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Home My WebLink About2001-01-09 - AGENDA REPORTS - SCRDA STRATEGIC PLAN (2)CITY OF SANTA CLARITA REDEVELOPMENT AGENCY AGENDA REPORT CONSENT CALENDAR City Manager Approval: !' Item to be presented 4. Ken Pulskamn DATE: January 9, 2001 SUBJECT: NEWHALL REDEVELOPMENT COMMITTEE STRATEGIC PLAN DEPARTMENT: City Manager Adopt the Newhall Redevelopment Committee Strategic Plan, including the authorization to hire redevelopment consultants to investigate and implement the expansion of the Newhall Redevelopment Project Area, extend the existing contract of Kent Burnes to incorporate portions of Lyons Avenue, and hire consultants to develop a parking and streetscape action plan. Adopt RDA Resolution accepting a loan in the amount of $219,500 from the City and appropriate to account 1900-5110. The amount is broken down as follows: a) $175,000 for possible redevelopment project area expansion; b) $25,000 to develop a streetscape action plan; c) $10,000 to develop a parking action plan; and, d) $9,500 for Burnes Consulting contract extension to include Lyons Avenue merchants. BACKGROUND At the December 5, 2000 City Council Study Session, staff presented a draft of the Newhall Redevelopment Committee Strategic Plan in order to update the Council/Agency about revitalization efforts occurring in Newhall. During the meeting, direction was given to investigate the possible expansion of the redevelopment project area boundaries, integrate Lyons Avenue merchants into the Burnes Consulting Process, and focus on certain redevelopment opportunities in the district including streetscape and new parking opportunities. hdopted:.Eiw,..4 se.. it aA APPROVED �" eonda wt :-1— The Strategic Plan was formulated during a half-day planning session in November, 2000. The session had 100% participation from the Newhall Redevelopment Committee who established a 5 year planning period and implementation. Among the top issues addressed were: • Parking • The integration of the newly formulated Old Town Newhall Association (Merchants Group) • Business recruitment • Aesthetic improvements to San Fernando Road A copy of the Newhall Redevelopment Committee Strategic Plan has been included in the agenda report. For your convenience, staff has outlined all the requested changes made during the Study Session. ALTERNATIVE ACTION A) Modify the strategic plan to address any new issues raised. B) Deny the Strategic Plan. FISCAL IMPACT The Redevelopment Agency accept a loan in the amount of $215,000 from the City and appropriate to account 1900-8110. The amount is broken down as follows: a) $175,000 for possible redevelopment project area expansion; b) $25,000 to develop a streetscape action plan; c) $10,000 to develop a parking action plan; and, d) $9,500 for Burnes Consulting contract extension to include Lyons Avenue merchants. This action brings the total loan from the City of Santa Clarita to $3,410,000. ATTACHMENT A. Resolution of the Redevelopment Agency Accepting a Loan from the City of Santa Clarita B. Promissory Note C. Newhall Redevelopment Committee Strategic Plan s: ms: nwhlydv: ccagd010901 Newhall Redevelopment Committee Strategic Plan 2001-2006 INTRODUCTION In November 2000, an organizational strategic planning workshop was conducted by and for the Newhall Redevelopment Committee. Ken Pulskamp, Assistant City Manager, and Elena Galvez, Management Analyst, developed and facilitated the workshop. The Newhall Redevelopment Committee included: Larry Bird, Viki Black, Philip Ellis, Victor Feany, Vartan Vahramiari, Duane Harte, Frank Maga, Cathie Kincheloe, Howard Stowitts, Carol Rock, Leon Worden, Thomas Frew and Gregory Wiese. City staff participants included: Mike Haviland, Economic Development Manager; Alex Vasquez, Economic Development Assistant; Jenny Santizo, Secretary; and Michelle Hansen, Accountant. Because the revitalization effort has been successful in its initial stages to make capital improvements (despite the lack of tax increment), begin fagade renovations, and organize the merchants, it was cumulatively agreed upon to conduct a strategic planning session to layout the immediate and future plan of action, especially with the advent of tax increment financing for the first time. STRATEGIC PLANNING OVERVIEW There are three different types of planning that can be utilized by an organization or group of people to plan for the future. The first is short range planning. This form of planning generally involves planning for a specific event, which may occur tomorrow, next week, or sometime within the year. The second is long range planning. This form of planning, also known as forecasting, is generally associated with events that may occur over a period of five to twenty years. The last is strategic planning. This form of planning usually focuses on the one to five year time frames. Strategic planning also differs from other types of planning in one very important aspect: it often involves focusing on an idealized version of an organization and the "vision of success" as collectively defined. Finally, strategic plans are far more action oriented than other types of plans. Those participating in strategic planning sessions usually consider a full spectrum of possible future scenarios and focus on the implications of action and the ability to influence the future. Strategic Planning is a call to action. It is not for those who are content with the status quo. It is a tool available to those who want to make a real and tangible difference in the future: for the Newhall Redevelopment Committee it is an opportunity to take the current achievements and move forward towards its vision of "Old Town Newhall." "What the mind of a man can conceive and believe, the mind of a man can achieve." --Napoleon Hill. -1- Newhall Redevelopment Committee Strategic Plan 2001-2006 SECTION I — State of the Organization To begin the planning process, a list of issues that currently concern the Committee was compiled. This was used as a checklist to assure that issues for the Committee were addressed in the action plan. Group Issue Identification • Streetscape program Ownership of San Fernando Road • Parking issue • Beautification of alleys • Enhance historic buildings • Work with property owners to improve aesthetics of buildings — fagade program • Buying/selling property • Residential improvement program • Low/moderate housing/Senior housing • Housing overcrowding • Promotion of available programs to property owners and residents • Business Improvement District (BID) • Size of project area • Improve maintenance (regular maintenance program) • Improve community feeling of safety • Build up pride of residents • Improve communication between City & Committee • Composition of Redevelopment Committee -2- Newhall Redevelopment Committee Strategic Plan 2001-2006 • Bring in new business • Meshing Merchants Association and City of Santa Clarita • Support downtown association • Promote downtown Newhall • Coordinate with consultants (Kent Burnes) • New services • Cultural arts/activities • Capitalize on Walk of Stars program • Develop interim finance strategy • Promote financial strategy • Promote special standards • Review transportation hub in Newhall • Code enforcement • Day labor issues • Utilize volunteer organization • Consider bond issuance Planning Period Planning the span of time allotted for completion of the action plan is an important aspect of the planning process. After a brief discussion with the participants, they voted on a time period of five (5) years. M Newhall Redevelopment Committee Strategic Plan 2001-2006 SECTION II - Vision of the Future Having previously identified the current issues facing Newhall, the next step in the strategic planning process is to project what the Newhall redevelopment area might look like at the end of the five (5) year planning period in 2006. Often in establishing a future scenario, one will portray the best and the worst cases. For our purposes, we identified the best, worst case, and a realistic glimpse of what we think the Newhall redevelopment area will be like in 2006. Worst Case Scenario • Vacancies • Trash everywhere, boarded up stores • No loans • Downturn economy • Apathy • Less shopping • Earthquake • Lower assessed value • No one joins Business Improvement District • Heavy transient population • Millions of Greyhound buses • High business turnover • Lack of community pride • More crime (rape, pillage, murder) • Graffiti/gangs • Lousy Street Fair • Increased competition from other areas • No one comes to theatres -4- Best Case Scenario • Shopping mecca • People everywhere • City Hall on San Fernando Road • Parking structure, parking lots • Friendly merchants • Completed streetscape • City owns San Fernando Road • Live entertainment • Weekly Farmers Market • Walk of Western Stars expanded • Plaques at historic buildings • Well balance retail mix • A trolley taking people from downtown to all historic areas • Compliance with sign ordinance • Cultural diversity/ balance • Waiting list for retail space • Ahead of increment schedule • Overwhelming participation by businesses • Financial institution • Big trees on San Fernando Road • Sidewalk cafes -5- Newhall Redevelopment Committee Strategic Plan 2001-2006 Newhall Redevelopment Committee Strategic Plan 2001-2006 • , Nightlife • Renovate old courthouse into museum • Good entrances to Newhall Most Likely Case • Viable, vibrant shopping area • Utilize the City's community center as Newhall Information Center • Completed landscapes • Live entertainment • Weekly Farmers Market • Walk of Western Stars expanded • Plaques at historic buildings • Compliance with sign ordinance • Friendly merchants • Waiting list for retail space • Ahead of tax increment schedule • New shopping anchors — restaurant, bookstore and coffee shop • Refurbish parking lots and acquire more if possible • Well balance retail mix that meets the needs of the people • Diversity balance with events, seminars, education, and training • Lease rates double • Greater business participation in events • Look at doing something with the old courthouse 0 Newhall Redevelopment Committee Strategic Plan 2001-2006 SECTION III — Organizational Assessment The participants analyzed the organization's current ability to meet the present and future demands, which will be placed on the Redevelopment Committee. The participants focused on what they believed the Committee does well and where the Committee needs to improve. Strengths • Participation • Dedication, commitment • Maintain interest • Good at planning • Good at compromising — benefits to all! • Good at implementation Improvements • Follow-through — get things done • Make things go faster • Communication • Publicity • Parking -7- Newhall Redevelopment Committee Strategic Plan 2001-2006 Mission Statement To promote, enhance, revitalize and spur investment in the Newhall Redevelopment Area. To make recommendations to the Santa Clarita Redevelopment Agency on issues affecting the project area. We will achieve this by: • Providing information to the Redevelopment Agency on desired direction of the Newhall Area. • Preserving historical values • Enhancing the heritage • Improving the economic climate of the project area. Prioritization The participants were instructed to review the list of issues and individually identify the top five (5) issues most important to them. This process resulted in the identification of the top eight (8) issues facing the Newhall Redevelopment Committee. Ton 8 Issues: • Old Town Newhall Association (OTNA) mesh with Agency and Committee • Bring new businesses & services/Arts • Ownership of San Fernando Road • Streetscape/Aesthetics/Parking • Safety/Pride/Perception • Promotion of available programs/Publicity/Arts • Interim financing strategy/Bonds/Business Improvement District (BID) • Code enforcement "We gain strength through the strength of our vision and our power to shape the future." --Joel Barker -8- Newhall Redevelopment Committee SECTION IV -Action Plan Strategic Plan 2001-2006 The action plan is the key component of the planning process. The group established an Action Plan, whereby participants would address the immediate issues facing the Redevelopment Committee and put into affect the Mission Statement and sense of direction the Committee wants to pursue. The Action Plan identifies not only what should be done, but when and who will be primarily responsible for seeing that the task is accomplished The following action items are not in priority order. ISSUE: Downtown Association/Business Improvement District/ Mesh Downtown Association with Redevelopment Committee 1. Disseminate information to IOld Town Newhall merchants Association (OTNA 2. Facilitate the implementation I OTNA I 06/03 of a Business Improvement Mike Haviland District (BID) 3. Rethink NRC sub -committee structure [Newhall 1 06/01 (NRC) 4. Continue City financial support Redevelopment 12/00 of the downtown association Agency (RA) 5. Strong downtown association - OTNA & NRC 12/01-20% 80% membership of businesses 12/0240% in 5 years 12/05-80% 6. Create communication link (Mike Haviland I 06/01 between City and merchants OTNA -9- Newhall Redevelopment Committee Strategic Plan 2001-2006 ISSUE: Bring New Business & Services to the Newhall Redevelopment Area 1. Identify - inventory building stock, ongoing data base 2. Develop list of potential business services 06/01 06/01 Vasquez 1 12/01 14. Consider assembly of property (Alex Vasquez I 12/01 purchase and resale -10- Newhall Redevelopment Committee Strategic Plan 2001-2006 ISSUE: The Ownership by the City of San Fernando Road -11- 1. Develop strategy to bifurcate the City/ 03/01 San Fernando Road/Sierra Hwy Engineering issue 12/01 2. City takes ownership of City of San Fernando Road Santa Clarita 3. Develop list of what we want City/Engineering 06/01 from San Fernando Road to bring to Caltrans 4. Facilitate a petition and involve politicians -11- Newhall Redevelopment Committee Strategic Plan 2001-2006 ISSUE: Improved Streetscape/Aesthetics Through the Newhall Redevelopment Area 1. Complete 4 facades and 10 signs 2. Develop streetscape plan 3. Begin implementation streetscape ply -12- Alex Vasquez Mike Haviland Alex Vasquez each year 12100 ��l Newhall Redevelopment Committee Strategic Plan 2001-2006 ISSUE: Parking Improvements 1. Consider parking district IMike Haviland 1 12/02 2. Increase parking enforcement IMike, Haviland 1 12/01 3. Parking Management Plan for (Mike Haviland I 12/01 Newhall - survey available property -13- Newhall Redevelopment Committee Strategic Plan 2001-2006 ISSUE: Build Safety/Pride/Positive Pemeption/Publicity/Promotion in Newhall •14- Newhall Redevelopment Committee Strategic Plan 2001-2006 ISSUE: Develop an Interim Financing Strategy and Evaluate Possibility of Bonds Develop interim financing strategy (Michelle Hansen I 03/01 to implement actions of the plan -15- Newhall Redevelopment Committee Strategic Plan 201-2006 ISSUE: Code Enforcement/Code Compliance ��`N'��k��zc*`�a�Y�� aM1�' '1 F-' r�' f+,fM'it pjg�Fp��jt k A 1„"A'4Y`''Y4 0- ,�YSv+�`" I i � �y��,jy�."G Y �.E� K. �'4- ' a -15f u"s,..x?SY"t •IFY��aG"'". Je. Nf { �?a' I. Improve compliance with City Mike Haviland 12/01 codes (communication, have City code enforcement officer attend OTNA) 2. Use downtown manager as liaison new manager 12/01 between City and merchants -16- Newhall Redevelopment committee Strategic Plan 2001-2006 ISSUE: Amendments Per City Council Study Session December 5, 2000 � a 3i a4rtfl � t °.i 1. Explore the expansion of the Newhall. 3:Afn. Staff & NRC y,�Y� 9i!IAA. Aitn3 W_ Immediate Redevelopment Project Area boundaries 2. Expand the Services of Kent Burnes Staff & NRC Immediate Merchant Assistance Program to encompass Lyons Avenue -17-