CITY OF ELKO - Revize Revised Complete Ag… · Denise Bradshaw, went ahead in good faith and demolished the blighted buildings. She had the final invoice and the cost exceeded the

CITY OF ELKO Planning Department

Website: www.elkocitynv.gov Email: [email protected] tynv.gov

175 1 College Avenue Elko, Nevada 8980 I · (775) 777-7160 Fax (775) 777-7219

PUBLI C M EET I NG NOTICE

The City ofEiko Redevelopment Agency will meet in a regular session on Tuesday, February 14, 2017 in the Council Chambers at Elko City Hall , 1751 College Avenue, Elko, Nevada, beginning at 2:30P.M., P.S.T.

Attached with this notice is the agenda for said meeting of the Redevelopment Agency. In accordance with N RS 24 1.020, the public notice and agenda were posted on the City of Elko Website at http://www.elkocitynv.gov/, the State of Nevada' s Public Notice Website at https://notice.nv.gov, and in the following locations:

ELKO COUNTY COURTHOUSE- 571 Idaho Street, Street, E1ko, NV 89801 Date/Time Posted: February 8, 20 I 7 4: 10 p.m.

ELKO COUNTY LIBRARY - 720 Court Street, Elko, NV 89801 Date/Time Posted: February 8, 2017 4:05 p.m.

ELKO POLICE DEPARTMENT - 1448 Si lver Street~ Elko NV 89801 Date/Time Posted: February 8, 2017 4:20 p.m.

ELKO CITY HALL - 175 1 College A venue, Elko, NV 8980 I Date/Time Posted: February 8, 2017 4:00p.m.

The public may contact Shelby Knopp by phone at (775) 777-7160 or by email at [email protected] to request supporting material for the meeting described herein. The agenda and supporting material is also available at Elko City Hall , 1751 College A venue, Elko, NV, or on the City website at http://www.elkocitynv.gov/.

Dated this 81h day of February, 2017.

NOTICE TO PERSONS WITH DISABILITIES

Members of the public who are disabled and require special accommodations or assistance at the meeting are requested to notify the City of Elko Planning Depa11ment, 1751 College Avenue, Elko,

Nevada, 89801 or by calling (775) 777-7160. ~~

Scott Wilkinson, Assistant City Manager

CALL TO ORDER

CITYOFELKO REDEVELOPMENT AGENCY

REGULAR MEETING AGENDA 2:30P.M., P.S.T., TUESDAY, FEBRUARY 14,2017

ELKO CITY HALL, COUNCIL CHAMBERS, 1751 COLLEGE A VENUE, ELKO, NEVADA

The agenda for this meeting of the City ofElko Redevelopment Agency (RDA) has been properly posted for this date and time in accordance with NRS requirements.

ROLLCALL

PLEDGE OF ALLEGIANCE

COMMENTS BY THE GENERAL PUBLIC

Pursuant to N.R.S. 241, this time is devoted to comments by the public, if any, and discussion of those comments. No action may be taken upon a matter raised under this item on the agenda until the matter itself has been specifically included on a successive agenda and identified as an item for possible action. ACTION WILL NOT BE TAKEN

APPROVAL OF MINUTES

January 10,2017- Regular meeting FOR POSSIBLE ACTION

I. NEW BUSINESS

A. Review, consideration, and possible action to accept the 2016 Redevelopment Agency Annual Report, and matters related thereto. FOR POSSIBLE ACTION

B. Review, consideration, and possible action to amend to the Redevelopment Advisory Council bylaws, and matters related thereto. FOR POSSIBLE ACTION

The proposed amendments to Article II Section 2 and Article III Section 1 with give the RDA flexibility in the event of resignations of officers or resignations from the RAC members.

C. Review, consideration and possible action to accept the resignation of David Roberts and fill the vacancy on the City ofElko Redevelopment Advisory Council which expires June 30, 2017. FOR POSSIBLE ACTION

We received a letter of resignation from Mr. David Roberts on January 20, 2017. The position that is vacant is the one member who resides within the City ofElko incorporated boundary. Staffhas received a letter of interest to serve on the Advisory Council, a copy of which is included in the Redevelopment Agency packet.

D. Review, consideration, and possible approval of the phasing sequence for the $5 million Phase 1 of the Downtown Corridor project based on the approved 30% plan as well as the project components for the two incremental increases of$2.5 million each, and matters related thereto. FOR POSSIBLE ACTION

May I 0, 2016, RDA took action to approve the 30% Downtown Corridor Design and directed staff to identify a Phase 1 based on the $5 million base project as well as identify project components for the two incremental increases of$2.5 million each. The RAC reviewed this agenda item at 5 meetings from September 22, 2016 to January 26, 2017. The RAC forwarded a recommendation to the RDA for the phasing of the Downtown Corridor project based on the approved 30% plans. The recommendation from RAC doesn't include $5 million for Phase I as directed by the RDA at their May 10, 2016 meeting.

ll. REPORTS

A. Budget

COMMENTS BY THE GENERAL PUBLIC

Pursuant to N.R.S. 241 , this time is devoted to comments by the public, if any, and discussion of those comments. No action may be taken upon a matter raised under this item on the agenda until the matter itself has been specifically included on a successive agenda and identified as an item for possible action. ACTION WILL NOT BETAKEN

NOTE: The Chairman or Vice Chairman reserves the right to change the order of the agenda and if the agenda is not completed, to recess the meeting and continue on another specified date and time. Additionally, the Redevelopment Agency reserves the right to combine two or more agenda items, and/or remove an item from the agenda, or delay discussion relating to an item on the agenda at any time.

ADJOURNMENT

Scott Wilkinson Assistant City Manager

NOTE: The order of the Agenda has been changed to conducted.

CALL TO ORDER

Chris Johnson, Chairman, called the

ROLLCALL

Present:

Excused:

City Staff:

COMMENTS

Mayor Chris Johnson, Reece Keener, John Rice

There were no comments made at this time.

APPROVAL OF MINUTES

November 15,2016- Regular meeting FOR POSSIBLE ACTION

***A motion was made by John Rice, seconded by Reece Keener to approve the minutes of the November 15, 2016 meeting as presented.

*Motion passed unanimously. (3-0)

January 10, 2017 Redevelopment Agency Meeting Minutes Page 1 of13

I. UNFINISHED BUSINESS

A. Review, consideration, and possible approval of entering into a participation agreement with Page Investments, LLC, and matters related thereto. FOR POSSIBLE ACTION

At the November 15,2016 RDA meeting this item was discussed and remanded to the RAC for their recommendation. The RAC, at their December 1st meeting, voted 3-2 in favor of making a recommendation to the RDA to approve for the $39,000+, knowing that it is due and payable at the issuance of the Occupancy, which could be sometime in September of 2017, also a request to define parameters for future requests and develop a line ·

Cathy Laughlin, City Planner, explained that this item went to the RAC, and now it is back in front of the Redevelopment Agencies adopt a procedure to process. The ten pages from the adopted RDA have already adopted as our Participation Rules. Page Public-Private Partnership. They have · uded the Staff reviewed it several months ago The request is at no risk to the City, as completion of the project. If the project would be no funding from the City of Elko tax increment for the ............ .,.,..

that we receive on the property to of the RDA was presented it clearly showed

money to to show the the request. into an agreement

be no tax increment growth. That has Ptl"''"PinntnPt'\t Agency of Nevada Mission

of Redevelopment is to eliminate blight public will create the market for private

quality of life, create value, and generate tax area. This is a key example that you have to spend the RAC meeting have been included in your packet

and that the RAC forwarded a recommendation to approve approval ofthe Public-Private Partnership and that we enter

Denise Bradshaw, went ahead in good faith and demolished the blighted buildings. She had the final invoice and the cost exceeded the original estimate by $1,400. The total cost to demolish the buildings was $54,400. Page Investments, as a sign of good faith, has paid that. They are not asking for additional funding. The $39,000 that they had requested would be about 72% of the demolition cost. The applicants wanted to make a clarification on the anticipated completion date, it will be around 2018 not September of 2017. They believe that this project falls within the mission and the goals of the RDA. The Elko RDA Rules and the provision for Owner Participation Agreements have been in place since 2007. They are the first to move forward and ask for a Participation Agreement.


John Rice asked if they would be delaying the start of the project if they wouldn't be moving in until2018.

Ms. Bradshaw explained that they are moving forward. Mr. Lostra is trying to get the plan solidified. They aren't stopping, they just aren't in a rush.

Mr. Rice asked if they could approve the reimbursement at this time for a project that wouldn't be completed until2018.

Ms. Laughlin said yes, they would put it in the budget for the 2017/2

Mandy Simons said she wanted to make sure that there were participate in these types of agreements. She wanted to be could they take the time to set parameters and details?

Ms. Laughlin explained that there are other agenda · of the existing program were included in the .., .... ".~ us tomorrow or a month ago, that was what was

Reece Keener asked if it was correct one had made a request to tap into it

come to

Ms. Laughlin said no, that Henderson Partnership Agreement to replace the Agreement was never Legal a request for helping util· ..... ,,_,.u

had a Public-Private than approval. The

completed. Romero also made 1-~'"""" the application when he

realized that it

a Public-Private Partnership.

in place, but there is an agenda item to take it into an actual program with an application and

Program.

Mr. Rice meeting he spoke in support of this project, and he continues to support this He thought going forward with setting firmer parameters was also good idea. down this road before, but the people who were involved didn't go forward. He still in the project. Even an empty lot looks better than a blighted piece of property. He confident that the applicant would be moving forward, so he wasn't worried about leaving an empty lot there.

Mr. Keener asked if the language in new agreement would fit within criteria of the new plan.

Ms. Laughlin said yes. The difference between the Henderson Bank Building's sidewalk agreement and this agreement is that the sidewalk would give you no tax increment growth. This project gives you tax increment growth. We want to focus on the fact that you would get tax increment growth out of it. The program wouldn't be for sidewalks.

January 10,2017 Redevelopment Agency Meeting Minutes Page 3 of 13

Mayor Chris Johnson thought that since the project wouldn't be complete until 2018, it is in the favor of getting support from the RDA. He said if he had to vote today he would go back to the comments he made before. There are two things that he would like to have in place before they approve this project. One, how it will affect the budget, and two, qualification of when the money would be expensed. He thought it would be best to let the RDA move forward with working out the details. He suggested they have a motion along those lines. Although it is allowed in the plan, there are many things allowed in the plan. He thought they needed to establish a priority for the plan. That's what he wanted to see vetted more and put out in front of the public.

Ms. Simons wanted to make sure they have what they need on

Mr. Rice said there are some details that Mayor Johnson and are a good idea and they wouldn't delay the project. He

like to see that

because a tie wouldn't be a win.

Mayor Johnson suggested they postpone the item

II. NEW BUSINESS

c. funding of the expansion and including but not limited to the

ovt~rneaCI11l.!JWt~r lines underground, address dilapidated such as curb, gutter, sidewalk, and

POSSIBLE ACTION

nntnPt~T Agency have taken several complimentary and transformation of the downtown park to include Park and to incorporate the proposed Chilton

tne!fflatrK. The expansion and transformation of the downtown items in the approved RDA Plan. The proposed project is

TUU""'"'11 30% Corridor Plans that have yet to be adopted into the

Ms. Laughlin the adopted RDA Preliminary Plan, under Future parks, states the expansion and transformation of the Railroad Park to the Main Downtown Park and Plaza, to include a possible outdoor amphitheater and other features intended to create a place of destination and activity. We are fortunate that the DBA has some great ideas on how they plan on helping fund to make this a place of destination and activity. We are starting to see momentum in that progress towards that goal, starting with their donation towards the tower, as well as they have committed an additional fundraiser, towards spring, that will go towards a splash pad in the area. Due to the time sensitivity of the Elko Centennial and the Tower, we are proposing that this park expansion be the first project of our $5 Million base Corridor Project, which has been approved. This is part of that plan. Although we have not amended our Plan

January 10,2017 Redevelopment Agency Meeting Minutes Page 4 of13

with the 30% Plans, the existing Plan does state that the park expansion is part of the Plan, so we can continue to move forward with that without amending the Plan. The adopted Plan does call for a focal point, which will be the Tower. It is necessary to underground the utility lines with the proposed closure of 7th Street, if not the powerlines will go right through the middle of the tower location. We have made application with NV Energy for the initial design work to be done, at no cost to the City or the RDA. They will provide us with the cost of construction after the completion of the design, they are anticipating from Silver to Idaho Street at their cost, being $50,000. They will define that down to the penny with their design work that they are currently working on. The Downtown Park Expansion is not part of The Master Plan, it's not part of Parks and Recreation Department. This is part ofthe RDA Plan, therefore · ·uen by individuals who made the decisions on what was best for the City of Elko in area based on their knowledge. This should be funded by the tax increment projects. The expansion of the Centennial Park would be the Million Corridor Project.

Mr. Wilkinson asked if NV Energy envisioned · overhead lines.

Ms. Laughlin said yes, they have their portion of it. which didn't include the trenching. were going to be expense.

Ms. Laughlin explained should underground blight.

Jeremy Draper, is currently complete

Ms. Laughlin expansion of the plaza design and

placement of the tower.

through the corridor area we also defined in the NRS as

proposed layout for Centennial Park. Y esco be done within 30 Days. Once that is

hopefully have it out to bid in February.

to secure the location ofthe Tower or to approve

be the budget portion, to initiate the expenditure of the ........ , .... ...,.1 voted on placement and Centennial Committee has approved

Mayor Johnson asked if from a time constraint the appropriation ofthe dollar amount was what they were after or to get this project to the next step.

Mr. Draper explained that the next step would be the dollar amount to get to that point. They have been successful in fundraising for the amount of the tower and everything that is raised from this point on will go towards the Plaza. Step 1 is getting the powerlines underground. Mr. Draper saw that as the biggest hurdle to meet the time frames for completion of the project. As they move forward, they can incrementally get the park done.


Mayor Johnson asked if the $300,000 would finish the project.

Mr. Draper explained they haven't put full numbers to the complete project yet, it would get them closer. They do plan on utilizing as much of the existing park as they can. That $300,000 will not touch the resign of parking lot, but it will get 71h Street closed.

Ms. Simons asked how much it would cost to complete the entire project.

Mr. Draper said that was a good question. They've estimated $600 to $700,000, because of the addition cost of repaving the parking lot. They also want to push the and add an additional train car.

Ms. Simons asked if there would be an amphitheater.

Mr. Draper explained at this point it would just be a that the DBA has expressed interest in helping to

Catherine Wines, RAC, wanted to pose a questi an economic tool to help the economy of an area, the downtown. She challenged anybody explain how economy of that area. There are very around

and events that would occur at this park

Mr. sense of focus of Centennial the idea of the

Ms. Wines

't happen there, because it is too noisy, and at never get used.

other hand, part of Redevelopment is creating a of place, a place where pedestrians can go. The primary

is to celebrate the Centennial. This is the place for the part ofthat. If we question this then maybe we should question

Mr. Rice said because the DBA wanted us there.

Ms. Wines asked how it would help the economy.

Mayor Johnson explained that these are the struggles of the RDA, and these are the things that the RDA is up against, because there are many directions that the RDA can go. There are other communities that have done projects like this to revitalize their downtown. He didn't know if the RDA should pay for the storm drain. Maybe there are ways that they can work on this, and not


have so much come from RDA. He is in support of the project, but he wasn't sure if he was in support of the RDA carrying the amount that was being proposed.

Mr. Wilkinson thought it was important to remember that they had Dr. Fielden work on the RDA Plan. He had a lot of RDA experience, and felt it was important to expand and transform this park into a downtown park. The park is centrally located within the corridor. Today business are located in certain area, but we don't know what that's going to look like in 22 years. Another component of the RDA Plan is to do things that support an east end anchor.

Mr. Rice pointed out that the largest building, at the center of the soon, which makes for a lot of opportunity for business the park. There is a lot of economic development going on, on

Ms. Wines explained that she wasn't saying this isn't a of spending the majority of the fund, right off the bat, located now.

Mayor Johnson said meetings. They the Centennial Project place as

Mayor Johnson built.

that he's asked from the RAC A is willing to put on the table to get

of discussions still need to come into if Staff was trying to show, to the power

a project, so they can move forward to get the powerlines

biggest parts. Remember that we have money for this tower. We need to move forward with that tower

is the next step.

was an amount of money that's needed to get this Tower Project

Mr. Draper said ifhe had to take a guess the minimum amount would be $150,000. That would give them the money for the underground powerlines, some of the money for around the plaza. It most likely won't get the landscaping done, but it would get some of the other elements complete and they could move forward with the landscaping.

Mayor Johnson felt better at $150,000 than $300,000. He thought they could massage the budget more and look more at the storm drainage.


Ms. Laughlin explained that the agenda item was asking for $300,000, because they were including, but not limiting to, the closure of 7th Street, the relocation of the overhead power lines, addressing the dilapidated storm drain infrastructure under 7th Street, which needs to be replaced as they demo 7th Street to do the powerlines, also the public infrastructure. $300,000 wouldn't get the parking lot, but it would get 7th Street closed. She reminded the RDA that they spend $310,000 on consultants, from which they have no on ground improvements. This would get an on ground project that will make an impact.

Mr. Rice asked Mayor Johnson ifhe was suggesting that $150,000 come from the RDA, then they could take a look at the general fund for some of the other i

Mayor Johnson thought that would be fair. He thought the

Mr. Wilkinson explained that they are bring it to the RD because the Master Plan doesn't call for an expansion RDA Plan does. If the RDA wants to ask the City to accomplish that, then that's fine. He suggested flexibility.

A Motion was made by John Rice, """"'Y ..... .., ... funding and transformation of the limited to, the closure of 71h Street, dilapidated storm drain infrastructure, sidewalk, and landscaping using RDA fun

fund all of it, but the TheRDA

bit of

Mr. Keener disclosed that they gave

approval to establish a Public-Private Partnership th~>~~~"'t" FOR POSSIBLE ACTION

a policy for the request of partnership funding with more ...,..,.,"TI" in our RDA Plan. Similar to the Storefront Reimbursement

have a policy with application and guidelines.

Ms. Laughlin explained the 10 pages from the existing RDA Plan, on the adopted Partnership Program, have been included in the packet. There has been great discussion about this program. We felt that it was important to make a more defined program, such as the Storefront Program, to define guidelines, eligibility, and reimbursement. She recommended that the plan require demolition and new construction. We would want to make sure that the tax increment growth be at the highest potential. The plan would be written similar to the Storefront Program and would be funded after the completion of the program. Competitive bids would be required if requested funding is over $10,000. Legal Counsel has vetted the Storefront Program, and has written some great participation agreements that would work with this program as well.

January 10, 2017 Redevelopment Agency Meeting Minutes Page 8 of 13

Ms. Simons liked the idea. She asked if it would be easier to develop this program, since we have already developed the Storefront Program.

Ms. Laughlin explained that she wrote the Storefront Program and then had Legal Counsel to an extensive review of it. It would be similar to that, we would just write program and not hire a consultant. A lot of the Communities in the state have several different programs.

Mr. Wilkinson asked if Ms. Laughlin's recommendation would be consideration of Public-Private Partnerships, but the parameters would be demolition of · or blighted buildings, Redevelopment of the property, and reimbursement of the project. (Yes)

Ms. Laughlin explained that's what we have in the RDA to determine the appropriation.

Ms. Laughlin answered yes. They appl· ·p based on the 10 pages in our program.

Mr. Wilkinson added that if someone came on a sidewalk improvement, in those type of that we would be able to

agreements.

***A .......... . Planner tom to have it vetted

ground in the program as well.

like sidewalk, it wouldn't create any tax

go underground, it just looks better if they do.

Keener, seconded by Mandy Simons to authorize the City establishing a Public-Private Partnership Policy and for her

ent Advisory Committee.

*Motion passed unanimously. (4-0)

E. Review, consideration and possible action to support the Planning Commission's recommendation of the vacation of Eighth Street between Commercial and Silver Streets, adjacent to parcel 001-352-006. FOR POSSIBLE ACTION

December 13, 2016 City Council meeting, City Council accepted the petition for vacation #3-16 filed by Craig Kidwell on behalf of Kidwell Center, LLC. Planning Commission at their January 3, 2017 meeting, recommended to City Council to deny vacation 2-16 based on findings.


Ms. Laughlin explained that the vacation of any public area within the RDA has been brought to the RDA, in the past, for their recommendation. In the past the vacations that have occurred in the RDA area, that we have brought to you, have been vacated alleys to property owners, so they could provide additional parking. The vacation request is to vacate public parking. The provision in the Code that states that if you're within 400 feet of the Corridor you don't have to provide on-site parking clearly shows that there is a deficiency in parking in the downtown area, because so many of the buildings in that area cannot provide on-site parking. We also wouldn't recommend a revocable permit within that 400 feet, because they aren't required to provide on-site parking. The RDA Plan clearly states that we should not be any parking and that we should be converting side streets into additional angled it would not be guaranteed that it would remain public parking or be ............... . requested to be vacated because of the lack of maintenance, property owner has suggested an easement over the area Counsel has advised us that a Deed Restriction can be Planning Commission did recommend, to the City findings listed in the memo.

Ms. Laughlin answered that they require corridor. If they weren't they would be already 4 in the back.

Mr. Rice asked if they

Mr. Wilkinson said determined that

Mr.

feet, and there are

the governing body must prove that they are satisfied

***A motion Commission's the recomm

by the proposed vacation. It was determined that the by removing public parking.

Rice, seconded by Reece Keener to support the Planning n to deny the vacation of a portion of gth Street and forward

··~---~ City Council. *Motion passed. (3-1, Mayor Johnson voted no)

Mr. Keener suggested that Dennis Strickland reach out to the property owner and see if there is something that the City and the property owner could work together on. He went and looked at the property, there is worse downtown, but it's not great.

Dennis Strickland, Public Works Director said it's not the only area that they have had people take it upon themselves to post stuff as their own parking. If they go to one they are going to have to go to several. It's not enforceable.


Ms. Simons asked if they did need to go down and do some maintenance, since it is our property.

Mr. Strickland said all the public parking areas in that area are in need of maintenance.

Ms. Simons excused herself.

D. Review, consideration, and possible approval of a Debt Policy based on obligating a percentage of existing and projected revenues for possible medium term debt financing and matters related thereto. FOR POSSIBLE ACTION

At the September 22, 2016 meeting, RAC took action pursue long term debt (20 year bonding) at this time. evaluating other financing options available to the presented by Zion's Bank to the RAC at its motion to forward a recommendation to the 60% of the tax increment in support of

Ms. Laughlin said she has provided detailed · funding that would go towards the cost amount that the RDA would be eligible bond. It being a very small bond Dawn purchase that bond. Ms. Laughlin has also growth of the tax increment, that the $5 Mill into debt, and there would $3.2 recommended not remaining balance

conservative 3% be funded without going

projects. Ms. Laughlin impact that it would have on the

""Ain"-'" the long discussion they had about short 't encumber themselves more than the

Mayor Johnson said

They want to see an impact and a project was doable with the monies that are available.

and thought it was way out of line. Just in terms of encumbering ·~-·-···,.., an issue for such a small amount of money.

Ms. Laughlin said that the medium term financing would be a bond.

Mayor Johnson asked if it had the $50,000 tag on it.

Ms. Laughlin said no, it has a lower initiation cost, but it would still be a bond.

Mayor Johnson said he didn't mind the policy, because it would be cash building up. There are a lot of things that need to be looked at, but they need to get back to the long term and where they

January 10,2017 Redevelopment Agency Meeting Minutes Page 11 of13

----------------------------------------------------

want to be at the end of the RDA's life. This policy makes it so there is a certain amount of cash available for a larger project.

Mr. Keener asked if they would be tying up 75% of the tax increment.

Ms. Laughlin explained if you are dedicating 75% ofthe tax increment, it would allow you to bond for $1.2 Million, providing funds of $1,084,000 after cost of the issuance. There would be an additional $3 91 ,5 00 in interest, which is over one entire year's worth of tax increment. If you dedicated 50% ofthe tax increment, it would allow a bond of$835,000, which would provide funds of$701,000, because ofthe cost ofissuance. There would be · $259,000 in interest payments.

Mr. Wilkinson thought as they considered this, when they available to the RDA over the life of the RDA and the per·Qkrmt~te payments, it's a significant number. That number might be available over the next 22 years. Whether Partnerships or infrastructure in the downtown, it· to fundamental considerations as they consider under another agenda item, a percentage to be banked,

*No Action was taken.

BREAK at 3:57p.m.

BREAK ENDED at 5:45

Ms. Simons

that might be interest

'""""''" that

down

t#'ame11d the adopted 2016-2017 RDA fiscal public improvements expenditure, and matters

ON

there was discussion regarding amending the to add sub-categories under the public improvement

discussion continued at the RAC meeting on December 1, for public-private partnerships require the RDA to consider a

Mayor Johnson asked were limited to discuss the Public-Private Partnership line item or if they could discuss the whole budget.

Mr. Wilkinson explained that Ms. Laughlin presented a spreadsheet that shows several line items, so the whole budget can be discussed.

Ms. Laughlin said that the 2016/2017 budget was approved with the one line item titled Public Improvements. What we have proposed today is a breakdown of that one line item, Public Improvements. We have the Centennial Tower, which we have pledged $50,000. Miscellaneous Items are $1000, we have already spend $191 out ofthat fund. We have the Storefront Program,

January 10,2017 Redevelopment Agency Meeting Minutes Page 12 of 13

which we have pledged $50,000 to. We have a line item for Alley Work at $20,000. PublicPrivate Partnerships, we have a proposed amount of $75,000. The Centennial Park Expansion was $300,000, we have now allocated $200,000, so that will be changed. Half the income to debt for the debt policy that the RAC recommended.

Mayor Johnson asked how much request the City is receiving in the Storefront Program.

Ms. Laughlin said she has given out 7 applications and directed a few phone calls to the website. She does know one individual that would like the entire $50,000, so are going to apply.

Ms. Simons asked if there was a deadline.

Ms. Laughlin explained that the application period runs

***A motion was made by John Rice, seconded by Redevelopment Agency 2016/2017 Budget by item of $75,000 and Centennial Park .LJAu ... , .............

Income to Debt line item.

III. REPORTS

COMMENTS BY THE

There were no

Mayor Chris J. Redevelopment


Agenda Item # I.A.

City of Elko Redevelopment Agency Agenda Action Sheet

l. Title: Review, consideration, and possible action to accept the 2016 Redevelopment Agency Annual Report, and matters related thereto. FOR POSSIBLE ACTION

2. Meeting Date: February 14, 2017

3. Agenda Category: NEW BUSINESS

4. Time Required: 10 minutes

5. Background Information: Pursuant to the provisions of NRS 279.586, the agency shall submit to the Director of the Legislative Counsel Bureau, for transmittal to the Legislature, and to the legislative body an annual report on a form prescribed by the Committee on Local Government Finance. CL

6. Budget Information: Appropriation Required: N/A Budget amount available: N/A Fund name: N/ A

7. Business Impact Statement: Not Required

8. Supplemental Agenda Information: 2016 Redevelopment Agency Annual Report

9. Recommended Motion: Accept the 2016 Redevelopment Agency Annual Report

l 0. Prepared By: Cathy Laughlin, City Planner

11. Committee/Other Agency Review:

12. Agency Action:

13 . Agenda Distribution:

Redevelopment Agency Annual Report For Redevelopment Areas Established Before 7/1/2011

PURSUANT TO NRS 279 6025

Agency Name: City of Elko Redevelopment Agency

Project Area Name: Redevelopment Area Tax District Number(s) _1_1_.5 ______ _

Please Provide the Following Information: Fiscal Year covered by this report: _2_0_1_6 ___ _

1. Property tax revenue received from any tax inaement area. as defined in NRS 278C.130: _$_2_5_0...:...' 4_4_2_._3_5 _______ a

2. Combined overlapping tax rate of the redevelopment area: 3.4823

3. Effective property tax rate of the redevelopment area: 2.6168 c {ove~'*"'""c:.ve-wt raitJ

4. Total sum of the assessed value of the taxabJe property lll the redevelopment area: _4_5...:...,8_2_6...:...,3_9_4 ______ _

5. Is the amount in #4 (above) less than the total sum of the assessed value of the taxable property in the redevelopment area for any other previous fiscal year?

[] Yes ~No

If Yes, please explain the reason for the difference (attach additional pages if necessary) • ______ _ _

6 Attach a copy of any memOfanda of understanding (MOU) into which the agency enters.

Detailed MOU attached: [] Yes ljJ No

7. Attach a detailed amortization schedule fOf any debt incurred for the redevelopment area and the reason for incurring the debt.

Deta~led amorttzation schedule attached. 0 Yes Ill No

8. Has 1here been any change to ttle boundary of ttle redevelopment area?

[]Yes ~o

If Yes, please explain the reason for the change (attach additional pages if necessary)

This report prepared by

Catalina Laughlin City Planner/Redevelopment Mgr. Name (please print) Title

s~;J&~ a So.la

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CLGF Approved - October 2012 Page 1 of 1

1/31/2017 Date

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Agenda Item #


1. Title: Review, consideration, and possible action to amend to the Redevelopment Advisory Council bylaws, and matters related thereto. FOR POSSIBLE ACTION




5. Background Information: The proposed amendments to Article II Section 2 and Article Ill Section 1 with give the RDA flexibility in the event of resignations of officers or resignations from the RAC members.

6. Budget Information: Appropriation Required: N/ A Budget amount available: N/A Fund name: N/A

7. Business Impact Statement: Required I Not Required

8. Supplemental Agenda Information: Amended Bylaws

9. Recommended Motion: Move to approve amendments to the RAC bylaws

l 0. Prepared By: Cathy Laughlin, City Planner


12. Agency Action:

ARTICLE I

Section 1

Section 2

City of Elko Redevelopment Advisory Council (RAC) Bylaws

(First Amended and Restated)

ESTABLISHMENT AND PURPOSE; RECITALS

The City of Elko Redevelopment Advisory Council (RAC) was established by the City of Elko Redevelopment Agency (RDA) on December 11, 2012.

Whereas, on or about February 12, 2013, the RDA adopted the first set of Bylaws for the RAC; and

Whereas, the RDA has determined to amend and restate the Bylaws; and

Whereas the redevelopment and revitalization of the City's downtown is an integral component of the Redevelopment Plan; and

Whereas the RDA is committed to promoting the downtown area as a principal focal point for Elko community life, and making it an attractive. safe and economically sound city center with shopping, entertainment, cultural and recreational opportunities; and

Whereas the RDA recognizes and values community collaboration while maintaining the distinctive character of Elko as a pioneering and enterprising city; and

Whereas the RDA wishes to seek advice from a diverse yet representative advisory committee to advise it with respect to implementing the RDA Plan or any plans subsequently adopted for the implementation of the RDA Plan, to propose Plan amendments, to assist with marketing and economics as requested by the Redevelopment Agency, to suggest projects and priorities for possible expenditures during the budget process, to explore grants or other external funding sources, to develop Design Guidelines for possible use by the Redevelopment Agency, and to advise the Redevelopment Agency about ways to attract new business.

Based upon the foregoing recitals, the RDA hereby finds and directs that the RAC shall be subject to the following bylaws commencing on the date of adoption by the RDA:

ARTICLE II MEMBERSHIP, APPOINTMENT TERMS

Section1 The RDA shall appoint five (5) members to the RAC board. The RAC board members shall satisfy the following criteria or have the following affiliations or associations, and shall serve without compensation: (1) a member of the RDA, (2) the president or designee of the Downtown Business Association, (3) the chairman or designee of the Arts and Culture Advisory Board, (4) one member who resides within the City of Elko incorporated boundary, and (5) one stakeholder from the redevelopment area. In the event that one of these members is not able to maintain his or her position, the RDA may select other representatives to serve. Membership shall also include four (4) ex-officio nonvoting members, being representatives of the Elko County School District, Great Basin College, Elko County, and the Elko Convention and Visitors Authority.

Section 2 The members of the RAC shall be appointed by the RDA annually in July, provided. in the event of a vacancy. the RDA may appoint an interim member for a term up to and including the next July 31 : There shall be no limit on the number of reappointments of the members.

Section 3 Minimum Qualifications for appointment to the RAC include:

Page 1 of 4 ADOPTED FEBRUARY 9, 2016

a. Interest in the City of Elko community. b. Ability to work cooperatively with individuals, groups, community agencies and

organizations. c. Willingness to meet and conduct business under the Nevada Open Meeting Law.

Section 4 Any RAC board member (excluding ex officio members) who accrues more than three (3) consecutive unexcused absences, or fails to attend more than seventy-five percent (75%) of the regularly scheduled meetings within a calendar year, shall be considered to have resigned and that person's membership shall thereupon automatically terminate. The foregoing sentence shall not apply to excused absences. Excused absences are defined as absences due to illness of a member or a person in a member's family, employmentrelated activities, or other instances as approved by the Chairperson on a case-by-case basis. Notification of absences is to be made to the Secretary of the RAC.

Section 5 Any board member may be removed or suspended by the RDA for good cause, as determined by the RDA.

ARTICLE Ill OFFICES, DUTIES AND APPOINTMENT OF OFFICERS

Section 1 The RAC shall elect a chairperson, a vice-chairperson, and a secretary from its members in January of each year. There is no minimum or maximum on the number of times a member may serve in one of the elected offices. In the event of a vacancy in an elected office, a special election may be held at any time during the year to fill the vacancy.

Section 2 The offices and duties of the officers shall be as follows:

a. Chairperson: To preside over meetings of the RAC and to ensure that actions are properly taken, to sign official documents and correspondence on behalf of the RAC, to assist City Staff in preparing agendas, and to represent the RAC at City Council and RDA meetings, and other official functions .

b. Vice-Chairperson: To assume the duties of the Chairperson in the absence of the Chairperson, and to assist with publicity efforts as needed.

c . Secretary: To sign or attest official documents of the RAC, to keep minutes of the meetings, and to review any record-keeping functions of the RAC.

ARTICLE IV RESPONSIBILITIES, POWERS, AND DUTIES

Section 1 The responsibilities, powers and duties of the RAC shall include, but not-be-limited to, the following:

Page 2 of 4

a.

b . c.

d. e.

f.

g.

Hold meetings in accordance with the Open Meeting Law (Nevada Revised Statutes (NRS) Chapter 241) to promote the exchange of information and otherwise fulfill the purposes stated in these Bylaws. Obtain public input. Assist in the development of Design Guidelines and any restrictions or controls upon the request of and subject to the approval by the Elko Redevelopment Agency. Recommend proposed amendments to the City of Elko Redevelopment Plan. Advise the RDA on implementation of the RDA Master Plan and any implementation documents. Monitor and evaluate progress in carrying out the vision for the purpose of advising the RDA. To the extent delegated by the RDA, oversee and coordinate among other advisory bodies, estimate the overall needs for resources to accomplish the various projects, and provide direction in the allocation of resources among these projects.

ADOPTED FEBRUARY 9, 2016

------------

h. Sort among competing priorities and conflicting activities within the scope of RAC's area of responsibility.

i. Communicate the information regarding implementation of the Redevelopment Plan and implementation documents to the community, stakeholders, and interested organizations.

j. Give recognition to people and groups as they accomplish action items and project implementation activities.

k. As requested by the RDA, help with the identification, and recruitment, of Project Champions, as that term is defined in the Redevelopment Plan or associated implementation documents.

Pursuant to NRS Chapter 279, the RDA is responsible for overseeing, managing, and coordinating redevelopment and revitalization projects within the redevelopment area pursuant to the Redevelopment Plan. The RDA will, in its discretion and within the scope of its statutory authority (1) be the authority for implementation of the RDA Plan, (2) approve project budgets, (3) resolve conflicting priorities, (4) secure funding for specific projects, and (5) resolve project challenges presented by the City of Elko's regulatory structure. These duties and all other duties given to the RDA by statute may not be delegated to the RAC.

ARTICLE V

Section 1

Section 2

MEETINGS. RECORDS, QUORUMS, AND VOTING

The RAC shall meet quarterly or as needed as determined by the Chairperson of the RAC.

Special meetings of the RAC may be called as directed by:

a. By the Chairperson of the RAC; b. By a majority vote of a quorum at a meeting of the RAC; c. By request of a majority of the members of the RAC; d. By the RDA; or d. By the City Planner or his/her designee.

Section 3 All meetings shall be properly noticed, posted and conducted according to the Open Meeting Law, NRS Chapter 241.

Section 4 Three (3) members of the RAC shall constitute a quorum. No action may be taken without at least a quorum. The quorum shall not be reduced by abstentions or recusals. A majority vote of the members of the RAC who are in attendance and able to vote shall be necessary for official action.

Section 5 The RAC shall comply with these Bylaws for all business of the RAC.

Section 6 The RAC shall keep a written record of all meetings.

Section 7 Only such business specified in the published agenda for the meeting shall be transacted at a meeting of the RAC.

ARTICLE VI FILING WITH THE CITY CLERK

Section 1 The executed original of these Bylaws must be filed with the City Clerk within ten (1 0) days of adoption by the RDA.

Section 2 Originals of the agenda, agenda backup items, and certificate of posting are to be filed with the office of the City Clerk at the time of the posting of the agenda.

Page 3 of 4 ADOPTED FEBRUARY 9, 2016

-------------------~~ -------

Section 3 The executed original of the meeting minutes is to be filed with the office of the Elko City Clerk within ten (1 0) calendar days of approval.

ARTICLE VII ADOPTION AND AMENDMENT

Section 1 These Bylaws shall become effective upon adoption by the RDA.

Section 2 An amendment to these Bylaws may be introduced and initiated by a majority vote of either the RAC or the RDA. The proposed amendment shall be acted upon at the next regular meeting of the RDA.

Section 3 The RAC is responsible for ensuring compliance with the Open Meeting Law. Pursuant to Nevada Revised Statutes Chapter 241, the RAC must prepare, publish and follow an agenda. Any action items must be submitted to the City Planner or his/her designee at least ten (1 0) calendar days prior to the official meeting date. Appropriate back up material must be submitted with the item.

Section 4 Notwithstanding any other provision contained herein, the RDA may, in its discretion, dissolve and terminate the RAC, or restrict or amend these Bylaws and the duties and responsibilities of the RAC to the extent permitted by the Redevelopment Plan and the Nevada Revised Statutes.

ELKO REDEVELOPMENT AGENCY

By: __________________________________ _

Its: --------------------DATED:-------------· 2016.

ATTEST:

Page 4 of4 ADOPTED FEBRUARY 9, 2016

Agenda Item # I.C.

City ofElko Redevelopment Agency Agenda Action Sheet

l . Title: Review, consideration and possible action to accept the resignation of David Roberts and fill the vacancy on the City of Elko Redevelopment Advisory Council which expires June 30, 2017. FOR POSSIBLE ACTION

2. Meeting Date: February 14,2017



5. Background Information: We received a letter of resignation from Mr. David Roberts on January 20, 2017. The position that is vacant is the one member who resides within the City of Elko incorporated boundary. Staff has received a letter of interest to serve on the Advisory Council, a copy of which is included in the Redevelopment Agency packet.

6. Budget Information: Appropriation Required: N/A Budget amount available: N/A Fund name: N/A


8. Supplemental Agenda Information: Email I Letter of interest

9. Recommended Motion: Appoint Tyler Gunter to the City of Elko Redevelopment Advisory Council with a term to expire June 30, 2017.

10. Prepared By: Cathy Laughlin, City Planner


12. Agency Action:

Cathy Laughlin

From: Shelby Knopp Sent: To:

Friday, January 20, 2017 2:50PM Cathy Laughlin

Subject: FW: RAC Agenda Packet

FYI

From: David Roberts [mailto:[email protected]] Sent: Friday, January 20, 2017 2:48PM To: Shelby Knopp <[email protected]> Subject: Re: RAC Agenda Packet

You should probably deliver this to my successor, whomever that may be.

I'm leaving Elko for greener pastures March 1, and I suppose the council should start looking for a replacement. Also, I'm out of town right now until - I don't know - the 30th maybe.

Being unemployed has its advantages.

David Roberts Local Manager - Emeritus Frontier Communications Elko, NV [email protected] -no 775-738-0232 - no

[email protected] 775-401-1838

On Jan 20, 2017, at 2:37PM, Shelby Knopp <[email protected]> wrote:

David, I'm getting ready to deliver agenda packets and was wondering where you would like me to deliver yours?

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January 24, 2017

Cathy Laughlin CityOfEiko 175 1 College Avenue Elko, NV 89801

Dear Cathy,

Tyler Gunter

I'm writing to you today to express my interest in the vacant "at large" seat now available with the Redevelopment Advisory Council. I am a native Elkoan and am very excited about our community and the opportunities it has to continue flourishing. I am the owner of Priority Plus Insurance and Financial Group on 5th and Idaho in downtown as well as Clarity Home and Business Services and E.R.P . Properties. l am also the current Chairman of the Elko Area Chamber of Commerce and have been serving on that board for over 9 years now. I appreciate yours and the councils consideration in allowing me to fill thjs vacancy.

Sincerely yours,

Tyler Gunter

5:! I Idaho Street Elko. ~\' AA80 I 775-93~-82 1 7

Agenda Item # I.D.


I. Title: Review, consideration, and possible approval of the phasing sequence for the $5 million Phase 1 of the Downtown Corridor project based on the approved 30% plan as well as the project components for the nvo incremental increases of $2.5 million each, and matters related thereto. FOR POSSIBLE ACTION




5. Background Information: May 10, 2016, RDA took action to approve the 30% Downtown Corridor Design and directed staff to identify a Phase 1 based on the S5 million base project as well as identify project components for the nvo incremental increases of $2.5 million each. The RAC reviewed this agenda item at 5 meetings from September 22,2016 to January 26, 2017. The RAC forwarded a recommendation to the RDA for the phasing of the Downtown Corridor project based on the approved 30% plans. The recommendation from RAC doesn ' t include $5 million for Phase 1 as directed by the RDA at their May 10, 2016 meeting.

6. Budget Information: Appropriation Required: N/A Budget amount available: N/A Fund name: N/ A


8. Supplemental Agenda Information: Planning Department Memo

9. Recommended Motion: Pleasure of the RDA

10. Prepared By: Cathy Laughlin, City Planner


12. Agency Action:

CITY OF ELKO Planning Department

Website: www.elkocity.com Email: [email protected]

1751 College Avenue Elko, Nevada 89801 · (775) 777-7160 Fax (775) 777-7119

To: Elko Redevelopment Agency From: Cathy Laughlin - City Planner Date: February 3, 2017

Memorandum

Meeting Date: Tuesday, February 14, 2017

Agenda Item:

D. Review, consideration, and possible approval of the phasing sequence for the $5 million Phase 1 of the Downtown Corridor project based on the approved 30% plan as well as the project components for the two incremental increases of$2.5 million each, and matters related thereto. FOR POSSIBLE ACTION

Summary of Previous RAC Meetings:

• July 28, 2016 meeting: o A motion was made by David Roberts, seconded by Lina Blohm to table the item

to a special meeting on the 25th of August, 2016. • August 25, 2016 meeting:

o A motion was made by Catherine Wines, seconded by David Roberts to ask staff (Curtis Calder) to come up with funding and bonding scenarios for the Downtown Corridor Project and ask staff to try to put together some rough numbers to the things from the list that were talked about.

• September 22, 2016: o A motion was made by Catherine Wines, seconded by David Roberts to amend

No. 1 to include the block ends from 41h Street to 6th Street. • October 27,2016:

o A motion was made by Catherine Wines, seconded by Lina Blohm that priority number one be to reconstruct the block ends from the east side of 41h Street to the west side of 6th Street, including 5th Street, and enlarge the two ends of 5111 Street to take up the existing parking lanes on 51h Street barring NDOT's cooperation, also to look at expanding across 4th and 6th Streets as an add alternate.

• January 26, 2017: o A motion was made by Chris Johnson, seconded by Catherine Wines to have the

$5 Mi llion Phase 1 prioritization listed as follows:

PHASE 1 1. Underground T" Street overhead utilities from Idaho to Silver: Estimated cost $200 thousand

(Included in RDA plan, estimate not included in approved 30% corridor plans) 2. Centennial Tower block end: Estimated cost $138 thousand 3. Block ends on 4th Street, 5th Street and 61h Street: Estimated cost $415 thousand

4. Sidewalks on the 400 block for both Commercial and Railroad Streets and the 500 block of Commercial Street: Estimated cost $175 thousand if completed with a special assessment district

5. Completion of 8th Street to 11th Street with new irrigation, plant materials, existing landscape islands built up with block: Estimated cost $1 million

PHASE2 6. Expansion of the train park including reconstruction of the alternative parking layout:

Estimated cost $900.000 7. Reconstruct 600 block: Estimated cost $1.53 million 8. Reconstruct 500 block: Estimated cost $1.60 million 9. Reconstruct 400 block: Estimated cost $1.09 million 10. Reconstruct 300 block: Estimated cost $1.4 7 million

PHASE3 11. Underground 9th Street overhead utilities 12. Underground 8th Street overhead utilities 13. Underground 3rd Street overhead utilities

Summary of motion: RAC recommendation has reduced the cost of the Centennial Park block end project from $250,000 to $138,000, the cost of the completion of 8th Street to 11th Street from $2.33 million to $1 million and has moved the expansion of the train park to Phase 2. The reductions have taken the proposed corridor project from a $10.3 million to $8.86 million.

Background:

The Redevelopment Agency (RDA) approved the 30% Downtown Corridor design and directed staff to identify a Phase 1 based on a $5 million base project as well as identify project components for the two incremental increases of$2.5 million each at their May 10, 2016 meeting. The prioritization of the project will facilitate the amendment of the RDA Plan.

Staff proposed phasing of the entire project as follows:

1. Underground 7th Street overhead utilities from Idaho to Silver: Estimated cost $250 thousand (Included in RDA plan, estimate not included in approved 30% corridor plans)

2. Centennial Tower block end: Estimated cost $250 thousand 3. Expansion of the train park including reconstruction of the alternative parking layout:

Estimated cost $900,000 4. Block ends on 4th Street, 5th Street and 6th Street: Estimated cost o($415 thousand 5. Sidewalks on the 400 block for both Commercial and Railroad Streets and the 500 block

of Commercial Street: Estimated cost $175 thousand i(completed with a special assessment district

6. Completion of 8th Street to 11th Street with new irrigation, plant materials, existing landscape islands built up with block: Estimated cost $2.33

million Total $4.32 million

7. Reconstruct 600 block: Estimated cost $1.53 million 8. Reconstruct 500 block: Estimated cost $1.60 million

,----------------------------------------------~-----------

9. Reconstruct 400 block: Estimated cost $1.09 million 10. Reconstruct 300 block: Estimated cost $1.47 million

11. Underground 9th Street overhead utilities 12. Underground 8th Street overhead utilities 13. Underground 3rd Street overhead utilities

Following is a detailed rational supporting the proposed projects:

Total 5.69 million

1. Underground 7th Street overhead utilities from Idaho to Silver- Utilities; Prioritized Element

• Goals and Objectives - Conforms to all applicable goals and objectives listed in the RDA Plan.

• Redevelopment Activities - Consistent with item 8 listed for proposed redevelopment activities in the RDA Plan.

• Utilities Action Strategy- Underground major overhead utilities • Parks, Plazas, Open Space - Expansion and transformation of Railroad Park into the

main downtown park and plaza, to include a possible outdoor amphitheater • Parks, Plaza, Open Space Strategy- Expansion ofthe Railroad Park • Focal Point- Expansion and transformation of the Railroad park- create focal point

2. Construction of the Centennial Tower Block End - Parks, Plaza, Open Space; Prioritized Element with RDA action to locate the Centennial Tower in the closure of 7th Street. RDA took action January 10, 2017 to fund the first two items in the amount of $200,000

• Time sensitive • Goals and Objectives- Conforms to all applicable goals and objectives listed in the RDA

Plan. • Redevelopment Activities - Consistent with item 8 listed for proposed redevelopment

activities in the RDA Plan. • Landuse- Accommodates growth of existing public/quasi public uses. • Design Action Strategy- Expands downtown landscaping • Parks, Plazas, Open Space- Develop theme plaza on the east side of 5th Street between

Railroad and Commercial • Parks, Plazas, Open Space- Designate the corridor between 5 and 8 as a special events

area, anchored by a themed plaza on the west and expanded Railroad park main plaza on the east- per RDA action the public gathering has been shifted away from 5th to 6th

• Parks, Plazas, Open Space - Develop theme plaza on the east side of 5th Street between Railroad and Commercial. This is also a prioritized element and identified as an element in the current phase 1.

• Parks, Plazas, Open Space- Establish mini-parks and plazas within the downtown corridor through strategic placement of kiosk and information centers.

• Parks, Plazas, Open Space Strategy- Conforms to objective to designate the corridor between 5 and 8 as a special events area.

• Parks, Plazas, Open Space Strategy- Consider theme plaza at 5th, railroad and Commercial. RDA has considered the merits of the location and has taken action to shift the plaza east to 6th.

• Focal Point- Create theme plaza at 5th, Railroad and Commercial. Create focal point; enhance Western Folklife Center. RDA has considered the merits ofthe location and has taken action to shift the plaza east to 6th.

• Focal Point Action Strategy- The proposed Centennial project will serve as a centralized focal point strategy promoting historical and cultural interest.

3. Expansion of the train park including reconstruction of the alternative parking layoutParks, Plaza, Open Space and Circulation; Prioritized Element



• Circulation- Evaluate 7th Street between Railroad and Commercial • Land use- Accommodates growth of existing public/quasi-public uses. • Design Action Strategy- Expand downtown landscaping • Parks, Plazas, Open Space- Expansion and transformation of Railroad Park into the

main downtown park and plaza, to include a possible outdoor amphitheater • Parks, Plazas, Open Space- Designate the corridor between 5 and 8 as a special events

area, anchored by a themed plaza on the west and expanded Railroad park main plaza on the east

• Parks, Plaza, Open Space Strategy- Expansion ofthe Railroad Park • Focal Point- Expansion and transformation of the Railroad park- create focal point

4. Block ends at 4th Street, 5th Street and 6th Street

• Traffic Calming Measures -meets all the objectives listed. • Circulation Action Strategy- Reconstruct sidewalks • Circulation Action Strategy- Install traffic calming measures. • Utilities- Verify and replace before new surface construction, prioritized element • Design Action Strategy- Expand downtown landscaping • Design Action Strategy- Establish uniform/complementary street design • Supports visual enhancement and beautification of the area meeting several objectives in

the adopted RDA Plan

5. Sidewalks on the 400 block for both Commercial Street and Railroad Street and the 500 block of Commercial Street

• Traffic Calming Measures- meets all the objectives listed. • Circulation Action Strategy- Reconstruct sidewalks • Circulation Action Strategy- Install traffic calming measures. • A great portion of the engineering for these sidewalks can be done by City Engineer, Bob

Thibault, therefore limited amount of funds spent on outside consultants. • A special assessment district can be formed to share costs

6. The completion ofthe 8th_llth Street in the downtown corridor



• Traffic Calming Measures -meets all the objectives listed. • Circulation Action Strategy- Reconstruct sidewalks • Circulation Action Strategy- Install traffic calming measures. • Utilities- Verify and replace before new surface construction, prioritized element also • Utilities Action Strategy- Upgrade domestic water lines as needed. • Land use- Supports the Corridors which is the east end anchor and shows recognition for

significant investment by that developer. Has the potential to encourage additional development of vacant properties on the east end.

• Land use Strategy- Promote east end anchor • Design Action Strategy- Expand downtown landscaping • Design Action Strategy- Establish unifonn/complementary street design • Supports visual enhancement and beautification of the area meeting several objectives in

the adopted RDA Plan. With a limited amount of funding, three blocks of the corridor will be addressed in conformance with the proposed corridor plan. The irrigation on the west end of the corridor is functioning and benefiting the landscaping in those until those blocks are reconstructed. The irrigation on the east end is not functioning and requires significant manual labor for maintenance. A landscape design would be required to move forward with this project.

7. Reconstruct 600 block



• Circulation Action Strategy- Reconstruct sidewalks • Circulation Action Strategy- Install traffic calming measures. • Traffic Calming Measures- meets all the objectives listed. • Parking- Address the corridor parking layout and multiple points of ingress/egress on

Railroad and Commercial • Parking Action Strategy- Improve parking corridor layout and circulation • Design Action Strategy- Expand downtown landscaping • Design Action Strategy- Establish unifonn/complementary street scape design • Parks, Plazas, Open Space- Establish mini-parks and plazas within the downtown

corridor through strategic placement of kiosk and information centers.




• Circulation Action Strategy- Reconstruct sidewalks

• Circulation Action Strategy- Install traffic calming measures. • Traffic Calming Measures -meets all the objectives listed. • Parking- Address the corridor parking layout and multiple points of ingress/egress on

Railroad and Commercial • Parking Action Strategy- Improve parking corridor layout and circulation • Design Action Strategy- Expand downtown landscaping • Design Action Strategy- Establish uniform/complementary street scape design • Parks, Plazas, Open Space- Establish mini-parks and plazas within the downtown

corridor through strategic placement ofkiosk and information centers.













11. Underground gth Street overhead utilities

• Goals and Objectives- Conforms to all applicable goals and objectives listed in the RDA Plan.

• Redevelopment Activities- Consistent with item 8 listed for proposed redevelopment activities in the RDA Plan.

• Utilities Action Strategy- Underground major overhead utilities

12. Underground 8th Street overhead utilities



13. Underground 3rd Street overhead utilities



The existing RDA plan states in the Prioritization, Sequencing, and Phasing Action Strategy Summary that

1. Establish priorities for construction 2. Construct improvements in proper sequence 3. Establish program for phasing

Prioritization: Refers to one element of the Plan being targeted for implementation prior to another element of the Plan. It gives the example of replacing a utility line in a street right-ofway before repaving the street.

Sequencing: Refers to the implementation of a specific task or project within a plan element prior to implementation of a subsequent related task or project within the same plan element.

Phasing: Recognizes that some tasks and projects can proceed concurrently without resulting in conflict with one another or creating adverse consequence. Phasing may select certain tasks and projects from different plan elements that can be implemented within a single development stage and constructed within a calculated time frame.

Staff believes the above referenced approach to the corridor project, combined with revenue projections, is a sound process to be followed. Staff also recommends the reconstruction of the 300, 400, 500 and 600 blocks as the lower priorities due to the projected income at a 2% growth. Taking a conservative approach on the projected revenue, staff believes after the $5 million phase 1, we would have enough remaining revenue to do an equal amount of work as the 800-1000 blocks in the 300-600 blocks with new sidewalks, block ends, landscaping, leaving ingress and egress the same and not a full block reconstruction.

RECOMMENDATION:

Pleasure of the RDA

STAFF RAC Project# Project#

1 7th Street Overhead Lines $200,000.00 1 $200,000.00

2 Centennial Park- West block end $250,000.00 2 $138,000.00

3 Centennial Park- Expansion to East $900,000.00 - $0.00

4 Block Ends - 4th, 5th and 6th St. $415,000.00 3 $415,000.00

5 Sidewalks- 400 & 500 blocks $515,000.00 4 $515,000.00

6 Complete Blocks 800 -1000 $2,330,000.00 5 $1,000,000.00

Phase 1 total $4,610,000.00 $2,268,000.00

7 Reconstruct 600 block $1,530,000.00 - .... 6 900,000.00

8 Reconstruct 500 block $1,600,000.00 7 $1,530,000.00



10 $1,4 70,000.00

Phase 2 total $5,690,000.00 $6,590,000.00

$10,300,000.00 $8,858,000.00

Revenues

Beginning Fund Balance

Budget to beginning fund balance dif.

Property Tax Revenues (anticipated)

Interest Revenues (anticipated)

Redevopment Agency 2016/2017 Budget July 1, 2016 to June 30, 2017

Approved Revenue To

Budget Date 1/17

$621,448 legal

$7,512 Public Improvements

$264,429 $208,019 Centennial Tower (pledged)

$1,500 $1,561 Misc. items

Expenditures

Approved Expenses To

Budget Date 1/17

$25,000 $6,856

$50,000

$1,000 $191

Storefront Program (pledged) $50,000

Total Revenues $894,889 $209,580 Alley work -

Public-Private Partnerships

Centennial Park Expansion

Balance towards savings

Revolving Fund

Total Expenses

M:\Pianning\Redevelopment\RDA Budgets\Amended RDA Budget 2016-2017 approved 1-10-2017

2/7/2017

$20,000

$75,000

$200,000

$473,789

$100

$894,889 $7,047 -·-··-···--· -

Vol. 64, No. 2 February 2017

Inside this issue

Online plaHonn provides practical way to gather public input. E-City Hall allows broader participation ••••••• 2

Expanded grant program creates more attractions. Funding brings new events downtown ••••••••••••••• 3

Helping merchants expand hours, attract new customers. Nighttime customers have different priorities than daytime patrons •••••••••• 5

Parking lot conversion creates connectivity and public space. A former pedestrian impediment becomes an attraction • • • • • • • • • • • • • • • 6

Report quantifies the value of the downtown. Doeumern illustrates city center impact on the city, county, and state ••• 7

Communities continue to seek public restroom solutions. Stand-alone units, co-located facilities, and mobile units being explored ••••••• 8

Idea Exchange. Downtown shows off its tech community; builds kitchen incubators, visitor gateways, cowork spaces, and more .............. 11

Business Recruitment & Retention

Positioning downtown as a creative campus to fill vacant spaces

The Downtown Memphis Commission launched its My HQ marketing campaign in April. The campaign includes a dedicated website, customized new-business incentives, events in the heart of Memphis, TN (est. pop. 646,889), and more.

"We're not unlike many downtowns in that we've had a little bit of an exodus from the downtown core in terms of the office market," says Leslie Gower, vice president of marketing and communications. Historically, the city center's office market featured large employers

Economic Impact

such as accounting and law firms. "While we are seeing some migration back to the city core, a lot of that is smaller companies, creatives, and start-ups. Our intent [with the new campaign] was to speed up that process by giving those companies that are more urban-minded a better understanding as to what downtown has to offer them."

A crucial first step in offering young professionals what they want is to ask them, Gower says. "We created a group called the lnfluenc-

(Continued on page 3)

Rapid recovery is vital after disaster strikes In the wake of Hurricane Mat

thew, which barely missed making landfall in St. Augustine, FL (est. pop. 12,975), last October, city, state, and federal officials, and other organizations, stepped up to support local businesses.

Mayor Nancy Shaver put out an open letter via email and distributed to local media, touting the new St. Augustine Strong brand.

"As I've been across our city, I am awed but not surprised by how

we are coming back," writes Shaver. Her letter touched on some of the more seriously impacted neighborhoods and organizations, calling on those less affected to support local businesses and help their neighbors. She closed by reassuring readers that, "after 451 years, we're not going anywhere."

To help draw more visitors, the city also suspended parking fees at all city metered areas, including

(Continued on page 9)

© 2017 Alexander Communications Group, Inc. All rights reserved.

Public Engagement

Platform provides practical way to gather vital public input The E-CityHall program launched in

Midland, MI (est. pop. 41,863), last June has already smoothed the way for a new downtown streetscape design, helped the chamber of commerce garner public input for an economic development issue, and is informing the city's future transportation plans.

E-CityHall is Midland's name for Open Town Hall, a cloud-based, online civic engagement platform created by Peak Democracy. According to the company, the platform allows users to maintain control of the public engage

uPeople want to be involved, but can't always attend meetings. This gives them

ment process, keep the dialog civil and legal, and provides a suite of real-time insight and reporting tools.

another way." While the platform was created with local, state, and

federal government entities in mind, those users can also partner with downtown organizations that need public input for projects, says Selina Tisdale, executive director of Midland's Downtown Development Authority, and the city's public affairs director.

"We implemented E-CityHall through the direction of our city council in June," says Tisdale. "Our DDA decided after 23 years, it was time to rebuild our downtown with a new streetscape. In June, they kicked off a threemonth process to gather community input on the redevelopment of the downtown district.

'The beauty of this platform is that it is meant to compliment other processes you have in place," Tisdale says. "We did a public workshop, presentations with our streetscape consulting group, did a drop-in session at a vacant downtown storefront during an extended lunch hour time period, and we held a brainstorming session. Knowing that not everyone has time in their schedules to attend a two-hour brainstorming session, we also posted it on E-CityHall."

The platform is just another mechanism for busy residents to provide input, "where they don't have to attend a city council meeting to learn a lot about a specific topic," she

says. "The platform allows us to launch any topic we want, and to provide background, photographs, drawings - whatever we need to provide so that people can make educated input decisions. And it allows us to develop questionnaires in a number of different formats, from open-ended questions to multiple choice and dot mapping."

E-CityHall, along with actual public meetings, was used during round two of public input for the streetscape project, when consultants brought back several scenarios for each aspect of the downtown revitalization project. "We got probably 300 input surveys returned from E-CityHall alone," says Tisdale. "We are recognizing its value. People are busy. They want to be involved, but can't always attend meetings. This gives them another way."

Public engagement process smooths approval

Round two public input led to round three. "We started narrowing down the choices based on what we heard from the second round preference points into an actual design," Tisdale says. "We got a lot of confirmation that we were headed in the right direction, but there were a few controversial parts of the design. We were recommending transitioning three blocks from angled to parallel parking, and we heard more and more people say, 'I don't like to parallel park.'

"We had the opportunity to see those concerns, and to reassure people that we were going to maintain angled parking, that it was only those three blocks, and to explain the reasoning behind it. That area is the core of downtown, and it will give us more of an opportunity for outdoor dining and retail which the community said it wanted. It was a good opportunity to circle back with them, reassure them, and ease those concerns," she says.

The high level of public input made for a smooth approval process with the DDA and the city council. '"Our DDA and city council can be confident that we gave our best try at gathering input and heading off problems early in the

2 Downtown Idea Exchange • www.DowntownDevelopment.com • February 2017

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process, rather than getting to the starting gate and having all these problems arise," Tisdale says. The streetscape project is in the engineering design phase now. The city hopes to have shovels in the ground by June.

"We will definitely continue to use this as questions come up [regarding the streetscape project]," says Tisdale. "It's a nice tool just to be able to launch those 'hey, how do you think the community will react to this' questions. Right now, we have open-ended questions about transportation planning: how people use different modes of transportation, what the future of that might look like, and how they might use it if different transportation options were available. We also have some public park developments that we will look at [gathering input around] in the spring."

Before paying for the platform and support services, Midland studied how two other cities in Michigan were using the program, Tisdale says, noting that the service is very affordable, and does not require a city to "ramp up a whole lot of staff."

To get community members enrolled, the city partnered with the chamber of commerce and subgroups such as a young professionals club, to attract business owners. Social media and traditional press releases were employed to attract residents to the E-CityHall portal.

"We have close to 500 registered subscribers," says Tisdale. "They get notified by email when the city needs their input on a new topic."

Contact: Selina Tisdale, City of Midland, (989) 837-3304, [email protected]; Peak Democracy, www.peakdemocracy.com. rm:l

Positioning downtown as a creative campus tO fill VaCant SpaCeS -Continued from page I

ers. They are meeting and having beers once a month while coming up with programming and general ideas on the types of things they would like to see." Influencer members come from diverse backgrounds, including freelance,

artistic, and corporate. "Versus us trying to guess, it was very helpful. Engaging with the group of people that you want to come downtown and having them set that tone is very important," she says.

Expanded grant program creates more attractions for young professionals The Downtown Memphis Commission in Memphis,

TN, has offered event grants for several years. But in 2016, coinciding with its new My HQ is Downtown campaign to attract young professionals, the organization expanded the Downtown Events, Animation, and Activation Grant program.

"We expanded it to include more community and creative placemaking and ways to animate downtown," Leslie Gower, vice president of marketing and communications for the Commission, tells news website High Ground. "If you have an art project, community garden, performance art, or other ideas that would add some vibrancy downtown, we can help fund your idea."

The first seven recipients under the expanded program included a cigar festival, an Oktoberfest, a home tour, a street performance, a performance at an arts center, a youth film festival, and a business accelerator.

"We're really trying to bring more creatives to downtown and have their ideas become a reality versus something that they want to do but can't get off the ground," says Gower. "The real intent is to bring new events to downtown. Primarily, we're looking at public spaces, so most of the events we're funding are taking place either at a park or on a main street"

Grants are first come, first served until the $60,000 annual budget for the program is depleted, with a cap of $5,000 per applicant.

February 2017 • Downtown Idea Exchange • www.DowntownDevelopment.com 3

4

The types of programming sought by this demographic includes video game nights during which games are projected onto the sides of downtown buildings for outdoor competitions, ping-pong tournaments, and "they also liked the idea of doing professional development workshops, which are so popular, and great in terms of bringing people downtown, building community, and allowing them to have conversations among themselves," Gower says. "And everything seems to involve beer. That was a theme in every event that we did. Even at the yoga, there was wine afterwards."

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Downtown as a campus

Central to the campaign is the My HQ is Downtown website. The site presents everything that the city center has to offer and positions it as, "a place to collaborate. A place that inspires. A place to work like no other."

Visitors who click on the invitation to "Explore our downtown campus" are taken to a page that continues the theme. A brief blurb about collaboration is followed with a Meet Downtowners link. A short recreation blurb touts hundreds of restaurants, the local professional basketball team, happy hours, workout facilities, post-work events, and more, along with a link to upcoming events. And the inspiration blurb alludes to cool loft spaces, river views, historic architecture, and public art before providing a link to available office spaces.

The website also features profiles of young professionals providing peer-to-peer testimonials about the benefits of working downtown and what they enjoy about the city center; additional information about downtown events and available work spaces; and links to help downtown

professionals connect with support organizations, each other, and the Downtown Memphis Commission.

Commission rethinks incentives

"We also worked with our broker community regarding trends, and what they are hearing in terms of office space," Gower says. "We had been offering some office incentives, but they were very much checkbox. If you had one to four employees, you might get $1 0,000; if you had 11 to 20 employees, you might get $15,000. We tried that, but didn't get much success."

Brokers told the Commission that a much more individualized approach was needed. "What may work for one may not work for another," says Gower. "Some businesses are looking for subsidized parking; some are looking for tenant build-out. So we got rid of the incentives. We work with each broker independently to see what the gap is. That seems to work more than what we offered in the past."

The Commission has also taken steps to ensure that downtown is a fun place for millennials to be after work. "We've launched things like alley parties, rodeos, and afterwork yoga," Gower says. The organization is also partnering with Creative Works workshops, which organizes professional development events featuring food trucks, activities, and guest speakers.

"We are trying to get some momentum and conversation going around the people who are already working here," says Gower. "One thing that just got approved is re-imagining an alley way that backs up to several creative organizations, a lot of ad agencies and offices." Employees said they walked through the alley frequently, and asked if the space could be activated in, "more appealing ways to us as employees, as a creative space, and a place to hang out to have a coffee or a beer. So we are transforming that into an outdoor gallery, and we're working with a mobile beer truck to set up on occasion. We want to have it be more of a living room for our downtown creatives, a space they can

Downtown Idea Exchange • www.DowntownDevelopment.com • February 2017

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use for networking and collaborating." The Commission will also be launching,

"a very fast-paced, high-energy video" soon that showcases what it's like to work downtown from a first-person perspective. "We are going to cut that to 30-second commercials during [Memphis Grizzlies basketball] games so that people will see that energy downtown as an option for their work space."

The video will also be used in a targeted

Business Recruitment & Retention

digital advertising campaign which will reach out to regional creative and start-up companies. "What we heard from some of our younger people was, 'If you want to reach out to us, talk to us. It needs to be a video because we don't look at printed stuff.' So that's where we're putting our money," Gower says.

Contact: Leslie Gower. Downtown Memphis Commission, (901) 575-0561, [email protected]. mil

Helping merchants expand hours, attract new customers Encouraging small business owners to stay

open in the evening can add more vitality to the urban core while also adding more sales for merchants. Unfortunately, notes Becky McCray, author and founder of the Small Biz Survival network, small businesses, especially those in rural communities, have been slow to adopt evening hours.

Too often, when merchants do experiment with later hours, customer numbers are too low to make the venture profitable and stores return to closing at 5 p.m. "The response to that is to first of all, help them understand that customers who shop later hours are different people than customers who shop during the day," says McCray.

Citing research by Dr. Scott Dacko, an associate professor of marketing and strategic management with the University of Warwick, McCray says his work found that morning shoppers are typically older people, those who are unemployed, families, and others who are not feeling time pressured. Afternoon shoppers, too, have less time pressure, and include teens, young adults, and families without young children.

Evening shoppers are likely working people feeling pressured to complete errands quickly before going home, or who seek places to wind down from the work day. These are also people with more disposable income, McCray says.

"If your shop sells children's clothing, maybe morning is your best time," says McCray. But other retailers can succeed in the evening, she adds. "This is a different group of people than they have been used to seeing in the daytime. Succeeding in the evening hours is more like starting a whole new store and targeting different customers than it is simply extending the current store into later hours," she says.

Downtown leaders can encourage evening hours with education and programming. ''Provide activities and events that generate public interest and bring larger groups of people," advises McCray. "Give them a reason to be downtown. Organizations can also coordinate between merchants and help them with collaborative marketing, and educate them that they have to learn a whole new demographic and how to target those customers," she says.

One way to do that is to ''change the mood" of the store, McCray says. If the target is customers in a rush to get home after work, place convenience items near the front of the store. If the target is customers looking to unwind after a long day at work, "set a more soothing atmosphere," she says.

"In Webster City, lA, in an attempt to reach out to Hispanic and Latino shoppers, one store stayed open from 5 to 7 p.m. as a special event. They found that didn't work.''


6

says McCray. The merchant sought feedback and learned that the target demographic was busy trying to get errands done earlier in the evening, but if an event was offered from 7 to 9 p.m., when they were ready to wind down, people would attend. 'They found more shoppers. You have to experiment a lot to find what works," says McCray.

She offers the following tips for small business owners:

• Learn about your new customers. Spend time at other businesses that are already open late, and at evening events in the urban core. Observe the ways these people may differ from daytime customers. Seek clues about the brands and qualities they enjoy.

Design & Capita/Improvement

• Show the evening customer base that they are special. Once merchants know what new products to offer, create a visible display at the front of the business to attract the attention of potential new customers. Consider a "quick change" display of products that can be rolled out in the evening, and moved to a less prominent position during daytime hours.

• Change the mood. For customers always in a rush, consider offering a snack. For those trying to wind down, perhaps soothing music is in order. "Until you find out their special needs, you can't help them," McCray says.

Contact: Becky llrfcCray. Small Biz Survival, becky@ smallbizsurvival.com and WW14:

smallbizsurvivaf.com. Ill!]

Parking lot conversion creates connectivity and public space A former parking lot in El Paso, TX (est.

pop. 649,121) has been converted into a pedestrian pathway which connects two thriving districts and offers more public space downtown. Several developments in the area created the need for more connectivity, including the new minor league baseball stadium and the revitalization of the Union Plaza District to the west, and the Downtown Arts District to the east, separated by the locked, city-owned parking lot.

"This [parking] area served more as backof-house for our convention center and our chamber of commerce," says Joe Gudenrath, executive director of the El Paso Downtown Management District. "Our convention center is a large structure that created a great distance for pedestrians to get around that block, so the city recognized that area as a key pedestrian corridor that could connect the two districts and the ball park." The 20-minute detour discouraged many pedestrians from walking between the new downtown amenities.

Because the city owns the former parking lot, the convention center, the chamber building, and the ball park, the planning process for the pedestrian pathway was not difficult. The

design was, "supported by the usual analysis of pedestrian travel throughout the downtown," says Gudenrath.

The new ball park, the convention center, and the two thriving districts offered amenities that the public wanted to see connected, he says. 'The project was supported by the community as an investment through bond funds."

The city hoped that cutting the 20-minute walk down to five minutes would add to the economic development of the area by encouraging customers to explore new restaurants and downtown attractions, says the National Endowment for the Arts (NEA), which helped fund the project and published a case study.

The city's Planning and Economic Development Department took the lead on the project as part of its commitment to increase pedestrian activity downtown. Other partners included the city's Museums and Cultural Affairs Department, which provided overall project management, and the Convention and Visitor's Bureau, which helped with site and tenant challenges. The Downtown Management District helped spread the word about the project via its membership network,


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and also worked closely with the city during the design process.

Several charrettes and open design studies, "drew record crowds," says the NEA. Because the Museums and Cultural Affairs Department believed that the arts were key to activating the new space, a charrette for local artists was also held. Another charrette gathered input from children.

Some of the design challenges included linking multiple levels of foot traffic, battling intense desert heat, creating a strong sense of place for the former parking lot, and transforming an underpass into a more user-friendly space. Solutions included staircases, shade structures, and public art.

While the main priority of the project was pedestrian connection, the pathway is more than a space to travel from here to there.

"The design integrated public art, in the form of murals and an interactive sculpture which doubles as a water feature," Gudenrath says. There's also seating, landscaping, lighting, and special events. "Our farmers market will occasionally relocate to that pedestrian area for special events," says Gudenrath. Other events are also held along the pedestrian pathway, "which is great, because we do have a lot of events that take up streets and cause streets to be closed. The pedestrian pathway cuts down on the impacts of street closures," he says.

Economic Impact

Repurposing an underutilized parking lot provides walkability and an attractive public gathering space.

"The design was really done well," he says. "Now it's a people space, and an opportunity for events. When I am looking at social media, people are taking photos in front of the murals, and sharing videos of their kids playing in the water feature, so we know that it is recognized by the community as a public space."

Contact: Joe Gudenrath, El Paso Downtown Management District, (915) 400-2294, ext. JOJ,jguden[email protected]?. I!Il]

Report quantifies the value of the downtown Increasingly, organizations are supple

menting their State of Downtown reports with economic impact reports. The goal, says the Downtown Tempe Authority in Tempe, AZ (est. pop. 161,719), is to demonstrate the direct impact of this urban district on the city and the larger market.

"Downtown Tempe's impact is far broader than its geographic footprint," says Kate Borders, president and executive director of the Authority. "Downtown is less than half a

square mile, and is only one percent of the city's land mass. However, this relatively small district packs a big punch."

The organization cites several examples, including:

• the three hotels within the district account for 24 percent of the city's bed tax revenue;

• the 19,403 jobs in downtown are I 0 percent of the jobs in the city and include almost 14 percent of the highest earners and almost


DowntownDevelopment.com

To view the Downtown Tempe Economic Impact Report, visit our website and click on Web Extras.

8

15 percent of the most highly educated workers in the city;

• and, these 19,403 jobs have an economic impact on the city of $1.9 billion and create an additional 4,865 jobs in the city alone.

This data was widely circulated via the Downtown Tempe Economic Impact Report, which was presented at the organization's annual meeting and also distributed electronically to stakeholders.

The report features colorful photographs, graphics, header boxes, and more to break up the text and make the document visually appealing. A map demonstrates the size of downtown in relation to the city overall. And information on various sectors is presented on Snapshot pages aimed at informing readers without overwhelming them. For example, one page features a short list of office vacancy rates and available square footage, the number of residential units downtown, and a breakdown of the 169 street-level merchants by business type, along with three photographs depicting the dining and retail scene.

Other pages tout the density of downtown amenities, its central location in relation to other attractions and major cities, its major commercial employers and a breakdown of the number of jobs by sector, downtown trade area demographics, and more. Downtown's impact on parking revenue and property values

Clean & Safe

is highlighted, as are the bed and sales tax revenue.

The Downtown Tempe Authority doesn't stop with demonstrating benefits to the city, however. Impacts on the county and the state are also outlined, including the job multiplier effect.

The organization uses the final two pages of the report to provide readers with information about itself and its accomplishments. The coverage area, organizational mission, funding sources, and budget are provided. Clean and safe accomplishments are highlighted, as is the organization's role in parking management. Downtown events and marketing, efforts to build business relationships, and goals for the coming year are also detailed in the report.

"This was our first economic impact report," says Borders. "It took a great deal of time to compile this first one, gathering all the sources and finding the best way to get the data. However, now it will be a much more streamlined process. We are lucky to have Arizona State University in our district. Their research department helped to get some of the job impact data, through IMPLAN [economic impact data and modeling software]. We plan to do this every other year, so the next will come out in March 20 18."

Contact: Kate Borders, Downtown Tempe Authority, (480) 355-6060, [email protected]. 1m]

Communities continue to seek public restroom solutions Downtowns need people, and people need

restrooms. However, the details of cost, maintenance, safety, and location continue to challenge downtown leaders trying to address this basic public need. Many cities are turning to the relatively expensive Portland Loo as a solution.

San Antonio, TX (est. pop. 1,327,407), rolled out its new Portland Loo last summer with the tagline "Go Downtown." A city spokesperson said the standalone, stainless

steel, unisex, single-person structure is accessible 2417 and 365, and is easy to clean and maintain. City council approved the $100,000 purchase last March.

"It is our duty as elected officials and administrators to provide the public with basic essential services that help to make San Antonio a more welcoming place for tourists and residents alike," says City Councilman Roberto Trevino. "I am confident that the Loo


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will help improve sanitary conditions and accessibility in many parts of the city." The unit is cleaned three times daily by city staff, and also monitored by ambassadors from the Centro San Antonio Public Improvement District and the police department's bike patrol officers.

Several other cities nationwide. including Cincinnati, OH, and Seattle, WA, have also installed Portland Loo units- and according to the Monterey County Weekly, the Loo has been voted the best public restroom in Canada.

Finding safe, accessible locations for public restrooms can be challenging. In Sausalito, CA (est. pop. 7,061 ), a portable restroom was recently replaced with a permanent brick structure in the heart of downtown. The facility is located next door to a downtown bank- a site already well lit, highly visible, and featuring added security.

And in Aberdeen, WA (est. pop. 16,896), Mayor Erik Larson is hoping that new citymaintained restrooms can be opened at the transit station, according to local radio sta-tion KBKW. Larson told the Transit Authority last fall that the proposed restrooms would be locked overnight, "so whenever buses were running they would be open. They would be available to both riders and the general public during the day, and then in the off hours they would be locked, and we would make sure they were kept sanitary and stocked." The city is seeking

funds for construction and maintenance of the building, and seeking public input on the proposal.

And finally, a pilot program in downtown Denver, CO (est. pop. 600, 158), is taking the

Mobile restrooms are part of a pilot program to meet restroom to the public. public needs downtown. City and county offi-cials are working with stakeholder groups to address the growing need for publicly accessible restrooms, and to evaluate options for providing restrooms in high-use, high-traffic locations.

A pilot program utilizing mobile restroom facilities is part of the city's three-tier approach to addressing the issue, along with activating existing downtown restrooms, and determin-ing the best location for a potential permanent restroom facility in the city center.

The new mobile restroom unit hit the road in June, parking at locations where heavy visitor traffic was anticipated, such as the downtown farmers market. The mobile restroom is deployed from 6 a.m. to 6 p.m. Monday through Thursday; from I 0 a.m. to midnight on Friday and Saturday; and from lO a.m. to 9 p.m. on Sunday, always with an attendant present to assure security and cleanliness. m

DowntownDevelopment.com

For more on integrating public restrooms into downtown areas, visit our website and click on Web Extras.

A rapid recovery is vital after disaster strikes colltinuedfrom pa~e 1

on-street, parking lots, and the downtown parking garage.

The city also temporarily suspended late fees and disconnections for water customers during the clean-up effort, according to the Historic City News. Residential and commercial customers impacted by the storm and in need of assistance with utility bills were encouraged to reach out the city's Customer Service Department.

St. Johns County made temporary office space available at the Main Branch Library

in St. Augustine for businesses that might be lacking electricity, telephone service, Internet access, or other necessities for keeping their operations running.

And on October 27, the St. Johns County Chamber of Commerce hosted a business recovery classroom to help merchants learn about short-term, zero-interest loans, longterm financing. how to report economic injury from the storm, and what types of assistance were available and how to get it. Presenters for the classroom came from the Small Business


Development Council, the U.S. Department of Agriculture, FEMA, and the Small Business Administration.

Hurricane Matthew were encouraged to fill out a Business Damage Assessment Survey online. Surveys were used to determine the needs of business impacted by the storm, thus activating federal financial assistance and the Emergency Bridge Program, which provides short-term, interest-free, working capital loans to bridge the gap between the time a major catastrophe hits and when a business has secured longer term recovery resources such as income from its revived business, receipt of insurance payments, or federal disaster assistance.

By October II, St. Augustine's Cultural Council had announced a meeting for the county's arts, culture, and heritage organizations, "especially physical facilities and galleries damaged by Hurricane Matthew," says the Hisroric City News. The Cultural Council presented information on how it could assist with recovery efforts, including a discussion of FEMA resources.

Additionally, the county's Economic Development Department requested that the Small Business Development Center deploy its Mobile Assessment Center to assist local businesses in recovery. Business owners who had experienced damage as a result of

A one-hour webinar was also offered for owners of historic properties. Presented by the state's Division of Historical Resources, the webinar touched on special financial programs for which participants might be eligible. m

Hurricane and storm preparedness advice for downtown businesses Hart Brown, vice president of organizational resil

ience for global insurance brokerage HUB International, provides several steps that downtown business owners should take before a storm.

• Protect your property. Board up windows and remove or tie down any exterior equipment.

• Protect physical records. Tarp essential documents to keep them from exposure to the elements.

• Take pictures of property, inventory, roof, and all building renovations. This is essential for the claims process to minimize any "pre-existing" condition arguments made by the insurance company, Brown says.

• Back up business-critical information. "Your database and records are key to your business," says Brown. "Make full copies and keep the copies off-site. These records are essential to mitigate your exposure and in documenting your claim."

• Keep a complete copy of your insurance policies. Make sure you have appropriate and adequate coverage in place.

• Have a response team in place. Put together your first response team in the event that you sustain heavy damage as a result of the storm.

And after the storm passes, Brown says downtown merchants should be advised of several more steps.

• Document the damage. Take post-loss pictures and/or video, including the debris pile, prior to any clean-up.

• Protect your property from further damage. Contact your first response team to perform emergency work such as putting up tarps, pulling wet drywall and carpet to prevent mold, water extracting and drying, boarding up openings, and fencing to protect your belongings and keep others from getting hurt, Brown advises.

• Rent equipment (generators, boilers, water heaters), as needed, to restore business operations.

• Beware of contractors asking you to sign contracts for non-emergency services. "You should not make any permanent repairs to your business until your insurance carrier has assessed the scope of the damage, as well as the cost allowed for the repair/ replacement of the damage," Brown says.

• Document all your post-loss activities. Document and retain all receipts of post-loss actions.

10 Downtown Idea Exchange • www.DowntownDevelopment.com • February 2017

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Idea Exchange

Bike racks funded through local grant

Harlingen, TX, is well on its way to seeing 100 bicycle racks installed around the city in 2017. The racks were funded by the Harlingen Wellness Coalition, which promotes multi-modal transportation, health, and wellness in the city and county. The racks are being installed by the city's Department of Parks and Recreation, which sought the funding.

The city is also home to a bike share program with bikes available at a downtown park and on a University of Texas campus.

Downtown kitchen incubator in the works

Laws in New York state require food processing companies to have a commercial kitchen and licensing to sell to the public. To overcome that hurdle for local start ups, the Rochester Downtown Development Corporation is opening the city's first kitchen incubator.

Laura Fox O'Sullivan, vice president of the Development Corporation tells the local ABC affiliate that the project cost will be roughly $1 ,000,000 and will feature eight work stations and a large performance kitchen.

State funds are covering about 20 percent of the cost, and the Rochester Central School District is donating kitchen equipment from schools that are part of a modernization project.

Commercial Kitchens for Rent, an online source for commercial kitchen rentals, co-op shared kitch-

ens, food business incubators, and others includes over 700 kitchens nationwide in their database.

Smart City Challenge may spin off new technologies

Columbus, OH, has been selected as the winner of the U.S. Department of Transportation's Smart City Challenge.

Columbus will receive up to $40 million from U.S. DOT and up to $1 0 million from Vulcan Inc. to supplement the $90 million that the city has already raised from other private partners.

Columbus was selected in part says the DOT because, "it put forward an impressive, holistic vision for how technology can help all of the city's residents to move more easily and to access opportunity. The city proposed to deploy three electric self-driving shuttles to link a new bus rapid transit center to a retail district, connecting more residents to jobs."

Welcome visitors with appropriate gateways

The Georgetown BID in Washington D.C. has requested design proposals for gateways to the historic district. The BID notes that there are five primary commercial gateways as well as five secondary gateways to the area.

Pedestrians, cyclists, vehicles, and public transit riders enter the district via these gateways. "However," says the BID, "these entry points do not currently reflect

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_!~~~~des 1ntern~~~~~l d~~~~ry).

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CITY OF ELKO - Revize Revised Complete Ag… · Denise Bradshaw, went ahead in good faith and demolished the blighted buildings. She had the final invoice and the cost exceeded the

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