HomeMy WebLinkAbout2012-02-14; City Council; 20814; APPROVAL CITIZEN ADVISORY COMMITTEECITY OF CARLSBAD
AGENDA BILL
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AB# 20,814 APPROVAL OFA CITIZEN ADVISORY
COMMITTEE RECOMMENDATION ON A
CONTRACTOR FOR VILLAGE
REVITALIZATION PARTNERSHIP
PROGRAM
DEPT. DIRECTOR
MTG. 2/14/12
APPROVAL OFA CITIZEN ADVISORY
COMMITTEE RECOMMENDATION ON A
CONTRACTOR FOR VILLAGE
REVITALIZATION PARTNERSHIP
PROGRAM
CITY ATTORNEY
DEPT. MGR
APPROVAL OFA CITIZEN ADVISORY
COMMITTEE RECOMMENDATION ON A
CONTRACTOR FOR VILLAGE
REVITALIZATION PARTNERSHIP
PROGRAM
CITY MANAGER
RECOMMENDED ACTION:
Acting as the Successor Agency for the Carlsbad Redevelopment Agency, by minute motion,
APPROVE the recommendation ofthe Citizen Advisory Committee to select Urban Place
Consulting Group, Inc. (Urban Place) to implement the Village Revitalization Partnership
Program, and authorize the City Manager to negotiate a professional services agreement with
Urban Place.
ITEM EXPLANATION:
At its special meeting on March 15, 2011, the City Council discussed one of its priorities to
partner with the local property owners, businesses and/or other stakeholders in the Village Area
to develop a program, policies, financing mechanisms and/or other initiatives to spur local
investment and foot traffic on a self-sustaining basis for the Village Area. At the special
meeting, the City Council indicated its intent to distribute a Request for Proposals (RFP) to
identify an appropriate contractor to implement the above noted revitalization partnership
program for the Village.
The RFP was issued by the Housing and Redevelopment Commission on behalf ofthe
Carlsbad Redevelopment Agency, and a total of 7 proposals were received as of August 1,
2011. The proposals were reviewed by a Commission-appointed Citizen's Advisory Committee,
and 4 proposers were selected for interviews by the Advisory Committee. As chair.
Commissioner Douglas worked with the Committee to complete the review process and identify
the contractor that the Committee believed could best lead the revitalization and economic
development program with a private sector focus. The Committee has unanimously
recommended that Urban Place receive the contract from the City to implement the desired
program.
Urban Place has assisted 34 downtown organizations in developing visions, defining goals and
creating Board, Committee and staffing structures. Its experience in managing downtown
organizations gives it a unique advantage. Urban Place demonstrated to the Committee its
understanding of the day-to-day tasks and concerns of staff and Board members, and the
broader policies that govern them.
DEPARTMENT CONTACT: John Coates 760-434-2821 john.coates@carlsbadca.gov
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION: APPROVED • CONTINUED TO DATE SPECIFIC •
DENIED • CONTINUED TO DATE UNKNOWN •
CONTINUED • RETURNED TO STAFF •
WITHDRAWN • OTHER - SEE MINUTES 3^ AMENDED • By Minute Motion, Council
approved the Recommendation. 3^
Page 2
Urban Place has provided place making and user experience consultation to 45 districts in 35
cities and 25 states. Formerly doing business as the Main Street Group, Urban Place has
served as the California representative for the national consulting firm Project for Public Spaces
(PPS). PPS is a nonprofit organization dedicated to "helping people create and sustain public
spaces that build communities." Urban Place is a strong proponent of creating downtowns and
commercial districts that are vibrant, healthy, and sustainable.
With all of the prior investment made by the Carlsbad Redevelopment Agency in the past, it is
important to strengthen the private sector leadership in the Village to maintain and continue the
revitalization effort that originally began in the late 1970s through redevelopment programs. The
Citizen Advisory Committee determined that the unique experiences, skills and talents of the
staff of Urban Place combined to make it the ideal choice for leading the private sector-driven
revitalization effort.
The preliminary scope of work set forth by Urban Place within its proposal includes:
Building trust with stakeholder groups;
Understanding the needs and reinforcing the Vision for the Village;
Developing projects to jump start the new revitalization effort;
Building a leadership infrastructure, which includes a close relationship with the CVA;
Leading an economic development, and marketing and promotional effort;
Creating a sustainable funding source;
Adding programs, events, and projects to encourage private investment;
Partnering to manage parking and enforcement efforts; and
Working with the City to implement projects to benefit the Village, such as enhancements
to building and land use ordinances to encourage private development and to design
improvements to enhance connectivity.
It is the intent of Urban Place to work extensively with the Carlsbad Village Association, as
Interim Manager and mentor, and to also help build relationships between the public and
private sector. Ultimately, it is the intent of Urban Place to establish an umbrella organization
that will evolve into a private sector entrepreneurial leadership organization that has long
term financial resources and a skilled staff to meet the needs of successfully leading the
revitalization effort into the future.
As noted above, the Citizens Advisory Committee, chaired by Council Member Douglas, is
unanimously recommending selection of Urban Place to lead the private sector-driven
revitalization effort within the Village Area. Based on this committee recommendation, staff is
recommending that the City Council, acting as the Successor Agency for the Carlsbad
Redevelopment Agency, approve a minute motion to select Urban Place Consulting Group
Inc. as the contractor, and authorize the City Manager to negotiate a professional services
agreement with the contractor. The final agreement will be returned to the City Council at a
later date for approval and appropriation of funding.
Page 3
FISCAL IMPACT:
At this time, no funding is being requested for this program or the contractor. If approved by
the City Council, the City Manager will negotiate a professional services agreement with
Urban Place and return this agreement to the City Council for approval and appropriation of
funding at a later date.
Other than the expenditure of staff time to refine the scope of work and negotiate the final
agreement, there are no costs at this time to approve Urban Place as the recommended
contractor for the Village Revitalization Partnership. It is anticipated, however, that there will
be funding in a yet to be determined amount required for implementation of the contract.
Those costs were anticipated in the approved Enforceable Obligations Payment Schedule for
the Carlsbad Redevelopment Agency. Although the Agency was recently dissolved, staff
understands that these obligations can still be met and the designated funding (tax
increment) may be used for the subject project. However, if staff learns that the tax increment
funding will not be available for said project, an alternate funding source (most likely General
Fund) will be identified for City Council approval at a later date.
ENVIRONMENTAL IMPACT:
The noted selection of a contractor to provide professional administrative services is not a
"project" within the meaning of the California Environmental Quality Act (CEQA) since there is
no potential to cause either direct physical change in the environment or a reasonably
foreseeable indirect change in the physical environment under Public Resources section
21065.
EXHIBITS
1. Summary of the Team Qualifications, and relevant experience and case studies for Urban
Place
3
Oif \
Team Qualifications
With offices in Long Beach and San Diego, Urban Place is poised
to facilitate the revitalization of Carlsbad Village and create an
aesthetically pleasing, fonnily-friendiy, and economically vibrant
connmunity.
Long Beach Office
Steve Gibson - President/CEO
Steve is President/CEO and founder of Urban Place Consulting Group,
Inc., which was formed in July 2001 and specializes in organizing and
revitalizing business districts. Urban Place evolved from the Main Street
Group, Steve's prior consulting firm, which he founded in 1989. From
1989 to 1992, Main Street Group was the California representative for
the national consulting firm Project for Public Spaces.
Steve has experience in operating nine downtown districts as
President/CEO. As a consultant, he has provided services to 45 districts
in 35 cities and 25 states. Steve is a contributing author of Business
Improvement Districts (Urban Land Institute, 2003, Second Edition),
and has spoken at the following conferences:
• "Business Improvement Districts: The American Experience,"
for conferences in: Mexico City, Mexico; Barcelona, Spain;
Edinburgh, Scotland; and Coventry, England
• "BusinessDistrictDevetopmentandOperations,"forconferences
of the California League of Cities, California Redevelopment
Association, International Downtown Association, California
Downtown Association, and the European Federation of Town
Centers
• "PrincipalsofManagementforDowntown CEOs," International
Downtown Association conference
• "TheEffectiveCEO...BatancingLeadershipandManagement,"
International Downtown Association conference
• Guest lecturer, "Public Space Use," School of Architecture,
Cal Poly Pomona
• Guest lecturer at the University of California at Los Angeles
Steve served on the Board of the International Downtown Association
from 1996 to 2002 and is a member of the California Downtown
Association. He received a B.S. in Business Administration from the
University of Southern California.
Aaron Aulenta - Vice President, Public
Space Use and Development
Aaron has overseen a large scope of diverse projects. His love
and focus is on understanding how people use public spaces and
increasing the quality and quantity of that use. Aaron was the project
manager for the Los Angeles Metropolitan Transportation Agency
project that developed strategies to increase both ridership and the
user experience at each of five underused bus stops in downtown
Los Angeles.
Aaron managed the LA Walks wayfinding signage project in
downtown Los Angeles. This project consisted of over 1,300 signs,
including both vehicle and pedestrian systems. He has also worked
on wayfinding signage projects in Hollywood, Long Beach, Citrus
Heights, and Sacramento, California; Providence, Rhode Island; New
Haven, Connecticut; and Pensacola, Florida. Aaron has also worked
on several of Urban Place's parking and pedestrian use projects.
Additionally, when Urban Place works with local communities to start
or renew a BID, Aaron develops the databases, helps facilitate the
petition and Proposition 218 ballot process, assists in the development
of the petition and ballot and other key documents, and works with
the principal in developing the budgets.
Aaron holds a B.A. in Cultural Anthropology from San Francisco State
University and a Masters Degree in Landscape Architecture from
Cal Poly Pomona. He is also a member of the American Planning
Association.
Katie Gibson - Project Manager, BID
Development and Management
Katie oversees the management of our BID operations in California
and also works on our BID establishment projects. Using her retail and
design experience, Katie works closely with both the property and
business owners in the areas of marketing and communications. She
has a strong background in retail operations in a downtown setting.
Prior to joining Urban Place, Katie worked as a designer and product
merchandiser with some of the leading surf wear clothing companies.
She also owned a clothing and accessories boutique that specialized
in handmade unique items in Downtown Long Beach. Katie has a
degree from the Fashion Institute of Design and Merchandising.
Kristin Lowell Schubert - President, Kristin
Lowell Inc. (Engineering Subconsultant)
In her 19 years of experience, Kristin has helped public agencies
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fund over $700 million to finance capital improvement projects,
fund maintenance and operations, and monitor the revenue stream
for several projects. Kristin has vast knowledge and grasp of the
details necessary for a variety of financing programs, from gathering
property database information to keeping track of development
after a financing plan is adopted. She is a recognized expert in the
use of assessments and fees to finance capital improvement projects
and operations and maintenance activities. Kristin has lectured at
UC Davis, UCLA, and Georgetown University on current practices in
assessment district formations and Proposition 218. She received her
B.A. from UC Davis.
San Diego Office
Ashley Westman, LEED AP - Project Manager
Ashley has managed the formation of Business Improvement Districts
in West Los Angeles and Arcadia, California, and conducted
comparative research on the best practices of pubtic space
management for the Santo Monica Pier Restoration Corporation. Prior
to joining Urban Place, she worked at the non-profit organization Los
Angeles Neighborhood Initiative, where she secured over $3 million in
grant funding for neighborhood improvement projects, oversaw the
construction of a new five-acre park and trail project in San Pedro,
CA, and collaborated with property owners, council offices, and City
staff. A San Diego native, she has also worked for the County of San
Diego's Department of Planning and Land Use.
Ashley previously worked in finance and accounting as an auditor
at Apple Inc. in the San Francisco Bay Area. She holds a B.S. in
Business Administration from Cal Poly San Luis Obispo and an M.A.
in Urban Planning from UCLA. She is a member of the Green Building
Certification Institute and the Congress forthe New Urbanism.
I' 5i
Relevant Experience
Urban Place has performed the following work relevant to the
Carisbad Village Revitalization Partnership Program:
Establishment of Property-Based
District
South Grand District
Downtown Columbus
Downtown St. Louis
Downtown Long Beach
Downtown Stockton
Old Pasadena
Fulton Ave.
Figueroa Corridor Partnership
Downtown Visalia
City Center Partnership
Goodyear Tract
Downtown Fayetteville
Gulch District
Downtown Yakima
Arts District
South Park District
Providence DID
North Hollywood
Downtown Ventura
Westwood Village
Downtown Center
Business Improvement Districts
Location
St. Louis, MO
Columbus, GA
St. Louis, MO
Long Beach, CA
Stockton, CA
Pasadena, CA
Sacramento, CA
Los Angeles, CA
Visalia, CA
Columbia, SC
Los Angeles, CA
Fayetteville, AR
Nashville, TN
Yakima, WA
Los Angeles, CA
Los Angeles, CA
Providence, Rl
Los Angeles, CA
Ventura, CA
Los Angeles, CA
Los Angeles, CA
Wayfinding and Signage Projects
Client
Confederation of Downtown Los Angeles BIDs, CA
Sacramento Downtown Association, CA
City of Long Beach, CA
City of Citrus Heights, CA
Hollywood Entertainment District, CA
City of Riverside, CA
City of New Haven, CT
n
City of Pensacola, FL
Providence DID, Rl
Traffic Calming Projects
Client
City of Lancaster, PA
City of Battle Creek, Mi
Parking Management or Parking Use Analysis
Client
City of Oceanside, CA
Old Pasadena Management District, CA
Fashion District, Los Angeles, CA
City of Riverside, CA
City of Providence, Rl
Nashville Downtown Partnership, TN
Downtown District, Pensacola, FL
Downtown Alliance, Mobile, AL
City of Louisville, KY
Improving Organizational Effectiveness
Organization
Central Dallas Association
Old Pasadena Management District
Portland Business Alliance
Downtown Lexington Corporation
Downtown Tempe Community, Inc.
Bellevue Downtown Association
Downtown Santa Cruz Association
Central Business Improvement District
Nashville Downtown Partnership
Downtown Property Owners Association
Highland Business District
Lansing Principal Shopping District
Downtown Special Services District
Operation New Birmingham
Central Business Improvement District
Downtown Action Team
Downtown Las Vegas Partnership
Downtown Special Services District
Town Green Special Services District
Cereal City Development Corporation
Chinatown Business Council
Downtown Anaheim Association
Downtown Seattle Association
Location
Dallas, TX
Pasadena, CA
Portland, OR
Lexington, KY
Tempe, AZ
Bellevue, WA
Santa Cruz, CA
Nashville, TN
Nashville, TN
Los Angeles, CA
Baltimore, MD
Lansing, Ml
Bridgeport, CT
Birmingham, AL
Clarksville, TN
Albuquerque, NM
Las Vegas, NV
Stamford, CT
New Haven, CT
Battle Creek, Ml
Los Angeles, CA
Anaheim, CA
Seattle, WA
Downtown Stockton Alliance
Figueroa Corridor Partnership
Riverside Downtown Association
St. Louis Downtown Partnership
Sunrise Market Place
Downtown Improvement District
Association for Portland Progress
Center City Partnership
Central City East Association
Downtown Business Association
Fayetteville Downtown
Downtown Association
Case Studies
Stockton, CA
Los Angeles, CA
Riverside, CA
St. Louis, MO
Sacramento, CA
Allentown, PA
Portland, OR
Columbia, SC
Los Angeles, CA
Culver City, CA
Fayetteville, AK
Colliersville, TN
In 2009, Money
Magazine cifed
Yakima as having
one of file sfrongesf
job martefs in ftie
nation. In 2010, if was
named one of fhe
"Best Places fo Live"
by Men's Journal.
Dov/ntown Yakima, Washington
In 2006, Urban Place contracted with the Committee for Downtown
Yakima (CDY) to work with the downtown stakeholders to create
an environment for investment downtown, with the goal of making
Yakima the premier gathering place of Central Washington. In
order to achieve this goal Urban Place was asked to provide
interim management and implement the programs to revitalize
downtown Yakima. Elements of the work plan included increasing
communication, improving the downtown user experience, and
stimulating economic development.
Urban Place's work included developing the organizational structure
for both a 501 (c)(6) and a 501 (c) (3) non-profit corporation, including
Board and committee development and the facilitation of Board
retreats and training sessions. Urban Place assisted in the fundraising
effort, which was an important task during the first six months of
the project, developed collateral materials, and joined committee
members in making presentations to potential funders.
Urban Place also developed on implementation strategy that
covered the broad spectrum of programs and services that defined
short, medium, and long term programs, including implementation
steps, responsible organizations, and budgets necessary to implement
the programs. In addition. Urban Place created and implemented
a communication strategy that clearly demonstrated the changes
occurring in downtown. Products of this effort included media press
releases and kits, bi-monthly newsletters, a speaking circuit, a website,
business and services directories, market and opinion research, and
an annual downtown meeting.
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At one of ourfirst stakeholder meetings, the largest downtown property
owner declared "I will never support the establishment of a property-
based BID." Three years later, a property-based BID was established
with his support and he is the largest rate payer in the district.
The result of this work in Yakima is a downtown that is thriving; a
downtown that is managed by an organization with strong private
sector leadership, dependable financial resources, and an effective
staff. Downtown Yakima has succeeded in becoming the premier
gathering place of central Washington.
Downtown Providence, Rhode Island
In 2003, Urban Place contracted with the Providence Foundation to
establish a PBID in downtown Providence. The district is approximately
65 blocks large with a one million dollar budget predominately
focused on clean and safe services. The majority of property owners
in downtown Providence are local families, and convincing them of
the importance of supporting the PBID presented a unique challenge.
However, working with the Providence Foundation, we were able
to obtain petition support from property owners representing 79%
of the property value, a remarkably high level
for a first-time PBID establishment. In addition
to the private property owners, we were able
to convince the majority of the non-profit/non-
taxed property owners to support the PBID and
make voluntary contributions at the same level
as the private property owners. These non-profit
owners consisted of Johnson & Wales University,
University of Rhode Island, Brown University, and
several churches.
Upon the successful establishment of the PBID, the stakeholders asked
Urban Place to help them create a management organization to
oversee PBID operations. We were chosen to provide management
services to the new organization in order to get the programs up and
running. From 2005 to 2010, Urban Place employees lived in Rhode
Island and managed the day-to-day activities of the Downtown
Improvement District.
The result of this work is a strong downtown Providence leadership
organization with dependable financing and an effective staff.
Downtown Providence was able to overcome its strong negative
perception as a dirty, unsafe place; it is now clean, safe, and has
attracted significant new residential and commercial investment.
The PBID in Providence
was fhe firsf of ifs kind
in Rhode Island. Since
if was established,
retail vacancy rates
have declined 13%
and real estate values
have increased 30%.
Fhe Cify of Nashville was
tested in early 2010 as
flooding threatened fhe
downtown. The NDP
took the leadership
role in creatively
demonstrating thaf
Downtown Nashville
was still "open for
business," and the
area still thrives today.
Downtown Nashville, Tennessee
In 2001, Urban Place was asked by the Nashville Downtown
Partnership (NDP) to make recommendations on restructuring the
NDP organization. As a result of the reorganization study, the NDP
contracted with Urban Place to provide interim management and
to implement the recommendations contained in the
study. An Urban Place employee was installed as Deputy
Director of the NDP with 100% of her time in Nashville
focusing on implementing the study recommendations.
Steve Gibson assumed the role of Interim Executive
Director with 50% of his time in Nashville fulfilling that
position. Urban Place provided interim management
services for the Nashville Downtown Partnership from
July 2001 until early 2004.
Some of the products of Urban Place's work in Nashville were:
A complete reorganization of the NDP, including new staff
personnel with new responsibilities.
Renewal and expansion the Central Business Improvement
District.
Creation of on Economic Development strategy for downtown
Nashville, including providing funding and staffing resources
for:
- Creation of a Downtown Residential Development
program.
- Creation of a Downtown Office & Retail recruitment and
retention program
- Creation of a Downtown Development Center which
provides potential investors with information and data on
downtown. The goal of the Development Center is to make
it easy for investors and their representatives to moke the
decision to locate and/or invest in downtown.
Creation of a Downtown Parking Improvement Strategy which
included the following:
- The NDP developing and managing a remote parking and
shuttle service to provide a low cost parking alternative for
office workers.
- The NDP assuming total management responsibility for all
of the City's downtown parking assets which included two
parking structures and three surface lots.
At the completion of Urban Place's work, the NDP had an experienced,
qualified staff with strong financial resources and a focused work plan
to guide it into the future.
Dan Baudouin, Executive Director
Providence Foundation, Providence, Rl
(401) 521-3248; dbaudouin@provfoundation.com
Re: PBID Establishment, Organizational Development,
Place Making, and Interim Management
Tom Turner, President/CEO
Nashville Downtown Partnership
(615) 743-3093; tturner@nashvilledowntown.com
Re: PBID Establishment, Organizational Development
Doug Picatti, Vice President
Committee for Downtown Yakima, Yakima, WA
(509) 248-2540; doug@picatti.com
Re: Organizational Development, Interim
Management, PBID Establishment
Kent Smith, Executive Director
Los Angeles Fashion District, Los Angeles, CA
(213) 488-1153; kent@fashiondistrict.org
Re: PBID Establishment, Renewal, and Interim Management
Darryl Holter, Chair
Figueroa Corridor Partnership, Los Angeles, CA
(213) 747-6492; darrylholter@aol.com
Re: PBID Establishment, Renewal, and Management Services
Elizabeth Sanders, President and CEO
Downtown Mobile Alliance, Mobile, AL
(251) 434-8498; esanders@downtownmobile.org
Re: PBID Establishment, Renewal, Organizational
Development, and Parking Studies
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Village RevitalizationPartnership John Coates, Assistant City ManagerDoug Avis, Citizen Advisory Committee February 14, 2012
Village AreaApproximately 200 acres representing the downtown of Carlsbad2
History of Village•Colorful history dating back to 1880s•Late 1970s, physical decline & obsolescence•Significant blight•Council implemented redevelopment tools 3
History of Village•Carlsbad approach to redevelopment:–Public infrastructure installation–Beautification projects–Relationship and “Self‐Esteem” building–Allow private sector to do what it does best; redevelop its own properties•Redevelopment helped to focus effort, establish vision/strategy, “cheerleader”4
Redevelopment Status•Village Redevelopment Plan – 1981•25 year plan; extended to July, 2010•Village Master Plan & Design Manual –sets forth the Vision, Goals & Objectives (2009) •Redevelopment Plan expired in July, 2010•Redevelopment Agency dissolution (2012)•Revitalization efforts to continue with new tools
What Next?•A new, non‐governmental revitalization effort in the Village•Organization committed to:–Continuing Village revitalization efforts–Creating a positive visual impact –Promoting a family‐friendly destination–Preserving and celebrating the area’s natural and historical environment6
Process•RFP’s issued June 1, 2011•7 Proposals received August 1, 2011•Citizen Advisory Committee appointed 8/23•Committee reviewed proposals, narrowed to 4, interviewed, and then agreed upon recommendation for contractor (12/20)•Committee recommendation presented tonight7
Citizen Advisory Committee•Doug Avis – Village Property Owner•Laura Reyer – Village Business Owner•Richard Zall – Village Business Owner•Phil Cotton – Carlsbad Resident•Maureen Simons – Village Property Owner•Farrah Douglas – Chair, Council Member8
Committee Participation•Reviewed the 7 proposals •Interviewed 4 candidate contractors•Considered capabilities and abilities to meet our objectives9
Recommended Contractor•Urban Place Consulting Group was unanimously selected for the following reasons:–Assisted 34 downtown organizations in developing visions, defining goals and creating organizational structures. –Operated 9 downtown districts as President/CEO–Provided place making and user experience consultation to 45 districts in 35 cities and 25 states.10
Urban Place–Formerly known as the Main Street Group, and served as the California Representative for the national consulting firm Project for Public Spaces–Strong proponent of creating downtowns and commercial districts that are vibrant, healthy and sustainable–Understand the importance of strengthening the private sector leadership in the Village–Ready & able to continue the revitalization effort11
What will Urban Place do?•Build trust with stakeholder groups•Reinforce the Vision for the village•Develop projects to jump start the new revitalization effort•Build a leadership infrastructure•Work extensively with the Carlsbad Village Association12
What will Urban Place do?•Lead an economic development, marketing and promotional effort;•Create a sustainable funding source;•Add programs, events & projects to encourage private investment•Partner to manage parking and enforcement efforts; and•Work with the City to implement projects to benefit the Village13
Ultimate Goal•Establish an umbrella organization that is financially sustainable and has a skilled staff to oversee a private sector entrepreneurial leadership effort for continued Village revitalization 14
Citizen Committee•Recommends Urban Place Consulting Group•Supports development of an agreement that includes:–project deliverables and outcomes–timelines and milestones–periodic reporting to Council•Is looking forward to a collaboration that moves the Village forward in a highly successful way!15
Council Action•Acting as the Successor Agency for the Carlsbad Redevelopment Agency, by minute motion, APPROVE the recommendation of the Citizen Advisory Committee to select Urban Place Consulting Group, Inc. to implement the Village Revitalization Partnership Program, and authorize the City Manager to negotiate a professional services agreement.16