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HomeMy WebLinkAbout2003 04-08 CC ADJ AGENDA PKTAGENDA OF THE ADJOURNED REGULAR MEETING COUNCIL WORKSHOP LARGE CONFERENCE ROOM CIVIC CENTER 1243 NATIONAL CITY BOULEVARD TUESDAY — APRIL 8, 2003 - 3:00 P.M. OPEN TO THE PUBLIC 1. Financing: Main Fire Station 108 Loan PUBLIC ORAL COMMUNICATIONS (Five -Minute Time Limit) NOTE: Pursuant to State Law, items requiring Council action must be brought back on a subsequent Council agenda unless they are of a demonstrated emergency or urgent nature. ADJOURNMENT Adjourned Regular Meeting of the Joint CDC and Planning Commission - Vision Statement Workshop — Tuesday, April 8, 2003 — 4:00 p.m. Next Regular City Council Meeting — Tuesday, April 15, 2003 - 6:00 p.m. - Council Chambers, Civic Center TAPE RECORDINGS OF EACH CITY COUNCIL MEETING ARE AVAILABLE FOR SALE AND TO LISTEN TO IN THE CITY CLERK'S OFFICE VY\ O AGENDA OF THE ADJOURNED REGULAR MEETING OF THE CITY COUNCIL, COMMUNITY DEVELOPMENT COMMISSION & PLANNING COMMISSION JOINT VISION STATEMENT WORKSHOP TUESDAY, APRIL 8, 2003 - 4:00 P.M. MARTIN LUTHER KING JR. COMMUNITY CENTER Southern Conference Room 140 EAST 12TH STREET OPEN TO THE PUBLIC 1. VISION — THE FUTURE OF NATIONAL CITY NOTE: Pursuant to State Law, items requiring Council action must be brought back on a subsequent Council agenda unless they are of a demonstrated emergency or urgent nature. ADJOURNMENT Next Regular City Council Meeting - Tuesday, April 15, 2003 at 6:00 p.m. Next Regular Community Development Commission Meeting — Tuesday, April 15, 2003 at 4:00 p.m. Next Regular Planning Commission Meeting - Monday, April 21, 2003 at 6:00 p.m. — Council Chambers, Civic Center TAPE RECORDINGS OF EACH CITY COUNCIL MEETING ARE AVAILABLE FOR SALE AND TO LISTEN TO IN THE CITY CLERK'S OFFICE Community Development Commission of the City of National City April 8, 2003 WORKSHOP ITEM NO. 1 TO: CHAIRMAN AND BOARD MEMBERS FROM: PAUL DESROCHERS, EXECUTIVE DIRECTOR SUBJECT: REPORT: VISION WORKSHOP The attached report is from the Community Development Commission's Consultant Dr. Rebecca Morales. Her report and presentation is a compilation of interviews that she has conducted over the past three months. Today's workshop provides the opportunity to explore new redevelopment opportunities in the city. After introductions Dr. Morales will present a Power Point Presentation based on her interviews. At the conclusion of the presentation a discussion period will follow with all present participating. Staff will attempt to record the comments on butcher paper. A large map of the city will be used to visualize ideas. At the end of the discussion direction should be given to staff to: 1. Continue Discussion: Hold a community workshop; conduct a charrette with area urban experts and report back by June 30th to both Commissions with an action plan and priorities. OR 2. Prepare Report: Direct staff, as a result of this workshop, to prepare a report and priority list of programs and projects that can be accomplished over the next two to three years. Community Development Commission Agenda Item No. 1 April 8, 2003 Page 1 of 1 ENVISIONING A NEW NATIONAL CITY Ideas for the future of the City A compilation of ideas from the visioning process initiated by the City of National City Mayor, City Council, and Community Development Commission Spring, 2003 VISION STATEMENT CITY OF NATIONAL CITY Purpose The purpose of this workshop is to provide participants interviewed during a visioning process a summary of their ideas for discussion and adoption. The objective is to develop a coherent vision of the future of National City. The Vision Statement will then be presented to the community through a series of community meetings, and reviewed by planning, architectural, and engineering experts. The final document, intended to act as a blueprint for developing a comprehensive Redevelopment program and for establishing priorities for the City's Master Plan will be presented to the Mayor and City Council. Dr. Rebecca Morales prepared this material with the assistance of Raul Carrillo and the staff of the Community Development Commission of National City. Overview In November 2002, the residents of National City elected a new Mayor and a slate of City Council members that reflected the diversity of the population. It was a historic occasion that gave rise to an opportunity to rethink the identity of the City and how it might grow in the future. This Vision Statement reflects a part of the process of envisioning that began with inauguration of the new administration and will continue through implementation of the ideas. On March 13, 2003, Mayor Nick Inzunza presented his State of the City titled Reinventing National City in which he identified 10 goals toward improving livability: Improve public services: (1) New fire station; (2) New library; and (3) New South County Arts Center. Increase access to higher education: (4) Education Village. Encourage private redevelopment: (5) Wal-Mart. Create a vibrant waterfront: (6) South County Aquatic Center. Enhance the commercial centers: (7) Filipino Village; and (8) Highland Avenue corridor. Increase home ownership opportunities (9) Condo conversions, new development, in -fill, preservation; and Create neighborhoods we can be proud of: (10) Neighborhood Councils. 1 This document builds the ideas of the Mayor as well as the City Council, Community Development Commission, City staff, and community and business leaders. The ideas have been summarized for presentation at a workshop April 8, 2003, at 4pm in the Martin Luther King Community Center. The following persons comprise the list of workshop invitees. This group combines those who were interviewed with others representing diverse points of view: Mayor Nick Inzunza Vice Mayor and Councilman Frank Parra Councilman Ron Morrison Councilman Luis Natividad Councilman Fideles Ungab Paul Desrochers, Ex. Dir. Community Development Commission Park Morse, Acting City Manager Randy Kimble, Fire Chief Roger Post, Planning Director George Baca, Planning Commissioner Ann Campbell, City Librarian Alma Graham, National School District Bill Kinney, Provost, Education Village Carl Jackson, National City Chamber of Commerce Ditas Yamane, Filipino Chamber of Commerce Robert Villareal, Hispanic Chamber of Commerce Weldon Donaldson, Mile of Cars Association Scott Lowther, NC Collaborative Roger Cazares, Pres./CEO MAAC Project Fr. Emmet Farrell, St Anthony's Catholic Church Mother Patricia, St. Mathew's Episcopal Church Richard Mason, Crown Cove Aquatic Center Glen Brandenburg, Mission Bay Aquatic Center Michael Stepner, Urban Planner Patrick O'Connor, Landscape Architect 2 GOALS The following are the expressed goals of the "new" National City: GOALS • A sense of pride among all who live and work in the City • An improved quality of life for residents o Affordable housing o Civic, educational, cultural, recreational, and economic opportunities • Vibrant and prosperous commercial districts reflecting the City's diversity and heritage • A framework for development and redevelopment with private sector cooperation in planning and implementation GOAL 1 — Community Pride National City has changed dramatically over the last few decades. During this time it has matured in size and stabilized, and has become increasingly diverse reflecting the influence of Asian and Latin cultures. The average person is of moderate means, and a renter facing a housing shortage. To address these issues and foster community ownership and pride, twelve Neighborhood Councils are proposed. They will provide the residents a role in overseeing the quality of life in their communities. The Councils will have access to City officials through monthly meetings to assure accountability, for jointly maintaining the environment, and to develop community -wide activities such as street fairs and block parties. • Diversity Established in 1887, National City has grown in population from 1,086 in 1900 to 54,260 in 2000. The City is bounded in all directions and limited in size to 8 square miles of land. It is characterized by: o Stable population • 1990 = 54,249 persons • 2000 = 54,260 persons o Demographics Race and Ethnicity 1980 1900 2000 Hispanic 18,708 26,914 32,053 38.4% 49.6% 59.1% White 19,680 14,080 7,653 40.4% 26.0% 14.1% Asian/Pacific Islander 6,146 8,990 10,551 12.6% 16.6% 19.4% Black 4,238 4,265 2,823 8.7% 7.9% 5.2% Other n/a n/a 1,180 2.2% Total 48,772 54,249 54,260 o Moderate Household Income • Median Household Income 2000 = $31,255 (1999$) 2000 = $23,513 (1989$) 1990 = $22,483 (1989$) o Primarily Renters (2000) • Renter occupied housing units = 65% • Owner occupied housing units = 35% o Low Vacancy Rate (2000) • Renter vacancy rate = 2.3% • Homeowner vacancy rate = 0.5% • Neighborhood Councils The twelve proposed Neighborhood Councils are identified accordingly: o Bay Side o El Pueblo o El Toyon o Civic Center o Central City o Summercrest o Manchester o West Side o The Park o Olivewood o Granger o Sweetwater Heights 4 GOAL 2 — Quality of Life The social and physical infrastructure of the City has not kept pace with the needs of the residents. To make the City more livable, two key issues must be addressed: (1) making housing more available and affordable for both renters and owners; and (2) improving the civic, educational, cultural, recreational, and economic opportunities for the entire region. • Affordable Housing Despite the relative stability of population, there is enormous fluidity in the people themselves. Because of the limited homeownership opportunities, people move out of National City when they decide to purchase. Of the housing that does exist, most was built between 1940 and 1970 (65%) and in need of repair. Some of the older housing is located in areas zoned for industry — such as the Westside -- thereby discouraging improvements. Renters face yet other problems. Absentee landlords with little incentive to maintain their units are prevalent. Renters hesitate to report the neglect out of fear of retribution — increased rents forcing them to leave. The result is spiraling degradation. There is a need for new solutions to existing problems, such as housing credit exchanges, and mixed -use commercial and residential housing. Addressing these issues requires multiple strategies: o Rental Housing Upkeep and Maintenance o Condo Conversions o First Time Home Buyer Loans o New Development/Mixed Use Fast Track for In -fill Housing • Society and Economy As National City redefines itself in response to the changing demographics and social needs, it will be providing a wide range of public services that bring new civic, educational, cultural, recreational, and economic opportunities to residents. These include a new library, fire station, Education Village, South County Arts Center and South County Aquatic Center. Together, they will broaden the skill based and entrepreneurial activities in the region. o Library National City's library not only houses books and tapes; it is a center for accessing electronic information, a place for holding meetings, a site for literacy and educational classes, and a safe space for family activities. 5 With a $6 million bond approved March 2002 and a highly competitive $11 million State grant, the City is now building a new library that will double the space devoted to library use from the current 23,000 square feet to almost 50,000 square feet. The new library will break ground January 2004 and open by mid 2005. o Fire Station The status of the fire station is currently being discussed by the city Council and will not be covered here. o Education Village This summer National City will break ground for a new Education Village that will bring higher education within reach of the residents of this community. The Education Village is a unique joint venture of the City of National City, the County Office of Education, Southwestern Community College District, and San Diego State University built with $15 million of tax increment funding and $20 million from the County Office of Education and Southwestern College in recognition that people are the City's greatest asset. The Education Village will open in less than 20 months. It will allow students from Sweetwater High School to enter Southwestern College and graduate from San Diego State University while staying in National City through a new pilot program. It will initially accommodate 8,000 students but grow to 20,000 in the future. Courses will include liberal studies, education, and psychology as well as technical degrees such as dental hygiene. The Education Village is an urban university that will house retail on -site. It is integrated with the urban revitalization of downtown through improvements to streets, sidewalks, and landscaping. It is accessible to the region by trolley and surface streets. It is adjacent to existing housing. In the future, the Education Village may accommodate a new commercial tower built with private funds. Such a building could include compatible uses such as a restaurant at the top with a view of the bay featuring food made by culinary students, or incubate small business attracted to the educational resources. o South County Arts Center The new South County Arts Center will combine adaptive reuse of the old library (to be renamed Cesar Chavez Center), along with use of the existing Martin Luther King Community Center and Kimball Bowl. It 6 could also include a new structure in the future, all devoted to advancing the performing and creative arts. It is a place where local music, theater and dance troupes can perform, where open-air film festivals can take place, where theater and the application of advanced technology to sound and lighting to enhance the arts experience can be taught in conjunction with the Education Village. It is conceived as a three-part project: • Phase 1— within the first 24 months • Paint the existing buildings • Prepare plans for renovation ■ Enclose Kimball Bowl with iron fencing • Improve signage and outdoor lighting • Invite community groups to plan use of the space • Phase 2 — within the first 36 months • Remodel and retrofit the buildings • Build a permanent stage at Kimball Bowl protected by canvas sails ■ Expand seating • Cover the seating area with awning ■ Add lighting and sound facilities • Phase 3 — beyond 36 months • Construct a new multistory administration building including a theater for performance and for teaching theater arts, and an advanced technology sound studio • Link the administrative center, Chavez Center, and MLK Community Center by fiber optic lines to the civic center complex and the education village ■ Link the arts building to the amphitheater through outdoor landscaping • Upgrade parking o South County Aquatic Center National City is the only waterfront City with limited public access to the water. The National City Marina, Pepper Park, Paradise Creek wetlands, and the Bay Shore Parkway create an opportunity to develop water -based activities for public use. Residents will be able to enjoy parasailing, sailing, canoeing, and kayaking within their own community. The Center could be a cooperative venture with Southwestern Community College District and the YMCA, and consist of a mixed -use vessel storage area, restaurant, meeting space, and classroom facility for instruction in both sports and subjects leading to technical degrees such as marine maintenance, marine technology, and environmental education in association with the Education Village. In the future, the Center could acquire sailboats for educational purposes and construct a diving tank for instruction in marine technology. o Economic Opportunities The new library, fire station, Education Village, South County Arts Center, and South County Aquatic Center will create jobs during the construction phase and later during operation. The Education Village will attract industries and enterprises catering to students or capturing their knowledge. The South County Arts Center will encourage artists and technicians skilled in the application of advanced technology to the arts. The South County Aquatic Center will develop capacities in marine related activities such as diving, marine maintenance, or environmental education. All of these new centers of intense economic activity will generate new industries in the culinary arts, theater, sound studios, boat repair, and more. In the future, spin-offs from the Education Village, the South County Arts Center, and South County Aquatic Center could require the development of industrial incubators, an industrial park or artist lofts to retain the activities in National City. GOAL 3 — Commercial Diversity and Heritage The commercial center of National City has shifted from historic downtown to the vibrant Highland Avenue and Plaza Blvd. areas catering to growing Mexican and Filipino communities. Downtown now has the feel of neglect while Highland and Plaza are products of growth lacking cohesion. These areas require attention to strengthen them as regional destinations that celebrate the City's heritage and diversity. At the same time, new commerce is slated for the waterfront and throughout the City in response to the growth potential of the region. The revitalized older areas and new development bring in tax dollars that support the investments in social and physical capital needed to redefine National City. • Downtown Historic downtown National City marks a major entrance into the City and center of commerce for the new Education Village. Plans to improve the signage, streets, sidewalks, landscaping, and storefronts along Seventh and Eight Street are currently underway. The business owners are meeting to 8 consider creating a Business Improvement District (BID) that will finance the improvements and design a focused marketing campaign. • Waterfront Marina Gateway Place is situated just west of Interstate 5 at the Bay Marina exit and within walking distance of the future marina and proposed South Bay Aquatic Center. It is conceived as a mixed -use development incorporating a hotel, live/work units, retail, restaurants, and offices. The Community Development Commission is seeking one or more developers to partner with them on this project. Additional considerations for development in the Marina Gateway area include a retail outlet mall and shifting the use of Port land from manufacturing to retail and commerce. • New Commerce As testament to the solid investment opportunities offered by National City, Wal-Mart will open its new 140,000 square foot facility this year in the heart of the City. Located at the crossroads of Highland and Plaza, it will be an anchor for regional commerce. An example of an older business reinvesting in the city is Motivational Systems Inc., in the Marina Gateway area. To welcome businesses and visitors to the City is the new Downtown Chamber of Commerce and Visitors Center. This active outreach to new businesses is creating a positive investment image. • Highland Highland Avenue is a vibrant commercial artery that transects the City and serves the region's diverse communities. Emphasis on the culturally unique cultural urban environment of the corridor through selective improvements will increase investment and commerce. The Highland corridor consists of three distinct areas: o Cocina Mexicana — E. 22nd St. to 14th St. This is a restaurant intensive segment known for regional favorites and Mexican specialties. Recognizing it as an area of Cocina Mexicana through signage, banners, and storefront and streetscape improvements and encouraging alfresco dining and pedestrian usage will enhance commerce on this portion of Highland. • Mark the entry at E. 22" a St. with a sign over the street, distinctive lighting, a fountain on the northeast corner, and a mina-park/eating plaza on the southeast corner. • Mark the entry at E. 14th St. with a sign. • Line both sides of the street with banners, lighting, street furniture, landscaping (remove overhead poles — create a Business Improvement District), develop a color scheme, provide exterior paint, encourage distinctive signage, and use of the sidewalk for diners and pedestrians. • Encourage shops and crafts that have the feel of intimate Mexican retail sidewalks, streets and alleys. o El Pueblo — E. 8th St to E. 2nd St. This segment of Highland consists of small stores and businesses that service the surrounding community. Reinforcing the feel of El Pueblo will include developing a color scheme, providing exterior paint, and encouraging distinctive signage through the leadership of a Business Improvement District. o Intersection of Highland and Plaza This critical intersection marks the heart of the new commercial areas and cross roads of cultures. Overhead signs, art, cross -walk treatment paving and other distinctive features should demarcate it. • Filipino Village — Plaza Blvd. from N Avenue to 1-805 National City is a major destination for the Filipino community of the broader San Diego region. Acknowledging the contributions of this population is a three -staged process: creating a Filipino Village; developing a promenade into the Village; and constructing a community center and Mercado. o Center for Shopping (first 24 months) Plaza Blvd. from N Avenue to I-805 is already a distinctive Filipino commercial center. Creating a Filipino Village atmosphere will strengthen its appeal to the people of all backgrounds in the region. 10 • Develop distinctive signage • Landscaping • Facade improvement • Color schemes • Create a Business Improvement District • Rename N. Ave. to EDSA Street (Epifanio de los Santos Avenue — a historically prominent street in Manila) o Promenade The south side of Plaza from Palm to N Ave. is an important entrance into the Filipino Village. It should be developed into a promenade that includes a memorial wall honoring Filipino veterans, an orchid garden, recognition of Dr. Jose Rizal, and a place for leisure activities such as dominoes. • Develop a promenade lined with palm trees • Include lighting, street furniture, and domino tables • Create an orchid garden surrounding the bust of Dr. Jose Rizal • Construct a stone wall into the hill engraved with the names of Filipino veterans o Community Center and Mercado (beyond 36 months) Filipino cultural activities will be encouraged in the future through development of a Community Center and Mercado located at the north end of EDSA Street off Plaza Blvd. • Creating a Destination All of the new commercial areas will be enhanced by distinctive improvements that augment their character. Attention to entrances into the City and commercial centers says: "You've arrived!" Providing special treatment for critical arteries such as Pla7a and 8th that carry traffic from one freeway to the other, and D Ave. that brings people to the South County Arts Center provides rhythm and flow. Color schemes distinguishing one area from another creates variation. Pedestrian friendly use of sidewalks creates intimacy. Use of overhead walkways link sections of the City that are currently hard -to -reach by foot (such as the Marina) with the residents. And marketing plans that involve business outreach, advertising -- in particular, working with Univision in ad swapping space on public busses for commercial time, and developing outreach campaigns in popular presses such as Penny Saver, Star News, 11 Filipino newspapers, and El Latino (Has visitado National City? Has visto to que to ofrece?) -- and publishing a local directory along with a timetable of events will help establish the City as a destination. o Signs o Entrances o Intersections o Use of Street o Use of Color o Banners o Benches o Boxes o Details o Language/ Culture o Overhead Walkway o Marketing GOAL 4 — A Framework for Development and Redevelopment The Vision statement is intended to guide the City as it redefines itself along many levels: the nature of civic engagement by residents; the role of businesses in the City's development; the City's priorities for redevelopment and development; and the relationship between the City and the private sector in guiding growth. • Form Neighborhood Councils The creation of Neighborhood Councils will allow residents to have a role in overseeing the quality of life in their communities. The Councils will have access to City officials through monthly meetings: They are intended to create community pride and ownership and assure that City departments are accountable to the residents. The Councils will be jointly responsible the City for maintaining the environment and developing community -wide activities such as street fairs and block parties. Twelve Neighborhood Councils have been tentatively defined. These must be confirmed and established as recognized entities. o Designation and Formation o Activities — celebrations, clean-up days, Town Hall Meetings • Form Business Improvement Districts (BIDs) BIDs should be created in downtown, along Highland, and in the Filipino Village to direct and fund the nature of future growth. 12 • Develop Marketing Plans The BIDS in conjunction with the various Chambers of Commerce should develop plans to market and promote National City. • Establish Priorities for Redevelopment and Development Re-examine the Master Plan to assure it supports the desired development of the future (e.g. re -zoning from industry to housing where necessary), and establish a program for redevelopment. Next Steps • Neighborhood Meetings • Charette with Planning, Architectural, and Engineering Experts • Final Report to Mayor and City Council 13