HomeMy WebLinkAbout2000-10-03; Housing & Redevelopment Commission; 329; Parking & BID Study for Village Redevelopment Arear?
HOUSING AND REDEVELOPMENT COMMlSilON A- f
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DEPT. H/RED
AGENDA BILL
TITLE-
PARKING AND BUSINESS IMPROVEMENT
DISTRICT (BID) STUDY FOR VILLAGE
REDEVELOPMENT AREA
DEPT. HD. ($&
CITY ATTY.
CITY MGR.
RECOMMENDED ACTION:
That the Housing and Redevelopment Commission accept the attached report and, if the Commission
desires to do so, direct staff to initiate Phase I of the work plan (public outreach and consensus
building) for the establishment of a Business Improvement District in the Village Redevelopment Area.
ITEM EXPLANATION
In 1999 the Carlsbad Village Business Association (CVBA) requested the Housing and Redevelopment
Commission consider the feasibility of forming a Business Improvement District (BID) to fund activities
that would benefit Village businesses such as collaborative advertising, promotions, business retention
programs, street beautification programs, and special events. As one of the FY1999-2000 goals,the
Commission directed staff to retain consultant services to complete a Parking and Business
Improvement District (BID) Study for the Village Redevelopment Area. Following a formal Request for
Proposals process, Keyser Marston Associates, Inc. (KMA) was retained to complete the study.
Working in conjunction with staff, KMA completed the attached report with the purpose of providing the
Commission and business community with a detailed informational report on the subject of BIDS and to
serve as a resource guide for evaluating the feasibility of forming a BID within the Village
Redevelopment Area.
The informational/resource report includes the following components:
l Background information on the Village Redevelopment Area;
l An overview of BIDS including assessments, range of services, duration, and enabling
legislation;
l The process for adopting a BID (property or business-based);
l An overview of BIDS in San Diego County;
l Potential BID boundaries for the Village Redevelopment Area; and
l A work plan with some estimated costs for the formation of a BID, if the Commission/Council
chooses to proceed.
The report includes the following key findings by KMA:
l The Village is currently well maintained by a number of programs implemented through the City
of Carlsbad and the Carlsbad Redevelopment Agency.
l A number of special events are held in the Village throughout the year by various stakeholder
organizations. These events do much to build the image of the Village and enhance recognition
of the area.
l Retail sales in the Village have grown steadily over the past five years, a positive indicator of
the Village’s economic health.
PAGE 2 OF AGENDA BILL NO. ,329
In the attached report, KMA indicates the above findings could represent a challenge to formation of a
BID. The business owners and/or property owners may determine that it is not necessary for them to
assess themselves for services when the economic and physical environment is so positive.
At the same time however, KMA also identified the following factors which may support the need and
support for establishment of a BID:
l The Village will be challenged to remain competitive with other districts in the County such as
downtown areas in Encinitas and Solana Beach.
l The Village Redevelopment Plan will expire in 2006. Funding for additional parking facilities
and other special projects in the Village will need to be assumed by another entity, if there is a
desire to continue them. These are potentially responsibilities that could be assumed by a
BID.
l Coordination and sponsorship of special events in the Village are distributed among a number
of organizations. A centralized organization could improve aspects of notification and
coordination processes associated with these events to maximize their benefit to Village
businesses and minimize adverse impacts experienced by some businesses.
l Establishment of a BID will enhance the ability of the Village to speak with a unified voice,
conduct joint marketing activities, and create a communications framework joining together
government, business/property owners, and stakeholders.
Overall the findings of the report indicate the Village retail core could benefit from the formation of a
BID. KMA prepared a work plan for the formation of the BID which includes a three-phase process: (1)
public outreach, (2) technical analysis (establishment of district boundaries and fee structure), and (3)
preparation of an Engineer’s Report. At the present time, the level of support from the local business
community has not been quantified. Therefore, if the Commission is interested in pursuing formation of
a BID for the Village, staff recommends that the Commission direct staff to initiate the first phase of the
work plan which includes public outreach and consensus building. The level of support from the
business community ascertained upon completion of Phase I will determine if continuation of the BID
establishment process is appropriate. Staff will return with the results of the public outreach phase of
the process. At that time, staff will request further direction as to how the Commission would like to
proceed.
Copies of the attached report have been distributed to the Carlsbad Village Business Association
(CVBA) and interested business and property owners. In addition, in late July 2000 a presentation was
made to the CVBA to discuss the findings contained within the report and answer questions from local
business owners. When the report was presented to the CVBA, there were approximately 35 business
representatives present.
FISCAL IMPACT
To date, the Commission has appropriated $25,000 for the Parking and Business Improvement District
Study. The total amount of the contract for consultant services to prepare the Parking and Business
Improvement District Study for the Village Redevelopment Area is $16,500 and does not include
associated staff time. A total of approximately $8,500 remains which can be used to implement the
public outreach program, if so desired by the Commission.
2
’ PAGE 3 OF AGENDA BILL NO. :% q
KMA has estimated additional consultant costs associated with the formation of a BID to be
between $17,000 and $20,000, which include public outreach, technical analysis, and the
Engineer’s Report. Other undetermined costs include staff time and legal counsel for interpretation
and preparation of resolutions and ordinances. Finally, many local agencies have made financial
contributions to newly established BIDS to assist with start up costs. Any financial contribution on the
part of the City of Carlsbad or the Redevelopment Agency is uncertain at this time. However, City or
Redevelopment Agency contributions could be an ongoing cost which is important to consider if a BID
is established for the Village.
EXHiBlTS
1. Parking and Business Improvement District (BID) Study, prepared by Keyser Marston Associates,
Inc.
3
- EXHIBIT 1
PARKING AND BUSINESS IMPROVEMENT DISTRICT (BID)
STUDY
Prepared for:
CITY OF CARLSBAD REDEVELOPMENT AGENCY
Prepared by:
KEYSER MARSTON ASSOCIATES, INC.
Date:
June 28,200O
1660 Hotel Circle North, Suite 716
San Diego, CA 92108
Golden Gateway Commons
55 Pacific Avenue Mall
San Francisco, CA 94111
500 South Grand Avenue, Suite 1480
Los angeles, CA 90071
--
TABLE OF CONTENTS
Section
I.
II.
III.
IV.
V.
VI.
VI.1
Introduction
Summary of Key Findings
Overview of the Carlsbad Village Area
Background on BIDS
History and National Perspective
San Diego County Business Improvement Districts
Possible Carlsbad Village BID
Appendix - Annual Budgets for Selected San Diego County BIDS
Page
1
3
5
10
13
21
30
36
LIST OF TABLES AND EXHIBITS
Exhibit 1 - Map of Village Redevelopment Area Boundaries and Districts
Exhibit 2 - Summary of Key BID Features
Exhibit 3 - Property-based Business Improvement District Establishment Procedure
Exhibit 4 - Business-based Business Improvement District Establishment Procedure
Exhibit 5 - Overview of San Diego Business Improvement Districts
Exhibit 6 - Overview of Suburban Business Improvement Districts
I. INTRODUCTION
A. Background
This report has been prepared by Keyser Marston Associates, Inc. at the request of the
City of Carlsbad Redevelopment Agency. The purpose of this report is to provide the
Agency and City Council with a comprehensive informational tool on the subject of
Business Improvement Districts (BIDS), both property-based and business-based. The
City of Carlsbad is considering the possibility of assisting local business leaders in the
formation of a BID in the Village Redevelopment Area.
B. Process and Methodology
In the course of preparing this report, KMA met with Agency staff and conducted
interviews with stakeholders in the Carlsbad Village area, including representatives of
the Carlsbad Village Business Association (CVBA) and the Carlsbad Chamber of
Commerce. On June -, 2000 KMA presented the findings of the report to a group
consisting of Agency staff, local business owners, and members of the CVBA. KMA also
presented the findings of this report to members of the Carlsbad City Council and
Agency staff on June -, 2000.
KMA has worked extensively with several local BIDS on a variety of projects during the _.
past 20 years. For this report, KMA conducted interviews with the executive directors
and staff of several existing BIDS throughout the County. In so doing, KMA updated our
detailed in-house BID reference material to reflect the current status/conditions for
existing BIDS. Recently, KMA served as consultant to the cities of La Mesa and
Calexico in their efforts to establish BIDS in their retail core areas.
C. Report Organization
This report is organized as follows:
l Following this Introduction, Section II summarizes our key findings.
l Section III provides background on the Carlsbad Village area, including information
about the character of the area, current special events, and comments of key
stakeholders. \
l Section IV provides a general overview of Business Improvement Districts, including:
assessment, range of services, duration, and enabling legislation.
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Document 20078; ndh; 11060.002.001 Page 1
6
l Section V provides an overview of BIDS in San Diego County with respect to their
numbers, location, membership, and budget information.
l Section VI provides a preliminary opinion of potential BID boundaries for Carlsbad
Village. This section also suggests a work plan for BID adoption.
Parking and Business Improvement District (BID) Study -Final Rep& June 28.2000
Document 20078; ndh; 11060.002.001 Page 2
II. SUMMARY OF KEY FINDINGS
For the past 25 years, there has been a major trend in urban economic development and
redevelopment geared toward increasing profitability, improving property values, adding
jobs, and increasing revenues for businesses in urban commercial areas. Nationally,
traditional downtown retail/business districts have experienced significant losses of
market share due to the proliferation of regional shopping malls and discount
warehouses. Business Improvement Districts (BIDS) have evolved into a successful tool
in the effort to revitalize downtowns and urban commercial core areas.
There may be as many as 1,200 improvement districts of various types operating in the
U.S. and Canada. Recent efforts to identify the number ofindependent BIDS in the
United States indicate that there are over 400 such districts operating today. Of these,
73 are operating in the State of California. Within San Diego County, there are 23 BIDS
in operation. Nineteen are located in the City of San Diego and four have been
established in suburban cities.
BIDS in San Diego County are representative of most BIDS in the nation with respect to
the types of programs and services they provide to businesses. Among the main
services provided are marketing and promotion and district maintenance.
The Carlsbad Village area may face some challenges in establishing a BID. Merchants
may not understand the need for a BID in light of the following factors:
l The Village is currently well-maintained by a number of programs implemented
through the City of Carlsbad and the Carlsbad Redevelopment Agency.
l A number of special events are held in the vllage throughout the year by various
stakeholder organizations. These events do much to build the image of the Village
and enhance recognition for the area.
l Retail sales in the Village have grown steadily over the past five years, a positive
indicator of the Village’s economic health.
Factors supporting the establishment of a BID include:
l The Village will be challenged to remain competitive with other districts in the County
such as downtown areas in Encinitas and Solana Beach.
l The Carlsbad Redevelopment Agency will cease to exist in 2006. The responsibility
for parking management and maintenance activities will need to be passed on to
another entity.
Parking and Business Improvement District (BID) Study -Final Report June 26.2000 Document 20078; ndh; 11060.002.001 Page 3
l Coordination and sponsorship of special events in the Village are distributed among
a number of organizations, including the CVBA and the Chamber of Commerce. A
centralized organization could improve aspects of the notification and coordination
processes associated with these events to maximize their benefit to Village
businesses and minimize adverse impacts experienced by some businesses. A key
goal of a Village BID should be to facilitate the development of strategies intended to
assist individual business owners in finding ways to benefit from existing events.
l Establishment of a BID will enhance the ability of the Village to speak with a unified
voice, conduct joint marketing activities with other stakeholder organizations, and
create a communications framework joining together government, business/property
owners, and stakeholders.
Parking and Business Improvement District (BID) Study -Filial Repod June 28.2000
Document 20078; ndh; 11060.002.001 Page 4
4
III. OVERVIEW OF THE CITY AND CARLSBAD VILLAGE AREA
A. City of Carlsbad
The City of Carlsbad is located in the northern coastal area of San Diego County. The
City offers residents and visitors 10 miles of coastline along the Pacific Ocean and is
characterized by a temperate climate. The land area of Carlsbad is 25,013 acres or
39.1 square miles.
According to the State of California Department of Finance, Carlsbad has a current
population estimated at 77,550, or 2.7% of the County’s total population. In 1998, the
San Diego Association of Governments (SANDAG) estimated median household income
in Carlsbad at approximately $56,000, or roughly $12,000 above the County’s median
household income. Approximately 37,000 jobs are located in Carlsbad, with the largest
employment sectors being: Clerical/Administrative Support (18%)
Professional/Technical (17%) Sales (15%), and Service (14%).
The City is home to some of the County’s major tourist attractions, including the
Carlsbad flower fields, the Legoland Family Park, and the Carlsbad Company Stores
outlet retail center.
B. Carlsbad Village
The Carlsbad Village area is located in the northern coastal portion of the City and is
generally situated between Interstate 5 (l-5) to the east and Carlsbad Boulevard to the
west. From the l-5 gateway westward, the Village transitions from a highway-oriented
commercial area to a pedestrian-oriented retail district. The Village is a picturesque
district with historical and ocean influences. This’study has considered the boundaries
of the Village to be consistent with the boundaries of the Carlsbad Village
Redevelopment Area (see Exhibit 1).
The Redevelopment Plan boundary encompasses approximately 200 gross acres of
land. In total, the Village area includes a wide variety of land uses, including the
following:
l Retail
0 Professional office
l Light industrial
l Single-family residential
l Multi-family residential
l Mixed use development
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Document 20078; ndh; 11060.002.001 Page 5
City staff and the CVBA officials estimate that there are approximately 600 to 800
businesses within Carlsbad Village. According to City staff, the majority of retail
businesses are tenants, not property owners. There is a wide mix of businesses in the
Village area, including antique shops, restaurants, bars, coffee shops, bakeries, apparel
and beach wear stores, hotels/motels, gas stations, convenience stores, medical and
dental offices, and various professional service providers. The Village is also served by
a rail station with Coaster service.
C. Profiles of Key Stakeholder Organizations
Currently, the Village benefits from a number of activities and special events sponsored
by various public and non-profit organizations, including the Carlsbad Redevelopment
Agency, the CVBA, and the Chamber of Commerce. Many of the activities and
programs are of a nature often associated with BIDS.
Carlsbad Redevelopment Agency
Using tax allocation bond proceeds, the Agency has initiated a number of projects and
programs intended to benefit the Carlsbad Village area. The Village Beautification
Program has provided sidewalk and street cleaning, landscape improvements, and the
purchase and installation of additional or replacement street furniture.
Other activities benefiting the Village are listed in the 19951999 Five-Year
Implementation Plan for the Redevelopment Area. They are:
l Facade Improvement and Alternative Sionaqe Design Assistance Program: The
program provides matching funds for facade improvements and new signage.
l Property Acquisition and Market Analysis for Commercial Development As a means
toward facilitating commercial development at two locations within the Village area,
the Agency has acquired land and/or buildings to provide parking for the area and/or
to attract new commercial development. In May 1995, the Agency acquired the
parking lot located at the northeast corner of Roosevelt Street and Carlsbad Village
Drive in order to ensure long-term availability of parking on the site and to potentially
allow for additional commercial development. In November 1997, the Agency
acquired the land and building located at 2787 State Street with the intent of
facilitating new commercial development on the site and immediate vicinity.
Parking and Business Improvement District (BID) Study -Final Repoti June 28,200O Document 20078; ndh; 11060.002.001 Page 6
l Comprehensive Studv/Plans for Land Use, Desiqn Standards, and Development
Strateqies: The Agency prepared the Village Master Plan and .Design Manual for the
Village Redevelopment Area. Adopted in 1995, the Village Master Plan identified
key objectives*for the Village Redevelopment Area and also established design
guildelines, a refined land use plan, and implementation activities.
l Property Acquisition and Financial Assistance for Affordable Housing: The Agency
has provided financial assistance for affordable housing projects in other areas of the
City.
In addition, the Agency initiated a study of the parking situation in the Village. The study,
identified key issues related to the location and supply of free public parking in the
Village. The study found that the supply of parking within the Village Redevelopment
Area is adequate in amount, but less than optimal with respect to proximity to retail and
services. The study recommended the implementation of a parking in-lieu fee program
as a means to raise funds for continued maintenance of existing public parking and to
provide additional parking. The Parking In-Lieu Fee Program assists developers of new
commercial properties in the Village by allowing for shared-parking agreements between
the developers and the City.
It must be noted that the Agency will cease to exist in 2006 in accordance with time
limitations in State Redevelopment Law. State law also mandates that the last year in
which the Agency can incur debt is 2004. It remains to be determined whether or not the
current programs will continue under the direction of the Housing and Redevelopment
Department or another City department after the termination of the Agency.
Carlsbad Village Business Association (CVBA):
The CVBA is a non-profit organization consisting of local business owners. Originally
formed in 1977, the CVBA incorporated in 1994 as a tax-exempt 501(c)(3) corporation.
Approximately 70 businesses are members of the CVBA. The CVBA’s two main
functions are promotion of the district through marketing and promotional materials and
member advocacy.
Currently, the CVBA sponsors a monthly newsletter, a farmers market each Wednesday,
and an annual Arts and Crafts Bazaar in August. Funds are raised from special events,
the sale of merchandise such as license plate frames, and from member dues.
Carlsbad Chamber of Commerce
The Carlsbad Chamber of Commerce currently sponsors two special events in the
Village Redevelopment Area. The Village Faire street fair is held twice a year (the first
Parking and Business Improvement District (BID) Study -Final Report June 28.2000 Document 20078; ndh; 11060.002.001 Page 7
Sundays of May and November), representing the largest such fairs held in the State. It
is estimated that each fair draws 80,000 visitors to the Village for the one-day events.
Local merchants have the opportunity to occupy booth space in front of their business
locations during the event.
The Chamber currently has 1,700 members throughout the City of Carlsbad. Roughly
215 of these members are merchants or property owners doing business in the Village.
Village Faire Shopping Center
The Village Faire shopping center is a unique New England-style center containing a mix
of retailers and office professional services. With respect to special events, the center’s
activities are targeted to support only the Village Faire merchants. During the course of
the year, the center holds a variety of special events on its grounds, including photos
with Santa, photos with the Easter Bunny, and a popular summer concert series. The
events are funded jointly by Village Faire retailers up to a maximum amount (negotiated
in leases) and the property’s management firm.
In general, the Village Faire center is largely a se&contained operation and does not
interact with other stakeholder organizations in the Village.
Other Village Special Events
In addition to the events and programs listed above, the Village is the site for two major
running events each year: (1) The San Diego Marathon organized by In Motion and run
each January; and (2) the Carlsbad 5000 organized by Elite Racing and run in March.
The courses of both races pass through the Village and the Carlsbad 5000 terminates in
the Village as well. Organizers of the Carlsbad 5000 estimate that over 15,000 runners
participate in the event and more than 50,000 spectators are attracted to watch. ‘The
Marathon includes approximately 7,000 participants and organizers estimate that over
20,000 spectators gather for the event.
Also, the City of Carlsbad sponsors a series of 10 jazz concerts each summer, of which
two are located at Magee Park in the Village.
Parking and Business Improvement District (BID) Study -Final Report June 28.2000 Document 20078; ndh; 11060.002.001 Page 8
EXHIBIT 1
MAP OF VILLAGE REDEVELOPMENT AREA BOUNDARIES AND DISTRICTS
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CARLSBAD REDEVELOPMENT AGENCY
‘.
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City of Carlsbad
.
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Parking and Business Improvement District (BID) Study -Final Report Document 20078; ndh; 11060.002.001 June 28.2000 Page 9
IV. BACKGROUND ON BIDS
A. General Overview
A Business Improvement District (BID) is a mechanism whereby downtowns and
neighborhood commercial areas can provide amenities usually associated with shopping
malls and office parks, including:
l Coordinated management of publicity and public relations
l Improved security and a sense of safety
l Organized/centralized parking
l Well-maintained business environment
l Public promotions and special events
A BID is a public/private partnership between business owners seeking to improve their
business environment and municipalities which assist in the BID establishment process
and with future oversight pf the district.
Under a BID, property and/or business owners agree to assess themselves in order to
fund promotional activities and/or capital improvements. The level of assessment varies
with each district. Fee structures are typically staggered within each BID according to
the location, size, and type of business. The key principle of BID assessment is that the
assessment formula be fair, balanced, and commensurate with the level of benefit and
special services that the BID will provide to the member.
B. Range of Services Provided
BIDS provide a range of important services that impact business activities within a
district. These services include the following:
Marketing and Public Relations: BIDS often develop marketing strategies, publicity
and image-building campaigns, and sponsor coordinated promotional events.
Advocacy and public relations are traditionally two of the primary roles of BIDS.
Ongoing public relations can be provided through a media mix as part of an overall
strategy to attract both customers and new businesses to the area.
Improved Safetv and Security: These activities are usually aimed at perceived or
real crime problems and homelessness/vagrancy issues. Increased security (along
with maintenance and cleaning) provide more eyes and ears on the street in and
around buildings, acting as a deterrent to petty crime and graffiti. These
safety/security activities are a good way to combat the perception (often false) that
Parking and Business Improvement District (BID) Study -/%a/ Reporf June 28,200O Document 20078: ndh; 11060.002.001 Page 10
downtown areas and older commercial districts have higher crime rates than
suburban shopping areas. Also included in this category are crime watch programs.
l Managed Parkinq: Safe and adequate parking is one of the key components of a
successful commercial district. As such, many BIDS have established parking
programs to better compete with regional shopping malls. Services may include
installing (or removing) parking meters; creating and managing parking lots;
providing valet parking; and providing coordinated parking signage and maintenance.
l Streetscape Enhancements/Improvements: These range from clean-up/trash
removal activities to the construction of street, parking, and traffic improvements.
Activities may include: the cleaning of streets, alleys, and parking and vacant lots;
providing adequate trash receptacles; planting and maintenance of landscaping;
providing street furniture (benches, water fountains, signage, etc.); and the
facilitation of facade improvement grants and traffic and landscape improvements.
l Commercial Tenant Attraction and Retention: BIDS may actively recruit suitable
tenants/businesses to occupy vacant space. These types of activities may also
include support for existing businesses such as financing and merchandising
seminars. Business retention and expansion can be one of the key mechanisms for
stabilizing or increasing the employment and/or’tax base and improving the
economic health of the district.
Most new BIDS focus on implementing a marketing plan, promotional activities, or
security and maintenance activities. Over time, as a BID achieves success with its
initial goals, other objectives can be pursued.
C. Motivating Reasons for BID Establishment’
Downtowns and older commercial districts have been beset by a number of economic
challenges over the past three decades. Across the U.S., a number of factors have
adversely affected the commercial viability of these districts, both large and small.
These factors include:
l The proliferation of regional shopping malls and warehouse retailers has drawn the
critical mass of retail support away from traditional commercial areas.
l Pedestrian-oriented areas have a difficult time competing with auto-oriented
commercial centers.
Parking and Business improvement District (BID) Study -Final Reporf June 28,200O
Document 20078; ndh: 11060.002.001 Page 11
l It is often difficult to attract new commercial development to older areas. Developers
and tenants are only recently rediscovering the viability of these areas as commercial
centers. Smaller commercial districts often fall short of meeting the demographic
criteria sought by national retail chains.
l It can be difficult to attract activity to small downtowns beyond traditional weekday
business hours.
A 1995 national survey of planning departments of small cities listed the ten most
reported problems facing the cities’ downtown areas (listed below). Among the main
challenges were attracting new development and improving the retail mix of the
commercial area.
Main Challenges for Older Commercial Areas
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Attracting new development
Attracting people downtown evenings/weekends
Competition from discount stores and/or
suburban malls
Vacant/underused retail space
Parking
Shortage of suitable housing
Image
Vacant/underused office space
Preservation of older buildings
Unattractive building facades
As a first step toward correcting negative influences upon their business environment,
merchants eventually come together to form a voluntary merchants association. Often,
the more successful BIDS grow out of merchant or property owner associations. These
groups initially band together to address specific problems (such as security, parking, or
lack of maintenance) and find that the BID mechanism enhances their ability to provide
services and gives them more political clout. Since many of the members have
established working relationships as a group prior to forming a BID and have “bought in”
to the idea of forming an association, the formation of a SID is often a logical next step.
Parking and Business Improvement District (BID) Study -Final Report June 28,200O Document 20078; ndh; 11060.002.001 Page 12
v. HISTORY AND NATIONAL PERSPECTIVE
A. Origins of BIDS
The concept of BIDS dates back to the mid-1960s in Toronto’s Bloor West Village. As a
means to compete with a planned shopping mall, the Bloor Village merchants organized
and agreed to assess themselves for the costs of operating the commercial area. The
first BID in the U.S. is thought to be the Downtown Development District in New Orleans,
adopted in 1974. For this BID, special state legislation was enacted to enable formation
of the district. The act contained two caveats: one, special tax funds were to be used to
provide services and improvements beyond those already provided by the City of New
Orleans; and two, all services were to be provided by the City through existing
departments and agencies. In today’s terms, the New Orleans BID would not be
considered a truly independent BID since all services of the BID were ultimately provided
for by the City, rather than through BID maintenance staff or private-sector service
providers.
However, the true roots of the BID are found in the basic concept of Community
Facilities Districts (CFDs). Traditionally, property owners have been assessed by
municipalities to pay for capital improvements such as roadwqs, utilities, and schools.
CFDs are typically formed to pay for the cost of infrastructure improvements. Fees are
levied on property owners and pledged to pay debt service on CFD bonds. .Similarly,
” BIDS are a variation on the notion of self-assessment for the purpose of financing local-
serving improvements and/or services.
B. National Perspective
BIDS have been formed in cities of all sizes ranging from large metropolitan areas such
as Philadelphia and New York to small towns like Allentown, Pennsylvania, and
Bellingham, Washington. The total number of improvement districts in the United States
and Canada been estimated to range from 700 to 1,200. It should be noted that this is
not a systematic estimate. The definition of “improvement district” can include a variety
of management forms from voluntary merchant associations to municipal maintenance
districts.
In November 1999, a study funded by the PricewaterhouseCoopers Endowment for the
Business of Government identified 404 independent BIDS in the United States, with
California (73 BIDS), New York (63 BIDS), Wisconsin (64 BIDS), and New Jersey (35
BIDS) being home to the largest concentrations of BIDS. The study defines an
independent BID as one whose funding is derived from mandatory assessments paid by
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Document 20078; ndh; 11060.002.001 Page 13
IS t
business or property owners as opposed to voluntary merchants associations or BIDS
operated out of municipal planning or economic development offices.
Business improvement Districts by U.S. Region
Northeast 142
Central 95
Southwest (I) 85
Southeast 65
Northwest 17
Total U.S. 404
(1) includes California.
The study, performed by Professor Jerry Mitchell of the School of Public Affairs of
Baruch College of the City University of New York, provides a current and
comprehensive profile of BID characteristics nationally. The key findings of the study
include:
Generally, the smaller the community, the more likely that the BID is run by a public
agency. The larger the community, the more likely that BID operation is the
responsibility of a non-profit organization. The median population for cities with BIDS
was 104,000.
Most BIDS employ few persons on a full-time basis. The median number of
employees was two, the average number was eight. In some cases, larger
metropolitan BIDS employed large numbers of workers dedicated to performing
routine district maintenance and pedestrian assistance programs (safety and way-
finding). Those BIDS employing more than 50 workers represented less than 5% of
the identified BIDS.
The median BID budget is $200,000.
The median and average number of blocks in a BID is 20. The study found that
there was a direct correlation between the number of blocks in a BID and the size of
the BID governing board.
BIDS participating in the study were asked to indicate their level of involvement with nine
types of services listed in the table below:
Parking and Business Improvement District (BID) Study -Final Report June 28,200O Document 20078; ndh; 11060.002.001 Page 14
.- -
Typical BID Services by Type and Involvement
Level of Involvement
Consumer Marketing: producing festivals
and events; coordinating sales promotions;
producing maps and newsletters
Very
78%
Somewhat
16%
None
6%
Maintenance: collecting rubbish; removing
litter and graffiti; washing sidewalks;
shoveling snow; trimming trees
Capital Improvements: installing
pedestrian-scale lighting and street furniture;
planting trees and shrubbery
Policy Advocacy: promoting public policies
to the community; lobbying government
58% 27% 15%
52% 34% 14%
50% 38% 12%
Public Space Regulation: managing
sidewalk vending; discouraging panhandling;
controlling vehicle loading
38% 41% 21%
Security: providing supplementary security
guards; buying and installing electronic
security systems; working with the city police
force
36% 32% 32% , (
1
! I 1
!
I a
,
I
!
(
I
i
Economic Development: offering
incentives (such as tax abatements or loans)
to new and expanding businesses
Parking and Transportation: managing a
public parking system; maintaining transit
shelters
25% 33% 42%
18% 27%
Social Services: aiding the homeless;
2roviding job training; supplying youth
services
6% 28%
55%
66%
Zlearly, activities related to consumer marketing, maintenance, and enhancement and/or
*eplacement of capital improvements are the main focus of U.S. BIDS. It is also
apparent that the role of public advocacy has taken on significance for many BIDS. Half
Parking and Business Improvement District (BID) Study -Final Report
Document 20078; ndh; 11060.002.001
June 28.2000 Page 15
1
J
- -.
of the BIDS surveyed reported that promoting district-friendly public policies is a major
function. In fact, public advocacy is an aspect of BID administration that is often
overlooked at the time when establishment efforts get underway. One important benefit
of forming a BID is that it affords merchants or property owners the ability to speak with
a unified voice in matters that affect their business environment. The task of voicing the
wishes and concerns of the BID member body is usually that of the executive director of
the BID.
A profile of a typical BID executive director emerged from Professor Mitchell’s study:
l Average age of 45 years.
l Majority are male.
l Nearly 80% had previously worked in the private sector or non-profit sector.
l Highly educated. Over 80% of executive directors hold bachelor’s degrees or are
pursuing a postgraduate degree.
With respect to funding a BID, the study showed that revenue from assessments are
often supplemented by other revenue sources.
Percentage of BIDS Utilizing Additional Funding
Sources
(in addition to self-assessments)
Donations 50%
Federal or State Subsidies 27%
Matching Funds from Local Government 24%
Sold Goods and Services 21%
Issued Bonds 7%
C. California’s Enabling BID Legislative Acts
Under the current provisions of California law, there are two types of BIDS, each
authorized under separate legislation:
l Business-based Business Improvement Districts (BBIDs): This type of district is
formed pursuant to the Parking and Business Improvement Area Law of 1989 and
allows a City Council, on its own initiative, to establish BBlDs to assess business
owners for funding of improvements or specific activities that benefit the area
businesses. The BBID is subject to annual renewal by the City Council. If more than
50% of the affected business owners (as weighted according to proposed
assessment) object, further efforts toward establishment must cease for one year.
Parking and Business Improvement District (BID) Study -Final Report Document 20078; ndh; 11060.002.001
June 28.2000 Page 16
.
Assesiments are collected as part of local business license fees and forwarded to
the BBID for use in funding BBID activities.
Proper-tv-based Business Improvement Districts (PBIDs): A PBID is formed pursuant
to the Property and Business Improvement District Law of 1994. This law allows a
City Council to establish a PBID upon the request of the property owners in the
proposed PBID who will pay collectively more than 50% of the assessments to be
levied. The PBID is subject to renewal every five years (or sooner, depending upon
what is agreed when it is established). If the property owners paying 50% or more of
the fees in the PBID object, the district must be discontinued. Assessments are
collected by the county tax collector (as part of property tax billing) and are
forwarded to the PBID for use in funding PBID activities.
As previously mentioned, business-based BIDS are subject to annual renewal by the City
Council. This procedure, mandated by the enabling legislation, can make the BID’s first
year in operation a crucial one since one year is a very brief time period during which a
BID must become organized, implement a work program, and show results to its
members.
A new BID can also face a financial challenge during its start-up year. A BID is not
automatically vested with spendable funds from the moment that it is established. Since
funding from assessments is typically linked in procedure and timing to the renewal of
business licenses, a BBID may not receive any funding until the annual business license
renewal date. If, for instance, a BID is adopted in April of a given year, but business
cwners are not expected to renew business license certificates until the following
January, then the BID may not have much, if any, funding to work with during the
majority of its maiden year.
In some cases, this initial lack of funds is mitigated by financial contributions from cities,
redevelopment agencies, and/or a special billing to collect the first year’s assessment.
PBlDs must wait for billing of the December or April property tax installments to be paid
before funds can be routed to the district. However, since the renewal period for a PBID
is typically five years, an initial lack of funding is less crucial for this BID method.
Exhibit 2, following, details the key features and distinctions between BBlDs and PBIDs.
Exhibits 3 and 4 are schematic illustrations of the adoption process for PBlDs and
BBIDs, respectively.
Parking and Business Improvement District (BID) Study -Final Report June 28,200O
Document 20078; ndh; 11060.002.001 Page 17
‘EXHIBIT 3
PROPERTY-BASED BUSINESS IMPROVEMENT DISTRICT
ESTABLISHMENT PROCEDURE
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
SCHEMATIC ILLUSTRATION OF STEPS TAKEN TO ADOPT A PBID
Property owners petition City
Council. Petition includes
management distnct plan
Resolution of Intent and
heanng notice published and
mailed to property owners.
ALTERNATIVES:
PBID established
Prepared by: Keyser Marston Associates, Inc.
Filename: Iklients\carlsbad\BID\BID TABLES.xls: 6/28/00; erg
EXHIBIT 4
BUSINESS-BASED BUSINESS IMPROVEMENT DISTRICT
ESTABLISHMENT PROCEDURE
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
SCHEMATIC ILLUSTRATION OF STEPS TAKEN TO ADOPT A BBID
City Council adopts
resolution of intent to
form a District
Notice of public hearing
published in newspaper
and mailed to each
business owner
1 Public Faring 1
ALTERNATIVES:
If written protests represent
more than 50% of
businesses paying
assessments, no further
action is taken
City Council adopts an
ordinance establishing
Prepared by: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BID\BID TABLES.xls: 6/28/00; CRG
VI. SAN DIEGO COUNTY BUSINESS IMPROVEMENT DISTRICTS
A. Overview of BIDS in San Diego County
Within the County of San Diego, KMA has identified 23 BIDS:
l Nineteen (19) BIDS are located in the City of San Diego.
l Four (4) BIDS are located in suburban cities.
l Two (2) of the 23 BIDS are property-based (PBIDs).
l Twenty-one (21) of the 23 BIDS are business-based (BBIDs).
The Downtown BID is the oldest of the active BIDS in the County today, having been
adopted in 1970. The next adoption occurred in 1982 with formation of the Gaslamp BID
covering 16 blocks of downtown San Diego’s Gaslamp Quarter. The success of these
first BIDS paved the way for subsequent BID formations. Since 1982, 17 BIDS have
been adopted in the City of San Diego.
It should be noted that the current enabling legislation is derived from prior versions of
the law. California’s original BID legislation, AB 103, became law in 1965. The
legislation was revised again (SB 1693) in 1979 to conform with the provisions of
Proposition 13.
Suburban BIDS have been adopted in Chula Vista (BBID, 1976) Escondido (BBID,
1989), Vista (BBID, 1995) and El Cajon (PBID, 1996).
The pace of BID adoption in San Diego County is as follows:
BID adoptions
1970s 1980s 1990s 2000
2 9 11 1
BIDS in the City of San Diego are partnered with the City’s Office of Small Business
(OSB) through the San Diego Business Improvement District Council. The BBlDs
receive grant funds and participate in a comprehensive business assistance program
created in 1995. The grants, which are administered through the Small Business
Enhancement Program (SBEP), provide funds for professional staff support and
business development/retention efforts.
KMA has gathered statistical information on most of the 23 BIDS in the County of San
Diego. This information is tabulated in Exhibits 5 and 6, at the end of this section. The
key aspects of San Diego County BIDS are summarized as follows:
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Document 20078; ndh: 11060.002.001 Page 21
-
l Within individual BIDS, assessments range from a minimum of $20 to maximum of
$5,000 per year. County-wide, the average annual assessment per business is
approximately $100.
l The range of properties that have been included in BIDS include retail, services,
industrial, and residential (apartments).
l The average number of business/property owners involved in a BID is approximately
600.
8. Recent and Proposed Adoptions
The three most recent BID adoptions in San Diego County were the Morena BID
(January 1999), the San Ysidro BID (January 1999), and the Downtown San Diego
Property-based BID (February 2000). The Morena BID is discussed in. the following
section of this report.
San Ysidro Business Improvement District
The district consists of more that 400 businesses generally located along Camino de la
Plaza and San Ysidro Boulevard. The objectives of the San Ysidro BID are to upgrade
the appearance of the area and to implement an aggressive media promotional
campaign for the area. A large portion of retail sales in the San Ysidro area is generated
by shoppers from Mexico; therefore, the district’s fortunes have traditionally been linked
to economic conditions in Mexico. The activities of the BID are intended to help the area
maintain and enhance its existing share of retail sales from both the U.S. and Mexico.,
The fee structure for the San Ysidro BID ranges from $90 for non-retail businesses
located along collector streets to $1,200 for banks, theatres, and large hotels located
along arterial streets. The governing body of the BID is the San Ysidro Chamber of
Commerce.
Downtown San Dieqo Property-based Business Improvement District
This district is only the second property-based BID ever to be formed in San Diego
County (El Cajon’s Downtown Management District being the first). The process for
adoption began in Fall 1998 and the PBID was adopted on February 22, 2000. The
district boundaries overlay the downtown San Diego ‘sub-areas of Cortez, Columbia,
Marina, Gaslamp, and East Village. In terms of land area covered, the Downtown San
Diego PBID is reportedly among the top five largest districts in the nation.
Parking and Business Improvement District (BID) Study -Final/ Report June 28,200O Document 20078; ndh; 1 lG60.002.001 Page 22
The first year operating budget for the District is estimated to be $2.3 million. The
Downtown San Diego PBID will focus its resources on five activities:
l Maintenance services
l Public safety
l Public information and program management
l Program reserves
. Enhanced lighting
Combined, the maintenance services and public safety programs will consume
approximately 65% of the PBID’s total budget. The five-year budget for the PBID
assumes that program revenue will increase by 5% per year in order to keep pace with
the costs of providing services.
It is of interest to note that the Downtown PBJD boundaries are layered over the
boundaries of two existing business-based BIDS, the Downtown BID and the Gaslamp
BID. Experiences in El Cajon’s Downtown Management District indicates that in 60% of
cases, assessments levied upon property owners were directly passed through to
tenants in the form of higher lease rates. While it is too soon to tell whether a similar
trend will occur in downtown San Diego, it is likely that business owners in the affected
business-based BIDS will incur a form of “double assessment” - paying an assessment
for membership in the BBID as well as paying higher lease rates as a result of the
adoption of the PBID.
Highway 101 Business Improvement District
Merchants and property owners in Solana Beach .are considering moving forward with
plans to establish both a business-based and a property-based BID in the west Highway
101 corridor. State law allows for the two forms of BIDS to overlay one another.
According to a representative of the Highway 101 Merchants and Property Owners
Association, the main function of the BBID would be marketing and promotion, while the
main function of the PBID would be capital improvements. At this time, the main focus is
on the establishment of the PBID.
As of yet, no formal petitions requesting establishment have been presented to the City
Council. The establishment efforts are currently stalled pending determination of the
City’s participation, a financing strategy for the desired capital improvements, and the
completion of the Management District Plan.
Formation efforts are also underway in the City of San Diego in the Midway, Point Loma,
and Kensington areas.
Parking and Business Improvement District (BID) Study -Final Report June 28.2000
Document 20078; ndh; 11060.002.001 Page 23
C. BIDS Opposed
It is rarely the case that BID establishment is supported by 100% of the affected
merchants or property owners. It is also true that it can be difficult to achieve
comprehensive merchant participation in the pre-establishment public outreach meetings
and workshops, no matter how extensive the outreach efforts might be. In some cases,
an affected merchant or property owner may support the BID concept, but disagree with
the assessment schedule or the proposed programs. As a result, it is not unusual for a
BID to have some unhappy constituents even after the BID has been established in
accordance with legislatively mandated actions.
In the past few years, two San Diego County BIDS have been adversely impacted by
merchant opposition:
Morena Business Improvement District
As mentioned above, the Morena BID was adopted in January 1999. The BID intended
to develop and implement a marketing and promotional campaign and to advocate
improvements to the area’s traffic flow and signage. However, the BID’s operations
were, in effect, halted before they began. Subsequent to the adoption of the BID, a
number of merchants unhappy with the BID as proposed made a request to the City
Council that it be dissolved. In June 1999, the City Council responded by suspending
the collection of assessments for the BID. Since the City of San Diego renews business
licenses in July of each year, the BID was suspended prior to receiving any funding from
assessments. Essentially, the BID was left in a state of limbo -established but
unfunded.
The City’s OSB supplied the Morena BID with $16,000 to keep the operation solvent
until supporters could re-group and try to reverse the Council’s decision. As it now
stands, the BID is established but receives no assessments and supporters are readying
to mount a petition drive to demonstrate merchant support for the continuation of the
District. If successful, assessments will be levied in July 2000 for Fiscal Year 2000-
2001 and the BID can begin operations.
Central Vista Villaqe Improvement District
The Central Vista Village Improvement District was formed in August 1995 with the goal
of implementing marketing and promotional activities to benefit businesses and to act as
advocates for the business community’s interests. The District included approximately
240 members and fees ranged from $33 to $500. In April 1999, the Vista Village
Business Association (WBA), the BID’s managing entity, asked the City to take over
control of the BIDS finances. The WBA had fired its executive director in November
Parking and Business Improvement District (BID) Study -Final Report June 28.2000
Document 20078: ndh; 11060.002.001 Page 24
1998 and was facing a wrongful termination lawsuit. Granting the request of the WBA,
the City of Vista cancelled its management agreement with the WBA and turned the
administration of the BID over to a five-person advisory board. The City Council directed
that the advisory board consist of fee-paying business owners. The City took these
actions as a means of keeping the BID it supported alive.
During this period, a group of merchants who, in total, paid more than 50% of the
assessments was circulating a petition to dissolve the BID. The opposition group
claimed that during the four years of the BID’s existence, they had seen little benefit and,
in addition, massive redevelopment efforts planned for downtown Vista were expected to
have adverse impacts during the two-year construction period, thus making BID
activities futile. In July 1999, the petition drive to dissolve the District failed due to
disqualification of many of the signatures.
D. Typical Forms of Organization
Most BIDS seek to organize under a tax-exempt corporate structure. In accordance with
guidelines set forth by the Internal Revenue Service (IRS), the two most common
examples of non-profit corporate structures are:
l Public Benefit Corporation - 501 (c)(3): This form of non-profit organization is
sometimes referred to as a “public benefit” corporation. It does not represent a
membership. Rather, its purpose is to provide activities and services that benefit the
general public (e.g., capital improvements). A 501 (c)(3) corporation cannot engage
in political lobbying or endorse political candidates. Also, funds generated by this
type of corporation must be put toward projects or services and cannot be applied
toward internal overhead costs. Up to 100% of the amount of
contributions/donations made to a 501 (c)(3) can be deductible.
l Mutual Benefit Corporation - 501(c)(6): This is the form d organization most
frequently utilized by BIDS. A 501 (c)(6) corporation is often referred to as a “mutual
benefit” corporation as it is geared toward providing services to its membership. A
501 (c)(6) can be politically active. Contributions/donations made to this type of
corporation may not be fully deductible for the contributor.
At least one BID in San Diego, the Mission Hills Association (MHA), has utilized both
corporate forms. The MHA is organized as a 501(c)(6) corporation and is the group that
initiated the formation of the BID. The MHA subsequently created an additional
corporation under the umbrella of the existing 501(c)(6). The purpose of this additional
501 (c)(3) corporation is to raise funds for public improvements. The 501 (c)(3) was
created under the umbrella of the original corporation in order to avoid the need for
Parking and Business Improvement District (BID) Study -Final Report June 28,200O Document 20078; ndh; 11060.002.001 Page 25
30
appointment of an additional board of directors and executive director. The board of the
original 501 (c)(6) MHA also serves to administer the 501 (c)(3) public benefit corporation.
It is important to maintain a clear distinction between the functions and activities of the
mutual benefit corporation and the public benefit corporation to avoid running afoul of
IRS guidelines concerning fund-raising and expenditures. In an efort to facilitate an
increase in the amount of charitable donations to San Diego BIDS, the City of San
Diego’s OSB recently formed a new 501(c)(3) foundation, the BID Foundation, to accept
tax-deductible charitable gifts, grants, and donations. The funds will be pooled by the
BID Foundation and applied toward appropriate projects in various BIDS.
E. Anatomy of a BID Budget
BID budgets are as varied as the districts that BIDS are intended to promote and serve.
As each BID is unique with respect to its character and history, so to are the needs of its
business community unique. Often, assessments alone are not sufficient to fund the
range of services needed to affect a meaningful improvement in the business
environment. BIDS face a constant challenge to find supplemental sources of funding.
This is achieved through a variety of sources, namely:
l State and/or federal grants
0 Income from special events
l Donations
l Sponsorships
l City contributions
KMA reviewed the budgets of several San Diego County BIDS for Fiscal Year 1999-
2000. In each case, assessments represented only a portion of the overall income of
the BIDS. For the El Cajon Boulevard BID, one of the largest in the county in terms of
territory and number of businesses, assessments represent roughly 33% of the BID’s
financial resources. Combined, funds from special events, Community Development
Block Grants (CDBG), and SBEP represent approximately 62% of the BID’s budget. For
the Little Italy BID, the relationship is 34% assessments, 56% events andpromotions. In
the case of the Ocean Beach BID, special events account for 60% of BID resources,
while only 9% of BID funds are derived through assessments. The El Cajon Downtown
Management District, a property-based BID, is projecting that 85% of its revenue in fiscal
year 2001 will be derived from assessments (including assessments paid by City and
County-owned property).
Parking and Business improvement District (BID) Study -Final Report June 28.2000
Document 20078; ndh: 11060.002.001 Page 26
In addition to special events, cities and redevelopment agencies also provide funding to
BIDS. Each City of San Diego BBID receives an annual grant of $10,000 plus $10 for
each member business. In addition, most BBlDs receive a share of CDBG money
and/or funds from the City’s Transient Occupancy Tax (TOT) for use in promoting
special events.
Other cities with BIDS also provide financial subsidies to the districts. The City of Chula
Vista annually contributes approximately $20,000 toward the salary of the BID executive
director. Prior to the BID being placed in abeyance, the City of Vista was matching BID
assessments on a dollar-for-dollar basis through redevelopment funds. In the past, the
City of Escondido has requested and received from the County Board of Supervisors
small grants from the County’s TOT fund to be used for economic development. In the
case of a PBID, municipal participation usually takes the form of the municipalities
paying assessments on publicly owned properties within the district (as in the case of the
Downtown El Cajon PBID).
Usually, funds provided by municipalities are referred to as “restricted funds” and are to
be used by BIDS only for such purposes as payment of salaries, administrative costs, or
economic development expenses. Revenues generated from assessments, special
events, sponsorships, and donations are unrestricted and may be used for various
purposes as determined by the BID’s board of directors.
The ratio of categorized expenditures to the total budget also varies greatly from district
to district. For example, the Downtown Business Association of Escondido expends
approximately 58% of its resources on wages and benefits, 22% on programs and
special events, and 21% on overhead and supplies. Alternatively, the Little Italy BID, a
district with similar financial resources, expends approximately 27% on wages and
benefits, 61% on programs and special events, and 12% on overhead and supplies.
The needs of each BID are different and the programs and services provided by each
BID must be tailored toward achieving those specialized goals. The resources, goals,
and management plan for each BID will determine budgetary flexibility.
.
Parking and Business Improvement District (BID) Study -Final Report June 28,200O
Document 20078; ndh; 11060.002.001 Page 27
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VII. POSSIBLE CARLSBAD VILLAGE BID
A. Possible BID Boundaries
Any efforts to establish a BID, wherever it is proposed, must be preceded by extensive
public outreach and feedback from affected business and property owners. Ultimately,
the decisions regarding BID boundaries, benefit zones, and tiered fee structure need to
be made by those who will pay the assessments and enjoy the benefits of the BID’s
activities.
The determination of a final BID boundary is an iterative process of mapping lines and
re-defining the District. The types of programs intended to be implemented by the BID
can also influence the placement of boundaries and benefit zones. For example, if the
main emphasis of a Carlsbad Village BID were to be marketing and promotion, then one
would have to consider which areas would benefit most from such a campaign, Where
would special events, maintenance, and other services be concentrated?
As background, KMA reviewed the Village land use plan, toured the area, and
interviewed stakeholders. KMA recommends focusing the discussion of potential BID
boundaries on Districts One, Two, Three, and portions of District Nine. These areas
contain the vast majority of retail business in the Village, as well as banking instituti’ons
and professional office users. District Nine includes tourist support areas (hotels).
The areas near l-5 contain a variety of highway-oriented businesses (e.g. gas, lodging,
fast food) and serve as a gateway to the Village. Further westward along Carlsbad
Village Drive, the Village transitions into a more pedestrian-oriented district and the
concentration of shops and services is most dense along Carlsbad Village Drive and
Grand Avenue west of Madison Street.
Initial attention would likely be focused on the businesses located along both sides of:
(1) Carlsbad Village Drive from l-5 to Carlsbad Boulevard, and (2) Grand Avenue from
Jefferson Street to Carlsbad Boulevard. Businesses located along Roosevelt Street and
State Street between Grand Avenue and Oak Avenue should also be considered.
B. Possible Fee Structure
It would be premature to estimate ranges of fees for Village businesses. As mentioned
above, public outreach and feedback need to be gathered in concert with the vision for
the BID activities before fees can be formulated.
The key determinants in formulating a fee structure usually include:
Parking and Business Improvement District (BID) Study -Final Report June 28,200O
Document 20078; ndh; 11060.002.001 Page 30
l Location of business: Businesses with visibility and frontage along main streets
typically benefit from BID activities moreso that a similar business on a less visible
side street. Consequently, the business with visibility will pay more.
l Type of business: State law intends that fees pajd by a business belonging to a BID
shall be commensurate with the benefit received. Often, BID activities benefit retail
businesses the most, especially eating and drinking establishments. Differentiation
is usually made within the retail business category to require eating and drinking
establishments to pay higher fees than, say, pet shops and office supply stores.
Alternatively, non-retail businesses (professional office tenants or light industrial
operations) receive less benefit from, marketing, promotions, and maintenance
activities intended to generate pedestrian traffic and image enhancement. Even
though non-retail clients want the same pleasant experience as retail shoppers when
visiting an area to transact business, it is often difficult for non-retail businesses to
agree that participation in a BID can benefit their businesses by improving the
environment in which they operate. Therefore, it may be appropriate to account for
the variation in benefit by charging lower fees to non-retail businesses.
l Size of business: For BBIDs, the size of business is typically determined by gross
sales volume or by the number of workers. Larger businesses pay more than
smaller businesses. For PBIDs, size is usually based upon physical measures of lot
and/or building square-footage and linear feet of street frontage. In this way, owners
of larger properties automatically pay more than owners with smaller lots/buildings.
In order to provide the City with an order-of-magnitude estimate for a potential fee
structure, KMA profiled the fee structures of two existing BIDS that are comparable in
character and composition to the Carlsbad Village area.
Downtown Business Association of Escondido
Apartments
Professional (1)
Service
Manufacturing
Financial
Zone I Zone 2
$20 + $4/unit $15 + U/unit
$150 + $5/employee $125 + $5/employee
$145 $125
$250 $200
$500 $400
Retail (based upon gross receipts)
Less than $50,000
$50,000 to $100,000
$100 $75
$150 $125
Parking and Business Improvement District (BID) Study -Final Report
Document 20078; ndh; 11060.002.001
June 28.2000
Page 31
$100,000 to $150,000
$150,000 to $200,000
$200,000 to $300,000
$300,000 to $400,000
$400,000 to $500,000
$500,000 to $750,000
$750,000 to $1 ,ooo,ooo
Over $1 ,OOO,OOO
$200
$250
$300
$450
$550
$650
$800
$900
(1) Constitutes full-time equivalent employees. Three employees allowed without additional fees.
Category A
Category B
Category C
La Jo/la Business Improvement District
1 Zone Zone 2
$350 $300
$300 $250
$65 $55
$150
$200
$250
$350
$400
$500
$600
$700
Zone 3
$150
$100
$45
Category A: businesses located along major arterial streets.
Category B: businesses located along collector streets.
Category C: service business and all other businesses.
These examples are not intended to suggest that these fee ranges would be appropriate
for a BID in the Carlsbad Village area. Rather, they are offered to illustrate assessment
formulas and fee ranges of comparable districts.
As an example of a property-based assessment formula and fee range, KMA includes
the assessment schedule for the new Downtown PBID:
Downtown San Diego PBID
Sub-area
Estimated Cost Per Estimated Cost Per
Linear Foot Frontacle (11 Square Foot Lot (1)
Downtown Core
Gaslamp
East Village
Cortez
Marina
$5.52 $0.023
$10.62 $0.083
$3.12 $0.023
$1.85 $0.012
$3.39 $0.020
(1) Property owners pay assessment based upon both the amount linear frontage and the square-footage of lot
combined.
Parking and Business Improvement District (BID) Study -Final Report
Document 20078: ndh: 11060.002.001
June 28.2000 Page 32
C. BID Establishment Work Plan & Recommendations
It is the KMAview that the Village retail core could benefit from a BID. A BID could . provide business and/or property owners with the mechanism to continue the positive
revitalization trends in the Village and implement new programs over time. If the City
Council chooses to move forward with the formation of a BID, the next step would be to
initiate a public information campaign to assess a level of support by business and
property owners for the establishment of a BID within the Village Redevelopment Area.
The success of a BID establishment campaign hinges upon the support of affected
business or property owners. At the current time, the level of support from the local
business community for a BID has not been quantified; therefore, public outreach and
consensus building should be concurrent first steps. If a reasonable level of support for
the BID concept can be evidenced, then the establishment process should continue into
an analytical phase.
KMA has prepared a work plan to serve as a guide for the possible establishment of a
BID within the Carlsbad Village area. The work plan takes into account the need for
public outreach, technical analysis, and preparation of an engineer’s report. This work
plan assumes that the decision regarding the type of BID to pursue (business-based or
property-based) is made at the outset.
Phase I - Public Outreach and Data Collection
l Prepare a survey questionnaire to be distributed to all potentially affected
business/property owners. The purpose of the questionnaire will be to gauge
support for establishment of a BID as well as to ascertain feedback related to the
needs of the business community and desired programs and services.
. Conduct a question-and-answer public workshop forum with City staff and
representatives of the business community to discuss the key issues of BIDS
including: benefits/impacts, administration, assessment, and formation process.
During the workshop, further comments/feedback can be solicited regarding results
of the initial questionnaire and business owners can discuss possible boundaries,
benefit zones, and fee structures.
l Collect and review available information, including maps, business license data or
parcel data, and other information pertaining to the Carlsbad Village business
community.
Parking and Business Improvement District (BID) Study -Final Report June 28,200O
Document 20078; ndh; 11060.002.001 Page 33
l Milestone: Determine a maximum of three boundary and fee structure alternatives
to be tested for their potential to generate revenue.
Phase I1 - Prepare BID Boundary and Fee Structure Alternatives
l Analyze the three boundary/fee structure alternatives selected in Phase I. Each
alternative will be analyzed for potential benefit by using the City’s business license
data to identify each business by type, location, and size arriving at an estimate of
assessment revenue to the BID. In the case of a property-based BID, the analysis
will focus on data from the County Assessor.
l Facilitate a workshop meeting with the business community at large to present
information on: (1) the benefits of BIDS; (2) the experience of existing BIDS in
Southern California; (3) potential boundary and fee structures and budgets for the
proposed BID; and (4) the process for adoption of a BID.
Milestone: Select one of the three alternatives as the preferred B/D boundary and fee
schedule.
Phase III - Enqineer’s Report
l Prepare an Engineer’s report for the proposed BID that complies with State law and
provides sufficient background for an informed decision by both the City Council a’nd
the business community.
l Present Engineer’s Report to City Council and begin official process for adoption.
D. Potential Costs to the City of Carlsbad
The potential cost to the City of Carlsbad related to the formation of a BID will be
distributed in the following categories:
Consultant fees: It is advisable to retain a knowledgeable and independent third
party to conduct technical analysis of possible fee/budget structures for the proposed
BID and to serve as a participant in public workshops. Estimated cost: $17,000 to
$20,000.
Staff time dedicated to the project: During the establishment process, the City will
need to designate staff to interface with business/property owners and/or
consultants. It is assumed that City or Agency staff will facilitate theadoption
process. Estimated cost: undetermined.
Parking and Business Improvement District (BID) Study -Final Repof? June 28,200O
Document 20078; ndh; 11060.002.001 Page 34
l Leoal Counsel: City attorney and/or legal council will handle all aspects of legal
interpretation and preparation of resolutions and ordinances. Estimated cost:
undetermined.
l Financial contribution to BID: It is not uncommon for municipalities or redevelopment
agencies to make financial contributions (seed money) to newly established BIDS. At
the present time, we cannot estimate the City’s level of participation. Estimated cost:
undetermined.
Parking and Business Improvement District (BID) Study -Final Report June 28,200O Document 20078; ndh: 11060.002.001 Page 35
Appendix
Annual Budgets for Selected San Diego County BIDS
Carlsbad Village Business Improvement District (BID) Study
City of Carlsbad Redevelopment Agency
Parking and Business Improvement District (BID) Study -Final Report June 28,200O Document 20078; ndh; 11060.002.001 Page 36
EXHIBIT A-l
ANNUAL BUDGET, 2000-2001
DOWNTOWN EL CAJON, INC.
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
Assessments
Special Events
Carryover
Total Revenue
EXPENSE
Orqanization Expenses
Admrmstratrve Expenditures
Accounting
Automobile Expense
Bank Serwce Charges
Busmess Development/Semrnars
Deoreclatron Expense
Dues & Subscnphons
Utllrtles
Legal Fees
Outside Services
Office Equrpmen!
Office Matntenance
Office Rent
Office Supplies
PostageIPnnting
Professronal Development
Telephone
Salaries and Other Payroll Expenses
Insurance
Payroll Expense Director
Payroll Expense-Office Manager
Payroll Expense-Admmstratwe
Payroll Taxes
Workers Compensatron
Total Organrzahon
Promotion
Membershlp Package
Advertrsmg
Outsrde Serwces
Postage
Pnnttng Directory
Total Promotion
Desiqn
Angled Parkmg
CDlRendenng
Facade Improvements/Incentives
Parking Strategy
Wayfinding
Maintenance
Outside Serwces
Total Desrgn
Source: Downtown El Calon. Inc
Prepared By. Keyser Marston Assocrates. Inc.
Filename I:\clients\carlsbad\BlDI.4ppend1x_060700 xls6/28/00\crg
$366,000
524.500
$40.000
8430 500
$5,000
$300
$50
61,500
$1.200
$900
$1.200
s1.000
$500
S6.000
$1,440
511.000 .
$4,000
$500
$600
$3.000
$4,500
555.650
$28.000
s12.000
$8.620
m
9148,225
$490
810.000
530,000
ss.oqo
56.ooo
$50.490
350.000
$2,000
$25.000
$500
$250
$8.000
$2.ooo
$87,750
EXHl6lT A-l (Cont’d.)
ANNUAL BUDGET, 2000-2001
DOWNTOWN EL CAJON. INC.
CARLSBAD VILLAGE BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CARLSBAD HOUSING AND REDEVELOPMENT AGENCY
Security Services
Downtown Patrol
Graffiti Program
Total Security Sewces
Economic Restructurinq
Web Sate
Educatron Semrnars For Busmesses
Magnolia Corridor Plan
Business Recruiting
Total Economc Restructunng
Orqanizational
Grant Wntrng
Marn Street
Total Organrzatronal
Contingencies
TOTAL EXPENSE
REVENUE LOST BEFORE SPECIAL EVENTS
SPECIAL EVENTS
Concerts on the Green:
Revenue
Expense
Total
Hometown Holrdays
Revenue
Expense
Total
World Market
Revenue
Expense
Total
Banner Fundratser
Revenue
Expense
Total
Special Events as Approved:
Revenue
Expense
Celebrate the Famrly
Mother Goose
IPP
Other
Total Expense
SPECIAL EVENTS REVENUE (LOSS)
TOTAL NET REVENUE (LOSS)
S75.000
§&loo.
S81.000
$2.400
$400
s1.000
55.ooo
$8.800
$9.600
31
S10.600
$10.285
$397,150
$8,850
$7.000
$15,000
(88.000) .
$2,500
$5
(62,500)
s12.000
s12.000
so
S3.000
$750
$2.250
$0
80
8100
$100
$300
$600
($600)
($8.850)
so
Source: Downtown El Cajon. Inc
Prepared By: Keyser Marston Associates, Inc.
Filename I:\clrents\carlsbad\BlD~ppend1x_060700 xls6/28/00\crg
EXHIBIT A-2
ANNUAL BUDGET, 1999-2000
CHULA VISTA DOWNTOWN BUSINESS ASSOCIATION
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
Assessments
Classic Car
Farmers Market
Holiday Lights
Lemon Festival
Lunch Concert
Town Manager
Promotion
Advertising
Cinco Fest
Yule Parade
Associate Dues
Quarterly Training
Total Revenue
EXPENSE
Insurance
Utilities
Accountrng
Advertising
Bank Charge
Banners
Board Planning
Cinco Fest
Classrc Cars
Design
Directory
Economrc Commrttee
Electton
Farmers Market
Holiday Lights
Lemon Festival
Lunch Concert
Newsletter
Office Expense
Organizatronal
Staff (part time)
Repairs
Storage
Subscriptions
T/M Conferences
T/M Payroll
Workman’s Comp
Starlight Yule Parade
Traintng Meetings
Total Expense
Source: Chula Vista Downtown Business Association
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BlD~ppendix_060700.xls6/28/OO\crg
$20,000
$13.000
$11,000
$2,000
$30,000
$4,000
$20,000
$4,500
$10,000
$28,500
$7,000
$1,300
$1.500
9152.800
$5.000
$2,000
$500
$5,000
$300
$4,000
$700
$26,000
$13.000
$500
$1.200
$500
$500
$5,900
$1,200
$20,000
$4.000
$3,000
$3,000
$600
$2,000
$2,000
$1,200
$500
$1,200
$40,000
$500
$7,000
$1,500
$152,800
EXHIBIT A-3
ANNUAL BUDGET, 1999-2000
LITTLE ITALY ASSOCIATION
BUSINESS IMPROVEMENT.DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
BID Revenues
SBEP
Carry Forward
Chalk La Strada
Special Events (Festa)
Banner Sponsors
CDBG
Maintenance District
Other
Total Revenue
Marketinq and Promotions
Columbus Day
Chalk La Strada
Columbus Day/Staffing
Columbus Day/Washington School
Holiday Tree Lighting
Brochure Design
Brochure Production
Brochure Distribution
Web Page
Stick Bali Tournament
North Little Italy Events
LIA Stickers
Desiqn
Banners
Installation of Banners
Commission on Banner Sales
Gateway Sign Design (CDBG)
Gateway Sign Production (CDBG)
Pan Grant Amici Match (CDBG)
$63,000
$14,000
$7,972.43
$0
$40,000
$12,000
$46,000
$40,000
$4,000
$226,972.43
$30,000
$6,000
$500
$2.000
$2,000
$5;000
$1,200
$1,000
$1,000
$4,000
$1,000
$5,000
$2,000
$1,000
$1,000
$20,000
$20,000
Source: Little Italy Association
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BID~ppendix~060700.xls6/28/00\crg
EXHIBIT A-3 (Cont’d.)
ANNUAL BUDGET, 1999-2000
LITTLE ITALY ASSOCIATION
CARLSBAD VILLAGE BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CARLSBAD HOUSING AND REDEVELOPMENT AGENCY
Orqanization
Newsletter
Legal
Accounting
Bank Charges
Staffing
Rent
Office Supplies
Annual Meeting
General/Board Meeting
Telephone
Dues & Subscription
BID Council Dues
BID Reimbursements
Printing
insurance
Pager
Archives
Postage
Travel Conferences
Utilities
Economic Restructurinq
Maintenance Districff2nd Chance
MAD Supplies
MAD Admin.
New MAD Formation
TOTAL EXPENSE
CONTINGENCY
TOTAL BUDGET
Source: Little Italy Association
Prepared By: Keyser Marston Associates. Inc.
Filename: I:\clients\carlsbad\BID\Appendix~060700.xls6/28/OO\crg
$4,000
$900
$1,000
$200
$48,000
$2,400
$2,000
$200
$200
$200
$1,500
$200
$300
$3,000
$3,300
$200
$200
$1,500
$3,000
$0
$25,000
$9,000
$6,000
$7,500
$192,500
$4,472
$196,972
4’6
EXHIBIT A-4
ANNUAL BUDGET, 1999-2000
ESCONDIDO DOWNTOWN BUSINESS ASSOCIATION
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
Interest Revenue
BID Fees
Advertising/Brochure
Advertising/Newsletter
Annual Meeting
City of Escondido
County of San Diego
Farmer’s Market
Fundraising
Grape Day
Miscellaneous Revenue
Reimbursed Expenses
Street Farres
Total Revenue
EXPENSE
Adverbsing Program
Design Program
Clean & Safe Program
Farmers Market Program
Printing Program
General Promotion Program
Annual Meeting Event
Christmas Event
First Night Event
Grape Day Event
Street Faire Event
Arts 8 Craffs Marketplace
Economrc Development
Contributions Projects
Uncategonzed Expenses
Accounting
Computer/Printer/Copier
Dues 8 Subscriptrons
Insurance
Liscences 8 Permits
Member Meetings
Office Expense
Payroll
Payroll Taxes
Postage 8 Delivery
Rent
Taxes
Training & Education
Travel
Utilities
Miscellaneous
$1,200
$106,000
s7.000
S1.700
w*ooo
%10,000
s4,ooo
526.000
s5.000
s3.500
so
53.240
$15.000
S186.640
s9,534
$2.900
s1.200
s3.400
58.500
$578
95.000
$0
$0
$3.000
S600
SO
s4.000
s1,500
so
52.700
$3,000
s2.000
53.500
SlOO
s750
55,000
$97,752
$8,626
s3.300
$11.700
SlOO
$2,400
$1 .ooo
.ws4.500.
t&2
Total Expense $186.640
Net Revenue so
Source: Escondido Downtown Business Association
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BID\Appendix~060700.xls6/28/00\crg
.
EXHIBIT A-5
ANNUAL BUDGET, 1999-2000
MISSION HILLS BUSINESS ASSOCIATION
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
Business Improvement District (BID)
Money Collected by the City
Small Business Enhancement (SBEP) Grant
(from the city and distribution by the BID Council)
Transient Occupancy Tax (TOT) Grant ‘99-‘00
Main Street Grant - restricted and distributed
by the BID Council
County Grant
Miscellaneous
Total Revenue
EXPENSE
Rent
Telephones
SDG&E
Internet
Supplies
Postage
BID News
Insurance
Accounting
Employee
Miscellaneous
Mission Hills News
Business Promotions
TOTAL MONTHLY
TOTAL ANNUALIZED EXPENSE
NET REVENUE
$27,500
$15,500
$6,000
$2.000
$4.800
$55,800
$350
$100
$50 ‘.
$100
$165
$50
$165
$100
$3,450
$500
must pay for itself
from main street
$5,030
$60,360
($4,560)
Source: Mission Hills Business Assocation
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BlD~ppendix_060700.xls6/28/00\crg
EXHIBIT A-6
ANNUAL BUDGET, 199942000
NORTH PARK MAIN STREET
BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
Additional Funding Needed
Banners
BID Assessments
CDBG 1997-l 998
CDBG 1998-I 999
CDBG 1999-2000
Contributions
Farmers Market Grant
Infrastructure Impact
Interest
Promotions
Merchant Mixers
Spring Festivals
Miscellaneous EvenWFundraisers
SBEP Grant
SBEP Revenue 1996-l 999
SBEP Revenue Additional Funding
TOT
Total Revenue
EXPENSE
Special Events and Protarams
Banner Program
Committees
Design Committee
E.R. Committee
Fund Raising Committee
Organization Committee
Promotion Committee
Election Committee
Farmers Market
Holiday Decorations
Infrastructure Committee
Merchant Mixers
North Park Days
Spring Festival
Sign Maintenance
Toyland Parade
$15,968
$397
$12,412
SO
$15,165
$55,000
$1,000
$10.000
30
$809
SO
$8,027
$500
$12,200
$0
$30
$6 750 A
$138.259
$397
$7,604
$4.677
$0
$100
$280
$518
$10,000
$1,570
$0
$50
$700
$11,584
Total Special Events & Programs $37,710
Source: North Park Main Street
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsb~d\BID\Appendix~060700.xls6/28/00\crg
EXHIBIT A-6 (Cont’d.)
ANNUAL BUDGET, 1999-2000
NORTH PARK MAIN STREET
CARLSBAD VILLAGE BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CARLSBAD HOUSING AND REDEVELOPMENT AGENCY
General Administration and Marketing
Accounting/Bookkeeping/Audit
Advertising and Marketing
Bank Charges and Fees
Conferences and Workshops
Contingency Fund
Data Processing
Dues and Subscriptions
Equipment Lease
Equipment Repair and Maintenance
Insurance
Legal and Consulting Expenses
Ofice Supplies
Penalties and Late Fees
Permits and Liscence Fees
Photographs and Film
Postage and Stamps
Rent
Telephone
Utilities
Total General Admin. & Marketing
Personnel
Executive Director’s Salary
Assistant Director’s Salary
P/R Tax Expense
Benefits Insurance
Total Personnel
TOTAL EXPENSE
$3,350
$200
$20
$2,500
$0
$11
$450
$2.023
$1.535
$1,951
$91
$1,832
$0
$90
$184
$1,053
$4,390
‘$2,059
$5.643
$22,881
$47,800
$21,380
$6.158
$2 350 A
$77,688
$138,207
Source: North Park Main Street
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BlD~ppendix_060700.
-
EXHIBIT A-7
ANNUAL BUDGET, 1999-2000
DISCOVER PACIFIC BEACH
BUSINESS IMPROVEMENT D!STRICT (BID) STUDY
CITY OF CARLSBAD REDEVELOPMENT AGENCY
REVENUE
Assessments FY 2000
Small Business Enhancement Grant
Bank Fees
CDBG Allocation-District 2
Redevelopment District
Promotion
CDBG Allocation-District 6
Total Revenue
EXPENSE
Orqanization
Rent
Staffing
insurance, Health
Insurance, G. Liability/Prop.
Insurance, Workman’s Comp
Insurance, D & 0
Telephone
Utilities
Repair & Maintenance
Postage
Professional Servrces
Election Expense
Office Supplies
Annual Report
ED Reimbursement
Dues 8 Subscriptions
Board 8 Staffing Training
501
Total Organization
Economic Restructurinq
Tree Maintenance
Security
Sidewalk Powerwash
Redevelopment Study
Total Economic Restructuring
Source: Discover Pacific Beach
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BlD~ppendix_060700.8/OO\crg
$131,310
$20,000
$3,400
$125,000
$25,000
$6.500
$51,000
$362,210
$10.452
$84,000
$5.300
$1,300
$888
$1,110
$2,500
$1,000
$500
$4,500
$2.200
$2,500
$4,000
$1,000
$1,200
$1,000
$1,500
$2,000
$126,950 _ .
$18,000
$2,400
$9,000
$25,000
$54,400
EXHIBIT A-7 (Cont’d.)
ANNUAL BUDGET, 1999-2000
DISCOVER PACIFIC BEACH
CARLSBAD VILLAGE BUSINESS IMPROVEMENT DISTRICT (BID) STUDY
CARLSBAD HOUSING AND REDEVELOPMENT AGENCY
Desiqn
Holiday Decorations
Banner Program
Streetscape Implementation
Total Design
Promotion
Newsletter
Specialty Brochure
Web Site
Convis Publication
Visitor Guide
National Lifeguard Championships
Total Promotions
Total Expense
Source: Discover Pacific Beach
Prepared By: Keyser Marston Associates, Inc.
Filename: I:\clients\carlsbad\BlD~ppendix_060700.xls6/28/OO\crg
$13,360
$13,500
$122.500
$149.360
$4,000
$13,000
g2.000
$3.600
$1,400
$6.500
s30.500
$361.210