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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 1 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 2 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 3 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 I 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 ....Y POUS.OW A,w- .............P..e.r AL 007 CAMS MADE OCCUR . A ADV. 14J64Y ... ...2 1000000 OWNER'S & CONTRACTOR'S PROT. EACH OCCURRENCE . ....... ........ ............... 1.0.0.0.0-010.1 EMPLOYER'S LIABILITY i . Excluded MED. EXPENSE OM one pow) S Excluded AUTOMOBILE LIABILITY ANY AUTO C4MB1NED SN40LE L"r 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 ........ ............................... .......................... EACH ACCIDENT $ AND DtSEASE-POLICY LIMIT III EMPLOYER'S LIABILITY 'EMPLOYEE.... 'S' . .. ..... .. 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. 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 (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 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 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 • U 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. 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 • . 'I I I 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. 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. • 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 (mil U 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 �Ca! iii RHO II �1 D RHO R L Y%o ' •wi.aw �'•Vial C CG RLD •I�y Projects Nol Shown: ;,_ '% +r R H D RHO RH D CG Soccer/Royer Hockey Facility iii. C•1 or a d• tt •1 v r, Ice Skating Facility r ' ' �ICGI RHO I` C RHD %S 1 �, L.� i J I I �� 1 La Per t• St. • co . 1 1 . CG/I ® I 1 vi:c :',. .,l GG • � I i ,_- l 4 t ! 1CG/I Saint los. b St. i% • 1 _ .#'° . Light Rail/Transit _ __- I 3 ' : 210/Wash �-, abt C-' C 6/I c C G p! 'ti Center Project — — ' Project , °4 , ep Santa Clara St. . '1;:14:i� e` Fifth Avenue sp S / • I M � ;.; el > rLj Project r I 1cG '. .I Northwest Corner �Faulger Fod > ;'> > . + '�;_ Site Ni. el Theater Project I nA M S o e 1•r ° Ave. .� C d I'11 P D �• CO �,;7',r C G C G 1 I CG ewe _ .«l- ECG ff ? - � a - -- ( C G l m l.� CC , -- ~ — - \. (Heat l .<ten (Drive O� L RHD IC GI (cGl ISoulhwesl Corner 1 Site PD 1 r------1----..........rli rip% .--,,-,N,,,,,,, : LEGEND � c. RHD Residential High Density I Industrial ■`` RLD Residential Low Density PF Public Facilities CO Commercial Office PD Planned Development NVORTN CG Commercial General NEB no Project Area Boundary I" - 60O• 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 • RHO Mi`I1 D RHD RL ♦%Nawasaw 4-.e C6 RLD , a4,•y' Pro ecls Not Shown: ,-�_ 'o,/ a R H O /RHD RHD C r'�1 ,� �, . I Soccer/Royer Hockey faciGly ■ C o I o r a d o N Iv d. Ice Skating Facility % Ntill lk ' --- , i ICG� RHD I<IC"1 RHD,, 1 LL 1 rt I r 1 r. La Prt• St. • s illt CO , I CG/I ® ] 1 _ , kw' _ + Salwt • lose b �_ f � , ,� r 41.1..0 k :F1 � =.k i% ' _ Light Rail/transit I 210/Wash L'`S a c C G/I a c G of Center Project —"-- r Project t ' ea — _---- ' j ------ - � . ni.Ti �;,;;�car1 e Santa Clara St. '1414;i > ( `f Fifth Avenue Project I " I E: e > S _ c CG I CG • C G c 4• Northwest Corner 5 5 Foulger Ford Al + — { Site �` ' `_aI theater Project I nA M b a e 1 o r r` A v a. (7 do hu -• P D • GO a. -.1 C G C G 1 I CG k ` �� __ L C G I m I CG - - - • 4,L_ Huntington Driv• , wwwwm>_amr_..— cG — CG -- I-------r –— -.� I � Q� L RHD IC GI Ic c I f Southwest Corner 1 I Sile P D C G .li ii ar.ar.an im ai.lwrr an am a�aT•am ar•aT i �.°p o II II LEGEND ,, .:/ RHO Residential High Density I Industrial I- RLD Residential Low Density PF Public Facilities CO Commercial Office PD Planned Development NORTI-4 CG Commercial General =m Project .\reo Boundory 1" 6 OL)' 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 ���•• POSSIBLE AND PENDING AGENCY PROJECTS �� P F • Po o CITY OF ARCADIA • RHD 1 1 1 ..0 1 0 RHO ILQ„,„,_• Nawrwan Fro Stt CG RLD '4s 'a� ■I RHO /RHD RHD C Gr Projects Not Shown: .441P an�_ ` • Soccer/Royer Hockey Facility I _ Color ado S I v d Ice Skating Facility __ % • --- • [MI RHO 1t1CG1 RHO %4., H CG \co . 1 I I (4- CG/I :\Zi t: , La Po r t• l I St. . It j C G 4NN' I I - -- 1 „ ,,,;;,4 i - ?i 1CG/I _ + Saint l•s• h �_ ,#4. }t4,, W 11% ' - 1 = �o ,4 light Rail/Transit _ --- it:. 210/Wash '` ` �' C G/1 e C G •f ``, Center Project —•- --- ",i; project r 14.44;k:‘:k � ao Santa Clara St. `� f Fifth Avenue s� `, r r I I t ` 4:< o� s # I Project _ e C G I C G .. C G + ;:. Northwest Coiner• l_ ;;ski Foulger Ford '” i' '�} •' A a e l o r tr Ave. / Sile `ril` rl Theater Project I i" t, �o� t'11 P D ` } .. CG 1 f CG +� ti1••, - CO f Huntington Driv• `l U O� [Al RHD IC G I Ic ) Southwest Corner 1 Site or �, P D CG � �r��a>._a>.Ir�a�ai.a�a�a�� ; 1 o o , c LEGEND r 47 RUT) Residential High Density I Industrial r RI Residential Low Density PF Public Facilities CO Commercial Office PD Planned Development rNORTI-4 CC Commercial General g— Project Area Boundary I" - 6 UU' • =— 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 • we an am inn~ • POSSIBLE AND PENDING AG PROJECT �� P F �• F• + AGENCY PROJECTS CITY OF ARCADIA • • �� /ii RHO . ( ` R I D RHO rR L��4 r • N•weitau %.•VAN c 'w• Projects Not Shown: 1411111.-`�_ '•�� ■ RHD /RHO RHD C C s. . Soccer/Roller Hockey Facility ■ C•1•r a o B l v d. Ice Skating Facility _ lk ' ---- -- I `ICGI RHD I-ICGI RHD %� IlitC 0 . i 1 I 11'' C G/1 flittIN i I I —1 ,,,. 11, La Pert• St. • 04 1 it t 1 i ICG/I • Saint • loss h St. — ,r, :y 11% 1 �o ;• light Ral/Iransil 210/Wash . C C G/I a CG 1 1, Center Project 1 ---- a i ', Project r r Vii-!..::',.. aP / S•wt• I Clara Si. f Filth Avenue P , s • °,' ;/� e > P .Vi=i Project M F: O c C G . 1 C G C G 1 i Northwest Corner ` . S ( Foulger Ford 1`,j," ', • I - E ar"�' Site . • Theater Project w .•e 1•r ° Ave. 4 CO V, ; CG CG I CG °• . _z _ ,ice` CG ` �� __ L C G I m I C G - s- ,-'�- Mratlwgten Drive • ENIEN rlia>aem�r• L CG _ -I I CG _ Q•' L — R HD IC GI Ic G I Southwest Corner 1 Site p p ' ,• , C G , ien ose •r.�aml�on aw r•r••�r•T, fibs 1 • LEGEND ,■ �•/ RHD Residential High Density I Industrial r ALD Residential Low Density PF Public facilities s CO Commercial Office PD Planned Development NORTH CG Commercial General mm Project Areo Boundary 1" 1 600 066'd 0V _ • 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 P F I� ooh CITY OF ARCADIA ■ RHO I `fl1 D RHO IRL ♦� 1 • Newman �.� Nit CG RLD ' . �� ''./ .I R H 0 /RHD RHD C GrI�_♦ Projects Not Shown: / I llellf_Z ` . Soccer/Roller Hockey Facility Colorado N 1 v d. Ice Skating Facility 1 I -- - I `fCGI RHO I'I:CGI RHD �� LL ri 1 1 Ir 11;!' I La P rr r t• St. %CO . , I o. CG/1 J I I �< • n ■ ! ICG/l _ • Saint ' los• , h St. .—_-- AID.. , . ... i% • - I = ,.o :'e • ugh' ight Rait/Transit I A.; 21p/Wash k` :, C C G/1 c 41 CG 4t S '< Center Project —•------1 s` Project ',, //1, q Off• _ 1 VI, ��l• .411 at► Santa Clara St. `, " ' f Fifth Avenue— s0 ■% 7:-1 I ` t 1._ �r� e > ,r �ti Project«1 .. C G ` <;r. Nodhwest Corner r` s ! a r :r: Site `` FouigerFord .1'A w h•e1•I o Ave. .� `_el Theater Project t'U n P D • C O C G C G 7 I C G o/��• = .` ,, +CG r "• -- I CG I m CG \ 4 — r - _\• °r_ i Huntington Drive - ai•ai.m ,....L�— I CG- I CG "1 — (�.______I r — ' ot• I_ _ RHD ± 4L� ���ISa�I �, ,. ,� � LEGEND �� aV RHD Residential High Density I Industrial `%- ' 4. RLD Residential Low Density PF Public Facilities CO Commercial Office PD Planned Development NORTI-4 CG Commercial General me= Project Areo Boundor y 1" - 600'