HomeMy WebLinkAbout10/14/2002Monday, October 14, 2002
Special Meeting
4:00 p.m. — Regular Meeting -CCS
South Coast Air Quality Management District/Government Center
21865 East Copley Drive
Diamond Bar, CA 91765
Mayor Wen P. Chang
Mayor Pro Tem Debby O'Connor
Council Member Carol Herrera
Council Member Bob Huff
Council Member Bob Zirbes
City Manager Linda C. Lowry
City Attorney Michael Jenkins
City Clerk Lynda Burgess
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genda
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NOTE. ACTION MAY BE TAKEN ON ANY ITEM IDENTIFIED ON THE AGENDA.
1
2.
CITY OF DIAMOND BAR
SPECIAL CITY COUNCIL AGENDA
October 14, 2002
South Coast Air Quality Management District/Government Center
21865 E. Copley Dr.
Diamond Bar, CA 91765
Conference Room CC -8
CALL TO ORDER:
PLEDGE OF ALLEGIANCE:
ROLL CALL:
Tem O'Connor, Mayor Chang
COUNCIL CONSIDERATION:
4:00 p.m.
Mayor
Council Members Herrera, Huff, Zirbes, Mayor Pro
2.1 AWARD OF CONTRACT FOR CONSTRUCTION OF THE COMMUNITY/
SENIOR CENTER.
Recommended Action: Discuss the options available for completion of the
project and direct staff as appropriate.
Requested by: City Manager
2.2 PRESENTATION REGARDING ECONOMIC DEVELOPMENT
ROUNDTABLE WORKSHOP HELD SEPTEMBER 4, 2002 AND
FACILITATED BY KOSMONT PARTNERS.
Recommended Action: Receive presentation and direct staff as appropriate.
Requested by: Community and Development Services
3. ADJOURNMENT:
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Agenda # 2.1
Meeting Date: _October 14, 2002
CITY COUNCIL = j AGENDA REPORT
TO: Honorable Mayor and Members of the City Council
VIA: Linda C. Lowry, City Manager
TITLE: Award of Contract for Construction of the Community/Senior Center
RECOMMENDATION:
It is recommended that the City Council discuss the options available for completion of the project
and direct staff as appropriate.
FINANCIAL IMPACT:
The original budget for the total project is $12.6 million. This cost includes grading, engineering and
architectural fees, construction management services, site utilities, associated fees from outside
agencies (Water District/Edison/etc.), furniture fixtures and equipment, specialty inspection services
and all other costs associated with the project.
The City Council has appropriated approximately $12.4 million for the Community/Senior Center. The
City is anticipating the receipt of approximately $200,000 of Roberti-Z'berg Harris 2000 funds from the
State. Once these funds are received, it is recommended the funds be allocated to the
Community/Senior Center for a total appropriation of $12.6 million.
To date, the City has expended approximately $2.2 million on the project. It is anticipated that
redesigning the project to reduce the scope and reduce the price of the project will cost approximately
$15,000. This price includes the cost of advertising and reproduction of the revised plans and
specifications. The above price assumes that no subcontractors of the architect will be required to
produce additional drawings. If additional work is required by the various subcontractors, there may
be additional expenses. City staff will return to Council for authorization at that time. In addition the
City may incur additional fees for other services such as construction management services due to an
extend construction timeline.
BACKGROUND:
On Friday, September 6th the City received a total of seven (7) bids to construct the project ranging
from a low bid of $9,881,670 to the high bid of $11,167,600. In addition to the $9.8 million
construction costs, the City will also need to provide funds for 8% contingency ($784,000), furniture
fixtures and equipment ($335,000), specialty inspections ($60,000), other utility design fees for gas,
telephone, etc. ($25,000), increase to EIR consultant ($50,000).
The engineer's estimate for the construction work was $8.9 million. Unfortunately the low bid came in
about $1 million over this estimate.
COST REDUCTION ITEMS
In an effort to reduce the cost of the project, the project team identified the following items that can
either deferred for later construction, substitute lower quality materials, or eliminate from the project
all together.
1. Changing the electric partitions through out the building to manual partitions ($100,000)
2. Change custom milled carpet to high quality carpet
($ 30,000)
3. Replace stone veneer at select locations with stucco
($ 80,000)
4. Replace copper roof screen with perforated metal
($ 8,000)
5. Delete exterior metal window screen at Sr. Center & Banquet Room
($ 50,000)
6. Change electric window shade to manual shades for lower windows
($ 30,000)
7. Change the current wood veneer to another less costly veneer
($ 20,000)
8. Replace ground cover along slopes & other select areas with hydro -seed
($100,000)
9. Defer construction of the water feature until construction of library
($100,000)
10. Delete 2 small manual partitions in banquet room
($ 77,000)
11. Delete Closed Circuit TV equipment
($ 40,000)
12. Defer construction of western parking lot
($150,000)
13. Change Parlex 1000 on rear of building to stucco
($ 20,000)
14. Building Management System
($150,000)
15. Contractor profit mark up of 15% on the above items
($143.250)
TOTAL COST SAVINGS
($1,089,250)
It should be noted that the project team continues to explore other cost saving options such as
changing the specified light fixtures, conducting value engineering on the HVAC and electrical
systems, and additional modifications to the landscape plan.
City staff met with Council in September to discuss these cost reduction items and receive direction
on which items the Council may want to include in the construction project. Council identified the
water feature as an item to be included in the project. Also, a number of lower cost items were
identified as requirements of the project such as the copper roof screen. In addition, Council directed
staff to consider inclusion of the stone veneer and building management systems in the project if the
items were cost effective.
Following this meeting with Council, staff asked the contractor if it agreed with the project team's
valuation of the cost reduction items set forth above. The contractor's informal valuation is largely
consistent with that of the project team, but because most of the items are subcontracted, it can not
confirm the savings with greater confidence.
OPTIONS
At this point, the City has the following options to move forward with the project:
Accept the bid and award contract based on this price and direct staff to issue a change order
to reduce the cost of the project. Public Works Contract code allows the City to modify a
project by change order up to a 25% difference in price. However, there is no guarantee that
the change order will result in the anticipated savings since the contractor will have to provide
the actual value of these items. In other words, the City may issue a change order with the
following items deleted from the project and only result in a savings of 50% of the estimated
value of these items. The City can always invoke an arbitration hearing if we believe the value
of the items is significantly more.
2. Reject all bids, redesign building to reduce the scope of project and re -bid. This will allow the
City to receive competitive bids on the redesigned project. However, there is no guarantee
that the bids will be within the anticipated budget.
City staff would like the Council to provide direction on which option to pursue.
PREPARED BY:
0,5V
Deputy 5ty Manager
CITY COUNCIL
Agenda #. 2-2.
Meeting Date Oct. 14, 2002
AGENDA REPORT
TO: Honorable Mayor and Members of the City Council
VIA: Linda C. Lowry, City ManagerjujA,.t
TITLE: City Council Study Session on ECONOMIC OPPORTUNITIES -
Presentation of Economic Development Roundtable Workshop
held September 4, 2002 and facilitated by Kosmont Partners
RECOMMENDATION:
It is recommended that the City Council receive a presentation from Kosmont Partners, discuss the
opportunities and direct staff as appropriate.
BACKGROUND:
The City of Diamond Bar engaged Kosmont Partners to provide an economic development advisory
panel and facilitate a discussion designed to assist the City in its development of an economic
development strategy for the community.
The Roundtable Workshop conducted on September 4, 2002 supplied the City with a valuable list of
goals, strategies and considerations to review and incorporate into a successful economic
development program. The workshop attendees focused upon strategies and related implementation
actions to facilitate economic growth and develop new and creative ideas that could benefit the City's
economy. The discussion centered on four key -sites within the City to identify public, private and not-
for-profit tools that combined can serve to benefit the specific sites and increase revenues to the City.
The development sites identified for review are:
1. Kmart area
2. "Site D"
3. Citrus Valley Health Partners Site
4. Country Hills Town Center
5. City (general)
The attached report entitled Economic Opportunities Roundtable Workshop Summary, dated
September 17, 2002, summarizes the discussion and results of the workshop in detail and identifies
several recommendations for consideration. Kosmont Partners has prepared a separate report
entitled Economic Opportunities — Workshop Summary and Suggested Next Steps which outlines
suggested economic goals, key revenue strategies, key financial strategies and considerations, and
general City economic development strategies. Kosmont will present the information received at the
workshop and discuss the next steps at the Study Session.
PREPARED BY:
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Deputy City Ma ager
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Date: September 17, 2002
To: Linda Lowry, City Manager
From: Kosmont Partners
Subject: Economic Opportunities Roundtable Workshop Summary
I. introduction
The following report summarizes the discussion and results of the Economic Opportunities
Roundtable Workshop held on September 4, 2002 and facilitated by Kosmont Partners.
A. Roundtable Goals
The City is seeking to implement strategies for economic development and in particular
those efforts that will help expand the retail base and renovate and retain existing retail uses.
The Cite however has no redevelopment authority. As a result, an advisory panel of experts
in real estate and economic development were assembled to address these issues. The panel
was requested to focus on both cirywide economic development strategies and creative ideas
for the commercial development of four specific sites identified by the City. These sites are
known as:
• la -Mart Center
• Sire "D"
• Hospital Site
• Brea Canvon Road Site
The following sections summarize the workshop findings and present a set of
recommendations.
B. City Commercial Retail Development Goals
Diamond Bar has seen significant changes in its political, social, and economic status in the
fourteen years since its incorporation. During that same time period, economic growth has
been relatively flat, as revenue increases have not quite kept up with inflation. At the same
ume, the City is dedicated to creating a successful, balanced, business base while maintaining
a high level of services for its residents, visitors, and workers. In order to maintain this high
level of service the City must increase its tax base and in particular:
1. Minimize retail sales tax leakage.
601 S Figueroa Street Suite 3550 Los Angeles California 90017 ph 273.623.8484 tx 213.623.8288 www.kosmont.com
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3.
4.
5.
6.
2.
3.
4.
G.
9.
Encourage the retention, rehabilitation, and/or expansion of existing business
establishments.
Develop limited supply of commercial -retail sites.
Take advantage of strong demographic profile.
Encourage revenue -generating uses.
Initiate Public -Private programs to develop projects and revitalize existing
commercial centers.
C. Constraints and Challenges
Diamond Bar has been bypassed by retail tenants locating in Ontario, then San
Bernardino, Chino, Chino Hills, Corona, Norco and other cities.
The City is nearly built out.
Population growth is near its peak.
Few undeveloped sites are available.
The City is surrounded by massive amounts of retail of all types.
There are some distressed retail centers in the City.
The Cine offers only limited retail goods and services.
The Cin• suffers from variable fiscal economic performance.
The Cin- has an ambiguous community image that does not lend itself well to
attracting visitors or investors.
Redevelopment tools and funding sources for low-income communities are not
a%'ailable to the City.
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II. Summary of Proceedings
• A panelist supported that Diamond Bar lacks a Business Capture Plan that views the
City from the Top-down. It was resounded that a plan be developed to better
Understand the economy, the competition from other entities and to correlate these
with goals (what Diamond Bar wants to do and how it's going to get there) and
objectives (what Diamond Bar wants to be).
• Size of fiscal problem — the question was asked and the City indicated that initially
the immediate revenue target goal was to increase revenues by about $1 million per
vear.
• The City indicated that in the near future expenses could exceed revenues. These
could occur if revenues don't keep pace with expenses or if there is any future
decline in major revenue source.
• The City is fairly unique in that it currently has a sizable reserve fund and good
credit. However, the planned community facility and library projects are presently to
be paid from the existing reserve funds and will place serious strain on the financial
stability of the City. In addition, interest income to the City would be lost. Also
sources of revenue to maintain and operate these facilities must be identified.
Because of these projects there is even greater urgency to act now and enhance
revenues.
Action Timeframe - Given the nature of the constraints of site-specific real estate
solutions, it would likely take 2 to 4 years to implement all of the projects discussed.
This timeframe would include formation of a development entity, formulation of
action plans, identify developers, identify funding, plan and design the project, and
construction those improvements. The length of time to realize results further
places urgency to act now.
• Economic Development Strategy Timeframe — it was determined that any solution
should he long-term (10 -years) and continuously updated. Short-term specific
project fixes would be inadequate to meet revenue goals in the long run.
• .%bsentee retail center owners make solving the issue of centers revitalization more
difficult.
• The Mayor's vision for the City includes the ability to have quality goods and services
here in the City and limit the need to shop out side the City.
• The panel concluded that given the extensive amount of surrounding retail, limited
retail and development sites in the city, and locational desires of retail tenants (e.g.,
near major anchors), it was determined that Diamond Bar could not become a self-
sufficient retail base.
601 S. Figueroa Street Suite 3550 Los Angeles Calitomia 90017 ph 213.823.8484 N 213.623.8288 www.kosmont.com
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Sales taxes represent about 251/o of the City's revenue base and so there is greater
urgency to maintain and expand it. Its top sales tax producers are gas stations, a
Honda auto dealer, Signa Net, and K -Mart. The City therefore can't afford to lose
any of these existing cases.
The City must carefully understand the source and status of each retail sales tax
generating entity in the City. By understanding and tracking its sales tax base it can
better structure proactive retention and expansion strategies. Business retention is at
the veru least as necessary as business attraction.
The business retention strategy preliminarily employed by the City to retain Signa -
Net was an excellent example of the strategic actions the City must take on a grander
scale to achieve its economic development goals. However, the present deal made to
keep Signa-Ner still does not solve the future expansion space needs of this firm. It
was also believed that with a combination of the strategies discussed at this meeting,
that Signa's building space needs could be solved.
• It was concluded that a principle Econottuc Development goal for the City is to
identify and understand its Business -to -Business (B2B) sales tax base and structure
strategies to retain and expand this economic niche. In understanding its key local
and related industries, it can facilitate further growth by employing industry clusters
attraction strategies.
• Ir was discussed that the L.A. County Golf course would make an ideal development
site. A possibility could include a joint venture with the County of Los Angeles.
However, given the parties involved, jurisdictions, divergent motivations, and
difficulry in procuring replacement golf course sites, this strategy should not have
prionry-
• It was discussed that annexation of City of Industry owned property within the City's
sphere of influence was ideal, but extremely difficult to accomplish. The bargaining
cfups with which to trade with the City of Industry were not apparent.
• The Cin, should be vigilant with regard to developing retail facilities that would
canrubalize existing local retail store.
• The City should develop ED strategies that utilize its inherent strengths such as
demographics, access, regional location, proximity, and value of the City's pleasant
urban environment.
• it was discussed that the City should always consider including private leaseable
space into public facilities that could generate lease revenue for the City, as well as
possibhv keeping or attracting a business that would provide sales tax revenues. For
example, a mixed-use development at the community center or library project that
includes private office space-
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g g ph 273.623.6484 fx 213.623.8288 www.kosmont.com
III. Strategies
A. City Wide Economic Development Strategies
City Council Consensus -- New Way of Doing Business
The workshop panel concluded that there are a number of potential solutions to help attain
the City's fiscal and economic development goals. Many however require that the City
consider a more creative and proactive policy with regard to Public -Private development,
quasi -public organizational entities, revenue sources, and financial management. It will be
necessary therefore to hold a series of individual meetings with Council members and/ or
council workshops to explain these new ideas and endeavor to gain consensus.
New Development Entity
It was determined that a special organizational entity dedicated to furthering economic
development and public-private transactions should be established to take the lead in these
activities. Typically a Redevelopment Agency with appropriate staffing and consultants takes
the lead in these matters. Since a Redevelopment Agency is not available to the city, a
preferred alternative would the formulation of a 501-C4 not for profit corporation known as
an Economic or Local Development Corporation (EDC or LDC). There are real estate and
economic development opportunities that the City could pursue via a LDC with financial
backing from the City.
Proactive Public/Private Development
During the course of the session, it was determined that the city could potential become
involved in the development or redevelopment of four sites identified by the City. There
ma` be more sites, but these have priority. Several real estate development/ redevelopment
strategies were suggested. These strategies included use of the City's land use controls and
zoning authonn-, financial leverage of the city's credit and financial statement, use of its
pubLc-agency advantages, and use of the flexibility that an LDC would bring.
Fiscal Revenue Considerations
There were several revenue producing and retention strategies discussed at the workshop.
Cine avenue is to review the city's tax and fee structure policies to determine whether these
could he modified in a manner to both increase revenues and induce desired economic
acrivin. 1i was also discussed that assessment of user fees to help pay for the new library
might be appropriate. The city should also consider imposition of Business license fees not
only to raise revenues, and using these revenues to help existing business and also to attract
and incentivize desirable sales tax producing businesses. These revenues could also be
devoied to fund economic development activities.
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5. Strategic Financing Solutions
It was discussed that there are a number of financial management alternatives that could
help the city leverage and better utilize its current revenues, reserves, and expenditure
patterns. Such strategies may include taking advantage of the City's excellent credit and
extremely low borrowing interest rates. The City should therefore consider the option of
financing certain expenditures versus using its cash reserves.
The City could also negotiate to use its public financing capability to help renovate certain
common areas of older shopping centers (such as a parking/open space district) as a means
to facilitate revitalization. The use of a 1972 Act could also provide for the maintenance of
the parking/open spaces by the adjacent benefiting property owners.
6. General Economic Development Strategies
_-aside from the strategies listed above, a number of general economic development initiatives
and efforts were also suggested such as:
• Better monitoring of its sales tax base in order to formulate programs to retain and
expand this revenue source.
+ Recognize the value of niche industries that conduct business -to -business (B2B)
activin• and formulate programs to retain and enhance this .sector.
• Recognize the need to assist existing shopping centers with regard to renovation and
rehabiliration in order to retain and enhance this important tax base.
• The Cin, should formulate both short and long-term economic strategies.
• The Cin• should continue marketing its inherent strengths such as its strong
demographics, access, regional location, proximity, and value of the City's pleasant
urban environment.
• There may be opportunities to apply for State and/or Federal Grants.
• The City should formulate both a short term and long term public financing strategy
,with use of its Local Development Corporation (LDC) and issuance of tax exempt
financing rransac6ons that would be crafted to meet the City's specific needs.
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C. Site Specific Strategies
1. Site "D"
Site "D" is presently owned by the Walnut School District and has been declared surplus.
The district is seeking to obtain the maximum financial return for the sale of this property.
In order to dispose of the property it is understood that it must exercise a series of time-
consuming procedures, unless it conveys to another public entity. The propemr is presently
zoned for school use and does not permit private development. In order to establish any
real estate value, the District must first obtain City of Diamond Bar land use entitlements,
zoning, and development approvals.
The panel believes there is significant opportunity for the City to control the subject site and
direct the development in a manner that provides maximum economic development benefits
to the City. The City or its development entity (LDC) can utilize several tools to effectuate
development of the site. It can exercise its right to acquire the site on behalf of a designated
private developer and by-pass cumbersome public disposition procedures. The City can
further exercise control and dictate the ultimate use by exercising its zoning and entitlements
authority. The City can strategically negotiate future site-specific tax revenues as a means to
incentive a desired end-use. The City can boost the project's financing by use of its good
credit standing. Finally, the City can work on a City -to -District basis to proactively define
the ultimate value of the property to the District and offer payment alternatives that are
murually beneficial.
The panel also discussed that the site may not be ideal for an all -retail use. However, it
could sme as an office or business -park with attendant retail supported by on-site uses.
This site could also provide needed expansion space for one of the city's major non -retail
sales tas producer (i.e., Signa Net).
Hospital Site
The subject " Hospital" site is adjacent to a key parcel owned by the Calvary Church. The
ideal development solution for the Hospital site is a coordinated development with the
adjacent church property. Even if the church owners would not cooperate, the subject
property- may ver be successfully developed. The panel believes that possibly a mixed-use
de"•elopment could work whereby the residential component could help support the more
risky retail components. Also given, the site's topography and impressive views that a dense
hiuh-end apartment project could be very successful. The site may also be appropriate as an
enrertatnment center or possibly even a hotel/conference center.
If the Church were interested in a joint project whereby it would sell a portion of its frontage
important to commercial uses, the City could help provide the Church a number of benefits.
For example, the City could expedite needed land use, development, and zoning approvals
required by the Church for its expansion plans. The City could partner in the private
development and assure that ultimate uses would be as compatible as possible with the
Church's acrivities. The City via its LDC development entity could also offer to build the
Church its desired facilities presuming the Church has limited development and construction kk
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capability. If the Church were interested, the site could be developed with desirable market
rate senior housing.
The panel believes the City should consider the preparation of a Specific Plan for the entire
site, including the church property, as means to control and incentivize the ultimate desired
development.
It is also understood that the current option to acquire the site by a private parry will be
expiring. It would be advantageous for the City's proposed development entity (LDC) to
step in acquire an option to buy while defining the land and zoning parameters. This
leverage would allow it to negotiate with a developer from a position of strength.
3. K -Mart Center/ Diamond Bar Village
The panel determined that the most ideal solutions to these two distressed retail centers are.
to redevelop both centers (K -Mart and Diamond Bar Village) together. It was believed that
the K -Mart Center is currently involved in bankruptcy proceedings. If this is correct, there
may be a strategic opportunity to negotiate with creditors and obtain a favorable workout-
and deposition plan. It is also believed that K -Mart has a very favorable low rent long-term
Iease that would be expensive to acquire or terminate. It is believed that if the two centers
could be acquired and the K -Mart lease terminated that rhe.site and location would be ideal
for a major big -box user such as a Wal-Mart or Sam's Club that would produce tremendous
retail sales taxes for the City. It is very possible that if the City would assist by means of
future site-specific tax revenue sharing, parking District land acquisition, cash, or use of its
credit that this project could be realized.
4. Country Hills Town Center
It was determined that that this center could serve well anchored by another grocery store.
For example, the site could be redeveloped with a high-end grocery store like a Gelson's, or
a specialn• market such as one catering to the local Asian community. However, it is clear
that tht current Ralphs lease must be either assumed or terminated to allow another user. If
thr Cin- or its developmenr entity could take control of the site, it could then control
ultimate development by means of a partnership with a private developer.
Addiuonady, the city could possibly establish a parking/open space district and use its public
financing authority, to help renovate the parking facilities and have the parking/open space
District acquire land and the property owners use the funds received for on-site upgrades.
This center mal, also benefit greatly from a property owners' loan/grant program to help
revitalize the improvements. Renovation is a good means to accomplishing business
retention.
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IV. Summary of Next Steps
The following section summarizes the next action steps recommended by Kosmont Partners
based upon the panel's findings and recommendations grouped by strategy.
A. City Council Consensus — New Way of Doing Business
1. Schedule a series of one-on-one briefings with each Council member.
2. Prepare briefing materials including policy impacts, timing, and cost.
B. New Development Entity
1 _ Research and prepare a policy paper on the formation of a Local Development
Corporation (LDC).
?. Identiftiy a list of potential initial high priority projects.
3, Prepare a list of recommendations and steps required.
C. Proactive Public/Private Development
1. Identify potential real estate development projects including the four discussed at the
workshop.
�. Conduct preliminary due diligence, developer discussions, prepare planning
concepts, and prepare preliminary, financial analysis as a basis proceed to the next
steps.
Prepare a list of very specific strategic recommendations and steps required.
D. Fiscal Revenue Considerations
I Prepare a brief analysis of the Citv's financial condition including existing revenue
sources, operating expenditure patterns, and planned capital expenditures.
Conduct a review and evaluation of the Ciry's tax and fee policies.
Prepare a comparative analysis of the tax and fee strategies and policies of
comparable communities.
4. Prepare a list of recommendations and steps requited.
E. Strategic Financing Solutions
1. Prepare an analysis of the City's existing financial resources and existing
indebtedness picture. kt
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2. Research and prepare recommendations as to the opportunities and advantages of
tax exempt below market borrowing versus pay as you go strategies.
3. Prepare a list of recommendations and steps required.
F. General Economic Development Strategies
Prepare a program to better understand the nature and monitor the sales tax base.
Identify the extent of conduct business -to -business (B211) activity. Based upon these
findings prepare preliminary, recommendations for existing business retention and
existing business expansion strategies.
2. Conduct research and idenuft• the existence of major and/or desirable potential
industry sectors within the City. Formulate programs to enhance and promote
desirable industry clusters, particularly sales tax producing businesses.
3. Develop programs and financing sources to assist small businesses and tenants with
rehabilitation and other business assistance programs as a means to retain this
important economic sector.
4. Based upon the workshop and prior economic plans, the City should continue
formulating short and long-term economic plans. These should be prioritized and
followed by all departments. City policies should always include a discussion of the
extent to which these actions further or detract from economic development goals.
The City should continue to develop programs to identify and market its inherent
strengths such as its strong demographics, freeway access, regional location,
proxlmin, and value of the Cin -'s pleasant urban environment.
e. The Cin- should research, identify, and apply for any available intergovernmental
grants or loans such as Community Development Block Grants (CDBG).
�. The City should research the various financing tools such as Certificates of
Participation (COP), Lease Revenue Bonds, Parking/Open Space Improvement
District Bonds (land based), assessment Districts, etc.
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DATE: October 14, 2002
OFFICE OF THE CITY CLERK
TO: Honorable Mayor and Members of the City Council
FROM: Lynda Bur e , City Clerk
SUBJECT: Special Meeting Notice for October 14, 2002
As was discovered this morning when the City Manager received a telephone call from a
Council Member who had been contacted by a reporter commonly covering Diamond Bar,
the City Clerk staff neglected to fax copies of the Agenda for the special meeting to the
press late Friday evening, October 11, 2002. As a courtesy, the City Clerks Department
faxes copies of its agendas to the media as soon as the agendas are ready. In this case,
however, as a result of last minute completion of the agenda packets for the special meeting
(6:45 p.m. Friday night), it was simply an oversight that we neglected to again fax the media
regarding the special meeting. (The regular meeting agenda had been faxed to the media
several hours before.)
Attached is a copy of City Council Resolution No. 01-06 establishing locations for posting of
the City Council agendas. As required by the Government Code, cities must post notices of
special meetings at three locations throughout the city at least 24 hours in advance of a
special meeting. The posting requirement was satisfied between the hours of 7-7:30 p.m.
Friday evening, October 11, 2002 by posting notices at the AQMD, the Diamond Bar Library
and in the posting box located outside of the Community Center at Heritage Park.
Both the regular meeting agenda and the special meeting agenda were posted on the City's
website just before 7 p.m. on October 11, 2002 and approximately 50 of both agendas were
mailed to the public early Saturday morning.
Attachment
RESOLUTION NO. 01- 06
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR
ESTABLISHING LOCATIONS FOR POSTING OF CITY ORDINANCES,
RESOLUTIONS AND/OR PUBLIC NOTICES REQUIRED BY LAW TO BE
PUBLISHED OR POSTED
The City Council of the City of Diamond Bar does resolve as follows:
1. Effective March 12, 2001, the following public places within the City
limits of the City of Diamond Bar are established for the posting of
ordinances and of such notices as are required by law to be
established:
a. Diamond Bar City Offices/South Coast Air Quality
Management District Lobby
21865 E. Copley Drive
b. Los Angeles County Branch Library
1061 S. Grand Avenue
C. Heritage Park Community Center
2900 S. Brea Canyon Road
2. The City Clerk shall certify to the adoption of this Resolution.
PASSED, ADOPTED and APPROVED this 6thday of February, 2001
Robert S. guff, Mayor
1, LYNDA BURGESS, City Clerk of the City of Diamond Bar, do hereby certify that the
foregoing Resolution was passed, adopted and approved at a regular meeting of the
City Council of the City of Diamond Bar held on the 6th day of February, 2001, by the
following vote:
2001-06