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HomeMy WebLinkAboutMINUTES - 04221997 - C99 4 + C .OA � Contra TO: REDEVELOPMENT`AGENCY Costa FROM: Phil Batchelor r un' unty Executive Director DATE: April 22, 1997 SUBJECT: Neighborhood Revitalization Techniques SPECIFIC REQUEST(S) OR RECOMMENDATIONS(S) & BACKGROUND AND JUSTIFICATION RECOMMENDATIONS ACCEPT study entitled "Neighborhood Revitalization Techniques;" and REFER i,t..to each redevelopment advisory committee for consideration in future strategic planning. FISCAL IMPACT None. ,: BACKGROUND/REASONS FOR RECOMMENDATIONS In the five redevelopment project areas of the County (and in other communities as well), the neighborhoods are confronted with a variety of problems that can lead to neighborhood decline if not arrested. Redevelopment agencies throughout the State have generally approached revitalizing neighborhoods with various physical improvement programs designed to upgrade infrastructure, housing, and commercial building stock. State Redevelopment Law has been amended to permit the funding of programs designed to address incipient conditions that, if left unaddressed, could lead to the maintenance of bligh , even when t physical C:ONTIN:U.ED ON ATTACHMENT: XX 'YES SIGNATURE: RECOMMENDATION OF EXECUTIVE DIRECTOR R COMME ATION, ,OF AG CY COMMITTEE APPROVE OTHER SIGNATURE(S): '. ACTION OF AGENCY ON APPROVED AS RECOMMENDED - OTHER ,r. VOTE OF COMMISSIONERS I HEREBY CERTIFY THAT THIS IS A UNANIMOUS (ABSENT ) TRUE AND CORRECT COPY OF AN AYES: NOES: ACTION TAKEN AND ENTERED ON THE ABSENT: ABSTAIN: MINUTES OF THE REDEVELOPMENT AGENCY ON THE DATE SHOWN. Contact: Jim Kennedy " $ 646-4076 ATTESTED orig: Redevelopment Agency PHIL BATCHELOR cc: County Administrator AGENCY SECRETARY { County Counsel Community Development I GMEDA via Redevelopment B :: , DEPUTY North Richmond PAC Bay Point PAC Oakley MAC Rodeo RAC JK:Ih v sra21/nrevit.bos Y` infrastructure had been improved. Programs designed to address graffiti, litter, streetscapes, signage, parks, weed abatement, abandoned vehicles, code enforcement, beautification, crime, gangs, community leadership, and a wide variety of other programs have emerged to address community problems. Because our Redevelopment Project Areas differ, the staff prepared an inventory of "Neighborhood Revitalization Techniques" to stimulate strategic planning efforts in these areas (and in other communities). The study,'or inventory, produced represents an initial resource to assist communities in comprehensively addressing their problems; the study does not represent a final product. On May 9,..1G95 the Board referred to the Redevelopment Agency and the various advisory committees a report from'Supervisor Jim Rogers on graffiti. The various advisory committees were asked to respond. The typical response suggested that graffiti was viewed to be but one manifestation of a larger problem, and addressing it in isolation accomplished little. A comprehensive approach is needed, hence the creation of the "Neighborhood Revitalization Techniques" report to launch subsequent strategic planning efforts. t _ ,J ti, 11 I I.. 1. ,z. - CONTRA OSTA COUNTY; COMMUNITY DEVELOPMENT DEPARTMENT . REDEVELOPMENT AGENCY AND HOUSING DIVISIOIT NEIGH1.B­11O HaOD REQ....1- 11A RATION TECNIC�U . ... . J ANUARY, 1!996 NEIGHBORHOOD REVITALIZATION TECHNIQUES INVENTORY TABLE OF CONTENTS SECTION PAGE I. Purpose of Inventory................................................................................—I It. What is Neighborhood Revitalization?.......................................................1 Ill. Revitalization Techniques...........................................................................2-27 A. Infrastructure Improvements..........................................................1-6 1. Curbs, Gutters, Sidewalks 2. Handicapped Improvements 3. Street Conditions 4. Water, Sewer, and Drainage Facilities 5. Utility Undergrounding 6. Signalization B. The Streetscape and the Pedestrian Scale Vision.......................... 6-11 1. Trash Disposal 2. Clean Streets 3. Graffiti 4. Signage and Information Centers 5- Landscape Strips 6. Benches and Visual Features 7. Pocket Parks and Public Art C. Transportation...............................................................................11-12 1. Public Transportation 2. Neighborhood Isolation D. Code Enforcement.........................................................................13-16 1. Weed Abatement & Control 2. Vacant Parcels 3. Abandoned Vehicles 4. Structural Code Enforcement 2 E. Beautification Programs.............................................................16-18 1. Paint Programs 2. Facade Improvements in Commercial Strips 3. Periodic Trash Pickups F. ResidentInvolvement.................................................................18-22 1. Citizen Participation 2. Neighborhood Identity 3. Neighborhood Councils and Neighborhood Watches 4. Community Policing 5. Developing Youth Leadership 6. Neighborhood Gardening Projects G. Real Estate Patterns..................................................................22-24 1. Infill Development 2. Ownership Patterns 3. Down Payment Assistance Programs 4. Developing Neighborhood Mix 5. Developing a Residential Police Presence H. Neighborhood Facilities.........................................................24-27 1. The Self-Sufficient Neighborhood 2. Maintaining Basic Consumer Services 3. Incentives for Potential Neighborhood Businesses 4. Inappropriate Uses 5. Social and Cultural Support Services IV. Common Aspects of Successful Programs........................................27 _ .NOGHBOR11000 1 1. PURPOSE OF INVENTORY This inventory of neighborhood revitalization techniques has been assembled to assist neighborhoods in identifying the range of possible remedies to problems of neighborhood decline. The descriptions of programs and approaches contained in this document are intended to be used as starting points when considering the use of revitalization techniques. In this sense, this Inventory is more of an "idea manual" than a comprehensive guide to program and project implementation. Therefore, programs and examples that are discussed here are intended to acquaint the reader with basic revitalization techniques to aid in the consideration of alternatives to particular prc' lems. II. WHAT IS NEIGHBORHOOD REVITALIZATION? Neighborhood revitalization is a process which renews the life of neighborhoods. By determining the causes and symptoms of an area's decline, redevelopment committees, staff, and local elected officials have the opportunity to address the problems that created an area's downward spiral of physical, social, and economic characteristics. Neighborhood revitalization differs considerably from area to area because a revitalization program is tailored specifically to address the needs of the community. The redevelopment process is an opportunity to undertake the particular activities needed to reverse a neighborhood's decline using the resources which that area is capable of producing. This concept of revitalizing a neighborhood using its own funds is the strength of the redevelopment process. This is self-help at its best. The following sections present some of the more successful methods for dealing with neighborhood decline while the problems exhibited are still of reversible proportions. III. REVITALIZATION TECHNIQUES This secticn describes the types of techniques used to address categories of neighborhood problems. While the techniques may overlap the categories, these methods seek to achieve the same goal: a stronger, more vital and appealing area that attracts residents and consumers to its borders. A. Infrastructure Improvements The infrastructure of an area is a strong indicator of the health of that neighborhood. Infrastructure systems may be failing due to absence of improvements and poor maintenance, functional and/or economic obsolescence as well as being unattractive. Either type of neglect, however, leads to the impression that an area is in decline. ,"E1GHBOR11001) IZEt 77:t LIZ 1710N 1A_17,VT0R}_ 3 1. Curbs, Gutters, Sidewalks. Curbs, gutters, and sidewalks can have a significant impact on the actual and percei,,ed condition of an area. Cracked, crumbling, and broken curbs and sidewalks are dangerous to pedestrians and impede the viability of a neighborhood. Missing, broken, or dysfunctional gutters are not only unattractive, blighting influences, but they may be hazards to public health and safety. Curbs, gutters, and sidewalks may be one of the first methods employed by a jurisdiction in the effort to demonstrate its commitment to neighborhood revitalization. Additionally, the prioritization of the this type of improvement reinforces the importance of this pedestrian route as it is used for daily chores -- to get to school, the post office and shopping -- and its significance to commercial and restaurant areas. Due to its form of transportation and immediate visual impact, many jurisdictions charge the cost of improvements to the abutting property owners. These improvements may also be financed through assessments. However, in low-income areas the long-term effects to the area of correcting these deficiencies may be deemed more important than payment from individual property owners. By undertaking these improvements throughout an area, or street by street, the revitalization result is quicker, more visible, and may initiate other improvements. Maintenance of improved curbs, gutters, and sidewalks is commitment that both a jurisdiction and property owners makes to protect the investment in the area. 2. Handicapped Improvements. An area can be made accessible to its older and/or disabled residents, business people, and visitors through the construction of curb cuts, handicapped ramps, and building entrances. These improvements are required by the Americans with Disabilities Act (ADA) and must be installed to make neighborhoods accessible. These improvements are completed by the jurisdiction or property owner. When combined with other infrastructure improvements, particularly curbs, gutters, and sidewalks, the investment in both is magnified. These types of improvements can be a boost: to the life of commercial areas, thereby halting further economic decline of these areas. 4 3. Street Conditions. , The safety and appearance of streets have an enormous impact on the life of a neighborhood. Uneven pavement, potholes, and other unattractive and dangerous street conditions create a negative impact on an area. Long-term capital improvement planning is necessary for severely damaged streets. However, for streets with minor potholes, or uneven surfaces, a slurry seal program can have an immediate boost on to an area's viability and perception. Many California communities perform regularly scheduled minor repairs and slurry seals to streets between major maintenance/reconstruction efforts as a way to prevent more costly maintenance programs and to promote the visual health of a neighborhood. CASE STUDY: ROAD IMPROVEMENTS ALONG WILLOW PASS ROAD Improving the existing infrastructure is a major component of the Redevelopment Plan for Bay Point. In working towards this goal, the Redevelopment Agency has financed road improvements along Willow Pass Road, NL%(i1113U1Z//CX�D RL171;11_1%L1'l(>.\' I;VfZ;'.�'7'OIZ1" 3 an approximate two-mile stretch. Improvements to this well traveled road include road resurfacing, the installation of curb, gutter and sidewalks as well as a designated bicycle lane. An additional source of funding comes form the Area of Benefit (AOB) designated for the Bay Point Area. These AOB districts are established for the various communities within unincorporated Contra Costa County. Money is then collected from new development that occurs within a community and reinvested into projects that will enhance the transportation system of that areas. 4. Water, Sewer, and Drainage Facilities. Problems with water, sewer, and drainage facilities also represent funding outlay challenges to local jurisdictions. Addressing these problems is a major goal for many California redevelopment plans. The absence of reliable water or sewer sources and supply lines can prevent investment in distressed areas. Drainage problems, which may cause flooding, create infrastructure and structural damage and have the potential for health problems, can result in out-migration from an area, stagnant real estate turnover, and discouragement of any new private investment. Preventive programs are a useful and cost- effective way to ensure the continued use of these basic services. In addition to the use of redevelopment tax increment funds, Community Development Block Grant (CDBG) money, and assessment financing, this problem can be addressed in public/private partnerships. CASE STUDY: USE OF CDBG FUNDS FL OOD CONTROL IMPRO VEMENTS Improvements to one of the existing drainage lines is being completed in the Bay Point Redevelbpment Project Area. Installation of 2000 feet of pipe along Suisun Avenue is expected to provide the necessary infrastructure to attract new commercial and residential growth to this area of Bay Point. The Redevelopment Agency has entered into a contract with the Public Works Department to install this new pipe. Additional funds have been allocated by the County Flood Control District to finance this project. Similar improvements are proposed for the North Richmond Redevelopment Project Area. The Redevelopment Agency and the Public Works Department are working together to complete channel improvements to the Wildcat and San Pablo Creeks. These improvements will remove a significant amount of land in this project area that is exists within the 100-year floodplain, as designated by the National Flood Insurance Program, a program that is administered by the Federal Emergency Management Administration (FEMA). Removing this 100-year floodplain designation from this land will provide an incentive to private investment to this area of North Richmond. ' IGHBOR11OOD 1z1�177:I L1L.-1 TIO. ' LVI 7 NTOR F ! The City of Antioch was able to install a new storm drain system and prevent yearly flooding along Cavallo Road that resulted after major rain storms. This project allowed the city to construct 800 feet of drainage that directed the outflow to a local lake. This project was able to be implemented with the assistance of CDBG funds. Vine Hill, an unincorporated section. of Martinez, was plagued by insufficient drainage infrastructure. During the rainy winter months, this older neighborhood experienced frequent flooding. The water would pool into roadside ditches and would spill onto the roads when these local collectors could no longer retain the water. CDBG funds were used to construct stem lines and two collector lines which have since prevented the flooding. ROAD REPAIR Hillcrest Road is in the hills of San Pablo. Because of the terrain underneath this steep road, this area was prone to slides and slippage. A road repair project was prompted by a slide along this road that prevented the homeowners to gain access to their residences. There was the real possibility that these homes would slip away. CDBG funds were used to excavate the earth that had slid, install steel piers, fill and reconstruct the road. 5. Utility Undergrouding. Overhead utility lines are acknowledged as contributors to neighborhood stagnation and decline, particularly in mixed-use and/or arterial street development. Not only is it unsightly, but the cost to underground utilities is expensive. Creative resource management, such as assessment districts, public/private partnerships and deferred improvement agreements, are a few methods to implement the enhanced placement of these transmission lines. The California Redevelopment Association has referred to undergrounding of electrical and telephone Fines as one of the five most effective revitalization techniques in marginal neighborhoods. CASE STUDY: FORMATION OF AN UNDERGROUND UTILITY DISTRICT Each year, the Contra Costa County Public Works Department receives an allocation of funds from Pacific Gas and Electric (PG&E) to be used for undergrounding overhead utility connections. The County has discretion as to where and how these funds can be used, with priority given to projects either along major roads or in commercial/mixed use areas. Roads must be at the ultimate widths. A project such as this can be accomplished alone or in conjunction with a road widening project, and may take about 1-2 years to complete. Public Works creates a priority list, has internal staff review and then takes the proposed uses to a committee with staff recommendations. The Board of NEIG1 BON100D REI 77:IL11A710N /.VI7,,AT_R) S Supervisors must ultimately approve the allocation funds for the proposed undergrounding work. Work is performed without charge to the property owner. However, the property owner must modify the utility service entry on the structure to receive the underground service when it becomes available. Residential utility Undergrouding is practically excluded from the priority list. Redevelopment funds may have to be used to assist with a project of this nature or an assessment district may be an appropriate course of action. A district of this kind may be at least $400,000 - 500,000 in order to pay for the engineering and cost of releasing a bond. FINANCIAL ASSISTANCE: COMMUNITY DEVELOPMENT BLOCK GRANT PROGRAM The Community Development Block Grant (CDBG) Program, sponsored by the U. S. Department of Housing and Urban Development (HUD), �:as established by Congress in 1974 through the Housing and Community Development Act. The CDBG program provides funds for local government agencies use in attracting or "leveraging" private investment in housing and community development projects. To obtain funding, local projects must demonstrate that they benefit low-and-moderate income households earning less than 80 percent of the area's median income, help prevent or eliminate slum conditions or meet urgent local needs. The Contra Costa County Community Development Department, which administers the CDBG program, directs the funds toward housing, economic development, public works, public facilities, and social service projects designed to meet the needs of low-and-moderate income households. CASE STUDY: USE OF CDBG FUNDS TO PAY FOR SPECIAL ASSESSMENT DISTRICTS Roseville, Michigan used Community Development Block Grant (CDBG) funds to pay for special assessments charged to low-income households affected by two street paving projects. The city complied with the federal regulations that allowed it to use these monies to reimburse the cost of the street paving. Without the use of these funds, the low-income residents on the streets affected by those projects would have to bear the burden of paying the assessments. G. Signalization. The lack of proper traffic signalization can be a major obstacle to neighborhood development, especially in commercial, mixed-use, or high-traffic residential areas. Streets with poorly timed signals may be underused as well as being perceived as obsolete and dangerous. Some jurisdictions have received matching grants from federal transportation NEIGHBORHOOD REVITI►r_iz.►7700 i,v►_LATORY agencies to study the correct placement, installation, financing, and timing of traffic signals. Traffic flow is a prime consideration in new development and local jurisdictions can stipulate developer participation in traffic signalization and improvements for new projects. B. The Streetscape and The Pedestrian Scale Vision While the home is where a family's identify is centered, the neighborhood is the community identity. Area residents, business owners, workers, and visitors form impressions of an area when they are out in their community. Because of this, the streetscape is one of the most essential factors in neighborhood preservation and improvement. The critical concept of the "pedestrian scale vision" has been more widely recognized and implemented in recent years. Thomas Aidala, a noted designer/architect, believes that the most beautifully designed structures in the world will impact less on people's lives than a streetscape scaled to their daily experience. He has said that the daily sight of a beautiful and accessible tree is something that will be remembered forever by a child and will help shape that child's life. Clean, well-designed public areas are as relevant as monumental buildings in the public environment. A streetscape which is dirty, unaccommodating, unattractive, and without amenities can contribute to the acceleration of neighborhood decline. When people cannot feel positive and safe outside their homes and businesses, they will quickly disassociate their sense of community. identity from the area in which they live and work. When these people give up on their environment, they abandon it which leads to further decline. As public perception of that decline spreads, visitors and new residents quit coming into the area. This deterioration becomes a standard and, if not addressed, can lead to neighborhood collapse. 1. Trash Disposal. The accumulation of trash is a strong indication of area decline. The most obvious weapon against this unkempt appearance is the placement of ample numbers of well-designed and sturdy trash receptacles. Urban designers and landscape architects recognize the presence of such facilities as core ingredients to the healthy streetscape. These containers can be among the most expensive features of a neighborhood strategy, but planners of urban areas agree that the expense is not an indulgence. The "perfect" trash container has becuuie the subject of ongoing innovation. In large and small cities across the countypublicly sponsored design contests have been utilized to design trash receptacles which invite use, are easy to empty, and difficult to destroy. This basic item can be an initial step in commercial revitalization planning, 2. Clean Streets. In addition to monitoring the placement of receptacles, a public commitment must be made to keep streets swept and cleaned. New Orleans has perhaps the most aggressive street cleaning program in the country. Every night between 3:00 and 6:00 am, streetcleaning machines and crews move into the French Quarter. The machines have been are specifically designed to adjust to the full width of these historic streets, including the sidewalks. The cleaners move through the streets, aided by high NEIGHBORHOOD RE►7TAL11.(170.\' INFENTOR Y 7 intensity headlights and broadcast systems, and seep away the debris. The City of New Orleans adopted this extremely effective approach to streetcleaning in the 1950's, motivated by the desire to retain the attraction of visitors, which in turn preserves their tourist industry. Many California cities pursue vigorous street cleaning programs. Streets are clearly marked as no-parking zones during certain days and hours. In most programs, a significant portion of revenue collected from the parking fines are dedicated to supporting these labor and equipment-intensive efforts to maintain clean streets. CASE STUDY: AREA CLEAN-UP THROUGH STORMWATER POLLUTION CONTROL PROGRAM In 1990, the Environmental Protection Agency issued regulations to reduce stormwater pollution. The cities and County participate in the Contra Costa County Cities*County*District Stormwater Pollution Control Program. The program's mission is to reduce storm water pollution through education and outreach programs, monitoring water quality, and improving operation and maintenance systems. This form of runoff is not directed into a water treatment facility - rather, it goes directly into local waterways and creeks. A component of the Stormwater Pollution Control Program is the Non- Point Discharge Elimination System (NPDES). NPDES can fund street sweeping and creek clean-up programs. Currently has a demonstration program in North Richmond using contract street sweeping firms. The idea is that clean streets will prevent debris and junk from being deposited directly into local waterways and creeks. CASE STUDY: LANDSCAPING AND LIGHTING DISTRICTS Landscaping and Lighting Districts (LLD's) are operated by Contra Costa County's Public %'orks Department and are an effective instrument to install lighting fixtures along public streets. For those areas where light poles are already in place, there are two options to improve the lighting: increase the wattage and install lamp shields. With the first option, greater wattage may deter lurkers and allow for better visibility in the area. Lamp shields also help to deflect the light onto the street and not into the yards and homes of residents. Landscaping improvements can be made along street frontages. An architect should be used to design the project, create the construction plans and schedule. A water meter should always be included in the plans. NIIGHBOR1.1000 R. 1_, 7T II_IZ 1770N 3'I Z:NWRY _ 8 3. Graffiti. The graffiti problem has become extreme in recent years. Localities quickly became aware of the extremely negative effect of this unwanted "art" on neighborhood viability. A variety of programs exist in the Bay Area for combating graffiti. Many programs, such as those operated by the Cities of Richmond, Oakland, and Concord are based on volunteer efforts of concerned citizens utilizing paint and equipment paid for by the jurisdictions, in many cases with CDBG funds. A downside to most anti-graffiti programs is that they simply cover up the problem with paint and the paints can only be kept in limited colors. Therefore, the coverups are as obvious, though less offensive, as the graffiti itself. A more constructive approach utilized by many jurisdictions (usually in tandem with the coverup programs) is to provide paint and large public or commercial walls to persons who have the opportunity to participate in more.constructive and attractive mural projects. These murals can be energizing in areas where there are significant numbers of older structures with featureless external walls. CASE STUDY: CITY OF SAN JOSE The City of San Jose has a strong graffiti removal program supported with CDBG funds, utilizing a different labor force. Graffiti "artists" apprehended by police, receive sentences that require so many hours participation in the graffiti removal program, supervised by CDBG-paid staff. Repeat offenders are sentenced to greater and greater numbers of hours of graffiti removal. The process has been credited by city officials in changing the behavior that leads to the desire to deface neighborhoods. It is a of the San Jose program to respond within 24 hours to clean up requests from persons whose property has been tagged with graffiti. CASE STUDY: CITY OF MONROVIA The City of Monrovia has adopted a Graffiti Prevention Ordinance that regulates the possession, sales and storage of certain marker pens and aerosol cans. Additionally, this iegislation assesses a fine to parents or legal guardians of minors (children younger than 18 years) for a maximum of $10,000 for every graffiti application. Such damage may require repayment to the business owner for their expenses incurred in removing the graffiti. Sellers of broad tip marker pens and aerosol cans must display a sign that indicates, to employees and customers, that anyone who is guilty of vandalism may have punished with a fine and/or be imprisonment. Storage of these markers and cans must be either locked and secured, within 15 feet of the cash register/clerk's counter and in direct view of the clerk when at the cash register or otherwise inaccessible to the public without assistance from store personnel. ,T NkIGHBOR1100D RE177ALIL TION 1A'17,A'70R1 9_-_ Graffiti Removal Product Visual Pollution Technologies, a firm in Atlanta, Georgia, manufactures a product that can be used to prevent graffiti. This product is sprayed on exterior surfaces as a preventative, before any graffiti has been applied to the surface. When a building that has been coated with the product is washed with hot water after being tagged with graffiti, the graffiti melts away. The surface can have another coating of the product, graffiti-prof, and it is protected against a future marking. Depending upon the surface, one gallon of the product can cover approx.mately 300 to 600 square feet. There are no hazardous ingredients and the product retards the growth of mold, mildew, and algae. 4. Signage & Information Centers. Creative use of signage can improve the appearance and utility of declining neighborhoods. Sign programs can be designed to increase neighborhood identity through the use of consistent, well-designed markers. 5. Landscape Strips. Opportunities for landscaping exist in street medians and behind curb lines. Best when designed by landscape professionals, this venture can inject new life into urbanized areas. These programs must have a maintenance commitment from the locality, or in some cases in adopt-a-strip programs, both of which call for long-term funding availability. The maintenance programs can be made most effective through the use of native, drought- resistant, and pedestrian friendly plant materials. Specific landscape plans are an integral part of streetscape design programs. FINANCIAL ASSISTANCE: AVAILABILITY OF STATE FUNDS FOR URBAN FORESTRY PROJECTS The Trust for Public Lands, the California Department of Forestry and Fire protection (CDF) and the California Urban Forestry Advisory Council have grant monies available to community groups for urban forestry programs and projects. The funds are made available through the U.S. Forest Service National Urban Forestry program for projects in three categories: volunteer development, tree-care programs and tree advisory boards. Applicants do not need to be incorporated as non-profit organizations, but must be established citizen-based groups or city- affiliated volunteer entities such as tree advisory boards or beautification committees. Funding requests can range from $500 to $5,000, but only one proposal per group may be submitted. 6. Benches and Visual Features. The well-planned placement of long-lasting benches provides opportunities for persons to rest within the streetscape. Bench sites require unused public space. They can be combined with special pavements and other features, such as fountains, to offer urban rest spots. Benches should be co-located with trash receptacles and N7,,A;11130R11001D REI Tl:I LIZ.'1 770:x' IN EA70RF 10 drinking fountains, if feasible. The bench areas are highly visible and should be designed to discourage their use as temporary shelter. 7. Pocket Parks and Public Art. These areas can be the focal point of commercial, civic, and mixed-use areas. They can unify declining areas, provide a source of passive entertainment for adults and active pastimes for area children. Public art should reflect the identity of the area and can range from modest to extravagantly priced pieces. Such areas can be financed by renewal agencies, developer fees, or public/private partnerships. An ongoing commitment of maintenance funds is necessary for these areas to continue to be assets to the community. CASE STUDY: FOX CREEK PUBLIC PARK A pocket park was created from an underutilized piece of property in the Pleasant Hill BART Station Redevelopment Project Area. County Park Dedication money helped to finance design and construction of the pocket park. A fifty (50) year lease of public (BART) and private property at a nominal fee prevents costly acquisition of the land. Participants involved in the creation of this park include the local homeowners, commercial property owners and public agencies. Commercial property owners have volunteered to take responsibility for maintenance of the park upon its completion and accomplishing this through a Landscape and Lighting District. CASE STUDY: CITY OF MONTCLAIR The approach of the City of Montclair was to form a property owner's association. This tactic establishes and enforces collective property maintenance standards and tenant-screening procedures through the recordation of Conditions, Covenants and Restrictions (CC&Rs) against the properties. The city assisted the owners in the preparation of the Bylaws, Articles of Incorporation and CC&Rs developed for the A-,sociation and remained a party to the CC&R.- with ultimate enforcement authority. Additionally, the city and the Redevelopment Agency made infrastructure improvements to create defensible space and to foster a neighborhood identity. A 42 inch high fence was placed behind landscape planters along sidewalks to discourage loitering and to distinguish between public and private areas. Entry_ statements of textured concrete with the name of the new neighborhood was installed. Alleyways were vacated and automated vehicle security gates were installed to prohibit the congregation of nonresidents. Code enforcement efforts aided the property owner's decision in improving their units and in joining the association. Support and leadership came from the City Council and the Redevelopment Agency's commitment to acquire properties if a property owner failed to participate in the association. CDBG funds were used by the Redevelopment Agency for alleyway improvements. The result of this program has been a decrease in property management and tenant problems, a drop in vacancy rates and gentrification. C. Transportation 1. Public Transportation Agencies must make proactive efforts to assure that public transportation is adequate to carry people to work, shopping, medical care, and other services. In evaluating proposed projects, transportation availability is a key to successful development efforts. Although transportation equipment and operation is costly to initiate and maintain, planning efforts to optimize the routing and scheduling of these resources to assist particular projects to succeed can be relatively reasonable, particularly if adequate attention is paid to the issues to allow the first undertaken solutions to be the best, durable solutions. CASE STUDY: CITY OF LONG BEACH Instead of seeing it as an endless commercial strip, Long Beach Boulevard should be seen as a series of destinations, each contributing to life on the boulevard that could establish an effective framework for investment. Long Beach has assets upon which to rebuild the area: two large medical institutions with major expansion plans that serve as anchors for both ends of the corridor and light rail v service down the middle of the boulevard, linking downtown Long Beach with downtown Los Angeles. One of three demonstration projects, the Willow Center consists of a neighborhood retail center, linking transit with housing and a nearby medical center. It is a joint venture with the Long Beach Redevelopment Agency and the Metropolitan Transportation Authority (MTA). The MTA understood that their partnership and immediate infusion in the redevelopment process of Long Beach Boulevard would bring quick results and that land use would be the key to the long-term success of the new transit system. Money contributed by the MTA would be best spent where clear and effective partnerships could be formed with the city in which joint development opportunities exits. CASE STUDY: SMALL SCALE PHYSICAL DESIGNS IN TRANSPORTATION PLANNING NEIGHBORHOOD Rhl77117,7L.=1770.x,' LVI 7,'NT071)' 12 Pedestrian access paths should be created from new development to major roads. Bus stops with benches and/or shelters should be provided at these access points and should be coordinated with the appropriate planning agency and the Contra Costa County Transit Authority. Within planned unit developments that include higher density housing, the higher density units should be located near the arterial routes in order to increase the number of residents who have easy pedestrian access to bus service. Bus turnouts and shelters can also be beneficial transit amenities. Shelters reduce auto-bus conflict at bus stops and provide a greater separation between traffic and pedestrians waiting for the bus. Shelters should protect the patrons from the elements when possible. Sidewalks are required for operation of the wheelchair lift operation. Minimum setback for retail or office buildings from the street and bus stops can affect transit use. Using a building overhang or awning as a natural transit shelter is more aesthetic than freestanding shelters. It also guarantees good pedestrian access to the building. Long walks through parking lots from a shelter may deter use of public transit. Equally, this may be an unsafe walk for employees using public transit. TRANSIT ORIENTED DEVELOPMENT (TOD) Transit Oriented Development (TOD) is a strategy to locate higher density land uses (commercial, housing, public or mixed uses) at strategic points along a regional transit system. There are three different TODs depending upon the type of growth that is anticipated: 1) urban, to be located at primary transit points with an orientation to commercial and job development, although housing may be inctuded; 2) neighborhood, to be located near to the primary system with an orientation to housing, retail and services, and 3) secondary areas, where lower density housing, schools, community parks and commercial and employment uses would surround this level of TOD. As one of four settings where the TOD can be implemented, a revitalization area must have sufficient infrastructure capacities on and adjacent to the site. This TOD must also be located on a Trunk Line Network or within a 10 minute transit travel time along a Feeder Bus Line Network. This linkage between land use and transit is designed to result in an efficient pattern of development that not only supports a regional transit system, but makes significant progress in reducing traffic congestion and pollution. The clustering of land uses within a pedestrian-friendly area that is connected to transit provides for growth with minimum environmental and social costs. NEIGHBORHOOD REI 77:=1 LIZ.177O.V INVEAVTORY 1.3 D. Code Enforcement 1. Weed Abatement and Control. Controlling the growth of weeds helps maintain the appearance of undeveloped lots in ways: establishing ownership and providing for public health and safety. Perhaps most significantly, a maintained lot establishes ownership. Even though it may be undeveloped, someone is concerned about the activities that occur on the lot. A vacant parcel that is free of weeds and other debris is easy to inspect to determine if lot is being occupied without the consent of the owner. Periodic maintenance may also prevent fire danger by .keeping weeds to a manageable level and not becoming a fire threat. 2. Vacant Parcels. Because there is no structure on the lot, vacant parcels can be interpreted to be unwanted and for use by area residents and those who pass by the neighborhood. Instead of being seen as an underutilized asset, a vacant lot may take one other uses: a makeshift homeless encampment, public dumping grounds, and open space where anything goes. Fencing the property is one solution, as it decreases access to the lot, however, such a barrier states to the community that it is not used, not monitored, and not subject to control by the owner. 3. Abandoned Vehicles. Abandoned vehicles contribute to the declining appearance of a neighborhood by way of using the public thoroughfare. This, however, is an inappropriate place to store cars that are seldom used, need repair or are kept as an ongoing supply of spare parts. Not only does this add to the visual blight of an area, but these unclaimed vehicles reinforce a lack of ownership in the area. CASE STUDY: VEHICLE ABATEMENT The Contra Costa County Sheriffs Department has an ongoing program to remove abandoned vehicles from public streets. As an extension of Code Enforcement activities, the Abandoned Vehicle Program responds to complaints from residents, other county departments and the Board of Supervisors. Approximately 75% of all vehicles tagged are voluntarily removed by the owners. Removal is often accomplished as this is triggered as a safety issue of leaving an unattended car on the street and becoming a hazard and nuisance. The Sheriff can target their abatement activities to specific areas of the county and have also worked with MACs and Neighborhood Watch groups. If an owner has been making repairs to a disabled vehicle, the Sheriff will allow an owner to complete any needed repairs to make the car operable. Such a judgement call is made by the Sheriff on a case-by-case basis, though there has to be good faith on the part of the owner to continue the repairs. If not, the Sheriff will recommend starting a vehicle abatement procedure to the Board of Supervisors. If there has not been an appeal, the car must be removed within 20 days. Removing an abandoned vehicle on a private street is much harder and the success rate is lower. Private street owned by individuals on that street and Sheriff has less say as to the use of that street. JVEIGHBORHOOD REI YTALIZATIOA' /.\'I ZATOR Y 14 4. Structural Code Enforcement. Code Enforcement activities are impiemented to physically upgrade and strengthen both residential and commercial structures. These activities are meant to make the owners of the buildings comply with current building codes and make sure that the health and safety of the public is upheld. Code enforcement activities are often response oriented and reactive. Repairs are made to structurally unsafe buildings when these needed improvements have come to the attention of a Building Inspection officer. CASE STUDY: TARGETED CODE ENFORCEMENT The Contra Costa County Redevelopment Agency and Building Inspection Department participated in a joint venture program to remove unsafe residential structures and improve the housing conditions in two redevelopment project areas. Properties that were identified by the Code Enforcement officer as needing rehabilitation and adjacent to vacant parcels were prioritized for an abatement procedure. This would create the opportunity for new housing to be constructed on these sites previously occupied by unsafe residential structures. One additional code enforcement officer was funded through CDBG funds allocated to the project. REGULATORY ACTIONS A. Ordinances Ordinances are enacted to address community concerns. Equally, the application of the ordinance on a consistent basis for all community residents establishes that this legislation is meant to improve the health, safety and welfare of the public and not single out specific individuals or businesses: Changing local ordinances, whether through revisions to existing legislation or additions of new sections, is one way to implement desired change on a broad basis. CASE STUDY: CITY OF SACRAMENTO The City of Sacramento now imposes a fee on each rental housing unit which pays for Building Inspection staff to examine the unit and ensure that it is in compliance with the building code. This Neighborhood Conservation Fee of $10.00 per unit fee funds the administration of the Substandard Housing, Dangerous Buildings and Neighborhood Nuisances Codes to protect and enhance property values and maintain neighborhoods as desirable places to live. CASE STUDY: CITY OF RICHMOND The City of Richmond recently adopted an Ordinance which requires that all rental units be inspected by the City's Building Inspectors. The intent of the Residential Rental Inspection Ordinance is to ensure that tenants are living in safe and sanitary dwelling units. This will be accomplished through regularly scheduled inspections. When a unit is in good condition, a Certificate of Compliance will be issued. This certificate is valid for three years. Should units not be in compliance with existing health, safety and building codes, the owner is responsible to bring the unit into compliance. When a unit is not renovateu, a Notice of Non- Compliance shall be issued and recorded at the County Recorder's Office. If the violations have not been corrected within six months, the City may also issue a notice of non-compliance. This alerts the State Franchise Tax Board of the non- compliance and prohibits the owner to seek any deduction for interest, taxes, depreciation or amortization related to the dwelling unit. If a unit has received a Certificate and falls into disrepair, the Certificate may be revoked. The landlord pays an initial charge to register the unit as well as paying for the inspection of unit. B. Coordinated Effort Between Departments One effective rnethod of addressing problems is to create a coordinated approach utilizing the departments that normally respond to the situation. A task force response allows for better understanding the history of the problem, cornmunication between the departments regarding the role of each department, and creating the solution. CASE STUDY: CITY OF COSTA MESA The City of Costa Mesa has a team approach using the Police, Fire, City Attorney, Housing and Community Development Department to provide coordinated code enforcement, rehabilitation and neighborhood clean-up. The intent of this approach is to change the behavior of the property owner. By concentrating on personal responsibility of the owner, the emphasis is upon the individual and long-term responsibility, not just cleaning up the property. Not only is there less policing by government personnel, a component of citizen oriented code enforcement is enacted. The components of this program include: ♦ hiring housing inspectors to abate code violations ♦ creation of a hotline to receive complaints from the public; referrals are accepted from other county departments, particularly from the police and fire departments NE1GHBOR11001) R1 177:11.1"/..1770.\" l;V I"L:VTOR I' 16 ♦ publication of housing code enforcement status for community groups in English and Spanish so existing and/or new violations can be monitored ♦ compliance within 100 days Applications for rental rehabilitation assistance are provided to the most severe violations rather than on a first come, first serve basis. This allows for abatement of the worst conditions and prevents any possible litigation brought against the landlord by the City. The city offers a yearly funding to non-profit housing developers to acquire and rehabilitate properties in areas intended for renovation. After the non-profit developer acquires the property, this entity forms a tenant management association to ensure that the renovated property is maintained. Additionally, the non-profit housing developer helps to organize other property owners in the neighborhood to achieve mutually beneficial goals (repaving neighborhood alleys, participation in neighborhood clean-ups, etc.). A Tenant Education Program is run by the non-profit developer. The non- profit developer teaches current residents to become better tenants, negotiates landlord/tenant disputes and gathers support of landlords of these programs. Neighborhoods can become more desirable place to live, both in terms of economic viability and long-term stability, with lower vacancy rates, which benefits the tenants and landlords within a distressed neighborhood. E. Beautification Programs r L Paint Program. The intended effect of paint programs is to visually enhance the . exterior of existing homes. Programs to achieve this effect often rely upon volunteer efforts, using local boy/girl scout groups, volunteer organizations, firms that want to make a contribution in their neighborhood. Often these homes are occupied by people who need this type of assistance: lower income households, seniors, or disabled persons. Many jurisdictions operate a similar program to achieve this affect. CASE STUDY: CONTRA COSTA COUNTY FREE PAINT The Contra Costa County Environmental Health Division offers free paint. The paint, which is recycled, is labeled as exterior paint, though can be used for indoor use after undergoing analysis ensuring that it meets standards for indoor use and does not contain levels of mercury or lead which has the potential to harm the public. The paint is one component of items that are collected from the collection of hazardous household waste. The paint blended by a national paint company which is then filters, adjusts the pH and viscosity of the paint and stabilizes this s NFIGHBORILOOD REI 77.ILIA- 1770:V1.V1 TATORY 17 product. Though the resulting color is a beige tint, the paint can be retinted. The paint comes in five (5) gallon containers only. 2. Facade Improvements in Commercial Strips. Facade programs are established to improve the exterior of existing commercial shops and retail centers in order to upgrade the appearance of older centers. A program of this type assists in improving the physical appearance of the property, reminds area residents of the business, and to keep the dollars within the community by shopping locally. An added benefit of this program is making the business more competitive with comparable stores outside of the community. CASE STUDY: FACADE PROGRAMS IN BAY POINT AND RODEO REDEVELOPMENT PROJECT AREAS The Bay Point and Rodeo Redevelopment Project areas have allocated redevelopment monies to be used in conjunction with CDBG funds to create a revolving loan fund for owners of commercial businesses to improve their buildings. Business owners will be asked to make a financial commitment to their project. Loans are to be made at below market rates with favorable repayment terms. The local municipal advisory bodies designated the commercial areas that would benefit most from this program. 3. Periodic Trash Pickups. Bi-annual trash pickup is sponsored not only by local sanitary districts, but community groups also employ this technique to clean up the community. This approach costs little in terms of monetary contributions. The main components are :dedication to the program as well as the contribution of physical labor to improve the area. Local PRIDE groups and the County Administrator's Office make this two-yearly commitment to clean up the community. CASE STUDY: ADOPT-A ROAD/PARK AND LITTER ABATEMENT PROGRAM As part of the Resource Recovery Program, the Community Development Department can enter into an agreement to accept funds or services to enhance unincorporated areas in Contra Costa County, such as roadsides, parks, parking areas including litter removal graffiti removal, sweeping, wildflower or seedling tree planting. Individuals, businesses corporations or organizations may participate. Two or groups may join together. Because of the type of work being performed, there is an age requirement that no one under 1 I shall participate in the Adopt-A-Road .:V1-7GHBO11HOOD program, and children Letween the ages of 6-11 can only participate in the Adopt- A-Park/Litter Abatement program. There shall be a minimum time period of participation depending upon the activity selected. Groups participating shall also be recognized either through media releases, certificates of appreciation or courtesy signs. F. Resident Involvement 1. Citizen Participation. Citizen participation is cr,. -ial to the health of a neighborhood for positive change to occur. Not only does such proactive commitment and responsibility better guide the development of an area, but this is a realistic approach when city, county and state government does not have the resources or personnel to provide a level of service it once did. Additionally, though its intentions may be good, when government does step in and implements change, the sense of personal accountability and responsibility may be diluted. Residents and business owners should work with local officials and use their talents as a springboard for projects and programs that are necessary and worthwhile to the neighborhood. When you have stake in something, you will fight harder for its success, not only because of the effort and pride of the situation, but the sense of destiny. A. RENTAL PROPERTY OWNER'S ASSOCIATION CASE STUDY: RENTAL PROPERTY OWNER'S ASSOCIATION IN CONCORD Formed as a spinoff of a Neighborhood Watch Committee and with assistance from the local police department, a Rental Property Owner's Association (RPOA) has been formed in Concord, CA. These managers have been working together for four years with three property owners managing approximately 250 rental housing units in the Virginia Lane area. Since creating the RPDA, vacancy rates have decreased from a high of 40% to a range of 3-5%. Property owners enforce house rules and use existing Neighborhood Watch programs as a way to bring tenants togetber and use this forum to have informal discussion groups between tenants and owners. Money from the Redevelopment Agency is used to improve the housing. Since public dollars are being used to enhance the properties, 25% of the units were required to be made available to low income households. Favorable loan terms exist, with repayment of the loan postponed for five years. This type of financial assistance would not have been available on the private market and would have prevented the type and level of renovation that has been accomplished in Concord. An additional source of federal assistance came from Community Development Block Grant (CDBG) monies for exterior painting only. :EIG1113OR000U R1 1 77:11.17..17YON IM TAITORY 19 B. COMMUNITY DEVELOPMENT CORPORATIONS Community Development Corporations (CDC's) are private non-profit organizations that focus their efforts on specific distressed geographic areas. As envisioned, these groups emphasized economic and physical development as well as social service delivery. Their Board of Directors are often composed of residents from the area and representatives of concerned businesses and institutions. CDCs are established within the communities that require the assistance and often grow out of an ongoing community based activity. Leadership is important and CDC staff plays an important role in setting the agenda. It relies upon CDBG funds as well as grants from private foundations. A CDC may engage in housing activities, both rehabilitation and new construction of housing units, property management as well as working to rehabilitate and build new commercial development properties. Such a grass roots organization also provides technical assistance, counseling to local firms for business enterprise development and may facilitate entrepreneurial activity. Factors cited as enhancing the impact and sustainability of housing and commercial real estate activities include: quality construction, strong community support, resident participation in project planning, private sector support and project location - particularly the clustering or concentration of CDC projects. CASE STUDY: JOHN HEINZ NEIGHBORHOOD DEVELOPMENT PROGRAM The federal government provides grant money to existing neighborhood non-profit organizations. The objective of the John Heinz Neighborhood Development Program is to build increased capacity of neighborhood based non- profit organizations and encourage greater participation of neighborhood organizations with public and private institutions. A maximum of$75,000 may be granted to any one neighborhood organization. The eligibility criteria for this program requires that a: 1) neighborhood development organization must be located in and serve the neighborhood for which assistance is to be provided; and 2) theorganization must be a private, voluntary, non-profit organization (incorporated) with at Feast one year experience. The Board of Directors must be composed of at least 51% neighborhood residents. The following is a list of eligible activities: ♦ Economic development activities that will create permanent job within the neighborhood or establish or expand businesses with the neighborhood ♦ Development of new housing, rehabilitation of existing housing, or management of housing stock within the neighborhood. ♦ Delivery of essential services that have a lasting benefit to a neighborhood (such as fair housing counseling services, child care centers, youth training, health services or credit unions). ♦ Planning, promoting or financing voluntary neighborhood improvement efforts (such as demolishing abandoned buildings, remove abandoned cars and on-going street and ally cleanup programs, strategic planning to integrate housing, economic development essential services, the remediation of hazards (such as brownfields) and neighborhood urban design activities). 2. Neighborhood Identity. Neighborhood identity can be created by capitalizing on existing strengths: using a significant place, idea, area history or recognizable logo to build from. If these do not exist, it's a matter of creating that sense of unity. This can be accomplished in several ways: ♦ urban design features such as signs, new streetscape (furniture, etc.), awnings, landscaping ♦ continue predominant housing patterns and styles CASE STUDY: BAY POINT BANNER Students from one of the area junior high schools created the designs that were reviewed by members of two local advisory councils. Students used four themes as guiding principles that were representative of the Bay Point area. After the banner selection was made by the same members of the local advisory council, this identifiable logo was hung on the lightpoles along Willow Pass Road. All of the students received a certificate of appreciation. 3. Neighborhood Councils and Watches. The Neighborhood Watch program is a technique that brings neighbors together by teaching them to be alert to the activities in the neighborhood and, as a result, watching out for each other. The program can be sponsored by local businesses, with support from the local Police or Sheriff Department. These techniques may include such recognizable activities as patrolling the neighborhoods, to a more subtle approach of establishing a phone pyramid to alert neighbors to suspicious activities in the area. CASE STUDY: SAFE STREETS PROGRAM The Safe Streets program mobilizes the community to take back its neighborhood. It provides residents with systematic approach to remove nuisances from the neighborhood. Neighbors are taught are how to work with A7ZIGHB01?11000 REI 7T IL1 .17700 INI7:'.`'770R)" 21 police and city officials, organize block-by-block, document a public nuisance, research property ownership, deal with cooperative and uncooperative owners, use small claims court. One such example is when trying to shut down on a crack house see it as a business that is causing a public nuisance while depriving others from enjoying reasonable use of their property. 4. Community Policing. While a Neighborhood Watch program teaches reliance upon your neighbors, a Community Policing program has the neighbors and the police work together as a team to combat crime and violence. Police officers may make presentations at schools about the realities of drug and gang violence and provide positive alternatives. One similarity between the programs, however, is to view the problem from another perspective. CASE STUDY: CITY OF RICHMOND The City of Richmond Community Policing program was instituted in March 1992. One objective of the program is to have sufficient resources and personnel to tailor the police response to create an appropriate match with the difference communities. As there are differences within the city, five Community Policing areas were have been created. Each of the five areas is commanded by a lieutenant who have been given the autonomy to design the police response system that meets the needs of the area and the citizens. The five-area concept was chosen in the belief that smaller units offer a more personal approach to providing this service. During the first three months of operation, reported crime in the model area decreased by 21%. The city-wide crime rate dropped by 12%. Reported burglary, grand theft and petty theft in the model area dropped by'?.=28%, as compared to a 6% decrease in similar crimes in the city during the same time period. 5. Developing Youth Leadership. The need to foster leadership skills in young people is to provide them with the feelings of self-confidence, self-esteem and that they have the ability and aptitude to approach and deal with problems, find solutions and work with their peers. All kids need positive role models to look up to and this should be a key component in a program of this kind. If an example is provided, one that can be attained and appeals to the kids, then this method is more likely to succeed. Kids will apply themselves if they have the desire, feel a sense of accomplishment, get positive reinforcement. They need to be involved in afterschool activities, not in drugs or any other illicit behavior, to draw out their interests and talents. How? Involvement with sports is one good example. 6. Neighborhood Gardening Projects. Neighborhood gardening projects brings people together as they work towards a common goal. The results occur quickly, whether fruits 4 A[ /GHBOR1 HOD.R f 17:11.1/.1110N l.V 1 L,'A*7,01?) and vegetables are grown to be sold for profit or are taken home by the participants. If flowers are grown, this product may be sold to local florists, caterers, or others in food and hospitality services. Sales of either product can be reinvested into the garden, either to purchase more land and expand the operation or to buy different crops. CASE STUDY: CITY OF RICHMOND Richmond youth are employed to produce boutique quality products for restaurants and caterers. . "The Garden" will operate both in Richmond and in Byron at the Byron Boys Ranch. A broader range of produce can be cultivated by operating in two different areas in the County. Additionally, boys at the Byron Ranch can learn a skill while being incarcerated. G. Real Estate Patterns 1. Infill Development. Infill development is primarily thought of as it relates to residential projects. The purpose is to construct new residential dwelling units on lots that once were vacant or underutilized. There may be multiple goals beyond new housing: jobs for skilled contractors and subcontractors, the construction of these new homes can be used as a training ground for apprentice contractors; revenue is generated from the sale of supplies, additional property taxes will be collected; and the elimination of a neighborhood nuisance. CASE STUDY: CITY OF WASCO The potential builder and Wasco Redevelopment Agency enter into an agreement that implements the residential infill goals and policies of the Redevelopment Plan. The Agency assists the builder in the "Hunting License" by paying for fees and/or charges for permits, inspections, licenses and connections fees payable to the City, costs incurred for the construction of sidewalks, curbs, gutters and curb cuts for driveway approaches as well as closing costs incurred by the developer in the selling of the single family residence to the public. The builder agrees to devote the site, that will be built for use as an owner occupied housing unit, for a low-income household. For properties owned by the City, the Wasco Redevelopment Agency enters into a Disposition and Development Agreement with the Participant. Participation and future owners agree to: maintain the improvements and landscaping on the property and keep the property free from accumulation of debris and waste materials. The Agency's total responsibility for payment of fees and/or charges is not to exceed the total sum of five percent of the Assessed Value of the improved site, for any and all construction which is to take place. The Agency's responsibility for NEIG1/80R11001> Rl-,'177.::IL11.1770.\"-./..\'1"L:\;T011}' 23 payment of fees and'or charges is limited to the first twenty owner occupied single family residential dwelling units that receive building permits form the City, or three years after the execution of the Agreements between the City and the builder, whichever occurs first. The program also teams up with the North Kern Vocational Training Center (NKVTC) to allow students to be trained by an Instructor, in conjunction with the Participant, to learn building and construction trades. The NKVTC pays the participant for the average daily attendance for the number of students who are taught and trained in building and construction skills. 2. Ownership Patterns. Trying to get more ownership in an area break-ups the predominance of single ownership of large chunks of land into parcels that may be better suited for residential, commercial or industrial uses. A change such as this may allow investors to see the community as one which has economic viability with a variety of land owners. 3. Down Payment Assistance Programs. Down payment assistance programs are established to provide additional financial support to homebuyers who are entering the housing market for the first time. The type of assistance may be in the form of a grant of the percentage of the total sales cost, or a silent second mortgage that must be repaid if selling the home within a certain period of time. There are several long-term beneficial impacts using either technique: homeowners are more likely to able to be involved with civic issues and some problem neighborhoods may stabilize; utilizes existing housing stock without further aggravating suburban sprawl issues. CASE STUDY: CONTRA COSTA COUNTY'S FIRST TIME HOMEBUYERS PROGRAM Contra Costa County offered a demonstration program for first time homebuyers in two of its redevelopment project areas. The County provided financing in the form of a second mortgage to fill the gap between the purchase price of the home and the amount the homeowner could afford. These loans were made available to qualified applicants who either live or work in the County. Marketing of the program focused upon a preference for public sector employees. The maximum second mortgage was limited to $50,000 with a minimum 5% down payment. For those households who demonstrated the financial need, a 2% grant to be used for the downpayment was awarded by the County. Twelve loans, averaging $35,000 per loan, were approved for the Bay Point and Oakley redevelopment project areas within twelve months. NEIGHBORH001D REI 77:1L2.ITION INT_kATORY 4 4. Developing Neighborhood Mix. A mix of residential, commercial and light industrial uses (storage, warehouses, etc.) provides a blend of uses that are needed and used by neighborhood residents on a daily basis. Such a combination of uses maintains the economic viability of the area, established support for local businesses, and provides jobs to areas residents. and allows for residents to see and recognize each other. 5. Developing a Residential Police Presence. A residential police presence in distressed neighborhoods can be seen as a benefit to the area as this person may be able to deter crime simply by the knowledge of his/her profession. With the presence of this person in the neighborhood, it is as if there is a 24-hour mini-police station around. CASE STUDY: FEDERAL MONIES USED FOR RESIDENTIAL POLICE PRESENCE HOME federal funds can be used to rehabilitate rental housing or assist in the purchase of a home for low-income police officers. These monies may be used for a write-down in the mortgage, a reduction in the down payment, or a reduction of the closing costs or to be used to acquire, construct, or rehabilitate housing for low-income police officers. CDBG funds may also be used for the same purpose under its Public Services Category. A creative example is using CDBG monies to acquire, rehabilitate, or subsidize housing for a low-to-moderate income police officer to use as the primary residence within a distressed neighborhood. Few other financing options exist for creating a permanent police presence in the community. H. Neighborhood Facilities 1. The Self-Sufficient Neighborhood. A self-sufficient neighborhood provides a mix of commercial uses and public services that are needed by residents on a daily basis, such as a grocery store, variety and/or hardware store, automobile repair shops, restaurants and a dry cleaner facility. Public services such as a post office, library and proximity to a fire or police station may also be necessary. Often, these uses have already been established through the physical development of an area. What may be required is effective marketing of existing buildings and store spaces to attract new or relocating businesses to these existing structures. 2. Maintaining Basic Consumer Services. A neighborhood needs local businesses, that are easy to get to, to patronize. This local patronage ensures that area residents will have jobs from these employers, helps to retain a sense of community and, perhaps most importantly, allows the customers to keep the revenue that is generated by the area in the area. Having to drive to commercial centers outside the community is inconvenient and may reinforce the disinvestment that an areas already suffers from. Some options that may assist the small business owner include new marketing techniques or working with a local business group or with other NEIGHBORHOOD small businesses to advertize on a larger audience. Any change in how the collection of business taxes or fees assessed to starting businesses is a policy decision that must come from the local jurisdiction. CASE STUDY: THE CITY OF SACRAMENTO The city is trying to spur construction by allowing developers to pay government fees levied on their projects over a 10-year period rather than right away. This new approach, approved by the City Council in April 1994, is a "floating bank" intended to help get building projects off the ground. The city plans to create a city-wide special tax district to issue Mello-Roos bonds. The bonds could be used by developers to pay more than two-thirds of the infrastructure obligations normally associated with obtaining a building permit. The property owners would be responsible for repaying the money. The bonds would be secured by the properties generating the income. Developers using the bond will have to post a letter of credit guaranteeing that they will complete their projects within a specific time, usually two years. If they don't, the city will draw upon the letter of credit to pay the bondholders. Primarily this approach is intended for large industrial and commercial projects,- but staff is trying to devise plans to help small businesses and residential builders. 3. Incentives for Potential Neighborhood Businesses. Neighborhood businesses provide a range of daily goods and services that are used and needed by area residents. These businesses provide local services, employ area residents, retain the local tax revenue, and act as an anchor in the community. New businesses may need additional assistance in becoming established, implementing an effective marketing plan, creating a customer base as well as p 4ormulating a business plan. The Contra Costa County Private Industry Council (PIC) provides this type of technical assistance to new and expanding businesses. Workshops are offered on a regular basis to provide potential new business owners this type of support. Another option to foster the growth of young businesses is to create a business incubator. Several similar business will locate in one building to decrease monthly rental payments. This also allows for services common to many businesses, such as clerical and administrative duties, to be shared. These cost- saving techniques may be in effect for the first several years that a business is in operation. It allows the business the opportunity to establish itself with a safety net while, at the same time, provides the ability to conserve any profits for use once it leaves the nest. CASE STUDY: CITY OF ARCATA The Arcata Economic Development Corporation has established the Foodworks Culinary Institute. Foodworks, which has created over 30 new jobs, helps businesses grow by providing inexpensive rental space, shared services as well as business and technical assistance. Foodworks enables its novice specialty NEIGHBORHOOD BORHOOD RE[7T I LIZ I TION L-\'1,''TORY 26 entrepreneurs to work in professional kitchens as well as provides access to experts in financial analysis, pricing the products, label design and marketing. Financing of a sophisticated phone system has allowed these business owners to market the foods nationally and internationally. As these products do not compete with other local businesses and are marketed for sale outside of Humboldt County, Foodworks brings money into an economically depressed community. CASE STUDY: CITY OF SANTA CRUZ The La Playa Project, sponsored by the Santa Cruz Community Housing Corporation, is a business incubator that has been designed to bring goods and services into the Beach Flats neighborhood. Affordable housing is being constructed on the upper story with a business incubator on the ground level. Business owners will be low-income residents of Santa Cruz County, with priority given to residents of the Beach Flat neighborhood. 4. Inappropriate Uses. With the adoption of a Zoning Ordinance, a community may have the expectation that only certain uses will be allowedto operate within that zoning district. Uses that were in effect before Zoning was adopted, however, are generally allowed to continue. These "grandfathered or non-conforming" uses may allow a combination of operations to coexist that would be inconsistent by today's standards and would not be desired to be blended, such as Residential uses in Commercial areas; Commercial uses in Residential area, Residential uses in Industrial areas, and Industrial uses in Residential areas. Such inappropriate pairings do exist within the County. These inconsistencies can be remedied by not allowing the expansion of a non-conforming use, deny the resumption of a non-conforming use if it was discontinued for more than 6 months, or deny the reconstruction if the structure burned to the ground. While the goal may be to eliminate inappropriate or non-conforming uses, this rationale must be stated within the Zoning Ordinance to substantiate why such uses were prevented from continuing. 5. Social and Cultural Support Services. A neighborhood may also need a meeting place that allows representatives from local social service agencies to coordinate and assist the residents with programs that provide financial or educational assistance. Ideally, these uses should be located near accessible public transportation to ensure access and' use of these various public services. CASE STUDY: RICHMOND'S NEIGHBORHOOD SERVICES MALL Richmond has established a Neighborhood Services Mall which is a one- stop shopping for social service delivery. It will have child care, job development, head start, social services, health assessments and referrals, and a central kitchen where meals are served providing a food service training program. The services NEIGHBORHOOD REI 77,ILII..-17YON INI7,V"1'ORF 27 provided by a ten person interagency team comprised of staff from Probation, Health and Social Services Departments. IV. COMMON ASPECTS OF SUCCESSFUL PROGRAMS Key elements of successful programs have these shared components: I. Use of multiple funding sources and existing personnel and budget. 2. Interdepartmental approach, using both incentives (financial and program assistance) and a regulatory approach to attack urban problems. 3. Creation of community associations (non-profit or homeowners associations, for example) bring differing groups together, allowing them to work together and take advantage of nonprofit status to receive federal funds 4. Community based programs appear to be more successful, as they focus on specific geographic areas and needs. The community lives with the problem and will work with the different government agencies to create a solution and monitor the program to ensure its success. 5. The needs of the community are taken holistically so that the efforts address the range of problems facing the community. 6. They are frequently initiated and sustained through collaborations with many other, organizations. NEIGHBORHOOD /?I,'[7TILIZ.MON INI hATORY 28 APPENDIX FUNDING INFORMATION: LOCAL LEVEL I. Financing Infrastructure Improvements: Establishing an Assessment District Assessment districts are initiated by petition of the owners of 60% of the land area within a potential benefit area, or by the County Board of Supervisors (BOS). A report is prepared that includes the plans for the improvements as well as a diagram of costs on the benefited properties. The BOS can then adopt a series of resolutions that identifies the intention to set up an assessment district, accepts the report and sets a time and place for the public hearing. The money raised can only cover costs and expenses of the improvements and financing costs. The assessments are levied against individual parcels in direct proportion to the amount of benefit each parcel receives from improvements. Type of Improvements that may be Financed Streets, bridges, lighting, utility undergrounding, reclamation sewers, water drainage, dredging, landscaping, sidewalks, curbs, gutters, parks, open space, playgrounds, and acquisitions, traffic control, parking meters, parking structures, freeway interchanges. Advantages of Assessment District Financing Infrastructure improvements can be financed using conventional assessment district financing. The County has the ability to borrow money by issuing bonds and the individual(s) who lend the County this money do not have to pay taxes on the interest. These tax-exempt interest rates reduce the total costs of funding public improvements. The reduced interest x payments are passed directly to the property owners who are benefitting form and paying for the improvements. Typically, tax exempt interest rates are 20 to 35 percent lower that conventional taxable rates. Payment of Assessments The benefited parcels have liens against them to pay off the assessment. The property owners can pay for the improvements in cash or the County will issue bonds and the property owners can pay off their assessments in annual installments. After the_public hearings, the assessments are confirmed and the property owners have 30 days to pay in cash before bonds are issued. Assessments that are not paid in cash are amortized over a 15-to-25 year period. The assessment liens that secure the bonds are payable by the property owners. These installments appear on the regular property tax bill and are collected at the same time and in the same way as are other property taxes. _,,, `X;11BOR1LOOU Rk"I7 .AL//AT1ON INT'EXTOR} 29 IL M.ello-Roos Financing Mello-Roos bonds are secured by a special tax that is levied upon land within a specified geographic area constituting a Community Facilities District (CFD) created under the Mello-Roos Community Facilities Act of 1982 (the Mello-Roos Act). Unlike special assessment district, there is no requirement that the special tax be based upon the benefit a parcel receives from the public facility or services; however, the special tax must not one that adds value (an ad valorem tax). Any special tax that is levied on a reasonable basis, as determined by the governmental entity, will satisfy the legal requirements. As bonds are not always issued by CFD's, the governmental entity may collect the special tax over a couple of years to pay for the public facilities or services. The special tax and any bonds that are payable from the special tax are secured by a lien on the land upon which the special tax is levied. The special tax is not a personal debt of the property.owner. Mello-Roos taxes are generally collected with and at the same time as general property taxes, although they can be collected at different times and in a different manner if the circumstances call for it. ADVANTAGES 1. Results in additional revenues. Mello-Roos special tax bonds are voter approved and therefore have an exception to the property tax limitation imposed by Proposition 13. The CFD also has its own appropriations limit and these special tax revenues do not count against the issuer's Gann limit. The special tax levied on the property within the CFD is used to pay the principal and interest on the Mello-Roos bonds, or to pay directly for facilities and/or services. This represents revenues that would not otherwise be available to the issuer or available for the project. The CFD facilities constructed are not paid form the issuer's general fund or by those taxpayers outside the CFD. 2. Cash flow. Because Mello-Roos are paid by special taxes levied on property within the CFD, the developer's feel that there is not proper accounting of the CFD, whether in a lump sum or a developer's fee of the project. The developer is subject to the special tax to the extent the developer owns property in the CFD, but where interest is funded, the developer's cash flow may not be adversely affected during development and sale phases. It is often the case that the presence of the special tax will lower the � price of the developer's product, compared to a comparable proceed not subject to a special tax. 3. Broad array of facilities and services to be financed. The Mello-Roos Act authorized a broad array of facilities that can be financed with Mello-Roos bonds. Unlike both general obligation bonds and special assessment bonds, the Mello-Roos special tax may be used to finance services required to serve new development. The funding of services through Mello-Roos must be done with great caution, however. 4. Flexible special tax formula. Because the Mello-Roos special tax formula is flexible, it can be desi<Jned of match the financing needs for a development to keep pace with its growth. Neither general obligation bonds, where the tax must be spread equally on all .-YUGL/I3(JKI OOD /Z/.:17%:I/,/l l%7U.�' /:\'I"I \%'O/ZI _. _. 30 ._...:_._.__. property, nor specie! assessment bonds, where the assessment must be based strictly upon benefit, have this flexibility. DISADVANTAGES 1. Election requirement. The requirement of a two-thirds voter approval of registered voters where 12 or more persons are registered to vote in the CFD may cause difficulties under some circumstances. 2. Lengthy financing time frame. The requirements for a i,_.blic hearing, an election and for a validation action make the time frame for financing under the Mello-Roos Act a lengthy one. 3. Complexity. Compared to special assessment financing, most CFD financing are complicated. Because of the flexibility provided by the Mello-Roos Act, special tax formulas are often quite complex and specific, making it difficult for a property owner to understand the nature of the burden on his property. Issuers may face political pressure from homeowners to change the special tax formula where there is a fluctuation in the amount of the special tax levied. Care should be taken in designing the tax formula to reduce political concerns and to provide clear and complete disclosure to homebuyers of the burden imposed by the special tax. 111. Metropolitan Transportation Commission (MTC) Grants California may receive more than $200 million over six years (beginning in 1992) for transportation enhancement activities, with funds coming from the Intermodal Surface Y Transportation Efficiency Act (ISTEA) of 1991. Ten percent of these monies are set-aside as part of the Surface Transportation Program funds, again available only for transportation enhancement activities. The national policy in ISTEA is the creation of a national intermodal transportation system that is to be the centerpicce of a national investment commitment to create the new wealth for the 21st century. It defines intermodal as all forms of transportation in a unified, interconnected manner. ISTEA reflects a growing recognition that transportation programs, while vital for national mobility and international competitiveness, must also include consideration of the overall environmental context and community values and setting. Transportation enhancement funds are to be used for transportation-related projects that enhance quality-of-life, in or around transportation facilities. Projects must be over and above required mitigation and normal transportation projects and the project must be directly related to the transportation system. The program should have a quality of life benefit while providing the greatest benefit to the greatest number of people. NL7GH13OlUfOOD RE[77.1!_171770.\' IN EATOR!' Transportation enhancement activities are a means of more creatively and sensitively integrating transportation facilities into their surrounding communities. What distinguishes transportation enhancement activities from other worthwhile "quality-of-life" and environmental activities is their potential to create a transportation experience that is more than merely adequate. At the same time, they may protect the environment and provide a more aesthetic, pleasant and improved interface between the transportation system for the communities and people adjacent to transportation facilities. Doing this will require expanded partnerships on all levels. Examples of transportation enhancement activity: (relationship to the intermodal system may be one of function, proximity or impact) * bikeways:.fuf►ctio» * removal of outdoor advertising in the viewshed of a highway : proximity * water pollution control alongside an existing highway: impac! Ten categories of transportation enhancement activities: 1. provision of facilities for pedestrians and bicycles 2. acquisition of scenic easements and scenic or historic sites 3. scenic or historic highway programs 4. Landscaping and other scenic beautification 5. historic preservation 6. rehabilitation and operation of historic transportation buildings, structures or facilities (including historic railroad facilities and canals) 7. preservation of abandoned railway corridors (including the conversion and use thereof for pedestrian or bicycle trails) 8. control and removal of outdoor advertising 9. archaeological planning and research 10. mitigation of water pollution due to highway runoff