Loading...
HomeMy WebLinkAbout2000-03-28 - AGENDA REPORTS - OLD TOWN NEWHALL MGMT PGM (3)CITY OF SANTA CLARITA AGENDA REPORT City Manager Appro Item to be presented y: Alex Vasquez NEW BUSINESS DATE: March 28, 2000 SUBJECT: PROPOSED DOWNTOWN MANAGEMENT PROGRAM FOR OLD TOWN NEWHALL DEPARTMENT: Redevelopment Agency RECOMMENDED ACTION Authorize execution of a contract with Kent Burnes Consulting to develop a Downtown Management Program at a cost not to exceed $23,800. BACKGROUND At the Redevelopment Agency meeting on February 8, 2000, the Redevelopment Agency Board directed staff to present an updated proposal, from Kent Burnes Consulting regarding the development and implementation of a Downtown Management Program for Old Town Newhall which utilizes the Main Street Four Point Approach. Over last few years, Redevelopment Committee members have attended presentations about the Main Street Four Point Approach to downtown development and Burnes Consulting has directly introduced this approach on several occasions. This approach advocates merchant and property owner participation into the development of a downtown management program. Kent Burnes has worked with staff and the Newhall Redevelopment Committee to develop this current proposal which includes the following salient points: • A two phase (I & II) process. • Kick off meeting with merchants and property owners to measure a level of interest and determine whether there is enough support to continue the process. • Determine the strengths and weaknesses of the economic core through one-on- one meetings and questionnaires. • Identify training opportunities for merchants. • Assemblage of a management body and training. ANUEDAgendaItem:irA Redevelopment Committee development & training. Work Plan development. Phase I shall include an assessment of the level of interest from merchants and/or property owners for financial participation. Please note, that if it is determined that there is not enough support from merchants and property owners during the "Kick Off' stage then the process can be dissolved. ALTERNATIVE ACTION A) Modify the proposal to address any issues raised. B) Deny the proposal. FISCAL IMPACT Funds are available in account # 1900-8001 to fund this contract ATTACHMENTS: Burnes Consulting Proposal (3/1/00) S:ms:Nwhlydv: ar032800.doc Proposal to: City of Santa Clarita Newhall Redevelopment Committee, Prepared By: Burnes Consulting. Revised 3/1/2000 Understanding of the Proiect In 1996, the Downtown Newhall Improvement Program, prepared by Freedman,Tung & Bottomlley (known a the "Freedman Plan"), was embraced by thecommunity as the planning document for the revitalization of Downtown Newhall. Within the plan, it is clearly stated that creating the Downtown Newhall the community envisions is a tall order and that the Revitalization Strategy lays out a program of actions that need to be aggressively pursued to be successful. The eight basic Revitalization Goals stated in the plan, which are interrelated, are: 1. Expand the Convenience and Comparison/Specialty Economic Niches. 2. Create an Attractive Main Street Environment on San Fernando Road to Attract New Shoppers and Businesses. 3. Create a Memorable Image that Expresses Newhall's History and Character. 4. Establish Programs to Promote Private Sector Investment. 5. Enhance the Role of Downtown as a Community Center. 6. Maintain and Capitalize upon the Visibility and Access Associated with Through -Traffic. 7. Improve the Parking Supply. As a result of "Freedman Plan" and the need to begin the revitalization efforts, in 1997 the Redevelopment Plan for the Newhall Redevelopment Project was adopted and put in motion. The eight Revitalization Goals stated in the "Freedman" Plan were among the 24 objectives for the project area. The Newhall Redevelopment Committee, who acts as the advisory body for the Redevelopment Project, has been very successful in assisting the City with the development and implementation of the facade improvement program and design guidelines, thus improving the physical look of Downtown Newhall. But as the Committee looks towards their ability to start achieving the goals of promoting private sector investment, enhancing the role of Newhall as a community center and expanding the convenience and specialty economic niches, it became obvious that the downtown merchants and property owners need to become part of the process. Over the last couple of years, several Redevelopment Committee members have attended presentations about the Main Street Four Point Approach to downtown development. In addition, Burnes Consulting has introduced the Committee to this approach on several occasions. The Main Street program's success is based on a comprehensive strategy of work, tailored to local needs and opportunities. The approach is a long-term effort to maintain and enhance downtown. Starting with many small changes taking place over a period of years (such as the work of the Redevelopment Committee --design guidelines and facade improvement program), Main Street builds local leadership and commitment to care for and manage the area on a permanent basis. Over time, an active and vital downtown is revealed, attracting more and more investment into the area. Developing a management program that is well -structured, well -funded and committed to the future is the only way to make revitalization last. The Four Point Approach advocates the cooperation and commitment of a broad-based coalition of public and private groups. So far, revitalization efforts in Downtown Newhall have depended heavily on the public sector. However, merchant and property owners have a direct interest in the viability of the downtown economy and the overall success of the district. Having an active merchant and property owner group as a partner in a City's revitalization efforts can: • help create a conduit between the Redevelopment committee, the City and the private sector; • allow the merchants to participate in the process versus waiting around for it to happen to them; • enable the private sector to have more of a voice and actual role in the direction the business district is headed; • become part of the solution versus part of the problem. 2 The Redevelopment Committee feels strongly that the next step for Downtown Newhall is to move in the direction of involving the merchants more in the process and getting them actively involved in the revitalization efforts. After several discussions with both the Redevelopment Committee and City staff, we have revised our original proposal to include a kick off meeting with the merchants and property owners in Downtown to measure their level of interest in a downtown program and the possibility of forming a merchants association to host the Four Point Approach. We anticipate that this meeting will be two -fold; first giving us the ability to measure interest and second creating a level of excitement and momentum for a downtown program. Shortly after the kick off event, the training will move into Phase II of our original proposal, focusing on assessing the health of the businesses within the district. At the same time the training needed for forming and implementing a Four Point program will begin. We have included a debriefing meeting with the Redevelopment Committee and the City after the kick-off event to discuss any unforeseen changes or issues before moving into Phase IL Scope of Work We propose using a two phase approach to the development and implementation of the Four Point Approach for Downtown Newhall. Phase I. The Redevelopment Committee has a good idea what is needed for improving the physical environment of Downtown but at this point they are uncertain of the level of interest and support of the merchants and property owners for a downtown program. The Redevelopment Committee and the City of Santa Clarita appear to have very solid "buy -in" for the Main Street approach (in order for the Main Street Approach to be successful, there must be a broad base buy in from all stakeholders), however, at this point the Committee does not have a clear measurement of the level of support for a downtown management program from the merchants, property owners and other organizations that support Downtown Newhall. The objective of Phase I is to measure the merchants and property owners level of interest and support for forming a merchant association, explain what will be expected of them as it relates to a downtown program and educate them on the Four Point Approach. a. Arrive on-site and conduct a brief tour of the area, a cursory review of the existing physical and economical condition of the area, and meet with members of the Redevelopment Committee and City staff. This will enable us to get an idea of the "state" of the area, discuss any issues the committee and/or City may have and re -acquaint ourselves with the district. b. Attend a "kick-off" event to make a presentation to downtown Newhall merchants, property owners and other interested community members. Three uniform meetings would be scheduled over a two-day period (evening, morning and afternoon), so that all invited could find a time to attend. The information presented at the meetings will include: • Overview on the state of the area • Discuss how the district can be a higher economic impact for the City and how to make that happen • How a merchant group is formed, structured and funded • How a business and property owner can prosper with a downtown program • Role of the merchant, property owner and City in a downtown program c. After the last "kick-off' meeting, we would attend a debriefing with the Redevelopment Committee and the City and report on the outcome of the meetings and any additional recommendations before moving to Phase II. Cost for Phase I (including all expenses except lodging) $6,900 Phase U. Phase R of the proposal builds on the excitement and momentum created in Phase I and is a two-part process, with each process being implemented concurrently. Part I of Phase II Part I of Phase II involves obtaining a deeper understanding of the district's economic health as well as the strengths and weaknesses of the businesses within the district. One-on-one site visits as well as a simple questionnaire will be used to assist with gathering of information about the businesses within the district and analyzing their health. The objectives for the assessments are to:. S a. Understand the strengths and weaknesses of the economic core of Downtown Newhall. In short, ask the question: "Is the business an "A" business (strong, growing and perhaps ready to expand), or is the business a `B" business (surviving but could use some assistance to maintain and grow), or is the business a "C" business (not doing very well in today's competitive business environment and unfortunately may be closing in the near future)"? b. Identify training opportunities for teaching existing businesses how to improve their individual businesses. Determine additional cluster mix needs and recruitment strategies and begin the process of "restructuring the economy". c. Outline additional opportunities to communicate with the merchants and property owners concerning the program and their involvement. Part II of Phase II Part II of Phase II incorporates the steps to start building a central business management program by actually beginning the implementation of the Four Point Approach. With the completion of Phase I, we will have a clear measurement of the level of interest within the district, the level of support for the program, and what the property owners and businesses expect from a downtown program. Having this "background" information will assist in implementing the Four Point Approach, give a better idea where to focus valuable resources, get most of the stakeholders up to speed and understanding the Four Point Approach and, "jump start" the revitalization efforts. Phase II of the proposal includes the identification and assembly of a management body, hands-on training for the committees, and assistance with the organization's overall goals, objectives and program of work. Our firm is a strong believer that "if given the right training and direction, then communities can make BIG things happen." Phase II is a very hands-on process and our team would be working directly on site to assemble, implement and guide the. We use a modular approach for our downtown management training with each module designed to build upon the next. Within each module, our consulting team provides the knowledge, tools and training needed for implementing the Main Street Four Point Approach to downtown management. Phase II includes: 5 Module One: Board Development & Training Identify appropriate body to govern the Four Point Approach and assist with the assembly of that body. Train on the Four Point Approach. Assist with the development of goals and objectives for the organization. Module Two: Committee Development & Training • Assist with identifying and recruiting committee members. • Train committees on roles and responsibilities. Module Three: Work Plan Development • Assist with the development of goals and objectives for each committee • Identify funding streams to assist with the implementation of the work plans • Assist with the development of work plans for the committees. Cost for Phase II (including all expenses except lodging) $14,900 Time line and additional considerations. The completion time for Phase I and II is estimated to be 6-7 months from commencement date. It is anticipated that 25 room nights will be needed for fulfillment of this contract. Cost for Phase I (including all expenses except lodging) $6,900 Cost of Phase II (including all expenses except lodging) $14,900 Total Proposal to Not to Exceed $21,800 The timeline for the project is flexible and can be tailored to meet the need and the pace of the community. Currently our firm has the following dates open for beginning of phase one (kick-off) April 17-19 2000 May 15-19 2000 Once the kick-off phase is completed the completion of phase two would require 7-8 additional months. We would be onsite monthly during the completion of phase II. Because of the closeness of Easter to the April date we would recommend a start date of May.