HomeMy WebLinkAbout7.2 DowntownBusinessAssociAGENDA STATEMENT
File #
CITY CLERK
CITY COUNCIL MEETING DATE: September 16, 2003
SUBJECT:
Downtown Business Association Feasibility Study
Report Prepared by: Christopher L. Foss
Economic Development Director
ATTACHMENTS:
1. Report on Downtown Business Association Feasibility
2. Budget Change Form
RECOMMENDATION:
1. Adopt the findings of this report and retain Downtown
Revitalization Consultants to conduct another workshop with
interested businesses and property owners.
2. Approve a Budget Adjustment in the amount of $2,500.
FINANCIAL STATEMENT:
DESCRIPTION:
The fee to retain Downtown Revitalization Consultants to conduct
another workshop would be $2,500. It would require a Budget
Adjustment of $2,500 from Unappropriated General Fund reserves.
During FY 2002-03, the City Council established a High Priority
Goal (II-D-5) "to evaluate the need for specific business associations within Dublin". To that end, the
City Council,' on April 15, 2003, retained Downtown Revitalization Consultants (Dave Kilbourne,
Director) to conduct a study to determine the level of interest from merchants and property owners in the
City's Central Business District in creating a Downtown Business Association.
The goal of the study was to solicit input from business owners and property owners regarding the
possible creation of a downtown business advocacy group. The consultant held one meeting with City
Staff to discuss the issues from the City's perspective and Staff coordinated two meetings with the
potential organization's stakeholders. The first workshop was held on June 11, 2003 with an invited
group of approximately one dozen members of the downtown business community (including the Dublin
Chamber of Commerce), at which time the consultant provided information on the downtown association
concept and the purpose/goals/activities/funding of such an organization. A second workshop, for which
Staff mailed out over 500 invitations to businesses and property owners, was held on JulY 31, 2003 at 6:00
p.m. in the City Council Chambers. At that meeting, only 7 invitees attended the presentation. In order to
elicit additional input, Mayor Lockhart also sent a letter to 150 downtown businesses and property owners
asking them to complete an opinion survey on this matter, with only four responses.
At both meetings and through the mailing, participants were asked to complete an opinion survey
designed to elicit responses on downtown Dublin's strengths, weaknesses, and the interest in supporting a
Downtown Association. Of the 18 surveys that were completed, the respondents indicated a shared vision
H/cc-forms/agdastmt.doc
COPIES TO:
Dublin Chamber of Commerce
ITEM NO.
page 5 of the Consultant Report - Attachment 1). Of the 18 respondents, there was near unanimous
support for the pursuit of a downtown business advocacy organization of some type with an average level
of funding (per business) for the organization at $195 per year.
From Staff's perspective, there are two options to consider with regard to the results of the Downtown
Business Association Feasibility Study. The first option would be to adopt the findings of the report and
take no further action at this time. The second option, as outlined in the consultant report, would be to
convene a meeting of the previous workshop participants to discuss the report and determine the level of
interest, if any, in moving forward with this project. During the meeting, the consultant would review the
report's findings and discuss the possibility of establishing an Ad Hoc Downtown Committee that would
be responsible for soliciting input and interest in a Downtown Association. The consultant has indicated
that the cost of the above-mentioned workshop would be $2,500, as the current $10,000 contract has been
completed with the submission of this report.
Staff would expect that an outcome of the proposed workshop would be a higher level of support for the
Downtown Business Association concept, and that the interested parties would take it upon themselves to
contact members of the business community to obtain more survey data and receive support commitments
from several new businesses and/or individuals.
Following the above-proposed meeting, if there is determined to be sufficient interest by both the
businesses/property owners and the City of Dublin to move forward with the establishment of a Business
Improvement District, Staff estimates that the process would take approximately six (6) months and cost
between $35,000 and $40,000 (consultant costs / Staff costs / mailings).
RECOMMENDATION: Staff would recommend that the City Council adopt the findings of the
report and authorize Staff to retain Downtown Revitalization Consultants to conduct another workshop
with the interested downtown businesses and property owners. Staff would further recommend that the
City Council approve the budget adjustment of $2,500 to pay for the services of Downtown Revitalization
Consultants.
Draft Report:
A Study To Determine
The Feasibility
Of A Downtown / Central Area
Dublin Business Association
Downtown Revitalization Consultants
May I - August 31, 2003
Attachment I
Draft Report:
A Study To Determine The Feasibility
Of A Downtown / Central Area Dublin Business Association
May 1 - August 31, 2003
A) Introduction: The City of Dublin desires to know to what extent the
establishment of a typical downtown association might be supported by members
of the Central Business District.
A basic goal of this project was to solicit specific input from business owners and
operators, as well as by owners of commercial properties within that area,
regarding the possible creation of a downtown-specific business advocacy
organization.
The Dublin Chamber of Commerce was to be involved in all aspects and phases
of this study.
Downtown Revitalization Consultants, (DRC), of Chico, CA. was engaged to
perform a contract for services which included one Staff meeting as well as two
workshop-style meetings with members of the Dublin downtown business
community.
The purpose of these planning workshops was to accomplish the following goals:
· Begin a dialogue with members of the downtown-central business community
regarding the possibility of establishing a downtown Dublin business advocacy
group such as a traditional downtown association.
· Gather written comments by business owners and managers through the
completion of individual personal opinion surveys.
The project outline also included the analysis of personal opinion surveys which
were to be completed by members of the business community as well as a brief
report on those f'mdings.
Finally, the development of a set of recommendations by DRC was desired by the
City Management Team. DRC Principal Dave Kilboume was seen as being
uniquely qualified to carry out this economic development planning task as he
was instrumental in both the original establishment and long-term management of
the Downtown Chico Business Association.
Furthermore, DRC has actively worked with more than one-hundred cities and
downtown associations over the past twenty-five years and is currently working
on similar projects in both downtown Berkeley and downtown Palo Alto.
B) Scope of Work: The Project Scope of Work agreed upon by the Client and
the Consultant is as follows:
1) In general, attempt to assess the desire for a Downtown Association. If an
Association is desired, attempt to define and explain the process necessary to
take that step.
2) Review efforts of other communities to revitalize traditional Central Business
Districts.
3) Discuss the development of possible marketing themes and strategies.
4) While facilitating two focus group sessions, DRC will discuss typical
organizational purpose, goals and benefits of a typical Downtown Association.
5) During both workshops, DRC will review the development of a primary
funding mechanism for a typical Downtown Association.
6) DRC will prepare a brief report for City Council outlining the findings of the
Study.
c)
1)
2)
Project Process:
April 29: On April 29, 2003 the Consultant met with the City of Dublin
Management Team including City Manager Richard Ambrose, Assistant City
Manager Joni Pattilla, City Economic Development Director Chris Foss and
Community Development Director Eddie Peabody.
A set of meeting notes from this initial planning session was developed by the
consultant and forwarded to Staff. Principal items and issues that were
developed during this first meeting were the following.
a) There needs to be a better understanding of the identity of the
dOwntown area. Where is it. What is it.
b) There needs to be improved directional signage into the downtown
area,
c) There needs to be constructive discussion as to the viability and desire
for a Downtown Business Association."
d) The issue of "old" vs. "new" Dublin. There is an image problem with
portions of the downtown area.
e) The next steps to be taken in this planning process should be as follows:
2
Hold a Preliminary Project Meeting with selected representatives of the
downtown business community. It is suggested that approximately one dozen
acknowledged downtown business leaders participate in this planning session.
The purpose of this preliminary, smaller meeting will be to get their thinking
regarding downtown issues of concern as well as to get their opinion of the
(Draft) survey form regarding format and questions.
· After analysis of the results of this preliminary session, a larger Primary Focus
Group-Based Workshop will be scheduled for an evening time slot.
3)
City Economic Development Director Chris Foss personally contacted
approx, fifteen leaders of the downtown-central Dublin business community.
The Chamber of Commerce was very helpful in identifying these individuals.
4)
June 11' On Wednesday, June 11' 2003, the first workshop-style meeting was
held with approximately one-dozen members of the downtown business
community in attendance. This meeting was held at noon in the Regional
Meeting Room at the Dublin Civic Center.
During this meeting the traditional Downtown Association concept was discussed
with the group. Dave Kilboume detailed the history of downtown Chico and the
decision to establish a downtown advocacy organization within that community.
The rationale and establishment process were described, as was the supportive
role the Chico Chamber of Commerce played in that decision.
Other nearby communities and their current Downtown Associations and
improvement programs were mentioned as local or sub-regional examples.
Specifically the Pleasanton Downtown Association, the Livermore Main Street
Association, the Main Street Concord Association, the Walnut Creek Downtown
Association and the San Leandro Downtown Association were discussed.
Workshop attendees were told that the most common motive for the establishment ~
of a Downtown Business Association is the desire to have an effective year-to-year
group-sponsored commercial marketing plan and program.
The issue of how these five traditional Downtown Associations and their programs
are funded was discussed at length. The Business Improvement District, (BID),
concept was introduced to the group as the primary private sector means of
funding specific downtOwn c°rnn~ercial marketing and image building programs.
As the individual workshops progressed, the BID concept and typical BID
-sponsored commercial marketing programs became a focus of strong group
interest. Additional information regarding the Business Improvement District
concept is provided within the Appendix of this Report.
Opinion Surveys were completed by participants at the end of this session.
3
5) Following this initial workshop, the consultant developed a set of meeting notes
as well as a compilation of all survey results.
6) July 31: On Thursday, July 31, 2003, the second, workshop-style meetin.g
with representatives of the downtown-central business community occurrecl.
This meeting was held at the alternative time of 6:00 to 7:30 PM, in the City
Council Chambers so that any individuals not able to participate in the first
noon meeting due to time conflicts might be able to make the second meeting.
The Consultant understands that Staff sent out invitations to every property
owner and business within the downtown area for this meeting.
As with the initial workshop, several topics of special interest to the group
were discussed at length. Among them were other downtown organizations
in nearby communities as well as how their annual programs are funded.
Again, the BID concept as a possible funding source for programs sponsored
by a new downtown association was of interest to the group. This meeting
had a total attendance of seven, (7), business or owner representatives.
7)
As with the first planning session, the Consultant developed a set of meeting
notes as well as completed a compilation of all survey results for this second
meeting.
D) Project Results: Minimal participation by the downtown business
community has limited the information learned to the personal opinions of
approximately eighteen members of this group. Fortunately, many of these
individuals are successful, well-recognized long-term business owners, managers
and commercial property owners.
As a result of this limited participation by the business community, one or more
additional planning meetings may be necessary, if the Client desires, to achieve
the original goal. This possibility will be detailed in the Project Recommendations
Section.
E) Survey Results: Although there was a total of only eighteen surveys
completed, those participants did have a shared vision of what was needed to
identify and improve the Dublin downtown-central business area. As wiu be
shown in this section, there was strong, near-unanimous support for the pursuit of
a Downtown Dublin business advocacy organization of some type.
Furthermore, there was near unanimity concerning what mechanism might be
used to fund programs sponsored by this new organization. The survey results
show that respondents are willing to pay an averag, e of $195. peryear to support
downtown Dublin commercial marketing business unprovement programs.
These programs might include commercial marketing, image building, public
relations and better defining the boundaries of the downtown area.
4
The following is a synopsis of gathered survey results. The full and formal survey
results are provided within the Appendix of this Report.
Summary of Survey Results:
1) What you feel are Downtown Dublin's greatest strengths ?
· Dublin has the benefit of a centralized location.
· Dublin has excellent freeway access, 580-680 corridor.
· There is a great existing business base to begin with.
· There is a diversity of business types.
· There is sufficient parking for shoppers and visitors.
2) What you feel are Downtown Dublin's most serious problems:
· The business community needs to be united, organized and brought together.
· There is a need for an organized advertising program.
· There is a lack of an effective marketing program for the area.
· There is a lack of funding to carry out marketing and improvement programs.
· Lack of effective management for the area.
· There is no understanding of what, or where, "Downtown Dublin" is.
· poOr signage into central area. Better entrance identification is needed..
3) After reading the attached Fact Sheet, (explaining the purpose Downtown
Associations serve in other nearby communities), would you support the possible
establishment of a Downtown Dublin Business.Association ? ,
Yes: 13
Maybe, Would like additional information: 3
No: 2
4) Please briefly explain your answer to Item 3. (Regarding whether the
respondent would, or would not, prefer the establishment of a Downtown
Association or similar organization).
The following are several individual comments provided by workshop participants:
"A Downtown (Central) Association would be very beneficial. I have no problem
contributing and feel that the program would be much more beneficial that current
advertising that I do".
"Having a formal organization to revitalize the Dublin business community, with
a new a~proach for assisting in promoting, advertising and unifYing local businesses,
will be an asset".
5
"I would like to see a Downtown Association established. It would help promote
the area by bringing more people and pedestrian traffic".
"An organization would promote unity among the business owners and focus on
some of the problems of the District".
"While many activities of a BID might not benefit our church, many otherS
might".
"I think you are a bit late calling this a downtown ..... it's known as Village Parkway
and I like that we are just Village Parkway ..... "
"I would support this BID Program if a "downtown" location was defined. Also,
anything that would promote business in Dublin is good".
5) If you support the possible establishment of a Dublin Downtown
Association, to what level would you be willing to help pay for the annual
cost of operating the Association and its improvement programs ?
Average response to this question is $190 per year.
Note: The amounts stated ranged from a low of $100. per year to a high of $300
per year. Most responses fell within the higher range, thus the overall average of
nearly $200 per year.
F) Project Recommendations:
Option One: Due to the minimal amount of interest shown from within the
downtown-central business COmmunitY, adopt the find~gs of this Repo~ ~d take
no further action at this time
Option Two: Due to the interest, enthusiasm and shared vision of sixteen primary
business owners and managers regarding what downtown-central Dublin might
be if organized and managed, proceed with the recommended activities listed
below.
1) Hold another meeting with the combined group of previous participants, (from
both workshop-meetings), as well as any other appropriate individuals, to discuss
this Report and how the group might most effectively proceed if the City is
willing to become an active partner in this effort.
2) If, following this meeting, there is a group desire to further pursue a possible
new Downtown Dublin Business Association, ask that this group consider serving
as members of an Ad HOC Downtom ~aSk FOrCe, (as was discussed during the
July 31, 2003 meeting workshop), of aPProximately twelve to fifteen bUsiness
community leaders.
6
3) Further, ask that this new group consider individually soliciting their business
associates and neighbors for responses to the Personal Opinion Survey. If this
group is successful in gathering more written input from members of the business
community, and if there is sufficient interest demonstrated after analysis of the
new, additional surveys, consider sponsoring another workshop-meeting. It is
recommended that consideration be given to the possibility of having this follow-
up workshop at a private-sector venue within the project area.
4) If participants in the additional Workshop desire to pursue a Downtown
Association, and the City agrees to add their support to this possibility, the City
may wish to consider extending the current consulting work for an additional
period to determine if there may be feasibility for establishing a BID as a primary
funding mechanism for the new Downtown Association when it is organized.
It should be noted that the combined, and highly related, activities of 1) creating a
new Downtown AssoCiation and 2) establishing a Business Improvement District to
fund it, is a very traditional SeqUence of primary downtown economic development
steps. This sequence of related programs has just been completed by DRC in both
downtown Suisun City and Santa Clara. A partial listing of other Northem California
communities recently using this dual downtown revitalization approach is, in
alphabetical order, Chico, Davis, Eureka, Lodi, Los Altos, Los Gatos, Napa, Novato,
Petaluma, Pleasanton, Redding, San Leandro and Santa Cruz.
The possible development of a Phase II Consulting arrangement could be split
into two stages:
Stage One) ·
Preliminary Downtown Association Creation Program
BID Feasibility Study
3 mos. total
If Stage One indicates strong potential for the business community coming
together as a viable Downtown Association, and if the BID Feasibility Analysis
determines that a BID could, in fact, be sUCCessfully formed, then consider going
to Stage Two.
Stage Two) ·
·
Completion of Downtown Association Creation Program
Completion of BID Establis~ent Program.
3 mos. total
G) Final Recommendation:
Based on the enthusiasm demonstrated by the participants of both meeting-
workshops and what has been seen and experienced during the Consultant's three
visits to Dublin, DRC recommends serious consideration of Option Two if a
viable Task Force can be identified and activated, and if there is interest and
support on the part of City Management and City Council.
7
04 %z 5
H) Report Appendix:
· Draft letter to businesses regarding planning workshop (s) (1 page)
° Discussion outline used during planning workshop (s) (1 page)
° Personal Opinion Survey Form, (2 pages)
· Downtown Association Fact Sheet, (2 pages)
· Survey Results, (3 pages)
° Introduction To BID Concept Paper, (4 pages)
8
CITY OF DUBLIN
'I 00 Civic Plaza, Dublin, California 94568
Website: http://www, ci.dublirLca.us
July 17, 2003
Dear Dublin Downtown Business/Property Owner:
The City of Dublin is currently sponsoring a series of planning meetings and workshops ·
for the purpose of determining whether the downtown business community desires, and
would support, the possible creation of a specific downtown business adVocacy
organization or committee to represent the specific interests of the traditional Central
Business District.
with that purpose in mind, I would like to invite you to attend, and participate in, a brief
planning workshop to be held on Thursday, July 31, 2003 at 6:00 p.m. in the City Council
Chambers located at Dublin Civic Center, 100 Civic Plaza, Dublin CA 94568.
Please do not hesitate to contact me at 925-833-6650 should you have any questions
regarding the subject of this letter. We are hoping to have the opportunity to meet with
you on July 31, 2003.
C~f°ss
Ec'~or~ic~_~lopment Director
G:\ChriskLetterakDowntown Business Advocacy Workshop.doc
Area Code (925) - City Manager 833-8650 - City Council 833-6650 - Personnel 833-6605 - Economic Developmem 833-6650
Finance 833-6640 - Public Works/Engineering 833-6630 - Parks & Community Services 833-6645 · Police 833-6670
Planning/Code Enforcement 833-6610 · Building Insoection 833-6620 · Fire Prevention Bureau 833-6606
printed on Recvc/ed Paper
General Discussion Outline,
Dublin Downtown Business Community Workshop
July 31, 2003
1) General Introduction.
2) Purpose of Workshop.
3) Discussion of Personal Opinion Survey.
4) Downtown Association Fact Sheet.
5) Other Nearby Downtown Associations.
6) Results Summary From Preliminary Downtown Dublin Opinion
Survey: (attached).
7) Open Discussion of Items and Issues of Local Concern.
8) Possible Funding Options For New Downtown Improvement Programs.
9) Where Do We Go From Here ?
Downtown Dublin Brief Opinion Survey
A) Please list. bv priority, what you feel are Downtown Dublin's three
greatest strengtlis:
1)
B) Please list. by priority, what you feel are Downtown Dublin's three
gnost serious nroblems: (Examples of typical downtown problems in other
communities ihclude lack of effective management, insufficient parking, lack of
access into the area, lack of adequate directional signage, lack of an effective
commercial marketing program, poor physical appearance, too many commercial
vacancies, etc).
l)
2)
3)
C) After reading the attached Fact Sheet, would you support the possible
establishment of a Downtown Dublin Business Association?
Yes
Maybe, Would like additional information
No
D) Please briefly explain your answer to Item C. Your response to this
question is critical to the effectiveness of this survey.
For example, if you support the possible establishment of a Downtown Association,
what are your reasons? If you would like to have additional information, what
information would you like to have provided before making your decision? If you
do not support the possible establishment of a Downtown Association, please
explain your reasons.
E) If you support the possible establishment of a Dublin Downtown
Association, to what level would you be willing to help pay for the annual
cost of operating the Association and its improvement programs ?
$ per year.
If you need add'l space for you answers, please use the back of this page.
Thank you for participating in this brief opinion survey. Results of this and
subsequent surveys will be available to all participants.
Sallie
Business or property owned or managed
Downtown Association Fact Sheet
This information is provided for the purpose of informing Dublin Downtown
merchants and commercial property owners of the benefits and liabilities of
establishing a downtown association. It should be noted that the most common
motive for the establishment of a Downtown Business Association is ne desire to
have an effective group-sponsored commercial marketing plan and program.
A) Possible Benefits Of Forming A Downtown AsSociation:
1) Provides for effective administration of desired downtown improvement
programs such as commercial marketing, civic beautification, etc.
2) Provides an effective lobbying ~force to represent the group's interests before
the City, the local media, the Chamber, etc.
3) May provide, or allow for establishment of, program funding options which
are not otherwise available.
4) A new Downtown Association would bring local business owners, managers
and commercial property owners who share similar interests and problems,
together to develop possible group solutions.
5) Provides for more structured networking among businesses.
6) Offers possibilities to interact with similar groups within the region, state and
country.
7) Allows for more effective use of Committees and volunteers.
8) A formalized Downtown Association will be qualified to accept donations as
well as carry out fundraising activities.
B) Possible Liabilities Of Forming A Downtown Association:
1) The new Association won't run itself. Either a fully committed Board of
Directors or a paid staff person, either part-time or full-time, depending on budget
abilities and degree of program activities, will be required.
2) The new Downtown Association won't be able to operated without a
reasonable budget. It will be necessary for members to fund the Association and
its activities on a year-to-year basis.
3) If there is a desire to achieve a full and formal organizational structure for the
new Association for the purpose of possibly becoming self-funding, non-profit
status under 501c6 may be necessary.
Examples of nearby Downtown Associations and their individual contact
information:
1) Pleasanton Downtown Association:
Pamela Stoddard
(925) 484-2199
www.pleasantondowntown.net
2) Livermore Main Street Association:
Rachael Lavezzo
(925) 373-1795
no website information available
3) Main Street Concord Association:
Program Manager information not available
(925) 685-5706
www.concordmainstreet.com
4) Walnut Creek Downtown Association:
Cheil Sprenger
(925) 933-6778
www.walnutcreekdowntown.com
5) San Leandro Downtown Association:
Carol Libbrecht
(510) 483-3166
no website information available
Brief Downtown Dublin Opinion Survey Results:
A)
greatest streneths:
(6) Dublin has-the benefit of a centralized location.
(7) Dublin has excellent freeway access, 580-680 cOrridor.
(4) There is a great existing business base to begin with.
(3) There is a diversity of business types.
(2) There is sufficient parking for shoppers and visitors.
Please list. by priority, what vou feel are Downtown Dublin's three
(all remaining opinions are from single responses)
· There is room for growth .... not in a crowded, restricted area.
· Dublin community residents are loyal.
· There are good existing businesses, some are very well-established.
· The City may have funds to match a program.
· The central area is a safe and secure shopping environment.
· Dublin has some major businesses located here.
· Dublin is known as a shopping center.
· Feels safe with all the visible police driving around.
B) Please list, by priority, what you feel are Downtown Dublin's three
most serious problems: (Exampl6s of typical downtown problems in other
communities include lack of effective management, insufficient parking, lack of
access into the area, lack of adequate directional signage, lack of an effective
commercial marketing program, poor physical appearance, too many commercial
vacancies, etc).
(5) The business community needs to be united, organized and brought together.
(5) There is a need for an organized advertising program.
(5) There is a lack of an effective marketing program for the area.
(3) There is a lack of funding to carry out marketing and improvement programs.
(3) Lack of effective management for the area.
(3) There is no understanding of what, or where, "Downtown Dublin" is.
(3) Poor signage into central area. Better entrance identification is needed.
(2) There is a lack of promotional oppommities.
(2) Lack of pedestrian activity.
(2) Traffic is too fast ..... needs to be slowed down.
(all remaining opinions are from single responses)
· Commercial property owners need to be motivated to utilize their properties
more effectively.
· We need an ongoing (marketing) program, like other downtowns.
· No interesting buildings in area.
· There is a poor physical appearance in area.
· There needs to be a higher standard of physical appearance for the downtown
area. Codes prohibiting non-operating vehicles, trash, etc.
· 90% of traffic is through traffic.
· Typical business types are not "stroller (pedestrian) friendly."
· Lack of parking.
· Too many commercial vacancies in some areas.
· I think you are a bit late calling this a downtown. It's known as Village Parkway
and I like that we are just Village parkway. We don't have stores like
Livermore and Pleasanton. Build your own downtown on the East Side.
C) After reading the attached Fact Sheet, would you support the possible
establishment of a Downtown Dublin Business Association?
Yes: 13
Maybe, Would like additional information: 3
No: 2
D) Please briefly explain your answer to Item C. Your response to this
question is critical to the effectiveness of this survey.
For example, if you support the possible establishment of a Downtown Association,
what are your reasons? If you would like to have additional information, what
information would you like to have provided before making your decision? If you
do not support the possible establishment of a Downtown Association, please
explain your reasons.
The following are individual comments provided by meeting participants:
1) A Downtown (Central) Association would be very beneficial. I have no
problem contributing and feel that the program would be much more beneficial
that current advertising that I do.
2) Having a formal organization to revitalize the Dublin business community, with
a new approach for assisting in promoting, advertising and unifying local businesses,
will be an asset.
3) I would like to see a Downtown Association established, It would help promote
the area by bringing more people and pedestrian traffic.
4) An organization would promote unity among the business owners and focus on
some of the problems of the District.
5) While many activities of a BID might not benefit our Church, many others
might.
6) I would support this BID Program if a "downtown" location was def'med. Also,
anything that would promote business in Dublin is good.
7) The area needs a common base of support.
8) I would give my support if the BID and the Association can help the retailers.
9) Where would the annual dues go ? How much would be used for
administration and how much for actual marketing and image building ?
E) If you support the possible establishment of a Dublin Downto~
Association, to what level would you be willing to help pay for the annual
cost of operating the Association and its improvement programs ?
Average response to this question is approx. $190 per year.
Note: The amounts stated ranged from a low of $100. per year to a high of $300.
per year. Most responses fell within the higher range, thus the overall average of
nearly $200. per year.
It should be noted that if a Central Dublin BID were established, the average annual
benefit fee per business would be approx. $150 to $200. per year.
"BID 101"
An Introductory To The Business Improvement District (BID) Concept.
1) What Is A Business Improvement District ?
The Business Improvement District is a private sector funding opportunity
which provides the year-to-year financing necessary to give merchants the
means to carry out downtown commercial marketing and organizational
management programs ..... and economic success. The BID functions as a
self-initiated downtown economic development program funded by an
annual benefit fee. This fee is traditionally based on type of business, size
and location as a means of determining the most fair and equitable charge
method possible. This benefit fee is traditionally weighted in favor of
retailers and restaurateurs as the BID is seen as being primary a
commercial marketing program.
The BID, which is formed under California SB 1424, is one of the most
useful funding mechanisms for specific downtown economic development
program funding available to Cities, Downtown Associations and
Chambers today. It is estimated that over 200 BIDs are currently serving
cities within California. Many of these existing BIDs are located within the
greater Dublin area.
2) Why Are BIDs Established?
Three traditional downtown problems which serve as catalysts to inspire
and motivate the business community, often leading to the formation of a
BID:
A) Loss of Market Share: Retail sales leakage to malls, neighboring
metropolitan shopping districts, national discoUnters and the new factory
outlet centers create a compelling need to develop and implement a
downtown-specific commercial marketing program and strategy.
B) Commercial Vacancies And/Or Unsatisfactory Mix Of Businesses, such
as a high percentage of c°mmercial vaCanCieS Oran undeSirable business
mix.
C) Need For Physical-Visual Improvement in the form of civic
beautification, streetscape imprOvements, downtown aesthetics, etc. A need
for project area "Special Effects" such as entryway arches, monumentation
and signage, awnings, public arts programs, flowers, plants, trees, flags and
banners, street furniture and other pedestrian amenities.
3) Basic Establishment Procedure Of A Business Improvement District:
A Business Improvement District can be established at the request of local
business owners. The City Council must first adopt a resolution stating the
merchants' intent and the requirements of State law. The resolution must
describe the proposed boundaries as well as set the time and place for a
pUblic hearing. Notice of the public hearing on the proposed Business
Improvement District must be published in the newspaper and mailed to all
business owners in the area. The City Council must then hold a public
hearing to consider all oral and written protests regarding the formation of the
Business Improvement District.
If a majority protest is not filed, the City Council may establish the proposed
Business Improvement District by adopting an ordinance to that effect. City
Council cannot add territory to the boundaries or change the annual benefit
fee of the area Without notifying business owners of that change, and then ·
only after holding a full and formal public hearing. The adopted ordinance
must include the method and basis of levying the benefit fees and the time
and manner of collecting the fees.
4) BID Concept Safety Features:
The BID formation process provides for a system of checks and balances
which very effectively protects participating businesses from escalating fees
or misuse of the annual funds as follows:
A) The benefit fee cannot be increased once the BID is approved without a
full and formal public hearing before the City Council.
B) The BID must be re-approved by the membership each year. If the new
program is not satisfactory to a majority of the member businesses, they can
request that it be abolished.
C) The BID membership controls how the money is spent and what the
annual programs are to be.
D) The BID membership elects its own Board of Directors.
E) The BID can easily be dis-established by the members presenting Council
with a petition representing 50% or more of the annual fees paid.
5) Benefits Of A BID: Why Should Merchants Consider The Establishment
Of A Business Improvement District ?
· A BID unifies all businesses to work toward a common goal, that of an
economically revitalized Business District.
A BID mitigates retail sales leakage by allowing the area to compete more
effectively for regional market share through the generation of greater local
marketing resources and strengths.
A BID supports businesses in the area through commercial recruitment,
retention and promotion as well as through the sponsorship of "shop at
home" and downtown image-building campaigns.
° A BID creates a strong unified voice to represent business interests to local
government agencies.
· A BID funds other projects such as clean-up programs, decorations, parks
and special events.
6) Several examples of successful BIDs within the Dublin area ?
Pleasanton, Livermore, Tracy, Walnut Creek, Hayward, San Leandro and
Concord all have highly effective BIDs in place within their individual
downtown areas.
7) A Typical BID Annual Programs Budget:
Although each BID is an individual program developed to meet the needs of
that specific business community, the following outline will illustrate what a
typical Annual BID Budget of $100,000 might look like. It will become
immediately apparent that the budget is weighted toward Commercial
Marketing, as is the case in a vast majority of BIDs.
Commercial Marketing:
Civic Beautification Programs And Projects:
Commercial Recruitment And Retention Program:
BID Programs Management and Administration:
Parking Improvements:
$50,000 50%
$15,000 15%
$ 5,OOO 5%
$25,000 25 %
$ 5,OOO 5%
8) Traditional BID-Sponsored Programs, Listed In Order Of Most
Commonly Implemented:
A) Commercial Marketing: (Competing most effectively for market share)
· Establishment of a permanent Commercial Marketing Committee.
· Development and implementation of a commercial marketing strategy and
image building theme.
· Development of a "shop locally" campaign as a means of offsetting
existing retail sales leakage.
· Development of a coordinated annual program of retail-oriented
promotions, events and activities.
· Development of an annual program of special events and activities.
· Publication of a "Directory of Downtown Goods and Services."
· Stimulation of tourism and visitor activity.
B) Civic Beautification Programs And Projects: (Physical image-building)
· Streetscape improvement projects such as street furniture and street trees.
· Development of a program of visual amenities such as flags, banners,
seasonal decorations, etc.
· Establishment of a public arts program.
° Development of improved, more aesthetic, public-private signage.
· Development of entranceway monumentation, signage, arches and
decorations.
C) Commercial Recruitment And Retention Program: (Filling commercial
vacancies with the most desirable new businesses).
· Carry out surveys to determine most desired new businesses to fill existing
vacancies or vacancies as they occur.
· Encourage successful existing businesses to re-locate and/or expand into
stronger locations within project area.
· Strengthen desired existing businesses that may be weak or failing.
· Attempt to discourage "hobby businesses" or "functional vacancies "that
weaken the project area's vitality.
D) BID Programs Administration: (Providing a support system for BID
programs).
° Possibly hire part-time or full-time BID Programs Administrator.
· Set up an organizational office, if possible.
E) Parking Improvements:
· Expansion and beautification of existing parking.
· Work to improve public knowledge of local existing parking through
sponsorship of maps and signage.
CITY OF DUBLIN
BUDGET CHANGE FORM
· New Appropriations (City Council Approval Required):
__ From Unappropriated Reserves
(If Other than General Fund, Fund N° -
From New Revenues
CHANGE FORM #
Budget Transfers:
From Budgeted Contingent Reserve (10800-799.000)
Within Same Department Activity
Between Departments (City Council Approval Required)
Other
Name: Name: Contract Services $ 2,500.00
Account #: 001-90400-740.000
Account ~:
Name: Name:
Account #: Account #:
Name: Name:
Account #: Account #:
Name: Name:
Account #: Account #:
Name: Name:
Account #: Account #:
Signature
REASON FOR BUDGET CHANGE ENTRY: Approval of Contract Amendment for Downtown Revitalizatio~
Consultants (Downtown Business Improvement District program) in the amount of $2,500.00
City Manager:
Mayor:
Posted By:
H:ICC-FORM$~FORM-budget change, doc
Signature
As approved at the City Council Meeting on:
Signature
Signature
Date:
Date:
Date:
Date:
Attachment 2