 9% VARIETY OF GOODS SOLD • Good 11% 29% 24% • Fair 28% 48% 43% • Poor 44% 17% 24% • Don't Know 17% 6% 9% an Strom "Poor" Rating (33 % and above) COMFORTABLE PLACES TO SIT OUTSIDE • Good 0% 15% 11% • Fair 17% 45% 38% • Poor 67% 26% 37% • Don't Know 17% 13% 14% • STORE FRONT SIGNAGE • Good 11% 34% 28% • Fair 22% 32% 30% • Poor 61% 30% 38% • Don't Know 6% 4% 4% • PEDESTRIAN APPEAL • Good 0% 29% 22% • Fair 24% 39% 35% • Poor 65% 16% 28% • Don't Know 12% 16% 1.5% • MANAGEMENT OF AFFAIRS • Good 0% 26% 19% • Fair 29% 28% 28% • Poor 41% 12% 19% • Don't Know 29% 34% 33% h DOWNTOWN /MAINSTREET VISIONS SIGN UP SHEET Business Owner (B) Property Owner (P) Address Resident (R) bevel .y +l i i ?r TOZ11 4 3� eq rM,:>, � I e Phone 310 -3Sg Iy�' T' d T LOO -Otr9 DIE T ASWa /M DWIJ3 �02.��Zkz�7t 310 •5sCt 77 7-7 l ��t'rl�ia.� • ` 11'1 P�+',� iv ,-737 - 2 '74 5- dt,6 =60 00 TT aaEO r r � r � i` t � DOWNTOWN /MAINSTREET VISIONS SIGN UP SHEET Business Owner (B) Property Owner (P) Address Resident (R) bevel .y +l i i ?r TOZ11 4 3� eq rM,:>, � I e Phone 310 -3Sg Iy�' T' d T LOO -Otr9 DIE T ASWa /M DWIJ3 �02.��Zkz�7t 310 •5sCt 77 7-7 l ��t'rl�ia.� • ` 11'1 P�+',� iv ,-737 - 2 '74 5- dt,6 =60 00 TT aaEO