HomeMy WebLinkAboutOctober 11, 1994AGEND
ARCADIA CITY COUNCIL
AND
ARCADIA REDEVELOPMENT AGENCY
October 11, 1994
City Council Chambers
Adjourned Regular Meeting: 5:30 P.M.
ACTION
ROLL CALL - CITY COUNCIL AND AGENCY
SUPPLEMENTAL INFORMATION FROM STAFF REGARDING AGENDA ITEMS
QUESTIONS FROM CITY COUNCIL REGARDING CLARIFICATION OF AGENDA
ITEMS
TIME RESERVED FOR THOSE IN THE AUDIENCE WHO WISH TO ADDRESS THE
CITY COUNCIL 'AND /OR THE REDEVELOPMENT AGENCY - (FIVE MINUTE TIME
LIMIT PER PERSON)
MATTERS FROM ELECTED OFFICIALS
CITY MANAGER/EXECUTIVE DIRECTOR
1) Discussion concerning purpose of this meeting; overview; AB 1290
2) Request for City Council and /or Redevelopment Agency approval and /or direction
on following projects:
A. Request for Agency Approval to negotiate for office, dinner
house/restaurant, retail, and /or mixed uses, on the Southwest Corner site
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B. Request for Agency Approval to negotiate for retail, medium density
residential, and /or mixed uses, on the Northwest Comer site
C. Request for Council and Agency to designate the area around Front
Street, St. Joseph, First and Santa Clara, as the potential site for a future
Light Rail Station /Transit Center and provide direction to staff regarding
the possible acquisition of the Catellus and MTA properties
D. Request for Agency to discontinue consideration of the Santa Clara,
Second Ave., 210 Freeway, Wash site for a Price /Costco project
E. Request for Agency to continue discussions with Monrovia and The
Festival Group for a joint retail development on both sides of Fifth
Avenue, between the 210 Freeway, Huntington, and the Santa Anita
Wash
F. Request for the Agency to authorize staff to prepare an Exclusive Right
to Negotiate (ERN) to develop a multi screen theater, restaurants, and
parking on the Foulger Ford site at a future Agency meeting
G. Request for City Council and Agency direction on'a possible soccer and
roller hockey sports facility and /or an Ice Rink Facility in the project
area or city
3. Report and recommendation to approve the Downtown 2000 Program components,
and authorize staff to prepare the environmental assessment and proceed with
engineering design of the streetscape, and implement the other program components
A. Streetscape
B. Commercial Facade Rehabilitation Program
C. Business Attraction and Incentive Program
D. Accessways/Southside Parking Program
E. Downtown Marketing Program
F. Directional Signage Program
G. Private Cooperative Parking Program
H. Land Use /Zoning /Development Criteria
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I. Merchant Technical Assistance Program
J. Special Events
4. City Council /Redevelopment Agency Comments
MATTERS FROM STAFF
. Reports /Announcments /Statements
CLOSED SESSION
Pursuant.to Government Code Section 54957.6 for conference with labor negotiators
Dan Cassidy and /or Gary Rogers regarding the Arcadia Firefighter's Association and
the Arcadia Police Relief Association.
ADJOURN
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a: i►�.,Y. •�
TO:
FROM:
SUBJECT:
Memotandum
William R. Kelly, City Manager
Neal R. Johnson, Ch of of Police
41st Annual Festival of Bands
November 19th, 1994
DATE: October 11, 1994
Summary:
The City Council is requested to approve the Arcadia Music Clubs
application to host the 41st Annual Festival of Bands and Field
Competition, to be hosted on Saturday, November 19, 1994.
Discussion:
The Arcadia Music Club is requesting to host the 41st Festival of
Bands along their traditional route down Baldwin Avenue. As in
the past, 40 of the top California High School Bands have been
invited to attend and participate in this prestigious event. All
arrangements have been secured with the Police Department and
other City Departments to ensure the necessary personnel to
handle this community event as in past years. We have also
checked with Mike Miller, the City Attorney, and all of the
proper insurance binders have been issued to properly cover the
City.
Arrangements have also been secured for the temporary posting of
the no parking signs in the post and pre - parade areas to the
evening before the event. Additionally, arrangements have been
made to secure the Field Competition which takes place on the
football field of the Arcadia High School campus later that same
evening. Officers shall be assigned to both locations throughout
the day.
Impact Area:
The request covers the closure of Baldwin Avenue from Huntington
Drive to Longden Avenue, the residential area east of Baldwin
south of Duarte Read, north of Norman and west of Holly Avenue,
and Campus drive by the Arcadia High School. The closure in West
Arcadia will be from 9:00 am to approximately 1:00 pm. The
closure of Campus Drive will be from 7:00 am to the close of the
field competition at approximately 11:00 pm.
tN�'ER INAM0
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A
The Arcadia Music Club helps notify the business community as
well as the effected residential community by delivering letters
to all who are impacted by this event.
Fiscal Imcact:
The Department Budget allows for an expenditure of $5,000 to
cover the overtime expense of this activity. Under account
number 001- 400 - 2109 -7154, we recommend that the Department be
allowed to expend the necessary funds to cover this request. The
actual amount cannot be determined until the event is complete,
as salaries differ from employee to employee, but the expense
shall not exceed the budgeted limit.
Recommendations:
All of the City requirements have been met, it is recommended
that the City Council approve this request for the 41st Annual
Festival of Bands and Field Competition to be hosted on November
19, 1994.
Approved: w' 'm Date
jh-ra-44
William R. Kelly, City Manager
` � iMr✓ rr1�
Arcadia Festival of Bands
'A Tradition of Excellence"
September 11, 1994
Chief Neal Johnson
Arcadia Police Department
250 West Huntington Drive
Arcadia, CA 91066
Dear Chief Johnson;
w
Once again the Arcadia Music Club is sponsoring the 41 st Annual Festival of Bands (formerly Arcadia
Invitational Band Review and Grand Classic Field Show). This event is scheduled to take place on
Saturday, November 19, 1994. The actual review will again start at 9:15 a.m. from Santa Anita Race
Track and head West on Huntington Drive and South on Baldwin Avenue to Camino Real where it will
turn East to the disbanding area on the neighboring streets as in the past.
The Festival of Bands(FOB) is Southern California's most prestigious Band Review. We invite 40 of the
top marching bands from Santa Barbara to the Mexican border to compete in our street competition
and 18 marching units to compete in the evening field show.
The Executive Planning Committee of the Festival of Bands would like to request the usual assistance
and cooperation from the Arcadia Police Department for the event scheduled for the above date. We
have asked the City of Arcadia to issue a permit for our Festival. A Certificate of Insurance will be
issued naming the City of Arcadia as an additional insured on the Music Club's policy in the amount
Of $1,000,000.00.
The Arcadia Music Club will deliver letters to local businesses and residences on Baldwin Avenue and
surrounding neighborhoods affected by the review advising of the date and times. The letter will provide
the date and time of events. Enclosed is a copy of the proposed for your review and comment. The
letter is essentially the same letter that was distributed in 1992 and 1993.
Chief Johnson, If you have any questions or concerns, please call me at (818) 503 -8630 (days) or (818)
446 -8136 (evenings).
Since) rely,
0-40 7
Gam`'
Scott Sullivan
1994 Operations Chairman
enclosures
P.O. Box 660 -131 • Arcadia, California 91066 -0131 • (818) 445 -8037 • FAX (310) 803 -0153
Arcadia Festival of Bands
"A Tradition of Excellence"
41st ANNUAL FESTIVAL OF BANDS
03FIV
It is with a great deal of pride that The Arcadia Music Club proudly presents the 41 st
annual Festival of Bands.
The event is scheduled for Saturday, November 19, between the morning hours of 9:00
a.m. and approximately 12:30 p.m. The parade route begins at Baldwin Avenue and
Huntington Drive and continues south on Baldwin Avenue to Camino Real. The residential
area bordered by Holly Avenue, Duarte Road, and Norman Avenue will be used as the
disbanding area.
The Festival of Bands is California's largest and oldest band review with no less than
6,500 music student participants from high schools throughout Southern California.
This event has achieved and retained the reputation as the most prestigious marching
band review in the State of California with the support for the last 40 years from the
Arcadia business community, the City of Arcadia, the Santa Anita Race Track Association
and the residents of Arcadia. The parade was initiated, organized and sponsored by the
West Arcadia Businessman's Association until 1987.
We will do all that is possible to minimize any inconvenience that the Parade may cause
you. We ask for your continued cooperation and your support.
Thanking you in advance,
Scott Sullivan
1994 Operations Chairman
Executive Planning Committee
P.O. Box 660 -131 • Arcadia, California 91066 -0131 • (818) 445 -8037 • FAX (310) 803 -0153
TEL: (213) 681-4466
FAX: (818) 577-6656
INSURED
ARCADIA MUSIC CLUB
PO BOX 131
ARCADIA, CA 91006
Wz-7;-M �Uwftmu�bim
ISSUE DATE PAWOPM
09/29/94
CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. TMI&CERTIFICATE
DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE
POVERARIP:. . ..... .... .
.. ... .
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD
EACH OCCURRENCE
INDICATED, NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
UMBRELLA FORM
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN
IS SUBJECT TO ALL THE TERMS,
OTHER THAN UMBRELLA FORM
EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
...............................
....... ..... ..' ... I-- .................................................................................... .......................................... ................................................
CO TYPE OF INSURANCE POLICY NUMBER POLICY E"IcTwi POLICY EXPIRATION:
LTR DATE (MMA)DI" DATE (MMMO/M
.......... I ................................. ....
LIMI'TS
WORKER'S COMPENSATION
A GENERAL LIAMLITY CL 286577 08/23/94 ::08/23/95
GENERAL AWREGATE
1000000
X :COMMERCIAL GENERAL LIABILITY
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POUS.OW A,w- .............P..e.r AL 007
CAMS MADE OCCUR .
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1000000
OWNER'S & CONTRACTOR'S PROT.
EACH OCCURRENCE
. ....... ........ ...............
1.0.0.0.0-010.1
EMPLOYER'S LIABILITY
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Excluded
MED. EXPENSE OM one pow) S
Excluded
AUTOMOBILE LIABILITY
ANY AUTO
C4MB1NED SN40LE
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ALL OWNED AUTOS
.................................... .... ...
BOOLY INJURY
SCHEDULED AUTOS
(P- P"W)
HIRED AUTOS
NON -0WNED AUTOS
BODILY NAM
GARAGE LIABILITY
............................ .................
PROPERTY DAMAGE
EXCESS LIABILITY
EACH OCCURRENCE
UMBRELLA FORM
AGGREGATE
OTHER THAN UMBRELLA FORM
................................................
...............................
STATUTORY LIMITS
WORKER'S COMPENSATION
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AND
DtSEASE-POLICY LIMIT
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EMPLOYER'S LIABILITY
'EMPLOYEE....
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OTHER
A Certificate holder is named as additional insured with liability limited to claims
arising out of insuTed's operations only, with no assumption of liabilities to others.
DESCRIPTION OF OPERATIONSILOCATIONS/Ml
PARENT SUPPORT GROUP
BAND REVIEW 11-19-94
.. ... ..... . L .. .... .........
THE CITY OF ARCADIA, IT'S AGENTS,
OFFICERS & EMPLOYEES
C/O OFFICE OF THE CITY ATTORNEY
240 W. HUNTINGTON DR.
ARCADIA, CA 91006
o6 a'O- O f
fir
Memorandum
&JAL's-
Arita
-'tP'JRAT�
DATE: OCTOBER 11, 1994
TO: ARCADIA CITY COUNCIL/ARCADIA REDEVELOPMENT AGENCY
FROM: WILLIAM R. KELLY, CITY MANAGER/EXECUTIVE DIRECTOAVAI
(PETER KINNAHAN, ECONOMIC DEVELOPMENT ADMINISTRATOR
RE: REQUEST FOR CITY COUNCIL AND/OR AGENCY APPROVAL
AND/OR DIRECTION ON THE FOLLOWING PROJECTS:
SOUTHWEST CORNER OF HUNTINGTON/SECOND,
NORTHWEST CORNER OF HUNTINGTON/SECOND. LIGHT RAIL
STATION/TRANSIT CENTER, 210/WASH (COSTCO), FIFTH
AVENUE (JOINT PROJECT WITH MONROVIA), FOULGER SITE
(THEATER), SOCCER AND ROLLER HOCKEY SPORTS FACILITY
AND ICE RINK FACILITY, DOWNTOWN 2000 CONCEPT PLANS
AND PROGRAMS
SUMMARY
The City Council and Agency previously received a written report (June 10, 1994) and
presentations (June 14, June 28, July 19) on several pending City and Agency
projects.
This report briefly discusses the more significant issues of the above noted projects
and requests Council and/or Agency direction or approval.
A map showing the location of the various projects immediately follows the staff
report.
A. Southwest Corner
The vacant 51,000 square foot Southwest Corner (SWC) site can be combined with
the adjacent access road and island to make a 57,000 square foot site, if desired by
the developer. -
The site is zoned C-2; and D, and has been marketed in the past for professional and
medical office, retail, and restaurant and there was some developer interest in these
uses. Dave Powell of Hayes and Co., the Agency's broker, advises that currently a
furniture retailer, an office use and a restaurant have expressed preliminary interest
in the site.
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LASER IMAGED
Cost - $15,000 for miscellaneous administrative costs to an estimated $100,000, to
acquire the City owned island and access road to be included in the development site.
A 5% commission would be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, dinner house/restaurant,
professional and medical office, and/or mixed uses, on the SWC.
B. Northwest Corner
The vacant 175,000 square foot (4 acres) Northwest Corner (NWC) site can be
developed for retail, medium density residential, and/or mixed use. Other possibilities
include development as a soccer/roller hockey sports facility or an ice skating arena
(see Item 2.G. below).
The zoning (M-1 ) would have to be changed to a commercial zone. The site has been
marketed for commercial office, retail, and restaurant and there was developer interest
in these uses as well as an 8 story office, senior housing and hotel. Dave Powell
advises that a 25,000 square foot retailer would be interested in the site, if a Costco
were constructed nearby. The site's lack of visibility because of the railroad track and
berm has affected its viability.
Cost - estimated $15,000 for misc. administrative costs. A 5% commission would
be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, medium density residential,
and/or mixed uses on the NWC.
C. Light Rail Station/Transit Center
The area between Front Street, Saint Joseph, First and Santa Clara was the location
of the previous Arcadia train station depot.
Michael Freedman, the Agency's previous downtown revitalization consultant,
proposed moving the station site to the Huntington/Second area, either on Bonita Park
and school or the NWC. The Metropolitan Transportation Authority (MTA)
environmental impact report has assessed all three locations. Staff prefers the Front
Street/First/ Saint Joseph site because of its central location, its street network, its
availability, practicality, the fact the Agency and City already own two of the three
properties, and its lower cost.
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The City can attempt to lobby the MTA to use MTA's funds to acquire the 30,610
square foot Catellus property east of the tracks and donate MTA's land along Front
Street west of the tracks to the City. If this is not feasible, Proposition A and C funds
could be used to acquire the Catellus-owned parcel and to design and construct a
Light Rail Station/Transit Center. In the interim the existing parking areas could
possibly be used for Park and Ride with a landscaped passive park area adjacent.
Cost - Unknown at this time
RECOMMENDATION
That the Council and Agency designate the area around Front Street/First/Saint
Joseph and Santa Clara as the potential site for a future Light Rail Station/Transit
Center and provide direction to staff regarding the possible acquisition of Catellus and
MTA properties.
D. 210/West (Costco)
The Agency previously investigated the possibility of acquiring the parcels in the
triangle north of Santa Clara, east of Second, and south of the 210 Foothill Freeway
for a 144,000 square foot Costco retail warehouse. The City/Agency would have to
relocate the Saint Joseph Water Facility to either Newcastle Park or Eisenhower Park,
obtain permission of the Army Corps of Engineers and the L A County Department of
Public Works to build over the Santa Anita Wash, relocate a County Riding and Hiking
Trail and relocate major Edison service lines.
Based upon an economic analysis by Jim Williams, the Agency's redevelopment
consultant, the project does not yield an adequate return for the investment due in
part to the $9-10 million cost of relocating the water tanks. Also, staff to date has
not been successful in obtaining Corps of Engineers support for constructing a
building over the Wash.
Cost - Not applicable
RECOMMENDATION
That the Agency discontinue consideration of the Santa Clara/Second Avenue/210
Freeway/Wash site for a Price/Costco project.
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E. Fifth Avenue (Joint Project with Monrovia).
Agency staff, City of Monrovia staff, World Vision staff and their broker, the Royce
Co., have intensively marketed to the U S development community a 14.5 acre
development site on both sides of Fifth Avenue. We conducted qualifying interviews
of five interested developers and were prepared to recommend three companies to our
respective redevelopment agencies for an opportunity to submit a full proposal. This
week we were advised that The Festival Group (TFG), a national firm has agreed to
acquire the World Vision property east of Fifth. TFG was staff's first choice.
Monrovia staff and Arcadia staff, based upon comments from several developers
believe there is a strong market for 10,000 - 50,000 square foot retail stores, e.g.,
"category-killers"; e.g., Comp USA, Sportmart, Circuit City. TFG concurs and is
willing to work with both Agencies on a master plan for a joint development.
Cost - Estimated $3,250,000 - $7,000,000 depending on extent of Agency
participation in assembling the land.
RECOMMENDATION
That the Agency authorize staff to continue discussions with Monrovia for a joint
retail- development on each side of Fifth Avenue, between the 210 Freeway,
Huntington, and the Santa Anita Wash.
F. Foulger Site (Theater)
The Agency has received a proposal from Vic Georgino, who developed and built the
AMC theater complex in downtown Burbank. He has requested an Exclusive Right
to Negotiate (ERN) with the Agency on the former Foulger Ford site for an 40,000
square foot building, 4,500 seat, 20 screen theater, with 2 restaurants, and a parking
structure for 1 ,000 cars. He has been in contact with the owner but has to date been
unsuccessful in negotiating a purchase price or ground lease.
Staff recommends an ERN in order to permit him to secure a theater and restaurant
tenant and negotiate with more authority with the property owner.
Cost - $50,000 - $3,000,000 depending on extent of Agency participation in the
development
RECOMMENDATION
That the Agency authorize staff to prepare an Exclusive Right to Negotiate (ERN) to
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develop a multi screen theater, restaurants and parking on the Foulger Ford site for
a future Agency meeting.
G. Soccer and Roller Hockey Soorts Facility and Ice Rink Facility
Soccer Roller Hockey Sports Facility
The Recreation Commission has been considering a proposal from Arena Soccer Parks
International/Pacific Hockey Centers to joint venture a sports facility in Arcadia.
They propose to use available land provided at no cost on which the City or Agency
would construct a large 85 x 200 foot soccer court, a 50 x 85 foot mini soccer court,
an 80 x 180 foot roller hockey court, concession shop, Office, on 2 acres for
approximately $900,000. This does all include parking. Total site size is therefore
3-4 acres. The City or Agency would receive 5% of all gross revenues up to
$360,000 ($18,000) and 20% above $360,000. ASPI/PHC estimate that the City
or Agency would receive in excess of $1 million during the 10 year lease. (The
facility would therefore have to gross $770,000.1 ASPI/PHC would manage and
insure the facility. The City or Agency would own the improvements at the end of the
lease.
Staff believe such a facility is designed for an existing park or school district field
since the land and parking are already available.
The issue for the Council and Agency is whether the City wants such a facility and
if so, at what possible locations; and should staff work with ASPI/PHC or seek other
possible developers or facility managers. _
Ice Rink Facility
A development group has received governmental entitlement from Monrovia to
construct a 74,000 square foot, 2,500 seat ice skating facility on the mobile home
park on South Fifth abutting the former AT & SF Railroad tracks. The facility included
two large ice rinks, with arena seating around one, with concession shop, tog shop,
and parking on 5.8 acres.
The developer was unable to agree with the owner on a purchase price and has taken
his plans to San Dimas, where he is apparently moving successfully along in the
development process.
Monrovia staff is now working with a second developer on a similar facility for the
trailer park site. Possibly this concept could come to an Arcadia location, e.g., an
expanded NWC, Fifth Avenue (Arcadia side), or other city site.
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The issue of the Council and Agency is whether the City wants such a facility and if
so, at what possible locations.
Cost - Unknown at this time
RECOMMENDATION
That the City Council and Agency provide direction to staff on a soccer and roller
hockey facility and on a possible ice skating facility in the project area or city.
Agenda Item 3 - Downtown 2000 Concept Plans and Programs
The proposed plan and program draws extensively from the last 18 months of work
by Freedman, Tung and Bottomley (FTB), ASL Consulting Engineers, and City/Agency
staff. It is based on at least six (6) community meetings or public hearings and
several other Council/Agency study sessions or meetings.
The "final" streetscape plans presented tonight are based upon Council/Agency
direction at your July 10.meeting. The plans prepared by Larry Moss and Associates,
merge Freedman Plan B and Staff Plan C. This report, the plans, and tonight's
presentation are intended to finalize all streetscape issues and to obtain your
authorization to proceed.
When combined with some of the Agency and City projects above, e.g., Foulger
Theater project, Southwest Corner, Light Rail Station, the plan and program constitute
a comprehensive effort to revitalize the downtown by the year 2000.
A. Streetscape
On Huntington Drive parking will remain with bowouts at the corners and one
midblock crosswalk. The sidewalks will be improved with special landscaping and
pedestrian lights. Unlike previous plans no traffic signals will be initially constructed
at either of the two crosswalks between Santa Anita and Second, although the signal
base and electrical service will be installed. Decorative bowouts with special
landscaping and stone entry columns are planned for Fifth Avenue and Santa Clara.
Small landscaped medians would be constructed between Santa Clara and Santa Anita
and Second and Fifth. The ficus trees would be removed and replaced with clusters
• of assorted deciduous trees in an irregular pattern. Tall palms would accentuate the -
corners and crosswalks. Pedestrian lights in a "traditional" theme and style (with
banner supports) along with low level wall lights in the pedestrian seating areas and
uplights in the palm trees would provide visual interest at night. Landscaped pots
with assorted flowering plants, benches, trash receptacles, interlocking pavers in the
pedestrian seating areas, and attractive tree grates add variety.
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On First Avenue, there would be landscaped bowouts at the corners with a strong
landscaping treatment at California, the southern entrance to the downtown. Parking
would be angles. Pedestrian lighting would be in a "contemporary" theme and style.
Trees would be clustered in a irregular pattern with uplights. Pedestrian seating areas
would also be constructed in a contemporary theme.
These improvements will require the relocation of several catch basins, new curb and
gutter, several wheelchair ramps, new electrical conduit for the streetlights, relocation
of signal controllers, removal and replacement of some pavement, stop signs on First
at Alta, Bonita, and California, and relocation or elimination of some bus stops.
The Streetscape plans will be on display in the City Manager's Conference Room (next
to the Mayor's office) all day Monday October 10 and Tuesday October 11 . They will
be moved to the City Council Conference Room at 5 p.m. October 11 for the
Council/Agency meeting. The Chamber of Commerce, ABA, Planning Commission,
and Parking District Commission have been informed of the meeting and availability
of the plans for public review. Staff will be available in the Conference Room at 8:00
a.m. and 1 :00 p.m. each day to answer questions.
If the Agency approves the "final" project concept, and the environmental
assessment, plans, specifications, and engineering are completed, the project can be
formally bid by the Agency/City and construction could begin in late Spring/early
Summer, 1995. It is expected to take 8-12 months to complete.
The streetscape project has been divided into 3 sections, which can be completed at
one time or constructed separately. Economies of scale and minimal disruption of
merchant, Mall, and Race Track traffic suggest that the work be done under one
contract.. The streetscape project could also then be better coordinated with two city
capital improvement projects- Parallel Water Mains ($415,000) and Huntington Drive
Rehabilitation ($945,000).
Section One is almost the same as Mr. Freedman's Plan - Huntington from Santa Anita
to Second, and First from Wheeler to California (FTB included a slightly larger area,
First from Wheeler to Santa Clara). Staff did not include this because of the closeness
of the railroad tracks and the absence of storefront retail on the west side of the
street. Also a strongly landscaped entry bowout at First and Wheeler permits better
traffic flow than one at Santa Clara. Section Two is Huntington from Second to Fifth.
Section Three is Huntington from Santa Clara to Santa Anita.
Mr. Moss estimates costs of Section One at $2,007,000 (Huntington, Santa Anita to
Second and First, Wheeler to California). This includes construction costs,
contingency, design and engineering, construction management and inspection. In
contrast Mr. Freedman's costs for the same tasks and section, but including First from
Wheeler to Santa Clara, were $3,745,000. Mr. Freedman's proposed improvements
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were of very high quality and expense or were to be custom designed and built; e.g.,
median lights, pedestrian lights, traffic signals, kiosks, fence, new sidewalk. The
Moss plans are simpler and the amenities are from vendor catalogues.
Mr. Moss estimates costs for Section Two (Huntington, Second to Fifth) at $503,000
and costs for Section Three (Huntington, Santa Clara to Santa Anita) at $310,000.
Total for all three sections is then $2,820,000.
Estimated annual maintenance cost - $19,500, not including energy costs.
B. Commercial Facade Rehabilitation Program
City staff prepared a four-part commercial rehab program in 1992. This rehab
program was derived from ongoing programs in other cities. The program concepts
were reviewed with merchants and owners in the downtown as well as several
architects. Their suggestions were incorporated in the final concept. This appeared
to be acceptable to the Agency at their meeting of September 22, 1992, but formal
authorization and implementation was held because of the proposed Downtown
revitalization effort then under discussion.
The Four Rehab Program Components
All commercial businesses in the target area except banks, savings and loans,
churches, and gas stations are eligible. If the Agency approves the concept presented
a more detailed set of guidelines will be submitted for approval at a future meeting.
V 1) Architectural Design Services
The Agency will pay for all architectural design services up to $3,000.
These services must be provided by an architect hired by the Agency.
Eligible work includes design, consultation, preparation of schematic
design drawings, project cost estimation, construction drawings, design
review submission and processing, plan check processing, and limited
construction monitoring.
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Recommended budget $2,000 x 7 owners = $21,000
2) Sign Replacement Rebate
The Agency will pay for sign removal and replacement rebates up to the
amount of 75% of the sign cost, with a maximum rebate of $3,000.
Recommended budget $3,000 x 15 owners/tenants = $45,000
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3) Facade Improvement Rebate
This program includes improvements such as new facade treatments,
awnings, new entrances, new windows, exterior lighting, and related
construction. Facade Improvement Rebates will be made by the Agency
in the amount of 80% of the cost of improvement, with a maximum
rebate of $10,000. Rebates for improvement costs above $10,000 will
be based on a sliding scale with a maximum rebate of $25,000 (50%).
All facade improvement projects must include exterior painting, if
needed.
Recommended budget $10,000 (Average) x 5 owners = $50,000
4. General Property Improvement Rebate
Improvement Rebates include improvements to or replacement of trash
receptacle enclosures, decorative masonry walls, and parking lot
reconstruction, resurfacing, restriping, and new landscaping and
irrigation. All general property improvement projects must include
exterior painting, if needed, and the removal of all non-conforming signs.
Participants can receive 50% of eligible costs up to a maximum of
$10,000.
Recommended budget - $10,000 x 2 owners = $20,000. (This
program could be used in conjunction with the co-op parking program,
below.)
, Recommended budget for Commercial Facade Rehab Program -
$136,000
C. Business Attraction/Incentive Program )
Mundie and Associates, the economic sub-consultant to FTB,
recommended that certain uses be actively solicited to come to the
downtown, e.g., convenience retail, specialty retail, restaurants. To
accomplish this will require Agency financial assistance. It may also
involve the voluntary relocation of one or two downtown merchants to
other locations in order to obtain the needed space for the new use.
This program addresses these purposes. If approved in concept, staff
will submit detailed guidelines for approval at a future meeting.
9
Recommended Budget
2-3 new businesses $100,000
2-3 relocations 30,000
Total = $130,000
D. Accessways/Southside Parking Program
There are no public accessways near the middle of the block on
Huntington between Santa Anita and First. FTB pointed out that
pedestrian access to the parking lots off either alley is critical to the
ultimate success of downtown revitalization. This program would permit
acquisition of two public easements; one to the east of Steerburger and
one through the Arcade building. The program includes the possible
demolition and reconstruction of the parking lot behind the Arcade
building in return for dedicated public parking and maintenance paid for
by the private owner. Alternatively it contemplates the acquisition of the ,
properties, relocation of the businesses, demolition of the building,
construction of some additional parking off the alley with a public plaza
connecting to Huntington. Possibly a small specialty retail shop or deli
could develop and lease a portion of the site.
Recommended budget - $100,000 - $900,000
E. Downtown Marketing Program
In order to ensure success a sustained quality advertising campaign to
inform the public about the downtown is needed. This would take the
form of newspaper ads, flyers, mailers, brochures, banners, notices, and
other marketing tools. Design of the logo, colors, theme, layout, would
be provided by a professional firm. If approved in concept, staff will
submit a detailed program for approval at a future meeting.
Recommended budget - $20,000
F. Directional Signage Program
Using an Agency approved theme, colors, and logo, new directional
signs would be placed in and around the downtown to show parking
locations, traffic patterns, amenities, etc.
Recommended budget - $15,000
10
G. Private Cooperative Parking Program
FTB based upon downtown parking surveys by themselves and by The
Planning Corp., the Agency's environmental consultant, concluded there
was ample parking available in the downtown, as long as the private
owner permitted such use by the public. This program is intended to pay
for costs to improve and/or reconstruct deteriorating private parking lots,
remove barriers, and integrate adjoining lots. Financial assistance by the
Agency would be the incentive to the owner to permit public use of his
lot.
•
Recommended budget - 1-2 lots - $25,000
H. Land Use/Zoning/Development Criteria
Pursuant to City Council direction, the Planning Division with the help of
a consultant will be preparing a new General Plan for the City.
Numerous changes to the City's zoning ordinance and development
criteria will be needed to provide for an enhanced downtown project
area.
Recommended budget - $10,000
Merchant Technical Assistance Program
This Program provides business support to the merchants in the
downtown (and City) by utilizing the existing Chamber of Commerce
three (3) training seminars. (The first on consumer service and personal
salesmanship will be held in December.)
Cost - None, The Chamber of Commerce is responsible for this per their
annual contract with the. City.
J. Special Events
When the streetscape is in place, staff will investigate the possibility of
special promotional events; e.g., shows, concerts, and parades.
Cost - Future (unknown)
Grand Total - Downtown 2000 = $2,443,000 - 4,056,000
• 11-R
O
FISCAL IMPACT
A. Summary of Possible/Pending Projects Expenditures
1 ) Southwest Corner $15,000 - 100,000
2) Northwest Corner 15,000
3) Light Rail/Transit Center 0
4) 210/Wash (Costco) 0
5) Fifth Ave Project 3,250,000 - 7,000,000
6) Foulger (Theater) 50,000 - 3,000,000
7) Soccer/Roller Hockey and Ice Rink 0
8) Downtown 2000 2,443,000 - 4,056,000
5,773,000 - 14,171,000
B. Summary of Agency Revenues
Funds currently available (per Finance) - $3,500,000
Tax Increment FY 1994-5 - $2,100,000
re: less expenditures (bond debt service, payment to State,
payment of annual interest to City, Economic Development
Division operations, project costs - $1,387,000) (Net) $713,000
Estimated FY 94-5 Interest earnings 150,000
Estimated funds available for projects FY 1994-5 $4,363,000
C. Conclusions
•
1 . There are now or shortly will be sufficient funds available to
• implement the complete Downtown 2000 plan and program
above, if the Agency so desires.
2. There are not sufficient funds to complete both the Foulger
(Theater) project and the Fifth Ave Project unless the Agency
issues Tax Allocation bonds. Such a bond issue could provide
an estimated $6-7 million in net bond proceeds. This when
combined with developer contributions to the project will enable
the Agency to complete both projects if it so desires. Formal
action on a possible bond issue would be needed when and if the
Agency enters into a Disposition and Development Agreement
(DDA) with the respective developers.
12-R
( ) ( 1
RECOMMENDATION
1 . That the Council and Agency provide directions to staff as requested in
the redevelopment projects A through G above.
2. That the Council and Agency approve the Downtown 2000 project and
programs and authorize staff to proceed with the environmental
assessment, plans, specifications, and engineering.
13
No-ao,t. CENTRAL REDEVELOPMENT PROJECT
Sa. ine nii�as�• F POSSIBLE AND PENDING AGENCY PROJECTS
P F °°� CITY OF ARCADIA
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V6 /0- 5"a ® /7
•
Memorandum
DATE: OCTOBER 11 , 1994
TO: ARCADIA CITY COUNCIL/ARCADIA REDEVELOPMENT AGENCY
FROM: WILLIAM R. KELLY, CITY MANAGER/EXECUTIVE DIRECTOR UD►,0 }�L
/LPETER KINNAHAN, ECONOMIC DEVELOPMENT ADMINISTRATOR
RE: REQUEST FOR CITY COUNCIL AND/OR AGENCY APPROVAL
AND/OR DIRECTION ON THE FOLLOWING PROJECTS:
SOUTHWEST CORNER OF HUNTINGTON/SECOND,
NORTHWEST CORNER OF HUNTINGTON/SECOND, LIGHT RAIL
STATION/TRANSIT CENTER, 210/WASH (COSTCO), FIFTH
AVENUE (JOINT PROJECT WITH MONROVIA), FOULGER SITE
(THEATER), SOCCER AND ROLLER HOCKEY SPORTS FACILITY
AND ICE RINK FACILITY, DOWNTOWN 2000 CONCEPT PLANS
AND PROGRAMS
SUMMARY
The City Council and Agency previously received a written report (June 10, 1994) and
presentations (June 14, June 28, July 19) on several pending City and Agency
projects.
This report briefly discusses the more significant issues of the above noted projects
and requests Council and/or Agency direction or approval.
A map showing the location of the various projects immediately follows the staff
report.
A. Southwest Corner
The vacant 51,000 square foot Southwest Corner (SWC) site can be combined with
the adjacent access road and island to make a 57,000 square foot site, if desired by
the developer.
The site is zoned C-2, and D, and has been marketed in the past for professional and
medical office, retail, and restaurant and there was some developer interest in these
uses. Dave Powell of Hayes and Co., the Agency's broker, advises that currently a
furniture retailer, an office use and a restaurant have expressed preliminary interest
in the site.
1
LASER IMAGED
•
Cost - $15,000 for miscellaneous administrative costs to an estimated $100,000, to
acquire the City owned island and access road to be included in the development site.
A 5% commission would be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, dinner house/restaurant,
professional and medical office, and/or mixed uses, on the SWC.
B. Northwest Corner
The vacant 175,000 square foot (4 acres) Northwest Corner (NWC) site can be
developed for retail, medium density residential, and/or mixed use. Other possibilities
include development as a soccer/roller hockey sports facility or an ice skating arena
(see Item 2.G. below).
The zoning (M-1 ) would have to be changed to a commercial zone. The site has been
marketed for commercial office, retail, and restaurant and there was developer interest
in these uses as well as an 8 story office, senior housing and hotel. Dave Powell
advises that a 25,000 square foot retailer would be interested in the site, if a Costco
were constructed nearby. The site's lack of visibility because of the railroad track and
berm has affected its viability.
Cost - estimated $15,000 for misc. administrative costs. A 5% commission would
be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, medium density residential,
and/or mixed uses on the NWC.
C. Light Rail Station/Transit Center
The area between Front Street, Saint Joseph, First and Santa Clara was the location
of the previous Arcadia train station depot.
Michael Freedman, the Agency's previous downtown revitalization consultant,
proposed moving the station site to the Huntington/Second area, either on Bonita Park
and school or the NWC. The Metropolitan Transportation Authority (MTA)
environmental impact report has assessed all three locations. Staff prefers the Front
Street/First/ Saint Joseph site because of its central location, its street network, its
availability, practicality, the fact the Agency and City already own two of the three
properties, and its lower cost.
2
The City can attempt to lobby the MTA to use MTA's funds to acquire the 30,610
square foot Catellus property east of the tracks and donate MTA's land along Front
Street west of the tracks to the City. If this is not feasible, Proposition A and C funds
could be used to acquire the Catellus-owned parcel and to design and construct a
Light Rail Station/Transit Center. In the interim the existing parking areas could
possibly be used for Park and Ride with a landscaped passive park area adjacent.
Cost - Unknown at this time
RECOMMENDATION
That the Council and Agency designate the area around Front Street/First/Saint
Joseph and Santa Clara as the potential site for a future Light Rail Station/Transit
Center and provide direction to staff regarding the possible acquisition of Catellus and
MTA properties.
D. 210/West (Costco)
The Agency previously investigated the possibility of acquiring the parcels in the
triangle north of Santa Clara, east of Second, and south of the 210 Foothill Freeway
for a 144,000 square foot Costco retail warehouse. The City/Agency would have to
relocate the Saint Joseph Water Facility to either Newcastle Park or Eisenhower Park,
obtain permission of the Army Corps of Engineers and the L A County Department of
Public Works to build over the Santa Anita Wash, relocate a County Riding and Hiking
Trail and relocate major Edison service lines.
Based upon an economic analysis by Jim Williams, the Agency's redevelopment
consultant, the project does Egg yield an adequate return for the investment due in
part to the $9-10 million cost of relocating the water tanks. Also, staff to date has
not been successful in obtaining Corps of Engineers support for constructing a
building over the Wash.
Cost - Not applicable
RECOMMENDATION
That the Agency discontinue consideration of the Santa Clara/Second Avenue/210
Freeway/Wash site for a Price/Costco project.
3
E. Fifth Avenue (Joint Project with Monrovia)
Agency staff, City of Monrovia staff, World Vision staff and their broker, the Royce
Co., have intensively marketed to the U S development community _a 14.5 acre
development site on both sides of Fifth Avenue. We conducted qualifying interviews
of five interested developers and were prepared to recommend three companies to our
respective redevelopment agencies for an opportunity to submit a full proposal. This
week we were advised that The Festival Group (TFG), a national firm has agreed to
acquire the World Vision property east of Fifth. TFG was staff's first choice.
Monrovia staff and Arcadia staff, based upon comments from several developers
believe there is a strong market for 10,000 - 50,000 square foot retail stores, e.g.,
"category-killers"; e.g., Comp USA, Sportmart, Circuit City. TFG concurs and is
willing to work with both Agencies on a master plan for a joint development.
Cost - Estimated 53,250,000 - $7,000,000 depending on extent of Agency
participation in assembling the land.
RECOMMENDATION
That the Agency authorize staff to continue discussions with Monrovia for a joint
r-ete4F development on each side of Fifth Avenue, between the 210 Freeway,
Huntington, and the Santa Anita Wash.
F. Foulger Site (Theater)
The Agency has received a proposal from Vic Georgino, who developed and built the
AMC theater complex in downtown Burbank. He has requested an Exclusive Right
to Negotiate (ERN) with the Agency on the former Foulger Ford site for an 40,000
square foot building, 4,500 seat, 20 screen theater, with 2 restaurants, and a parking
structure for 1,000 cars. He has been in contact with the owner but has to date been
unsuccessful in negotiating a purchase price or ground lease.
Staff recommends an ERN in order to permit him to secure a theater and restaurant
tenant and negotiate with more authority with the property owner.
Cost - $50,000 - 53,000,000 depending on extent of Agency participation in the
development
RECOMMENDATION
That the Agency authorize staff to prepare an Exclusive Right to Negotiate (ERN) to
4
develop a multi screen theater, restaurants and parking on the Foulger Ford site for
a future Agency meeting.
G. Soccer and Roller Hockey Sports Facility and Ice Rink Facility
Soccer Roller Hockey Sports Facility,
The Recreation Commission has been considering a proposal from Arena Soccer Parks
International/Pacific Hockey Centers to joint venture a sports facility in Arcadia.
They propose to use available land provided at no cost on which the City or Agency
would construct a large 85 x 200 foot soccer court, a 50 x 85 foot mini soccer court,
an 80 x 180 foot roller hockey court, concession shop, office, on 2 acres for
approximately $900,000. This does not include parking. Total site size is therefore
3-4 acres. The City or Agency would receive 5% of all gross revenues up to
$360,000 ($18,000) and 20% above $360,000. ASPI/PHC estimate that the City
or Agency would receive in excess of $1 million during the 10 year lease. (The
facility would therefore have to gross $770,000.) ASPI/PHC would manage and
insure the facility. The City or Agency would own the improvements at the end of the
lease.
Staff believe such a facility is designed for an existing park or school district field
since the land and parking are already available.
The issue for the Council and Agency is whether the City wants such a facility and
if so, at what possible locations; and should staff work with ASPI/PHC or seek other
possible developers or facility managers.
Ice Rink Facility
A development group has received governmental entitlement from Monrovia to
construct a 74,000 square foot, 2,500 seat ice skating facility on the mobile home
park on South Fifth abutting the former AT & SF Railroad tracks. The facility included
two large ice rinks, with arena seating around one, with concession shop, tog shop,
• and parking on 5.8 acres.
The developer was unable to agree with the owner on a purchase price and has taken
his plans to San Dimas, where he is apparently moving successfully along in the
development process.
Monrovia staff is now working with a second developer on a similar facility for the
trailer park site. Possibly this concept could come to an Arcadia location, g.g., an
expanded NWC, Fifth Avenue (Arcadia side), or other city site. . _
5
1
•
The issue of the Council and Agency is whether the City wants such a facility and if
so, at what possible locations.
Cost - Unknown at this time
RECOMMENDATION
•
That the City Council and Agency provide direction to staff on a soccer and roller
hockey facility and on a possible ice skating facility in the project area or city.
Agenda Item 3 - Downtown 2000 Concept Plans and Programs
The proposed plan and program draws extensively from the last 18 months of work
by Freedman, Tung and Bottomley (FTB), ASL Consulting Engineers, and City/Agency
staff. It is based on at least six (6) community meetings or public hearings and
several other Council/Agency study sessions or meetings.
The "final" streetscape plans presented tonight are based upon Council/Agency
direction at your July 10.meeting. The plans prepared by Larry Moss and Associates,
merge Freedman Plan B and Staff Plan C. This report, the plans, and tonight's
presentation are intended to finalize all streetscape issues and to obtain your
'authorization to proceed.
When combined with some of the Agency and City projects above, e.g., Foulger
Theater project, Southwest Corner, Light Rail Station, the plan and program constitute
a comprehensive effort to revitalize the downtown by the year 2000. •
A. Streetscape
On Huntington Drive parking will remain with bowouts at the corners and one
midblock crosswalk. The sidewalks will be improved with special landscaping and
pedestrian lights. Unlike previous plans no traffic signals will be initially constructed
at either of the two crosswalks between Santa Anita and Second, although the signal
base and electrical service will be installed. Decorative bowouts with special
landscaping and stone entry columns are planned for Fifth Avenue and Santa Clara.
Small landscaped medians would be constructed between Santa Clara and Santa Anita
and Second and Fifth. The ficus trees would be removed and replaced with clusters
•
• of assorted deciduous trees in an irregular pattern. Tall palms would accentuate the
corners and crosswalks. Pedestrian lights in a "traditional" theme and style (with
banner supports) along with low level wall lights in the pedestrian seating areas and
uplights in the palm trees would provide visual interest at night. Landscaped pots
with assorted flowering plants, benches, trash receptacles, interlocking pavers in the
pedestrian seating areas, and attractive tree grates add variety.
6
•
On First Avenue, there would be landscaped bowouts at the corners with a strong
landscaping treatment at California, the southern entrance to the downtown. Parking
would be angles. Pedestrian lighting would be in a "contemporary" theme and style.
Trees would be clustered in a irregular pattern with uplights. Pedestrian seating areas
would also be constructed in a contemporary theme.
These improvements will require the relocation of several catch basins, new curb and
gutter, several wheelchair ramps, new electrical conduit for the streetlights, relocation
of signal controllers, removal and replacement of some pavement, stop signs on First
at Alta, Bonita, and California, and relocation or elimination of some bus stops.
The Streetscape plans will be on display in the City Manager's Conference Room (next
to the Mayor's office) all day Monday October 10 and Tuesday October 11 . They will
be moved to the City Council Conference Room at 5 p.m. October 11 for the
Council/Agency meeting. The Chamber of Commerce, ABA, Planning Commission,
and Parking District Commission have been informed of the meeting and availability
of the plans for public review. Staff will be available in the Conference Room at 8:00
a.m. and 1 :00 p.m. each day to answer questions.
If the Agency approves the "final" project concept, and the environmental
assessment, plans, specifications, and engineering are completed, the project can be
formally bid by the Agency/City and construction could begin in late Spring/early
Summer, 1995. It is expected to take 8-12 months to complete.
The streetscape project has been divided into 3 sections, which can be completed at
one time or constructed separately. Economies of scale and minimal disruption of
merchant, Mall, and Race Track traffic suggest that the work be done under one
contract.. The streetscape project could also then be better coordinated with two city
capital improvement projects - Parallel Water Mains ($415,000) and Huntington Drive
Rehabilitation ($945,000).
Section One is almost the same as Mr. Freedman's Plan - Huntington from Santa Anita
to Second, and First from Wheeler to California (FTB included a slightly larger area,
First from Wheeler to Santa Clara). Staff did not include this because of the closeness
of the railroad tracks and the absence of storefront retail on the west side of the
street. Also a strongly landscaped entry bowout at First and Wheeler permits better
traffic flow than one at Santa Clara. Section Two is Huntington from Second to Fifth.
Section Three is Huntington from Santa Clara to Santa Anita.
Mr. Moss estimates costs of Section One at $2,007,000 (Huntington, Santa Anita to
Second and Firs, Wheeler to California). This includes construction costs,
contingency, design and engineering, construction management and inspection. In
contrast Mr. Freedman's costs for the same tasks and section, but including First from
Wheeler to Santa Clara, were $3,745,000. Mr. Freedman's proposed improvements
7
•
were of very high quality and expense or were to be custom designed and built; e.g.,
median lights, pedestrian lights, traffic signals, kiosks, fence, new sidewalk. The
Moss plans are simpler and the amenities are from vendor catalogues.
Mr. Moss estimates costs for Section Two (Huntington, Second to Fifth) at $503,000
and costs for Section Three (Huntington, Santa Clara to Santa Anita) at $310,000.
Total for all three sections is then $2,820,000.
Estimated annual maintenance cost - $19,500, not including energy costs.
B. Commercial Facade Rehabilitation Program
City staff prepared a four-part commercial rehab program in 1992. This rehab
program was derived from ongoing programs in other cities. The program concepts
were reviewed with merchants and owners in the downtown as well as several
architects. Their suggestions were incorporated in the final concept. This appeared
to be acceptable to the Agency at their meeting of September 22, 1992, but formal
authorization and implementation was held because of the proposed Downtown
revitalization effort then under discussion.
The Four Rehab Program Components
All commercial businesses in the target area except banks, savings and loans,
churches, and gas stations are eligible. If the Agency approves the concept presented
a more detailed set of guidelines will be submitted for approval at a future meeting.
1 ) Architectural Design Services
The Agency will pay for all architectural design services up to $3,000.
These services must be provided by an architect hired by the Agency.
Eligible work includes design, consultation, preparation of schematic
design drawings, project cost estimation, construction drawings, design
review submission and processing, plan check processing, and limited
construction monitoring.
Recommended budget $2,000 x 7 owners = $21 ,000
2) Sign Replacement Rebate
The Agency will pay for sign removal and replacement rebates up to the
amount of 75% of the sign cost, with a maximum rebate of $3,000.
Recommended budget $3,000 x 15 owners/tenants = $45,000
8
3) Facade Improvement Rebate
This program includes improvements such as new facade treatments,
awnings, new entrances, new windows, exterior lighting, and related
construction. Facade Improvement Rebates will be made by the Agency
in the amount of 80% of the cost of improvement, with a maximum
rebate of $10,000. Rebates for improvement costs above $10,000 will
be based on a sliding scale with a maximum rebate of $25,000 (50%).
All facade improvement projects must include exterior painting, if
needed.
Recommended budget $10,000 (Average) x 5 owners = $50,000
4. General Property Improvement Rebate
Improvement Rebates include improvements to or replacement of trash
receptacle enclosures, decorative masonry walls, and parking lot
reconstruction, resurfacing, restriping, and new landscaping and
irrigation. All general property improvement projects must include
exterior painting, if needed, and the removal of all non-conforming signs.
Participants can receive 50% of eligible costs up to a maximum of
$10,000.
Recommended budget - $10,000 x 2 owners = $20,000. (This
program could be used in conjunction with the co-op parking program,
below.)
, Recommended budget for Commercial Facade Rehab Program
$136,000
C. Business Attraction/Incentive Program
Mundie and Associates, the economic sub-consultant to FTB,
recommended that certain uses be actively solicited to come to the
downtown, e.g., convenience retail, specialty retail, restaurants. To
accomplish this will require Agency financial assistance. It may also
involve the voluntary_ relocation of one or two downtown merchants to
other locations in order to obtain the needed space for the new use.
This program addresses these purposes. If approved in concept, staff
will submit detailed guidelines for approval at a future meeting.
9
Recommended Budget
2-3 new businesses $100,000
2-3 relocations 30,000
Total = $130,000
D. Accessways/Southside Parking Program
There are no public accessways near the middle of the block on
Huntington between Santa Anita and First. FTB pointed out that
pedestrian access to the parking lots off either alley is critical to the
ultimate success of downtown revitalization. This program would permit
acquisition of two public easements; one to the east of Steerburger and •
one through the Arcade building. The program includes the possible
demolition and reconstruction of the parking lot behind the Arcade
building in return for dedicated public parking and maintenance paid for
by the private owner. Alternatively it contemplates the acquisition of the , -
properties, relocation of the businesses, demolition of the building,
construction of some additional parking off the alley with a public plaza
connecting to Huntington. Possibly a small specialty retail shop or deli
could develop and lease a portion of the site.
Recommended budget - $100,000 - $900,000
E. Downtown Marketing Program
In order to ensure success a sustained quality advertising campaign to
inform the public about the downtown is needed. This would take the
form of newspaper ads, flyers, mailers, brochures, banners, notices, and
other marketing tools. Design of the logo, colors, theme, layout, would
be provided by a professional firm. If approved in concept, staff will
submit a detailed program for approval at a future meeting.
Recommended budget - $20,000
F. Directional Signage Program
Using an Agency approved theme, colors, and logo, new directional
signs would be placed in and around the downtown to show parking
locations, traffic patterns, amenities, etc.
Recommended budget - $15,000
10
G. Private Cooperative Parking Program
FTB based upon downtown parking surveys by themselves and by The
Planning Corp., the Agency's environmental consultant, concluded there
was ample parking available in the downtown, as long as the private
owner permitted such use by the public. This program is intended to pay
for costs to improve and/or reconstruct deteriorating private parking lots,
remove barriers, and integrate adjoining lots. Financial assistance by the
Agency would be the incentive to the owner to permit public use of his
lot.
Recommended budget - 1-2 lots - $25,000
H. Land Use/Zoning/Development Criteria
Pursuant to City Council direction, the Planning Division with the help of
a consultant will be preparing a new General Plan for the City.
Numerous changes to the City's zoning ordinance and development
criteria will be needed to provide for an enhanced downtown project
area.
Recommended budget - $10,000
Merchant Technical Assistance Program
This Program provides business support to the merchants in the
downtown (and City) by utilizing the existing Chamber of Commerce
three (3) training seminars. (The first on consumer service and personal
salesmanship will be held in December.)
Cost - None, The Chamber of Commerce is responsible for this per their
annual contract with the City.
J. Special Events
When the streetscape is in place, staff will investigate the possibility of
special promotional events; e.g., shows, concerts, and parades.
Cost - Future (unknown)
Grand Total - Downtown 2000 = $2,443,000 - 4,056,000
11-R
FISCAL IMPACT
A. Summary of Possible/Pending Projects Expenditures
1 ) Southwest Corner $15,000 - 100,000
2) Northwest Corner 15,000
3) Light Rail/Transit Center 0
4) 210/Wash (Costco) 0
5) Fifth Ave Project 3,250,000 - 7,000,000
6) Foulger (Theater) 50,000 - 3,000,000
7) Soccer/Roller Hockey and Ice Rink 0
8) Downtown 2000 2,443,000 - 4,056,000
5,773,000 - 14,171 ,000
B. Summary of Agency Revenues
Funds currently available (per Finance) - $3,500,000
Tax Increment FY 1994-5 - $2,100,000
re: less expenditures (bond debt service, payment to State,
payment of annual interest to City, Economic Development
Division operations, project costs - $1 ,387,000) (Net) $713,000
Estimated FY 94-5 Interest earnings 150,000
Estimated funds available for projects FY 1994-5 $4,363,000
•
C. Conclusions
1 . There are now or shortly will be sufficient funds available to
• implement the complete Downtown 2000 plan and program
above, if the Agency so desires.
2. There are not sufficient funds to complete both the Foulger
(Theater) project and the Fifth Ave Project unless the Agency
issues Tax Allocation bonds. Such a bond issue could provide
an estimated $6-7 million in net bond proceeds. This when
combined with developer contributions to the project will enable
the Agency to complete both projects if it so desires. Formal
action on a possible bond issue would be needed when and if the
Agency enters into a Disposition and Development Agreement
(DDA) with the respective developers.
12—R
RECOMMENDATION
1 . That the Council and Agency provide directions to staff as requested in
the redevelopment projects A through G above.
2. That the Council and Agency approve the Downtown 2000 project and
programs and authorize staff to proceed with the environmental
assessment, plans, specifications, and engineering.
•
13
--41V1'In r. gm` CENTRAL REDEVELOPMENT PROJECT
�� ���r.• POSSIBLE AND PENDING AGENCY PROJECTS
■ P F /epee*re CITY OF ARCADIA
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06VO-30
Lat__.) csit —� -- � Memorandum
-o,rPOR�t
DATE: OCTOBER 11, 1994
TO: ARCADIA CITY COUNCIL/ARCADIA REDEVELOPMENT AGENCY
FROM: WILLIAM R. KELLY, CITY MANAGER/EXECUTIVE DIRECTOR 1��4 , L
�LPETER KINNAHAN, ECONOMIC DEVELOPMENT ADMINISTRATOR
RE: REQUEST FOR CITY COUNCIL AND/OR AGENCY APPROVAL
AND/OR DIRECTION ON THE FOLLOWING PROJECTS:
SOUTHWEST CORNER OF HUNTINGTON/SECOND,
NORTHWEST CORNER OF HUNTINGTON/SECOND, LIGHT RAIL
STATION/TRANSIT CENTER, 210/WASH (COSTCO), FIFTH
AVENUE (JOINT PROJECT WITH MONROVIA), FOULGER SITE
(THEATER), SOCCER AND ROLLER HOCKEY SPORTS FACILITY
AND ICE RINK FACILITY, DOWNTOWN 2000 CONCEPT PLANS
AND PROGRAMS
SUMMARY
The City Council and Agency previously received a written report (June 10, 1994) and
presentations (June 14, June 28, July 19) on several pending City and Agency
projects.
This report briefly discusses the more significant issues of the above noted projects
and requests Council and/or Agency direction or approval.
A map showing the location of the various projects, immediately follows the staff
report.
A. Southwest Corner
The vacant 51,000 square foot Southwest Corner (SWC) site can be combined with
the adjacent access road and island to make a 57,000 square foot site, if desired by
the developer.
The site is zoned C-2, and D, and has been marketed in the past for professional and
medical office, retail, and restaurant and there was some developer interest in these
uses. Dave Powell of Hayes and Co., the Agency's broker, advises that currently a
furniture retailer, an office use and a restaurant have expressed preliminary interest
in the site. -
• 1
LASER IMAGED
a
Cost - $15,000 for miscellaneous administrative costs to an estimated $100,000, to
acquire the City owned island and access road to be included in the development site.
A 5% commission would be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, dinner house/restaurant,
professional and medical office, and/or mixed uses, on the SWC.
B. Northwest Corner
The vacant 175,000 square foot (4 acres) Northwest Corner (NWC) site can be
developed for retail, medium density residential, and/or mixed use. Other possibilities
include development as a soccer/roller hockey sports facility or an ice skating arena
(see Item 2.G. below).
The zoning (M-1 ) would have to be changed to a commercial zone. The site has been
marketed for commercial office, retail, and restaurant and there was developer interest
in these uses as well as an 8 story office, senior housing and hotel. Dave Powell
advises that a 25,000 square foot retailer would be interested in the site, if a Costco
were constructed nearby. The site's lack of visibility because of the railroad track and
berm has affected its viability.
Cost - estimated $15,000 for misc. administrative costs. A 5% commission would
be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, medium density residential,
and/or mixed uses on the NWC.
.C. Light Rail Station/Transit Center
The area between Front Street, Saint Joseph, First and Santa Clara was the location
of the previous Arcadia train station depot.
Michael Freedman, the Agency's previous downtown revitalization consultant,
proposed moving the station site to the Huntington/Second area, either on Bonita Park
and school or the NWC. The Metropolitan Transportation Authority (MTA)
environmental impact report has assessed all three locations. Staff prefers the Front
Street/First/ Saint Joseph site because of its central location, its street network, its
availability, practicality, the fact the Agency and City already own two of the three
properties, and its lower cost.
2
i
The City can attempt to lobby the MTA to use MTA's funds to acquire the 30,610
square foot Catellus property east of the tracks and donate MTA's land along Front
Street west of the tracks to the City. If this is not feasible, Proposition A and C funds
could be used to acquire the Catellus-owned parcel and to design and construct a
Light Rail Station/Transit Center. In the interim the existing parking areas could
possibly be used for Park and Ride with a landscaped passive park area adjacent.
Cost - Unknown at this time
RECOMMENDATION
That the Council and Agency designate the area around Front Street/First/Saint
Joseph and Santa Clara as the potential site for a future Light Rail Station/Transit
Center and provide direction to staff regarding the possible acquisition of Catellus and
MTA properties.
D. 210/West (Costco)
The Agency previously investigated the possibility of acquiring the parcels in the
triangle north of Santa Clara, east of Second, and south of the 210 Foothill Freeway
for a 144,000 square foot Costco retail warehouse. The City/Agency would have to
relocate the Saint Joseph Water Facility to either Newcastle Park or Eisenhower Park,
obtain permission of the Army Corps of Engineers and the L A County Department of
Public Works to build over the Santa Anita Wash, relocate a County Riding and Hiking
Trail and relocate major Edison service lines.
Based upon an economic analysis by Jim Williams, the Agency's redevelopment
consultant, the project does no/ yield an adequate return for the investment due in
part to the $9-10 million cost of relocating the water tanks. Also, staff to date has
not been successful in obtaining Corps of Engineers support for constructing a
building over the Wash.
Cost - Not applicable
RECOMMENDATION
That the Agency discontinue consideration of the Santa Clara/Second Avenue/210
Freeway/Wash site for a Price/Costco project.
3
!r,
E. Fifth Avenue (Joint Project with Monrovia).
Agency staff, City of Monrovia staff, World Vision staff and their broker, the Royce
Co., have intensively marketed to the U S development community a 14.5 acre
development site on both sides of Fifth Avenue. We conducted qualifying interviews
of five interested developers and were prepared to recommend three companies to our
respective redevelopment agencies for an opportunity to submit a full proposal. This
week we were advised that The Festival Group (TFG), a national firm has agreed to
acquire the World Vision property east of Fifth. TFG was staff's first choice.
Monrovia staff and Arcadia staff, based upon comments from several developers
believe there is a strong market for 10,000 - 50,000 square foot retail stores, e.g.,
"category-killers"; e.g., Comp USA, Sportmart, Circuit City. TFG concurs and is
willing to work with both Agencies on a master plan for a joint development.
Cost - Estimated $3,250,000 - $7,000,000 depending on extent of Agency
participation in assembling the land.
RECOMMENDATION
That the Agency authorize staff to continue discussions with Monrovia for a joint
raft- development on each side of Fifth Avenue, between the 210 Freeway,
Huntington, and the Santa Anita Wash.
F. Foulger Site (Theater)
The Agency has received a proposal from Vic Georgino, who developed and built the
AMC theater complex in downtown Burbank. He has requested an Exclusive Right
to Negotiate (ERN) with the Agency on the former Foulger Ford site for an 40,000
square foot building, 4,500 seat, 20 screen theater, with 2 restaurants, and a parking
structure for 1 ,000 cars. He has been in contact with the owner but has to date been
unsuccessful in negotiating a purchase price or ground lease.
Staff recommends an ERN in order to permit him to secure a theater and restaurant
tenant and negotiate with more authority with the property owner.
Cost - $50,000 - $3,000,000 depending on extent of Agency participation in the
development
RECOMMENDATION
That the Agency authorize staff to prepare an Exclusive Right to Negotiate (ERN) to
4
develop a multi screen theater, restaurants and parking on the Foulger Ford site for
a future Agency meeting.
G. Soccer and Roller Hockey Sports Facility and Ice Rink Facility
Soccer Roller Hockey Sports Facility
The Recreation Commission has been considering a proposal from Arena Soccer Parks
International/Pacific Hockey Centers to joint venture a sports facility in Arcadia.
They propose to use available land provided at no cost on which the City or Agency
would construct a large 85 x 200 foot soccer court, a 50 x 85 foot mini soccer court,
an 80 x 180 foot roller hockey court, concession shop, office, on 2 acres for
approximately $900,000. This does nom.; include parking. Total site size is therefore
3-4 acres. The City or Agency would receive 5% of all gross revenues up to
$360,000 ($18,000) and 20% above $360,000. ASPI/PHC estimate that the City
or Agency would receive in excess of $1 million during the 10 year lease. (The
facility would therefore have to gross $770,000.) ASPI/PHC would manage and
insure the facility. The City or Agency would own the improvements at the end of the
lease.
Staff believe such a facility is designed for an existing park or school district field
since the land and parking are already available.
The issue for the Council and Agency is whether the City wants such a facility and
if so, at what possible locations; and should staff work with ASPI/PHC or seek other
possible developers or facility managers. -
Ice Rink Facility
A development group has received governmental entitlement from Monrovia to
construct a 74,000 square foot, 2,500 seat ice skating facility on the mobile home
park on South Fifth abutting the former AT & SF Railroad tracks. The facility included
two large ice rinks, with arena seating around one, with concession shop, tog shop,
• and parking on 5.8 acres.
The developer was unable to agree with the owner on a purchase price and has taken
his plans to San Dimas, where he is apparently moving successfully along in the
development process.
Monrovia staff is now working with a second developer on a similar facility for the
trailer park site. Possibly this concept could come to an Arcadia location, e.g., an
expanded NWC, Fifth Avenue (Arcadia side), or other city site.
5
The issue of the Council and Agency is whether the City wants such a facility and if
so, at what possible locations.
Cost - Unknown at this time
RECOMMENDATION
That the City Council and Agency provide direction to staff on a soccer and roller
hockey facility and on a possible ice skating facility in the project area or city.
Agenda Item 3 - Downtown 2000 Concept Plans and Programs
The proposed plan and program draws extensively from the last 18 months of work
by Freedman, Tung and Bottomley (FTB), ASL Consulting Engineers, and City/Agency
staff. It is based on at least six (6) community meetings or public hearings and
several other Council/Agency study sessions or meetings.
The "final" streetscape plans presented tonight are based upon Council/Agency
direction at your July 10 meeting. The plans prepared by Larry Moss and Associates,
merge Freedman Plan B and Staff Plan C. This report, the plans, and tonight's
presentation are intended to finalize all streetscape issues and to obtain your
authorization to proceed.
When combined with some of the Agency and City projects above, e.g., Foulger
Theater project, Southwest Corner, Light Rail Station, the plan and program constitute
a comprehensive effort to revitalize the downtown by the year 2000. •
A. Str'eetscape
On Huntington Drive parking will remain with bowouts at the corners and one
midblock crosswalk. The sidewalks will be improved with special landscaping and
pedestrian lights. Unlike previous plans no traffic signals will be initially constructed
at either of the two crosswalks between Santa Anita and Second, although the signal
base and electrical service will be installed. Decorative bowouts with special
landscaping and stone entry columns are planned for Fifth Avenue and Santa Clara.
Small landscaped medians would be constructed between Santa Clara and Santa Anita
and Second and Fifth. The ficus trees would be removed and replaced with clusters
of assorted deciduous trees in an irregular pattern. Tall palms would accentuate the
corners and crosswalks. Pedestrian lights in a "traditional" theme and style (with
banner supports) along with low level wall lights in the pedestrian seating areas and
uplights in the palm trees would provitie visual interest at night. Landscaped pots
with assorted flowering plants, benches, trash receptacles, interlocking pavers in the
pedestrian seating areas, and attractive tree grates add variety.
6
6
On First Avenue, there would be landscaped bowouts at the corners with a strong
landscaping treatment at California, the southern entrance to the downtown. Parking
would be angles. Pedestrian lighting would be in a "contemporary" theme and style.
Trees would be clustered in a irregular pattern with uplights. Pedestrian seating areas
would also be constructed in a contemporary theme.
These improvements will require the relocation of several catch basins, new curb and
gutter, several wheelchair ramps, new electrical conduit for the streetlights, relocation
of signal controllers, removal and replacement of some pavement, stop signs on First
at Alta, Bonita, and California, and relocation or elimination of some bus stops.
The Streetscape plans will be on display in the City Manager's Conference Room (next
to the Mayor's office) all day Monday October 10 and Tuesday October 11 . They will
be moved to the City Council Conference Room at 5 p.m. October 11 for the
Council/Agency meeting. The Chamber of Commerce, ABA, Planning Commission,
and Parking District Commission have been informed of the meeting and availability
of the plans for public review. Staff will be available in the Conference Room at 8:00
a.m. and 1 :00 p.m. each day to answer questions.
If the Agency approves the "final" project concept, and the environmental
assessment, plans, specifications, and engineering are completed, the project can be
formally bid by the Agency/City and construction could begin in late Spring/early
Summer, 1995. It is expected to take 8-12 months to complete.
The streetscape project has been divided into 3 sections, which can be completed at
one time or constructed separately. Economies of scale and minimal disruption of
merchant, Mall, and Race Track traffic suggest that the work be done under one •
contract.. The streetscape project could also then be better coordinated with two city
capital improvement projects- Parallel Water Mains ($415,000) and Huntington Drive
Rehabilitation ($945,000).
Section One is almost the same as Mr. Freedman's Plan - Huntington from Santa Anita
to Second, and First from Wheeler to California (FTB included a slightly larger area,
First from Wheeler to Santa Clara). Staff did not include this because of the closeness
of the railroad tracks and the absence of storefront retail on the west side of the
street. Also a strongly landscaped entry bowout at First and Wheeler permits better
traffic flow than one at Santa Clara. Section Two is Huntington from Second to Fifth.
Section Three is Huntington from Santa Clara to Santa Anita.
Mr. Moss estimates costs of Section One at $2,007,000 (Huntington, Santa Anita to
Second and First, Wheeler to California). This includes construction costs,
contingency, design and engineering, construction management and inspection. In
contrast Mr. Freedman's costs for the same tasks and section, but including First from
Wheeler to Santa Clara, were $3,745,000. Mr. Freedman's proposed improvements
7
were of very high quality and expense or were to be custom designed and built; e.g.,
median lights, pedestrian lights, traffic signals, kiosks, fence, new sidewalk. The
Moss plans are simpler and the amenities are from vendor catalogues.
Mr. Moss estimates costs for Section Two (Huntington, Second to Fifth) at $503,000
and costs for Section Three (Huntington, Santa Clara to Santa Anita) at $310,000.
Total for all three sections is then $2,820,000.
Estimated annual maintenance cost - $19,500, not including energy costs.
B. Commercial Facade Rehabilitation Program
City staff prepared a four-part commercial rehab program in 1992. This rehab
program was derived from ongoing programs in other cities. The program concepts
were reviewed with merchants and owners in the downtown as well as several
architects. Their suggestions were incorporated in the final concept. This appeared
to be acceptable to the Agency at their meeting of September 22, 1992, but formal
authorization and implementation was held because of the proposed Downtown
revitalization effort then under discussion.
The Four Rehab Program Components
All commercial businesses in the target area except banks, savings and loans,
churches, and gas stations are eligible. If the Agency approves the concept presented
a more detailed set of guidelines will be submitted for approval at a future meeting.
1 ) Architectural Design Services
The Agency will pay for all architectural design services up to $3,000.
These services must be provided by an architect hired by the Agency.
Eligible work includes design, consultation, preparation of schematic
design drawings, project cost estimation, construction drawings, design
review submission and processing, plan check processing, and limited
construction monitoring.
Recommended budget $2,000 x 7 owners = $21,000
2) Sign Reolacement Rebate
The Agency will pay for sign removal and replacement rebates up to the
amount of 75% of the sign cost, with a maximum rebate of $3,000.
Recommended budget $3,000 x 15 owners/tenants = $45,000
8
i
3) Facade Improvement Rebate
This program includes improvements such as new facade treatments,
awnings, new entrances, new windows, exterior lighting, and related
construction. Facade Improvement Rebates will be made by the Agency
in the amount of 80% of the cost of improvement, with a maximum
rebate of $10,000. Rebates for improvement costs above $10,000 will
be based on a sliding scale with a maximum rebate of $25,000 (50%).
All facade improvement projects must include exterior painting, if
needed.
Recommended budget $10,000 (Average) x 5 owners = $50,000
4. General Property Improvement Rebate
Improvement Rebates include improvements to or replacement of trash
receptacle enclosures, decorative masonry walls, and parking lot
reconstruction, resurfacing, restriping, and new landscaping and
irrigation. All general property improvement projects must include
exterior painting, if needed, and the removal of all non-conforming signs.
Participants can receive 50% of eligible costs up to a maximum of
$10,000.
Recommended budget - $10,000 x 2 owners = $20,000. (This
program could be used in conjunction with the co-op parking program,
below.)
, Recommended budget for Commercial Facade Rehab Program -
$136,000
C. Business Attraction/Incentive Program
•
Mundie and Associates, the economic sub-consultant to FTB,
recommended that certain uses be actively solicited to come to the
downtown, e.g., convenience retail, specialty retail, restaurants. To
accomplish this will require Agency financial assistance. It may also
involve the voluntary relocation of one or two downtown merchants to
other locations in order to obtain the needed space for the new use.
This program addresses these purposes. If approved in concept, staff
will submit detailed guidelines for approval at a future meeting.
9
fit
Recommended Budget
2-3 new businesses $100,000
2-3 relocations 30,000
Total = $130,000
D. Accessways/Southside Parking Program
There are no public accessways near the middle of the block on
Huntington between Santa Anita and First. FTB pointed out that
pedestrian access to the parking lots off either alley is critical to the
ultimate success of downtown revitalization. This program would permit
acquisition of two public easements; one to the east of Steerburger and
one through the Arcade building. The program includes the possible
demolition and reconstruction of the parking lot behind the Arcade ,
building in return for dedicated public parking and maintenance paid for
by the private owner. Alternatively it contemplates the acquisition of the
properties, relocation of the businesses, demolition of the building,
construction of some additional parking off the alley with a public plaza
connecting to Huntington. Possibly a small specialty retail shop or deli
could develop and lease a portion of the site.
Recommended budget - $100,000 $900,000
E. Downtown Marketing Program
In order to ensure success a sustained quality advertising campaign to
inform the public about the downtown is needed. This would take the
form of newspaper ads, flyers, mailers, brochures, banners, notices, and
other marketing tools. Design of the logo, colors, theme, layout, would
be provided by a professional firm. If approved in concept, staff will
submit a detailed program for approval at a future meeting.
Recommended budget - $20,000
. F. Directional Signage Program
Using an Agency approved theme, colors, and logo, new directional
signs would be placed in and around the downtown to show parking -
locations, traffic patterns, amenities, etc.
Recommended budget - $15,000
10
G. Private Cooperative Parking Program
FTB based upon downtown parking surveys by themselves and by The
Planning Corp., the Agency's environmental consultant, concluded there
was ample parking available in the downtown, as long as the private
owner permitted such use by the public. This program is intended to pay
for costs to improve and/or reconstruct deteriorating private parking lots,
remove barriers, and integrate adjoining lots. Financial assistance by the
Agency would be the incentive to the owner to permit public use of his
lot.
Recommended budget - 1-2 lots - $25,000
H. Land Use/Zoning/Development Criteria
Pursuant to City Council direction, the Planning Division with the help of
a consultant will be preparing a new General Plan for the City.
Numerous changes to the City's zoning ordinance and development
criteria will be needed to provide for an enhanced downtown project
area.
Recommended budget - $10,000
Merchant Technical Assistance Program
This Program provides business support to the merchants in the
downtown (and City) by utilizing the existing Chamber of Commerce
three (3) training seminars. (The first on consumer service and personal
salesmanship will be held in December.)
Cost - None, The Chamber of Commerce is responsible for this per their
annual contract with the City.
J. Special Events
When the streetscape is in place, staff will investigate the possibility of
special promotional events; e.g., shows, concerts, and parades.
Cost - Future (unknown)
Grand Total - Downtown 2000 = $2,443,000 - 4,056,000
11-R
FISCAL IMPACT
A. Summary of Possible/Pending Projects Expenditures
1) Southwest Corner $15,000 - 100,000
2) Northwest Corner 15,000
3) Light Rail/Transit Center 0
4) 210/Wash (Costco) 0
5) Fifth Ave Project 3,250,000 - 7,000,000
6) Foulger (Theater) 50,000 - 3,000,000
7) Soccer/Roller Hockey and Ice Rink 0
8) Downtown 2000 2,443,000 - 4,056,000
5,773,000 - 14,171,000
B. Summary of Agency Revenues
Funds currently available (per Finance) - $3,500,000
Tax Increment FY 1994-5 - $2,100,000
re: less expenditures (bond debt service, payment to State,
payment of annual interest to City, Economic Development
Division operations, project costs - $1,387,000) (Net) $713,000
Estimated FY 94-5 Interest earnings 150,000
Estimated funds available for projects FY 1994-5 $4,363,000
C. Conclusions
1 . There are now or shortly will be sufficient funds available to
• implement the complete Downtown 2000 plan and program
above, if the Agency so desires.
2. There are not sufficient funds to complete both the Foulger
(Theater) project and the Fifth Ave Project unless the Agency
issues Tax Allocation bonds. Such a bond issue could provide
an estimated $6-7 million in net bond proceeds. This when
combined with developer contributions to the project will enable
the Agency to complete both projects if it so desires. Formal
action on a possible bond issue would be needed when and if the
Agency enters into a Disposition and Development Agreement
(DDA) with the respective developers.
12—R
h
RECOMMENDATION
1 . That the Council and Agency provide directions to staff as requested in
the redevelopment projects A through G above.
2. That the Council and Agency approve the Downtown 2000 project and
programs and authorize staff to proceed with the environmental
assessment, plans, specifications, and engineering.
13
am an ea CENTRAL REDEVELOPMENT PROJECT
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•
=— to, Memorandum
DATE: OCTOBER 11 , 1994
TO: ARCADIA CITY COUNCIL/ARCADIA REDEVELOPMENT AGENCY
FROM: WILLIAM R. KELLY, CITY MANAGER/EXECUTIVE DIRECTOR Utz , L
(PETER KINNAHAN, ECONOMIC DEVELOPMENT ADMINISTRATOR
RE: REQUEST FOR CITY COUNCIL AND/OR AGENCY APPROVAL
AND/OR DIRECTION ON THE FOLLOWING PROJECTS:
SOUTHWEST CORNER OF HUNTINGTON/SECOND,
NORTHWEST CORNER OF HUNTINGTON/SECOND. LIGHT RAIL
STATION/TRANSIT CENTER, 210/WASH (COSTCO), FIFTH
AVENUE (JOINT PROJECT WITH MONROVIA), FOULGER SITE
(THEATER), SOCCER AND ROLLER HOCKEY SPORTS FACILITY
AND ICE RINK FACILITY, DOWNTOWN 2000 CONCEPT PLANS
AND PROGRAMS
SUMMARY
The City Council and Agency previously received a written report (June 10, 1994) and
presentations (June 14, June 28, July 19) on several pending City and Apncy
projects.
This report briefly discusses the more significant issues of the above noted projects
and requests Council and/or Agency direction or approval.
A map showing the location of the various projects immediately follows the staff
report.
A. Southwest Corner
The vacant 51,000 square foot Southwest Corner (SWC) site can be combined with
the adjacent access road and island to make a 57,000 square foot site, if desired by
the developer.
The site is zoned C-2, and D, and has been marketed in the past for professional and
medical office, retail, and restaurant and there was some developer interest in these
uses. Dave Powell of Hayes and Co., the Agency's broker, advises that currently a
furniture retailer, an office use and a restaurant have expressed preliminary interest
in the site.
1
LASER JQED
I'
Cost - $15,000 for miscellaneous administrative costs to an estimated $100,000, to
acquire the City owned island and access road to be included in the development site.
A 5% commission would be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, dinner house/restaurant,
professional and medical office, and/or mixed uses, on the SWC.
B. Northwest Corner,
The vacant 175,000 square foot (4 acres) Northwest Corner (NWC) site can be
developed for retail, medium density residential, and/or mixed use. Other possibilities
include development as a soccer/roller hockey sports facility or an ice skating arena
(see Item 2.G. below).
The zoning (M-1 ) would have to be changed to a commercial zone. The site has been
marketed for commercial office, retail, and restaurant and there was developer interest
in these uses as well as an 8 story office, senior housing and hotel. Dave Powell
advises that a 25,000 square foot retailer would be interested in the site, if a Costco
were constructed nearby. The site's lack of visibility because of the railroad track and
berm has affected its viability.
Cost - estimated $15,000 for misc. administrative costs. A 5% commission would
be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, medium density residential,
and/or mixed uses on the NWC.
C. Light Rail Station/Transit Center
The area between Front Street, Saint Joseph, First and Santa Clara was the location
of the previous Arcadia train station depot.
Michael Freedman, the Agency's previous downtown revitalization consultant,
proposed moving the station site to the Huntington/Second area, either on Bonita Park
and school or the NWC. The Metropolitan Transportation Authority (MTA)
environmental impact report has assessed all three locations. Staff prefers the Front
Street/First/ Saint Joseph site because of its central location, its street network, its
availability, practicality, the fact the Agency and City already own two of the three
properties, and its lower cost.
2
a� 1
The City can attempt to lobby the MTA to use MTA's funds to acquire the 30,610
square foot Catellus property east of the tracks and donate MTA's land along Front
Street west of the tracks to the City. If this is not feasible, Proposition A and C funds
could be used to acquire the Catellus-owned parcel and to design and construct a
Light Rail Station/Transit Center. In the interim the existing parking areas could
possibly be used for Park and Ride with a landscaped passive park area adjacent.
Cost - Unknown at this time
RECOMMENDATION
That the Council and Agency designate the area around Front Street/First/Saint
Joseph and Santa Clara as the potential site for a future Light Rail Station/Transit
Center and provide direction to staff regarding the possible acquisition of Catellus and
MTA properties.
D. 210/West (Costco)
The Agency previously investigated the possibility of acquiring the parcels in the
triangle north of Santa Clara, east of Second, and south of the 210 Foothill Freeway
for a 144,000 square foot Costco retail warehouse. The City/Agency would have to
relocate the Saint Joseph Water Facility to either Newcastle Park or Eisenhower Park,
obtain permission of the Army Corps of Engineers and the L A County Department of
Public Works to build over the Santa Anita Wash, relocate a County Riding and Hiking
Trail and relocate major Edison service lines.
Based upon an economic analysis by Jim Williams, the Agency's redevelopment
consultant, the project does no yield an adequate return for the investment due in
part to the 59-10 million cost of relocating the water tanks. Also, staff to date has
not been.successful in obtaining Corps of Engineers support for constructing a
building over the Wash.
Cost - Not applicable
RECOMMENDATION
That the Agency discontinue consideration of the Santa Clara/Second Avenue/210
Freeway/Wash site for a Price/Costco project.
3
E. Fifth Avenue (Joint Project with Monrovia)
Agency staff, City of Monrovia staff, World Vision staff and their broker, the Royce
Co., have intensively marketed to the U S development community a 14.5 acre
development site on both sides of Fifth Avenue. We conducted qualifying interviews
of five interested developers and were prepared to recommend three companies to our
respective redevelopment agencies for an opportunity to submit a full proposal. This
week we were advised that The Festival Group (TFG), a national firm has agreed to
acquire the World Vision property east of Fifth. TFG was staff's first choice.
Monrovia staff and Arcadia staff, based upon comments from several developers
believe there is a strong market for 10,000 - 50,000 square foot retail stores, e.g.,
"category-killers"; e.g., Comp USA, Sportmart, Circuit City. TFG concurs and is
willing to work with both Agencies on a master plan for a joint development.
Cost - Estimated $3,250,000 - $7,000,000 depending on extent of Agency
participation in assembling the land.
RECOMMENDATION
That the Agency authorize staff to continue discussions with Monrovia for a joint
retail- development on each side of Fifth Avenue, between the 210 Freeway,
Huntington, and the Santa Anita Wash.
F. Foulger Site (Theater)
The Agency has received a proposal from Vic Georgino, who developed and built the
AMC theater complex in downtown Burbank. He has requested an Exclusive Right
to Negotiate (ERN) with the Agency on the former Foulger Ford site for an 40,000
square foot building, 4,500 seat, 20 screen theater, with 2 restaurants, and a parking
structure for 1,000 cars. He has been in contact with the owner but has to date been
unsuccessful in negotiating a purchase price or ground lease.
Staff recommends an ERN in order to permit him to secure a theater and restaurant
tenant and negotiate with more authority with the property owner.
Cost - $50,000 - $3,000,000 depending on extent of Agency participation in the
development
RECOMMENDATION
That the Agency authorize staff to prepare an Exclusive Right to Negotiate (ERN) to
4
develop a multi screen theater, restaurants and parking on the Foulger Ford site for
a future Agency meeting.
G. Soccer and Roller Hockey Sports Facility and Ice Rink Facility
Soccer Roller Hockey Sports Facility
The Recreation Commission has been considering a proposal from Arena Soccer Parks
International/Pacific Hockey Centers to joint venture a sports facility in Arcadia.
They propose to use available land provided at no cost on which the City or Agency
would construct a large 85 x 200 foot soccer court, a 50 x 85 foot mini soccer court,
an 80 x 180 foot roller hockey court, concession shop, office, on 2 acres for
approximately $900,000. This does not include parking. Total site size is therefore
3-4 acres. The City or Agency would receive 5% of all gross revenues up to
$360,000 ($18,000) and 20% above $360,000. ASPI/PHC estimate that the City
or Agency would receive in excess of $1 million during the 10 year lease. (The
facility would therefore have to gross $770,000.) ASPI/PHC would manage and
insure the facility. The City or Agency would own the improvements at the end of the
lease.
Staff believe such a facility is designed for an existing park or school district field
since the land and parking are already available.
The issue for the Council and Agency is whether the City wants such a facility and
if so, at what possible locations; and should staff work with ASPI/PHC or seek other
possible developers or facility managers.
Ice Rink Facility
A development group has received governmental entitlement from Monrovia to
construct a 74,000 square foot, 2,500 seat ice skating facility on the mobile home
park on South Fifth abutting the former AT & SF Railroad tracks. The facility included
two large ice rinks, with arena seating around one, with concession shop, tog shop,
• and parking on 5.8 acres.
The developer was unable to agree with the owner on a purchase price and has taken
his plans to San Dimas, where he is apparently moving successfully along in the
development process.
Monrovia staff is now working with a second developer on a similar facility for the
trailer park site. Possibly this concept could come to an Arcadia location, e.g., an
expanded NWC, Fifth Avenue (Arcadia side), or other city site. _
5
k
The issue of the Council and Agency is whether the City wants such a facility and if
so, at what possible locations.
Cost - Unknown at this time
RECOMMENDATION
That the City Council and Agency provide direction to staff on a soccer and roller
hockey facility and on a possible ice skating facility in the project area or city.
Agenda Item 3 - Downtown 2000 Concept Plans and Programs
The proposed plan and program draws extensively from the last 18 months of work
by Freedman, Tung and Bottomley (FTB), ASL Consulting Engineers, and City/Agency
staff. It is based on at least six (6) community meetings or public hearings and
several other Council/Agency study sessions or meetings.
The "final" streetscape plans presented tonight are based upon Council/Agency
direction at your July 10.meeting. The plans prepared by Larry Moss and Associates,
merge Freedman Plan B and Staff Plan C. This report, the plans, and tonight's
presentation are intended to finalize all streetscape issues and to obtain your
authorization to proceed.
When combined with some of the Agency and City projects above, e.g., Foulger
Theater project, Southwest Corner, Light Rail Station, the plan and program constitute
a comprehensive effort to revitalize the downtown by the year 2000.
A. Streetscape
On Huntington Drive parking will remain with bowouts at the corners and one
midblock crosswalk. The sidewalks will be improved with special landscaping and
pedestrian lights. Unlike previous plans no traffic signals will be initially constructed
at either of the two crosswalks between Santa Anita and Second, although the signal
base and electrical service will be installed. Decorative bowouts with special
landscaping and stone entry columns are planned for Fifth Avenue and Santa Clara.
Small landscaped medians would be constructed between Santa Clara and Santa Anita
and Second and Fifth. The ficus trees would be removed and replaced with clusters
of assorted deciduous trees in an irregular pattern. Tall palms would accentuate the
corners and crosswalks. Pedestrian lights in a "traditional" theme and style (with
_ banner supports) along with low level wall lights in the pedestrian seating areas and
uplights in the palm trees would provide visual interest at night. Landscaped pots
with assorted flowering plants, benches, trash receptacles, interlocking pavers in the
pedestrian seating areas, and attractive tree grates add variety.
6
fY (
On First Avenue, there would be landscaped bowouts at the corners with a strong
landscaping treatment at California, the southern entrance to the downtown. Parking
would be angles. Pedestrian lighting would be in a "contemporary" theme and style.
Trees would be clustered in a irregular pattern with uplights. Pedestrian seating areas
would also be constructed in a contemporary theme.
These improvements will require the relocation of several catch basins, new curb and
gutter, several wheelchair ramps, new electrical conduit for the streetlights, relocation
of signal controllers, removal and replacement of some pavement, stop signs on First
at Alta, Bonita, and California, and relocation or elimination of some bus stops.
The Streetscape plans will be on display in the City Manager's Conference Room (next
to the Mayor's office) all day Monday October 10 and Tuesday October 11 . They will
be moved to the City Council Conference Room at 5 p.m. October 11 for the
Council/Agency meeting. The Chamber of Commerce, ABA, Planning Commission,
and Parking District Commission have been informed of the meeting and availability
of the plans for public review. Staff will be available in the Conference Room at 8:00
a.m. and 1 :00 p.m. each day to answer questions.
If the Agency approves the "final" project concept, and the environmental
assessment, plans, specifications, and engineering are completed, the project can be
formally bid by the Agency/City and construction could begin in late Spring/early
Summer, 1995. It is expected to take 8-12 months to complete.
The streetscape project has been divided into 3 sections, which can be completed at
one time or constructed separately. Economies of scale and minimal disruption of
merchant, Mall, and Race Track traffic suggest that the work be done under one
contract.. The streetscape project could also then be better coordinated with two city
capital improvement projects- Parallel Water Mains ($415,000) and Huntington Drive
Rehabilitation ($945,000).
Section One is almost the same as Mr. Freedman's Plan - Huntington from Santa Anita
to Second, and First from Wheeler to California (FTB included a slightly larger area,
First from Wheeler to Santa Clara). Staff did not include this because of the closeness
of the railroad tracks and the absence of storefront retail on the west side of the
street. Also a strongly landscaped entry bowout at First and Wheeler permits better
traffic flow than one at Santa Clara. Section Two is Huntington from Second to Fifth.
Section Three is Huntington from Santa Clara to Santa Anita.
Mr. Moss estimates costs of Section One at $2,007,000 (Huntington, Santa Anita to
Second and Firs., Wheeler to California). This includes construction costs,
contingency, design and engineering, construction management and inspection. In
contrast Mr. Freedman's costs for the same tasks and section, but including First from
Wheeler to Santa Clara, were $3,745,000. Mr. Freedman's proposed improvements
7
were of very high quality and expense or were to be custom designed and built; e.g.,
median lights, pedestrian lights, traffic signals, kiosks, fence, new sidewalk. The
Moss plans are simpler and the amenities are from vendor catalogues.
Mr. Moss estimates costs for Section Two (Huntington, Second to Fifth) at $503,000
and costs for Section Three (Huntington, Santa Clara to Santa Anita) at $310,000.
Total for all three sections is then $2,820,000.
Estimated annual maintenance cost - $19,500, not including energy costs.
B. Commercial Facade Rehabilitation Program
City staff prepared a four-part commercial rehab program in 1992. This rehab
program was derived from ongoing programs in other cities. The program concepts
were reviewed with merchants and owners in the downtown as well as several
architects. Their suggestions were incorporated in the final concept. This appeared
to be acceptable to the Agency at their meeting of September 22, 1992, but formal
authorization and implementation was held because of the proposed Downtown
revitalization effort then under discussion.
The Four Rehab Program Components
All commercial businesses in the target area except banks, savings and loans,
churches, and gas stations are eligible. If the Agency approves the concept presented
a more detailed set of guidelines will be submitted for approval at a future meeting.
1 ) Architectural Design Services
The Agency will pay for all architectural design services up to $3,000.
These services must be provided by an architect hired by the Agency.
Eligible work includes design, consultation, preparation of schematic
design drawings, project cost estimation, construction drawings, design
review submission and processing, plan check processing, and limited
construction monitoring.
•
Recommended budget $2,000 x 7 owners = $21 ,000
2) Sign Reolacement Rebate
The Agency will pay for sign removal and replacement rebates up to the
amount of 75% of the sign cost, with a maximum rebate of $3,000.
Recommended budget $3,000 x 15 owners/tenants = $45,000
8
3) Facade Improvement Rebate
This program includes improvements such as new facade treatments,
awnings, new entrances, new windows, exterior lighting, and related
construction. Facade Improvement Rebates will be made by the Agency
in the amount of 80% of the cost of improvement, with a maximum
rebate of $10,000. Rebates for improvement costs above $10,000 will
be based on a sliding scale with a maximum rebate of $25,000 (50%).
All facade improvement projects must include exterior painting, if
needed.
Recommended budget $10,000 (Average) x 5 owners = $50,000
4. General Prooertv Improvement Rebate
Improvement Rebates include improvements to or replacement of trash
receptacle enclosures, decorative masonry walls, and parking lot
reconstruction, resurfacing, restriping, and new landscaping and
irrigation. All general property improvement projects must include
exterior painting, if needed, and the removal of all non-conforming signs.
Participants can receive 50% of eligible costs up to a maximum of
$10,000.
Recommended budget - $10,000 x 2 owners = $20,000. (This
program could be used in conjunction with the co-op parking program,
below.)
, Recommended budget for Commercial Facade Rehab Program -
$136,000
C. Business Attraction/Incentive Program
Mundie and Associates, the economic sub-consultant to FTB,
recommended that certain uses be actively solicited to come to the
downtown, e.g., convenience retail, specialty retail, restaurants. To
• accomplish this will require Agency financial assistance. It may also
involve the voluntary relocation of one or two downtown merchants to
other locations in order to obtain the needed space for the new use.
This program addresses these purposes. If approved in concept, staff
will submit detailed guidelines for approval at a future meeting.
9
Recommended Budget
2-3 new businesses $100,000
2-3 relocations 30,000
Total = $130,000
D. Accessways/Southside Parking Program
There are no public accessways near the middle of the block on
Huntington between Santa Anita and First. FTB pointed out that
pedestrian access to the parking lots off either alley is critical to the
ultimate success of downtown revitalization. This program would permit
acquisition of two public easements; one to the east of Steerburger and
one through the Arcade building. The program includes the possible
demolition and reconstruction of the parking lot behind the Arcade ' .
building in return for dedicated public parking and maintenance paid for
by the private owner. Alternatively it contemplates the acquisition of the
properties, relocation of the businesses, demolition of the building,
construction of some additional parking off the alley with a public plaza
connecting to Huntington. Possibly a small specialty retail shop or deli
could develop and lease a portion of the site.
Recommended budget - $100,000 $900,000
E. Downtown Marketing Program
In order to ensure success a sustained quality advertising campaign to
inform the public about the downtown is needed. This would take the
form of newspaper ads, flyers, mailers, brochures, banners, notices, and
other marketing tools. Design of the logo, colors, theme, layout, would
be provided by a professional firm. If approved in concept, staff will
submit a detailed program for approval at a future meeting.
Recommended budget - $20,000
. F. Directional Signage Program
Using an Agency approved theme, colors, and logo, new directional
signs would be placed in and around the downtown to show parking
locations, traffic patterns, amenities, etc.
Recommended budget - $15,000
10
•
1
G. Private Cooperative Parking Program
FTB based upon downtown parking surveys by themselves and by The
Planning Corp., the Agency's environmental consultant, concluded there
was ample parking available in the downtown, as long as the private
owner permitted such use by the public. This program is intended to pay
for costs to improve and/or reconstruct deteriorating private parking lots,
remove barriers, and integrate adjoining lots. Financial assistance by the
Agency would be the incentive to the owner to permit public use of his
lot.
Recommended budget - 1-2 lots - $25,000
H. Land Use/Zoning/Development Criteria
Pursuant to City Council direction, the Planning Division with the help of
a consultant will be preparing a new General Plan for the City.
Numerous changes to the City's zoning ordinance and development
criteria will be needed to provide for an enhanced downtown project
area.
Recommended budget - $10,000
Merchant Technical Assistance Program
This Program provides business support to the merchants in the
downtown (and City) by utilizing the existing Chamber of Commerce
three (3) training seminars. (The first on consumer service and personal
salesmanship will be held in December.)
Cost - None, The Chamber of Commerce is responsible for this per their
annual contract with the City.
J. Special Events
When the srreetscape is in place, staff will investigate the possibility of
special promotional events; e.g., shows, concerts, and parades.
Cost - Future (unknown)
•
Grand Total - Downtown 2000 = $2,443,000 - 4,056,000
• 11-R
FISCAL IMPACT
A. Summary of Possible/Pending Projects Expenditures
1 ) Southwest Corner $15,000 - 100,000
2) Northwest Corner 15,000
3) Light Rail/Transit Center 0
4) 210/Wash (Costco) 0
5) Fifth Ave Project 3,250,000 - 7,000,000
6) Foulger (Theater) 50,000 - 3,000,000
7) Soccer/Roller Hockey and Ice Rink 0
8) Downtown 2000 2,443,000 - 4,056,000
5,773,000 - 14,171,000
B. Summary of Agency Revenues
Funds currently available (per Finance) - $3,500,000
Tax Increment FY 1994-5 - $2,100,000
re: less expenditures (bond debt service, payment to State,
payment of annual interest to City, Economic Development
Division operations, project costs - $1,387,000) (Net) $713,000
Estimated FY 94-5 Interest earnings 150,000
Estimated funds available for projects FY 1994-5 $4,363,000
•
C. Conclusions
1 . There are now or shortly will be sufficient funds available to
• implement the complete Downtown 2000 plan and program
above, if the Agency so desires.
2. There are not sufficient funds to complete both the Foulger
(Theater) project and the Fifth Ave Project unless the Agency
issues Tax Allocation bonds. Such a bond issue could provide
an estimated $6-7 million in net bond proceeds. This when
combined with developer contributions to the project will enable
the Agency to complete both projects if it so desires. Formal
action on a possible bond issue would be needed when and if the
Agency enters into a Disposition and Development Agreement
(DDA) with the respective developers.
12—R
RECOMMENDATION
1 . That the Council and Agency provide directions to staff as requested in
the redevelopment projects A through G above.
2. That the Council and Agency approve the Downtown 2000 project and
programs and authorize staff to proceed with the environmental
assessment, plans, specifications, and engineering.
13
•
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_
• l -- Memorandum
-,•:PORA, tom.
DATE: OCTOBER 11 , 1994
TO: ARCADIA CITY COUNCIL/ARCADIA REDEVELOPMENT AGENCY
FROM: WILLIAM R. KELLY, CITY MANAGER/EXECUTIVE DIRECTOR l `ELI
4--PETER KINNAHAN, ECONOMIC DEVELOPMENT ADMINISTRATOR
RE: REQUEST FOR CITY COUNCIL AND/OR AGENCY APPROVAL
AND/OR DIRECTION ON THE FOLLOWING PROJECTS:
SOUTHWEST CORNER OF HUNTINGTON/SECOND,
NORTHWEST CORNER OF HUNTINGTON/SECOND, LIGHT RAIL
STATION/TRANSIT CENTER, 210/WASH (COSTCO), FIFTH
AVENUE (JOINT PROJECT WITH MONROVIA), FOULGER SITE
(THEATER), SOCCER AND ROLLER HOCKEY SPORTS FACILITY
AND ICE RINK FACILITY, DOWNTOWN 2000 CONCEPT PLANS
AND PROGRAMS
SUMMARY
The City Council and Agency previously received a written report (June 10, 1994) and
presentations (June 14, June 28, July 19) on several pending City and Agency
projects.
This report briefly discusses the more significant issues of the above noted projects
and requests Council and/or Agency direction or approval.
A map showing the location of the various projects immediately follows the staff
report.
A. Southwest Corner
The vacant 51,000 square foot Southwest Corner (SWC) site can be combined with
the adjacent access road and island to make a 57,000 square foot site, if desired by
the developer. -
The site is zoned C-2, and D, and has been marketed in the past for professional and
medical office, retail, and restaurant and there was some developer interest in these
uses. Dave Powell of Hayes and Co., the Agency's broker, advises that currently a
furniture retailer, an office use and a restaurant have expressed preliminary interest
in the site.
1
•
Cost - $15,000 for miscellaneous administrative costs to an estimated $100,000, to
acquire the City owned island and access road to be included in the development site.
A 5% commission would be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, dinner house/restaurant,
professional and medical office, and/or mixed uses, on the SWC.
B. Northwest Corner
The vacant 175,000 square foot (4 acres) Northwest Corner (NWC) site can be
developed for retail, medium density residential, and/or mixed use. Other possibilities
include development as a soccer/roller hockey sports facility or an ice skating arena
(see Item 2.G. below).
The zoning (M-1 ) would have to be changed to a commercial zone. The site has been
marketed for commercial office, retail, and restaurant and there was developer interest
in these uses as well as an 8 story office, senior housing and hotel. Dave Powell
advises that a 25,000 square foot retailer would be interested in the site, if a Costco
were constructed nearby. The site's lack of visibility because of the railroad track and
berm has affected its viability.
Cost - estimated $15,000 for misc. administrative costs. A 5% commission would
be paid to Hayes & Co.. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, medium density residential,
and/or mixed uses on the NWC.
C. Light Rail Station/Transit Center
The area between Front Street, Saint Joseph, First and Santa Clara was the location
of the previous Arcadia train station depot.
Michael Freedman, the Agency's previous downtown revitalization consultant,
proposed moving the station site to the Huntington/Second area, either on Bonita Park
and school or the NWC. The Metropolitan Transportation Authority (MTA)
environmental impact report has assessed all three locations. Staff prefers the Front
Street/First/ Saint Joseph site because of its central location, its street network, its
availability, practicality, the fact the Agency and City already own two of the three
properties, and its lower cost.
2
The City can attempt to lobby the MTA to use MTA's funds to acquire the 30,610
square foot Catellus property east of the tracks and donate MTA's land along Front
Street west of the tracks to the City. If this is not feasible, Proposition A and C funds
could be used to acquire the Catellus-owned parcel and to design and construct a
Light Rail Station/Transit Center. In the interim the existing parking areas could
possibly be used for Park and Ride with a landscaped passive park area adjacent.
Cost - Unknown at this time
RECOMMENDATION
That the Council and Agency designate the area around Front Street/First/Saint
Joseph and Santa Clara as the potential site for a future Light Rail Station/Transit
Center and provide direction to staff regarding the possible acquisition of Catellus and
MTA properties.
D. 210/West (Costco)
The Agency previously investigated the possibility of acquiring the parcels in the
triangle north of Santa Clara, east of Second, and south of the 210 Foothill Freeway
for a 144,000 square foot Costco retail warehouse. The City/Agency would have to
relocate the Saint Joseph Water Facility to either Newcastle Park or Eisenhower Park,
obtain permission of the Army Corps of Engineers and the L A County Department of
Public Works to build over the Santa Anita Wash, relocate a County Riding and Hiking
Trail and relocate major Edison service lines.
Based upon an economic analysis by Jim Williams, the Agency's redevelopment
consultant, the project does ralt yield an adequate return for the investment due in
part to the $9-10 million cost of relocating the water tanks. Also, staff to date has
not been successful in obtaining Corps of Engineers support for constructing a
building over the Wash.
Cost - Not applicable
RECOMMENDATION
That the Agency discontinue consideration of the Santa Clara/Second Avenue/210
Freeway/Wash site for a Price/Costco project.
3
E. Fifth Avenue (Joint Project with Monrovia)
Agency staff, City of Monrovia staff, World Vision staff and their broker, the Royce
Co., have intensively marketed to the U S development community a 14.5 acre
development site on both sides of Fifth Avenue. We conducted qualifying interviews
of five interested developers and were prepared to recommend three companies to our
respective redevelopment agencies for an opportunity to submit a full proposal. This
week we were advised that The Festival Group (TFG), a national firm has agreed to
acquire the World Vision property east of Fifth. TFG was staff's first choice.
Monrovia staff and Arcadia staff, based upon comments from several developers
believe there is a strong market for 10,000 - 50,000 square foot retail stores, e.g.,
"category-killers"; e.g., Comp USA, Sportmart, Circuit City. TFG concurs and is
willing to work with both Agencies on a master plan for a joint development.
Cost - Estimated $3,250,000 - $7,000,000 depending on extent of Agency
participation in assembling the land.
RECOMMENDATION
That the Agency authorize staff to continue discussions with Monrovia for a joint
r-etaii- development on each side of Fifth Avenue, between the 210 Freeway,
Huntington, and the Santa Anita Wash,
F. Foulger Site (Theater)
The Agency has received a proposal from Vic Georgino, who developed and built the
AMC theater complex in downtown Burbank. He has requested an Exclusive Right
to Negotiate (ERN) with the Agency on the former Foulger Ford site for an 40,000
square foot building, 4,500 seat, 20 screen theater, with 2 restaurants, and a parking
structure for 1,000 cars. He has been in contact with the owner but has to date been
unsuccessful in negotiating a purchase price or ground lease.
Staff recommends an ERN in order to permit him to secure a theater and restaurant
tenant and negotiate with more authority with the property owner.
Cost - $50,000 - $3,000,000 depending on extent of Agency participation in the
development
RECOMMENDATION
That the Agency authorize staff to prepare an Exclusive Right to Negotiate (ERN) to
4
f
develop a multi screen theater, restaurants and parking on the Foulger Ford site for
a future Agency meeting.
G. Soccer and Roller Hockey Sports Facility and Ice Rink Facility
Soccer Roller Hockey Sports Facility
The Recreation Commission has been considering a proposal from Arena Soccer Parks
International/Pacific Hockey Centers to joint venture a sports facility in Arcadia.
They propose to use available land provided at no cost on which the City or Agency
would construct a large 85 x 200 foot soccer court, a 50 x 85 foot mini soccer court,
an 80 x 180 foot roller hockey court, concession shop, office, on 2 acres for
approximately $900,000. This does mg include parking. Total site size is therefore
3-4 acres. The City or Agency would receive 5% of all gross revenues up to
$360,000 ($18,000) and 20% above $360,000. ASPI/PHC estimate that the City
or Agency would receive in excess of $1 million during the 10 year lease. (The
facility would therefore have to gross $770,000.) ASPI/PHC would manage and
insure the facility. The City or Agency would own the improvements at the end of the
lease.
Staff believe such a facility is designed for an existing park or school district field
since the land and parking are already available.
The issue for the Council and Agency is whether the City wants such a facility and
if so, at what possible locations; and should staff work with ASPI/PHC or seek other
possible developers or facility managers. -
Ice Rink Facility
A development group has received governmental entitlement from Monrovia to
construct a 74,000 square foot, 2,500 seat ice skating facility on the mobile home
park on South Fifth abutting the former AT & SF Railroad tracks. The facility included
two large ice rinks, with arena seating around one, with concession shop, tog shop,
• and parking on 5.8 acres.
The developer was unable to agree with the owner on a purchase price and has taken
his plans to San Dimas, where he is apparently moving successfully along in the
development process.
Monrovia staff is now working with a second developer on a similar facility for the
trailer park site. Possibly this concept could come to an Arcadia location, e.g., an
expanded NWC, Fifth Avenue (Arcadia side), or other city site. : _
5
•
•
The issue of the Council and Agency is whether the City wants such a facility and if
so, at what possible locations.
Cost - Unknown at this time
RECOMMENDATION
That the City Council and Agency provide direction to staff on a soccer and roller
hockey facility and on a possible ice skating facility in the project area or city.
Agenda Item 3 - Downtown 2000 Concept Plans and Programs
The proposed plan and program draws extensively from the last 18 months of work
by Freedman, Tung and Bottomley (FTB), ASL Consulting Engineers, and City/Agency
staff. It is based on at least six (6) community meetings or public hearings and
several other Council/Agency study sessions or meetings.
The "final" streetscape plans presented tonight are based upon Council/Agency
direction at your July 10 meeting. The plans prepared by Larry Moss and Associates,
merge Freedman Plan B and Staff Plan C. This report, the plans, and tonight's
presentation are intended to finalize all streetscape issues and to obtain your
authorization to proceed.
When combined with some of the Agency and City projects above, e.g., Foulger
Theater project, Southwest Corner, Light Rail Station, the plan and program constitute
a comprehensive effort to revitalize the downtown by the year 2000. •
A. Streetscape
On Huntington Drive parking will remain with bowouts at the corners and one
midblock crosswalk. The sidewalks will be improved with special landscaping and
pedestrian lights. Unlike previous plans no traffic signals will be initially constructed
at either of the two crosswalks between Santa Anita and Second, although the signal
base and electrical service will be installed. Decorative bowouts with special
landscaping and stone entry columns are planned for Fifth Avenue and Santa Clara.
Small landscaped medians would be constructed between Santa Clara and Santa Anita
and Second and Fifth. The ficus trees would be removed and replaced with clusters
of assorted deciduous trees in an irregular pattern. Tall palms would accentuate the
corners and crosswalks. Pedestrian lights in a "traditional" theme and style (with
banner supports) along with low level wall lights in the pedestrian seating areas and
uplights in the palm trees would provide visual interest at night. Landscaped pots
with assorted flowering plants, benches, trash receptacles, interlocking pavers in the
pedestrian seating areas, and attractive tree grates add variety.
6
•
On First Avenue, there would be landscaped bowouts at the corners with a strong
landscaping treatment at California, the southern entrance to the downtown. Parking
would be angles. Pedestrian lighting would be in a "contemporary" theme and style.
Trees would be clustered in a irregular pattern with uplights. Pedestrian seating areas
would also be constructed in a contemporary theme.
These improvements will require the relocation of several catch basins, new curb and
gutter, several wheelchair ramps, new electrical conduit for the streetlights, relocation
of signal controllers, removal and replacement of some pavement, stop signs on First
at Alta, Bonita, and California, and relocation or elimination of some bus stops.
The Streetscape plans will be on display in the City Manager's Conference Room (next
to the Mayor's office) all day Monday October 10 and Tuesday October 11 . They will
be moved to the City Council Conference Room at 5 p.m. October 11 for the
Council/Agency meeting. The Chamber of Commerce, ABA, Planning Commission,
and Parking District Commission have been informed of the meeting and availability
of the plans for public review. Staff will be available in the Conference Room at 8:00
a.m. and 1 :00 p.m. each day to answer questions.
If the Agency approves the "final" project concept, and the environmental
assessment, plans, specifications, and engineering are completed, the project can be
formally bid by the Agency/City and construction could begin in late Spring/early
Summer, 1995. It is expected to take 8-12 months to complete.
The streetscape project has been divided into 3 sections, which can be completed at
one time or constructed separately. Economies of scale and minimal disruption of
merchant, Mall, and Race Track traffic suggest that the work be done under one
contract.. The streetscape project could also then be better coordinated with two city
capital improvement projects- Parallel Water Mains 0415,000) and Huntington Drive
Rehabilitation ($945,000).
Section One is almost the same as Mr. Freedman's Plan - Huntington from Santa Anita
to Second, and First from Wheeler to California (FTB included a slightly larger area,
First from Wheeler to Santa Clara). Staff did not include this because of the closeness
of the railroad tracks and the absence of storefront retail on the west side of the
street. Also a strongly landscaped entry bowout at First and Wheeler permits better
traffic flow than one at Santa Clara. Section Two is Huntington from Second to Fifth.
Section Three is Huntington from Santa Clara to Santa Anita.
Mr. Moss estimates costs of Section One at $2,007,000 (Huntington, Santa Anita to
Second and First, Wheeler to California). This includes construction costs, _
contingency, design and engineering, construction management and inspection. In
contrast Mr. Freedman's costs for the same tasks and section, but including First from
Wheeler to Santa Clara, were $3,745,000. Mr. Freedman's proposed improvements
7
were of very high quality and expense or were to be custom designed and built; e.g.,
median lights, pedestrian lights, traffic signals, kiosks, fence, new sidewalk. The
Moss plans are simpler and the amenities are from vendor catalogues.
Mr. Moss estimates costs for Section Two (Huntington, Second to Fifth) at $503,000
and costs for Section Three (Huntington, Santa Clara to Santa Anita) at $310,000.
Total for all three sections is then $2,820,000.
Estimated annual maintenance cost - $19,500, not including energy costs.
B. Commercial Facade Rehabilitation Program
City staff prepared a four-part commercial rehab program in 1992. This rehab
program was derived from ongoing programs in other cities. The program concepts
were reviewed with merchants and owners in the downtown as well as several
architects. Their suggestions were incorporated in the final concept. This appeared
to be acceptable to the Agency at their meeting of September 22, 1992, but formal
authorization and implementation was held because of the proposed Downtown
revitalization effort then under discussion.
The Four Rehab Program Components
All commercial businesses in the target area except banks, savings and loans,
churches, and gas stations are eligible. If the Agency approves the concept presented
a more detailed set of guidelines will be submitted for approval at a future meeting.
1) Architectural Design Services
The Agency will pay for all architectural design services up to $3,000.
These services must be provided by an architect hired by the Agency.
Eligible work includes design, consultation, preparation of schematic
design drawings, project cost estimation, construction drawings, design
review submission and processing, plan check processing, and limited
construction monitoring.
Recommended budget $2,000 x 7 owners = $21 ,000
2) Sign Replacement Rebate.
The Agency will pay for sign removal and replacement rebates up to the
amount of 75% of the sign cost, with a maximum rebate of $3,000.
Recommended budget $3,000 x 15 owners/tenants = $45,000
8
3) Facade Improvement Rebate
This program includes improvements such as new facade treatments,
awnings, new entrances, new windows, exterior lighting, and related
construction. Facade Improvement Rebates will be made by the Agency
in the amount of 80% of the cost of improvement, with a maximum
rebate of $10,000. Rebates for improvement costs above $10,000 will
be based on a sliding scale with a maximum rebate of $25,000 (50%).
All facade improvement projects must include exterior painting, if
needed.
Recommended budget $10,000 (Average) x 5 owners = $50,000
4. General Property Improvement Rebate
Improvement Rebates include improvements to or replacement of trash
receptacle enclosures, decorative masonry walls, and parking lot
reconstruction, resurfacing, restriping, and new landscaping and
irrigation. All general property improvement projects must include
exterior painting, if needed, and the removal of all non-conforming signs.
Participants can receive 50% of eligible costs up to a maximum of
$10,000.
Recommended budget - $10,000 x 2 owners = $20,000. (This
program could be used in conjunction with the co-op parking program,
below.)
, Recommended budget for Commercial Facade Rehab Program -
$136,000
C. Business Attraction/Incentive Program
•
Mundie and Associates, the economic sub-consultant to FTB,
recommended that certain uses be actively solicited to come to the
downtown, e.g., convenience retail, specialty retail, restaurants. To
accomplish this will require Agency financial assistance. It may also
involve the voluntary relocation of one or two downtown merchants to
other locations in order to obtain the needed space for the new use.
This program addresses these purposes. If approved in concept, staff
will submit detailed guidelines for approval at a future meeting.
9
Recommended Budget
2-3 new businesses $100,000
2-3 relocations 30.000
Total = $130,000
D. Accessways/Southside Parking Program
There are no public accessways near the middle of the block on
Huntington between Santa Anita and First. FTB pointed out that
pedestrian access to the parking lots off either alley is critical to the
ultimate success of downtown revitalization. This program would permit
acquisition of two public easements; one to the east of Steerburger and
one through the Arcade building. The program includes the possible
demolition and reconstruction of the parking lot behind the Arcade
building in return for dedicated public parking and maintenance paid for
by the private owner. Alternatively it contemplates the acquisition of the ,
properties, relocation of the businesses, demolition of the building,
construction of some additional parking off the alley with a public plaza
connecting to Huntington. Possibly a small specialty retail shop or deli
could develop and lease a portion of the site.
Recommended budget - $100,000 - $900,000
E. Downtown Marketing Program
In order to ensure success a sustained quality advertising campaign to
inform the public about the downtown is needed. This would take the
form of newspaper ads, flyers, mailers, brochures, banners, notices, and
other marketing tools. Design of the logo, colors, theme, layout, would
be provided by a professional firm. If approved in concept, staff will
submit a detailed program for approval at a future meeting.
Recommended budget - $20,000
F. Directional Signage Program
Using an Agency approved theme, colors, and logo, new directional
signs would be placed in and around the downtown to show parking -
locations, traffic patterns, amenities, etc.
Recommended budget - $15,000
10
G. Private Cooperative Parking Program
FTB based upon downtown parking surveys by themselves and by The
Planning Corp., the Agency's environmental consultant, concluded there
was ample parking available in the downtown, as long as the private
owner permitted such use by the public. This program is intended to pay
for costs to improve and/or reconstruct deteriorating private parking lots,
remove barriers, and integrate adjoining lots. Financial assistance by the
Agency would be the incentive to the owner to permit public use of his
lot.
Recommended budget - 1-2 lots - $25,000
H. Land Use/Zoning/Development Criteria
Pursuant to City Council direction, the Planning Division with the help of
a consultant will be preparing a new General Plan for the City.
Numerous changes to the City's zoning ordinance and development
criteria will be needed to provide for an enhanced downtown project
area.
Recommended budget - $10,000
Merchant Technical Assistance Program
This Program provides business support to the merchants in the
downtown (and City) by utilizing the existing Chamber of Commerce
three (3) training seminars. (The first on consumer service and personal
salesmanship will be held in December.)
Cost - None, The Chamber of Commerce is responsible for this per their
annual contract with the City.
J. Special Events
When the streetscape is in place, staff will investigate the possibility of
special promotional events; e.g., shows, concerts, and parades.
Cost - Future (unknown)
Grand Total - Downtown 2000 = $2,443,000 - 4,056,000
• 11-R
FISCAL IMPACT
A. Summary of Possible/Pending Projects Expenditures
1) Southwest Corner $15,000 - 100,000
2) Northwest Corner 15,000
3) Light Rail/Transit Center 0
4) 210/Wash (Costco) 0
5) Fifth Ave Project 3,250,000 - 7,000,000
6) Foulger (Theater) 50,000 - 3,000,000
7) Soccer/Roller Hockey and Ice Rink 0
8) Downtown 2000 2,443,000 - 4,056,000
5,773,000 - 14,171,000
B. Summary of Agency Revenues
Funds currently available (per Finance) $3,500,000
Tax Increment FY 1994-5 - $2,100,000
re: less expenditures (bond debt service, payment to State,
payment of annual interest to City, Economic Development
Division operations, project costs - $1,387,000) (Net) $713,000
Estimated FY 94-5 Interest earnings 150,000
Estimated funds available for projects FY 1994-5 $4,363,000
•
C. Conclusions
1 . There are now or shortly will be sufficient funds available to
• implement the complete Downtown 2000 plan and program
above, if the Agency so desires.
2. There are not sufficient funds to complete both the Foulger
(Theater) project and the Fifth Ave Project unless the Agency•
issues Tax Allocation bonds. Such a bond issue could provide
an estimated $6-7 million in net bond proceeds. This when
combined with developer contributions to the project will enable
the Agency to complete both projects if it so desires. Formal
action on a possible bond issue would be needed when and if the
Agency enters into a Disposition and Development Agreement
(DDA) with the respective developers.
12-R
RECOMMENDATION
1 . That the Council and Agency provide directions to staff as requested in
the redevelopment projects A through G above.
2. That the Council and Agency approve the Downtown 2000 project and
programs and authorize staff to proceed with the environmental
assessment, plans, specifications, and engineering.
13
• • • POSSIBLE AND PENDING AGENCY PROJECTS
P F I ' ooth CITY OF ARCADIA
■ ■RHO Hi..El1 D RHO R La♦
O ' •wman `r•
c CG RLD
% •
try
Projects Not Shown:
%41.4 RHD RHO RHD C G
Soccer/Roller Hockey Facility
�
MINIL•111._ C•1 or ado li 1 v d,, Ice Skating Facility
-- I :1CGI RHO I>[CGI •
RHO'.�` i 1
LL 1
La P•r t• 1 St. •
NCO . , I 11' CG/I ® o J I I -_ �t ..
I ~.'s _11 .-----i :, -:it
CG ! - - i` ,
■ 1CG/I Saint ' lose . b St.
i% 1 - I - % 1,•. Light Rail/Transit _ , 210/Wash
°
C C G/I e c G .4.
'`, - Center Project - --- f : Project ''i
41:,k
`op Santa ) Clara St. ` '14 1 Fifth Avenue%
s9 , / •
+.' r e� > •i l Project
_ c CG CG " `
5� + 1 ' = C G i i`'' Northwest Corner . '
Foulger Ford ; "� ,x Site
nA M hoelor r` Ave.l Theater Project } G. t'U P D
C O`.r.rr •, C G C G ( C G ��� . .•S, :CG - -- I C G I m I CC N — r - - '`"' 1
Huntington Dr' v• L
Q. Southwest Corner 1
C G LA l t'.R HO IC G Ics 1 Site P D 1
r1_ .a____I.1______T r, ,
LEGEND ,
re/ RHD Residential High Density I Industrial `-r
RLD Residential Low Density PF Public Facilities s
CO Commercial Office PD Planned Development NOM 1-4
CG Commercial General -- Project Areo Boundary I•' - 600•
f =- Memorandum
•-,fAORA��
DATE: OCTOBER 11 , 1994
TO: ARCADIA CITY COUNCIL/ARCADIA REDEVELOPMENT AGENCY
FROM: WILLIAM R. KELLY, CITY MANAGER/EXECUTIVE DIRECTOR
I
j LPETER KINNAHAN, ECONOMIC DEVELOPMENT ADMINISTRATOR
RE: 1 REQUEST FOR CITY COUNCIL AND/OR AGENCY APPROVAL
AND/OR DIRECTION ON THE FOLLOWING PROJECTS:
SOUTHWEST CORNER OF HUNTINGTON/SECOND,
NORTHWEST CORNER OF HUNTINGTON/SECOND. LIGHT RAIL
STATION/TRANSIT CENTER, 210/WASH (COSTCO), FIFTH
AVENUE (JOINT PROJECT WITH MONROVIA), FOULGER SITE
(THEATER), SOCCER AND ROLLER HOCKEY SPORTS FACILITY
AND ICE RINK FACILITY, DOWNTOWN 2000 CONCEPT PLANS
AND PROGRAMS
SUMMARY
The City Council and Agency previously received a written report (June 10, 1994) and
presentations (June 14, June 28, July 19) on several pending City and Agency
projects.
This report briefly discusses the more significant issues of the above noted projects
and requests Council and/or Agency direction or approval.
A map showing the location of the various projects immediately follows the staff
report.
A. Southwest Corner
The vacant 51,000 square foot Southwest Corner (SWC) site can be combined with
the adjacent access road and island to make a 57,000 square foot site, if desired by
the developer. .
The site is zoned C-2, and D, and has been marketed in the past for professional and
medical office, retail, and restaurant and there was some developer interest in these
uses. Dave Powell of Hayes and Co., the Agency's broker, advises that currently a
furniture retailer, an office use and a restaurant have expressed preliminary interest
in the site.
1
LASER 1'7! ° __.
■
Cost - $15,000 for miscellaneous administrative costs to an estimated $100,000, to
acquire the City owned island and access road to be included in the development site.
A 5% commission would be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
That the Agency authorize staff to negotiate for retail, dinner house/restaurant,
professional and medical office, and/or mixed uses, on the SWC.
B. Northwest Corner
The vacant 175,000 square foot (4 acres) Northwest Corner (NWC) site can be
developed for retail, medium density residential, and/or mixed use. Other possibilities
include development as a soccer/roller hockey sports facility or an ice skating arena
(see Item 2.G. below).
The zoning (M-1 ) would have to be changed to a commercial zone. The site has been
marketed for commercial office, retail, and restaurant and there was developer interest
in these uses as well as an 8 story office, senior housing and hotel. Dave Powell
advises that a 25,000 square foot retailer would be interested in the site, if a Costco
were constructed nearby. The site's lack of visibility because of the railroad track and
berm has affected its viability.
Cost - estimated $15,000 for misc. administrative costs. A 5% commission would
be paid to Hayes & Co. out of the land sale proceeds.
RECOMMENDATION
. That the Agency authorize staff to negotiate for retail, medium density residential,
and/or mixed uses on the NWC.
C. Light Rail Station/Transit Center
The area between Front Street, Saint Joseph, First and Santa Clara was the location
of the previous Arcadia train station depot.
Michael Freedman, the Agency's previous downtown revitalization consultant,
proposed moving the station site to the Huntington/Second area, either on Bonita Park
and school or the NWC. The Metropolitan Transportation Authority (MTA)
environmental impact report has assessed all three locations. Staff prefers the Front
Street/First/ Saint Joseph site because of its central location, its street network, its
availability, practicality, the fact the Agency and City already own two of the three
properties, and its lower cost. •
2
1� 1
The City can attempt to lobby the MTA to use MTA's funds to acquire the 30,610
square foot Catellus property east of the tracks and donate MTA's land along Front
Street west of the tracks to the City. If this is not feasible, Proposition A and C funds
could be used to acquire the Catellus-owned parcel and to design and construct a
Light Rail Station/Transit Center. In the interim the existing parking areas could
possibly be used for Park and Ride with a landscaped passive park area adjacent.
Cost - Unknown at this time
RECOMMENDATION
That the Council and Agency designate the area around Front Street/First/Saint
Joseph and Santa Clara as the potential site for a future Light Rail Station/Transit
Center and provide direction to staff regarding the possible acquisition of Catellus and
MTA properties.
D. 210/West (Costco)
The Agency previously investigated the possibility of acquiring the parcels in the
triangle north of Santa Clara, east of Second, and south of the 210 Foothill Freeway
for a 144,000 square foot Costco retail warehouse. The City/Agency would have to
relocate the Saint Joseph Water Facility to either Newcastle Park or Eisenhower Park,
obtain permission of the Army Corps of Engineers and the L A County Department of
Public Works to build over the Santa Anita Wash, relocate a County Riding and Hiking
Trail and relocate major Edison service lines.
Based upon an economic analysis by Jim Williams, the Agency's redevelopment
consultant, the project does not yield an adequate return for the investment due in
part to the $9-10 million cost of relocating the water tanks. Also, staff to date has
not been successful in obtaining Corps of Engineers support for constructing a
building over the Wash.
Cost - Not applicable •
RECOMMENDATION
That the Agency discontinue consideration of the Santa Clara/Second Avenue/210
Freeway/Wash site for a Price/Costco project.
•
3
w
E. Fifth Avenue (Joint Project with Monrovia)
Agency staff, City of Monrovia staff, World Vision staff and their broker, the Royce
Co., have intensively marketed to the U S development community a 14.5 acre
development site on both sides of Fifth Avenue. We conducted qualifying interviews
of five interested developers and were prepared to recommend three companies to our
respective redevelopment agencies for an opportunity to submit a full proposal. This
week we were advised that The Festival Group (TFG), a national firm has agreed to
acquire the World Vision property east of Fifth. TFG was staff's first choice.
Monrovia staff and Arcadia staff, based upon comments from several developers
believe there is a strong market for 10,000 - 50,000 square foot retail stores, e.g.,
"category-killers"; e.g., Comp USA, Sportmart, Circuit City. TFG concurs and is
willing to work with both Agencies on a master plan for a joint development.
Cost - Estimated $3,250,000 - $7,000,000 depending on extent of Agency
participation in assembling the land.
RECOMMENDATION
That the Agency authorize staff to continue discussions with Monrovia for a joint
rail- development on each side of Fifth Avenue, between the 210 Freeway,
Huntington, and the Santa Anita Wash.
F. Foulger Site (Theater)
The Agency has received a proposal from Vic Georgino, who developed and built the
AMC theater complex in downtown Burbank. He has requested an Exclusive Right
to Negotiate (ERN) with the Agency on the former Foulger Ford site for an 40,000
square foot building, 4,500 seat, 20 screen theater, with 2 restaurants, and a parking
structure for 1 ,000 cars. He has been in contact with the owner but has to date been
unsuccessful in negotiating a purchase price or ground lease.
Staff recommends an ERN in order to permit him to secure a theater and restaurant
tenant and negotiate with more authority with the property owner.
Cost - $50,000 - $3,000,000 depending on extent of Agency participation in the
development
RECOMMENDATION
That the Agency authorize staff to prepare an Exclusive Right to Negotiate (ERN) to
4
H
develop a multi screen theater, restaurants and parking on the Foulger Ford site for
a future Agency meeting.
G. Soccer and Roller Hockey Sports Facility and Ice Rink Facility
Soccer Roller Hockey Sports Facility
The Recreation Commission has been considering a proposal from Arena Soccer Parks
International/Pacific Hockey Centers to joint venture a sports facility in Arcadia.
They propose to use available land provided at no cost on which the City or Agency
would construct a large 85 x 200 foot soccer court, a 50 x 85 foot mini soccer court,
an 80 x 180 foot roller hockey court, concession shop, office, on 2 acres for
approximately $900,000. This does at include parking. Total site size is therefore
3-4 acres. The City or Agency would receive 5% of all gross revenues up to
$360,000 ($18,000) and 20% above $360,000. ASPI/PHC estimate that the City
or Agency would receive in excess of $1 million during the 10 year lease. (The
facility would therefore have to gross $770,000.) ASPI/PHC would manage and
insure the facility. The City or Agency would own the improvements at the end of the
lease.
Staff believe such a facility is designed for an existing park or school district field
since the land and parking are already available.
The issue for the Council and Agency is whether the City wants such a facility and
if so, at what possible locations; and should staff work with ASPI/PHC or seek other
possible developers or facility managers.
Ice Rink Facility
A development group has received governmental entitlement from Monrovia to
construct a 74,000 square foot, 2,500 seat ice skating facility on the mobile home
park on South Fifth abutting the former AT & SF Railroad tracks. The facility included
two large ice rinks, with arena seating around one, with concession shop, tog shop,
• and parking on 5.8 acres.
The developer was unable to agree with the owner on a purchase price and has taken
his plans to San Dimas, where he is apparently moving successfully along in the
development process.
Monrovia staff is now working with a second developer on a similar facility for the
trailer park site. Possibly this concept could come to an Arcadia location, e.g., an
expanded NWC, Fifth Avenue (Arcadia side), or other city site. _
5
The issue of the Council and Agency is whether the City wants such a facility and if
so, at what possible locations.
Cost - Unknown at this rime
RECOMMENDATION
That the City Council and Agency provide direction to staff on a soccer and roller
hockey facility and on a possible ice skating facility in the project area or city.
Agenda Item 3 - Downtown 2000 Concept Plans and Programs
The proposed plan and program draws extensively from the last 18 months of work
by Freedman, Tung and Bottomley (FTB), ASL Consulting Engineers, and City/Agency
staff. It is based on at least six (6) community meetings or public hearings and
several other Council/Agency study sessions or meetings.
The "final" streetscape plans presented tonight are based upon Council/Agency
direction at your July 10 meeting. The plans prepared by Larry Moss and Associates,
merge Freedman Plan B and Staff Plan C. This report, the plans, and tonight's
presentation are intended to finalize all streetscape issues and to obtain your
authorization to proceed.
When combined with some of the Agency and City projects above, e.g., Foulger
'Theater project, Southwest Corner, Light Rail Station, the plan and program constitute
a comprehensive effort to revitalize the downtown by the year 2000.
A. Streetscape
On Huntington Drive parking will remain with bowouts at the corners and one
midblock crosswalk. The sidewalks will be improved with special landscaping and
pedestrian lights. Unlike previous plans no traffic signals will be initially constructed
at either of the two crosswalks between Santa Anita and Second, although the signal
base and electrical service will be installed. Decorative bowouts with special
landscaping and stone entry columns are planned for Fifth Avenue and Santa Clara.
Small landscaped medians would be constructed between Santa Clara and Santa Anita
and Second and Fifth. The ficus trees would be removed and replaced with clusters
of assorted deciduous trees in an irregular pattern. Tall palms would accentuate the
corners and crosswalks. Pedestrian lights in a "traditional" theme and style (with
banner supports) along with low level wall lights in the pedestrian seating areas and
uplights in the palm trees would proviLle visual interest at night. Landscaped pots
with assorted flowering plants, benches, trash receptacles, interlocking pavers in the
pedestrian seating areas, and attractive tree grates add variety.
6
•
On First Avenue; there would be landscaped bowouts at the corners with a strong
landscaping treatment at California, the southern entrance to the downtown. Parking
would be angles. Pedestrian lighting would be in a "contemporary" theme and style.
Trees would be clustered in a irregular pattern with uplights. Pedestrian seating areas
would also be constructed in a contemporary theme.
These improvements will require the relocation of several catch basins, new curb and
gutter, several wheelchair ramps, new electrical conduit for the streetlights, relocation
of signal controllers, removal and replacement of some pavement, stop signs on First
at Alta, Bonita, and California, and relocation or elimination of some bus stops.
The Streetscape plans will be on display in the City Manager's Conference Room (next
to the Mayor's office) all day Monday October 10 and Tuesday October 11 . They will
be moved to the City Council Conference Room at 5 p.m. October 11 for the
Council/Agency meeting. The Chamber of Commerce, ABA, Planning Commission,
and Parking District Commission have been informed of the meeting and availability
of the plans for public review. Staff will be available in the Conference Room at 8:00
a.m. and 1 :00 p.m. each day to answer questions.
If the Agency approves the "final" project concept, and the environmental
assessment, plans, specifications, and engineering are completed, the project can be
formally bid by the Agency/City and construction could begin in late Spring/early
Summer, 1995. It is expected to take 8-12 months to complete.
The streetscape project has been divided into 3 sections, which can be completed at
one time or constructed separately. Economies of scale and minimal disruption of
merchant, Mall, and Race Track traffic suggest that the work be done under one
contract.. The streetscape project could also then be better coordinated with two city
capital improvement projects- Parallel Water Mains ($415,000) and Huntington Drive
Rehabilitation ($945,000).
Section One is almost the same as Mr. Freedman's Plan - Huntington from Santa Anita
to Second, and First from Wheeler to California (FTB included a slightly larger area,
First from Wheeler to Santa Clara). Staff did not include this because of the closeness
of the railroad tracks and the absence of storefront retail on the west side of the
street. Also a strongly landscaped entry bowout at First and Wheeler permits better
traffic flow than one at Santa Clara. Section two is Huntington from Second to Fifth.
Section Three is Huntington from Santa Clara to Santa Anita.
Mr. Moss estimates costs of Section One at $2,007,000 (Huntington, Santa Anita to
Second and First, Wheeler to California). This includes construction costs,
contingency, design and engineering, construction management and inspection. In
contrast Mr. Freedman's costs for the same tasks and section, but including First from
Wheeler to Santa Clara, were $3,745,000. Mr. Freedman's proposed improvements
7
were of very high quality and expense or were to be custom designed and built; e.g.,
median lights, pedestrian lights, traffic signals, kiosks, fence, new sidewalk. The
Moss plans are simpler and the amenities are from vendor catalogues.
Mr. Moss estimates costs for Section Two (Huntington, Second to Fifth) at $503,000
and costs for Section Three (Huntington, Santa Clara to Santa Anita) at $310,000.
Total for all three sections is then $2,820,000.
Estimated annual maintenance cost - $19,500, not including energy costs.
B. Commercial Facade Rehabilitation Program
City staff prepared a four-part commercial rehab program in 1992. This rehab
program was derived from ongoing programs in other cities. The program concepts
were reviewed with merchants and owners in the downtown as well as several
architects. Their suggestions were incorporated in the final concept. This appeared
to be acceptable to the Agency at their meeting of September 22, 1992, but formal
authorization and implementation was held because of the proposed Downtown
revitalization effort then under discussion.
The Four Rehab Program Components
All commercial businesses in the target area exceot banks, savings and loans,
churches, and gas stations are eligible. If the Agency approves the concept presented
a more detailed set of guidelines will be submitted for approval at a future meeting.
1 ) Architectural Design Services
The Agency will pay for all architectural design services up to $3,000.
These services must be provided by an architect hired by the Agency.
Eligible work includes design, consultation, preparation of schematic
design drawings, project cost estimation, construction drawings, design
review submission and processing, plan check processing, and limited
construction monitoring.
Recommended budget $2,000 x 7 owners = $21,000
2) Sign Replacement Rebate.
The Agency will pay for sign removal and replacement rebates up to the
amount of 75% of the sign cost, with a maximum rebate of $3,000.
Recommended budget $3,000 x 15 owners/tenants = $45,000
8
3) Facade Improvement Rebate
This program includes improvements such as new facade treatments,
awnings, new entrances, new windows, exterior lighting, and related
construction. Facade Improvement Rebates will be made by the Agency
in the amount of 80% of the cost of improvement, with a maximum
rebate of $10,000. Rebates for improvement costs above $10,000 will
be based on'a sliding scale with a maximum rebate of $25,000 (50%).
All facade improvement projects must include exterior painting, if
needed.
Recommended budget $10,000 (Average) x 5 owners = $50,000
4. General Property Improvement Rebate
Improvement Rebates include improvements to or replacement of trash
receptacle enclosures, decorative masonry walls, and parking lot
reconstruction, resurfacing, restriping, and new landscaping and
irrigation. All general property improvement projects must include
exterior painting, if needed, and the removal of all non-conforming signs.
Participants can receive 50% of eligible costs up to a maximum of
$10,000.
Recommended budget - $10,000 x 2 owners = $20,000. (This
program could be used in conjunction with the co-op parking program,
below.)
, Recommended budget for Commercial Facade Rehab Program -
$136,000
C. Business Attraction/Incentive Program
Mundie and Associates, the economic sub-consultant to FTB,
recommended that certain uses be actively solicited to come to the
downtown, e.g., convenience retail, specialty retail, restaurants. To
accomplish this will require Agency financial assistance. It may also
involve the voluntary relocation of one or two downtown merchants to
other locations in order to obtain the needed space for the new use.
This program addresses these purposes. If approved in concept, staff
will submit detailed guidelines for approval at a future meeting.
9
l j
04
Recommended Budget
2-3 new businesses $100,000
2-3 relocations 30,000
Total = $130,000
D. Accessways/Southside Parking Program
There are no public accessways near the middle of the block on
Huntington between Santa Anita and. First. FTB pointed out that
pedestrian access to the parking lots off either alley is critical to the
ultimate success of downtown revitalization. This program would permit
acquisition of two public easements; one to the east of Steerburger and
one through the Arcade building. The program includes the possible
demolition and reconstruction of the parking lot behind the Arcade
building in return for dedicated public parking and maintenance paid for
by the private owner. Alternatively it contemplates the acquisition of the ' , -
properties, relocation of the businesses, demolition of the building,
construction of some additional parking off the alley with a public plaza
connecting to Huntington. Possibly a small specialty retail shop or deli
could develop and lease a portion of the site.
Recommended budget - $100,000 - $900,000
E. Downtown Marketing Program
In order to ensure success a sustained quality advertising campaign to
inform the public about the downtown is needed. This would take the
form of newspaper ads, flyers, mailers, brochures, banners, notices, and
other marketing tools. Design of the logo, colors, theme, layout, would
be provided by a professional firm. If approved in concept, staff will
submit a detailed program for approval at a future meeting.
Recommended budget - $20,000
. F. Directional Signage Program
Using an Agency approved theme, colors, and logo, new directional
signs would be placed in and around the downtown to show parking
locations, traffic patterns, amenities, etc.
Recommended budget - $15,000
10
1 ,
G. Private Cooperative Parking Program
FTB based upon downtown parking surveys by themselves and by The
Planning Corp., the Agency's environmental consultant, concluded there
was ample parking available in the downtown, as long as the private
owner permitted such use by the public. This program is intended to pay
for costs to improve and/or reconstruct deteriorating private parking lots,
remove barriers, and integrate adjoining lots. Financial assistance by the
Agency would be the incentive to the owner to permit public use of his
lot.
Recommended budget - 1-2 lots - $25,000
H. Land Use/Zoning/Development Criteria
Pursuant to City Council direction, the Planning Division with the help of
a consultant will be preparing a new General Plan for the City.
Numerous changes to the City's zoning ordinance and development
criteria will be needed to provide for an enhanced downtown project
area.
Recommended budget - $10,000
Merchant Technical Assistance Program
This Program provides business support to the merchants in the
downtown (and City) by utilizing the existing Chamber of Commerce
three (3) training seminars. (The first on consumer service and personal
salesmanship will be held in December.)
Cost - None, The Chamber of Commerce is responsible for this per their
annual contract with the City.
J. Special Events
When the streetscape is in place, staff will investigate the possibility of
special promotional events; e.g., shows, concerts, and parades.
Cost - Future (unknown)
Grand Total - Downtown 2000 = $2,443,000 - 4,056,000
11-R
r!,
FISCAL IMPACT
A. Summary of Possible/Pending Projects Expenditures
1 ) Southwest Corner $15,000 - 100,000
2) Northwest Corner 15,000
3) Light Rail/Transit Center 0
4) 210/Wash (Costco) 0
5) Fifth Ave Project 3,250,000 - 7,000,000
6) Foulger (Theater) 50,000 - 3,000,000
7) Soccer/Roller Hockey and Ice Rink 0
8) Downtown 2000 2,443,000 - 4,056,000
5,773,000 - 14,171 ,000
B. Summary of Agency Revenues
Funds currently available (per Finance) - $3,500,000
Tax Increment FY 1994-5 - $2,100,000
re: less expenditures (bond debt service, payment to State,
payment of annual interest to City, Economic Development
Division operations, project costs - $1 ,387,000) (Net) $713,000
Estimated FY 94-5 Interest earnings 150,000,
Estimated funds available for projects FY 1994-5 $4,363,000
C. Conclusions
1 . There are now or shortly will be sufficient funds available to
• implement the complete Downtown 2000 plan and program
above, if the Agency so desires.
2. There are not sufficient funds to complete both the Foulger
(Theater) project and the Fifth Ave Project unless the Agency
issues Tax Allocation bonds. Such a bond issue could provide •
an estimated $6-7 million in net bond proceeds. This when
combined with developer contributions to the project will enable
the Agency to complete both projects if it so desires. Formal
action on a possible bond issue would be needed when and if the
Agency enters into a Disposition and Development Agreement
(DDA) with the respective developers.
•
12-R
RECOMMENDATION
1 . That the Council and Agency provide directions to staff as requested in
the redevelopment projects A through G above.
2. That the Council and Agency approve the Downtown 2000 project and
programs and authorize staff to proceed with the environmental
assessment, plans, specifications, and engineering.
13
ame es CENTRAL REDEVELOPMENT PROJECT
�� _ POSSIBLE AND PENDING AGENCY PROJECTS
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