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HomeMy WebLinkAbout07/28/00 BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM July 28, 2000 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: ALAN TAN ANAGER SUBJECT: GENERAL INFORMATION 1. As you know, your recommendations to the Board of Supervisors went 0-1-1 (in sports terminology) this week. Vice-Mayor Carson presented your artfully crafted recommendation on the Borba dairy issue, to no avail. 2. The visitation to new ball parks went well and was very useful. I believe Mayor-Elect Hall found it to be a beneficial experience, also. After doing some cost estimating to see what we might be able to build, it would be a good thing to take a Council/Redevelopment board delegation to, at least, one of these facilities. It is something you can't fully appreciate until you have seen the dynamics at work. 3. The universal collection issue has had better pre-meeting talk than ever before. The County staff made a strong presentation and positive recommendation. We hope that next Wednesday, it is voted in. Beware, however, another month delay, or so, would mean it would miss the tax cycle and lose a year. Some speakers were supportive of universal collection, but not placing the charge on the tax bill. Collection and pricing difficulties could cause delay, if that were considered. Remember, they have never voted no - it's just been postponed for a year at a time! 4. The best laid plans - our resource city delegation was scheduled to go on the first exchange to Ulanbataar on September 7th. Recent national elections voted in the Communist party, nearly a decade after they were removed. The visit is, at least, postponed, if not cancelled. 5. Responses to requests from Councilmembers are enclosed, as follows: Carson · Correspondence to citizen who presented petition regarding request for installation of traffic signal at Truxtun Avenue/Truxtun Plaza West; · Status of setting a meeting regarding Planz Road sump issue; · The funding issue for southeast lighting has been referred back to the Budget and Finance Committee; Public Works has provided the attached information on the upgrading of lighting in that area over the past two years. Honorable Mayor and City Council July 28, 2000 Page 2 DeMond · Status on proceeding with the Halferty Development project and contact the citizens requesting input; · Staff to monitor drainage problems at Homemaker Park and also near Joshua Park location; Maggard · Set meeting with Kern County and District Attorney regarding expansion of the City graffiti program and review whether language improvements could be made to increase the criminal penalty for graffiti (joint response from Public Works/City Attorney). Couch · Permits for transient outdoor businesses referred to Legislative and Litigation Committee for review; · Response to Aera Energy regarding process for renaming of street; · Riverlakes Ranch request regarding access onto Coffee Road and park located at Coffee and Olive; · Information provided regarding ezgov.com; · Contact citizen regarding safe route for students traveling to Liberty High School on Jewetta Avenue; · Contact citizen regarding concern on sale and use of fireworks; · Investigate citizen concern regarding greenbelt in front of The Gardens subdivison; · Preparation of letter regarding the Shellabarger Road issue; · Status report on the ice rink project; · Provide names of private groups paying pool fees and attendance calculations, along with information on the process used for formulating attendance calculations; · Staff to meet with GET regarding proposal for traffic signal preemption; · Status of request for a joint City/County Planning Commission meeting; · Feasibility of a north beltway alignment; · Information regarding the deadline for an advisory vote on the City Center project, as well as special election guidelines; · Staff review of possible uses for traffic impact fees no longer needed for system approach study; · Assessment district notification process referred to Urban Development Committee. Sullivan · Staff to investigate condition of sumps at Campus Park North and South. Honorable Mayor and City Council July 28, 2000 Page 3 Salvaggio · Provide response to Reader's Digest article regarding stadium financing; · Provide information regarding financing for the GEAHI senior housing project north of Central Park; · Provide Planning Department's recommendation on the proposed bicycle motorcross race track and the date the BZA hearing will be held; · Repair pothole on Jonah Street, south of Pacheco Road. AT: rs cc: Mayor-Elect Harvey Hall Department Heads Pamela McCarthy, City Clerk Trudy Slater, Administrative Analyst BAKERSFIELD PUBLIC WORKS DEPARTMENT 1501 TRUXTUN AVENUE BAKERSFIELD, CALIFORNIA 93301 (661) 326-3?24 July 27, 2000 RAULM. ROJAS, DIREL-~OR'CITYENGINEER Mr. Charles F. Haberkern Executive Director Comprehensive Blood & Cancer Center 6501 TRUXTUN AVENUE BAKERSFIELD, CA 93309 Re: FUTURE TRAFFIC SIGNAL ON TRUXTUN AVENUE AT TRUXTUN PLAZA WEST. Dear Mr. Haberkern: I received a copy of the petition you presented to the City Council last week requesting the installation of a traffic signal at the intersection of Truxtun and Truxtun Plaza West. Traffic Engineering had studied this intersection in January 1997 and determined that the location met State of California warrants, or criteria, for a traffic signal. No funding was available that year for construction of a signal so the location was added to our growing list of future signal locations. As funding becomes available, warranted signal locations are built with those having high traffic volumes and accidents given primary consideration. The intersection of Truxtun at Truxtun Plaza West is experiencing growing traffic volumes and a potential for accidents as that traffic volume increases. The intersection is now one of several locations that are high in priority but without funding. There may be funds available later this year that can be directed to this project for design and construction. At this time, that prospect for funding looks good and we are proposing this signal project as one of several priority projects. I thank you for your work and encouragement for this project. Please call me if I can be of further help to you, or if you have other questions regarding traffic, at 326-3959. Very truly yours, Raul M. Rojas Public Works Director by Stephen L. Walker Traffic Engineer cc: Traffic Engineering City Manager's Office P:\DATA\WP~2000\VVF0018536,TruxtunPlaza Signal. Ltr.ref.wpd BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ~,/, ALAN TANDY, City Manager /~' FROM:~-~/~/,RAUL ROJAS, Public Works Director DATE:~'~ h~"~'"' July27, 2000 SUBJECT: PLANZ ROAD SUMP Council Referral WF0018543 / 001, Carson Councilmember Irma Carson requested staff set up a meeting to discuss the Planz Road sump issue. Councilmember Carson is currently out of town, and staff has not yet been able to contact her to arrange a meeting. However, Councilmember Carson is expected to be available next week, and staff is anticipating meeting with her at that time to discuss the sump issue. cc.' Jacques R. LaRochelle, Engineering Services Manager tdw:S:\TED~2000memo\072700at.wpd City of Bakersfield *REPRINT* REQ/JOB: WF0018543 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/ 00 CREW: TIME PRINTED: 9:01:14 SCHEDULE DATES LOCATION: $'r~U~T:~ 7~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: CARSON ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: PLANZ ROAD SUMP REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS*** CARSON REQUESTED STAFF SET UP A MEETING TO DISCUSS THE PLANZ RD. SUMP ISSUE. Job Order Description: PLANZ ROAD SUMP Cat~gory: PUBLIC WORKS TasK: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: RAUL M. ROJAS, PUBLIC WORKS DIRECTOR /~ ~ DATE: JULY 26, 2000 SUBJECT: SOUTHEAST LIGHTING City Council Referral No. WF0018544 / 001 Councilmember Irma Carson requested the southeast lighting issue be referred back to the Budget & Finance Committee for review and requested funding for the completion of the entire project. General Services staff has recently completed upgrading the street lighting in two areas of southeast Bakersfield. There have been several projects to upgrade street lighting in this area over the past few years. The two most recent projects added street lights in the Union 10 and Casa Loma annexation areas. The attached map shows the locations of the additional street lights, 16 within the Union 10 area and 52 within the Casa Loma area. With the addition of these street lights, these areas now meet or exceed the minimum street lighting standards as outlined in the Subdivision Design Manual. As time is available over the next several months, staff will be surveying other areas to see if additional lighting is needed. Attachment G:~G ROUPDAT~Referrals~Carson~Southeast LightingWF0018544.wpd / ,, , ,, ~ , .,: ;"!I ~ /;'")? :/ .,:.,,!. · ~..: j' . ~' :,,: (~.,'/; .ii~ i , ,.''.,~b .'; ~ : "". " .' , ',,',!'-.'!'!: '.",":i ., ',, .. : .... '-.~:,'h_'. . I. ~ ,' i "'-' "' BRUN ', ,:,~ · , .... :: ~ Ii ! i " '~-. · ~ .?,~ ......... ~.. ,.' :,'. ,,.,- _ .* ~-. ~-'-,.~"" ~"'PLANZ , ;; ................. ', '. .'.:.'L ..'. ~.~ ,, ....... ~. .~ ,... !,~: ~ ~""~ 'WHITE City of Bakersfield *REPRINT* ,~' WORK REQUEST PAGE 1 REQ/JOB: WF00185 4 / 001 PROJEC?: DATE PRINTED: 7121 00 REQUEST DATE: 7/19/ CREW: TIME PRINTED: 9:01:06 SCHEDULE DATES LOCATION: $'l'~n~'l': /~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7727/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: CARSON ORIGIN: CITY COUNCIL REFERRAL USER ID: RBAR_NHAR WORK TYPE: REFERRAL DESCRIPTION: SOUTHEAST LIGHTING REQUEST COMMENTS ***REFERRAL TO BUDGET & FINANCE COMMITTEE*** CARSON REQUESTED THE SOUTHEAST LIGHTING ISSUE BE REFERRED BACK TO THE BUDGET & FINANCE COMMITTEE FOR REVIEW AND REQUESTED FUNDING FOR THE COMPLETION OF THE ENTIRE PROJECT. Job Order Description: SOUTHEAST LIGHTING Cat~gory: BUDGET & FINANCE COM. Task: . · RESPONSE TO REFERRAL Assigned Department: BUDGET & FINANCE COM START DATE / / COMPLETION DATE / / MEMORANDUM REC !¥ ;ITY MANAGErq'S July 27, 2000 TO: ALAN TANDY, CITY MANAGER FROM: ,~"YANLEY C. GRADY, PLANNING DIRECTOR SUBJECT: COUNCIL REFERRAL #WF0018539 MING AVENUE DEVELOPMENT PROJECT - COUNCILMEMBER DEMOND Staffhas contacted both the citizens requesting input and the applicant to resolve the citizens' concerns. If this resolution requires any change to the conditions of approval, staff will insure all changes are contained in the City Council staff report. SCG:pah 'City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018539 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: . 8:58:48 SCHEDULE DATES LOCATION: ~T~U~'I': 7~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: DEMOND ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: MING AVENUE DEVELOPMENT PROJECT REQUEST COMMENTS ***REFERRAL TO DEVELOPMENT SERVICES*** DEMOND REQUESTED STAFF PROCEED WITH THE HALFERTY DEVELOPMENT PROJECT AND CONTACT CITIZEN'S REQUESTING INPUT INTO THE PROJECT. STAFF TO REPORT BACK TO COUNCIL PRIOR TO THE GPA HEARING SCHEDULED FOR AUGUST 16, 2000. Job Order Description: MING AVENUE DEVELOPMENT PROJECT atpgory: DEVELOPMENT SERVICES asK: RESPONSE TO REFERRAL Assigned Department: DEVELOPMENT SERVICES START DATE / / COMPLETION DATE / / BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: ~'~,R/,AUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE:~1~ JULY 27, 2000 SUBJECT: DRAINAGE PROBLEMS NEAR JOSHUA PARK Council Referral Record #WF0018557/001 Councilmember Patricia DeMond requested staff look at Homemaker Park and the water drainage problems near the Joshua Park location. Staff has surveyed the area for water drainage problems. No drainage problems were readily apparent due to the dry conditions of the season. Therefore, staff will continue to investigate problems with drainage in this area. G:~GROUPDA'13Referrals~DeMond~HomemakerWF0018557.wpd City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018557 / 001 PROJECT: DATE PRINTED: 7~2~00 REQUEST DATE: 7/1~/00 CREW: , TIME PRINTED: 8:56:08 SCHEDULE DATES LOCATION: ~'I'A~T: '/~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: DEMOND ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: DRAINAGE PROBLEM NEAR JOSHUA PARK REQUEST COMMENTS ~ ***REFERRAL TO PUBLIC WORKS*** ~ DEMOND REQUESTED STAFF LOOK AT HOMEMAKER PARK AND THE WATER DRAINAGE PROBLEMS NEAR THE JOSHUA PARK LOCATION. Job Order Description: DRAINAGE PROBLEM NEAR JOSHUA PARK Category: PUBLIC WORKS Task: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / MEMORANDUM July 27, 2000 TO: HONORABLE MAYOR AND CITY COUNCIL FROM: BART J. THILTGEN, City Attorney SUBJECT: Graffiti Abatement- Referral No. WF0018541 During the City Council meeting of July 26, 2000, Council member Maggard referred to the Public Works Department and the City Attorney requests to (1) set up a meeting with Kern County and the District Attorney regarding expanding the City's Graffiti Abatement Program with the County; and (2) review whether language improvements could be made to increase the criminal penalty for graffiti. (1) It is our understanding that the requested meeting is in the process of being scheduled by the Public Works Department. The City Attorney's Office will have a representative at such meeting(s); and (2) regarding whether criminal penalties could be enhanced, two areas must be viewed. First, City of Bakersfield Municipal Code section 9.36.080 provides that a violation of our graffiti ordinance "... is a misdemeanor subject to all penalties set forth in the Penal Code of this state and in Section 1.40.010 of the Bakersfield Municipal Code." Bakersfield Municipal Code section 1.40.010 is the "General Penalty" section, which provides that a ' violation of the Code is either an infraction or a misdemeanor, with maximum penalty for a misdemeanor consisting of a fine of $500, or imprisonment in the county jail for six months, or both. The incarceration portion of this penalty is the maximum allowed by state law (Penal Code section 19). The fine portion is one-half the maximum allowed. If the Council desired to enhance the fine allowed by the Bakersfield Municipal Code, an ordinance amendment would be necessary. However, such an ordinance amendment is not mandatory for the imposition of maximum fines or incarceration. Penal Code section 594 (Vandalism) provides for substantial fines depending upon the amount of damage to property that was done by the vandal. (Greater than $50,000 damage subject to one year in state prison or $50,000 fine, or both; greater than $5,000 up to $50,000 damage subject to one year in the county jail or $10,000 fine, or both; greater than $400 up to $5,000 damage subject to one year in county jail or $5,000 fine, or both; less than $400 damage subject to six months in county jail or $1,000 fine, or both.) In addition, not as an alternative charge but cumulatively, Penal Code section 640.6 provides for a "progressive" system of fines, incarceration, and required community service (graffiti removal) specific to graffiti offenders, including participation by parents of a minor found to be an offender in the community service unless S:\COUNCIL\Referrals\Graffiti Abatement Program.wpd !" ~'i ..... ' CITY MANAGER'S HONORABLE MAYOR AND CITY COUNCIL · July 27, 2000 Page 2 the court deems such participation inappropriate based on the circumstances. The fines under this section range from $250 to $3,000. Incarceration ranges from zero to one year in the county jail. Community service ranges from 48 hours to 600 hours. In addition, the court may order the offender to undergo counseling. It must be noted that the above cited penalties are applicable if the city or county has adopted a graffiti abatement program as defined in Penal Code section 594. Since the above provisions are state law, the City of Bakersfield is preempted from imposing penalties for the same crime in excess of that established by the Legislature. The Legislature could, if it desired, amend these provisions. However, since Penal Code section 594 was most recently amended in 1999, which included specific provisions effective in 2002, it is doubtful such an amendment would occur at this time. The second area deals with whether the prosecution or the courts are able to seek or impose, respectively, the full extent of penalties authorized by the state law. This area is one which will be discussed at the meeting which is being scheduled. As indicated above, the extent of penalties which may be imposed are dependent upon whether the city or county has adopted a graffiti abatement program in accordance with Penal Code section 594. Obviously, the City of Bakersfield has a program, but at this time, it is unknown whether the County of Kern has adopted and implemented such a program. It is our understanding the meeting requested to be scheduled deals with this issue and the potential for incorporation into theCity's program some of the County's jurisdiction situated in the metropolitan area, BJT:laa cc: Alan Tandy, City Manager Raul Rojas, Public Works Director Eric Matlock, Chief of Police Ginny Gennaro, Deputy City Attorney S:\COUNClL\Refcrrals\Graffiti Abatement Program.wpd ALAN TANDY', CITY MANAGER BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM DATE: JULY 27, 2000 TO: _,,j~ ~. ALAN TANDY, CITY MANAGER FROM:~ RAUL M. ROJAS, PUBLIC WORKS DIRECTOR SUBJECT: GRAFFITI ABATEMENT PROGRAM City Council Referral No. Wf0018541/001 COUNCIL REQUEST/REFERRAL: "Councilmember Mike Maggard requested staff set up a meeting with Kern County and the District Attorney regarding expanding the City's Graffiti Program with the County. Maggard also suggested improvements to the language for criminal charges to increase the penalty for this type of crime." RESPONSE: Staff is working with County staff to set up a meeting regarding graffiti removal and enforcement during the week of August 14th. c: Joe Lozano, Public Works Operations Manager Brad Underwood, General Services Superintendent G:~GROUPDATUReferrals~laggard~WF0018541 .ref. wp<J ~ ~ City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018541 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 9:01:31 SCHEDULE DATES LOCATION: ~'i'Al<'i': ~19~00 LOCATION ID: ZIP CODE: COMPLETION: 27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: MAGGARD ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: GRAFFITI ABATEMENT PROGRAM REQUEST COMMENTS ***DUAL REFERRAL TO PUBLIC WORKS & CITY ATTORNEY** MAGGARD REQUESTED STAFF SET UP A MEETING WITH KERN COUNTY AND THE DISTRICT ATTORNEY REGARDING EXPANDING THE CITY'S GR3%FFITI PROGR3%M WITH THE COUNTY. MAGGARD ALSO SUGGESTED IMPROVEMENTS TO THE LANGUAGE FOR CRIMINAL CHARGES TO INCREASE 'THE PENALTY FOR THIS TYPE OF CRIME. Job Order Description: GRAFFITI ABATEMENT PROGRAM at~gory: PUBLIC WORKS asK: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS ~TART DATE / / COMPLETION DATE / / BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM July 26, 2000 TO: Councilmember Couch FROM: John W. Stinso~stant City Manager SUBJECT: Referrals dated 7/19/00 The following are staff responses to the referrals made by you on 7/19/00. #1 Question: Request to refer issue of permits for transient outdoor business to ' Legislative and Litigation Committee for review. Response: This issue will be referred and reviewed by the Committee. #2 Question: Correspondence from Aera Energy regarding process for renaming " "Forum Way" to "Aera Oaks Way." Response:. There will need to be a change to the street naming policy to allow the requested name change to occur. Development Services staff has provided correspondence to Aera and a memo explaining the need to a policy change. #3 Question: Request by Riverlakes Ranch regarding access onto Coffee Road and park located at Coffee and Olive. Response: This item was referred previously on 6/28/00. Public Works will schedule a meeting with you to discuss this issue. #4 Question: What does the company ezgov.com do? Response: Staff has prepared a memo that explains the kind of internet services Application Service Providers (ASP's) like ezgov.com provide. #5 Question: Correspondence from Kevin Silberberg regarding creating a safe route for students traveling to Liberty on Jewetta Avenue. Response: Public Works has contacted Mr. Silberberg and prepared a memorandum in response to Mr. Silberberg's request. Councilmember Couch July 28, 2000 Page 2 #6 Question: Concern byVickie Pennington regarding fireworks. Response: I contacted Vickie Pennington and spoke with her regarding her concerns. She indicated she did not think the city should allow the sale or use of fireworks and needed to do a better job of enforcing codes relating to illegal fireworks. She was concerned about the potential for fires and damage to other people's property. She said 'she simply wanted to make Councilmembers aware of her concern and that she appreciated my call. She indicated you did not need to contact her any further regarding the matter. I also discussed her comments and concerns with the Assistant Fire Chief Kirk Blair who will be contacting her regarding her enforcement concerns. #7 Question: Correspondence from Ray Clanton regarding thegreenbelt in front of "The Gardens" subdivision. Response: Recreation and 'Parks has determined that the area referred to in the letter is maintained by the North Bakersfield Recreation and Park District. Staff has contacted the district and made them aware of Mr. Clanton's concerns. #8 Question: Public Works to prepare a letter regarding Shellabarger Road. Response: Public Works staff will schedule a meeting with you to review the proposed draft when you return from the League meeting. #9 Question: Request for status report in ice rink project for Council Action. Response: An administrative report on this issue has been prepared for Council consideration the August 16, 2000 council meeting. #10 Question: Request that staff provide the names of the private groups who will be paying pool fees and the attendance calculations. Also provide information on the process used for formulating attendance calculations. Response: The specific participants who intend to participate in the proposal have yet to be determined. Recreation and Parks has prepared a response which is attached. Staff will provide more specific information to the Council when it becomes available. Councilmember Couch July 28, 2000 Page 3 #11 Question: Request that staff meet with GET regarding their proposal for traffic signal preemption. Response: Public Works staff is scheduling a meeting with GET. A memo from the department is attached. #12 Question: Request that staff look into setting up a joint City/County Planning Commission meeting to discuss mutual concerns. Response: Development Services department has provided a memorandum in response to your request. #13 Question: Request that the Planning Commission look into the feasibility of a ~ north beltway alignment. Response: Public Works has prepared a response to your request. #14 Question: Request that staff advise you of the deadline regarding an advisory vote on the City Center project for the General Election as well as any special election time lines. Response: The City Manager has provided a memo regarding your request including deadline dates and election costs. #15 QueStion: Request that staff review possible uses for $200,000 in traffic impact fees no longer needed for systems approach study. Response: Public Works staff has prepared a memo in response to your request which recommends these funds return to fund balance for future use with scheduled transportation projects. #16 Question: ' Refer assessment district notification process to Urban Development Committee for review. Response: This issue will be referred and reviewed by the Committee. Sent By: BAKFD CTTY CLERK; 661 323 3780; Jul-6-O0 3:57PM; Page 1/1  TO: DAVID, COUCH FAX# 327-9417 FROM: CITY' CLERK'S OFFICE B A K E R S F [ J~ L DOffic~-328.3767 Fax-661 32.~-~780 June 22,2000 David Couch Council Member, Ward 4 City of Bakersfield / 1501 Truxtun Avenue Bakersfield, CA 93301 Dear David: As we discussed on June 19, Aera Energy LLC would like to pursue changing the name of the street to the east of our Bakersfield office from "Forum Way" to "Aera Oaks Way." (Aera Oaks 'is what we call our headquarters building located at 10000 Ming Avenue.) To accommodate the proposed name change, we request a change in existing street name changing policies or as appropriate an exception to existing policies. Forum Way is approximately 1 block in length and connects Ming Avenue and Camino Media. No existing businesses or residences list a Forum Way address. We understand that this change would require the permission of the property owners and that Aera would be responsible for the fees and other costs associated with the name change. We would welcome your advice and assistance in assessing the feasibility of the proposed name change and determining appropriate next steps. We would also request additional information on the approximate costs associated with the proposed name change. Thank you very much for your consideration of this request. Sincerely, Aero ,znero. y LLC · ]0000 i~.'i~'g ~' = ?0, ,~-'- ~- ,c,,-, ~ , ..... .x, ~ ~u .... Box I i i6xl, ,, Bcl<ersfieid. CA 93389-ii 64 · (66i) uuo-~,C,~,,._, · Fox (o,.,'x~'.~ 665-5i3z..~,~ ~. RIVERLAKES RANCH MASTER ASSOCIATION cio Pacific Management Company 2131 "G" Street Bakersfield, CA 93301 July 13, 2000 Honorable David Couch, Council Member City of Bakersfield 1501 Truxtun Ave. Bakersfield, CA 93301 Re: Coffee Road Access and Park located at Coffee and Olive Dear David, The Coffee Road access issue is a very important one to our homeowners and was brought up at our last board meeting, July 11, 2000. I reported that you and I had discussed it briefly at the end of May or beginning of June, but that I had nothing further to report. I would like to give some response as to the possibility of success on this issue. For what it is worth, we understand that both the Northshore multiple family parcel remains un-sold. One of our home owners states that the sale on the Southshore parcel has fallen through. If that is so, Fruitvale Properties is the only interested party in terms of ownership. Fruitvale agreed to support access as part of changes to their specific plan. ~-~. ._.~;..~ .... Cit,j, As to the Park located at Coffee and Olive, w~.vv.~,~ told by the Attorney that as a matter of policy it should be offered to North Bakersfield Parks and Recreation first. We have done that and our offer was rejected. I therefore would like to request that the City give the matter consideration. I am certainly available at your convenience. Very truly yours, David B. Stanton, President Riverlakes Ranch Master Association cc: Board members ,~U~¢ ~L~ Pacific Management ~-g_ ~L~:2- The operative word is easy: ez§ov, com. The seamless, cost-effective, secure way for your constituents to p~y everythin§ from taxes to tickets online. Be a hero. Make government user friendly. Visit www. partner, ez§ov, com or call 1-877-ez§ov4U; With the right partner, you can streamline your government. Government transactions online, not in line. I~ '~' mzgov, com Circle No. I on Reader Service Card 8 entennial ementary chool ~',',:". ~'e U-;,~r,-"-~; ,s L.~s~'x":~ Kevin SilbCberg 15200 Westdale Dr. BOA~ OF TRUSTEES: Diana Spaulding, ~es. Principal BAKERSFIELD, CALIFORNIA 93312 Craig Por~r, VP (661) 588-6020 F~ (661) 588-6023 . Ken Meltler, Clerk John Ackland, Member Lisa Kins, Member David Couch Bakersfield City Council 1501 lruxton Ay Bakorsfiold, Galifomia ~0~ ~oar Gouncilman, ~/22/00 I am writing to you to begin the process of creating a safe route for students at Liberty High School. During the school day, students at Liberty must walk in the street to get from the comer of Birchhaven Ave and Jewetta Ave (where the sidewalk ends), to the corner of Jewetta and Brimhall (where the sidewalk begins again). This stretch is extremely dangerous as students must walk in the street to get to school. With new housing developments going on in this area, and the number of Liberty students significantly increasing in the near future, the numbers of students affected are constantly increasing: Also attached is information on AB 1475 that took effect January 1,2000. This bill is designed to give local governments grants from FHWA to develop safe access to schools. The deadline for this years contracts is September 30. As an involved Liberty parent, I hope this letter begins the process of developing either a sidewalk or pathway which would establish a safe route for our students to Liberty High School. Please accept my support and offer to help in any way. Thank you; ----~, Liberty H.S. ..... -' ~ Brimhall Rd Dr:'Kevin Silberberg ._j ~ ~-----Affected Area Principal '~ Home 587-7281 Birchhaven Ave ~_~ ~ ~-¥,0~0, Palm Ave SFPD Advisory 00-06, Safe Routes to School Funding Opportunity (... 6/22/00 12:00 PM SFPD Advisory 00-06 April 10, 2000 SUBJECT: SAFE ROUTES TO SCHOOLS FUNDING OPPORTUNITY (SR2S) Dear County and District Superintendents: AB 1475 directs the California Department of Transportation (DOT) to use Federal Highway Administration (FHWA) safety funds to develop a new program entitled "Safe Routes to Schools:" The effective dates of this new program are: January 1, 2000 - January 1, 2002 (unless extended at a later date by the legislature). The purpose of the program is to provide funding to improve safety of children as they walk or bike to school. The awards will be made by the DOT to cities or counties, not to school districts. However, school districts are encouraged to develop project proposals in conjunction with their local public works departments for submittal to DOT. The funds are intended to be awarded on a "first come first served" basis if they meet the program guidelines established by DOT. The program guidelines tentatively are quite general, so any safety issue you have in your district should be submitted for consideration. J The DOT has developed program guidelines. Information may be obtained at the following internet address: Local Programs, www.dot.ca.gov/hq/LocalPrograms Applicants: Applicants for Safe Routes to School (SR2S) funds must be an incorporated city or county within the State of California. The applications are to be submitted to the Department of Transportation. School Districts, School Boards, and other schOol - based institutions can http:/Iwww.cde.ca.gov/facilities/advisory/sfpdOO.O6saferoutes.htm Page I of 3 SFPD Advisory 00-06, Safe Routes to School Funding Opportunity (... 6/22/00 12:00 PM deveJop project proposals but must submit the project through their respective city or county public works department. The grant will be made to the city or county, not the school district. Eligibility: · Identify a specific pedestrian and/or bicycle safety problem. · The proposed work must substantially improve the condition. · The proposed work must upgrade conditions to appropriate standards. · Projects may be located on any local road or state highway. Projects on school property may be considered. · Submittal information must be complete. (See internet address above for information) Work Type Improvements: · Illumination · Signage · Traffic Signals · Site Distance Improvements · Traffic Separation · Turning Lanes · Pavement Markings/Delineators · Shoulder Improvements · Roadway Realignment · Traffic Calming · Bicycle/Pedestrian Facilities · Others as appi'oved by CalTrans and/or the California Highway Patrol Funding: · Funds available: $20 million 1999/2000 Federal Fiscal Year $20 million 2000/2001 Federal Fiscal Year · Maximum level federal funds per project is $500,000. The program will consider funding 100% of the requested project, however projects with matching funds, and in hardship cases, will receive priority. Deadlines: · Construction contracts to be awarded by 9/30 in the year funded. If you have any questions please contact Ellen Aasletten at (916) 322-2482 or e~mail her at eaaslett@cde.ca.gov. http:llwww.cde,ca,govlfacilitiesladvisorylsfpdOO-O6saferoutes,htm Page 2 of 3 SFPD Advisory 00-06, Safe Routes to School Funding Opportunity (... 6/22~00 12:00 PM Sincerely, Duwayne Brooks, Director School Facilities Planning Division Assistant Superintendent of Public Instruction DB:ead http:llwww.cde.ca.govlfacilitiesladvisorylsfpdOO.O6saferoutes.htm Page 3 of 3 661 323 3780; Jul.-5-00 3:49P~; ro~ ' nt'~Y:~ E~KFD C:[TY CLERK; · TO: DAVID COUCH FAX# 327-9417  FROM: CI'[Y CLERK'S OFFICE Olfl~- ~.6.3767 Fax- - ,:-.~._ ~ ~- _ .~-, .__~, . · Ssnt.~-:~y:~ B~KFD CITY CLERK; 661 323 3780; Jul-5-O0 3:49PU; Page 2/2 TO: DAVID COUCH FAX# 327-9417 FROM: CITY CLERK'S OFFICE ol~.a- 32~.37~7 Fax. ~61 323-37~0 June 28, 2000 Ray Clanton 9409 Oak Hills Ave. Bakersfield, CA 93312 David Couch Bakersfield City Council 1501 Truxtun Ave Bakersfield, CA 93301 RE: Greenbelt in front of "The Gardens" Subdivision The trees and bushes along Norris and Calloway in front of" The Gardens" need attention before they die. Currently, NOR groundskeepers take care of that strip. Most of the Podocarpus trees are missing, bent over, or bush shaped. The Crape Myrtle trees are late to flower, suffering from Chlorosis (yellowing due to lack of iron), have suckers, or have not grown since planted. The groundcover has overtaken some bushes and some vines are all ove~ the trees. I have requested that the currently dead trees (Podocarpus) be replaced and mentioned the following suggestions to the inexperienced groundkeepers, but so far, no action. The soil is very clay rich and nutrient deficient, which makes the vegetation difficult to care for. Here are some suggestions to prevent further loss ($$): 1. Get a soil test (pH). Add soil acidifier or Ironite as required (a minimum of bimonthly). 2. Auger 6" x 6' holes next to existing trees (or replant in winter) for drainage past the hardpan (trees may be drowning) and to reduce salt build-up in the soil from evaporation. 3. Replace Podocarpus trees that died and are now gone, with Crape Myrtles or Ginkgo trees (seem to do well in this soil). 4. Get vines, groundcover and bushes separated and under control. 5. Put your most experienced maintenance crew on this strip or discontinue using NOR. I believe these preventative actions before the heat hits will save the trees. Please contact me about this request at (661) 393-4303, or e-mail me at r?clanton@aeraenergy.com. I would be happy to show you the problem. Thank you. Sincerely, Ray Clanton . ¢~ CC: NOR, K yle Carter Homes, Tree Society, County Supervisor. MEMORANDUM July 27, 2000 TO: ALAN TANDY, CITY MANAGER FROM: ~TANLEY C. GRADY, PLANNING DIRECTOR SUBJECT: COUNCIL REFERRAL #WF0018534 FROM COUNCILMEMBER COUCH CONCERNING AERA ENERGY'S REQUEST TO CHANGE THE CITY'S STREET NAME CHANGE POLICIES Current policy does not provide for changing street names for other than individuals, service organizations or other humanitarian entities. Aera Energy desires to change the name of Forum Way to Aera Oaks. To accomplish this the policy would have to be changed. I have prepared a letter to Ms. Susan Hersberger of Aera Energy with proposed policy language that would accommodate street name changes that do not comply with existing policy. The proposed language changes are contained in the attached resolution. They are in bold italics. SCG:pah Attachment MANAGER'S BAKERSFIELD Development Services Department Jack Hardisty, Director Dennis C. Fidler Stanley C. Grady Building Director Planning Director (661) 326-3720 Fax (661) 325-0266 (661) 326-3733 Fax (661) 327-0646 July 2?, 2000 Ms. Susan C. Hersberger Public Affairs Director Aera Energy 10000 Ming Avenue Bakersfield, CA 93389-1164 Dear Ms. Hersberger: This letter is in response to your letter to Councilmember Couch requesting a change in the City's street name changing policies. I have drafted a proposed revision to the current policy to provide a category to accommodate general requests. The proposed language is in bold italics in the attached resolution. The proposed change would require approval from 100% of the property and business owners along the subject street. It would also require the applicant to pay all costs associated with the name change. I will forward the proposed changes to Councilmember Couch for his review in response to his referral. Under the referral process the entire Council will receive this information. After their review, staff may be directed to schedule the policy revision for Council consideration, the matter may be referred to a committee, or there may be no desire to pursue the proposed revision and therefore no action will be taken. I will let you know what direction, if any, is given conceming this matter. If you have any questions, feel free to call me at your convenience. Sincerely, Planning Director SCG:pah P:\Corr~s\7-27~00.1tr. wpd City of Bakersfield · 1 715 Chester Avenue · Bakersfield, California · 93301 RESOLUTION NO. A RESOLUTION OF THE COUNCIL OF THE CITY OF BAKERSFIELD ADOPTING STREET NAME CHANGING POLICIES. WHEREAS, Section 16.28.030 of the Bakersfield Municipal Code establishes policies for naming of new streets created by new subdivisions of land; and WHEREAS, requests have been made to the Planning Commission and the City Council to consider changing street names to give recognition to national or local individuals, organizations and other entities; and · WHEREAS, the City Council desires to adopt policies that would establish the rules under which street name changes may be considered. NOW, THEREFORE, BE IT RESOLVED by the Council Of the City of Bakersfield as follows: 1. That the policies contained in Exhibit "A" shall apply to street name changes for any purpose other than to correct mistakes, to accomplish a more efficient emergency response program, or to comply with any federal, state or local law, rule or regulation; For the purpose of considering street name changes the following categories shall determine which general policy will be applied. Category 1: Changes for streets to be named after individuals, service organizations or other humanitarian entities for which federal or state holidays are observed. Category 2: Changes for streets to be named after individuals, who are decreased or service organizations or other humanitarian entities which are no longer in service. Category 3: Changes for streets to be named after individuals which are living or service organizations or other humanitarian entities which are still in service. Cate~o~_ 4: Changes for streets for purposes other than those identified in categories 1, 2 and 3. ......... 000 ........ I HEREBY CERTIFY that the foregoing Resolution was passed and adopted by the Council of the City of Bakersfield at a regular meeting thereof held on , by the following vote: AYES: COUNCILMEMBER CARSON, DEMOND, MAGGARD, COUCH, ROWLES, SULLIVAN, SALVAGGIO NOES: COUNCILMEMBER ABSTAIN: COUNClLMEMBER ABSENT: COUNCILMEMBER CITY CLERK and Ex Officio Clerk of the Council of the City of Bakersfield APPROVED BOB PRICE MAYOR of the City of Bakersfield APPROVED AS TO FORM: BART J. THILTGEN City Attorney By: SG:pah Attachment Exhibit "A" July 27, 2000 P:\RES\streetname.res.wpd 2 EXHIBIT "A" A. GENERAL POLICIES 1) Approval Agency a) Planning Commission is the approval agency for street name changes. Decisions are final at the Planning Commission and are appealable to the City Council subject to the requirements of Section 17.64.130 of the Bakersfield Municipal Code. b) Planning Commission action will be taken at an advertised public hearing. c) City Council is the approval agency for category 4 street name changes. 2) Application requirements a) Category 1 requests shall be by application on forms supplied by the City. A petition in support of the application is not required. b) Category 2 requests shall be by application on forms supplied by · the city. The application shall include a petition signed by 50% of the business owners of commercial or industrially zoned property or more than 50% of the' property owners of residentially zoned property or property-on streets containing a mixture of residential and any other zone. c) Category 3 requests shall be by application on forms supplied by the City accompanied with a filing fee. The application shall include a petition signed by 75% of the business owners of commercially or industrially zoned property or 75% of the property owners of residentially zoned property or property on streets containing a mixture of residential and any other zone. d) Category 4 requests shah be by application on forms supplied by the City. The applicant shah include a petition signed by 100% of business owners or 100% of property owners. e) (t-) The petition requirements qualify the application for acceptance and processing for public hearing. Approval or denial of the application will be based on staff analysis of the request and public hearing testimony. 3 3) Responsibility for cost of application and appeal of decision: a) Category 1 and 2 name change requests will be borne by the City. b) Category 3 and 4 name change requests must be borne by the applicant. c) Appeal of the decision under either category must be borne by the appellant except that there is no appeal to the decision under ' category 4. d) The application fee shall be set by executive order pursuant to Section 3.70.040 of the Bakersfield Municipal Code. Such fee will be reviewed with the annual evaluation of the cost recovery program. e) The cost of replacing street signs will be borne by the City for categories 1, 2 and 3. All cost associated with category 4 shall be borne by the applicant. 4 BAKERSFIELD MANAGEMENT INFORMATION SERVICES MEMORANDUM July 25, 2000 TO: Alan Christensen, Assistant City Manager FROM: Bob Trammell, M.I.S. Director ~ SUBJECT: Application Service Providers The past year has seen the emergence of a new market segment in the .com industry called Application Service Providers or ASPs. In simple terms, ASPs specialize in making software applications accessible to the public through the internet. This process is commonly called "web-enabling." There are several major players in this market, including EZGov.com, Govolution, Govworks, MicroStrategy and Convergent Group, as well as numerous unproven startups. The GovEdge company that has proposed a government portal for Kern County appears to be somewhat similar to these companies. These companies are basically gateways or portals that allow the customer to access government services and information from a variety of public agencies. Many portals allow you to pay for utility bills, business licenses, property taxes, and library fines, as well as register to vote, obtain birth and death certificates, and monitor election results. Attached are copies of home pages of these companies to give a more detailed description of their services. ASPs make money by either charging the government agency a fee (transaction based or fixed, one-time charge) or by charging users a "transaction fee" for each transaction. Ezgov.com, for example, allows you to pay parking tickets from a number of jurisdictions with an additional fee attached to the price of the fine. There are other creative methods for charging for the user. For instance, Greentrac.com charges the vendors a percentage of the business that is obtained through the Greentrac purchasing system. The ASP business is a growing market segment of the new .com industries. Because it is a new technology area, the stability of the vendors is always suspect. The advantages of moving your applications to such a vendor needs to be weighed against the potential disadvantages inherent in working with a growing, changing high tech industry where companies enter and leave the market quickly. While ASPs can provide a "quick fix", most cities are web-enabling their systems with existing MIS staff. Some cities are using private companies to assist with e-commerce efforts, but prefer to retain some organizational control so that the e-commerce function will continue to work even if the ASP were to go out of business or leave the industry. c:\WINDOWS\TEMPL~PPLIC~ 1 ,WPD ezgov.com - Government Information and Payments Online . http://www.ezgov.com/portal/index.jsp ezgov.com is currently working on creating this site in an accessible format for your convenience. Please let us if you would be interested in being contacted when this site is ready. Click here to e-mail us your comments. zgov. comTM 1 of 2 7/26/00 11:48 AM govWorks.com. How can we work for you? http://www.govworks.com/ LOOKUP LEAB +GoverDmeDt auctions +Parking +Civics 101: +Speak +Government jobs tickets "~ow do L.." Share your opinions, and find out what's on +Government officials +Utili~ bills +Register to vote other people's minds. +Government Web sites +Property taxes +The Citizen: Today's featured topic: +Your calendar +Income taxes Community stories BIG TOBACCO ON TRIAL +Business licenses +Campaign videos Do you agree with the Florid +Transaction verdict against tobacco tom history ton~et go~8o6ine ~ ~ , ~ , solu~ons cen~r govWorks was nam~ ~st of the ~st' in Forbes's "Best of meReadWeb"the ratings.revge~,~' ...... ' ....... ~-jj[.._ About us I Customer support I Coming soon I User agreement I Editorial policy I Privacy policy I Help I Suggestions © 1999-2000 govWorks, Inc. I For customer service, call 1-888-GOVWORKS 1 of 1 7/26/00 2:00 PM Govolutio.n http:/~www.govolution.com/ Our Proven Record of Success' Govolu~on transforms the way govemment se, Govolution currently provides businesses, using ~e power of technology-to t thirty-one federal agencies with Offer itS customers secure, direct access to the safe, secure and easy online transactional capabilities. Click on need most ~ anytime, anywhere, the images below to see a few examples of why we're the dominant Provider of Web-based transactional Our Services services to the federal government. Govolution provides safe, secure and direct online pay a variety of services, including the following: Department of Transportation * Btts~tl~r2~ Lt'C~:¥7SOS '- o Buifding Permits World War II Memorial o Occupancy Cer#~cotes Fund · Corporate F~fings . State Taxes . Property TaXes Federal Communicationsl · Uti#,ty Payments Commission · Birth and Death Cet?ilicates . Motrica3e D'censes . Pet Licenses ~ Library Fines . Moving Vicgat~ns 1 of 1 7/26/00 1:59 PM Convergent Group's digital utility...teway for ebusiness transformation http://www.convergentgroup.com/nf-gov.asp Government Gateway~ The Model Offlce~"Technology ~atform Rapid Performance Modeling ~ Delivering by Design Engineer-Build-Manage - the Lifecycle Proposition Extending eBusiness through eAppiications Technology Transfer COPlM U~CATIN:G .... ~Ee~t0fentry to govem~t ag~¢ seFg ~@~ei It !s~a~:~, ~ :ONTACT US I of 1 7/26/00 2:02 PM BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM' ~/.~,~AUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: -- July 26, 2000 SUBJECT: COUNCIL REFERRAL WF00185581001, WARD 4, SIDEWALK FOR JEWETTA TO LIBERTY HIGH SCHOOL. "COUCH REQUESTED STAFF LOOK ITO THE FEASIBILITY OF INSTALLING A SIDEWALK FROM THE CORNER OF BIRCHHA VEN AVE. AND JEWETTA AVE. TO THE CORNER OF JEWETTA AND BRIMHALL. " The Traffic Engineer contacted Mr. Kevin Silberberg regarding his request for sidewalk on Jewetta. The area is a path for students walking to Liberty High School to the south of Brimhall. The path is one of several that Public Works staff was considering as a future project, but this path location is no longer in the City. This area was de-annexed back to the County of Kern as part of the Palm-Olive action. A federal grant may be available to develop a sidewalk or pathway off the road for the students. The City already applied for the same grant process to provide sidewalks to other schools within the City limits and is awaiting a response from the state. Public Works staff will contact the Kern County Road Department regarding this request and send them a copy of the letter from Mr. Silberberg. The next phase of the grant process is due September 30, 2000. City Traffic Staffwill also send the County information on this grant process and assist them, if needed, in their application. cc: Traffic Engineering File - WF0018558.SidewalkJewetta.ref.wpd RECEIVED slw: S:\~P\CC_REFS\WF0018558.SidewalkJewetta.ref. wpd Page I of I CITY MANAGER'S C entennial CElementary c chool Kevin SilbCberg 15200 Westdale Dr. BOARD OF TRUSTEES: Diana Spauldin~. ~es. ~"~'~ BAKERSFIELD. CALIFORNIA 93312 Crai~ Por~r, VP (661) 588-6020 F~ (661) 588-6023 K~n Merrier, Clerk John Ack]and, Member Lisa King, Member David Couch Bakersfield City Council 1501 Truxton Av Bakersfield, California 93301 Dear Councilman, 6/22/00 I am writing to you to begin the process of creating a safe route for students at Liberty High School. During the school day, students at Liberty must walk in the street to get from the comer of Birchhaven Ave and Jewetta Ave (where the sidewalk ends), to the corner of Jewetta and Bdmhall (where the sidewalk begins again). This stretch is extremely dangerous as students must walk in the street to get to school. With new housing developments going on in this area, and the number of Liberty students significantly increasing in the near future, the numbe,"s of students affected are constantly increasing. Also attached is information on AB 1475 that took effect January 1,2000. This bill is designed to give local governments grants from FHWA to develop safe access to schools. The deadline for this years contracts is September 30. As an involved Liberty parent, I hope this letter begins the process of developing either a sidewalk or pathway which would establish a safe route for our students to Liberty High School. Please accept my support and offer to help in b. ny way; Liberty H.S. Thank yo~ ~.. ..... _ Bdmhall Rd ~[~ ~ Affected Area Home 587-7281 Birchhaven Ave · .. Palm Ave 00-06, Safe Routes to School Funding Opportunity (... 6/22/00 12:00 ~'PM.... SFPD Advisory 00-06 April 10, 2000 SUBJECT: SAFE ROUTES TO SCHOOLS FUNDING OPPORTUNITY (SR2S) Dear County and District Superintendents: AB 1475 directs the California Department of Transportation (DOT) to use Federal Highway Administration (FHWA) safety funds to develop a new program entitled "Safe Routes to Schools." The effective dates of this new program are: January 1, 2000 - January 1, 2002 (unless extended at a later date by the legislature). The purpose of the program is to provide funding to improve safety of children as they walk or bike to school. The awards will be made by the DOT to cities or counties, not to school districts. However, school districts are encouraged to develop project proposals in conjunction with their local public works departments for submittal to DOT. The funds are intended to be awarded on a "first come first served" basis if they meet the program 'guidelines established by DOT. The program guidelines tentatively are quite general, so any safety issue you have in your district should be 'submitted for consideration. The DOT has developed program guidelines. Information may be obtained at the following internet address: Local Programs, www.dot.ca.gov/hq/LocalPrograms Applicants: Applicants for Safe Routes to School (SR2S) funds must be an incorporated city or county within the State of California. The applications are to be submitted to the Department of Transportation. School Districts, School Boards, and other school - based institutions can http://www.cde.ca.gov/facilities/advisory/sfpd00-06saferoutes.htm Page I of 3 ~FPD*Advisory ,00-06, Safe Routes to School Funding Opportunity (... 6/22/00 12:00 PM develop project proposals but must submit the project through their respective city or county public works department. The grant will be made to the city or county, not the school district. Eligibility: · Identify a specific pedestrian and/or bicycle safety problem. · The proposed work must substantially improve the condition. · The proposed work must upgrade conditions to appropriate standards. · Projects may be located on any local road or state highway. Projects on school property may be considered. · Submittal information must be complete. (See internet address above for information) Work Type Improvements: · Illumination · Signage · Traffic Signals · Site Distance Improvements · Traffic Separation · Turning Lanes · Pavement Markings/Delineators · Shoulder Improvements · Roadway Realignment · Traffic Calming · Bicycle/Pedestrian Facilities · Others as approved by CalTrans and/or the California Highway Patrol Funding: · Funds available: . $20 million 1999/2000 Federal Fiscal Year $20 million 2000/2001 Federal Fiscal Year · Maximum level federal funds per project is $500,000. The program will consider funding 100% of the requested project, however projects with matching funds, and in hardship cases, will receive priority. Deadlines: · Construction contracts to be awarded by 9/30 in the Year funded. If you have any questions please contact Ellen Aasletten at (916) 322-2482 or e-mail her at eaaslett~_.cde.ca.gov. http:llwww.cde.ca.govlfacilitiesladvisorylsfpdOO-O6saferoutes.htrn Page 2 of 3 . ~ry 00-06, Safe Routes to School Funding Opportunity (... 6/22/00 12:00 PM ne Brooks, Director Facilities Planning Division rant Superintendent of Public Instruction oB:ead http:llwww.cde.ca.govlfacilitiesladvisorylsfpdOO'O6safer°utes'htm Page 3 of 3 ~. City of Bakersfield *REPRINT* ~ WORK REQUEST PAGE 1 REQ/JOB: WF0018558 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 16:57:33 SCHEDULE DATES LOCATION: S~I'A~T: ?~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: SIDEWALK @ CORNER OF BIRCHHAVEN & JEWETTA REQUEST COMMENTS ***REFERP~AL TO PUBLIC WORKS*** COUCH REQUESTED STAFF LOOK INTO THE FEASIBILITY OF INSTALLING A SIDEWALK FROM THE CORNER OF BIRCH~AVEN AVE. AND JEWETTA AVE. TO THE CORNER OF JEWETTA & BRIMHALL. COPY OF RELATED CORRESPONDENCE AVAILABLE AT THE CITY CLERK'S OFFICE FRONT COUNTER. Job Order Description: SIDEWALK @ CORNER OF BIRCHHAVEN & JEWETTA Cat~gory: PUBLIC WORKS Task: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / DEPARTMENT OF RECREATION AND PARKS DATE: July 25, 2000 TO: Alan Tandy, City Manager FROM: Stan Ford, Director SUBJECT: Private Group Pool Fees #WF0018540 Recreation and Parks has been approached by representatives of a coalition regarding their proposal to solicit funds to pay the admittance fees at a city pool in order that recreational swimming could be provided at no cost to the public. We have provided pool participation information so this coalition will have some cost figures to work with in developing their proposal. The plan, as discussed, would involve the sel(~ction of a location (MLK is the target of their interest, we understand). The department would then track actual daily usage and invoice the sponsoring entity for payment of the fees. There would be no restrictions on who could be admitted (i.e., city or neighborhood residents versus non-residents), although it is anticipated that in general users would come from the immediate area. At this time, the proposal is in the discussion stage. The coalition has not got to the point of identifying for the department which exact entity will enter the agreement. The Community Services Committee has, however, approved the department's pursuing the proposal and we are continuing to work with this coalition and its representatives. Staff is currently in the process of scheduling a meeting With the coalition representatives to further develop this plan. As more information is developed, it will be provided for the Council. The Community Services Committee recommended a one-week pilot during the 2000 aquatic season, however, at this time we do not anticipate being able to have a sponsorship arrangement approved and implemented before the pools close on August 19. R c VED !CITY MANAGER'S OFFICE C:\WINDOWS\TEMP\WF0018540.wpd July 27, 2000 (4:48PM) BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: . ALAN TANDY, CITY MANAGER FROM: t~'~r/RAUL M. ROJAS, PUBLIC WORKS DIRECTOR IIF.,-/ DATE: [/¥°' July 26, 2000 SUBJECT: COUNCIL REFERRAL WF00185511001, WARD 4, TRAFFIC SIGNAL PREEMPTION FOR TRANSIT BUSES. "COUCH REQUESTED STAFF TO CONSIDER GET'S PROPOSAL RELATING TO SIGNAL PRE-EMPTION, SET UP A MEETING AND REPORT BACK TO COUNCIL." Public Works staff has contacted Golden Empire Transit Manager Chester Moland to set .up a meeting to discuss the traffic signal pre-emption of transit buses. The meeting time is being set pending confirmation of available open dates of Mr. Moland, Public Works Director Rojas, Traffic Engineer Walker and Councilman Couch. cc: Traffic Engineering File slw: S:\WP\CC_REFS\WF0018551.GETPreempt.ref. wpd Page I of 1 ~ ~ City of Bakersfield *REPRINT* REQ/JOB: WF0018551 / 001 PROJECT: DATE PRINTED: 7~24~00 REQUEST DATE: 7/ 19/00 CREW: TIME PRINTED: 8:21:19 SCHEDULE DATES LOCATION: ~'rA~'r: -/~19~0~ LOCATION ID: ZIP CODE: COMPLETION: 7/27/0 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: GET'S PROPOSAL REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS*** COUCH REQUESTED STAFF TO CONSIDER GET'S PROPOSAL RELATING TO SIGNAL PRE-EMPTION, SET UP A MEETING & REPORT BACK TO COUNCIL. Job Order Description: GET'S PROPOSAL Category: PUBLIC WORKS Task: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLE~ION DATE / / MEMORANDUM July 27, 2000 TO: ALAN TANDY, CITY MANAGER FROM: ,~STANLEY C. GRADY, PLANNING DIRECTOR SUBJECT: COUNCIL REFERRAL #WF0018552 FROM COUNCILMEMBER COUCH CONCERNING A JOINT CITY/COUNTY PLANNING COMMISSION MEETING The Planning Commission discussed this issue at their meeting on July 6, 2000. I advised the Commission that if they met they should do so with direction from the City Council with their support for the idea and the items to be discussed. The intent is to reduce the potential for the Commission's agenda conflicting with issues that the Council and Supervisors may be dealing with in other forums. The Commission directed staff to prepare a comparison of County and City planning practices to determine incongruities. That process is underway. The information would be used to suggest possible items for discussion in a joint meeting. Also, as part of the 2010 General Plan update there would be joint meetings to discuss and receive input on the proposed changes to the plan document. A presentation will be made to the Planning Commission after staff completes its review and comparison of City/County planning practices. The outcome of this process will be a letter to the City Council from the Chairman of the Planning Commission seeking direction and support from the City Council for an agenda for a joint City/County Planning Commission meeting. SG:pah RECEIVED , UL 27.. [ ,~!TY MANAGER'S OFFICE BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM DATE: JULY 25, 2000 TO: ALAN TANDY, CITY MANAGER FROM: RAUL M. ROJAS, PUBLIC WORKS DIRECTOR SUBJECT: NORTH BELTWAY ALIGNMENT Council Referral WF0018553/001 Couch . Councdmember Couch requested the Planning Commission look into the feasibility of a north I beltway alignment. The North Beltway Alignment was one of the various freeway alignments proposed by members of the Downtown Business Association Vision Committee. This alternative proposal utilizes a Commanche Road Alignment as an East Beltway connected to a freeway alignment north of Bakersfield which connects to State Route 99 at 7th Standard Road. This aligmnent combination, along with a South Beltway, West Beltway and Route 178/Route 58 expressway will be studied by URS Greiner, Woodward Clyde as part of the Metropolitan Bakersfield Transportation Systems Study. The Study should be complete in about a year. If the results of the study conclude that a North Beltway Alignment is warranted, then both the City and County, in conjunction with KemCOG and CalTrans should begin the Specific Plan Line adoption process. If it is determined that the North and East Beltway Alignments will fall into the category of State Highway, then an environmental document utilizing both CEQA and NEPA requirements will have to be followed prior to alignment adoption. ~'~ % City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018553 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 8:56:43 ~ SCHEDULE DATES LOCATION: ~TA~T: '/~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: NORTH BELTWAY ALIGNMENT REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS & PLANNING COMMISSION* COUCH REQUESTED THE PLANNING COMMISSION LOOK INTO THE FEASIBILITY OF A NORTH BELTWAY ALIGNMENT. Job Order Description: NORTH BELTWAY ALIGNMENT Category: PUBLIC WORKS Task: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / / BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM July 24, 2000 TO: Honorable Mayor and City Council FROM: Alan Tandy, City Manager SUBJECT: Referral #18554 ' Advisory Election on Stadium City Clerk, Pam McCarthy, has provided a response to election dates, deadlines, and costs. An e-mail is attached with that information. Additional comments follow: 1) The DDA and final deal terms will not be ready for the November 2000 election deadline, which is August 11th. In all likelihood, it will take from four to six months to complete the DDA. 2) The next General Election is too late in November of 2001. 3) Special elections are very costly. The City Clerk indicates it could be well over $150,000. 4) The City Center developer has to arrange an estimated $50 million financing. They have to balance that with leases and annual budget cycles of their tenants. In this case, there is a housing project, three to four restaurants, a theatre, and a recreation facility. Each tenant has a particular time frame when it is critical for them to openl Theatres, for example, have a couple of major release dates each year. They need to open before, not after, one. A baseball stadium and the sports cafe near it, need to open in the spring, before the season begins. It would simply not be realistic or feasible to ask all those parties to hold their investments awaiting an election. In short, imposing an election on this deal, in my opinion, will kill it. As a stand alone, publically financed facility, as was considered in 1995, it could be done. It does not work tied to a multi-element private sector development. AT:rs Attachment From: Pam McCarthy To: Alan Tandy Date: Friday, July 21, 2000 2:31:10 PM Subject: Advisory Election Alan, I did some checking regarding DC's request Wed. The following comes from KC Elections: Last day to add a measure to the November 2000 election is: August 11, 2000 This would require a Resolution from the Council, which at this point they couldn't do unless they had a special meeting. The next regular election after November is: June 5, 20001 Any special election that we would request, say in March 2001, would be VERY costly since we would more than likely have to foot the entire bill. I didn't get any figures, but my best guess would be well over $150,000. Let me know if you would like me to get additional info or if you would like to meet to discuss. Txs ....... Pam CC: Bart Thiltgen BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ,ALAN TANDY, CITY MANAGER FROM.~(. ,RAUL M. ROJAS, PUBLIC WORKS DIRECTOR DATE: ~'V/JULY 27, 2000 SUBJECT: TRAFFIC IMPACT FEES City Council Referral No. WF0018555 1 001 ICouncilmember David Couch requested staff discuss with him the possible uses for the unused Traffic Impact Fees. Traffic impact fees collected by new development are set aside for major infrastructure projects. These projects are prioritized based on need with emphasis placed on completing multi-phased projects. Traffic impact fee revenues that were utilized for the local share of the Metropolitan Bakersfield Transportation Systems Study were identified from fund balance dollars. Based on allowing the greatest flexibility for these revenues, staff recommends placing this money back into fund balance which can be appropriated at a later date for unforseen overages in other funded projects. ~ ~ ~ City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018555 / 001 PROJECT: DATE PRINTED: 7~24~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 11:04:10 SCHEDULE DATES LOCATION: ~'l'Ai~'i': -/~19~0~ LOCATION ID: ZIP CODE: COMPLETION: 7/27/0 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: COUCH ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: TRAFFIC IMPACT FEES REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS*** COUCH REQUESTED STAFF DISCUSS WITH HIM THE POSSIBLE USES FOR THE UNUSED TRAFFIC IMPACT FEES. Job Order Description: TRAFFIC IMPACT FEES at~gory: PUBLIC WORKS asK: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE /__/__ COMPLETION DATE __/__/__ DEPARTMENT OF RECREATION AND PARKS DATE: July 25, 2000 TO: Alan Tandy, City Manager FROM: Stan Ford, Director ~' SUBJECT: Sumps at Campus Park North and Campus Park South #WF0018542 In response to Councilmember Sullivan's concern about these sumps, the green color of the water is normal for this time of year. The amount of algae in the water varies from season to season due to variations in temperature and sunlight. The water will appear less green beginning in the fall when the weather cools. The water and immediate environment of the sumps is monitored. Fish are thriving in the water. If the condition of the water should change to being unusually poor, algaecide will be applied for control. The health of the pond environments is of natural concern to the neighborhood residents. Recreation and Park staff working in the areas are prepared to offer explanation about sump conditions and ongoing monitoring efforts. S:\WF0018542.wpd July 25, 2000 (11:17AM)  City of ~akersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018542 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 9:00:48 SCHEDULE DATES LOCATION: ~'1'~-~'1': '/~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: SULLIVAN ORIGIN: CITY COUNCIL REFERRAL USER ID:' RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: SUMP MAINTENANCE IN CAMPUS PARK REQUEST COMMENTS ***DUAL REFERRAL TO WATER & REC. & PARKS*** SULLIVAN REQUESTED STAFF LOOK INTO THE MAINTENANCE ~ CONDITION OF THE WATER IN THE SUMPS LOCATED IN CAMPUS PARK NORTH AND CAMPUS PARK SOUTH. STAFF TO REPORT BACK TO COUNCILMEMBER SULLIVAN REGARDING THIS ISSUE. Job Order Description: SUMP MAINTENANCE IN CAMPUS PARK  at~gory: WATER RESOURCES DEPT asK: RESPONSE TO REFERRAL Assigned Department: WATER RESOURCES DEPT START DATE / / COMPLETION DATE / / BAKERSFIELD CITY MANAGER'S OFFICE MEMORANDUM July 26, 2000 TO: Honorable Mayor and City Council FROM: Alan Tandy, City Manager SUBJECT: Reader's Digest Article entitled "The Game" Councilmember Salvaggio referred this article to my office with a request that I respond to it. My comments follow: 1) There is no comparison between the economics of major league and minor league sports. The author of this article talks about highly paid players and highly Profitable teams being subsidized by the taxpayer paying for the venue they play in. Minor league players pull in about $500 a week - during the season. The majority of minor league teams lose money on an annual operating basis. A minor league facility is, in fact, for the benefit of the public, to provide a comfortable, quality entertainment alternative. 2) It is odd that the author picks Cleveland as an alleged negative example. Since getting its new stadium, Cleveland routinely sells out. Redevelopment there may be slow, but three million fans a year to the downtown is not a bad thing. I have personally been to Denver, before and after their new baseball stadium was built. A deteriorated old warehouse area is now vital, active, and a high rent district. The author carefully avoids such examples. 3) The author cites Sacramento, among others, as being a City that has been "played off by pro teams seeking sweet deals". Sacramento is averaging, as a minor league team, over 12,000 per game in a new stadium. Apparently, the citizens there do not realized they are being exploited! 4) An article like that of Mr. Keown is written, because he places no value on the benefit of the activity - baseball, family activities, etc. to the citizens. His view is limited to who pays for the venue. Let's look closer to home for an example. Did we build Centennial Garden for the benefit of the concert or boxing promoters? CSUB? Condors? No. While each of these pay a fair rent, we built it to enhance entertainment, sports and cultural opportunities for our citizens. Check out their rating in our recent citizen survey. 71% of respondents, or their family members, had attended an event. An astounding 96% characterized the quality as good or Honorable Mayor and City Council July 26, 2000 Page 2 excellent. As to the issue of whether or not a facility spurs additional redevelopment, the City Center developers, with their proposed $50 million, are very clear that they would not be here if it were not for Centennial Garden. 5) As a contrast to the Keown article, I have attached some pages from a Deloitte & Touche study done for the City of Stockton. a) Page ]]-30 shows average attendance at California League stadiums. For 1998, for example, the new stadiums average 247,557. The old stadiums averaged 99,114. b) Page I! - 33 shows minor league baseball statistics nationwide. Three years prior to new stadiums being built, attendance was 50% below national averages; two years after they are built, 50% above national averages. There are similar results for our Bakersfield hockey team, which averaged 1,850 in the old building and 5,590 last year in the new building. c) Page Il - 35 is a narrative of nationwide trends for new stadiums, which shows a long term 50% increase in attendance. Summary We have enclosed a variety of articles on sports facilities. Some are pro; some are con, but they provide additional information for you to contrast to the Keown article. You can find a wide ranging debate on the topic nationally. The best measure is to experience our success with the Garden, coupled with a visit to a new California League stadium. AT:rs Attachments · o, Eu RECEIVED for this stadium now run as high as help. But voters rejected four dif- $3x3 million, with more than half ferent schemes to use public fund- coming directly from public funds, lng for a new baseball stadium. 'g(~st , ~U[ 2 ~ ~]~ In Miami, where nine years ago the Then a new Giants owner, Peter public financed a $53-million bas- Magowan, and the team's executive ketball arena for the NBA's Heat, vice president, Larry Baer, came up C~.TY MANAGER'S OFFICE team owner Micky Arisen got a new with a radical plan: finance the sta- $I65-million arena to replace the "anti- dium using private sources such as quated" facility. Pacific Bell, whose name will adorn Recently Sen. Daniel Patrick the ballpark in return for a sizable What happens when public money is Moynihan (D., N.Y.)introduced leg- investment. The downtown park is used to help fund private playgrounds islation that would eliminate the expected to open in 2ooo. exemption from federal taxation for A happy ending? For everyone but these stadium bonds, owners of other teams. "The own- "Should we subsidize the cum-ers who had been trying to go the TheStadium mercial pursuits of wealthy team public-spending route weren't too owners, encourage runaway player happy with us," says Baer. "The ones salaries and underwrite bidding wars who already had their new parks ShellGame among cities seeking or fighting to didn't like it because it didn't make keep professional sports teams?" them look too good." Moynihan asks. "Or would our scarce But for every San Francisco, there resources be put to better use for seems to be an Oakland, willing public needs, like higher education not only to lay out a red carpet but and research? To my mind, it's not to weave it as well. The attitude of BY TIM KEOWN a difficult choice." expectancy among team owners was Supporters of Moynihan's bill point summed up best by.San Francisco to San Francisco, which has financed 49ers owner Eddie DeBartolo, worth 'mi CITIZENS of Cleveland were lure basketball's Cavaliers downtown. one of its ballparks without dipping an estimated $650 million. When Tworried. In i989 the bwner of While private sources put up half into taxpayers' pockets. For years, asked why his team should be granted baseball's Indians announced the money, revenue from the sale of the owners of the San Francisco $Ioo million in public funding for /that if the team were to remain municipal bonds provided the rest. Giants complained that Candlestick a new stadium at the same time the in Cleveland, there had to be a new The public was asked to cover its half Park was too cold, too windy and city's other sports franchise--the stadium. The older stadium didn't of the debt through a modest tax on too primitive for pro baseball. The Giants--was building its own, he .,, possess the revenue sources--luxury alcohol and tobacco. Voters, not franchise demanded a new stadium, replied simply, "We deserve lt. boxes and upscale food courts--that wanting to lose their teams, agreed. the Indians claimed they needed to Well after the complex opened in q IF°r inf°rmati°n °" prices and availability °f reprints}write: Reader's Digest, Reprint Department-R, remain c°mpetitive' With°ut new 1994, it was finally determined that Box 406. Pleasantville, NY 10570 or call: facilities, the team might be forced costs had run $76 million higher 800-289-6457 to move to another city that would than the original estimate. The county REPRINTED FROM THE NOVEMBER 1997 ISSUE OF READER'S DIGEST accommodate them. Intimidated local was forced to beg for funds from © 1997 THE READER'S DIGEST ASSOCIATION, INC., PLEASANTVILLE, N.Y. 10570 PRINTED IN U.S.A. officials proposed construction of the the state. And despite the fact that This reprint does not constitute an endorsement, implied or otherwise, by Reader's Digest. Il may not be reprinted by anyone other than Reader's Digest or used In any way for adverlistn0 or promolional purposes without prior written permission of Reader's Digest. The reprint $344-million Gateway complex, which the Indians and the Cavaliers are may notbesold byany~~e~~her~hanReader~s~~~estandn~messa~~~with~ha~xcepD~~~f~hed~n~r~snam~mayb~impr~nted~~it, would also provide a new arena to both very profitable franchises, nei- Reader's Digest, The Oigest and the Pegasus logo are registered trademarks of The Reader's Digest Association, Ins. i READER'S DIGEST THE STADIUM SHELL GAME ther team has offered to help pay being asked to foot the bill so team land, Calif., for example, has an in a stadium that seats 62,5oo. Many for cost overruns, owners and players can make more underfunded school system with of the luxury boxes weren't rented "Perverse System." One poll found money. It's amazing, but this has problems and also has one of the and remained empty on game day, that 80 percent of Americans oppose become an accepted practice." highest violent crime rates in Amer- compounding the financial problem. the use of public money for profes- Sad lmny. Baltimore is often cited ica. So when Los Angeles Raiders The shortfall on PSI. sales, along sional sports. Few communities, how- as an example of the benefits sports owner Al Davis said he was inter- with cost overruns on the project, ever, pass up the chance to have a teams and new stadiums can bring ested in moving his team back to have amounted to $60 million. Tax- professional sports team for the cost a community. In I992 the Orioles Oakland (after having abandoned payers will have to make up the losses, of a publicly financed stadium, baseball team moved into the $268- the city for L..A. in i982), local politi- possibly through an increase in the In recent years, elaborate schemes million, publicly financed, state-of- cians felt the team's return would county property tax. Season-ticket to fund essentially private playgrounds the-art Oriole Park at Camden YaMs. be a boon. Oakland officials pro- cancellations are already running ahead with public money have been float- Since then, ticket prices have risen vided $x97 million in public funds of PSL sales. Steve Loone is angry. ing across the land like hot-dog dramatically, doubling in some cases, to woo the team and finance reno- "I've paid for the stadium once with wrappers in a windy ballpark. The and the franchise took in $4 mil- vation and expansion of the Oak- a PSL, again with the tickets, and pitchmen--often wielding confusing lion last season in luxury-box rentals, land Coliseum. They promised Davis after they figure out how much of a funding plans and irresponsible finan- Where does this money go? Not to revenue from ticket sales and lux- beating the county, has taken, I'll get ciai projections--promise new jobs the city or to the state, but to team ury-box rentals, and a percentage of to pay for it again with my taxes." and little taxpayer expense. Such owner Peter Angelos. the stadium's concession sales. And Al Davis? He'll get his 'citiesas Baltimore, Boston, Chicago, As for the promised new busi- The city financed the $~3o-mil- money--and take it without apoi- Cleveland, Houston, Miami, Mil- ness opportunities, Baltimore has lion Coliseum construction with ogy. Lastyear he announced:"I don't waukee, Nashville, New York, Oak- seen a few new sports bars open bonds, which would be repaid in care what you say, it's good for the land and Sacramento have allowed recently. Robert Baade, a professor part through the sale of personal seat community to have us back. If you themselves to be played off one of economics at Lake Forest Col- licenses (PSLs). Such a license gives look around the country, Oakland's another by pro teams seeking sweet lege in Illinois who has studied 3° the owner the right to buy a season getting a good deal." financial deals, professional sports markets, notes ticket. Other cities sell PSLs for Red Carpet Treatment. "When it Local residents may get--or keep-- that Camden Yards has contributed perpetuity. In Oakland, the license comes to deciding whether or not to a team to root for, but they pay a little new revenue to a city that was for only ten years, at which finance the construction of a sports high price. By the year 2ooo, it is already had a burgeoning tourist point the officials could sell it to stadium," says Mark Rosentraub, "the estimated, U.S. communities will trade and thriving convention center, someone else. Thus, the point that public has to'be well-informed. Peo- have committed more than $~2 bii- But Baltimore continues to build, usually attracts PSL buyers--tha~ PSLs pie have to iknow the ramifications lion for the construction of new sports Next up: a $22o-million football sta- are a long-term investment that might of their decision. In most cases, that's stadiums and arenas, with taxpayers dium for the Ravens, financed by be sold in the future--didn't exist not happening, and the construction owing an estimated $7 billion, the sale of state lottery tickets. The in Oakland's plan. craze continues." The real winners are the team own- Ravens, by the way, came from In ~995 a lottery was held for fans If team 6wn. ers have their way in ers: Financial World magazine has cai- Cleveland,' where owner Art Mod- who wanted to buy PSLs and sea- New York, th~ public will finance culated that the Cleveland Indians' ell didn't get the new stadium.he son tickets. Lifelong Raiders fan about $i.5 billion worth ofconstruc- new stadium earned them almost sought.' Steve Loone plunked down $3000 tion over the next ten years for the $23 million for the ~996 season. Often, the communities that push for the license, which gave him the Yankees, the Mets and the National "It's a perverse welfare system," the hardest for professional sports right to purchase four season tick- Hockey League's Islanders. In Wis- says Mark Rosentraub, author of franchises have the greatest need to ets at $5~ per seat per game. consin, .the state legislature approved Major League Losers. "Taxpayers are spend the money elsewhere. Oak- But only 35,o00 PSLs were sold a $25o-million baseball stadium for II.A.l.b California League I II Attendance- California League The following table shows the average attendance for the current California League fi-anchises for.the past three years. California Leal~ue Attendance l~eams 15)98 1997 1996 Bakersfield Blaze 78,027 117.818 83,246 O(d~ High Desert Mavericks 151,245 157.605 143,852 /2 ¢ t,~ ,. Lake Elsinore Storm 287,005 341,393 360,392 Lancaster JetHawks 238,173 298,465 316,390 Modesto A's 135,620 140,861 98,795 :Rancho Cucamonga Quakes 338,145 404,525 410,214 San Bernardino Stampede 223,219 273,739 148,363 San Jose Giants 141,18Q 146,151 144,782 cd Stockton Ports ~10,589 101.254 101.555 Visalia Oaks 60,154 80,078 67,798 I'otai 1,733,357 2,061,889 1,875,387 'Number of Teams I0 10 I C !Average ! 73,336 206, ! 89 187,539~ As the table shows, the Stockton Ports' attendance is significantly below the league average. September 15, 1999 Page II - 30 ILA.I.c Minor League Baseball Attendance Attendance- New Minor League Baseball Stadiums The table below shows a sample of the trend for Minor League Baseball, showing the change in attendance from 3 years before the new stadium to 2 years after the construction of the new stadium. Percentage change has been based on the attendance for the last year of the old stadium as the base attendance or 0.00% change. I [] 2 Years After · Year After [] Firs t Year New [] Last Year Old  [] 2 Years Prior . [] 3 Years Prior · - 100.00% -50.00% 0.00% 50.00% 100.00% '.: .:'. As the table on the following page shows, attendance in a new facility has histutaCaxty increased significantly over previous years. September 15, 1999 Page II - 33 [ rH.A.I,c Minor League Baseball Attendance Observations As evidenced by the previous chart, Minor League Baseball attendance goes through dramatic changes in the periods surrounding the construction of a new facility. As the average of the comparable facilities shows, the change in attendance in the periods before the new stadium, attendance increases slightly. In the year after construction, attendance increases almost 50%. It is important to note that the peak attendance among the comparable facilities is in the second year of the new stadium where the average attendance increase is .approximately 70%. In the third year of the new stadium's operations, average attendance decreased back to a 50% increase over the year before the stadium was constructed. Deloitte& September 15, 1999 Page II - 35 Touche FSCC W_odd News Services: Lessons from Denver's Downtown http://sustainable.state.fl.us/fdi/fscc/news/world/denver.htm Sustainable DevelOpment: Lessons From Denver Denver Does it Right Part II: 10 Lessons From Denver's Downtown From the St. Petersburg Times St. Petersburg and the other Tampa Bay cities can take a cue from Denver, whose heart now pulsates with a diverse crowd of shoppers, diners, sports fans, and even condo and apartment dwellers. Posted 21 August 1998 Judy Starke, St. Petersburg Times Home Editor A few years ago it took only 20 minutes, even during rush hour, to drive through the mile-high city from north to south. Now, as commercial real estate agent Jim Sullivan said the other day, the compliant is "Jeez, the traffic!" It's a problem that Sullivan--and lots of other people in Denver--are happy to have. A baseball field downtown, thriving retail and entertainment areas, and the transformation of the old mercantile buildings into condo and lotl living spaces mean new boom times in Denver. On a recent spring Friday evening, as the Rocky Mountains turned purple in the sunset and the free shuttle buses that ply the Sixteenth Street Mall reached capacity, restaurants Denver's success enjoyed long lines and the open-air bars and cafes were bustling. And the Colorado Rockies weren't even playing at home that night. This is St. Petersburg's dream: a rejuvenated downtown where the retail and entertainment support residential living, and St. Pete's dream where a nearby baseball stadium lures crowds from around the Area that will stay to spend money. Denver is a few innings ahead of St. Petersburg. Coors Field opened in 1995. The Lower Downtown entertainment and restaurant district (LoDo to the locals) was already well on its way to success at that point, and Latimer Square, another retail and restaurant neighborhood created out of interesting 1 of 6 7/24/00 5:28 PM FSCC World News Services: Lessons from Denver's Downtown http://sustainable.state.fl.us/fdi/fscc/news/world/denver, htm old buildings, had been drawing crowds since the mid-1960s. It's worth it to walk around this old-and-new city, hear the assessments of urban planners and local officials, and see lessons for Tampa Bay what lessons Denver has for St Petersburg and the rest of Tampa Bay Denver played host recently to three simultaneous conferences: those of the Urban Land Institute, the Congress for the New Urbanism, and the National Association of Real the gurus speak estate Editors. The comments from planners, architects, investors, public officials and developers came from conference sessions. Lessons 1: You will be judged by your downtown. "Your city's vitality and health are going to be judged by your downtown," Mayor Wellington Webb said. "If it's decaying or key to your city blighted, people think your city's not doing well." It doesn't matter that other districts are vibrant and thriving; downtown sets the tone. And a downtown that's doing well boosts the neighborhoods around it. Lessons 2: You need two keys ingredients. "The mantra for any city in America," Webb said, is this: First, public safety. "If you don't feel safe, you leave. "Crime has dropped 27 percent since Webb took office in 1991. Second, education. "If you don't like the quality of education your kids are receiving, you move out." While he welcomes "the empty-nesters, who want the best loft or condo near the Coors Field," Webb said he feared the loss of middle-class working parents," which is why he has Public Safety and worked to strengthen the schools, promote after-school Education programs and encourage the newspapers to publicize the accomplishments of good students, not just the criminal activities of adolescent gang members. Lesson 3: Give people a reason to come downtown. Speaker after speaker hammered at this one: Don't try to compete with the malls. Don't try to replicate retail stores. Face the fact that downtown is no longer the retail center. "Change the way people perceive downtown," implored Nick Bashkiroff, an executive with an AMC theaters real estate investment mast. "It's not just entertainment and retail. Offer Why should people stay? other reasons for people to go there. Why should people stay after five or come in on a weekend?" He urged "bundling" of activities and services: a medical office, a library, leisure activities. Sports venues "must link with the existing surrounding use," said David C. Petersen, managing partner for development at 2 of 6 7/24/00 5:28 PM FSCC World News Services: Lessons from Denver's Downtown http://sustainable.state.fl.us/fdi/fscc/news/world/denver, htm Price Waterhouse in Tampa. "Give people the opportunity to spend some money, reasons to stay." That's one reason why the city decided not to surround Coors field with acres of parking." The ballpark is not the destination. Downtown is the destination," said William E. Mosher, president of the Downtown Denver Partnership. The idea was to encourage people to park in the lots and ramps The ballpark is not the around downtown, patronize the restaurants and bars before destination, the game, then walk a few blocks on a clear, balmy summer evening (and Denver has that sort of weather) to Coors Fields. After the game, they may stop off for snack or drink before heading home. This also promotes "reverse migration": Office workers use those parking lots during the day; sports fans use them at night. Lesson 4: Know what you want. (Make that: Know what YOU want.) know thyself "We like to work with cities with defined hopes and dreams," said Dene Oliver, a developer and chief executive officer of DDR Oliver McMillan, a real estate investment trust. "You don't want to implant an idea." Oliver said he likes to develop projects that blend in well with existing architecture, "something that looks old and fits in. We don't even like to name our projects"--they should look as if they've always been there. And they shouldn't look off-the-shelf; they should reflect where they are. Lesson 5: Tenants come and go. The community will be there forever. "Tenants should not be the inspiration for entertainment retail in cities. Tenants change. What doesn't change is the environment: streets, blocks and squares. There should be an extension of the public fabric outside the property line," said architect Staton Eckstut of Ehrenkrantz, Eckstut & Kuhn in New York. Cities "are not like a mall," he said. People "are seeing an authentic environment they can't get anywhere else." "You don't want to create ersatz places," said AMC's Bashkiroff. "You want to extract a vocabulary" from the existing architecture and style of the city. "It must function for an authentic place the locals and be embraced by them. And that's very difficult. Another thing: Learn to listen to the residents. "When the development community is involved with designing part of the city, they're not dealing just with tenants," Eckstut said. "It's public approval and public dollars. This public process is very difficult for developers. They need to become much more open. It's almost a Quaker process to include people and make sure everyone can speak. And that usually moves us faster along the path." "3 of 6 7/24/00 5:28 PM FSCC World News Services: Lessons from Denver's Downtown http://sustaJnable.state.fl.us/fdi/fscc/news/world/denver, htm Lesson 6: Address the street. Provide attractive, interesting venues at street level to attract pedestrians, urged Bryant Nail, vice president of development for Post Properties, the apartment developer. In one Dallas people apartment complex, Post placed a health Club on the ground floor, along the sidewalk, where passers-by could watch others working out. In another, the company put "live-above-the-shop" space on the groUnd floor and residential space above. An artist might have a studio and gallery on the ground floor and an apartment upstairs. Denver officials admit now that during the 1980s, they put too much emphasis on office development and allowed developers to connect buildings with 12 skybridges. Workers never had to set foot outside their office buildings, and that people killed street life. (All but two of those skybridges have since been removed.) City ordinances required no retail on the first floor, so those office towers turned their backs on the street. No wonder downtown was a ghost town. When it comes to parking, "the first impression is everything," said Eckstut, the architect. "It must be friendlier." A parking lot designed for office commuters isn't particularly people friendly, and it doesn't matter. A parking lot for people headed to an entertainment venue "must be a guest experience," he said. As for street closing, forget it. "We have a new rule," said Mosher; the downtown development leader. "We don't close streets for anybody." Lesson 7: Consider the mix. Just how many sports bars does one downtown need? Denver variety has seen some come and go, as the downtown evolves and generates a demand for a wider variety of dining places, including some very upscale spots and a mix of national restaurants and local operations. Different themes and price ranges attract a variety of visitors. In the retail realm, avoid the discount-store route. "You need good retail to attract good retail. You need the big bang," said William Denton, developer of the Denver Pavilions, a 350,000-square-foot project on the Sixteenth Street Mall variety scheduled to open this fall that will have 15 movie screens, Niketown, Hard Rock Cafe, Virgin Records and a Wolfgang Puck restaurant. He had to woo back Banana Republic, which had been unsuccessful on its first go-round in Denver. (But he cautioned against indulging "spoiled tenants," the marque names accustomed to dictating terms.) Jim Sullivan, the commercial real estate agent, amended Denton's comment: "Good sales attract good retail, and good variety customers attract good retails. And good customers are drawn 4 of 6 7/24/00 5:28 PM FSCC World News Services: Lessons from Denvefs Downtown http://sustainable.state.fl.us/fdi/fscc/news/world/denver, htm by the workplace, by residential and by entertainment," he said. Lesson 8: Learn from our mistakes. They've made 'em. An insufficiently diverse economy meant that when the oil business went bad in the early '80s, the learn whole city suffered. Denver was hard-hit by the savings and loan crisis and its high-risk lending practices. Once, there were no city ordinances prohibiting property owners from tearing down buildings to create parking lots; that has changed. What worries SUsan Powers, executive director of the Denver Urban Renewal Authority? Mass transit: Voters just rejected a bond issue to extend the light-rail line. Centralparking listen management: The city doesn't control rates, so operators are free to charge whatever they wish, leaving some patrons feeling stung. Housing downtown: "We need people who will care about downtown on a 24-hour basis." Lesson 9: Don't sell sports venues in economic terms. It doesn't work, said Webb, the mayor. The numbers don't add up. People resent being asked to pay the salaries of "pampered players," and they dislike what they see as corporate welfare for rich team owners. But that's not the point, he said. Sports are an amenity, like libraries or museum or symphonies, concert halls or convention centers. He recalled visiting relatives in Chicago sports are just sports every summer as a boy and making annual trips to the Field Museum and to Comiskey Park and Wrigley Field." Culture and sports institutions are why we have cities," he said. Sports facilities are "part of the leisure and entertainment industry," said Price Waterhouse's Petersen. Mosher, the downtown development leader, said it would be a mistake to' debate "who benefits and who pays on every issue." And Barry Silberman, president of entertainment and development at the MCI Center in Washington, D.C. where the Washington Capitals and Wizards play, talked about the constant debate between "user support versus 'we all pay taxes for the symphony, the senior center, etc.'" Lesson 10: It's not just about money. "It took 40 years for our city to decay," Dene Oliver observed. "It's going to take a long time for them to recover. Not Say yes! everything you do is determined by the return on investment. "We're herd animals," he said. "We like to be around others. People want something they think we've lost. The investment in rebuilding cities is a benefit." Judy Starke, St. Petersburg Times Home Editor 5 of 6 .:~ 7/24/00 5:28 PM In,~e rig?t.~community, new ballpark can be boon (11 / 17/1996) http://www.pioneerplanet.com/archive/newstadium/dox/coor I 117.htm PIONEERPD EI Published Sunday, November 17, 1996, ,..... in the Pioneer Press. In the right community, new ballpark This material is can be boon copyrighted and may not be republished without permission of JIM MCCARTNEY STAFF WRITER the originating newspaper or wire service. ~ oors Field in Denver has become a mecca of sorts for community leaders considering new professional baseball parks PioneerPlanet for their cities. is a service of the Pioneer Press. They come fi.om such farflung spots as San Francisco, Houston, Cincinnati and the Twin Cities to tour the state-of-the-art For more information, ballpark. They usually are impressed by its revenue-generating write to: feedback~ suites, its egalitarian "rock pile" section of cheap seats, its pioneerplanet.infi.net tailOr-made sightlines of the ballfield, its historic brick facade and the stunning Rocky Mountains vista. But they often are equally interested in how Coors Field has helped revitalize the Lower Downtown neighborhood in Denver with rooftop restaurants, piano bars, comedy clubs, brew pubs, sports bars, and warehouses refashioned into new apartments and condominiums. Many of the civic visitors have a cloud hanging over their heads: Their professional teams have threatened to pull up stakes if they don't get a new ballpark. They're looking for a silver lining, which is why the idea that stadiums can be powerful tools for urban redevelopment holds such allure. But they'll also find that building ballparks in urban areas is a tricky proposition, with development results often much less dramatic than those that Coors Field has brought to Denver. Cleveland's impressive new baseball and basketball complex, built in 1994, has yet to produce the expected impact on the city's Gateway district, for instance. And a previous generation of downtown ballparks, including the Metrodome in Minneapolis, brought few if any benefits to their urban neighborhoods. There is an alchemy to mining a new stadium into economic gold. It includes finding the right neighborhood and carefully fitting the ballpark into the surrounding community. "It's a very sensitive process, but it's possible to make a stadium into a great urban amenity," said Ford Fricke, a consultant with a Denver-based economic research and consulting firm. Because the Minnesota Twins have yet to make their stadium proposal to the state Legislature, Minnesota is still in the early stages of discussion. But officials in Minneapolis and St. Paul have identified a half-dozen potential sites in the downtowns for a 1 of 7 7/24/00 5:10 PM In Ge right. ,c°mmunity' new ballpark can be boon (11/17/1996) http://www.pioneerplanet.condarchive/newstadium/dox/coorl 117.htm new ballpark. Although it's unlikely that a site will be chosen before the Legislature decides the issue, Gov. Amc Carlson hopes city officials will forge ahead on determining their best possibilities. Ballpark as urban renewal "When we were looking at building a new ballpark before Camden Yards in Baltimore, the downtown model had not worked well in Pittsburgh, Cincinnati or Minneapolis," Fricke said. "They were big concrete complexes surrounded by traffic patterns and parking lots." But Oriole Park at Camden Yards showed that with careful attention to architectural detail and design, a ballpark can have an almost magical effect on an older area. Camden Yards mimics the old brick-and-girder ballparks, and even incorporates a landmark warehouse into its complex. It reinforced a nascent resurgence in the Inner Harbor area, which also sported a new aquarium and other entertainment attractions. Camden Yards quickly became the prototype for the modem ballpark, and convinced officials in other dries that new parks could transform their own shunned and rundown areas into thriving residential neighborhoods and popular entertainment districts. But stadiums are tricky economic development tools at best, and even sports boosters are reluctant to lean too heavily on the ability of a ballpark to revive an urban area. For one thing, the benefits of urban redevelopment from a new stadium are hard to quantify, even as part of the type of broader economic impact study of a team or sports complex often commissioned by sports officials. For instance, a 1994 economic impact report on Minneapolis' Target Center, done by the Arthur Andersen financial consulting finn, credited the arena with helping spawn 22 new bars and restaurants that represented $10 million in new construction, and increasing property values in the Warehouse district. But the study concluded that the most significant measurable impact was $115 million in annual direct and indirect spending generated by the Target Center and the Minnesota Timberwolves. That involved 693 jobs at the arena and $10.9 million in public-sector revenues from various related taxes. Similarly, the anticipated effect of a new Twin Cities ballpark on its neighborhood will likely be no more than a chapter of astudy on the economic impact of a new ballpark and the Minnesota Twins that is being done now by the Arthur Andersen finn. Commissioned by Minnesota Wins, the study is expected to be released in the next several months. Some economists argue that even impressive urban redevelopment benefits cannot justify the huge costs of the new 2 of 7 7/24/00 5:10 PM In ~e right ~community, new ballpark can be boon (11 / 17/1996) http://www.pioneerplanet.com/archive/newstadium/dox/coor 1117.hun ballparks. "The Gateway project hasn't produced anything to approach the kinds of costs it took to build," said Norman Krumholz, an urban studies professor at Cleveland State University and a former planning director for the city of Cleveland. The effectiveness of sports complexes as redevelopment tools is a side issue in the debate over how much public money a city or state should be willing to pony up to make sure its professional team stays put. Backers of public funding for stadiums argue that sports teams are crucial to their hometowns, both in terms of the community pride they foster and their overall economic impact. Opponents, including a number of economists, say that sports teams produce only a modest economic benefit for their communities, and the only real beneficiaries of public investment in stadiums are the team owners and players. These broader issues will be part of the debate over a new ballpark for the Minnesota Twins when the Legislature convenes in January. But given that the main argument for building a new ballpark here is simply to maintain the status quo -- keeping the Twins in Minnesota -- the urban redevelopment issue takes on greater significance. That is, legislators and voters might be more willing to help build a new ballpark if they saw it as a potential source of new benefits for the community, not just the retention of existing benefits. Coors -- mile-high model That's one reason there are so many visitors going through Coors Field: Ballpark tours are so popular that officials there have set up a sideline tour business, charging $5 a head. "I do this all the time," Dave Moore, a top official with the Colorado Rockies, Denver's major league baseball team, told a recent tour group. "Last week, I had visitors from seven cities in seven days." Minnesota Wins, a nonprofit group organized to promote a new ballpark for the Minnesota Twins, started sending groups of community leaders (but not elected officials) to Coors Field in Denver late last summer. Besides witnessing the glories of baseball played outdoors in a state-of-the-art park, visitors to Coors Field can see how nicely the new park feeds its surroundings. On a day in late September, the wait for lunch at the Western Pacific Chop House, a new.steakhouse and brew pub near the ballpark, seems long given that the Rockies aren't playing until .evening. The Chop House, owned and managed by the principals ~n the Rock Bottom Brewery, is so successful that the Rockies are a bit, envious the team didn't retain the development rights to the site, Moore said. 3 of 7 7/24/00 5:10 PM In ~e fight community, new ballpark can be boon (11/17/1996) http://www.pioneerplanet.com/archive/newstadium/dox/coorl 117.htm "We've had 18 new restaurants open up since the ballpark was built, and the population in the neighborhood has not quite doubled," said Karle Seydel, an urban designer who is a community activist in the ballpark neighborhood. "You can't say it's all directly associated with the ballpark, but I think it has catalyzed and pushed forward development that might have occurred over a 15-year span to a four- to five-year time frame." The population in the neighborhood has been increasing as the area's vitality and its entertainment opportunities have picked up with the opening of the ballpark, said Barbara Chadwick, a planning coordinator for the city of Denver. The residential base of the Lower Downtown neighborhood, called LoDo by locals, is about 3,000 units with another 1,600-plus units on the way, she said. That's up from just 1,000 units in 1992. Although some of the construction is new, most of the units are in old warehouses that are being redeveloped. "Some people thought a ballpark might kill downtown housing," Seydel said. "But it's proven to be an amenity." An important element in Coors Field's redevelopment success, Denver officials believe, is that it was built in an area that was already on the upswing. The historic LoDo neighborhood, with its coffee houses and artists' quarters, had become an increasingly trendy place, and the stadium built on that momentum. In addition, the red-brick and steel-girder ballpark was designed to be part of the neighborhood, not a concrete bunker surrounded by parking. Some observers expect a shakeout to follow the boom from the Denver ballpark, but so far most of the new bars and restaurants continue to do well. "At some point there will be a sorting out of the winners and losers," Moore said. Cleveland -- slow spinoff Jacobs Field, which has been home for the Cleveland Indians since it opened in 1994, matches Coors Field in most aspects. But it hasn't had nearly as dramatic an impact on the nearby Gateway area. Certainly there is activity in the Gateway area, which also has Gund Arena, a new basketball arena next to Jacobs Field. More than a dozen new restaurants, such as the Diamondback Brewery and Flannery's Irish Pub, have opened to serve sports fans as they come and go from the games. The city's strategy has been to use these new commercial establishments to anchor projects in which the upper floors, typically vacant or underused office space, are redeveloped into apartments and condominiums, said Paul Krutko, downtown housing manager for the city of Cleveland. About 300 new 4 of 7 7/24/00 5:10 PM In ~e right,community, new ballpark can be boon (11/17/1996) http://www.pioneerplanet, com/archive/newstadium/dox/coor 1117.htm residential units are under construction in Gateway, which had virtually no housing before the sports complex was built, Krutko said. "I Would argue that without the sports complex, those projects wouldn't have happened, at least at this time," he said. And there are ambitious plans in progress. Tom Jablonsky, who is director of the Historic Gateway Neighborhood Corp., a private economic development effort, said up to $100 million worth of projects are planned or under way in the area. Most are still in the planning stages. The complex redevelopment issues involved, such as getting control of the buildings and finding financing, have set things back, Krutko said. "It's been difficult getting control of the properties, because many of the owners have inherited the properties and no longer live in the area," he added. So far, the Gateway sports complex shows only a modest impact on its neighborhood, which includes Euclid Avenue, once a classy retail and residential street with several of the city's shopping arcades. And one stadium critic argues that what spinoff the sports complex has had in the immediate neighborhood simply has hurt businesses a little farther away. "Walk up Euclid Avenue, and you see a lot of closed-down restaurants," said Roldo Bartimole, the editor of a watchdog newsletter and columnist for an alternative weekly newspaper. "It has merely transferred business from one place to another -- it's just cannibalization." Bartimole adds that most of the new housing in the area haS been built with public subsidies. Unlike Denver, Cleveland already had invested heavily in its downtown area before the sports complex was built. Cleveland had started to redevelop its downtown warehouse district into a residential neighborhood, and it had transformed part of the Cuyahoga riverfront into a new entertainment district called The Flats, where many sports fans go after games. As a result, the demand for new downtown housing and new entertainment venues had already been satisfied to a greater extent in Cleveland than in Denver. Some observers point out that the Gateway complex is less integrated into the neighborhood, in part because it's a much larger project that includes a baseball stadium and basketball arena. "The Gateway complex is more on the fringe there than Coors Field is in Denver," said Becky Yan/sch, executive director of the Minneapolis Community Development Agency, who visited both ballparks last spring. "I didn't get the same sense that (Jacobs Field) was integrated 5 of 7 7/24/00 5:10 PM In the right community, new ballpark can be boon (11 / 17/1996) http ://www.pioneerplanet. com/archive/newstadium/dox/coorl 117.htm into the neighborhood." Milwaukee -- bucking the trend Some teams are resisting the downtown trend, instead heeding the allure of cheap and available land in outlying areas and avoiding the delays and headaches of a major project in the urban core. The Milwaukee Brewers recently broke ground on a new ballpark next to the team's current park, County Stadium -- a site with plenty of parking but well outside the downtown area. The financially strapped Brewers even rejected a $50 million inducement from the city of Milwaukee to locate downtown. "We couldn't find a large enough site in downtown Milwaukee," said Gabe Paul, a Brewers official. "There wasn't enough parking for tailgating or for parking buses. At least in Milwaukee, tailgating is a big part of going to the ballgame." Brewers officials privately acknowledge that many of their fans, especially those from outside Milwaukee, are reluctant to drive downtown. They also point out that a downtown site might have delayed completion of the ballpark by a season or more, postponing new revenues the Brewers desperately need. One vocal critic of the trend toward public-backed sports stadiums argues that choosing a site outside the downtown area eliminates one of the few clear economic benefits of a new ballpark. Robert Baade, a professor of sports economics at Lake Forest College, said that a sports team's preference for ample parking usually means that a suburban facility is constructed as "an island in a sea of asphalt." As a result, it's less likely that fans will spill over into the community and contribute to the local economy. Although Baade says such spillover far from justifies the public expense of a new stadium, he argues that a stadium built in the central city at least provides the prospect of" stadium-induced economic development." Minneapolis -- coming debate Although a site has yet to be determined for a new Twins ballpark, it's clear that ballpark boosters, including team and public officials, favor a site that is downtown. Minneapolis planners have identified five potential sites in downtown Minneapolis; St. Paul has its favorite site on the opposite side of the Mississippi River from downtown St. Paul. But the experience of other cities, as well as past experience in the Twin Cities, indicates that a ballpark's potential impact on the surrounding area depends largely on where it is built, how it is designed and, especially, how these two qualities interact. The Metrodome in downtown Minneapolis is a classic example of a stadium that provided very little redevelopment for its neighborhood. New ballpark boosters say the Metrodome Produced so few spinoffbenefits because it was isolated both by 6 of 7 7/24/00 5:10 PM Irt ~e?ig, h~,community, new ballpark can be boon (11/17/1996) http://www.pioneerplanet.com/archive/newstadium/dox/coorl 117.btm design and location -- it is surrounded by parking, and essentially in the middle of a district where there are very few residential or entertainment options. One of the lessons of the Metrodome is that for new stadiums to be effective redevelopment tools, they must be part of an existing neighborhood, not the genesis for a new one. ' "The site is crucial -- a new ballpark can be the engine to help other activities grow," Yanisch said. Few would argue that even the best site and ballpark design can generate enough neighborhood redevelopment to justify a $300 million public investment -- the estimated cost of a new ballpark for the Twins. Supporters of a new ballpark would count the overall economic impact produced by the team and its park, too. But the crux of their argument is that the team deserves public investment because it produces a level of entertainment, pride and community identity virtually matched by other private enterprises. Some economists and urban planners disagree, insisting that sports teams and ballparks have very little economic impact on a community, and that the intangible benefits should not play a significant part in any debate over public investment in a new ballpark. "It's not a good use of public money," said Kmmholz, the Cleveland State professor. 7 of 7 7/24/00 5:10 PM wysiwyg://46/http://WWW.cincypost.com/ncws/clcve061599.html get a Jersey Mike's couponl Lottery Numbers New stadium at heart of 100 Cleveland's success WHO MADE A DIFFERENCE By Cliff Peale, Post staff reporter When the Cleveland Indians played their first game The Store in a sparkling new Jacobs Field in April 1994, they already were four years into their revival plans for the moribund franchise. The Post Click for order f~m Team officials had started creating marketing campaigns in 1990. The next year, they started selling rights to season tickets for the stadium that still was on the drawing board, bscrJ be online Today, five years after Jacobs Field opened, the Indians have become one of the model franchises Et tlC] in all of major-league baseball. They operate a SAVE! huge mail-order merchandise business over the Intemet, they have 145 games a year on local television and every seat for every game in the downtown ballpark has been sold in advance for four consecutive seasons. "The stadium has been a huge thing for us," said NEIGHBORHOOD Dennis Lehman, executive vice president for NEWS business operations with the Indians. "It creates its own demand and its own momentum." Tune in The Cincinnati Reds now sit in virtually the same position the Indians occupied in the early 1990s. ,.~~ They have signed a lease for a new ballpark that la~r~t Raaio will increase revenue by about $25 million a year, and have cast their lot with young, untested players. And they have picked up marketing efforts in advance of the stadium's opening. The main lesson, Lehman said, is to keep creating new revenue streams apart from ticket sales. Nearly 90 percent of its revenue comes from stadium operations, but in several different packages. I of 3 7/25/00 8:20 AM "The difference is when you're in a market the size of Cleveland or Cincinnati, you can't rely on local media dollars to generate enough money to support a large payroll," he said. "You need to develop a stadium revenue-based franchise." The team's effort started with merchandising. It operates six mall stores and one other at Jacobs Field and started the Intemet operation in 1995. Last year, it collected $15.4 million from merchandise sales, according to public documents filed with the Securities and Exchange Commission. The Reds would not reveal their merchandise revenue. Total revenue in Cleveland last year was about $144 million, with about $56 million from ticket sales. The team grossed nearly $20 million from local radio and television and about $16 million from concessions and catering. Another source of revenue comes through signs in the stadium. Many of those deals included "escalator" clauses that mandated regular price increases, Lehman said. "You've got to be pretty creative." Baseball people insist that the best marketing is a successful team, and the Indians moved long before Jacobs Field open to sign their young talent to long-term contracts. It was not until the 1994 season that the franchise signed its first big-name free agent, pitcher Dennis Martinez. But Lehman said the Indians never thought its revenue choices were confined to the team itself. "We have two distinct products, an on-field product and an off-field product," he said. "If you don't have both systems rtmning in place, you're not going to be successful." Publication date: 06-15-99 2 of 3 7/25/00 8:20 AM Mile-high vision for Broadway Commons? By Barry M. Horstman When Denver's Karle Seydel gazes at Broadway Commons, he sees "what the Coors Field site looked like in 1990" - a mn-dom area on the fringe of downtown, long neglected by city leaders and viewed as an unsafe spot for a sports stadium or any other major facility. Yet Seydel believes that building the Cincinnati Reds' new ball park on the northeastern downtown site could ignite the same kind of commercial, residential and cultural renaissance that Coors Field has spawned in downtown Denver. "Broadway Commons is an area that just screams of opportunity and possibilities," said Seydel, an urban designer who led the battle to bring the Colorado Rockies' stadium to an area of downtown Denver known as Lower Downtown - "LoDo" to locals. As Hamilton County and Reds leaders work toward a tentative stadium site agreement; proponents of Broadway Commons have brought Seydel here to promote Denver's success story. Over the weekend and at a breakfast meeting today at the Bankers Club downtown, Seydel told local leaders that Coors Field's emergence as one of Major League Baseball's most successful stadiums followed an early script strikingly similar to the Broadway Commons debate. Once described by a Denver City Council member as "double ugly," LoDo was filled in the early 1990s with empty warehouses and had become a haven for down-and-outers and drug dealers. "To a lot of people, it was a scary place that was crazy to even consider as a place for a ball park," said Seydel, president of Urban Options, a planning, urban design and economic development consulting finn in Denver. Yet a seven-member site selection committee eventually opted for LoDo, in large part because land costs were appreciably less than an alternative - but also because of the vision of Seydel and a handful of other Denver leaders and development pioneers. "Ten years ago, when you looked at the area around what is now Coors Field, you could just see its enormous potential to become a catalyst to reinvigorate downtown," Seydel said. "And you see the same thing around Broadway Commons," he said. Both sites are compact yet adequately-sized sites surrounded by older neighborhoods "really prime for development." "In the early 1990s, we had a couple little pockets of activity in Lower Downtown," Seydel said, referring to brew-pub development and several small residential projects. "It's similar to what you have here with Main Street and the theater district. The right kind of project can make beginnings like that really take off in a downtown." I of 2- 7/24/00 5:16 PM sm !3~'~. http://www.cincypost, com/news/1998/stadO32398.html Coors' opening in April 1995 transformed LoDo's 25 square blocks into the city's hottest neighborhood. There now are nearly 80 restaurants, bars and coffeehouses, more than 40 art galleries and dozens of shops. Nearly 1,000 residential units have been built - mostly Ions with asking prices soaring to $300,000-plus since the stadium opened. Coors Field itself regularly draws more than 50,000 fans downtown for each of the Rockies' home games. And within the first year after the $215 million stadium opened, crime in the area dropped 17 percent while tax receipts soared more than 80 percent to $127 million. Broadway Commons' prospects, however, could be hampered by one major distinction between Cincinnati's stadium site selection process and that employed in Denver. While county leaders here will select the site, the Reds effectively hold veto power over the decision and have shown little willingness to even seriously consider Broadway Commons. Reds owner Marge Schott, who prefers a riverfront site, has unyieldingly dismissed Broadway Commons, raising questions about its relatively high crime rate, access and limited parking. Publication date: 03-23-98 Return to the Front Page © Copyright 1998, The Cincinnati Post. All Rights Reserved. 2 of 2 7/24/00 5:16 PM Hartford Advocate I'Visitors Guide '98 { Hope on the 50-Yard Line wysiwyg://210/http://www.hartfordadvocate.com/visitor98/2.html cutDg Hope on the SO-Yard Line If done right, a stadium-convention center Could be the catalyst for Hartford's Back to Main Index revitalization By John Perritano John Yurko knows a good idea when he hears one. Yurko grew up in the Dutch Point section of Hartford, not far from where the suits are proposing a $1 billion dollar renovation project called Adriaen's Landing. The centerpiece of the project is a multi-million dollar, 200,000-plus square foot domed stadium-convention center, hereafter known as a megaplex. As a sports fan munching on a midday meal at Rookies, a sports bar in Cromwell, Yurko says any attempt to bring the game, any game, closer to his home in Portland is all right by him. It's a pain in the butt, he says, to drive to Foxboro, Mass., where the National Football League's New England Patriots play. "You gotta spend the day there." And if the University of Connecticut Huskies go Division I-A -- the upper tier of collegiate athletic competition -- in football, so much the better, chimes in Yurko's lunch buddy, Chris Stackpole. "I'd go see them if they went Division I." "It would be a great idea to get an NFL team here in Hartford, too" adds Yurko with pie-in-the sky optimism. "I think it's a pretty good idea to have a stadium in Hartford. It's convenient, right off the highway, right off 91 ." I of 5 7/24/00 4:17 PM Hartford Advocate I Visitors Guide '98 [ Hope on the 50-Yard Line wysiwyg://210/http://www.hartfordadvocate.com/visitor98/2.html Stackpole and Yurko are among thousands of Connecticut sports fans who say they will come to a Hartford stadium no matter who's playing. But to be successful, a megaplex would have to cater to outsiders, and with plans for the center's exact scope still unformed, plenty of questions on the project's viability remain unanswered. Will conventioneers and trade show goers be lured to the Capital City where, it is hoped, they will spend money in the shops and restaurants, creating an economic spinning wheel that can produce millions, perhaps billions, of dollars for the region? Can Hartford compete with Boston (probably not) and Providence (decidedly so), which have convention complexes of their own, not to mention more things to do in town when the meetings adjourn? Will the Hartford Civic Center become just another vacant, blighted building, or can the arena be used to complement the city's total redevelopment effort? And finally, can private financing for a megaplex be found? Right now the answers are elusive. Many admit constructing a megaplex is a financial shot in the dark. It could work swimmingly or become a concrete white elephant. If Hartford goes forward with a megaplex, it will be navigating waters where only a few have sailed. There are only two megaplexes in the United States -- Indianapolis and St. Louis. Each, officials say, is successful and serves as the centerpiece of their respective downtowns. Both contribute millions to the local economy. In each case, the sports stadium is secondary to the convention complex, with the stadium serving as another, more expansive meeting room. "It's important for bringing in new capital to the region," says Arthur Anderson, chairman of the Capital City Economic Development Authority. "If it was just a stadium 2 of 5 7/24/00 4:17 PM Hartford Advocate [ Visitors Guide '98 1 Hope on the 50-Yard Line wysiwyg://210/http://www.hartfordadvocate.com/visitor98/2.html it would be one thing. It's much larger. I think the region can support [a megaplex] more than it can support a stadium alone." For more than a decade we've listened to plans of building a convention center in Hartford. Backers of the proposal continually refrained that a convention center could draw 120,000 visitors a year to the city and pump $75 million into the region's economy. But tight economic times during the early 1990s, among other things, caused the proposal to stall. Now Anderson and his group have the legislative authority to go forward with a convention center plan that includes a stadium. The legislation allocates $155 million in state bonds for the convention center. The authority must also find $210 million in private investment, including $40 million for a hotel and $170 million in related investment. There are only two sites where a convention center or megaplex can be built downtown: as part of Adriaen's Landing near the Connecticut River or on a city-owned parcel just north of 1-84. Although no economic plans or investment studies have yet been inked in Hartford, officials in St. Louis and Indianapolis say it is much easier to find public and private financing for a megaplex than it is for a stand-alone stadium. "The eConomics is driven by the convention and trade show business," says Bruce Sommer, director of America's Center in St. Louis, which includes the 70,000-seat Trans World Dome, home to the NFL's Rams. "That's what makes it work. For us, the stadium functions as a sixth exhibition hall." By itself, construction of a sports stadium alone would be unwise since it is used only a few times a year, creating little if any economic benefit outside of the playing field while costing taxpayers a great deal. However, with a convention center umbilically tied to a stadium, thereby turning a seasonal facility into one with year-round use, there is no telling how fast Hartford's economic engine can chum, especially as the economic effect ripples outward to area businesses. "This isn't just a sports stadium alone," Anderson says. That's why Anderson wants the development authority to dive into the planning for the stadium-convention center. Time is of the essence, he says, because UConn is under 3 of 5 7/24/00 4:17 PM Hartford Advocate[Visitors Guide '98 Hope on the 50-Yard Line wysiwyg://210/http://www.hartfordadvocate.com/visitor98/2.html the gun to find a stadium if it is to upgrade its football program to Division I-A. A Division I-A football upgrade has already been approved by UConn's Board of Trustees, but the school needs a 30,000-seat stadium to play in the Big East conference. Supporters of the athletic upgrade say investing in a top-notch college football team is wise because it would attract national attention, students and money. Many fear as well that if UConn doesn't join the Big East in football, the Huskies' basketball standing in the conference Will be hurt. As far as Anderson is concerned, plans for the stadium at this time will only be big enough for college football. If the Patriots were to come to town, the NFL wants a bigger complex. So far, the Patriots have made no specific plans to relocate to Hartford. Anderson says the authority can only plan for the present. "I don't take the Patriots lightly, but I don't know what their proposal is." While the megaplex in and of itself may not be a cure-all for what ails Hartford, it can only help in the city's economic recovery. In Indianapolis, for example, which went through the same industrial withdrawal Hartford experienced during the 1960s and '70s, the impact of the RCA dome, which opened in 1984, and the various expansions of the Indiana Convention Center, has been enormous. More than 49,000 jobs have been created and more than $211.4 million in local and state government revenue has been generated since 1984, according to statistics from the Indiana Convention & Tourism Association. The number of meetings at the megaplex jumped from 30 in 1984 to 380 in 1997. The overall impact of tourism to the city and state, which includes business generated by the megaplex, is $1.6 billion a year. "It's been wildly successful," says James Grass, media relations manager for Indiana's tourism association. "It's not just the stadium; it's the whole package. Because of the convention center, you have a revitalization of the downtown core." Indiana's 1.6 million-square-foot megaplex has become a major rallying point for various religious groups and sporting events. The city will host the NCAA Final Four in 4 of 5 7/24/00 4:17 PM Hartford Advocate I Visitors Guide '98 [ Hope on the 50-Yard Line wysiwyg://210/http://www.hartfordadvocate.com/visitor98/2.h, tml two years. In 1996, it hosted the first two rounds of the tournament. "We have 47,000 seats for basketball," Grass says, "and every square inch of the convention center is used by the media...that's what a large venue enables you to do." Still, you can't simply build it and they will magically come. The city, any city, must have the infrastructure to make any megaplex viable. Indianapolis and St. Louis have a great public transportation system -- Hartford does not. Indianapolis and St. Louis have adequate parking -- Hartford does not. Yet, Hartford is easily accessible by both air and highway, a major plus. In Indianapolis, area hotels are connected to the megaplex by walkways, which is very important in the winter. Indianapolis also serves as a good example of what Hartford may want to do with the Civic Center once a new stadium opens. In Indianapolis, the Market Square Arena did not suffer because of the RCA Dome's construction. The arena, which is currently being replaced with a new facility, is used by the National Basketball League's Indiana Pacers and by a minor league hockey team, both of which felt the dome was too large. In addition, musical concerts with a smaller draw -- those not on the scale of the Rolling Stones, for example -- are routinely staged at the arena. More intimate sporting events, such as gymnastics, also are held at the smaller venue. To make a megaplex work in Hartford will require marketing, creativity and political wherewithal. The convention center-stadium has to be the focal point of the city's redevelopment effort. Anything short of a full court press on this issue would make Hartford's redevelopment efforts tumble down like a house of cards. Back to Main Index Copyright ©1998 New Mass. Media, Inc. All rights reserved. 5 of 5 7/24/00 4:17 PM bringing new taxes; other benef...997-07-14 - The Business News of Daytnvysiwyg://230/http://www.bizjournals.com/dayton/stories/1997/07/14/story2.html bizjournals, com r~,,~ /dayton Home' Dayton 'Archive' 1997' July'Week of July 14, 1997 · Leading Stories Leading Stories BUSINE NEWS From The Business News Stadium bringing new taxes; other benefits unknown Experts say just using the downtown stadium for baseball will not yield the kind of growth officials seek. Leadinq Stories John Niehaus News Staff Reporter Building a baseball stadium will not by itself have a tremendous economic impact on Dayton. But getting a baseball team could be the kick downtown needs to revitalize itself, some economic development experts say. This revitalization could come at a great cost,, however, and without Stadium brinq~n,q new taxes; other benefits unknown a promise for a good return. And part of the uncertainty about a good return comes from the public's general disinterest and distrust of professional sports, said Mike Bosc, vice president of the Greater Louisville Economic Development Partnership. "From a business development impact, (the Louisville Redbirds) are not a direct draw," said Bosc about Louisville, Ky.'s Class AAA baseball team. "People don't move their businesses to Louisville because of the Redbirds. When you are a second-tier city like Louisville or Dayton, you're not going to get a major league franchise. And people are turned offto major league sports right now. "As for a direct impact, I don't think even a major league team has a !~,, ~t7 direct impact on economic development." AI~eI/S/NlrSS, C0M When Louisville's Cardinal Stadium was built in 1957, officials felt so~.t~o~,~ ~ the stadium and surrounding facilities, lik~ Freedom Hall and the I of 4 7/24/00 4:27 PM Sim bringing new taxes; other benef...99%07-14 - The Business News of Daytf~ysiwyg://230/http://www.bizjournals.com/dayton/stories/1997/07/14/story2.html Kentucky Fair and Exposition Center, would attract people and businesses to the area. Nothing really materialized, even though the stadium and other facilities have made money, Bose said. The Downtown Dayton Partnership, which has actively pushed for the stadium and the Class A minor league baseball team that they hope will play there, thinks the stadium's location will lend itself to entertainment and housing development. Creating housing downtown also will create other development needs, like grocery stores, pharmacies or book stores, said Dan Sadlier, chairman of the partnership's baseball task force. "There is always an intention to get a site that provides as many spin-off opportunities as possible," said Sadlier, president of Fifth Third Bancorp's Dayton market. "When we chose the Mendelson site, we knew there were a lot of opportunities for development. But the partnership is not involved with the development itself." Dayton's plan to construct a $25 million, 6,000-seat stadium near the intersection of First Street and Madison Avenue will have a direct impact on tax revenue in the city and Montgomery County, according to an economic impact study completed by John Weiler, a University of Dayton economics professor and director of the school's Center for Business and Economic Research. The stadium itself will generate $35,400 in new income taxes for Dayton, $31,582 in new sales taxes for the county, $15,791 in taxes for Miami Valley Regional Transit Authority and about $1,800 each for county and city hotel/motel taxes. The study also suggested an annual economic impact of about $5.26 million for Dayton and about $2.03 million for Montgomery County. These figures are based on a yearly attendance of 340,000,' Weiler said. Locating the stadium in the warehouse district lends itself to future development, especially with its proximity to the Great Miami River and the Oregon District, said Don Eyberg, vice president and project director for Ellerbe Becket Inc., a designer of stadiums and arenas around the country. "Warehouse districts lend themselves well because of low rents to restaurants, bars, grills, microbreweries and entertainment options like that," Eyberg said. Rob Canton, manager of Price Waterhouse's Sports, Convention and Entertainment Facilities Group, said Dayton's placement of the stadium will be successful as long as a large number of parking spaces are not located near the facility. Getting people to walk from the Oregon District to the stadium will not only help businesses in the district, but also will encourage other entertainment venues to open between the two areas. 2 of 4 7/24/00 4:27 PM S m b.~ng~ng new taxes; other benef...997-07-14 - The Business News ~fDaytmysiwyg://23~/http://www.bizj~urna~s.c~m/dayt~n/st~ries/~997/~7/~4/st~ry2.html "If the architects and land planners can develop it for pedestrian activity rather than ending up in a location with parking lots, that's when you experience the highest level of benefit," Canton said. "If the facility is being located to generate the pedestrian activity, then you naturally will get more bang for the buck." Rob Baade, a professor of economics at Lake Forest College in Chicago and critic of stadium development, said the monetary expectations from large investments like stadiums or arenas often are qverblown, especially with the demands made by team owners for new stadiums. Because studies have shown major league baseball stadiums do not dramatically impact local economies, even less should be expected of minor:league baseball stadiums because the teams do not draw from outside of the region, Baade said. Making a baseball stadium a part of a downtown rejuvenation project is a risky proposition, Baade said, but can be successful if the stadium is only a part of the revitalization. " The partnership has said it will work with Tom Dickson and Sherrie Myers, owners of the Lansing Lugnuts, to bring a team to Dayton. Lansing built the $12.7 million, 6,000-seat Oldsmobile Park in 1995 and the team began play exactly one year after the first day of construction, said Patricia Cook, manager of the Economic Development Corp. of the City of Lansing. So far, the investment has paid off. Since the stadium's completion, the city has experienced a net increase in real and personal property tax of about $1 million in downtown, a gain of about 10 percent. The city also received a'$30,000 increase in income taxes from the city's 1 percent payroll tax, Cook said. Perhaps Lansing's biggest success with the stadium, Cook said, has been the community support. Ever since the community discussed bringing a team to Lansing, the public and private sector worked together to make the facility and team a reality. If Dayton wants to see the same success, it should follow a similar path, Cook said. "The city has already received a return on its investment," Cook said. "One of the things we sold to (Lansing) was that it was not just a baseball stadium. They had an ice skating rink on the outfield during the winter. They have had ample opportunity to find alternative revenues in addition to baseball. They city has gone after it, and that's why the community continues to support it." 3 of 4 7/24/00 4:27 PM LA Times .~ http://www.latimes.condcgi-bin/print.cgi Tired of cred card debt? http :flwww.latimes.comlnewslstatelreport What the Staples Center Could Do for L.A. The theory goes something like this: "Build a sports arena downtown and revive the city core." But it's not that simple. By TONY PERRY, Times Staff Writer "The lights are much brighter there/You can forget all your troubles, forget all your cares/So go Downtown/Things'Il be great when you're Downtown. "Petula Clark, songstress and urbanologist, from her 1964 hit "Downtown." Here is the short course on the American downtown at the end of the 20th century: A lot of cities are striving to overcome the Doughnut Syndrome--communities surrounded by nice stuff but hollow in the middle--by mining their urban core into entertainment meccas. Call it the Fun Zone theory: Millions of suburbanites are lured downtown for entertainment, and they remm to shop, dine and stroll in areas reborn by their presence. Perhaps some may decide to move there, restoring a residential core to long-dead city streets. "Except for the last 40 years, cities Skyline view of staples Center and throughout history have been seen as adult Downtown Los Angeles playgrounds, centers of culture and RICK MEYER / Los Angeles Times entertainment," says Michael Beyard, vice president of the Urban Land Institute, a nonprofit Washington, D.C., organization. "That's what cities are trying now to recapture." So yesterday's Roxy becomes tomorrow's 16-screen multiplex, yesterday's bank becomes artists' lofts. The doughnut hole fills up, the good stuff returns to the middle, the great restaurants, the movie palaces, the busy hotels, the department stores and, increasingly, big-time sports. At a dizzying pace, owners of professional franchises are committing to new downtown baseball parks, football stadiums and sports arenas. Los Angeles is late to join in this Fun Zone/urban renaissance dream, but with the opening of the Staples Center, hopes are soaring. Civic leaders are rapturous over the possibility that the pieces are falling into place at last, and that the new arena will prove the catalyst. They are aware that L.A.'s history is fraught with failed hopes for reviving its once glorious downtown. They also know that the arena could be wildly successful as a sports and entertainment center, while doing nothing to invigorate the areas around it. Expert after expert says it is critical for a city to have an overarching plan for downtown and not to rely exclusively on a new arena. 1 of 7 ~' 7/24/00 5:21 PM LA Times ~ http://www.latimes.com/cgi-bLn./print.cgi Fearful of another stumble, public officials and private boosters have tried to turn L.A.'s slow entry into the Fun Zone approach to their advantage. They have studied the experiences of other cities, including Cleveland, Phoenix and Denver, looking for lessons for L.A. More recently, a reporter taking a similar tour of those cities found the following: An arena or ballpark alone will not redevelop a blighted area. If it worked that way the South Bronx, home of the New York Yankees baseball team, and Inglewood, where the Lakers and Kings have played for years, would be prospering, and the Detroit downtown would be booming. To be successful as a redevelopment tool, a ballpark or arena must be part of an overall downtown plan to attract business and industry by granting tax and zoning breaks, improving streets, installing fiber-optic cables and, most importantly, providing a high-performance urban school system. Those are all expensive and take longer to accomplish than predicted in the rosy forecasts of sports facility boosters. When a city uses public money to build an arena or ballpark, there will be controversy from start to finish, and beyond. In some notable cases, these projects have encountered fierce opposition from voters. The Staples Center is being built with a relatively small government contribution of $12 million. There is a chasm between downtown enthusiasts and skeptics over the value of using any public money to help build a new arena. Skeptics, often armed with academic studies, say taxpayers don't recoup their investment. Public officials and others say the eggheads who conducted the studies know the cost of everything but the value of nothing, and that many of the benefits are intangible. There is a mayoral mountain of stories about how arenas and ballparks help create jobs and attract capital investment to downtowns. But there is precious little hard proof. The critical element to revival is new housing that appeals to the middle class and the affluent, making downtown into a real neighborhood, not just a place to visit for fun. "When people start relocating their residences there, a mayor knows 'he has succeeded with downtown," says Phoenix Mayor Skip Rimsza, who became a believer when he bought a food-equipment business across from Camden Yards in Baltimore. WHICH WAY L.A.? Without doubt, there are promising signs. In recent years, more and more people have moved into apartments and condominiums on Bunker Hill and near the Staples site. The apartment vacancy rate downtown is among the lowest in the city, and there are encouraging efforts underway, such as developer Tom Gilmore's ambitious plans to put 235 lofts in the Old Bank District on 4th Street. The Walt Disney Concert Hall now under construction will give Angelenos another reason to come downtown. Also worth noting is the obliteration in recent years of one myth: that Southern Californians shun dense urban environments, preferring to spend their time in shopping malls or suburbia. The emergence of teeming Old Town Pasadena and the Third Street Promenade in Santa Monica, as well as promising trends in Hollywood, are demonstrating that people here are drawn to vibrant city streets--provided they are safe. Staples Center owners plan to put an "entertainment zone" on 30 acres across from the arena, offering food, a hotel, shopping and other amenities to attract not only fans but also the waves of conventioneers who come to the adjacent Convention Center. In the view of downtown enthusiasts, the Staples Center will lure people to an area that is changing for the better. "We believe a lot of people will be coming down for games and concerts that haven't been in downtown L.A. in 20 years, though they probably live within a 30- to 40-mile radius," says Carol E. Schatz, president and chief executive officer of the Central City Assn. and the Downtown Center Business Improvement District. "Our intentions are to get them out of their 2 of 7 7/24/00 5:21 PM LA Times ~ http://www.latimes.com/cgi-bin/print.cgi cars and 'get them to walk around, to get into the habit of coming downtown." Michael Dear, director of the Southern California Studies Center at USC, says the new arena can be a major step in improving the corridor from USC/Exposition Par}[ along Figueroa to downtown. "The real multiplier effect of any single center like Staples is what happens around it," Dear says. "The city needs to create a livable-place atmosphere along the corridor, with retailing, landscaping and transportation." In other words, if you build it and they come, will they have a reason to stay? While others may decry the slow pace of Los Angeles' downtown redevelopment effort, Dear says it has allowed the city to make more careful decisions rather than grab at any privately financed plan put forth. But with Staples completed, the task will be to accelerate the pace to make sure the arena does not become an island surrounded by a sea of parking lots, Dear says. "Staples is a cusp for the downtown, South-Central area. But to make it really happen, it will need someone to give it a shove. It could be [Mayor Richard] Riordan,.a private figure like Eli Broad, or even Steven Sample, president of USC." Although the neighborhood around the center remains fairly bleak these days, Schatz sees unmistakable signs of a revival: a nearby Holiday Inn undergoing ' renovation, retailers and restaurant owners showing interest in moving in along Figueroa Street. She foresees increased public transportation shuttling fans and concert-goers. "I think you're going to see a very different Figueroa in the next few years." Or you won't. Councilman Joel Wachs, an early critic of the city's dealings with the Staples developers, says that he's glad "a lot of crummy stuff" is being razed to make way for the center. But he notes that 'Tve never bought into the idea that arenas and stadiums bring the kind of [spinoff] benefits that owners promise." QUESTION: WHY SPORTS? Retort: Have you been living in a cave? "Who knows about 30 years from now, but right now, sports is the most viable vehicle to use to get people back downtown," says Jerry Geiger, deputy director of community and economic development in Phoenix. "Unless you've got bodies in your downtown, you're just whistling Dixie in terms of redevelopment." This year alone, 11 major-league sports arenas, baseball parks and football stadiums are to open, the most since records started being kept in 1912. The roster stretches from Seattle to Atlanta, Miami to Toronto, with stops at Raleigh (N.C.), Indianapolis and elsewhere. Next year, San Francisco, Detroit, Houston and Milwaukee will open new ballparks. San Diego, Pittsburgh, Cincinnati and Philadelphia have works in progress. The boom is not exclusive to big sports markets. The Lansing Lugnuts, (Appleton) Wisconsin Timber Rattlers, Tulsa Drillers, Louisville River Bats, Lake Elsinore (Calif.) Storm and dozens of other minor-league teams are enjoying new digs in or near downtown. "The way your downtown is perceived is the way your entire city is perceived," says Denver Mayor Wellington Webb, whose downtown has enjoyed a remarkable renaissance in this decade. "You have to dispel the myth that downtowns can't grow or be vibrant." Yet the role a new sports arena can play in a downtown revival is limited. "Sports is not a magic bullet," Beyard says. "It can be a good component, but if it is done badly, with a bad design or too expensively, it can stunt your downtown." As a stand-alone enterprise, or even in conjunction with the restaurants and festive sports bars and souvenir stores, an arena is an engine that creates jobs mostly in'the serv/ce and tourism economy, where wages are at or slightly above minimum wage. Michael Stepner, who spent more than two decades as a San Diego city planner, supports the drive for a downtown ballpark there but says that if given a choice, he would prefer to see an aerospace firm with three shifts a day and paying upscale manufacturing-style wages. Furthermore, Stepner is 3 of 7 7/24/00 5:21 PM LA ~imes ~ http://www.latimes.com/cgi-bin/print, cgi concemed that after a ballpark is built, the city won't keep the area around it t}om becoming a sea of parking lots or Hooters-esque beer joints, neither of which will attract residential growth. "I just hope San Diego takes the time to do it right," he says. "It's very easy to do badly." " In Cleveland, as in Denver and Phoenix, there is a kind of heliotropic effect, with restaurants and taverns sprouting on the side closest to the most thriving parts of downtown. A block away, however, it can be blight as usual. Just beyond the fan-friendly businesses that have sprouted near Cleveland's Jacobs Field and Gund Arena, the scene is like a vacant movie lot. On a late summer weekday afternoon, while the baseball team was on a road trip, not a living soul was on the street for 100 yards or more. Within the shadow of Coors Field in Denver stands a block whose major attraction is an ancient-looking establishment offering "beautiful live ladies behind glass." Not, presumably, the kind of attraction to entice a Fortune 500 company to Denver. Of course, just what does entice such moves is hard to pinpoint. In any City. Hall where sports is part of the city's redevelopment push, there is talk of the economic benefits: in Phoenix, a new Phelps Dodge corporate building downtown; in Denver, British Airways' decision to open a London-to-Denver route; in Cleveland, Applied Industrial Technologies' resolve to stay rather than move to Kentucky. "I don't think they would have made that decision 20 years ago," says Ken Silliman, executive assistant to Cleveland Mayor Michael White. Many analyses have tried to pierce the veil of municipal promises to try to prove whether a new sports franchise or arena leads to economic growth. One problem is that such a hunt leads into an area perhaps even murkier and more difficult to isolate: why corporations make the decisions they do about expansion, relocation and investment. Jack Sylvan, of the Institute of Urban and Regional Development at UC Berkeley, studied seven California cities with professional sports teams and found that it is maddeningly difficult to reach a conclusion. To the degree that sports can improve a city's image and "quality of life," a new team or arena might play a role in attracting investment and creating jobs, Sylvan says. But he suggests that "the expectation that sports franchises can generate an infusion of new private capital into a local economy should be taken with considerable skepticism." Why this matters to anyone who isn't a sports fan is simple: Most of these arenas are built with at least some tax money, coveted dollars that opponents want used for other civic needs--libraries, schools, police and so on. These opponents usually are in the majority, and they don't accept the still unproven premise that a new arena leads to new business and therefore more tax revenue, which presumably could then be used for the civic improvements they want. In city after city, the political dispute is the same--and it cuts across political lines. Democratic mayors in Cleveland and Denver and Republican mayors in San Diego and Phoenix are equally bullish on sports. It is one of the more intriguing phenomena of urban politics that the need for downtown sports is a kind of ruling orthodoxy among urban redevelopment officials even though a good portion of the public actively opposes the idea. ON A PLAQUE NEAR THE ELEVATOR LEADING TO THE OFFICE OF Cleveland Mayor Michael White is a quote from that sturdy Ohioan, President William McKinley: "You triumphed over obstacles which would have overcome men less brave and determined." McKinley was talking to Spanish-American War veterans. He might as well have been talking to the leaders of this once-mighty industrial city, whose post-World War II woes are legend: a middle-class stampede to the suburbs, race riots, failed industries, a river so polluted that it once caught fire, a failing school system and national ridicule as "the mistake on the lake." Dick Feagler, columnist for the Cleveland Plain Dealer, once called his hometown "the one city'in the universe where lJain is unavoidable." After becoming the first city since the Great Depression to default on its finances, Cleveland began the long road back to respectability, first under 4 of 7 7/24/00 5:21 PM LA Times x http://www.latimes.com/cgi-bin/print.cgi Republican Mayor George V. Voinovich and now White, a Democrat. By the early 1990s, much of downtown had returned, almost Lazarus-like, attracting tourists and private investment. The eastern edge of downtown, however, proved a particularly tough case. Forging a private-public partnership with the owners of the baseball Indians and basketball Cavaliers, White and other community leaders persuaded regional voters to impose a "sin" tax on alcohol and cigarettes. Before Jacobs Field and the adjacent Gund Arena opened in 1994, the area seemed impervious to the ambitious redevelopment drive that had revived the city's lakefront a mile away, the Playhouse Square theater district, the Tower City Center shopping complex and the night life and beer-and-burger haven called The Flats. From the numbers, it is hard to disagree with the city's strategy: 3.5 million baseball fans will come to Jacobs Field this year and another 2 million to Gund Arena to watch pro basketball, hockey and events stretching from the circus to pro wresting. "Before Jacobs Field opened, the last time I had come downtown after dark was the night Kennedy beat Nixon," Jim Spilowski said this summer while attending an Indians game with his wife and three sons. Police officer Jim Gnew has the perspective of 30 years on the force. "In the old days you wouldn't see a family here, or a woman venturing here alone. Now it's like a party every night the Indians are in town." Before and after the Indians' games, fans crowd into the 15 new restaurants, taverns and souvenir shops that line the blocks directly around the ballpark. Two hotels are set to open by the end of the year. Still, "It's going to take a lot of courageous investors to save Cleveland," says David Nev, owner/operator of Colonial Carriage, a two-horse firm that offers carriage rides to tourists. News on the housing from is encouraging but far from celebratory--and because of that, no conclusions can be drawn about the effect the new sports facilities have had on redevelopment. Clevelanders are moving downtown. Still, the suburbs beckon. Each year the highest-selling issue of Cleveland magazine is its annual rating of suburbs; close-in suburbs are now seeing their own flight to those farther out. In his recent state-of-the-city address, White put housing on his agenda. In hopes of persuading families to stay in Cleveland, the state Legislature has prevailed on the mayor to take over the crumbling and patronage-beset school system. Call it a fact of urban political life: Solve one problem and your reward is to be given an even more difficult one. JOHN HICKENLOOPER, co-owner of the Wynkoop brew-pub and restaurant in Denver's bustling LoDo district, leans forward and confides what Coors Field has meant to him. "Baseball," he says above the din of a crowd eating and drinking in preparation for a Rockies-Dodgers contest, "has been very, very good to me." So buoyed was Hickenlooper by the Coors Field boom that he decided to invest in a condo project, exactly the kind of urban progression that makes mayors weep with joy. For decades the 26-square-block LoDo (short for Lower Downtown) wallowed in civic neglect, particularly when Denver, its economy dependent on the energy industry, was laid low by recession and falling prices for oil. But an aggressive push by Mayor Federico Pefia and his successor, Wellington Webb, brought the area back to life with restaurants, brew-pubs, galleries and housing as part of an overall revitalization of downtown. "Where there used to be [homeless] shelters, now there are condos," Webb says. In Denver, the drive for housing is helped by a "Denver spirit" that attracts singles and DINK couples--dual income, no kids--to live downtown. Webb had a political epiphany when, as a state legislator, he accompanied a civic delegation that failed to persuade the president of May Co. not to close its downtown store. The president pulled out a map showing that the downtown population had dwindled to a mere handful, and Webb understood. "You need people living downtown to create retail jobs and to give your city the sense of being alive. To 5 of 7 7/24/00 5:21 PM LA Times a http://www.latimes.comJcgi-bin/print.cgi attract people downtown, you need certain amenities, and sports is one of those." LoDo was already going upscale when Coors Field opened in 1995 for the Rockies. Attendance in 1996 hit a high of 3.9 million, every one of them within easy walking distance of dozens of LoDo food-and-drink emporiums and a free shuttle-bus to the rest of downtown. The revitalization is the stuff of urban textbooks: a pedestrian mall, public art, small Georgetown-esque neighborhoods, an outdoor urban mall, a collection of high-end retailers, art museums and police, lots of police--walking, riding horses, motorcycles or bikes--to make tourists and suburbanites feel comfortable. Although Denver has been spared much of the political upheaval associated with sports projects and downtown revitalization efforts, Webb's commitment to downtown has been tested. He reallocated funds meant to help get an additional hotel near the convention center into an effort to encourage developers to build housing downtown. And he resisted criticism from outlying neighborhood groups upset that he has proposed a police substation for downtown. "Downtown," he says, "is a neighborhood, too." MORE THAN ANY OTHER CITY, Phoenix can be said to have hitched its economic future to professional sports. Seven major-league baseball teams have their spring training camps in the Phoenix area; football's St. Louis Cardinals moved to nearby Tempe in 1988; and in 1992, the America West Arena opened in Phoenix, the new home for professional basketball and for hockey, when the Winnipeg Jets relocated in 1996 and became the Phoenix Coyotes. Last year came Bank One Ballpark, cheek by urban jowl with America West Arena. The locals routinely describe it as "the world's most unique baseball experience." How excited are they over the ballpark with its sliding roof, space-age air-conditioning system and four McDonald's counters? One of the hottest-selling CDs locally is "Sounds of BOB," crowd noises during the expansion Diamondbacks' first season. As an economic investment by the city, Bank One is probably a wash at the moment, says Mayor Rimsza. The park costs the city as much in police protection, other city services and payments on the debt as it contributes in payments and a small ticket tax. Bank One cost $354 million to construct, with $258 million coming fi:om public coffers. But Rimsza insists that it should be evaluated in context of what it is accomplishing. He has a powerful piece of proof to back up his argument: People are moving downtown, and private developers, some with and some without city assistance, are building condos and lofts. On the other hand; it has taken more than a decade to find a developer to build a third downtown hotel to join the Hyatt Regency and Crowne Plaza--and hopefully boost the city's attempt to increase its convention business. And not everybody is aboard the sports-as-economic-boost bandwagon. Voters in nearby Mesa turned down a new stadium for the Cardinals. FOR TWO ~)ECAt}ES DOWNTOWN San Diego enjoyed an "intimate" baseball park where fans could look at the city beyond the outfield fence. A day or evening at the ballpark might also include some shopping and dining nearby. Baseball was part of life in a busy downtown. But Lane Field was demolished in 1957, as part of a rush to Mission Valley and the suburbs that, by the early 1970s, had left much of downtown dominated by tattoo parlors, locker clubs, all-night movies, sawdust restaurants and other establishments catering--legally and illegally--to sailors and Marines from local bases. Then in the mid-1970s, an upstart mayor named Pete Wilson decided that San Diego's downtown deserved a better fate and convinced the City Council and a reluctant business establishment that the city could not thrive unless its core was rescued. Two decades later, much of San Diego's downtown has undergone a transformation. Far from the "sleepy Navy town" of legend, visitors find a downtown replete' with new high-rises, a gleaming waterfront convention center, a lively Gaslamp Quarter food-and-entertainment zone, the ultimate "festival retail" 6 of 7 7/24/00 5:21 PM LA Times ~ http://www.latimes.condcgi-bin/print.cgi center (Horton Plaza), public greenbelts and an efficient system of trolleys and buses (one in five San Diegans goes to work downtown on public transportation). Urban planners are even more impressed with San Diego's success at what is considered the toughest chore of downtown revitalization: encouraging the private sector to build market-rate housing that can attract buyers. "San Diego is the model for all of us," says Silliman, the Cleveland mayoral aide. But one section of downtown San Diego has not enjoyed the revival: the eastern edge, dotted with warehouses and empty lots. It is there that city officials think they've found the solution: an "intimate" baseball park where fans can look at the city--and enjoy baseball. "We think the ballpark will play the same role as Horton Plaza and the convention center in serving as a catalyst," Mayor Susan Golding says. After a campaign in which baseball greats Tony Gwynn and Ted Williams served as spokesmen, San Diego voters endorsed a plan to build a $411-million ballpark. In exchange, the Padre owners are willing to sign a 25-year lease and promise to take the lead in building a hotel-and-retail complex near the park. Not everyone is pleased. Some object to spending public money for the ballpark. Downtown property owners whose land is being condemned are suing. Book lovers complain that the city should build a new library, not a ballpark. Numbers-crunchers say the revenue projections are um'ealistic and that the city will end up cutting public services, which boosters deny. Asked what advice she would give other mayors considering downtown parks, she laughs. "Gird your loins and put your flak vest on. Understand that any time you attempt something this large, complex and expensive, it will draw enormous opposition, as well as enormous support." The road to the Fun Zone, while enticing, is never easy. Tony Perry is a Times staff writer. His lastpiece for the magazine was on Legoland. Copyright 2000 Los Angeles Times FE. TIVAL 5°HEALTH 7 of 7 7/24/00 5:21 PM I/hpxact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html The Economic Impact of the Bryce Jordan Center and Beaver Stadium on the State College Area Economy N. Edward Coulson Associate Professor of Economics fvi~,osu.edu 814-863-0625 April, 1999 The able research assistance of Matthew Hotz is gratefully acknowledged, as is the help of Cathy Shannon, William McKinnon, Jeff Mallory and Bud Meredith, all of whom provided valuable information on the finances and prospects of PSU facilities. O. Preliminaries This report is concemed with the economic impact of (1) the construction phase of the proposed Beaver Stadium expansion; (2) Beaver Stadium itself; and (3) the Bryce Jordan Center on the State College Area economy. This economic impact arises from use of the facilities, and therefore expenditure at the facilities by both residents of the State College Area and by those visiting from outside the area. We concentrate on the latter, because visitors' expenditures are new injections of resources in the local economy, whereas locals' expenditures are to a very large extent replacing other kinds of lOcal expenditure and therefore do not constitute a net new economic impact,ltl) The report tries to estimate the expenditure within the State College area which is generated, directly or indirectly, by the facility visitors. The economic impact is composed of three parts. The first is visitor expenditure at the facility itself. The second is visitor expenditure within State College, but not at the facility. Much of the report is an attempt to measure these two numbers. The third type of impact is the indirect impact of local re-spending of this visitors' expenditure. State College merchants and employees who receive this money spend some part of it within the area, and so it gets respent again and yet again (in ever smaller increments) This is commonly referred to as the multiplier process, and its extent is captured in a number called the multiplier ~ which is multiplied by the direct expenditure discussed above to obtain a total (=direct +indirect) expenditure. Previous studies have used varying multipliers for the State College region: The recent report from the Institute of Policy Research and Evaluation3~ assumed a value of 1.5, although this was not consistently used throughout. Anderson, et al's4L51 prospectus for the Bryce Jordan Center deduced from theisimulations with the IMPLAN model that the multiplier was approximately 1.6. The 1987 report(s) assessing the impact of Beaver Stadium calculated that the multiplier was 1.97, using the minimum requirements estimator. Only this latter estimator permits replication for the purposes of this study. I of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html The minimum requirements estimator calculates the multiplier by dividing the extant work force of a city into that which is needed for local production and the remainder, which is assumed to produce export goods and services. The local-serving employment is calculated for each sector as the minimum percentage of the labor force employed in that sector for cities in the same size class. The percentage of the work force devoted to local demand is then the aggregate of these percentages across sectors. Then a linear regression relating this percentage to metropolitan area population can be estimated. The 1987 report presented such a regression relationship which estimated that a metropolitan area with a population of 120,000 (the State College area's 1987 population) would have 49.7% of its workforce devoted to local production, which translates into a multiplier of 1.97 (see footnote 2). In order to update the multiplier for this study, one could either use the 1987 formula using the latest estimates of State College's population, or one could go further and attempt to recalculate the minimum requirements for the variously sized cities. The former method yields a multiplier estimate of 1.99, given the estimated rise in the State College area's population to 132,000. (Note that throughout this report, rounded estimates are used, for ' ease of presentation.) We also attempted a complete recalculation of the minimal requirements using the most recent Bureau of Labor Statistics data on the sectoral composition of metropolitan labor forces, but the censoring of this data is fairly severe, due to privacy constraints. Given the available information we arrive at a multiplier of approximately 2.3, but in the interests of reasonably conservative inference the multiplier to be used in the remainder of this report will be the 1.99 figure mentioned above. In any case the use of the multiplier is transparent enough that reader will be able to infer economic impacts with or without the multiplier process. 1. The Economic Impact of the Construction Expenditure for Beaver Stadium Addition The expansion and remodeling of Beaver Stadium are estimated to cost $80 million. This section of the report is an estimate of the impact on the local economy of this $80 million expenditure. Estimates for the location of the direct expenditure of this money have been provided by Jeff Mallory of PSU's Office of the Physical Plant. The estimates contained therein are provided and summarized in Table 1. It can be seen there that local (Centre County) expenditures by the project will total $14.4 million. Using the 1.99 multiplier it is straightforward to calculate the direct plus indirect gross expenditure in Centre County as $28.66 million In 1981, Robert Ball(6) provided estimates for the number of jobs created per thousand dollars of expenditure. We inflate the $1000 from his 1981 study to 1998 dollars (using a general version of the Consumer Price Index for the Northeastern US) and calculate the number of job years created locally by the $14.4 million expenditure.LTl We find that roughly 70 local job-years are directly created out of this new expenditure. Given the multiplier factor of 1.99, we find that 139 new job-years are created out of this expenditure8~1. This breakdown of construction expenditures included not only local but also regional expenditure. This is expenditure in metropolitan areas within the central part of the Commonwealth and mainly includes expenditure in the Altoona and Harrisburg 2 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html metropolitan areas. We can therefore attempt to analyze the spillover impact of such expenditure. To the extent that State College is a market destination for Altoona and (probably to a lesser extent) Harrisburg consumers, autonomous expenditure in those regions will have some impact on the State College economy. A simple ecOnometric model (which also accounts for the multiplier effect within State College) was developed to assess the size of such spillovers over the past two decades(9), and finds that for every increase in 100 jobs in those two regions (taken as a whole) creates approximately 9 jobs in Centre County. The regional expenditure is given as $15.0 million. Following the above calculations, this indicates that in the region described there will be approximately 73 jobs created directly and (assuming a 1.99 multiplier for this region) 145 jobs including the induced effects. This will account for about 13 extra new jobs in the Centre County area. The total employment impact is therefore estimated to be about 152 new jobs. 2. The Impact of Beaver Stadium Expenditure on the Local Economy This section attempts to update the September 1987 report The Economic Impact of Penn State Football in the State College Region. The update is simply based on the recognition of changing prices and increased seating capacity of the Stadium since that report was issued. How Many Visitors in 19987 Seating capacity is currently around 93,000 seats since the completion of the North End addition. Of those, about 20,000 of those are allocated to students. Of the remaining seats, about 64,000 are distributed to season ticket holders both within and outside the State College region, and to other purposes. The remaining 9,000 seats are distributed to other Penn State students (e.g. from other campuses in the PSU system), to visiting universities and to others. Of the 64,000 season ticket holders, zip code data on the location of season ticket holders provided by the Penn State Athletic Ticket Office (10) approximately 10,500 come from zip codes beginning with 168 so that (by that measure) approximately 83% or 53500 come from outside the area.(11) Applying this same percentage to the unaccounted 9000 seats yields about 7500 more visitors for a total per game influx of about 61,000(=53500+7500) visitors.(12) The 1987 report noted the almost ritualistic behavior to which these fans adhere. For this reason we feel reasonably confident that the spending patterns uncovered by the survey team- in Erickson et al will, with appropriate adjustments, provide a reasonable estimate of the fans' current economic impact on the community. On that account, we provide as an initial estimate ofthat expenditure, Table 2. How Much Spending? The first column of Table 2 is the category of expenditure in State College for visitors from greater than 25 miles as developed in the 1987 report. The second column reports the percentage of respondents who had expenditure in this category in that report. The third column represents our attempt to categorize these expenditures according to categories of expenditures in the Consumer Price Index. For all such categorizations these indexes are for Northeastern Urban Consumers and represent the CPI index for 1998 divided by the same categorical index for 1986. In those cases where specific indexes are not available we used the "all items index." For all categories of expenditure the commodity category and inflation 3 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html factor are given in Column (B), and the 1986 per (out-of-town) attendee expenditure as calculated in the 1987 report is given in Column (C). Multiplying this latter expenditure by the inflation factor gives 1998 per-visitor expenditure. The out-of-town attendance has been given as 61000, so column (E) provides the approximate aggregate expenditure on game weekends by visiting attendees by multiplying column (D) by 61000. Finally, the season expenditure is given by multiplying the per game expenditure by 6, the typical number of home games in a (Big 10) football season(13). The row marked 'total' gives the corresponding total expenditures by adding up expenditures across categories. It can be seen that the typical football game creates almost $5 million in total expenditure by nonlocal fans, and that over the season nearly $30 million is injected into the local economy. Using the multiplier of 1.99 the direct plus indirect expenditures bring over $59 million into the local economy. Additional Impact of the Beaver Stadium Expansion When the south end and luxury box expansion is completed, it will add 10,000 seats to the capacity of Beaver Stadium. A thousand seats will be reallocated to students, so that a net increase of 9,000 new season tickets will be sold. If 83% of the seats are sold to visitors from outside the State College area, then approximately 7500 people will add their expenditures into the injections already calculated. Note from Table 2 that the total per visitor impact can be approximated as $81.16. Multiplying this by 7500 yields an increase in game-weekend expenditure of approximately $608,700. Over the course of a six game season direct expenditures will increase by over $3.65 million. With the multiplier the direct plus indirect impact can be estimated to be about $7.26 million in additional e~penditure04). Further Projections The proposed renovation of Beaver Stadium not only includes an expansion of its seating capacity, but also various other improvements to scoreboards, restroom facilities, walkways, etc. which promise to raise the quality of the game experience for attendees. On that account it seems certain that ticket prices will be raised over the next several years. Current projections call for a $6 increase staggered over the next few years, over and above any increase due to inflation. It is straightforward to calculate the revenue potential from this increase. By the 2001 season, there will be approximately 68,500 (=61000+7500) fans from outside the State College area spending $87.16 (81.16+6.00) at each football game for a total of $5,970,000 in direct expenditure in State College each football weekend. Over the course of a six-game season, this yields $35,822,000 in direct revenue, and multiplying this by the 1.99 multiplier yields a total economic impact of $71,287,000. One further factor contributes to the upside potential of the stadium, which is the recent liberalization of NCAA rules regarding the number of available games in a season. It will be easier in years to come for ~teams schedule a 12th game in the regular season, making it more likely that PSU can schedule a seventh home game. (This was a regular feature of the PSU schedule before joining the Big 10.) During those seasons when such a seventh home game is indeed scheduled this can add (assuming expanded seating and the above ticket price increase) another $11,881,000 (=5,970,000* 1.99) to the local impact for a total potential impact of $83,168,000. 4 of 15 7/24/00 3:42 PM Impact of the BrYce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html 3. The Economic Impact of the Bryce Jordan Center Table 3 gives the sources and amounts of local economic impact that are derived from the Bryce Jordan Center. In what follows the derivation of these figures is discussed. Roughly speaking, the BJC holds events of two types: PSU-sponsored events, and externally sponsored events. In the former category are athletic contests (mainly Men's and Women's Basketball games), graduation ceremonies, "tailgreat" gatherings, and a few other events. In the latter category are musical concerts and other entertainment events which are brought to the BJC by a professional promotion company. The economic impacts are of two types: first, the university (as proprietor of the BJC) receives revenue directly from the use of the facility and its services. In the case of PSU- sponsored events the revenues are direct. The university charges admission to its basketball games receives the flow of this revenue along with the concessions and other expenditures at the games. In the case of entertainment events, Penn State rents the facility and a number of associated services (such as labor, equipment rental, etc.) to the promoter of the event and also receives a share of the ticket and concession revenue. The second type of economic impact is the incremental expenditure within the community associated with the events held at the BJC, which arises from patterns of behavior not fundamentally different from that exhibited in association with Beaver Stadium football games. The assumption in the Beaver Stadium analysis is followed here as well: that local residents' spending associated with BJC events merely replaces expenditures that would otherwise take place some other time, and hence should not be counted among the economic impacts. Direct Impacts of Athletic Events. We discuss first the revenue generated by PSU as a result of holding athletic events at the BJC. The vast majority of such revenue is generated by Men's and Women's Basketball games and the analysis here is concentrated on that.(15) In some respects the estimation of the direct impacts is fairly straightforward. The university collects revenue from ticket sales, concessions and parking at the games and spends it either non-locally or locally (on wages or on locally produced goods and services) to create the induced effect (about which more later). We take the same line of reasoning as in part 2 of this report, that only those tickets that are sold outside the State College area (i.e. the 168 zip codes) constitute injections into the local economy. During the 1997-98 basketball season, there were approximately 143,000 tickets sold for Men's basketball games held at the BJC, which generated approximately $1.46 million in revenue. Of this revenue, the substantial majority, $1.05 million came from season ticket sales to non-students. Ticket office zip code records indicate that approximately 50% of these tickets were purchased by fans from outside the State College area, and so it is sensible to correspondingly assume that half of the season ticket revenue similarly comes from outside the area(16). The remaining $400,000 in revenue arises from a variety of sources: student season tickets, individual ticket sales (to both students and non-students), group ticket sales for individual games, and the like. Excepting student sales and some trivial sources of revenues, there is approximately $320,000 in individual game ticket revenue sold to the general public. If it similarly assumed that half of this revenue arises from sales outside the region, then approximately $685,000(=0.5'($1.05million 5 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html +$320,000)) in revenue from Men's Basketball is collected by Penn State from outside the State College area and thereby injected into the State College economy from outside the area. For Women's Basketball 68,000 tickets were sold, and $275,000 in revenue collected. Of this, approximately $208,000 in revenue was collected from season ticket holders, and according to the zip code counts approximately 29% of these were from outside the State College area. Applying the same procedure used in the Men's Basketball analysis it is estimated that $53,000 in individual game ticket revenue was collected from the general public. Applying the 29% to both season and individual game sales yields revenue to Penn State of $75,700 (=(.29)*(208,000+53000), rounded)) from sales to those outside the area. To these figures must be added the concession and parking revenue. Concession revenue is' obtained from the BJC revenue summary and total approximately $160,000 arises from men's and $73,000 for women's games. Multiplying these figures by (.50) and (.29) respectively, yields the injected concession revenue provided in the Table. Similarly the revenue obtained from event parking at Men's Basketball totals approximately $58,000 and from women's approximately $23,000. Applying the same percentages as before yields the table entries. B. Direct Impacts from Entertainment Events During the 1997-98 fiscal year there were 28 entertainment events at the BJC which had yielded a total attendance of 242,000. It is necessary first to determine the number of tickets sold to those outside the State College Area. For these events, the phone and mail orders that arc received by the BJC box office have a known location, and these are reported here in Table 4. As can be seen, a bit more than 42% of phone ticket orders come from the State College Area. However this does not fully account for all of the tickets sold, since a number · of walkup tickets arc sold at each event. It is assumed that the same percentage of walkup ticket-buyers are State College area (168 zip codes) residents. The revenue generated by these events given in the BJC Revenue Summary FY 1997-98. Revenue is generated via the promoter rent, box office and merchandise shares, concession sales(l 7), and charges to the promoter for catering, parking, advertising, equipment and labor(18). This totaled $1.93 million from promoter payments and $400,000 in concessions over the fiscal year. As it is assumed that 57% of the ticket revenue comes from outside the area, the new injection is calculated to be 57% of these two revenue streams-- that is, $1.10 million and $228,000. Revenue is also received from patron parking fees. The Parking income statement displays $196,000 in revenue from entertainment events. Applying the 57% figure yields an external injection of parking income of $112,000 Associated Visitor Spending The indirect revenue is the spending that entertainment and athletic event patrons spend on goods and services in the State College area but not at the BJC itself. The 1987 football report gave a flavor of the kind of spending that is meant here: hotels, restaurants, souvenirs, etc. But it would be foolish to think that the average attendee of a basketball game or rock concert spends in the same way that a football fan does. Football games are on Saturday, 6 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html and usually in the afternoon; concerts and basketball games are usually (though certainly not always) at night, and often on a weeknight. This then does not lend itself to a leisurely couple of days vacation in the area, and the resulting spending patterns that are seen on football weekends. Nevertheless, some spending of this nature probably does occur, especially to the extent that fans travel to State College from substantial distances. While the 1987 football report does not attempt to correlate fan spending with distance traveled, it is likely that the wide area from which fans travel to see Penn State football contributes to the high level of spending they engage in. It can therefore move the analysis forward if we make an assumption that BJC attendees who come from sufficiently distant locations have spending patterns equivalent to that of the average football fan. What is a sufficiently distant location? We assume that any visitor traveling to the BJC from outside the following metropolitan areas is so considered: State College, Harrisburg, Williamsport, Altoona, Johnstown and Dubois. This would seem to lead to a conservative calculation of the indirect impacts since as table 3 displays (for entertainment events), these areas constitute the bulk of the ticket sales. For the BJC entertainment events note that approximately 5,300 ticket orders (out of about 55,000),came from areas outside those noted above (these "outside areas" are noted with asterisks in Table 4). Assuming 2.5 tickets per order this means that 13,250 people came to State College from these outlying areas over the course of the year.(19) If each of these had spending patterns like those of football fans in table 1 (i.e., 28% spent the night in a State College hotel or motel, etc.) then (netting out the Table 1 expenditure on Stadium expenditure) each would spend approximately $49 in the area, for a total expenditure of about $649,000. To perform a similar calculation for Men's Basketball attendance, the masterfile listing of zip codes for season ticket requests is used: There, we find that approximately 20% of season ticket orders come from outside the multi-county area of central PA described above. Applying this percentage to the total of tickets sold to non-students (and a few other small groups of ticket buyers) it is estimated that 21,000 people come to Penn State Men's Basketball contests from outside the central PA area. Assuming the spending patterns previously discussed, we find that $1.04 million is spent by these fans in the State College community(20). For the Women's team, the zip code file allows us to estimate that 8% of fans travel to games from outside this broadly defined area. The similar calculation implies that about 3800 fans travel to games and spend about $188,000. Totals As can be seen from Table 3, Men's Basketball has a direct economic impact on the State College economy is over $1.8 million, while Women's Basketball adds almost a quarter of a million dollars. Entertainment events generate more than $2 million. The total direct impact is therefore a bit more than $4 million. Using the 1.99 multiplier as before yields a total impact of over $8 million from events at the BJC.(21) 7 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpacffstadiums.html 5. Conclusions States and metropolitan areas have increasingly struggled with the question of whether they should participate in the financing of sports facility construction, in particular for professional sports. The overall evidence indicates that they should not, and the reason they should not is that the observable economic benefits of sports facilities are minuscule, especially when considered relative to the aggregate economic activity within a city.(22) The lack of impact in part derives from the fact that demand for attendance at such facilities largely arises from within the city, merely displacing other intracity expenditure. However this debate also makes clear that facility construction can have a substantial impact at the micro-level. In the facility's own neighborhood, there can be busineSs formation and increased economic activity from the increased expenditure precisely because the demanders arrive from outside the neighborhood.(23) And so it is with the sports facilities on the Penn State campus. The estimable economic impacts of the Stadium and BJC are the product of three factors: the number of events, the size of. the attendance, and the extent to which that attendance is drawn from outside the State College area. We have attempted to assess these factors using the data which are available, and using conservative assumptions to analyze them. While the assumptions are of course subject to discussion, the overall conclusion is not at risk: the results indicate a substantial economic impact. Football games are few in number, but they draw huge crowds, a good percentage of which come from outside the area. Hence the economic impact of a football season is much larger than that for the Bryce Jordan center events. But together their economic impacts are estimated to total more than $60 million per year, and are therefore a substantial contributor to the local economy. Table 1 Local and Regional Construction Expenditures for Beaver Stadium Expansion 8 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html Category of Local '1 Regional Local il Regional De~.9!iti?n 'j $485~0' ,16.!,7~0 2;}5~ i °f78 Excavation& '::I $605,668 $605,666[ 2.93'i[ 2.93 ~nte~,ors Ss34,sO0 $~,069,0~ 2.s9[ s.~8 ~[specia~es $368,700 }[Vertical $137,300 $137,300 ~ 0.6~[ 0 67 ,~nYA~ $30!~409} $452,1o0 1-4~J 2:~ ~!~ctr}s~! },799~g0o{ ...... $79,2~: ~7 ? :87' Sitew05~ ~!20,~,00~ ~78,0~00 ' ?:58 ....... 0:23 . $661,800 2 14[ 3 21i General Conditions $441,200 . Suite Build Out $675,600 $900,800 ~J'~i 4.36 SuNera! $,6,69~936 ....... $8~06 Qenera! ~e~°rk Sgqo,0P0,i ...... ~}2oo~0o lElectrical Power $600,000 $200,000 2.91~ 0.97 /Upgrade , Main Entr~a~ade/ $2,7oo,oo6:~ $2,700,000 13.08 13.08 Concourse · Circplation ~Contingency (5.0%) ~ $954,290[ $954,290[ 4.62~ 4.62 Table 2 Categories and Amounts of Expenditure of Beaver Stadium Attendees 9 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html Category of %response wi~! CPI category/inflation 1986 per capita 1998 per capita Per game Season Expenditure exp. i factor expenditure · expenditure expenditure expenditure iI (from BLS) (from 1987 report) [(B)*(C)] [(D)*61000I [(E)*6] Stadium 100 i[Admissions/1.44 21.95 $31.69'iI 1,933,090 11,598,540 , ,!~xPendi~re !lRestaurants 74 ! Food away from Ti4i $9.90[ 603,900'! 3,623,400 I IAdmission Fees ':^llitem ,l.44 1.97,: $2. 4 17,,240 1,0,9,440 ~ther Retail 67 ' Other goods and 4.75i $8.62r} 525,820i[ 3,154,920 [Lodg!ng 28 ..... ~?.!??d Mote!s/!.87 5.60 .............57'47.'/_ 63816701 .... 3~32,027 Personal and 3 Personal Care/1.37 0.11 $0.15} 9,150 54,900 Health ':Private AUtO .58 ...Al_l..~t~..m.~/..~:.~4 2'61 ..... $3.7~I ~ 229,970 ~_1..,.379,820 Commercial 3 Transportation/1.54 0.66 $1.02~i 62,220~, 373,320 ITransp°rt Bab~',Sitt!ng ....... 2 ................... $e.....rv!ces/1'¢4 .~'0.~.i ................................. $0:! li 6~7! ~i ...................... ~0 260 Equipment Rental 1 All items/1.44 0.05 $0.07i' 4,270* 25 620 [D?a~i0ns 8 .................. ~!1 items/l:~ !~:2.8 $°:'i~' l 24~400il ................. 146~400 : Other 6 ...... ~!!..![ems~!.44 4.72 $.6:81 ~ 415,4!0:I ...................... ~¢492,460 [, 1 ?9..~mu!~!p!!~). !61:51! $9,852,012 .... $59,112~?~ Table 3 Economic Impacts from the Bryce Jordan Center 10 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpacffstadiums.html Men??~.asketball Tickets $685,000 , C0ncess~ons. .......................................... · 80~000~ '[Parking T°t~!facility reyenY? fr0~ M~n~sBa v i · $774,0,,,,~90 i: Associated visitor spending i $1,040,000 Women's Basketball ...... Tickets .................................................. $75,.~0.?.. ,concessions ~ '$21,000 !Parking $6,700 ~ Total facility revenue from Women's :~ $103,400 Associated visitor spending : $108,000 Entertainment events: pSU [e.ce!.PYS [ $!,!00~!~.00 ~ncessions 228,000 m~king $i!2;00.0 Total facility revenue from [ $1,440,000 entertainment events Associated ~.is~[ sPending }[ $649,000 Total impact of entertainment~y~L~[ $2,089,000 ]T~,~!?~r~st pl~?~direct Effes~ ...................... ~[.~ 8,227,500 Table 4 Location of Ticket Orders for Bryce Jordan Center Entertainment Events 11 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpacffstadiums.html Location of order Number of orders Percent of total Altoona 9329 17.0% Bradford* 74 0.1% DuBois 1,993 3.6% Erie* 163 0.3% Greensburg* 124 0.2% Harrisburg 7,232 13.2% Johnstown 2,554 4.6% Lancaster* 1,034 1.9% Lehigh Valley* 173 0.3% New Castle* 148 0.3% Oil City* 86 0.2% Out of State* 1,266 2.3% Philadelphia* 212 0.4% Pittsburgh* 276 0.5% Reading* 367 0.7% Scranton* 375 0.7% Southeastern* 261 0.5% State College 23,398 42.6% Wilkes-Barre* 742 1.4% Williamsport 5,168 9.4% Total phone orders 54,975 100% ' Total outside S.C 31,577 57.3% Total outside Central 5,301 9.6% Pennsylvania (*) Appendix Penn State Documents Used in this Research Part I "Proposed Beaver Stadium Expansion" Office of Physical Plant Part II "Beaver Stadium Expansion and Renovation Project Overview" (web document) "The Economic Impact of Penn State Football in the State College Region" (Center for Regional Business Analysis) September 1987 Part III "Bryce Jordan Center Revenue Summary, FY 97-98" (BJC Ticket Office) "Intercollegiate Athletics Men's Basketball Ticket Accountability 1997-1998 Season" 12 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html "Intercollegiate Athletics Women's Basketball Ticket Accountability 1997-1998 Season" "Bryce Jordan Center Masterfile Listing-- Men's Basketball" (Zip code files) "Bryce Jordan Center Masterfile Listing-- Women's Basketball" (Zip code files) "Bryce Jordan Center 1997/98 Event Parking. Income/Expense Statement" "Ticket Transactions for Fiscal Year 1997/1998" (Locations of ticket orders) Footnotes: 1. Of course the e×istence of these facilities may cause locals to spend more of their income locally, rather than seek entertainment out of town, but the extent of this is hard to measure and so in order to provide a conservative estimate of the impacts, it is ignored. But these benefits should be kept in mind, as they are often lost in the debate over the benefit-cost analysis of sports facilities. See for example Chapter 4 of Quirk and Fort, Pay Dirt, The Business of Professional Team Sports (Princeton University Press, 1992) 2. Technically the multiplier is 1/(1-proportion of income spent locally). In a small metropolitan area like State College, the multiplier is also going to be small as a smaller proportion of income can be spent on local goods and services. For an analytical treatment of these issues, see Brown, Coulson and Engle "On the Determination of Regional Base and Regional Base Multipliers" Regional Science and Urban Economics, November 1995. 3. "The Expenditure Impacts of Penn State University Park on the Centre Region" Institute for Policy Research and Evaluation Working Paper 99-01. 4. Anderson et al" The Economic Impact of the Pennsylvania State University Academic/Athletic Convocation and Events Center" March 1991. 5. Erickson et al, "The Economic Impact of Penn State Football in the State College Region" September 1987. Referred to hereafter as "the 1987 report". 6. Robert Ball "Employment Created by Construction Expenditures" Monthly Labor Review, December 1981 7. This brings forth the question of whether productivity changes have occurred in the construction industry and whether Ball's conversion factors ought to be altered thereby. Both Paul Allen ("Why Construction Industry Productivity is Declining" Review of Economics and Statistics, November 1985) and more recently Andrew Bernard and Charles Jones ("Productivity across Industries and Countries" Review of Economics and Statistics, February 1996) have found that productivity is declining in the construction industry. Paradoxically this indicates that a given amount of expenditures might entail a larger number of jobs created. We opt to not try and adjust the conversion factors in the interest of being conservative in our estimates. 8. This surely understates the amount of job creation arising from the project, for it assumes 13 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpacffstadiums.html that the only multiplier impact is via the local spending of construction wages. In point of fact much of the local impact takes place through spending on material and equipment, which in turn has indirect impacts. Thus the expenditure figures are more to the point than the employment figures. 9. The model regresses State College employment on its own history and the history of' Altoona and Harrisburg employment (summed together). The coefficient on the latter indicates the shortrun impact of Altoona/Harrisburg growth on State College. 10. See the appendix for a list of Penn State documents consulted in this report. 11. This is roughly the same percentage of"out-of-towners" as found in the 1987 report, and so provides some confidence that the 25 mile radius used in that report can be roughly equated with the 168 zip area used here. 12. This assumption was also used in the 1987 report. 13. We assume throughout this section that the State College economy has the ability to accommodate the larger number of visitors engendered by the North end expansion. Certainly the number of hotel rooms has increased substantially in the intervening years, both in quality and in quantity. Indeed one might question whether the inflation factor is too low for hotel rooms in State College given this increased quality, but inasmuch as that inflation factor was already the highest in the Table, no adjustment of this kind was attempted. 14. The revenue generated from luxury boxes, while bringing substantial revenue to the University, will not, for the first several years of its existence, bring any new revenue impacts to State College. This is because this revenue will be used to pay for the construction of the expansion itself, so that. the impact has already been taken into account in the previous section. Therefore for the first several years after the expansion is in place, the revenue impacts will be limited to the ordinary expenditure described above. 15. The economic impact of graduation ceremonies are not counted here. Nor are "tailgreats" since they are associated exclusively with home football games and hence their economic impact is accounted for above. Occasionally the mis-named "minor sports" hold events at the BJC. The number of visitors to these contests is small and probably heavily weighted toward locals; ticket counts by area are not available, and they are not considered in the analysis to come. Externally promoted athletic events, such as NBA exhibitions, or NCAA or Big 10 championships, are classified with the entertainment events. 16. There are several different ticket price classifications for athletic events at the BJC so that if the mix of tickets differs from area to area there is not necessarily a direct correspondence between number of tickets and amount of revenue. However it is necessary to assume so here. 17. The concession sales accrue to Penn State Food Services, which rebates a share to the BJC. The total sales are included in the economic impact. This is different from the box office and merchandise sales, which accrue to the promoter, who then provides a share to the BJC. 14 of 15 7/24/00 3:42 PM Impact of the Bryce Jordan Center http://www.psu.edu/ur/econimpact/stadiums.html 18. There was a further revenue category for deferred maintenance but as the direct economic impact seems rather minimal, it is omitted from these calculations. 19. The assumption of 2.5 tickets per phone order is an approximation and the only evidence available suggests that it is a conservative approximation. It is possible to estimate the number of tickets per season ticket order for football and basketball and this is greater than 2.5 for all three major sports. (Women's Basketball is the lowest at 2.6 tickets per order.) 20. At this point it is necessary to confront the issue of "no-shows". If tickets are purchased but not used, then the associated visitor spending does not occur either. (This is not an issue for concession and parking calculations since actual revenues are available for those categories, nor does it seem likely to be an issue for concert events either). However, the recorded attendance figures for basketball games are very close in size to the number of tickets sold, with the exception of one or two exhibition games at the start of the season. Since they are different for that limited number of games, one must infer that the attendance figures are accurate for the remaining bulk of games and that we can use the ticket sales data accordingly. 21. The entire analysis has assumed that local expenditure does not contribute anything to the 'BJC's economic impact. This conservative'assumption is true only to the extent that local ticket, concession and parking expenditure merely replaces other local expenditure. However the BJC offers a type of entertainment which is not available close by and therefore its revenue is not merely replacing other expenditure. Therefore one might legitimately count part of local resident's expenditure as part of the impact. One should not, however, count any multiplier impact ( since the actual effect here is an increase in the multiplier itself, not an increase in the revenue being multiplied). As an upper bound, one might suppose that all of the entertainment dollars spent by locals was newly generated. In this extreme case the estimated impact would rise by about $2.2 milliori, to well over $10 million. 22. See especially the papers in Noll and Zimbalist, Sports, ~lobs and Taxes, Brookings Institution Press, 1997 23. A good example of this is Austrian and Rosentraub "Cleveland's Gateway to the Future" in Sports, ~lobs, and Taxes cited above. 15 of 15 7/24/00 3:42 PM BAKERSFIELD Economic and Community Development Department MEMORANDUM July 28, 2000 TO: Alan Tandy, City Manager FROM: Alan Christensen, Assistant City Manager~__~ SUBJECT: Referral on Golden Empire Affordable Homes, Inc. (GEAHI) - Salvaggio Councilmember Salvaggio requested information regarding financing for the GEAHI Sr. housing project located at the old foundry site north of Central Park. Attached is a copy of the financing sources that GEAHI submitted to the as part of their tax credit application. The City is contributing in two ways: 1) a Iow interest loan for $800,000 from redevelopment housing set- aside funds, and 2) a grant of $550,000 of HOME funds. GEAHI also has over $5 million of private financing. For your information, the project is progressing well. They are well into framing the structures at this point. The contractors tell us they will be completed by December 2000. P:\EDCD\salvaggio referral on GEAHI.wpd PART VII. PROJECT FINANCING (Sources of Funds) A. Construction Financing List Below All Pro[ected Sources Required To Complete Construction. Name Of Lender/sourCe ' "T'e'rtn in Mo~th? "!: ~nter~t~ !?i?~i' .~??i~i~'~:unt of F~t~ds ~:. Bank of America i 8 9.25 $4,000,000 Cit~ of Bakersfield 18 1.5 $ 800,000 Cit~ of Bakersfield 18 Grant $ 550,000 Edison Capital 18 N/A $1,000,000 Developer Fee (G.E..A.H.I.) 18 N/A $ 583,000 Total Funds For Construction $6,933,000 1. Name of Lender/Source Bank of America Community Development Bank Street Address 1006 4th St., 5th Floor Contact Name Keith Bloom, V.P. or Elizabeth Moore, V.P. City Sacramento State CA Phone Number (916)373-4473 Type of Financing Construction ~5~Committed ]-~Not Committed 2. Name of Lender/Source Ciw of Bakersfield / Dept..of Economic & Communi _ty Development Street Address 515 Truxtun Ave. Contact Name Jake Wager City Bakersfield. State CA Phone Number (661) 326-3765 Type of Financing Construction & Permanent [5~Committed [-]Not Committed 3. Name of Lender/Source Ci_ty of Bakersfield / Department of Economic & Communi .ty Development Street Address 515 Truxtun Ave. Contact Name Jake Wager City Bakersfield State CA Phone Number (661)326-3765 Type of Financing Construction & Permanent [~Committed l--]Not Committed '4. Name of Lender/Source Edison Capital Street Address 18101 Von Karman, suite 800 Contact Name Jennifer LeSar City Irvine State CA Phone Number (949)757-2479 Type of Financing Construction & Permanent [~Committed [-]Not Committed California Tax Credit Allocation Committee Low-Income Housing Tax Credit ,4pplication Macintosh HD:FINAL PARK PLACE 7-1-99. doc 18 City of Bakersfield WORK REQUEST PAGE 1 REQ/JOB: WF0018545 / 001 PROJECT: DATE PRINTED: 7~20~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 15:41:02 SCHEDULE DATES LOCATION: ST~T: 7~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: SALVAGGIO ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: GOLDEN EMPIRE PROJECT~ REQUEST COMMENTS ***REFERRAL TO ED/CD*** SALVAGGIO REQUESTED STAFF PROVIDE HIM WITH INFORMATION REGARDING THE GOLDEN EMPIRE PROJECT BY CENTRAL PARK. Job Order Description: GOLDEN EMPIRE PROJECT Category: ECONOMIC/COMMUNITY DEV Task: RESPONSE TO REFERRAL Assigned Department: ECONOMIC/COMMUNITY DEV START DATE / / COMPLETION DATE / / MEMORANDUM July 27, 2000 TO: ALAN TANDY, CITY MANAGER FROM: ~3~ANLEY C. GRADY, PLANNING DIRECTOR SUBJECT: COUNCIL REFERRAL #WF0018547 BICYCLE MOTOCROSS RACE TRACK Councilman Salvaggio requested staff to provide him with the Planning recommendation regarding the proposed bicycle motocross race track. The staff report is being prepared. The Planning Department is recommending approval. A hearing date is scheduled for August 8, 2000. The staff report will be available next week and a copy will be supplied to Councilman Salvaggio when completed. SCG:pah RECEIVED - ',' CITY MANAGER'S OFFi ' ~ City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018547 / 001 PROJECT: DATE PRINTED: 7~21~00 REQUEST DATE: 7/19/00 CREW: TIME PRINTED: 9:05:55 SCHEDULE DATES LOCATION: ~'l'~_~'r: -/~19~00 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: SALVAGGIO ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: BICYCLE MOTOCROSS RACE TRACK REQUEST COMMENTS ***REFERRAL TO DEVELOPMENT SVCS.*** SALVAGGIO REQUESTED STAFF PROVIDE HIM WITH THE RECOMMENDATION FROM PLANNING REGARDING THE PROPOSED BICYCLE MOTOCROSS RACE TRACK WHICH IS SCHEDULED FOR HEARING BEFORE THE BOARD OF ZONING ADJUSTMENT. (P00-0480). STAFF ALSO TO PROVIDE COUNCILMEMBER SALVAGGIO WITH THE DATE THIS MATTER WILL BE HEARD BEFORE THE BZA. . Job Order Description: BICYCLE MOTOCROSS RACE TRACK at~gory: DEVELOPMENT SERVICES asK: RESPONSE TO REFERRAL Assigned Department: DEVELOPMENT SERVICES START DATE / / COMPLETION DATE / / BAKERSFIELD PUBLIC WORKS DEPARTMENT MEMORANDUM TO: ALAN TANDY, CITY MANAGER FROM: RAUL ROJAS, PUBLIC WORKS DIRECTOR DATE: JULY 24, 2000 SUBJECT: POTHOLE REPAIR Council Referral WF0018548 1 001 ICouncilmember Salvaggio requested staff repair the pothole on Jonah Street, south of Pacheco I Road. I Several potholes on Jonah Street, south of Pacheco Road, were patched on Friday, July 21, 2000. , ~'~ City of Bakersfield *REPRINT* WORK REQUEST PAGE 1 REQ/JOB: WF0018548 / 001 PROJECT: DATE PRINTED: 7~21~0 REQUEST DATE: 7/19/0~ CREW: TIME PRINTED: 9:05:37 SCHEDULE DATES LOCATION: ~'l~'i': /~19~0 0 LOCATION ID: ZIP CODE: COMPLETION: 7/27/00 GEN. LOC: FACILITY NODES FROM: FACILITY ID: TO: REF NBR: REQ DEPT: CITY COUNCIL REFERRAL PRIORITY: HIGH REQUESTOR: SALVAGGIO ORIGIN: CITY COUNCIL REFERRAL USER ID: RBARNHAR WORK TYPE: REFERRAL DESCRIPTION: POT HOLE REPAIR REQUEST COMMENTS ***REFERRAL TO PUBLIC WORKS*** SALVAGGIO REQUESTED STAFF REPAIR THE POT HOLE ON JONAH, SOUTH OF PACHECO ROAD. Job Order Description: POT HOLE REPAIR at~gory: PUBLIC WORKS asK: RESPONSE TO REFERRAL Assigned Department: PUBLIC WORKS START DATE / / COMPLETION DATE / /