Stone Plaza project is one of those catalytic development sites (pg. 32) and has realized the vision outlined for that location, one that was considered even before the hotel fire of 2016.
It should also be noted that several of the other recommendations in the report have either been successfully implemented, including the revitalization of another catalyst site, now housing Corsaro’s and Roadhouse Restaurants. Having planning documents is an important first step, but continuing the efforts of implementation is where the real work and value are realized. 2) The unified and steady support of Kingsburg City Councils over time to the vision of downtown revitalization, including the willingness to offer not only targeted financial incentives to realize specific goals but to be proactive in pursuing revitalization efforts for underutilized locations.
The Community Development Director would like to acknowledge the value of a shared vision and a supportive Council and City Staff in making Kingsburg the successful area that it is today. This award shares that story with a larger audience.
RECOMMENDED ACTION BY CITY COUNCIL
1. Accept the award for Downtown Revitalization – 2023 San Joaquin Valley Regional Blueprint Award.
POLICY ALTERNATIVE(S)
1. N/A
REASON FOR RECOMMENDATION/KEY METRIC
1. This award reflects the Council’s strategic initiative aimed at promoting sustainable growth.
FINANCIAL INFORMATION
ATTACHED INFORMATION
1. Attachment A: “Revitalization Strategy for Downtown Kingsburg” - Community Planning Assistance Team, American Planning Association, California Chapter (June 15, 2017)
2. Attachment B:Nomination for San Joaquin Valley Regional Blueprint Award - City of Kingsburg for Stone Plaza Project
3. 2023 San Joaquin Valley Blueprint Awards Call for Nominations FISCAL IMPACT:
1. Is There A Fiscal Impact? Yes
2. Is it Currently Budgeted? No
3. If Budgeted, Which Line? N/A
REVITALIZATION STRATEGY
For
DOWNTOWN KINGSBURG
June 15, 2017
COMMUNITY PLANNING ASSISTANCE TEAM
AMERICAN PLANNING ASSOCIATION, CALIFORNIA CHAPTER
THE CPAT PROGRAM OF THE AMERICAN PLANNING ASSOCIATION
The California Chapter of the American Planning Association (APA) created the Community Planning Assistance Team (CPAT) program in 2016 to provide pro bono planning assistance to financially constrained municipalities and community groups in California and Baja California.
The program was initiated by the Planners Emeritus Network (PEN), an affiliate of the Chapter which recognizes experienced planners who have made significant contributions to the profession and to the communities they serve.
The CPAT program pairs expert planning professionals from throughout California with residents and other stakeholders from communities with limited resources to solve specific planning problems. It is an intensive one to four day effort. The volunteer professional planners receive no compensation, but the community is expected to cover direct costs for transportation, meals, and any required overnight accommodations.
The California CPAT program is modeled after the nation-wide Community Planning Assistance Team program sponsored by the national American Planning Association. That program was created in 1995, and has since assisted 30 communities. Four other state chapters of APA, in addition to California, have created CPAT programs for their state.
Municipalities or community groups may file applications for California’s CPAT program through the California Chapter website: www.apacalifornia.org/ (click professional development/CPAT).
APA California is eager to empower communities with limited resources to solve pressing planning problems and to gain the confidence necessary to develop and achieve a positive vision for their future.
Revitalization of Downtown Kingsburg
3 CONTENTS
TABLES............................................................................................................................................. 4 FIGURES........................................................................................................................................... 4 CHAPTER ONE CPAT COMES TO KINGSBURG ................................................................................ 5 Introduction to the City of Kingsburg ......................................................................................... 5 Overview of the Community Planning Assistance Team Project................................................ 6 Downtown Kingsburg Study Area ............................................................................................... 8 Summary of Recommendations ............................................................................................... 11 CHAPTER TWO KINGSBURG GROWTH PROJECTIONS: 2015 – 2050............................................ 15 Growth Projections................................................................................................................... 15 Socio-Economic Characteristics................................................................................................ 15 Travel Related and Agri-Tourism Spending .............................................................................. 22 CHAPTER THREE PHYSICAL DEVELOPMENT OF DOWNTOWN SWEDISH VILLAGE ...................... 25 Existing Conditions.................................................................................................................... 25 Recommended Entry Sequence................................................................................................ 27 Concentration and Intensification of the Core......................................................................... 27 Focus on Development of Catalytic Sites ................................................................................. 29 Streetscape Improvements....................................................................................................... 34 CHAPTER FOUR WAYFINDING...................................................................................................... 35 Existing Signage......................................................................................................................... 35 Recommended Wayfinding System.......................................................................................... 37 CHAPTER FIVE STRATEGY FOR DOWNTOWN ECONOMIC DEVELOPMENT ................................. 45 Cohesive Downtown Economic Development Partnership...................................................... 45 Downtown Business Improvement District.............................................................................. 49 Expanding and Strengthening the Downtown Retail Market................................................... 50 Possible Partners in Economic Development Programs........................................................... 54 Priorities for Implementation ................................................................................................... 57 APPENDIX A RECOMMENDED FORM BASED CODE AMENDMENTS............................................ 58 APPENDIX B MEET THE TEAM...................................................................................................... 61 Revitalization of Downtown Kingsburg
4 TABLES
1-1 Kingsburg Downtown SWOT Analysis.................................................................................. 7 1-2 Physical Development Recommendations........................................................................ 12 1-3 Wayfinding Recommendations.......................................................................................... 13 1-4 Economic Development Recommendations ..................................................................... 14 2-1 Summary of Demographic Projections.............................................................................. 17 2-2 Change in Employment: 2010-2014 .................................................................................. 21 2-3 Impacts of Fresno County Travel Spending ....................................................................... 23 2-4 Transit Occupancy Tax Revenue ........................................................................................ 24 5-1 Cohesive Downtown Economic Development Partnership............................................... 48 5-2 Types of Business Improvement Districts (BIDs) ............................................................... 50 5-3 Components of Expanding Retail Market.......................................................................... 53 5-4 Proposed Partners and Financing Resources..................................................................... 56
FIGURES
1-1 Downtown Kingsburg Study Area ........................................................................................ 8 2-1 City of Kingsbury and Downtown Kingsburg Study Area................................................... 16 2-2 Population, Households and Employment Growth Projections........................................ 17 2-3 Kingsburg Median Household Income Compared with Fresno County ............................ 18 2-4 Race/Ethnicity Distribution of Kingsburg Compared with Fresno County ........................ 19 2-5 Change in Employment in Selected Sectors: 2010-2014................................................... 20 2-6 Percent Change in Fresno County Travel Spending........................................................... 23 2-7 Percent Change in Transit Occupancy Tax Revenue.......................................................... 24 3-1 Draper St. Building Entrances by Use Type........................................................................ 26 3-2 Downtown Form Based Code Transects............................................................................ 28 3-3 Catalytic Development Sites.............................................................................................. 30 3-4 Gateway Entrance Site Plan -- Hotel/Restaurant Examples.............................................. 31 3-5 Draper Street Gateway Site Plan--Boutique Hotel Example.............................................. 32 3-6 Redevelopment of Vacant Retail Building—Mixed Use Example...................................... 33 3-7 Lincoln Terminus Site Plan................................................................................................. 33 3-8 Pedestrian Light Standard Example................................................................................... 34 4-1 Menu of Sign Types............................................................................................................ 36 4-2 Existing Non-Cohesive Mix of Signs................................................................................... 36 4-3 Recommended Sign Type Menu........................................................................................ 37 4-4 Recommended Signage Location Plan............................................................................... 41 5-1 Downtown Economic Development Partnership .............................................................. 46 Revitalization of Downtown Kingsburg
5 CHAPTER ONE
CPAT COMES TO KINGSBURG
Introduction to the City of Kingsburg
The Charter City of Kingsburg is rather unique compared to other communities in California’s Central Valley. The town of approximately 12,000 persons, located about 24 miles south of Fresno, shares with its neighboring towns an economic base of agriculture, including grapes, almonds, peaches, raisins and berries. What distinguishes it from others, however, is its Swedish heritage. It was settled in 1873 by a group of Swedish natives at a flag stop on the Central Pacific Railroad. The village grew to become a prosperous little farming town, but always retained its unique identification; in 1921, with 94% of its population of Swedish heritage, it became known as “Little Sweden.”
Despite population growth and demographic shifts (see Figure 2-4); Kingsburg retains its unique Swedish character. City leaders have used it to advantage to attract visitors and to add tourism to its economic base. The Downtown is now marketed as “Swedish Village” to drivers passing by on busy Highway 99. It has a quintessential main street corridor, Draper Street, with commercial buildings dating back to the 1900s. Design guidelines require a “Swedish architectural style,” and a Form Based Zoning Code encourages building forms and site plans which promote pedestrian activity. All of the very wide Downtown streets, including Draper, have diagonal parking; bulb-outs at intersections have attractive, well-maintained landscaping.
The nearby Historic Kingsburg Train Depot has undergone a complete renovation, and an affordable multifamily senior housing project has recently opened just a block off of Draper Street.
On October 15, 2016, an early morning fire destroyed the historic Stone Hotel building on Draper at the western
entrance to Downtown.
Although the building’s
upper floors of hotel
rooms had been unused
for many years, the
ground floor uses,
including a popular
coffee shop, had added
vibrant life to Downtown.
View of Draper Street
The loss of one of
Downtown’s iconic
buildings was felt as a
devastating blow by
community leaders and Downtown merchants, who finally accepted the fact that the Downtown has been in decline for many years. Most of the Swedish specialty shops and restaurants have gradually left the main street. Former small retail businesses have closed, and have been replaced by office uses or have remained vacant; one major storefront has been held Revitalization of Downtown Kingsburg
6 vacant for nearly 25 years. Except for restaurants, most businesses in downtown are now closed on evenings and on Saturdays and Sundays.
Community leaders realized that downtown Kingsburg needed help. At first they turned to the Small Business Revolution, a reality television show which promised to provide $500,000 to assist small downtown businesses in the town it selected as the focus for its second TV season.
The show narrowed down its initial 14,000 applicants to five, including Kingsburg.
Unfortunately, Kingsburg did not make the final cut.
Overview of the Community Planning Assistance Team Project The City then turned to the Community Planning Assistance Team (CPAT) program, recently created by the California Chapter of the American Planning Association (APA) to provide pro bono planning assistance to financially constrained California communities. Kingsburg filed an application with APA on January 22, 2017, requesting advice and assistance on revitalizing its downtown and updating its wayfinding (signage) program. On February 9, 2017, Kingsburg received notification that its application had been accepted, and the City and CPAT leadership began scheduling the project. It was agreed that a team of planning professionals would visit Kingsburg for four days and three nights on April 27 through April 30 to work with the community on a revitalization strategy for Downtown.
The Community Planning Assistance Team assembled by APA to assist Kingsburg consisted of six experienced professionals: Team leader Robert Paternoster, FAICP, is a retired planning manager, having served as planning director for the cities of Pittsburgh, PA, Long Beach and Sunnyvale, CA; Michael Dozier served as Economic Development Director for the City of Clovis and recently served in the same position for Fresno State; Tom Ford, AICP, is an urban designer with the M-Group in Hayward; Stanley Hoffman, FAICP, is the president of the urban economics consulting firm of Stanley R. Hoffman Associates in Los Angeles; Emily Morishita is a senior designer with the wayfinding consulting firm of Hunt Design in Pasadena; and, Cynthia de la Torre is an assistant planner and zoning specialist for the City of Beverly Hills (for more biographic details, see Appendix B: Meet the Team).
The Team arrived in Kingsburg on Thursday afternoon, April 27, a beautiful sunny and comfortably cool Central Valley day. They were greeted at lunch by a welcoming committee which included Mayor Michelle Roman, City Manager Alexander Henderson, and Economic Development Advisor Jolene Polyack, as well as selected leaders from the business community.
Following lunch they were led on a walking tour of downtown, highlighted by a reenactment of a 1920’s train departure at the restored Historic Kingsburg Train Depot. They then hopped on a bus to tour the remainder of Kingsburg, its surrounding farms, and the nearby City of Selma.
With the quick physical reconnaissance completed, the Team conducted a major community meeting in the evening to obtain input on community values and aspirations. The scores of residents and business owners who attended the meeting responded actively and enthusiastically to the SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis led by the Team. Table1-1 summarizes the results of the SWOT analysis, with priorities indicated by the numbers recording the community vote for each issue.
Revitalization of Downtown Kingsburg
7 17 Community festivals 17 Lack of retail
13 Authentic scandanavian theme 13 Vacancies
12 Swedish heritage/history/foundation 10 Generational property ownership w/o involvement 11 Strong religious community 9 Directional signage
8 Historic tourism 8 Entry unattractive
7 Coffee pot tower 5 Lack of Swedish-themed restaurants 7 Band concerts in park 5 Parking signage
5 Increase in crime
17 Tourism bus stop & hospitality welcome NA Loss of identity 12 Antique shops NA Growth
10 Coffee Shop NA Loss of business
9 Outdoor dining NA Loss of Kingsburg's historic education 9 Kingsburg historic education
8 Downtown business association
7 Additional murals
Strengths Weaknesses
Opportunities Threats
Table 1-1
Kingsburg Downtown SWOT Analysis
(Strengths-Weaknesses-Opportunities-Threats)
1-1 Kingsburg Downtown SWOT Analysis
There was a clear consensus that the Swedish heritage and related community festivals are Kingsburg’s major strength, followed closely by its strong religious orientation. A similar consensus was obvious on major weaknesses, including the increased retail vacancies in downtown, perhaps caused in part by uninvolved absentee property owners, and inadequate directional signage. Overall, the Team was impressed with the deeply personal and positive feelings that the residents and business owners expressed towards Kingsburg, the strong community pride which they evidenced, and their overall sense of optimism.
The Team completed its
reconnaissance during
most of the day on
Friday, holding one-onone interviews with 23
key community
stakeholders. The Team
felt confident by the end
of the day that they had
gained a good
understanding of the
problems facing
Kingsburg, the potential
for solutions, and the
aspirations of its people.
The hard work then
began in an intensive charette all day Saturday and early Sunday morning. By 1 PM Sunday afternoon, the Team was prepared to make its recommendations to the community at a special Revitalization of Downtown Kingsburg
8 City Council meeting in City Hall. The meeting was well attended by the community, and the City Council responded positively to many of the Team’s recommendations, which are summarized in Table 1-2 at the end of this chapter. The Team’s detailed analysis leading to the recommendations are contained in the remaining chapters of this report.
Figure 1-1
Downtown Kingsburg Study Area
The study area for
the CPAT project is
Downtown Kingsburg,
a triangular area of
approximately 181
acres bounded by
Sierra Street, 18th
Avenue and Highway
99. Downtown’s
main street, Draper
Street, bisects the
triangle. The active
part of Draper
consists of only five
blocks between
California Street and
Sierra Street; of the
five blocks, the
westernmost three
are the busiest, lined
with shops in century-old buildings. Simpson Street runs parallel to Highway 99, between Highway 99 and the railroad line, perpendicular to Draper Street; it houses free standing commercial structures, including a winery/wine tasting establishment, numerous auto repair shops and a large vacant site at the southwest corner with Sierra Street, just east of the interchange with Highway 99.
The study area reflects many progressive actions of the City of Kingsburg in its support of Downtown. Many of the physical improvements and programs that professional planners would normally recommend are already in place:
Branding: Downtown has been identified as “Swedish Village,” a brand unique to Kingsburg in all of California. The brand is reinforced through required “Swedish architectural style” in Downtown, and proclaimed on the City’s website. The establishment of a strong and legitimate brand for a community is difficult, but this community has already accomplished it. Kingsburg should maintain its Swedish Village brand and work to strengthen it. 1-1 Downtown Kingsburg Study Area
Revitalization of Downtown Kingsburg
9 Streetscape: Draper Street already
enjoys an attractive streetscape which
includes lovely large street trees
adorned with “twinkle lights,” banners
promoting the Swedish theme, and
attractively landscaped sidewalk bulbouts at intersections. The City is currently undertaking a major repair of
all older sidewalks.
Business Incentives: A Façade and Alley
Improvement Program have been
instituted, which reimburses a business
for façade and alley improvements with
a matching grant of up to $5,000. New
and expanded businesses are
guaranteed a 21-day permitting
schedule and a 25% reduction in impact
fee assessments. In addition, the City
offers new and expanded businesses a
50% rebate on real estate and local
sales taxes for 36 months.
Revitalization of Downtown Kingsburg
10 Public Parking: The
City has provided
three public parking
lots behind the
Draper Street shops,
but has not installed
effective signage to
direct shoppers to
them. All curbside
parking on the wide
Downtown streets
has been converted
to diagonal, thereby
increasing the
number of on-street
parking spaces.
Although the CPAT
did not undertake a parking analysis, there appears to exist sufficient parking to support significant revitalization of Downtown. However, the City may want to retain a transportation consultant in the future to verify that the parking supply is sufficient to support proposed Downtown development.
Form Based Code: The City has adopted a form based zoning code for Downtown, which requires active street frontages and encourages mixed use development in multi-story buildings.
Despite the fact that the City of Kingsburg has done “all the right things” to promote its Downtown, the central business area continues to struggle. Numerous problems are evident:
Loss of Retail Uses: Retail uses have been leaving Draper Street in disturbing numbers, being replaced by office uses or no use at all. A continuous frontage of active retail, service and restaurant uses is critical to the success of a commercial area. These uses generate a dynamic concentration of pedestrian activity, with each store or restaurant attracting scores of customers per hour compared to the relatively few attracted by offices, and none by vacant storefronts.
Unsupportive Absentee Property Owners: Many of the properties along Draper Street are owned by families who got their start in Kingsburg, but have since moved away from the City.
Their legitimate objective is to manage their properties as simply as possible, maximizing rents and minimizing overhead costs. In some cases, they have found it easier and more profitable to rent to an office use than to work with a local merchant wanting to establish a new retail or restaurant business. In one notable case, a family which owns one property has found it in its best interest to leave the building vacant (for nearly 25 years!) rather than undertake the costly seismic improvements required prior to occupancy. Such owners may fail to appreciate the redevelopment potential of their properties.
Revitalization of Downtown Kingsburg
11 Inexperienced Local Merchants: The ownership of retail businesses by local merchants is a distinct advantage, often offering one-of-a-kind merchandise and friendly customer service.
But local merchants are sometimes inexperienced in business management and marketing, resulting in untenably low sales volumes. Such appears to be the case in Kingsburg, where business training programs could serve to enhance their opportunity for success.
Limited Business Hours: Another aspect of business ownership by small local merchants is that they often try to operate their businesses entirely by themselves, with no employees. Unless they are young and aggressive, they prefer working no more than 40 hours a week, leading to very limited business hours. A high proportion of the retail businesses on Draper Street are closed on evenings and on Saturdays and Sundays, the very times that many local residents and most tourists desire to visit their shops and restaurants.
The assignment of the Community Planning Assistance Team was to determine how Kingsburg might build on its strengths and overcome its weaknesses, leading to the revitalization of Downtown. The Team realized that commercial centers throughout the country, big and small, are suffering as consumers increasingly turn to the internet to purchase many of their necessary, standard goods. But the Team also realized that its study area is more than just a commercial center; it is a genuine, historic downtown. (The big box center in Selma is a commercial center, and an enclosed suburban mall is a shopping center; but neither is a downtown.)
The Team understood that people today are increasingly seeking more than just a shopping center when they need to purchase goods. Many are now seeking a pleasant and unique experience, including an attractive and unique physical environment and an opportunity to satisfy multiple needs on a single trip. They may not come primarily to shop, but to experience the unique place and to partake of other offerings, such as food and/or entertainment; nevertheless, they may end up spending for goods and services.
The conclusion is that these current trends in consumer behavior and retailing can work to Kingsburg’s advantage. It possesses not just a commercial center, but a genuine downtown, albeit a struggling one. The challenge for the Community Planning Assistance Team, therefore, was to make realistic recommendations to the City of Kingsburg which, if implemented, could restore the Downtown as the vibrant heart of the community. Downtown Kingsburg can and should continue to give the City its identity, and become its one place to which everyone in the community relates --- a common ground, a social meeting place, and a walkable, pleasing shopping and dining environment.
Summary of Recommendations
Tables 1-2 through 1-4 summarize the recommendations of this report. These recommendations are stated in bold in the text of each chapter along with a detailed discussion and rationale for each. The recommendations which are suggested for immediate action (within 12 months) are shown in bold type.
Revitalization of Downtown Kingsburg
12 Table 1-2
PHYSICAL DEVELOPMENT RECOMMENDATIONS
● Kingsburg should maintain its Swedish Village brand and work to strengthen it. ● The primary entrance to the Downtown Swedish Village from Highway 99 should be Sierra Street.
● Visitors should be directed to turn right (south) on Simpson Street to Draper Street. New uses, such as a brew pub and restaurants with outdoor dining, should be encouraged to make this three block stretch a welcoming entry commercial corridor.
● The Downtown Form Based Code should be amended to revise the Main Street transect (FBC 3) use table to permit only retail businesses, restaurants, personal services, public libraries, and hotel lobbies on the ground floor of structures fronting on Draper Street east of California Street. ● Three story buildings for multi-family residential, office and hotel uses should be encouraged throughout Downtown except in the Neighborhood Flex (FBC 1) transect, and hotels should be permitted four stories in the Main Street (FBC 3) transect and five stories in the Main Street Flex (FBC 2) transect.
● City staff is encouraged to focus in the immediate future on four catalytic development sites, being creative in the offering of incentives to achieve the type and intensity of development recommended.
● A large hotel and restaurant should be developed on the 5.25-acre vacant site on the west side of Simpson Street south of Sierra where it will anchor the entry to Downtown and put visitors within walking distance to the Swedish Village core. The Downtown Form Based Code should be extended north along Simpson Street to include the entire existing vacant site. ● The former Stone Hotel at the southeast corner of Draper and California Streets should be developed with a three-story, mixed-use project with active retail uses on the ground floor and boutique hotel rooms, residential or office uses on the upper floors. ● The building at the northwest corner of Draper and Smith Streets, which has been vacant for more than two decades, should be demolished by the owners and, perhaps together with one or two adjacent parcels, redeveloped into a three-story building with active retail or restaurant uses on the ground floor and residential uses above.
● The former Larson’s Auto Service facility on the northeast corner of Draper and Lincoln Streets should be redeveloped with a three-story mixed-use development with ground floor retail so as to provide a significant marker from the northern entry to the active retail core. ● Pedestrian light standards should be added to the sidewalks on the west side of Simpson Street between Sierra and Draper, and on both sides of Draper from Simpson to Sierra. 1-2 Physical Development Recommendations
Revitalization of Downtown Kingsburg
13 Table 1-3
WAYFINDING RECOMMENDATIONS
● Kingsburg should design and implement a new wayfinding system which is distinctive and cohesive, based upon the Swedish Village brand.
● Kingsburg should consider adding an LED digital display to the Business Park sign which would advertise special events, such as the Annual Kingsburg Swedish Festival and the Annual Car Show, and alert drivers to the upcoming Sierra Street exit to Downtown Swedish Village. A similar but smaller changing message sign should be placed along the northbound lanes of Highway 99 between the 18th Avenue and Sierra Street exits. ● The City’s existing Swedish Village identification signs seen from the Highway should remain, but the message should be changed to include “Downtown” and “Use Sierra St. exit.” ● The City should request that Caltrans modify its existing directional signs for the exit onto Sierra Street to read “Sierra Street, Downtown Kingsburg Swedish Village.” A secondary directional sign needs to be added on the Sierra Street off ramp which points east to “Downtown Swedish Village.”
● The City should replace the existing blue and yellow directional signs on City streets, limiting destinations to no more than three, and utilizing bolder colors and type face. ● A gateway arch, announcing “Downtown Swedish Village”, should be constructed over the entrance to Draper Street on the east side of California Street. ● Signs should be placed on Draper Street to direct motorists to turn onto side streets to access public parking lots; parking lots signs should have clearer directions and better placement . ● A map kiosk showing the Downtown area and local destinations should be erected at key locations, such as on the plaza by the Historic Train Depot or near City Hall. ● Interpretive panels should be used to feature historic buildings or areas. 1-3 Wayfinding Recommendations
Revitalization of Downtown Kingsburg
14 Table 1-4
ECONOMIC DEVELOPMENT RECOMMENDATIONS
1-4 Economic Development Recommendations
● Kingsburg must create and maintain a cohesive Downtown economic development partnership consisting of the City, the Chamber of Commerce, and Downtown merchants and property owners to focus limited resources on key strategies for rebuilding a vibrant Downtown.
● A Downtown Business Association should be formed of Downtown merchants and property owners whose sole mission is the economic development of a vibrant Downtown Swedish Village.
● The Chamber of Commerce should provide local merchants with ongoing business support and training through a small business development center; such training should include business and accounting management, procurement of loans, and marketing techniques which include social media skills.
● The Downtown Business Association should work with Downtown merchants to establish uniform store opening and closing hours, including weekends and at least four evenings per week.
● The Downtown Business Association should consider forming a Business Improvement District to fund Downtown improvements to supplement those provided by the City and to support a comprehensive marketing and promotion program for Downtown Swedish Village.
● The City, the Downtown Business Association, and the Chamber should aggressively market Downtown to quality eating and drinking establishments, unique specialty shops, and even consider a specialty movie theater.
● A comprehensive effort is required to promote Downtown Swedish Village to local residents and employees.
● The Chamber, in cooperation with the City and the Business Association, should launch a major effort to attract more tourists to Downtown Swedish Village. ● The Chamber of Commerce should establish a Visitor Center in the Historic Kingsburg Train Depot. The Kingsburg Historical Society should prepare a video to be shown at the visitor center and at various kiosks throughout Downtown to further introduce visitors to the rich history and culture of Kingsburg, including a map of significant venues to visit. ● The Chamber of Commerce and the Downtown Business Association should initiate discussions with bus tour operators to make Kingsburg a regular stop for such bus tours. ● The City should accelerate its efforts to attract agri-tourism, building upon existing raisin, wine and olive oil businesses, and coordinate with the Fresno/Clovis Convention and Visitors Bureau (FCCVB).
Revitalization of Downtown Kingsburg
15 CHAPTER TWO
KINGSBURG GROWTH PROJECTIONS: 2015 – 2050
This chapter summarizes population, households and employment statistics and growth projections for the City of Kingsburg and its surrounding sphere of influence area from 2015 to 2050. The location of the Downtown Kingsburg Study Area in relation to the City of Kingsburg can be seen in Figure 2-1. The growth projections were compiled from a draft report entitled Fresno County 2050 Growth Projections prepared by Applied Development Economics, Inc. for the Fresno County Council of Governments, April 5, 2017.
Growth Projections
As shown in Table 2-1, Kingsburg is not a large city with a 2015 estimated population of 12,750.
Out of 15 cities in Fresno County, the City of Kingsburg is the seventh smallest city and represents about 1.3 percent of the total County population of 972,300. As shown in Figure 2-2, the total population is projected to increase by an estimated 5,820 persons between 2015 and 2050, which is an increase of about 45.6 percent, at an average annual growth rate of 1.1 percent.
Also, shown in Table 2-1, there are an estimated 4,340 households in Kingsburg in 2015; households are projected to increase by an estimated 1,590 households between 2015 and 2050, which is an increase of about 36.6 percent. This is a relatively small projected growth of households, at an average annual growth rate of 0.9 percent.
Similarly, Kingsburg does not have a large employment base with an estimated 3,540 total jobs in 2015. Employment is projected to increase by an estimated 1,610 jobs between 2015 and 2050, which is an increase of about 45.5 percent, at an average annual growth rate of 1.1 percent.
Socio-Economic Characteristics
Selected socio-economic characteristics have been compiled based on the U.S. Census Bureau’s 2011-2015 American Community Survey 5-Year Estimates.
As shown in Figure 2-3, the City of Kingsburg is relatively more affluent than the overall county with a median household income of $57,723; this is about 28 percent higher than Fresno County’s median household income of $45,233. Also, as shown in Figure 2-4, White population in Kingsburg is about 52% of the total compared with about 31% for Fresno County. In contrast, the Hispanic Origin population in Kingsburg is about 43% of the total compared with about 52% in Fresno County. Other race/ethnicity groups are relatively small in Kingsburg, with Asian Alone as the only other grouping of significant size at 9.6% for Fresno County.
Revitalization of Downtown Kingsburg
16 Figure 2-1
City of Kingsburg and Downtown Kingsburg Study Area
2-1 City of Kingsbury and Downtown Kingsburg Study Area Sources: Stanley R. Hoffman Associates, Inc.
Google Maps
Revitalization of Downtown Kingsburg
17 Total
Change
Percent
Change AAGR
Population 12,750 18,570 5,820 45.6% 1.1%
Households 4,340 5,930 1,590 36.6% 0.9%
Employment 3,540 5,150 1,610 45.5% 1.1%
1. AAGR: Average Annual Growth Rate
Sources: Stanley R. Hoffman Associates, Inc.
Applied Development Economics, Inc.
2015 - 2050
Demographic
Category 2015 2050
12,750
4,340
3,540
18,570
5,930 5,150
0 2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
Population Households Employment
2015
2050
PopulationIncrease = 5,820
Avg. Ann. Growth Rate = 1.1%
Table 2-1
Summary of Demographic Projections
Kingsburg Sphere of Influence (SOI)
2-1 Summary of Demographic Projections
Figure 2-2
Population, Households and Employment Growth Projections City of Kingsburg: 2015 - 2050
Sources: Stanley R. Hoffman Associates, Inc.
Applied Development Economics, Inc.
2-2 Population, Households and Employment Growth Projections Revitalization of Downtown Kingsburg
18 $57,723
$45,233
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
City of Kingsburg Fresno County
Median Household Income in Kingsburg is
about 28% higher than Fresno County Median
Figure 2-3
Kingsburg Median Household Income Compared with Fresno County Source: Stanley R. Hoffman Associates, Inc.
U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates 2-3 Kingsburg Median Household Income Compared with Fresno County Revitalization of Downtown Kingsburg
19 51.7%
42.6%
0.1% 1.8%
3.7%
31.2%
51.6%
4.7%
9.6%
2.9%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
White Alone Hispanic Origin
(Any Race)
Black Alone Asian Alone Other
City of Kingsburg Fresno County
White population in Kingsburg is about 52%
compared with about 31% for Fresno County
In contrast, the Hispanic Origin population in
Kingsburg is about 43% compared to about 52% in
Fresno County
Figure 2-4
Race/Ethnicity Distribution of Kingsburg Compared with Fresno County Source: Stanley R. Hoffman Associates, Inc.
U.S. Census Bureau, 2011-2015 American Community Survey 5-Year Estimates 2-4 Race/Ethnicity Distribution of Kingsburg Compared with Fresno County Historical employment trends from 2010 to 2014 can be observed for Kingsburg and its Downtown from the Census Longitudinal Employer-Household Dynamics (LEHD) file. As shown in Table 2-2, over this period employment grew by an estimated net 658 jobs for Kingsburg, but declined by an estimated net 326 jobs for the Downtown area. Figure 2-5 shows that the most growth of 947 jobs occurred Citywide in the Wholesale Trade and Transportation and Warehousing sectors. The Agriculture sector showed the next largest growth citywide with 410 jobs while the Manufacturing showed a decline of 1,078 jobs. In contrast, the Downtown showed the most growth in Public Administration of 143 jobs. Also, both Citywide and Downtown showed relatively little growth in the retail sector of 76 and 36 jobs, respectively.
Additionally, Citywide growth of 107 jobs was shown for the Accommodations and Food Services sector while the Downtown showed a decline of 10 jobs. What is significant about the Accommodations and Food Services sector is that it includes both lodging facilities and restaurants and fast food establishments that would be desirable to attract into the Downtown area.
Revitalization of Downtown Kingsburg
20 947
410
140 114 107 76
-1,078
78 -220
143
72 -10
36 -229
-1,500
-1,000
-500
0 500
1,000
1,500
Wholesale
Trade/Transp.
Public
Administration
Management
of Companies,
et al
Retail Trade
Kingsburg
Downtown
Both Citywide and Downtown showed relatively little
growth in the retail sector of 76 and 36 jobs, respectively Citywide growth of 107 jobs were shown for the
Accommodations and Food Services sector while the
Downtown showed a decline of 10 jobs
Accomodations
& Food Services
Manufacturing
Agriculture, et al
Figure 2-5
Change in Employment in Selected Sectors: 2010 - 2014
Kingsburg and Downtown Kingsburg
Source: Stanley R. Hoffman Associates, Inc.
U.S. Census, Longitudinal Employer-Household Dynamics (LEHD) 2-5 Change in Employment in Selected Sectors: 2010-2014 Revitalization of Downtown Kingsburg
21 Geography/Industry 2010 2014 Change Average Annual
Growth Rate
DOWNTOWN KINGSBURG
Agriculture, Forestry, Fishing and Hunting 249 29 -220 -41.6% Mining, Quarrying, and Oil and Gas Extraction 0 0 0 n/a Utilities 6 3 -3 -15.9%
Construction 15 8 -7 -14.5%
Manufacturing 293 64 -229 -31.6%
Wholesale Trade 2 6 4 31.6%
Retail Trade 116 152 36 7.0%
Transportation and Warehousing 20 94 74 47.2%
Information 6 2 -4 -24.0%
Finance and Insurance 110 65 -45 -12.3%
Real Estate and Rental and Leasing 16 6 -10 -21.7%
Professional, Scientific, and Technical Services 52 38 -14 -7.5% Management of Companies and Enterprises 8 80 72 77.8%
Administration & Support, Waste Management and Re 45 6 -39 -39.6% Educational Services 63 48 -15 -6.6%
Health Care and Social Assistance 113 55 -58 -16.5%
Arts, Entertainment, and Recreation 0 0 0 n/a
Accommodation and Food Services 78 68 -10 -3.4%
Other Services (excluding Public Administration) 48 47 -1 -0.5% Public Administration 88 231 143 27.3%
TOTAL 1,328 1,002 -326 -6.8%
CITY OF KINGSBURG
Agriculture, Forestry, Fishing and Hunting 939 1,349 410 9.5% Mining, Quarrying, and Oil and Gas Extraction 0 0 0 n/a Utilities 9 27 18 31.6%
Construction 49 70 21 9.3%
Manufacturing 1,168 90 -1,078 -47.3%
Wholesale Trade 63 935 872 96.3%
Retail Trade 278 354 76 6.2%
Transportation and Warehousing 28 103 75 38.5%
Information 8 2 -6 -29.3%
Finance and Insurance 112 72 -40 -10.5%
Real Estate and Rental and Leasing 37 60 23 12.8%
Professional, Scientific, and Technical Services 78 51 -27 -10.1% Management of Companies and Enterprises 225 339 114 10.8% Administration & Support, Waste Management and Re 58 51 -7 -3.2% Educational Services 404 384 -20 -1.3%
Health Care and Social Assistance 287 307 20 1.7%
Arts, Entertainment, and Recreation 0 0 0 n/a
Accommodation and Food Services 260 367 107 9.0%
Other Services (excluding Public Administration) 123 83 -40 -9.4% Public Administration 94 234 140 25.6%
TOTAL 4,220 4,878 658 3.7%
Source : Stanley R. Hoffman Associates, Inc.
Census, Longitudinal Employer-Household Dynamics (LEHD) Table 2-2
Change in Employment: 2010 - 2014
Downtown Kingsburg and City of Kingsburg
2-2
Change in Employment: 2010-2014
Revitalization of Downtown Kingsburg
22 Travel Related and Agri-Tourism Spending
Tourism has historically been an important part of Fresno County’s economic base and a small part of Kingsburg’s economic base, with opportunity for growth. The “travel industry” is a combination of parts of other industries including lodging, food services, recreation, retail businesses and transportation. In Fresno County and Kingsburg this can include historic, recreation and natural attractions, as well as “agri-tourism.” Agri-tourism can combine visits to selected agricultural locations where one can view the various aspects of preparation, growing, harvesting and production activities and engage in specialty retail and food sales associated with those operations.
According to a recent study released by Visit California, the State’s tourism marketing agency, visitor spending increased from 2015 to 2016 by about 3.0 percent to $1.19 billion in Fresno County, as shown in Table 2-3, Panel A. Total travel spending countywide increased by 1.6 percent, as shown comparatively in Figure 2-6. The study, California Travel Impacts by County, 1992 -2016p, Dean Runyan Associates, May 2017, was prepared for a joint marketing venture of Visit California and the Governor’s Office of Business Development (GO-Biz).
This study also estimated that total travel-generated employment in Fresno County grew by about 480 employees from 14,060 employees in 2015 to 14,540 employees in 2016 - an increase of about 3.4 percent, as shown in Table 2-3, Panel B. In addition to job impacts, the travel industry can have very positive fiscal impacts on local jurisdictions. As shown in Table 2-3, Panel C, public revenues generated for local and state governments totaled about $113 million in 2016 within Fresno County with about 37 percent, or $42 million, estimated for local governments and 63 percent, or $71 million, estimated for state government. According to the Dean Runyan study, the taxes can include property, sales and lodging occupancy taxes, as well as licenses and fees and excise taxes collected from consumers.
While the Dean Runyan study primarily presents county-level travel data for California, the study did present hotel/motel lodging occupancy taxes for both Kingsburg and Fresno County.
As one measure of visitor activity, Table 2-4 and Figure 2-7 show that the lodging occupancy taxes increased by about 6.3 percent in Kingsburg to $282,000 from 2015 – 2016; this compared with a 9.2 percent increase for Fresno County. However, relative to Fresno County, the lodging occupancy taxes for Kingsburg declined slightly from 1.95 percent of the County’s total occupancy revenues in 2015 to 1.90 percent in 2016, so that while the occupancy revenues have been growing, the relatively lower estimated average lodging occupancy rate of about 65 percent in Kingsburg indicates that there is still room for growth in the lodging market.
Successful revitalization will need to capitalize on increasing retail, food service and related spending from Kingsburg’s local households and employees, as well as increased spending from visitors to both Downtown Kingsburg and the surrounding destination agricultural locations.
Revitalization of Downtown Kingsburg
23 Category 2015 2016p1 Annual
Change
Percent
Change
Panel A. County Travel Spending
Total Spending $1,399 $1,422 $23 1.6%
Visitor Spending $1,157 $1,192 $35 3.0%
Non - Transportation $878 $920 $42 4.8%
Transportation $279 $272 -$7 -2.5%
Panel B. County Travel-Generated Employment
Total Employment 14,060 14,540 480 3.4%
Panel C. Government Revenue Generated by Travel Spending Local Tax Receipts $39 $42 $3 7.7%
State Tax Receipts $72 $71 -$1 -1.4%
Total Local & State Tax Receipts $111 $113 $2 1.8%
1. 2016 estimates are considered preliminary.
Sources: Stanley R. Hoffman Associates, Inc.
Dean Runyan Associates
1.6%
3.0%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
Total Spending Visitor Spending
Table 2-3
Impacts of Fresno County Travel Spending
(In millions of dollars)
2-3 Impacts of Fresno County Travel Spending
2-6 Percent Change in Fresno County Travel Spending
Figure 2-6
Percent Change in Fresno County Travel Spending
Source: Stanley R. Hoffman Associates, Inc.
Dean Runyan Associates
Revitalization of Downtown Kingsburg
24 Category 2015 2016 Annual
Change
Percent
Change
Kingsburg $266 $282 $17 6.3%
Fresno County $13,586 $14,837 $1,251 9.2%
Kingsburg as % of County 1.95% 1.90% N/A N/A
Sources: Stanley R. Hoffman Associates, Inc.
Dean Runyan Associates
6.3%
9.2%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Kingsburg Fresno County
Table 2-4
Transit Occupancy Tax Revenue
(In thousands of dollars)
2-4 Transit Occupancy Tax Revenue
2-7 Percent Change in Transit Occupancy Tax Revenue
Figure 2-7
Percent Change in Transit Occupancy Tax Revenue
Source: Stanley R. Hoffman Associates, Inc.
Revitalization of Downtown Kingsburg
25 CHAPTER THREE
PHYSICAL DEVELOPMENT OF DOWNTOWN SWEDISH VILLAGE
Existing Conditions
Kingsburg’s Downtown is clearly confined to the triangular study area identified in Chapter One.
Two of its boundary streets, 18th Avenue and Sierra Street, intersect in interchanges with Highway 99, the only two entrances to Kingsburg from Highway 99.
Land uses immediately adjacent to the 18th Avenue entrance are industrial, although the west side of the street near the Highway is being recycled into the large Grace Church complex. As one proceeds along 18th Avenue it becomes residential, and there is little awareness that it borders Downtown. In contrast, the first two blocks of Sierra Street, from the Highway to Marion St., are commercial in nature, including the busy Save Mart Shopping Center; it offers a positive look and feel of a downtown entrance.
Draper Street is the traditional main street of Kingsburg’s Downtown Swedish Village, reminiscent of many classic pedestrian-oriented downtowns. The narrow parcels and sidewalk features, such as lovely mature shade trees and landscaped sidewalk bulb-outs, offer the opportunity for much activity and interaction between citizens and visitors alike. Once lined with active retail shops, Draper Street is now dotted with office and other non-retail uses, and with vacant storefronts. This is graphically demonstrated in Figure 3-1, which identifies each building entrance with a colored dash, the color indicating the type of use (retail, office, religious, civic). Included in the definition of retail uses are restaurants, hair salons, fitness centers, and any use that has the potential to generate frequent foot traffic throughout the day and evening hours. This contrasts with office uses, which typically generate much smaller volumes of foot traffic.
Clearly, retail uses are clustered in the three blocks of Draper between California Street and Lincoln Street. Even here, continuous retail frontage is interrupted by rather frequent office uses or vacant storefronts. The general character and built frontage of Draper Street changes significantly on the parcels east of Lincoln Street. In these blocks, which mark a transition to the edge of Downtown, churches, other religious and office uses, and a gas station greatly reduce the number of pedestrian doorways into Draper Street structures. Additionally, particularly with regard to the religious uses, the hours of operation are markedly different from those of the more active retail uses to the west.
Revitalization of Downtown Kingsburg
26 Figure 3-1
Draper St. Building Entrances by Use Type
3-1 Draper St. Building Entrances by Use Type
Retail uses appear to be spreading out from the
traditional Draper Street frontage. There are now
nearly as many successful retail establishments on
adjacent streets, often occupying converted singlefamily homes.
Old single-family residential structures remain
throughout Downtown, particularly just west of
18th Avenue. Multi-family residential structures,
which are permitted by current zoning, are
practically non-existent, with the notable exception
of the recently completed affordable senior
apartments on Marion Street. Near the center of
the Downtown area, just south of Draper on Smith
Street in the Downtown Park, sits the iconic water
tower fashioned as a
Swedish coffee pot,
symbol of the Swedish
Village.
Industrial and auto
repair uses exist south
of Draper Street along
Simpson and California
Streets. These,
together with several vacant sites, seem primed for
development, particularly when the large Grace
Church complex opens at Gilroy and Marion
Streets. Simpson Street north of Draper houses
primarily free-standing commercial uses on its west
side (the east side abuts the railroad tracks); a large vacant site sits south of its intersection with Sierra
Street. Simpson Street has already benefited from
streetscape improvements to beautify it and to
provide some buffering from the railroad tracks.
The recent addition of the Ramos Torres
Winery/wine tasting facility has introduced new
activity to this entry to the downtown. The type of
activity and property improvement that this has
brought within a walkable distance of Draper Street
provides an opportunity to build upon for future
private improvements along Simpson Street.
Revitalization of Downtown Kingsburg
27 Recommended Entry Sequence
It seems obvious, in light of the above discussion, that the primary entrance to the Downtown Swedish Village from Highway 99 should be Sierra Street. The type and quality of land development, together with obvious and positive visual clues, make this entryway far superior to 18th Avenue, even after Grace Church is completed.
It is recommended that once on Sierra, visitors should be directed to turn right (south) on Simpson Street to Draper Street. New uses, such as a brew pub and restaurants with outdoor dining (and, as recommended below, a major new hotel on the large vacant site), should be encouraged to make this three block stretch a welcoming entry commercial corridor.
Although all of the uses here are auto-oriented, they sit within walking distance to Draper Street. As discussed below, pedestrian scale light standards should be introduced on the west side from Sierra to Draper to improve pedestrian comfort and safety.
Once visitors on Simpson reach Draper Street, they should be directed across the railroad tracks to the heart of the commercial core of Downtown Swedish Village. The Historic Kingsburg Rail Depot should be identified at California Street, with guests invited to stop by at a new Visitor Center. Motorists can safely leave their vehicles in one of the diagonal parking spaces on practically all of the Downtown Streets, or in the public parking lots behind the Draper Street stores.
Concentration and Intensification of the Core
The adopted Downtown Form Based Code, which replaces traditional zoning to control land use and development, delineates the Main Street transect (FBC 3) as the Draper Street frontage from the first properties east of Lincoln to the west side of Simpson; west of the alley between Smith and Marion it widens out to Ellis on the north and to Lewis on the south (see Figure 3-2).
In this area, ground floor uses are required to be commercial, with commercial or residential uses on upper floors, and buildings are required to be located “close to or at the street.” The permitted ground floor commercial uses include office uses, a feature which has allowed Draper Street ground floors to be converted from active retail uses to less active office uses.
Revitalization of Downtown Kingsburg
28 Figure 3-2
Downtown Form Based Code Transects
3-2 Downtown Form Based Code Transects
Revitalization of Downtown Kingsburg
29 To correct this situation, the Downtown Form Based Code should be amended to revise the Main Street transect (FBC 3) use table to permit only retail businesses, restaurants, personal services, public libraries, and hotel lobbies on the ground floor of structures fronting on Draper Street east of California Street (See Appendix A for specific recommended amendments to the Code). Such an amendment will foster a concentration of retail uses within this three block stretch of Draper; existing office uses would be permitted to remain as “grandfathered” uses, but no new such uses would be permitted on the ground level.
The success of Downtown as a commercial center and active social meeting place is also dependent upon an increase in the intensity of use. Present single-story development and low lot coverage results in a very low density of people, whether residents, workers, or clients. The critical mass necessary for an active and attractive center does not exist. The Downtown Form Based Code permits three-story buildings in both the Main Street (FBC3) and Main Street Flex (FBC2) transects. Three-story buildings for multi-family residential, office and hotel uses should be encouraged throughout Downtown except in the Neighborhood Flex (FBC 1) transect, and hotels should be permitted four stories in the Main Street (FBC 3) transect and five stories in the Main Street Flex (FBC 2) transect.
Property owners along Marion and Smith Streets should be encouraged to develop multi-story apartment and condominium buildings, particularly in the southern part of Downtown nearby the Grace Church development. Such high-density development will support the revitalization of Downtown, allowing for population growth in Kingsburg without negatively impacting existing single-family neighborhoods. Property owners along Simpson and California Streets should be encouraged to develop multi-story hotels and motels, with necessary sound attenuation for noise generated by the railroad and Highway 99.
Focus on Development of Catalytic Sites
Although there are many vacant or underutilized sites in the Downtown, four specific sites have been identified as having the greatest potential for stimulating the revitalization envisioned and desired by the people of Kingsburg, as shown in Figure 3-4. City staff is encouraged to focus in the immediate future on four catalytic development sites, being creative in the offering of incentives (such as rebate of all or a portion of hotel occupancy tax for a limited period of time) to achieve the type and intensity of development recommended. The sites are discussed below, together with illustrative site plans and photographic examples of the type of development recommended.
Revitalization of Downtown Kingsburg
30 Figure 3-3
Catalytic Development Sites
3-3 Catalytic Development Sites
Kingsburg Entry Commercial
A large hotel and restaurant should be developed on the 5.25-acre vacant site on the west side of Simpson Street south of Sierra where it will anchor the entry to Downtown and put visitors within walking distance to the Swedish Village core. This site is highly visible from Highway 99, at the gateway from the Highway to the recommended entry sequence to Downtown. An attractive visitor-serving development with appropriate signage will announce that Kingsburg welcomes visitors and that Sierra Street is the proper place to enter the community from the Highway. The Downtown Form Based Code should be extended north along Simpson Street to include the entire existing vacant site. City staff should be particularly aggressive in working with the property owner and with potential hotel developers, offering whatever incentives are necessary and practical to achieve the proper development of this critical entry site. This will be a difficult task, given current average room rates and occupancy levels, but the underdevelopment of this site into a number of small commercial uses would mark a major setback to the draw and revitalization of Downtown.
Revitalization of Downtown Kingsburg
31 Figure 3-4
Gateway Entrance Site Plan
Hotel and Restaurant
3-4 Gateway Entrance Site Plan -- Hotel/Restaurant Examples Hotel/Restaurant Examples
Revitalization of Downtown Kingsburg
32 Draper Street Gateway
The former Stone Hotel at the southeast corner of Draper and California Streets should be developed with a three-story, mixed-use project with active retail uses on the ground floor and boutique hotel rooms, residential or office uses on the upper floors.
This site, right at the entry to the Draper Street Swedish Village core and opposite the recently renovated Historic Kingsburg Train Depot, presents a huge opportunity to revitalize and add energy to the Downtown. A local developer has already acquired the site and expressed a willingness to undertake the type of development recommended. His major hurdle is obtaining the parking to support the hotel, residential or office development of the second and third floors. City staff should work with the developer to help find realistic and economical solutions, perhaps by acquiring the adjacent building on California Street for conversion to parking, so that this site can achieve its potential of three floors of intense use.
Figure 3-5
Draper Street Gateway Site Plan Boutique Hotel Example
3-5 Draper Street Gateway Site Plan--Boutique Hotel Example Redevelopment of Vacant Building on Draper at Smith
The building at the northwest corner of Draper and Smith Streets, which has been vacant for two decades, should be demolished by the owners and, perhaps together with one or two adjacent parcels, redeveloped into a three-story building with active retail and/or restaurant uses on the ground floor and residential uses above.
This site is considered critical because the vacant structure is a blight upon the retail core, and its replacement with a dynamic new use would become a confirming manifestation of Downtown’s revitalization. It is not entirely clear why this building has been held vacant by its property owner for such an extended period of time, but perhaps it is because reuse of the building would require prohibitively expensive seismic retrofitting. City staff should work with the property owners and bring them together with a local developer who has the interest and expertise to undertake the recommended redevelopment, either by purchasing the property or by forming a partnership with the property owners.
Revitalization of Downtown Kingsburg
33 Figure 3-6
Redevelopment of Vacant Retail Building Mixed Use Example 3-6 Redevelopment of Vacant Retail Building—Mixed Use Example Retail Core Terminus Development at Lincoln
The former Larson’s Auto Service facility on the northeast corner of Draper and Lincoln Streets should be redeveloped with a three-story mixed-use development with ground floor retail so as to provide a significant marker of the northern entry to the active retail core.
This site provides a unique opportunity to develop a new and visually distinctive commercial building with active ground floor use. For example, a coffee shop could be a transition between active pedestrian uses to the west and religious and office uses to the east, all within a short walking distance of this site. The upper levels of the
mixed-use building would provide another opportunity to place additional apartments and residents in the heart of Downtown.
Figure 3-7
Lincoln Terminus Site Plan
3-7 Lincoln Terminus Site Plan
Revitalization of Downtown Kingsburg
34 Streetscape Improvements
As already noted, the City has made significant attractive improvements to its Downtown streetscape, including mature street trees, banners, landscaped sidewalks, and diagonal street parking. Street lighting is adequate for vehicles using the wide streets, but when fully leafed, the lovely street trees prevent adequate lighting from reaching pedestrians on the sidewalks.
Only one additional improvement is necessary to give visitors a feeling of comfort and safety.
Pedestrian light standards should be added to the sidewalks on the west side of Simpson Street between Sierra and Draper and on both sides of Draper from Simpson to Sierra. A design which is compatible with the Swedish Village theme should be selected. The City should consider installing the electric wiring concurrent with the current sidewalk reconstruction so as not to require saw cutting the new sidewalk when the light standards are installed. Depending upon the height of the light standards, it may be desirable to hang the banners on the new light poles, thus eliminating the existing banner poles and avoiding a plethora of poles along the sidewalk.
Figure 3-8
Pedestrian Light Standard Example
3-8 Pedestrian Light Standard Example
Revitalization of Downtown Kingsburg
35 CHAPTER FOUR
WAYFINDING
Kingsburg has placed considerable emphasis upon tourism as a base for its Downtown economy. The Swedish Village brand is its greatest tourist lure. Success in attracting tourists depends not only upon the quality of the attraction, but also upon the ability of tourists to find it. If tourists driving along Highway 99 do not know they are passing by the Swedish Village, and do not know how to get to it, they will not stop. That is where wayfinding, or signage, comes in. The City recognizes that its present signage is not adequate. Its CPAT application included a request for assistance in wayfinding, and the community input in the SWOT analysis identified “directional signage” as a major community weakness. This chapter looks at existing signage and how motorists are directed to downtown Kingsburg from Highway 99.
Recommendations on sign messaging, placement and design are then presented.
Signs provide identification, orientation, interpretive content, and regulatory information. But collectively signs also project the identity of Kingsburg and can have an impact on how visitors perceive their surroundings. Not only do signs help direct and inform, but also they can provide an opportunity to speak with a clear, welcoming, and confident voice. Signage also has an effect on local residents, who pass by the signs on a daily basis. Well maintained and designed signage can reflect a sense of community and enhance civic pride.
The primary concern in a wayfinding system is the first-time visitor. The city of Kingsburg should provide sign elements that welcome visitors and communicate generously, providing the information needed to make decisions. At the same time the system should function as a permanent amenity of the urban environment, feeling comprehensive and cohesive without being distractingly conspicuous.
Existing Signage
Many types of signs exist in Kingsburg today, and each sign category plays an important role in the function of wayfinding. Directional signs, provided by both the California Department of Transportation (CalTrans) and by the City, direct drivers and pedestrians to Downtown and to specific destinations. Identification signs identify the Downtown and public parking.
Interpretive signs feature historical information about buildings and landmarks. A general menu of sign types is shown in Figure 4-1, categorized into motorist and pedestrian signage. An inventory of the non-cohesive mix of existing signs in and adjacent to the study area is set forth in Figure 4-2.
Revitalization of Downtown Kingsburg
36 Figure 4-1
Menu of Sign Types
4-1 Menu of Sign Types
4-2 Existing Non-Cohesive Mix of Signs
Figure 4-2
Existing Non-Cohesive Mix of Signs
Revitalization of Downtown Kingsburg
37 As with a business, institution or individual, a community’s public recognition and identity is enhanced by a unique brand. Kingsburg has already established such a brand, “Swedish Village.” It is recommended that the brand be maintained and strengthened. Attempts have been made in existing signage to reflect this brand, but its implementation is inconsistent with different sign types, typefaces, icons, colors and materials. For example, the “Kingsburg Swedish Village” exit signs from the highway are visible and well branded and reference the Dala Horse. However, once a driver enters Kingsburg, the signs are dissimilar. The existing blue and yellow directional signs are overcrowded with messages, and the arrows and typefaces are hard to read. Furthermore, too many messages can create confusion.
Once in Downtown, there are no noticeable public parking lots. While each lot has an identification sign, the signs are hidden. Also, drivers on Draper Street are poorly directed to side street parking. The perception is that there is a lack of public parking.
Recommended Wayfinding System
Kingsburg should design and implement a new wayfinding system which is distinctive and cohesive, based upon the Swedish Village brand. A cohesive, well designed sign system communicates simply and effectively. When the system makes sense, users quickly understand where to look for information. Kingsburg should take advantage of its distinct Swedish Village Figure 4-3
Recommended Sign Type Menu
4-3 Recommended Sign Type Menu
brand and use the Dala horse as a reoccurring visual marker on the signs. This icon, as well as the colors, typefaces, and materials used to fabricate the signs, all play a part in the visual cohesion of the sign family, as illustrated in the recommended sign type menu in Figure 4-3.
Revitalization of Downtown Kingsburg
38 (All of the proposed signs depicted herein are preliminary concept designs which require further detailed design prior to implementation.)
Identification and Directional Signs on Highway 99:
Signs on Highway 99 must identify the City of Kingsburg and direct motorists to the appropriate exits. Some neighboring towns identify themselves with gateway monument signs seen from the highway. While these seem like the obligatory way to identify a community, these monument signs lack character and, because of Caltrans restrictions regarding size and distance from the highway, are not particularly visible or effective. The most visible sign on Highway 99 in Kingsburg today is the Business Park sign—it is visible, stands out in the landscape, and already ties in with the Swedish Village brand. Kingsburg should consider adding an LED digital display to the Business Park sign which would advertise special events, such as the Annual Kingsburg Swedish Festival and the Annual Car Show, and alert drivers to the upcoming Sierra Street exit to Downtown Swedish Village. A similar, but smaller changing message sign should be placed along the northbound lanes of Highway 99 between the 18th Avenue and Sierra Street exits.
Existing Proposed
The City’s existing Swedish Village identification signs seen from the Highway should remain, but the message should be changed to include “Downtown” and “Use Sierra Street exit.” These signs are quite effective in the use of color, icon, and height. The overall sign structure can remain, with only the minor revision to the directional message.
Revitalization of Downtown Kingsburg
39 Directional signage by Caltrans on Highway 99 needs to be altered in accordance with the recommendation that Sierra Street be the primary Highway 99 exit for visiting the Downtown Swedish Village. The City should request that Caltrans modify its existing directional signs for the exit onto Sierra Street to read “Sierra Street, Downtown Kingsburg Swedish Village.” A secondary directional sign needs to be added on the Sierra Street off ramp which points east to “Downtown Swedish Village.” If Caltrans objects to the Swedish Village identification, “Downtown Kingsburg” would be acceptable.
Revitalization of Downtown Kingsburg
40 Directional Signs on City Streets:
The current blue and yellow directional signs are the first signs to welcome visitors as they exit the highway into town. These signs are ineffective because they include too many destinations and because the colors and type face are not sufficiently bold. The City should replace the existing blue and yellow directional signs on City streets, limiting destinations to no more than three, and utilizing bolder colors and type face. The overall blue and yellow color scheme can still be used, but the background color should be a dark blue to provide high contrast with the destinations; a white retro-reflective vinyl should be used for the messaging. A smaller panel at the bottom of the sign structure could be a changeable message to highlight events.
A single pole mounted vehicular directional sign can be used at other locations in Downtown to direct motorists to destinations. Since the sign has the same colors, typefaces, and icons as the larger directional sign, it is easily understood to be within the same sign system.
Revitalization of Downtown Kingsburg
41 The signage location plan in Figure 4-4 shows the pathway of sign types leading from the highway exit to downtown. The vehicular directional sign located at the corner of Sierra Street and Simpson Street will direct motorists to Downtown via Simpson Street. Street banners should be restricted to limited areas shown in the Figure to help lead to Downtown. Secondary vehicular directional signs will guide motorists who might have exited the highway at 18th Avenue as well as direct motorists who attend churches located around the downtown area.
Figure 4-4
Recommended Signage Location Plan
4-4 Recommended Signage Location Plan
A gateway arch, announcing “Downtown Swedish Village”, should be constructed over the entrance to Draper Street on the east side of California. This would create a grand entrance to the heart of Downtown.
Revitalization of Downtown Kingsburg
42 Downtown Parking Signage:
Public parking lots exist behind storefronts
on Draper Street, but there is no signage
directing motorists to these lots. Signs
should be placed on Draper Street to direct
motorists onto side streets to access public
lots. To consolidate sign messaging, the
international symbol for Parking (“P” within
a circle) can be used. Signage identifying
the parking lots need to be more visible and
should either be located on existing posts or
a new post located closer to the curb.
Currently the parking signs do not match the
look of the existing vehicular directional
signs.
Pedestrian Signage:
Currently, Kingsburg has an extensive sign banner system throughout the city. Consideration should be given to include various designs in high visibility areas, such as in the heart of Downtown or near highway off-ramps where designs could be used to advertise upcoming events as shown in the example below.
Revitalization of Downtown Kingsburg
43 A map kiosk showing the Downtown area and local destinations should be erected at a key location, such as on the plaza by the Historic Train Depot or near the City Hall. This type of sign shows destinations within walking distance, and may include historic photos and an area for a changeable message.
Revitalization of Downtown Kingsburg
44 At select intersections on Draper St there is an opportunity to include pedestrian scaled maps to direct pedestrians to nearby destinations, such as businesses off of Draper Street.
Interpretive panels should be used to feature historic buildings or venues. There appears to be a good archive of historical photos of the downtown Kingsburg area. These sign panels could be located on the sides of buildings, a key location being in the pedestrian alleys if the content is relevant.
Revitalization of Downtown Kingsburg
45 CHAPTER FIVE
STRATEGY FOR DOWNTOWN ECONOMIC DEVELOPMENT
The previous two chapters focused on physical development and wayfinding, both critical for recreating a vibrant Downtown Kingsburg, built upon its rich history and culture. This final chapter focuses on economic development, exploring strategies and actions aimed at capturing for Downtown an increased share of the retail and entertainment expenditures of the local and regional population and of the visitors and tourists that travel primarily along Highway 99.
Cohesive Downtown Economic Development Partnership
Based upon interviews with City staff and Downtown stakeholders, there are various economic development efforts underway that include:
• an Economic Development Coordinator facilitating citywide economic development efforts through the City Manager’s office
• an Economic Development Subcommittee, coordinated by the City’s Economic Development Coordinator, with representation from the City Council, the Chamber of Commerce, the City Manager and private sector stakeholders • a Beautification Committee under the auspices of the Chamber, focusing on the landscaping and lighting appearance of the Downtown, comprised of City staff and private sector stakeholders.
• the Chamber of Commerce, focusing on marketing, business programs, and coordination of the Downtown events that occur throughout the year • an Ad Hoc Merchants’ Association, with an interest in improving and marketing the Downtown business environment
However, based on these interviews, it was also recognized that these various efforts often lack coordination with each other and do not include a sufficient focus on a unified strategy for rebuilding a vibrant Downtown. Kingsburg must create and maintain a cohesive Downtown economic development partnership consisting of the City, the Chamber of Commerce, and Downtown merchants and property owners to focus limited resources on key strategies for rebuilding a vibrant Downtown. Such a partnership is illustrated in Figure 5-1.
Revitalization of Downtown Kingsburg
46 Figure 5-1
Downtown Economic Development Partnership
5-1 Downtown Economic Development Partnership
Today only two of the three partners, the City and the Chamber, are formally organized and consistently active. The loose organization of the Downtown merchants and property owners makes them an unequal partner; their strong participation is vital, since they are the only one of the three whose sole focus is on Downtown. Therefore, a Downtown Business Association should be formed of Downtown merchants and property owners whose sole mission is the economic development of Downtown Swedish Village.
Each of the three partners has distinct responsibilities separate from the others, and each can make a unique contribution toward creating a vibrant Downtown. Some of these priorities and responsibility therefore are outlined in Table 5-1, and include an economic development framework developed by City staff with input from Chamber representatives and key stakeholders. The framework plan might include some of the following components:
Revitalization of Downtown Kingsburg
47 1. City Manager and Economic Development Coordinator:
• Amend the Downtown Form Based Code to facilitate mixed use retail development concentrated along Draper Street with office and residential uses above • Broaden City zoning incentives to encourage lot consolidations for more effective development
• Identify and pursue major grant funding opportunities to enhance the historic and pedestrian quality of the Downtown
• Build upon the agri-tourism activities within Fresno County to expand the tourism opportunities within Kingsburg’s local and nearby agricultural operations • Enhance the historical and cultural information available to visitors and create a naming program of historic sites and structures with visitor friendly guide maps • Maintain an ombudsman presence so that existing businesses and new business ventures can navigate the development process system effectively • Hold regular outreach programs, in coordination with the Chamber of Commerce, to set priorities for economic development
2. Chamber of Commerce
• Continue to sponsor special events, such as the Swedish Festival, Farmers’ Market, Car Show, Ladies Night Out, and other events that could draw a wider range of demographic groups
• Create a Visitor’s Center, perhaps within the refurbished Historic Kingsburg Train Depot, that can tell the “story of Kingsburg” and map out a self-guided, walking history tour of the Downtown
• Create and maintain well placed kiosks in strategic locations throughout the Downtown that guide both residents and visitors to important historical and cultural sites • Provide local merchants with ongoing business support and training through a small business development center; such training should include business and accounting management, procurement of loans, and marketing techniques which include social media skills.
3. Downtown Business Association
• Formulate a strategy and priorities for creating a vibrant Downtown Swedish Village that meets the needs of both the merchants and the property owners • Represent to the City and to the Chamber a single, unified voice for the interests of Downtown merchants and property owners
• Develop, in cooperation with the Chamber, a marketing and promotion strategy for Downtown, including special events and on-line, social media presence that can advertise the many attractions that are available to visitors • Establish a committee to explore the desirability and structure of a formal business improvement district (BID) authorized under existing State legislation • Work with Downtown merchants to establish uniform store opening and closing hours, including weekends and at least four evenings per week Revitalization of Downtown Kingsburg
48 Economic Development Partners
1. City Manager - Economic Development Coordinator
● Land Use Zoning & Incentives
● Targeted Funding
● Agri-Tourism
● History/Culture Preservation
2. Chamber of Commerce
● Special Events
● Business Support & Training
3. Downtown Merchants and Property Owners
● Establish Downtown Merchants and Property Owners Association ● Marketing and Promotion
● Establish Committee to Explore Desirability of a Formal BID ● Subject to majority Voter Approval, Establish a Formal BID Table 5-1
Cohesive Downtown Economic Development Partnership
5-1 Cohesive Downtown Economic Development Partnership
Revitalization of Downtown Kingsburg
49 Downtown Business Improvement District
The Downtown Business Association should consider forming a Business Improvement District to fund Downtown improvements to supplement those provided by the City and to support a comprehensive marketing and promotion program for Downtown Swedish Village.
Business Improvement Districts (BIDs) are public/private partnerships created under State of California legislation to perform a variety of services to revitalize and improve commercial districts above existing local governmental services. As shown in Table 5-2, in California, there are two different types of BIDs, one created through assessments on businesses within the district (including landowners who lease property), and the second created through assessments on property owners alone. The formation of a BID requires an affirmative vote by a simple majority of business or property owners (depending on the type of BID) within its proposed boundaries. The various merchants and property owners would undertake a study to decide which form of BID they would prefer; their support would be expressed by a majority vote based on their share of the total assessment.
BIDs allow business or property owners to collectively pay for services to supplement those provided by the local jurisdiction. Assessments must be approved by a majority of business or property owners prior to the formation of the BID and must be directly proportional to the estimated benefit received by each business or property. BIDs are generally popular because business and property owners are often more willing to assess themselves if the result directly benefits their business or increases the value of their property. BIDs can be set up for five years up to a maximum of ten years of assessments, at which point the BID must be either renewed or disbanded.
In addition to providing a unified voice in developing action priorities for the Downtown and coordinating with the City’s economic development staff and the Chamber of Commerce, a BID can provide ongoing promotion and marketing, sponsor regular events individually or coordination with the Chamber, provide enhanced public safety and maintenance, and provide for minor capital improvements that might include downtown beautification and signage improvements. These functions are subject to the direction of an elected board of directors and would be reflective of the programs that the BID membership considers most beneficial for their ongoing business growth and success.
There are examples of many successful business improvement districts throughout California.
When the Downtown merchants and property owners set up an exploratory committee, it is always effective to visit successful BIDs to talk with their members and to tour the various programs that they have undertaken. They can also learn about the budget ranges and parameters that have been established in other locations and how the members are assessed.
Two nearby successful BIDs are B.O.O.T which is an acronym for the Business Organization of Old Town Clovis and the Visalia Downtown Alliance.
Revitalization of Downtown Kingsburg
50 Types of Downtown Business Improvement Districts
1. Two Types of BIDs:
● Property Based (PBID)
● Business Based (BID)
2. Functions of BIDs
● Marketing, Special Events, Enhanced Services
● Historic Plaques, Public Safety
3. Examples of BIDs
● B.O.O.T (Business Organization of Old Town Clovis)
● Visalia Downtown Alliance
Table 5-2
5-2 Types of Business Improvement Districts (BIDs)
Expanding and Strengthening the Downtown Retail Market
One of the most critical aspects of the strategy for Downtown economic development is to strengthen and expand the retail and restaurant sectors of the economy. Based on interviews with the City staff and stakeholders, Kingsburg has experienced a decline in the number of retail and restaurant businesses, not to mention that their hours do not provide full coverage when market demand would most likely be present. Additionally, it has been noted that the office uses have been filling in the vacant retail stores, thus foreclosing a concentration of these activities along Draper Street. Chapter Three on physical development recommended actions to preserve ground floor Draper Street frontage for retail and restaurant use. These actions, however, will not be successful unless they are supported by a comprehensive program to expand and strengthen the Downtown retail market.
One way to expand the market is to increase the population in the primary market area, the City of Kingsburg. As noted in Chapter Two, however, significant population growth is not expected in the City (The average annual growth rate is projected at 1.1 percent).
A second way to strengthen the market is to increase the resident population, visitor population, and workforce within walking distance of Downtown shops and restaurants.
Chapter Three recommended that three-story buildings for multi-family residential, office and hotel uses be encouraged in the Downtown area. If most of the relatively small population growth were concentrated within walking distance of Draper Street, Downtown businesses would realize a disproportional increase in business while existing single-family neighborhoods Revitalization of Downtown Kingsburg
51 would be protected from intrusion of higher density housing. Such development, however, may take years to realize.
A more immediate way to support increased retail and restaurant business in Downtown is to attract existing residents in the primary market area of Kingsburg and of adjacent communities to visit Downtown more frequently. Interviews with present residents indicated that they travel to Fresno, Selma and Visalia for major shopping, dining and entertainment, because Downtown Kingsburg does not offer many quality opportunities for such activities. Therefore, the City, the Downtown Business Association, and the Chamber should aggressively market Downtown to quality eating and drinking establishments, unique specialty shops, and even possibly a specialty movie theater.
A greater variety of restaurants is needed to appeal to a wider range of diners. The Swedish Village needs a Swedish restaurant; perhaps the Business Association and the Chamber could assist a local Swedish family to establish such a business. While the community clearly does not want bars to abound, quality drinking and dining establishments, such as brew pubs and sports bars would bring new evening life to Draper Street. Although the market will probably not support a modern multi-screen cinema in Downtown, a single screen or small multiple-screen specialty movie house might be successful if it offered movies not common at the big cinemas, such as foreign films, art films and Hollywood classics. Once these attractions are in place, a comprehensive effort is required to promote Downtown Swedish Village to local residents.
Residents of Kingsburg and adjacent communities are the primary market for Downtown.
Experience has shown, moreover, that once local residents find their Downtown more attractive, the word spreads, and soon tourists and residents from more distant Central Valley towns become frequent visitors. The final way to expand the market, therefore, is to attract tourists. The Chamber, in cooperation with the City and the Business Association, should launch a major effort to attract more tourists to Downtown Swedish Village.
Chapter Four on Wayfinding has recommended specific improvements to signage to attract tourists from Highway 99 and to direct them to Downtown Swedish Village. The enhancement and promotion of the Swedish Village brand is essential for this attraction of tourists. Over time, additional attractions must be created to attract more visitors and to extend their stay in Kingsburg. Some such additional attractions are discussed in the following paragraphs.
The Chamber of Commerce should establish a Visitor Center in the Historic Kingsburg Train Depot. The small room at the north end of the building could house such a center, manned daily by a volunteer in historic railroad attire. The reenactment of a train departure could be staged twice a day during tourist season at specified hours. The Kingsburg Historical Society, a 501 (c) (3) organization that operates the Rail Depot, the Kingsburg Historical Park, and the Historic Kingsburg Jail, should prepare a video to be shown at the visitor center and at various kiosks throughout Downtown to further introduce visitors to the rich history and culture of Kingsburg, including a map of significant venues to visit.
The Chamber of Commerce and the Downtown Business Association should initiate discussions with bus tour operators to make Kingsburg a regular stop for such bus tours.
Tourist buses used to make a stop in Kingsburg, but they have since been attracted to other locations. A committee of local business people should be established to initiate the Revitalization of Downtown Kingsburg
52 discussions with tour operators regarding their requirements for bus parking and related comfort facilities. The plaza by the Historic Train Depot might meet their needs, or curbside parking on Lewis Street by the Downtown Park.
As noted in Chapter Two, tourism is a growth industry in the Central Valley, and agri-tourism is an important element. The City should accelerate its efforts to attract agri-tourism, building upon existing raisin, wine and olive oil businesses. A tour route should be established and documented on a brochure and map, with major stops at Sun-Maid Raisins, Bari Oil, and Ramos Torres Winery, and minor stops at fruit stands at Berry Lady and peach and pecan orchards.
Initially this could be a self-driven tour, but later a small tour van could lead visitors on a guided tour of the route. An alternative approach would be to entice Sun-Maid Raisins, Bari-Oil, and a local fruit market to locate on Simpson Street near the Ramos Torres Winery. The City should call together a committee representing the three major agricultural businesses to develop a plan and promotion strategy.
Revitalization of Downtown Kingsburg
53 Components of Expanding Retail Market
1. Increase Population in Local Market Area
● Only 1.1 % average annual population growth rate projected ● Limited new retail demand from projected population growth
2. Concentrate New Development in Downtown
● Population increase in new multi-family residential development ● Visitor increase in new hotels and motels
● Employee increase in new office development
3. Attract More Frequent Visits from Local Market Population ● Wider range of quality restaurants and casual dining
● Brew pubs and sports bars
● More unique specialty shops
● Single-screen movie theater
4. Attract Tourists
● New Visitor Center
● Tour bus stops
● Agri-tourism
5-3 Components of Expanding Retail Market
Table 5-3
Revitalization of Downtown Kingsburg
54 Possible Partners in Economic Development Programs
Successful economic development implementation programs need both partners that expand the capabilities of the city’s economic development resources and financing resources that supplement existing budgets, as summarized in Table 5-4. Additional financing resources can be targeted to improving the overall image and attractiveness of the Downtown area, as well as providing resources for individual businesses to compete more effectively.
1. Partners
• As shown in Table 5-4, there are a number of existing economic partners that can assist the city in its strengthening of the Downtown market area. The following list is not considered to be comprehensive, but as a guide of available partners that can have an immediate impact:
• A Small Business Development Center (SBDC) can provide training, marketing, business consultation, loan financing application assistance, and social media skills development, which are among a variety programs that they offer; additionally, this assistance can be provided pro-bono through Federally available programs, such as through the Office of Community and Economic Development at Fresno State
• The Fresno/Clovis Convention and Visitors Bureau (FCCVB) is already established to assist jurisdictions within Fresno County in developing better marketing programs for attracting visitors, tourists and trade shows and conventions; this organization could be an effective partner in expanding the reach of agri-tourism opportunities in the Kingsburg market area
• The United State Department of Agriculture (USDA) has a wealth of agricultural information from across the United States that could provide examples of agri-tourism programs in other parts of the county that have been successful • The California Main Street Alliance is a non-profit membership organization that has been established to assist cities like Kingsburg in implementing a successful downtown revitalization program; not only do they have a library of successful programs across the United States, but they also have periodic meetings and conventions where Kingsburg staff and officials can converse with economic development officials and professionals that have practical information and experiences to share • The California Small Business Association is an organization that Kingsburg can join that provides ongoing updates on key legislation that affect business operations at a local and statewide level; their information is focused on assisting small business to grow and understand legislative requirements; they also provide a voice for small business concerns to be heard in Sacramento; additionally, they also provide a means to keep up to date with legislation and programs affecting small businesses and announce upcoming small business meetings with legislators through email and social media.
Revitalization of Downtown Kingsburg
55 2. Financing Resources
• A Business Improvement District (BID) can be a source of financing by either merchants or property owners for downtown programs or minor capital facilities; typically a property based (PBID) establishes higher assessments on their members than a business or merchants based BID, because PBID members generally see their property values rise as a result of improved marketing and revitalization actions • A Tourism Business Improvement District (TID) can raise money for tourism marketing efforts either by raising the local transient occupancy tax (TOT) by a certain amount (say 1 percent) or by allocating a similar portion of the existing TOT to these efforts; in the case of Kingsburg, the TOT is 12 percent, similar to nearby Fresno and Selma with other TOTs ranging from a low of 4 percent in Sanger and Firebaugh to 10 percent for Huron and Clovis; in order to remain competitive in the County lodging market, it is initially recommended that a portion of the existing TOT be used for marketing efforts • An Enhanced Infrastructure District (EIFD) is a post-redevelopment financing technique for a local jurisdiction to use a portion of its growth in General Fund property tax increment in the Downtown district for capital facility financing; since allocation of the property tax share of other jurisdictions and agencies is voluntary, Kingsburg must consider whether the use its local property tax increment will yield enough long-term economic benefit to warrant use of this approach
• There are a range of other outside financing sources that can be researched and pursued, but will only be discussed here in general terms for some of the more popular sources; for example, the State's "Cap and Trade" program that has allocated revenues from the market sale of pollution credits, on a competitive application basis, for facilitating projects of a transit, pedestrian or bicycle oriented nature • Also, the State's Strategic Growth Council and the Fresno Council of Governments (Fresno COG) have grant programs for similar transportation oriented programs • Additionally, there are grant funding opportunities for downtown revitalization and housing programs at the Federal level through agencies such as the U. S. Economic Development Administration (EDA) and the Department of Housing and Urban Development (HUD)
• Currently, EDA, through one of its grant application programs, the Planning and Local Technical Assistance program, assists eligible recipients in developing economic development plans and studies designed to build capacity and guide the economic prosperity and resiliency of an area or region
Revitalization of Downtown Kingsburg
56 Proposed Partners and Financing Resources
1. Partners
● Small Business Development Center (SBDC)
● Fresno/Clovis Convention & Visitors Bureau (FCCVB)
● United States Department of Agriculture (USDA)
● California Main Street Alliance
● California Small Business Association (CBA)
2. Financing Resources
● Business Improvement District (PBID or BID)
● Tourism Business Improvement District (TID)
● Enhanced Infrastructure Financing District (EIFD)
● Other Outside Financing Sources
Table 5-4
5-4 Proposed Partners and Financing Resources
Revitalization of Downtown Kingsburg
57 Priorities for Implementation
This report recommends a large number of actions to revitalize Kingsburg’s Downtown Swedish Village. They are summarized in Tables 1-2, 1-3 and 1-4, at the end of Chapter One. The number of recommendations might at first appear to be overwhelming; however, short-range and longer-range actions are identified to assist in setting priorities and to help the community launch immediately upon an effective program of implementation. As noted in this chapter, it must be a cohesive, coordinated effort of three partners: the City of Kingsburg, the Chamber of Commerce, and a new, Downtown Business Association.
The City should initially focus on stimulating redevelopment of four catalytic sites in the Downtown. The vacant site at the intersection of Simpson and Sierra Streets presents an unusual opportunity because of its size and location; the property owner must be encouraged to hold out the entire site for a major new hotel, rather than allow it to be developed into several small commercial uses. The Downtown Form Based Code should be amended immediately, and work should begin on design and implementation of a new wayfinding system.
The Chamber of Commerce should intensify its marketing and promotion efforts, and should aid local merchants through business management and marketing training programs. A Downtown Business Association should be formed of merchants and property owners to create an aggressive and unified force for Downtown revitalization; the Association should consider structuring itself as a formal Business Improvement District under State legislation.
Kingsburg is a small town. But it is a community with a rich heritage, a proud populace, and a progressive City government. The Community Planning Assistance Team believes that it can have a big future.
Revitalization of Downtown Kingsburg
58 APPENDIX A
RECOMMENDED FORM BASED CODE AMENDMENTS
The specific amendments recommended for the Use Table in the Downtown Form Based Code are indicated in red. These amendments are intended to permit and encourage only active pedestrian uses in ground-floor storefronts. In addition, the Code should be amended to allow hotels to have a height of four stories in the Main Street (FBC 3) transect and five stories in the Main Street Flex (FBC 2) transect. Also, the Code map should be amended to include the entire vacant site on Simpson Street south of Sierra Street in the Main Street Flex (FBC 2) transect.
Table 17.42.A Specific Land Use Regulations in the Downtown Form Based Code Area Land Use1
FBC 3 FBC 2 FBC 1
Adult Entertainment Establishment
Vehicle Sales, New and Used, and Rental CUP* CUP --
Bar, Tavern, Nightclub CUP CUP _
Gas Station/Fuel Sales CUP* CUP _
General Retail Businesses, except with any of the
following features:
Alcoholic Beverage Sales
On-site Production of Items Sold
Floor Area more than 10,000 sq. ft.
P
AA
P
CUP
P
AA
P
CUP
CUP
--
AA
--
Restaurant, Café, Coffee Shop; except with
the following feature:
Drive Through Facilities
P
--
P
CUP
AA
--
Manufacturing/processing
Light
Heavy
--
--
CUP
--
--
--
Media Production -- P --
Personal Storage Facility -- CUP --
Printing and Publishing -- P --
Warehousing and Distribution -- -- --
-- P P
-- P P
AA2 P p
-- P P
AA2 CUP2
CUP
Group Home - 6 or fewer residents
Group Home - More than 6 residents
P*
AA*
P
AA
P
AA
Home Occupation P* P P
Live/Work P* P AA
Residential Care - Fewer than 7 clients
Residential Care - 7 or more clients
--
AA*
P
AA
P
AA
Single family/Unit
Two family unit
Multifamily/Unit
Accessory/Second Unit
Residential Component of Mixed Use
Project
Transect Zones
Commercial
See Sec. 17.86 of the Zoning
Ordinance
Industrial
Residential
Revitalization of Downtown Kingsburg
59 Table 17.42.A (continued)
Land Use1
FBC 3 FBC 2 FBC 1
Churches CUP* CUP CUP
Community or Public Safety
Buildings/Facility
AA AA AA
Commercial Recreation Facility - Indoor
Commercial Recreation Facility – Outdoor
Farmers’ Market
AA*
--
AA*
AA
CUP
AA
AA
--
--
Library, Museum, Post Office P AA CUP
Meeting Facility, Public or Private
15,000 sq. ft. or less
More than 15,000 sq. ft.
P2
CUP2
AA
CUP
AA
CUP
Parks, Open Space, Playground AA* AA AA
School, Public or Private -- AA AA
Studio: Art, Dance, Martial Arts, Gym, etc. P* P AA
Cinema or Performing Arts
15,000 sq. ft. or less
More than 15,000 sq. ft.
P
CUP*
AA
CUP
CUP
--
ATM P P AA
Bank: Financial Services P3 P --
Business Support Services P P --
Day Care
Day Care Center
Family Day Care Center: Large
Family Day Care Center: Small
P2*
AA2
*
--
P
AA
P
CUP
AA
P
Funeral Homes, Mortuaries -- CUP --
Lodging
Bed and Breakfast Inn
Hotel/Motel
P2 *
P2 *
P
P
AA
--
Medical Services
Urgent care
Hospital
Medical offices and clinics
Extended Care
--
--
P*
P2
*
P
CUP
P
P
CUP
--
P
--
Offices P* P AA
Personal Services
Laundromats
P
CUP*
P
AA
AA
Temporary Uses
Vehicle Services
Minor maintenance and repair
Tire Sales
Car Wash, self-serve or automated
CUP*
P*
CUP*
P
CUP
CUP
AA
--
--
Services
See Sec. 17.42.165 of the Zoning Ord
Transect Zones
Recreation, Education, & Public Assembly
Revitalization of Downtown Kingsburg
60 Table 17.42.A (continued)
Land Use1
FBC 3 FBC 2 FBC 1
Parking Facility, public or commercial P2 P AA
Public Utility -- -- --
Recycling, small collection facility AA AA --
Transit Station P P --
Wireless Communication Facility (cell tower) -- -- --
*Not permitted on ground floor on Draper Street east of California Street 2 Not allowed on the ground floor unless behind an allowed ground-floor use 3 No new drive through facilities permitted; existing drive throughs require a CUP for expansion Transect Zones
Transportation, Communications, Infrastructure
Key
-- = Not Permitted P=Permitted Use AA=Administrative Approval Required CUP=Conditional Use Permit Required 1 See Section 17.96.030 of the Zoning Ordinance for definitions Revitalization of Downtown Kingsburg
61 APPENDIX B
MEET THE TEAM
Robert Paternoster, FAICP Team Leader
Bob has over 45 years of professional planning
experience, primarily in a managerial capacity. His
approach is action-oriented and strategic. He has
served as Planning Director in Pittsburgh, PA,
Director of Planning & Building in Long Beach, CA,
and Community Development Director in
Sunnyvale, CA. He was in charge of the planning
and development of Long Beach’s Queensway Bay
Project, including the Aquarium of the Pacific.
Michael Dozier
Mike has over 30 years of administrative
experience focused primarily on economic and
workforce development and strategic planning. He
is currently Community and Economic
Development Director at California State
University, Fresno, where he is responsible for
“Knowledge Economy” initiatives between the
University and Central Valley communities. He
previously served as Community and Economic
Development Director for the City of Clovis, CA.
Tom Ford, AICP
Tom has over 20 years of professional planning and
urban design experience in California and in Asia.
He is currently Director of Urban Design for the MGroup in Hayward, CA. He previously served as Studio Director for Gensler in Shanghai, China, and
as Principal in The Office of Tom Ford in Oakland,
CA. He has prepared urban design and area plans
for numerous California communities, including
Menlo Park, San Luis Obispo, Oakland, Santa Cruz
and Fremont.
Revitalization of Downtown Kingsburg
62 Stanley R. Hoffman, FAICP
Stan has over thirty-five years of experience in
planning and urban economics. His fields of interest
include economic and demographic analysis, land use
projections, fiscal and financial studies, annexations, real estate market research and computer-based
financial modeling. Since establishing Stanley R.
Hoffman Associates in Los Angeles in 1981, Stan has
specialized in fiscal and economic impact studies and
market feasibility studies for residential, office and
major retail shopping centers.
Emily Morishita
Emily is Senior Designer for Hunt Design in Pasadena,
a 35-year-old firm specializing in wayfinding,
branding and environmental graphics. She has
undertaken wayfinding projects for the cities of Palo
Alto and Monterey, and prepared sign master plans
for San Francisco Bay’s Treasure Island, Houston
Memorial Park, San Diego Zoo, and LAX Central
Terminal Area.
Cynthia de la Torre
Cynthia serves as Assistant Planner for the City of
Beverly Hills, CA., where she processes discretionary
development permits and works on larger zoning
policy issues. Her planning focus is on sustainable
land use. She has experience in community
outreach, is fluent in Spanish, and is proficient in all current planning and presentation computer
software.
THE DALA HORSE
A Dalecarlian horse or Dala horse (Swedish Dalahäst) is a traditional carved, painted wooden horse statuette originating in Swedish province Dalarna (Dalecarlia). In the old days, the Dalecarlian horse was mostly used as a toy for children; in modern times it has become a symbol of Dalarna, as well as Sweden in general. Several different types of Dalecarlian horses are made, with distinguishing features common to the locality of the site where they are produced. One particular style has, however, become much more common and widespread than others. It is stoutly carved and painted bright red with details and a harness in various bright colors such as white, green and yellow, as shown below.
The art of carving and painting the small horses quickly flourished in the 19th century, as economic hardship in the region inspired greater production of the small horses, and they became an important item of barter. Horse-making may have started as something to do during the long dark winter months, but soon the Dala horses were traded in exchange for household goods and their carving and painting blossomed into a full-fledged cottage industry. The rural families depended on horse production to help keep food on the table, as the skills of horse carving and painting were passed on from generation to generation.
Summary Description:
In June of 2017, APA California visited Kingsburg over a long weekend as part of the CPAT (Community Planning Assistance Team) program, the first project for CPAT in California.
Kingsburg needed some advice on a number of planning and development issues but was financially challenged and only had a contract part-time planner. Out of that effort came the Revitalization Strategy for Downtown Kingsburg, a powerful document to guide the community, touching on downtown economic development, wayfinding signage, identification of key sites to develop, and strategies for financing and partnerships to realize these goals. The Stone Hotel, identified in the document as the ‘Draper Street Gateway,’ was recommended to be ‘developed with a mixed-use project with active retail uses on the ground floor and boutique hotel rooms, residential or office uses on the upper floors.’
Kingsburg already had a downtown building that had been converted to residential living above a commercial main floor and had a downtown form-based code that encouraged this approach. More restaurants and shops were appearing downtown, and streetscapes and lighting were planned and budgeted for over time. A façade grant program was started, and work was done to convince unsupportive absentee property owners that it was in their best interest to sell their buildings to those with the energy and vision to revitalize them.
Planning efforts often have a long timeline. It was serendipitous, in a way, that the identified neglected hotel burned to the ground on October 15, 2017, serving as a catalyst for the revitalization strategy that was outlined in the CPAT plan, and opening up a pathway for electeds, staff and citizens to visualize a new use for the gateway parcel. The owner/developer had the opportunity to start from the ground up, easing the challenge of meeting current building codes, and was offered generous incentives in the form of impact fee reductions to create residential units above the commercial first floor. The owner was committed to working with the City to create a project that not only met his return on investment needs, but would also serve as a keystone project to contribute to the commercial and residential goals of the City. Proposing an 18,000 SF project with commercial and apartment space below and 9 residential units above, the project is expected to be completed by late summer. The project required Site Plan Review as well as a conditional use permit for residential uses in the downtown area.
The original Stone Hotel had been built to accommodate the migration of predominantly Swedish immigrants who arrived here via the train. They would walk from the Depot next door and stay in the Hotel until they could settle into their new lives. The Hotel had a Spanish architectural style with a second story terrace where diners could enjoy their meals while watching the sunset (see accompanying historical photo). While the newly named Stone Plaza will not have recent Swedish immigrants arriving there to start their new lives, there will be residents on the second floor who can enjoy the many festivals and events that happen below.
Sponsored by:
Nomination Packet
2023 San Joaquin Valley
Blueprint Awards
San Joaquin Valley Regional Planning Agencies
Kern Council of Governments
Tulare County Association of Governments
Kings County Association of Government
Fresno Council of Governments
Madera County Transportation Commission
Merced County Association of Governments
Stanislaus Council of Governments
San Joaquin Council of Governments
American Planning Association California –
Central Section
San Joaquin Valley Policy Conference
Hosted by the San Joaquin Council of Governments
Award Presentations, April 26, 2023, Manteca CA
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 2
Nomination Packet
2023 San Joaquin Valley Blueprint Awards
Deadline: March 31, 2023, 12 pm (via email)
Yvette Davis, San Joaquin Council of Governments
Email: [email protected]
Introduction
The purpose of the San Joaquin Valley Blueprint Awards program is to encourage quality planning and development by recognizing outstanding achievements and practices in the built environment. In recognizing and celebrating projects that reflect the Blueprint Principles, we hope to provide visual examples of attractive, functional and environmentally friendly projects that could have relevance throughout the Valley.
Awards will be presented at the 16th Annual San Joaquin Valley Policy Conference on Wednesday, April 26, 2023, to be held at the Great Wolf Lodge, in Manteca, CA.
Blueprint Principles
On April 1, 2009, the San Joaquin Valley Regional Policy Council adopted a list of 12 Smart Growth Principles (“Blueprint Principles”) to be used as the basis of Blueprint planning in the San Joaquin Valley:
1. Create a range of housing opportunities and choices
2. Create walkable and bikeable neighborhoods
3. Encourage community and stakeholder collaboration
4. Foster distinctive, attractive communities with a strong sense of place
5. Make development decisions predictable, fair and cost effective
6. Promote a mix of land uses
7. Preserve open space, farmland, natural beauty and critical environmental areas
8. Provide a variety of transportation choices
9. Strengthen and direct development toward existing communities
10. Take advantage of compact building design
11. Enhance the economic vitality of the region
12. Support actions that encourage environmental resource management
13. Plan for future water needs
These principles are still relevant today and are consistent with current climate, social, environmental, transportation and housing goals on the state and federal level. 2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 3
Award Categories
Only one first-place award (“Award of Excellence”) will be selected per category. One exceptionally ranking award finalist per category may also be selected to receive an award (“Award of Merit”). If the judges find that none of the nominations in a category meets the criteria, there may be no award in that category.
A. Development Project Categories -on the ground, existing projects built from 2018 to present. One award per category below.
1. Residential
2. Commercial
3. Mixed Use
4. Downtown Revitalization
5. Transportation Enhancement
6. Historic Revitalization
B. Planning Project/Program Category.
Recognition of exceptional planning projects or programs that are in place to encourage and allow for Blueprint friendly projects. Planning project/program within the past five years (2018 to present). Examples could include specific plans, transportation plans, downtown revitalization plans, corridor plans, environmental or sustainable on-the-ground programs, etc.
C. Darrel Hildebrand Blueprint Leadership Award Category This award is in memory of the former Blueprint project manager from Kern COG who was thoroughly engaged in the planning process. The fruits of his labor are still with us today as we move the Blueprint from the planning to the implementation phase.
Darrel is remembered for his attention to detail and his insistence that the planning principles were the centerpiece of the San Joaquin Valley Blueprint Planning Process.
D. Outstanding San Joaquin Valley Local Elected Official This award is a new award category started in 2022 and will be given to a local (city or county) elected official who has shown tremendous leadership and advocacy for promoting local and regional efforts that support the Blueprint Principles.
Eligibility Requirements
Applicants are required to meet all the following criteria. § Nominations are open to candidate projects and individuals within the San Joaquin Valley’s eight counties: Kern, Kings, Tulare, Fresno, Madera, Merced, Stanislaus, and San Joaquin.
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 4
§ The development project is an on-the-ground, existing project built within the past six years. Projects built/completed prior to January 2018 will not be considered. § The planning project/program or individual reflects the Blueprint Principles, and the nominator demonstrates strong rationale.
§ Planning project or program that has been adopted by its jurisdiction, or implemented, within the past five years.
§ The project or individual is not a previous Blueprint Award recipient (please see a list of previous Blueprint Award recipients, pages 6-8).
§ Applicants can be jurisdictions, other governmental agencies, nonprofit organizations, collaborative efforts, and private entities.
Nomination Submittal Requirements
1. Nomination Form: Completed Blueprint Awards Nomination Form.
2. Summary Description: One-page summary of the nominated award candidate.
3. Award Criteria: one to two-page explanation of how the candidate specifically reflects at least two of the Blueprint Principles listed in the packet.
4. Letter(s) of Support: At least one, but no more than three, one page letter(s) of support for the nominated project/candidate.
5. Images: 3 to 5 high quality digital images in JPG format. Include a brief description for each image.
Please note:
§ All submissions must strictly follow the material requirements outlined below and on the Blueprint Awards Nomination Form.
§ Do not submit paper copies.
§ Incomplete submissions or late submittals will not be accepted. § Only one submission per award category.
Submittal
Nominations must be received by Noon (12pm) on Friday, March 31, 2023, via email only. Zip up and put in one folder please if possible.
Email completed nomination package to:
Yvette Davis
Communications Manager
San Joaquin Council of Governments
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 5
Email: [email protected]
Phone: (209) 235-1092
Selection Process and Schedule
Judging: Nominations will be provided to a panel of judges consisting of staff from the Central California Chapter of the American Planning Association, and staff from the San Joaquin Valley Regional Planning Agencies. The agencies are listed on the cover for this document.
Schedule:
January, 20, 2023 Begin Call for Nominations
March 31, 2023 Nomination Deadline, 12 noon
April 12, 2023 Judging Completed
April 14, 2023 Awards Announcement
April 26, 2023 SJV Policy Conference Awards Ceremony
Questions
Yvette Davis
Communications Manager
San Joaquin Council of Governments
Email: [email protected]
Phone: (209) 235-1092
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 6
San Joaquin Valley Blueprint Awards Past Recipients 2009-2022
CATEGORY RECIPIENT
2022
Residential Development Project Sequoia Commons, Self-Help Enterprises Transportation Enhancement Project The “Q”, City of Fresno FAX Rapid Transit Planning Project City of Kerman’s 2040 General Plan & EIR Darrel Hildebrand Blueprint Leadership Award Ted Smalley, Executive Director, TCAG Outstanding Local Elected Official Jenny Kenoyer, Council Member, City of Modesto 2019
Mixed Use Project Tesoro Viejo -The McCaffrey Group, Madera County Residential Development Project Sierra Village - Self-Help Enterprises, City of Dinuba Anchor Village -Domus Development LLC, City of Stockton Transportation Enhancement Project Palm Terrace - Self-Help Enterprises, City of Lindsay Operations & Maintenance Facility - Transit Joint Powers Authority of Merced County
Downtown Revitalization Project City of Woodlake Staff and Council Darrel Hildebrand Blueprint Leadership Award Bill Zigler, City of Lindsay 2018
Downtown Revitalization Project UC Merced
Cottage Home Program, City of Clovis
Residential Development Magnolia Crossing, Innovative Development and Living Solutions of California
2017
Commercial Development Project Dry Creek Business Park Phase II, Clovis Residential Development Project Highland Gardens Affordable Rental Project, Self-Help Enterprises Downtown Revitalization-Small Jurisdiction Rio Villas(Firebaugh, CA), Fresno Housing Authority Downtown Revitalization-Large Jurisdiction “The Lede” Project, Granville Homes, Inc.
Historic Revitalization Project The Belding Building, Ten Space Transportation Enhancement Project Multi-Phased Downtown Enhancement Project, City of Woodlake
Darrel Hildebrand Blueprint Leadership Award Darius Assemi, Granville Homes, Inc. 2015
Mixed Use Project 1612 City Lofts, Bakersfield
Residential Project Avena Bella, Turlock
Downtown Revitalization Project Brio on Broadway, Fresno The Newberry Building, Stockton
Transportation Enhancement Project Dry Creek Trailhead, Clovis Bradley Overhead - Highway 140, Merced
Darrel Hildebrand Blueprint Leadership Award San Joaquin Sustainable Communities Coalition, San Joaquin County
2014
Commercial Development M Streets Arts Complex, Fresno
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 7
Mixed Use Project Goshen Park Village, Goshen
Lemoore Recreation Center, Lemoore
Downtown Revitalization Project Crichton Place, Fresno
Downtown Beautification Project, Waterford
Historic Revitalization Project Bungalow Court, Fresno
Transportation Enhancement Project Whitney Transit Center, Woodlake Darrel Hildebrand Blueprint Leadership Award Barbara Steck, Fresno COG 2013
Residential Development Project Mustang Peak Village, Newman Parc Grove Commons, Fresno
Mixed Use Project 1612 Fulton, Fresno
Downtown Revitalization Project
Commercial Building Façade Improvement & Blight
Remediation Project, Stockton
Historic Revitalization Project Downtown Stockton Alliance, Stockton Transportation Enhancement Project Manteca Transit Center, Manteca Hammer Triangle Station, Stockton
Darrel Hildebrand Blueprint Leadership Award John Wright, Valley Planner’s Network 2012
Residential Development Project 330 North Van Ness Cottages, Fresno Tule Vista Rent to Own Housing, Tulare
Mixed Use Project Baker Street, Bakersfield
Commercial Development Project Main Street Promenade, Visalia Downtown Revitalization Project Downtown Revitalization, Tracy Arts Alive District, Bakersfield
Historic Revitalization Project Merced Theatre, Merced
Transportation Enhancement Project Lowell Community Garden, Fresno Santa Fe Bridge Project, Visalia
Darrel Hildebrand Blueprint Leadership Award Bill Spriggs, SJV Regional Policy Council 2011
Public Infrastructure Project Mill Creek, Bakersfield
Downtown Plaza, Newman
Street Improvements, Avenal
Mixed Use Project Fulton Village, Fresno
Fultonia Complex, Fresno
Transportation Enhancement Project Downtown Transit Center, Stockton Darrel Hildebrand Blueprint Leadership Award Carol Ornelas, Visionary Home Builders 2010
Residential Development Project Villa Monterey Apartments, Stockton Mixed Use Project Wagner Woods, Ripon
Downtown Revitalization Project Downtown Revitalization, Riverbank Historic Revitalization Project Theater Restoration Project, Avenal Revitalization – Unincorporated Area Revitalization Project, Woodbridge Darrel Hildebrand Blueprint Leadership Award Lew Nelson, City of Tulare Public Works 2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS PAGE 8
2010
Community Plan – Unincorporated Community Hilmar Community Plan, Merced County Master Planned Community Harlan Ranch, Clovis
General Plan- Small Jurisdiction General Plan, Porterville Community Plan – Unincorporated Community General Plan – 4 Community Plans, Kings County General Plan – Small Jurisdiction General Plan, Tracy
Master Planned Community Copper River Ranch, Fresno
Sustainable Development Policies General Plan – Land Use and Resource Conservation Elements, Kings County
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS NOMINATION FORM 2023 San Joaquin Valley Blueprint Award
Nomination
Form
Nominations for the San Joaquin Valley Blueprint Awards are due: Noon, Friday, March 31, 2023. Materials received after this date will not be accepted and will not be returned.
I nominate _______________________________________________________________ for a 2023 San Joaquin Valley Blueprint Awards in the category (check one):
Development Project
Residential
Commercial
Mixed Use
Downtown Revitalization
Transportation Enhancement
Historic Revitalization
Planning Project/Program Award Category
Darrel Hildebrand Blueprint Leadership Award Category
Outstanding San Joaquin Valley Local Elected Official
NOMINATION INFORMATION
It is imperative that the following documentation is provided in full.
A. Nominator.
The Nominator will be considered the primary communications contact for all decisions made on this nomination and willwork with Blueprint Awards program staff to obtain additional information and materials.
Name
Title
Organization
Address
Zip Code Phone
Email
2023 SAN JOAQUIN VALLEY BLUEPRINT AWARDS NOMINATION FORM B. Primary Award Recipient.
Name
Title
Organization
Address
Zip Code Phone
Email
C. Recognition. Primary organization to be listed on trophy/plaque if chosen as winner:
_____________________________________________________________________________ Optional. Other supporting organization(s)that worked on the project and that are to be recognized at the Blueprint Awards Ceremony:
______________________________________________________________________________ D. Acknowledgement of Nominator/Award Recipient
I acknowledge that the submitted work was done by the parties credited in this Blueprint Awards Application Form, and that the work meets the appropriate nomination submittal requirements listed in the instructions.
Signature of Nominator _____________________________________________________________________ Printed Name of Nominator _____________________________________________________________________
CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Palomar & City Council
REPORT FROM: Alexander J. Henderson, City Manager; ICMA-CM REVIEWED BY: AP AGENDA ITEM: 1% Public Safety Sales Tax - Measure E Overview ACTION REQUESTED: ___Ordinance ___Resolution ___Motion _____Receive/File
EXECUTIVE SUMMARY
As we continue our development of the annual budget, staff will be providing an overview of activity related to the voter-approved 1% public safety sales tax (Measure E). Measure E was approved by 72% of voters during the June 5, 2018, election. As such, the City receives monthly installments from the California Department of Tax and Fee Administration (CDTFA).
"Local Tax" is the general term for sales and use taxes imposed under the Bradley-Burns Uniform Sales and Use Tax Law. The basic statewide sales and use tax rate is 7.25% and is divided as follows:
• 6.00% State
• 1.00% Local Jurisdiction (City or county of place of sale or use) • 0.25% Local Transportation Fund (County of place of sale or use) "District Taxes" are imposed locally under the Transactions and Use Tax Law. The total tax rate in Kingsburg is
8.975%, which includes the statewide 7.25% plus the following:
• 1.00% Public Safety District Tax (Measure E)
• 0.725% Fresno County
Measure E is considered a transaction and use tax, which are allocated to the jurisdiction where the taxed product is received or registered (as in the case of a motor vehicle purchase). Because of this, Measure E 1% revenue collections are higher than the 1% local jurisdiction place of sale or use. For example, if a consumer purchases a new motor vehicle and registers it in Kingsburg (place of residence), the city receives the 1% sales tax for that vehicle for the purposes of Measure E. The same theory applies with destination-based purchases, which is especially relevant for online activity, which saw a sharp increase during the pandemic.
Some important factors have shaped revenues and expenditures during the first few years of Measure E. Examples include:
• After adoption in June 2018, the measure officially took effect in October 2018. The first fiscal “year” consisted of 9 months (Oct. 1, 2018 – June 30, 2019). Initial expenditures included mostly new equipment with limited employee hiring until staff could gauge revenue receipts. • The first full fiscal year was July 1, 2019 – June 30, 2020. Revenues outpaced initial budget projections by ~30%. Because of the additional revenues, fund balance also increased. • For FY21, the city conservatively adopted a budget based upon unknowns given the early months of the pandemic and the potential for long-term revenue shortages. Consumers moved heavily to online Meeting Date: 05/17/2023
Agenda Item: 6.2
purchases in the earlier months, buoying Measure E receipts. Federal and State stimulus legislation may have also contributed to additional spending.
• For FY22, collections continued to outpace original budget projections. Actual revenues collected inf FY22 were 19% higher than FY21.
• For FY23, we are projecting revenues to decline slightly (-0.2%) based upon figures provided by Avenu Insights, our sales tax consultant. It should be noted, however, that current collections, which include July 2022 – February 2023 recipients, is currently 5.57% higher when compared to the same time period from the previous year.
• For FY24, we are budgeting a 4.4% increase from the previous year (for sales tax collections), as outlined by Avenu Insights & Analytics.
Both Police and Fire Dept. summary presentations are included in this packet. Chief Dadian and Chief Perkins will give overviews and be available for questions.
RECOMMENDED ACTION BY CITY COUNCIL
1. Informational only. No action required.
POLICY ALTERNATIVE(S)
1. NA
STRATEGIC INITIATIVE
1. Ensure Financial Stability
2. Improve Public Safety
FINANCIAL INFORMATION
PRIOR ACTION/REVIEW
Measure E was approved by 72% of voters during the June 5, 2018, election.
BACKGROUND INFORMATION
See Executive Summary.
ATTACHED INFORMATION
1. Measure E Fund Balance & Budget Worksheets
2. Measure E Revenue Forecast
3. Historical Revenue Collections
4. KPD Measure E Overview
5. KFD Measure E Overview
FISCAL IMPACT:
1. Is There A Fiscal Impact? Yes
2. Is it Currently Budgeted? Yes
3. If Budgeted, Which Line? 106 – Measure E Fund
MEASURE E PUBLIC SAFETY TAX
Measure E 2019-20 2020-21 2021-22 2022-23 2022-23 2023-24 % ACTUAL ACTUAL ACTUAL ADOPTED PROJECTED PROPOSED Change
REVENUE
1% Voter Approved Tax $ 1,899,962 $ 2,313,063 $ 2,755,717 $ 2,679,354 $ 2,751,000 $ 2,796,000 4.35% Interest $ 5,442 $ 3,334 $ 5,851 $ 6,000 $ 14,000 $ 12,000 100.00% From Other Funds $ - $ - $ 5,760 $ - $ 50,000 $ 60,000
From Fire Marshal Services $ - $ - $ - $ - $ - $ -
TOTAL REVENUES $ 1,905,404 $ 2,316,397 $ 2,767,328 $ 2,685,354 $ 2,815,000 $ 2,868,000 6.80%
POLICE EXPENDITURES
Wages and Benefits $ 275,518 $ 279,733 $ 841,120 $ 1,431,115 $ 1,431,115 $ 1,543,190 7.83% Maintenance and Operation $ 24,457 $ 35,849 $ 71,102 $ 153,662 $ 117,762 $ 141,295 -8.05% Debt Service $ - $ - $ - $ - $ - $ -
Capital Outlay $ 590,848 $ 317,037 $ 224,859 $ 905,000 $ 763,118 $ 359,000 -60.33% Training $ 6,987 $ 7,365 $ 15,572 $ 23,000 $ 24,982 $ 50,000 117.39% Total Police $ 897,809 $ 639,983 $ 1,152,653 $ 2,512,777 $ 2,336,977 $ 2,093,485 -16.69%
FIRE/EMS EXPENDITURES
Wages and Benefits $ 407,038 $ 640,057 $ 622,637 $ 746,093 $ 764,536 $ 805,453 7.96% Maintenance and Operation $ 52,537 $ 96,124 $ 112,186 $ 129,699 $ 129,699 $ 149,001 14.88% Debt Service $ - $ - $ - $ - $ - $ -
Capital Outlay $ 174,668 $ 170,815 $ 377,185 $ 474,000 $ 481,990 $ 231,500 -51.16% Training $ 5,294 $ 10,408 $ 10,039 $ 12,000 $ 12,000 $ 13,500 12.50% Total Fire/EMS $ 639,537 $ 917,404 $ 1,122,048 $ 1,361,792 $ 1,388,225 $ 1,199,454 -11.92% TOTAL EXPENDITURES $ 1,537,346 $ 1,557,387 $ 2,274,701 $ 3,874,569 $ 3,725,202 $ 3,292,938 -15.01% Net Revenue/(Expenditures) $ 368,058 $ 759,010 $ 492,627 $ (1,189,215) $ (910,202) $ (424,938) -64.27% Changes in Fund Balance $ 4,800 $ 395 $ (397) $ -
Net Increase/(Decrease) in Fund Balance $ 372,858 $ 759,405 $ 492,230 $ (1,189,215) $ (910,202) $ (424,938) -64.27% Beginning Fund Balance July 1 $ 232,681 $ 605,539 $ 1,364,943 $ 1,857,174 $ 1,857,174 $ 946,971 -49.01% Transfer to Engine Deposit Fund $ - $ - $ - $ - $ - $ (100,000) Ending Fund Balance June 30 $ 605,539 $ 1,364,943 $ 1,857,174 $ 667,958 $ 946,971 $ 422,033 -36.82% $-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
2020-21 2021-22 2022-23 2023-24
REVENUE & EXPENSE TREND
TOTAL REVENUES TOTAL EXPENDITURES
Description: Kingsburg voters approved a 1% sales and use tax on June 5, 2018. Revenues can only be used for the pu public safety related activities (police, fire/EMS & related admin).
Budget Highlights: Revenues are based upon forecasts provided by the City's third party sales tax consultant.
NOTE: The charts below reflect 2023-2024 proposals.
71%
11%
18%
EXPENSES
Wages and Benefits
Maintenance and Operation
Capital Outlay 97.69%
2.10% 0.21% REVENUES
1% Voter Approved
Tax
Other
Interest
FY 19/20 FY 20/21 FY 21/22 FY 22/23 As of FY 22/23 FY 23/24 % ACCOUNT NUMBER ACCOUNT DESCRIPTION ACTUAL ACTUAL ACTUAL ADOPTED 4/14/2023 PROJECTED PROPOSED Change
MEASURE E - REVENUES
106-0000-404-0400 MEASURE E TAX $ 1,899,962 $ 2,313,063 $ 2,755,717 $ 2,679,354 $ 1,722,419 $ 2,751,000 $ 2,796,000 4.35% 106-0000-451-0101 INTEREST $ 5,442 $ 3,334 $ 5,851 $ 6,000 $ 12,008 $ 14,000 $ 12,000 100.00% 106-0000-462-0100 MISCELLANEOUS $ - $ - $ 5,760 $ - $ - $ - $ - 106-0000-404-0401 TRANSFER TO MEASURE E $ - $ - $ - $ - $ 50,000 $ 60,000 106-0000-404-0402 FIRE MARSHAL SERVICES $ - $ - $ - $ - $ - $ - TOTAL MEASURE E REVENUE 1,905,404.18 $ 2,316,397 $ 2,767,328 $ 2,685,354 $ 1,734,427 $ 2,815,000 $ 2,868,000 6.80% Revenues $ 1,905,404 $ 2,316,397 $ 2,767,328 $ 2,685,354 $ 1,734,427 $ 2,815,000 $ 2,868,000 6.80% Expenses $ 1,537,346 $ 1,557,387 $ 2,274,701 $ 3,874,569 $ 2,409,814 $ 3,725,202 $ 3,392,938 -12.43% $ 368,058 $ 759,010 $ 492,627 $(1,189,215) $ (675,386) $ (910,202) $ (524,938) -55.86%
CITY OF KINGSBURG
SPECIAL REVENUE-PUBLIC SAFETY FUND
BUDGET PREPARATION WORKSHEET - REVENUES
FOR FISCAL YEAR 2023-24
FY 19/20 FY 20/21 FY 21/22 FY 22/23 As of FY 22/23 FY 23/24 % ACCOUNT NUMBER ACCOUNT DESCRIPTION ACTUAL ACTUAL ACTUAL ADOPTED 4/14/2023 PROJECTED PROPOSED Change
MEASURE E POLICE
106-3400-549-5101 SALARIES $ 172,478 $ 182,935 $ 489,643 $ 887,562 $ 680,977 $ 887,562 $ 950,286 7.07% 106-3400-549-5102 OVERTIME $ 18,005 $ 25,192 $ 46,383 $ 50,000 $ 49,016 $ 50,000 $ 80,000 60.00% 106-3400-549-5106 SPECIAL PROJECT OT $ 20,496 $ 2,324 $ 52,587 $ 50,000 $ 24,523 $ 50,000 $ 50,000 0.00% 106-3400-549-5121 FICA $ 14,488 $ 16,073 $ 40,145 $ 75,548 $ 57,190 $ 75,548 $ 82,642 9.39% 106-3400-549-5122 PERS-UAL $ 1,946 $ 89,074 $ 98,839 $ - $ 98,839 $ 90,321 -8.62% 106-3400-549-5123 PERS-PAYROLL $ 21,988 $ 21,914 $ 58,956 $ 132,378 $ 97,432 $ 132,378 $ 125,992 -4.82% 106-3400-549-5125 MEDICAL $ 8,544 $ 7,038 $ 39,461 $ 99,794 $ 67,486 $ 99,794 $ 80,353 -19.48% 106-3400-549-5127 WORKERS COMP $ 17,058 $ 18,573 $ 21,625 $ 24,217 $ 20,181 $ 24,217 $ 72,806 200.64% 106-3400-549-5129 UNIFORM ALLOWANCE $ 2,313 $ 3,614 $ 2,933 $ 12,200 $ 5,595 $ 12,200 $ 10,200 -16.39% 106-3400-549-5131 EAP $ 34 $ 25 $ 52 $ 121 $ 101 $ 121 $ 161 33.06% 106-3400-549-5133 LIFE INSURANCE $ 114 $ 99 $ 261 $ 456 $ 310 $ 456 $ 429 -5.92% TOTAL WAGES & BENEFITS $ 275,518 $ 279,733 $ 841,120 $ 1,431,115 $ 1,002,811 $ 1,431,115 $ 1,543,190 7.83% 106-3400-549-5201 OFFICE SUPPLIES $ - $ - $ 3,134 $ 7,200 $ 4,180 $ 7,200 $ 6,600 -8.33% 106-3400-549-5208 SAFETY EQUIPMENT $ 2,137 $ 12,303 $ 5,914 $ 12,000 $ 8,826 $ 12,000 $ 12,000 0.00% 106-3400-549-5209 SCREENING PERSONNEL $ - $ 6,317 $ 10,301 $ 20,000 $ 2,163 $ 3,000 $ 6,000 -70.00% 106-3400-549-5210 DEPT TOOLS $ 1,077 $ 1,290 $ 3,687 $ 7,200 $ 3,859 $ 7,500 $ 6,600 -8.33% 106-3400-549-5216 COMMUNICATIONS $ - $ 492 $ 3,867 $ 20,222 $ 14,228 $ 20,222 $ 11,000 -45.60% 106-3400-549-5222 VEHICLE MAINTENANCE $ 4,116 $ 1,880 $ 7,187 $ 9,500 $ 665 $ 9,500 $ 10,000 5.26% 106-3400-549-5224 FUELS $ 6,995 $ 7,090 $ 22,323 $ 42,000 $ 21,729 $ 30,000 $ 34,000 -19.05% 106-3400-549-5226 EQUIPMENT MAINTENANCE $ - $ - $ 212 $ 2,000 $ 275 $ 2,000 $ 2,000 0.00% 106-3400-549-5261 LIABILITY INSURANCE $ 4,789 $ 2,668 $ 6,926 $ 19,076 $ 15,897 $ 19,076 $ 25,528 33.82% 106-3400-549-5262 PROPERTY INSURANCE $ 726 $ 593 $ 2,166 $ 6,668 $ 5,557 $ 6,668 $ 9,093 36.37% 106-3400-549-5263 VEHICLE INSURANCE $ 2,716 $ 2,297 $ 3,182 $ 3,066 $ 2,555 $ 3,066 $ 14,076 359.10% 106-3400-549-5264 ERMA $ 1,497 $ 744 $ 2,101 $ 4,699 $ 3,916 $ 4,699 $ 4,018 -14.49% 106-3400-549-5265 RISK MGT/RMA ADMIN FEES $ 404 $ 175 $ 102 $ 31 $ 26 $ 31 $ 380 1125.81% 106-3400-549-5296 TRAINING & EDUCATION $ 6,987 $ 7,365 $ 15,572 $ 23,000 $ 24,982 $ 24,982 $ 50,000 117.39% TOTAL MAINT. & OPERATIONS $ 31,444 $ 43,214 $ 86,674 $ 176,662 $ 108,857 $ 142,744 $ 191,295 8.28% 106-3400-549-5701 CAPITAL OUTLAY $ 152,860 $ 76,318 $ 202,879 $ - $ - $ - $ - 106-3400-549-5713 PD REMODEL $ - $ - $ - $ 350,000 $ 32,579 $ 350,000 $ - 106-3400-549-5714 EMERGENCY OPERATIONS PLAN $ - $ - $ 1,232 $ 30,000 $ 10,960 $ 30,000 $ - 106-3400-549-5715 POLICE PATROL CARS $ 369,791 $ 240,719 $ 5,748 $ 320,000 $ 238,118 $ 258,118 $ 270,000 -15.63% 106-3400-549-5716 DUAL BAND RADIO UPGRADES $ - $ - $ - $ 125,000 $ 102,018 $ 125,000 $ 9,000 -92.80% 106-3400-549-5717 BODY WORN CAMERAS $ - $ - $ - $ 80,000 $ - $ 80,000 0.00% 106-3400-549-5753 COMPUTERS-MONITORS/TABLETS $ 68,197 $ - $ 15,000 $ - $ - $ - $ - TOTAL CAPITAL OUTLAY 590,848 $ 317,037 $ 224,859 $ 905,000 $ 383,674 $ 763,118 $ 359,000 -60.33% 106-3400-549-5505 DEBT SERVICE TO GF $ - $ - $ - $ - $ - $ - $ - TOTAL, POLICE EXP $ 897,809 $ 639,983 $ 1,152,653 $ 2,512,777 $ 1,495,342 $ 2,336,977 $ 2,093,485 -16.69%
MEASURE E FIRE
106-6200-549-5101 SALARIES $ 212,845 $ 249,557 $ 291,554 $ 378,340 $ 318,925 $ 378,340 $ 412,738 9.09% 106-6200-549-5102 OVERTIME $ 16,329 $ 90,284 $ 56,126 $ 70,000 $ 82,934 $ 85,000 $ 90,000 28.57% 106-6200-549-5106 PARTTIME RESERVES $ 39,350 $ 99,920 $ 56,955 $ 50,000 $ 24,672 $ 50,000 $ 50,000 0.00%
CITY OF KINGSBURG
SPECIAL REVENUE-PUBLIC SAFETY FUNDS
BUDGET PREPARATION WORKSHEET - EXPENSES
FOR FISCAL YEAR 2023-24
FY 19/20 FY 20/21 FY 21/22 FY 22/23 As of FY 22/23 FY 23/24 % ACCOUNT NUMBER ACCOUNT DESCRIPTION ACTUAL ACTUAL ACTUAL ADOPTED 4/14/2023 PROJECTED PROPOSED Change
CITY OF KINGSBURG
SPECIAL REVENUE-PUBLIC SAFETY FUNDS
BUDGET PREPARATION WORKSHEET - EXPENSES
FOR FISCAL YEAR 2023-24
106-6200-549-5121 FICA $ 19,410 $ 29,335 $ 27,277 $ 35,828 $ 31,589 $ 39,271 $ 42,284 18.02% 106-6200-549-5122 PERS-UAL $ - $ 38,039 $ 44,769 $ 42,132 $ - $ 42,132 $ 39,199 -6.96% 106-6200-549-5123 PERS-PAYROLL $ 49,295 $ 37,153 $ 36,019 $ 66,118 $ 46,054 $ 66,118 $ 79,657 20.48% 106-6200-549-5125 MEDICAL $ 31,631 $ 53,350 $ 71,451 $ 47,463 $ 41,218 $ 47,463 $ 52,732 11.10% 106-6200-549-5127 WORKERS COMP $ 27,633 $ 29,119 $ 33,904 $ 37,968 $ 31,640 $ 37,968 $ 35,589 -6.27% 106-6200-549-5129 UNIFORM ALLOWANCE $ 10,350 $ 13,124 $ 4,391 $ 18,000 $ 3,000 $ 18,000 $ 3,000 -83.33% 106-6200-549-5131 EAP $ 85 $ 44 $ 62 $ 70 $ 58 $ 70 $ 85 21.43% 106-6200-549-5133 LIFE INSURANCE $ 111 $ 132 $ 130 $ 174 $ 124 $ 174 $ 168 -3.38% TOTAL WAGES & BENEFITS $ 407,038 $ 640,057 $ 622,637 $ 746,093 $ 580,214 $ 764,536 $ 805,453 7.96% 106-6200-549-5210 DEPT TOOLS & SUPPLIES $ 18,475 $ 29,042 $ 37,147 $ 35,000 $ 31,697 $ 35,000 $ 40,000 14.29% 106-6200-549-5224 FUELS $ - $ 20,575 $ 16,065 $ 24,000 $ 5,161 $ 24,000 $ 25,000 4.17% 106-6200-549-5261 LIABILITY INSURANCE $ 8,192 $ 4,693 $ 8,188 $ 11,038 $ 9,198 $ 11,038 $ 13,656 23.72% 106-6200-549-5262 PROPERTY INSURANCE $ 1,242 $ 1,044 $ 2,561 $ 3,858 $ 3,215 $ 3,858 $ 4,864 26.08% 106-6200-549-5263 VEHICLE INSURANCE $ 2,309 $ 2,297 $ 3,182 $ 3,066 $ 2,555 $ 3,066 $ 3,128 2.02% 106-6200-549-5264 ERMA $ 2,561 $ 1,308 $ 2,484 $ 2,719 $ 2,266 $ 2,719 $ 2,149 -20.96% 106-6200-549-5265 RISK MGT/RMA ADMIN FEES $ 690 $ 308 $ 120 $ 18 $ 15 $ 18 $ 204 1033.33% 106-6200-549-5270 PROFESSIONAL SERVICES $ 19,068 $ 36,858 $ 42,439 $ 50,000 $ 41,167 $ 50,000 $ 60,000 20.00% 106-6200-549-5296 TRAINING & EDUCATION $ 5,294 $ 10,408 $ 10,039 $ 12,000 $ 8,378 $ 12,000 $ 13,500 12.50% TOTAL MAINT. & OPERATIONS $ 57,831 $ 106,532 $ 122,226 $ 141,699 $ 103,653 $ 141,699 $ 162,501 14.68% 106-6200-549-5701 CAPITAL OUTLAY $ 112,673 $ 117,547 $ 283,126 $ 160,000 $ 19,239 $ 160,000 $ - -100.00% 106-6200-549-5710 RADIOS/COMMUNICATIONS $ 31,559 $ 17,179 $ 44,773 $ 40,000 $ 3,872 $ 40,637 $ 30,000 -25.00% 106-6200-549-5711 SCBA REFILLING STATION $ 14,397 $ 20,395 $ - $ - $ - $ - $ 75,000 106-6200-549-5712 PROTECTIVE CLOTHING $ 16,038 $ 15,694 $ 48,055 $ 45,000 $ 41,169 $ 45,000 $ 20,000 -55.56% 106-6200-549-5713 ICE MACHINE $ - $ - $ - $ 10,000 $ 9,595 $ 10,000 $ - -100.00% 106-6200-549-5714 EMERGENCY OPERATIONS PLAN $ - $ - $ 1,232 $ 30,000 $ 10,960 $ 30,000 $ 30,000 0.00% 106-6200-549-5715 ADMIN VEHICLE $ - $ - $ - $ 80,000 $ 64,320 $ 80,000 $ - -100.00% 106-6200-549-5716 FIRE HOSE $ - $ - $ - $ 45,000 $ 29,361 $ 45,000 $ - -100.00% 106-6200-549-5717 ROOF & FLOOR IMPROVEMENT $ - $ - $ - $ 61,000 $ 46,736 $ 66,000 $ - -100.00% 106-6200-549-5718 HIRING SOFTWARE $ - $ - $ - $ 3,000 $ 5,353 $ 5,353 $ - -100.00% 106-6200-549-5719 FACILITY - OVERHEAD DOORS/HVAC $ - $ - $ - $ - $ - $ - $ 76,500 $ 174,668 $ 170,815 $ 377,185 $ 474,000 $ 230,605 $ 481,990 $ 231,500 -51.16% 106-6200-549-5505 TRANSFER TO FIRE ENTERPRISE FUND $ - $ - $ - $ - $ - $ - $ - 106-6200-549-5506 TRANSFER TO ENGINE DEPOSIT FUND $ - $ - $ - $ - $ - $ - $ 100,000 TOTAL, FIRE/EMS EXP $ 639,537 $ 917,404 $ 1,122,048 $ 1,361,792 $ 914,471 $ 1,388,225 $ 1,299,454 -4.58% TOTAL, MEASURE E EXPENSES $ 1,537,346 $ 1,557,387 $ 2,274,701 $ 3,874,569 $ 2,409,814 $ 3,725,202 $ 3,392,938 -12.43% Revenues $ 1,905,404 $ 2,316,397 $ 2,767,328 $ 2,685,354 $ 1,734,427 $ 2,815,000 $ 2,868,000 6.80% Expenses $ 1,537,346 $ 1,557,387 $ 2,274,701 $ 3,874,569 $ 2,409,814 $ 3,725,202 $ 3,392,938 -12.43% $ 368,058 $ 759,010 $ 492,627 $ (1,189,215) $ (675,386) $ (910,202) $ (524,938) -55.86% Voter Approved FY 21 - 22 FY 22 - 23 FY 23 - 24 FY 24 - 25 FY 25 - 26 FY 26 - 27 FY 27 - 28 FY 28 - 29 Cash Projection 2,756,000 2,751,000 2,796,000 2,918,000 3,047,000 3,170,000 3,285,000 3,395,000 Percent Change 19.2% -0.2% 1.6% 4.4% 4.4% 4.0% 3.6% 3.3% Kingsburg T&UT 1% Sales & Use Tax Forecast Summary
Accrual through August Clean-up 1,144,000 1,900,000
2,313,000
2,756,000
2,751,000
2,796,000
2,918,000
3,047,000
3,170,000
3,285,000
3,395,000
FY 17 - 18 FY 18 - 19 FY 19 - 20 FY 20 - 21 FY 21 - 22 FY 22 - 23 FY 23 - 24 FY 24 - 25 FY 25 - 26 FY 26 - 27 FY 27 - 28 FY 28 - 29 Non-Confidential Avenu Insights & Analytics
Public Safety Sales Tax - Measure E
CDTFA Collection 2018-19 2019-20 2020-21 2021-22 2022-2023 July $103,484 $152,478 $177,164 $181,214
August $115,196 $159,642 $202,636 $189,059
September $1,082 $293,452 $262,847 $263,444 $299,783
1Q Total $1,082 $512,132 $574,967 $643,245 $670,056
October $55,694 $97,449 $123,991 $172,945 $187,168
November $69,037 $122,930 $130,010 $181,573 $177,827
December $191,247 $251,012 $300,301 $285,611 $314,793
2Q Total $315,978 $471,391 $554,302 $640,129 $679,788
January $72,395 $119,432 $129,781 $168,942 $184,830
February $90,147 $109,049 $141,919 $179,202 $187,745
March $228,732 $161,074 $261,800 $348,184
3Q Total $391,274 $389,556 $533,500 $696,329 $372,575
April $84,956 $113,875 $203,883 $185,241
May $103,781 $152,480 $200,313 $210,825
June $246,995 $260,529 $246,098 $379,948
4Q Total $435,733 $526,884 $650,293 $776,015 $0
Total $1,144,067 $1,899,962 $2,313,063 $2,755,717 $1,722,419
KINGSBURG POLICE DEPARTMENT
Kingsburg Police
Measure E Oversight Committee 2023
Measure E Recap FY 22/23
Measure E Spending Plan FY 23/24
Presented by
Neil G. Dadian
Chief of Police
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 22/23
Capital Outlay
Remodel Police Station Work in progress
• $350,000
Emergency Operations Plan Work in progress
• $30,000 (PD Share)
Body Worn Cameras/Dash Mounted Cameras (BWC/DMC)Grant in progress • $80,000 (Approximate $400,000 subscription over 5 years) Vehicles Two vehicles purchased, three on order
• 2 vehicles – $140,000
• 3 vehicles – $180,000 (carryover from current FY)
Safety Equipment/Tools/Software
• $125,000
• Motorola APX 8000 Duel Band Radios w/Mics Purchase complete • Investigative Software Research in progress
• Personnel Management Software Purchase in progress
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 22/23
Training Plan
Peace Officer Skills & Specialty Training On-going
Individual Assignment and Investigative Training On-going English and Report Writing Training On hold
Technical/Investigative Conferences Complete
Supervisory and Leadership Conferences Complete
Women’s Leadership and Development Complete
New Laws/Regulation Training Complete
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 22/23
Training (Partial list)
Peace Officer Specialty Training
• Tactical Breacher
• Tactical Building Searches
• Arrest and Control Instructor Update
• Gracie Ju Jitsu Instructor
• Digital Evidence Recovery
• Pistol Optics Instructor
• Sig Sauer Armorer
• Surveillance Fundamentals
• Interviewing School Age Children
• Homeless Liaison Officer
• National Association of School Resource Officers (NASRO)
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 22/23
Training (Partial list)
Peace Officer Specialty Training (Continued)
• Leadership Training (Several different courses/trainings) • Supervisory Leadership Training
• Central California’s Women’s Conference
• Women In Law Enforcement (WILE)
• Women Leaders in Law Enforcement (WLLE)
All training includes sworn and professional staff
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 22/23
Personnel
Additional Personnel Requested
• 1 Police Officer Hired
• 1 Police Lieutenant Promoted
KINGSBURG POLICE DEPARTMENT
Summary FY 22/23
Personnel
With the additional positions requested this FY, Measure E will have provided:
1 Professional Staff
10 Sworn
2 Police Lieutenant
1 Police Sergeant
7 Police Officer
With General and other Third-Party Funds, KPD staffing will be:
4 Professional Staff
27 Sworn
31 Fulltime Employees
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
Personnel
Measure E Continued Funding
Professional staff
1 Police Services Technician
Sworn staff
2 Police Lieutenant
1 Police Sergeant
6 Police Officer
1 Police Officer position deleted from the Measure E budget.
Will revisit at mid fiscal year.
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
Personnel
Measure E Funded
10 Positions
1 Police Services Technician
2 Police Lieutenant
1 Police Sergeant
6 Police Officer
With General and other Third-Party Funds, KPD staffing will be:
4 Professional Staff
26 Sworn
30 Fulltime Employees
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
Capital Outlay
Remodel Police Station Work in progress. Rollover from FY 22/23 • $350,000
Body Worn Cameras/Dash Mounted Cameras (BWC/DMC)
• $80,000 (also seeking grant funding) Grant app. Pending. Rollover from FY 22/23 Vehicles
• 3 vehicles – $180,000 (carryover from current FY)
Safety Equipment
• $12,000
• Equipment Replacement
• Ballistic vests, ammunition, helmets, restraints, PPE, firearms, etc.
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
Training Plan
$50,000
• Peace Officer Specialty Training
• Individual Assignment and Investigative Training
• English and Report Writing Training
• Technical/Investigative Conferences
• Supervisory and Leadership Conferences
• Women’s Leadership and Development
• Women's Leadership in Law Enforcement (WLLE)
• 6 scheduled to attend
• New Laws/Regulation Training
• Liebert Cassidy Whitmore (LCW)
• Central San Joaquin Valley Risk Management Association (CSJVRMA)
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
Contract Police Officer
High School District School Resource Officer
Materials & Services Budgeted $10,400
• Safety Equipment
• Department Tools
• Communications
• Vehicle Maintenance
• Fuels
• Training & Education
• Vehicle and other equipment already exist from Prop 56 Grant
KINGSBURG POLICE DEPARTMENT
Spending Plan FY 23/24
Contract Police Officer
Elementary School District School Resource Officer
Materials & Services Budgeted $10,400
• Safety Equipment
• Department Tools
• Communications
• Vehicle Maintenance
• Fuels
• Training & Education
• Vehicle and other equipment from inventory
• Hiring costs $2,000
• APX 8000 Duel Band Radio $9,000
KINGSBURG POLICE DEPARTMENT
Summary
2023 Measure E Oversight Committee
Thank you for your time and attention, and
for your civic participation on the
Measure E Oversight Committee
Neil G. Dadian
Chief of Police
DANIEL C. PERKINS
FIRE CHIEF
MEASURE E PUBLIC OVERSIGHT
COMMITTEE REPORT FY
FY 22/23– PROJECTED 23/24
KINGSBURG FIRE DEPARTMENT
11 Flag Ceremony
To provide the citizens
of Kingsburg and
Surrounding
communities Leading
Public Safety services
through Innovation,
Leadership,
Collaboration and an
enduring commitment
to Excellence.
11 Flag Ceremony be
2nd Para
EXCELLENCE
INGENUITY
COMMITMENT
SERVICE
11 To establish Kingsburg
Fire Department as a
premier Fire, Rescue,
and EMS agency
within California’s
Central Valley.
• MEASURE E PERSONNEL FY22/23
• MEASURE E PROJECTS FY 22/23
• MEASURE E COMMUNITY IMPACT
• MEASURE E PROPOSED EXPENDITURES FY23/24
• MEASURE E MULTI-YEAR STRATEGIC ALLOCATION PLAN UPDATE
DISCUSSION ITEMS
MEASURE E 22/23
PERSONNEL
• Maintained: 4 F/T Department Positions
3 Captains, 1 F/T Admin Asst. to Fire Chief
• Added : 2 P/T & 2 Partial positions to assist
Impacts to FIRE ADMIN. and CITY FINANCE.
• 50% of Account Clerk
• 17% of Accountant
• (1) P/T Fire Office Help
MEASURE E 22/23
SUPPORT PERSONNEL completing
• Added: 1 P/T Geographic
Information System (GIS) Assistant
• Utilized: 2 Permanent staff members
working Part-Time completing 450+
Fire/ Life Safety Inspections and FIRE
Pre-plans mapping, maintenance/
testing of the city’s
664 Fire Hydrants
COMMUNITY RISK REDUCTION
MEASURE E IMPACTS 22/23
DIRECT COMMUNITY IMPACTS of COMMUNITY RISK REDUCTION Efforts Decreased ISO rating from a 3 to 2
This Rating DIRECTLY effected Homeowner Insurance rates Lowering them by as much as 7%
Only 749 U.S. Fire Departments are rated 2
Placing KFD in the top 2% of Fire Service agencies in the U.S.
MEASURE E IMPACTS 2023
DIRECT COMMUNITY IMPACTS of Second Full-time – Ambulance Decreased “unable to be met calls” in 93631 from 614 to 93 = 560% decrease.
Increased Cardiac Arrest SAVES by 50%
Increased Ambulance Revenue by 36%
Increased Unit Reliability from 54% to 79%
* “Unable to be met” is a function of Unit Availability or better known as RELIABILITY in Fire Service Data. Increased number of units available to handle second and third calls increases UNIT RELIABILITY and is expressed as a percentage.
MEASURE E PROJECTS COMPLETED 22/23
• KFD EXPENDITURES - FY 22/23
MEASURE E PROJECTS COMPLETED 22/23
Maintained PART-TIME FIRE
FIGHTER EMT/ PARAMEDIC &
PART-TIME SINGLE ROLE
PARAMEDIC & EMT PROGRAMS
Maintaining 2 total positions per day
• Supported steady stream of INTERNS
from local Community College for
Peak Hour staffing
MEASURE E PROJECTS COMPLETED 22/23
RADIOS
• Updated 6 unit radios for 3
response units
• Replaced 3 Mobile Data
terminals
• Replaced 6 handheld dualband radios- increase
interoperability
$35,000
MEASURE E PROJECTS COMPLETED 22/23
PPE
• Purchased 12 additional
Structural Firefighting
ensembles
• Provides secondary set of PPE
in compliance with industry
best practices.
• $40,000
MEASURE E PROJECTS COMPLETED 22/23
REPLACED STAFF VEHICLE
Purchased
1- Safety Officer‘s Vehicle
Total outfitting vehicle,
radios, Safety Officer
equipment
Multi-Discipline Staff Vehicle/
• $80,000
MEASURE E PROJECTS COMPLETED 22/23
FIRE HOSE
• Replaced 4000’ of fire
hose
• $40,000
MEASURE E PROJECTS FY 22/23
TURN OUT EXTRACTOR &
DRYER
Installed at Station 1
• $35,000
COMMERCIAL ICE MAKER
Installed at Station 2
• $10,000
MEASURE E PROJECTS FY 22/23
FLOOR DRAINS REPAIRED
Station 1
• $15,000
APPARATUS & STATION
FLOORS COMMERCIAL
EPOXY COATING APPLIED
Station 1
• $30,000
MEASURE E PROJECTS FY 22/23
TRAINING
• Provided Training in:
Safety Officer (3) 40 hr
Company Officer (3) 140 hr
Chief Officer (2) 140 hr
Rescue Tracks (6) 100 hr
Fire Marshal (2) 100 hr
CICCS OVERHEAD (3) 80 hr
$9000
MEASURE E PROPOSED EXPENDITURES 23/24
• KFD PROPOSED EXPENDITURES - FY 23/24
MEASURE E PROPOSED FY 23/24
PERSONNEL
$440,948
MEASURE E PROPOSED FY 23/24
TRAINING
$13,500
MEASURE E PROPOSED FY 23/24
FIRE DEPT. STRATEGIC PLAN
$30,000
50% of Plan Paid by MEASURE E
• Guiding document
• Basis of departmental
Strategic Plan
MEASURE E PROPOSED FY 23/24
COMMUNICATIONS
$30,000
MEASURE E PROPOSED FY 23/24
SCBA
$75,000
MEASURE E PROPOSED FY 23/24
PPE TESTING
$25,000
MEASURE E PROPOSED FY 23/24
FACILITIES REPAIRS
$76,500
MEASURE E PROPOSED FY 23/24
MULTI-YEAR STRATEGIC ALLOCATION
PLAN
Yr. 1 - $160, 000
Yr. 2 - $100,000
CITY COUNCIL MEETING STAFF REPORT
REPORT TO: Mayor Palomar & City Council
REPORT FROM: Neil G. Dadian, Chief of Police REVIEWED BY: CW/AJH AGENDA ITEM: KJUHS & KECSD School Resource Officer Agreements ACTION REQUESTED: ___Ordinance ___Resolution ____Motion ____Receive/File
EXECUTIVE SUMMARY
The City was the recipient of a Proposition 56/Tobacco Tax grant for the past four years. The grant provided a police officer for tobacco and vaping prevention, intervention, and education at all Kingsburg schools, as well as education, compliance, and enforcement at local retail establishments. A major benefit was the availability of a police officer to act as a School Resource Officer (SRO) at all Kingsburg Schools. That grant was not renewed and will terminate on June 30, 2023. As such, no designated police officer was going to be assigned as an SRO and be dedicated to Kingsburg schools.
The Kingsburg Elementary Charter School District (“KECSD”) and the Kingsburg Joint Union High School District (“KJUHSD”), after enjoying the benefits of a police officer being present in the schools on a regular basis, both requested the services of a Kingsburg Police Officer to serve as a School Resource Officer (SRO) despite losing the grant funding. The City desires to meet the needs of both school Districts and entered negotiations with each superintendent. An agreement was reached with both Superintendents to have their respective Districts fund the full cost of a police officer, overtime incurred performing the duties of an SRO, vehicle fuel, data costs, and 5% administrative overhead. The City would be responsible for the cost of hiring, equipping, and providing a vehicle for the police officer using existing fleet.
FY 23/24 Cost Breakdown per Contract:
City of Kingsburg Contribution School District(s) Contribution Recruitment/Hiring $1,928 Salary & Benefits (excluding OT) $148,391 Vehicle Value $91,000 Fuel Actuals
Equipment $21,861 Data/Admin Actual/5%
Total $114,789 Total (excluding Actuals) $148,391
The proposed agreements include general Student Resource Officer duties and are not focused on tobacco prevention like the Proposition 56 grant. The SROs will be assigned to conduct classroom visits, give presentations, recreate with the students, and other activities that relate to intervention, prevention, education, and law enforcement activities. Both agreements contain the same terms and conditions except for the following items:
• The KECSD agreement is a five-year term and the KJUHSD agreement is a three-year term. KECSD funding stems from a 5-year grant.
• The KECSD agreement requires the district to appoint a point of contact to liaison and coordinate the SRO at various schools to avoid conflicting scheduling requests. • Non-Allocation of Funds. The term of this agreement, and the services to be provided, are contingent upon the approval of funds by a third party provided to KECSD. Should sufficient funds not be allocated by the third party, the services provided may be modified, or this agreement terminated, at any time by the District giving the City thirty (30) days advanced written notice. (Requested by KECSD).
Meeting Date: 05/17/2023
Agenda Item: 6.3
• Community Involvement and Training. The SRO will teach classes about citizenship, safety, community involvement, and any other topic deemed appropriate for a specific grade level or group of students. (Requested by KECSD).
The proposed agreements are included in your packet for more information, as well as a detailed budget breakdown.
RECOMMENDED ACTION BY CITY COUNCIL
1. Staff recommends the council approve the agreements with both school districts on the condition that the respective districts adopt and execute the agreements. KJUHSD will vote on their agreement on Monday, May 15, 2023, and the KECSD will vote on their agreement on May 30, 2023, if possible.
POLICY ALTERNATIVE(S)
1. Council could choose not to approve the agreements for one or both Districts and general police services would be provided to the schools.
STRATEGIC GOAL(S) MET:
1. Improve Public Safety
FINANCIAL INFORMATION
PRIOR ACTION/REVIEW
No prior action.
BACKGROUND INFORMATION
After ongoing negotiations with the school districts, the proposed agreements have been reviewed by the city’s attorney and the city’s risk management association.
ATTACHED INFORMATION
1. Kingsburg Charter Elementary School District Agreement
2. Kingsburg Joint Union High School District Agreement
3. July 2023 Police Officer and Equipment Cost worksheet FISCAL IMPACT:
1. Is There A Fiscal Impact? Yes
2. Is it Currently Budgeted? Proposed in FY24 Budget
3. If Budgeted, Which Line? N/A
1 2023-05-12
City of Kingsburg CONTRACT NO.
AGREEMENT BETWEEN THE CITY OF KINGSBURG AND THE KINGSBURG
ELEMENTARY CHARTER SCHOOL DISTRICT
FOR SCHOOL RESOURCE OFFICER SERVICES
This Agreement (“Agreement”) is entered into July 1, 2023 (“Effective Date”) by and between the City of Kingsburg, a California chartered municipal corporation (“City”), and the Kingsburg Elementary Charter School District located at 1310 Stroud Avenue, Kingsburg CA 93631 (“District”).
RECITALS
The following recitals are a substantive portion of this Agreement.
A. District intends to provide increased safety at Kingsburg Elementary Schools (“School”) by utilizing one Kingsburg City Police Department Officer as a School Resource Officer (SRO).
B. The City desires to accommodate District's request for police services.
C. It is not the intent of the Parties for the District to delegate to the City the District’s duty to protect its students from dangers.
D. The Parties understand the District has broader legal authority to establish and enforce rules than the City and its SRO.
E. The Parties understand student privacy rights limit the City’s and SRO’s access to District information, which may limit the City’s and SRO’s ability to perceive a potential threat.
F. The Parties anticipate the SRO’s duties will take the SRO off-campus and result in the lack of the presence of an officer and marked vehicle during such times.
G. The Parties acknowledge there is no viable legal theory on which a claim and/or cause of action could arise out of the absence of the SRO and/or the patrol vehicle at the Schools. Therefore, the Parties agree that absence of the SRO and/or the patrol vehicle at the Schools shall not be considered a substantial cause of an act or omission giving rise to a claim and/or cause of action against the City or the SRO.
NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions, in this Agreement, the Parties agree:
AGREEMENT
SECTION 1. SCOPE OF SERVICES City’s assigned SRO shall perform the services described in Exhibit “A” (collectively “Services”) in accordance with the terms and conditions contained in this Agreement. Exhibit “A” is attached to this Agreement and incorporated herein as though fully set forth.
SECTION 2. TERM The term of this Agreement shall be from the Effective Date through June 30th, 2028, unless terminated earlier pursuant to Section 10 of this Agreement.
SECTION 3. DUTY SCHEDULE SRO duty hours shall generally be from 0700 to 1700 four (4) school days per week. Whenever possible, it is the intent of the Parties that the SRO’s duty hours shall conform to the school day. It is not a breach of this Agreement if the SRO and/or marked police vehicle is absent 2 2023-05-12
from campus. It is further agreed that if the SRO is out ill, on authorized leave, or in authorized or mandatory training, the City will not replace the SRO with another officer.
SECTION 4. COMPENSATION In consideration of performance of the Services described in Exhibit “A,” the District shall pay the City Thirty Seven Thousand Ninety Seven and 75/100 Dollars ($37,097.75) per quarter for the SRO based upon a 40-hour week. District will also pay a 5% administrative overhead based on SRO’s base salary. If the SRO is assigned work in excess of 40 hours per week or required to perform additional Services not described in Exhibit “A”, such as special events, District shall pay additional compensation to City at the rate of Sixty Four and No/100ths Dollars ($64.00) for each such hour worked or additional Service performed unless a different amount for such additional services or special services is shown on the City’s Master Fee Schedule, in which case the amount paid by the District will be the amount shown on the City’s Master Fee Schedule. In the event City withdraws the SRO pursuant to paragraph 10.2 herein, District shall compensate City for actual hours worked at the rate of Seventy One and 34/100ths Dollars ($71.34) per hour up to and including the date of termination or suspension. Additional Services shall mean any work that is determined by City to be necessary for the proper implementation of Services, but not included within the Scope of Services described in Exhibit “A”.
SECTION 5. INVOICES The City will provide the District with quarterly invoices for the Services rendered by the SRO. District agrees to pay all invoices within thirty (30) days after the date of the invoice.
SECTION 6. EMPLOYMENT OF SRO City shall retain control over supervision, wages and other terms and conditions of employment of the SRO providing the Services under this Agreement. The Parties acknowledge that is held to the requirements of the law and City policies and procedures. The District shall assist City with evaluation of the SRO’s performance of the Services; however, the City shall have the responsibility to evaluate, manage, and supervise the SRO. The District shall immediately notify City of any concerns regarding the performance of the SRO, including, but not limited to, adherence to the Duty Schedule and quality of Services.
City will pay the cost of hiring and equipping SRO.
City will supply the SRO from current compliment of officers and will not make District wait for backfill, recruitment, and hiring.
City will make every reasonable effort to maintain consistency in personnel, but City will have sole discretion in assigning SRO.
City will assign the SRO to a 4/10 work schedule.
City will limit as much as practicable loss of the SRO during non-school breaks (MOU, FMLA and other state and federal obligated leaves notwithstanding).
City will have exclusive use of SRO during non-school session (summer, holiday breaks, etc.).
City will have the right to schedule SRO for department mandated training during school year.
District will have exclusive use of SRO during school year (excluding scheduled school breaks such as holiday break, Spring break, summer, etc.). The SRO will work for the District during their summer sessions when students are present.
District will have the ability to assign SRO classroom visits, presentations, recreation, and other activities (in consultation with City/Assigned Supervisor) that relate to intervention, prevention, education, and law enforcement activities. Refer to EXHIBIT “A” SCOPE OF SERVICES.
District will assign one Point Of Contact (POC) as liaison with the SRO. 3 2023-05-12
District will bear any overtime costs that arise from duties as the SRO.
District will bear all Negotiated Salary Increases (NSI). Known costs are 2.5% January1, 2024 and July 1, 2024. The NSI for July 1, 2023 is factored into the $148,391 cost of a SRO.
District will pay cost of fuel for the SRO police vehicle, mobile phone for the SRO, and data.
The term of this Agreement is five (5) years. Refer to Section 2. TERM.
SECTION 7. COMPLIANCE WITH LAWS The Parties shall keep themselves informed of and in compliance with all federal, state and local laws, ordinances, regulations, and orders that may affect in any manner performance of the Services or those engaged to perform Services under this Agreement.
SECTION 8. INDEMNITY
8.1. Indemnity. The District shall indemnify, defend, and hold harmless the City, its officers, officials, employees, and volunteers (hereafter collectively City Personnel) from and against any and all liability, claims, damage, cost, expenses, awards, fines, judgments, and expenses of litigation (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost) of every nature arising out of or in connection with the any Services provided by the City or any City Personnel or their performance of the Services or any failure to comply with any of the City’s duties contained in the Agreement, except such loss or damage which was caused by the active negligence by City Personnel, or the gross or willful misconduct of City Personnel.
The City shall indemnify, defend, and hold harmless the District, its officers, officials, employees, and volunteers from and against any and all liability, claims, damage, cost, expenses, awards, fines, judgments, and expenses of litigation (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost) of every nature arising out of the active negligence by City Personnel or the gross or willful misconduct of City Personnel during the providing of Services hereunder.
8.2 In the event of concurrent negligence on the part of District, or any of its officers, directors, trustees, employees, agents or volunteers, and CITY or any of its officers, officials, employees, agents or volunteers, the liability for any and all such claims, demands and actions in law or equity for such losses, fines, penalties, forfeiture, costs and damages shall be apportioned under the State of California's theory of comparative negligence as presently established or as may be modified hereafter.
8.3 If a party which is required to provide indemnity under this Section 8 (“Indemnifying Party”) rejects a tender of defense by the Party entitled to receive indemnification under this Section 8 (“Indemnified Party”), and it is later determined that the Indemnified Party breached no duty of care and/or was immune from liability, the Indemnifying Party shall reimburse the Indemnified Party for any and all litigation expenses (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost). A duty of care or immunity determination may be made by a jury or a court, including a declaratory relief determination by a court after the Indemnified Party settles a liability claim, with or without participation by the Indemnifying Party.
8.4 The Parties acknowledge that it is not the intent of the Agreement to create a duty of care by City that they would not owe in the absence of the Agreement. The Agreement does not create an affirmative duty of care (including, without limitation, a duty to protect, a duty to deter and/or a duty to intervene) by the City or City Personnel and the absence of City Personnel is not a breach of this Agreement. The Parties further acknowledge that by entering into this Agreement neither the City nor City Personnel nor the District or its personnel intend to waive any immunities to which they would be entitled in the absence of the Agreement.
4 2023-05-12
SECTION 9. INSURANCE
9.1 District, at its sole cost and expense, shall obtain and maintain, in full force and effect during the term of this Agreement, the insurance coverage described in Exhibit “B”. Exhibit “B” is attached to this Agreement and incorporated herein as though fully set forth. District and its contractors, if any, shall obtain a policy endorsement naming City and City Personnel as additional insureds under any general liability policy or policies.
9.2 All insurance coverage required hereunder shall be provided through carriers with AM Best’s Key Rating Guide ratings of A-:VII or higher which are licensed or authorized to transact insurance business in the State of California.
9.3 Certificates evidencing such insurance shall be filed with City concurrently with the execution of this Agreement. The certificates will be subject to the approval of the City and will contain an endorsement stating that the insurance is primary coverage and will not be canceled, or materially reduced in coverage or limits, by the insurer except after filing with the City thirty (30) days prior written notice of the cancellation or modification (except for non-payment of premium, in which case ten (10) days’ notice is required. If the insurer cancels or modifies the insurance and provides less than thirty (30) days’ notice to City, it shall provide the City written notice of the cancellation or modification within two (2) business days of the District’s receipt of such notice. District shall be responsible for ensuring that current certificates evidencing the insurance are provided to the City during the entire term of this Agreement.
9.4 The procuring of such required policy or policies of insurance will not be construed to limit the District’s liability hereunder nor to fulfill the indemnification provisions of this Agreement.
Notwithstanding the policy or policies of insurance, the District will be obligated for the full and total amount of any damage, injury, or loss caused by or directly arising as a result of the Services performed under this Agreement, including such damage, injury, or loss arising after the Agreement is terminated or the Term has expired.
SECTION 10. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES
10.1 The Parties understand that staffing and/or operational demands may require City to withdraw the SRO for other duties and agree that City may do so at its discretion at any time. If the City withdraws the SRO pursuant to this Section, it will notify the District as soon as practical.
10.2 This City may suspend the performance of the Services, in whole or in part, or terminate this Agreement, with or without cause, by giving thirty (30) days prior written notice thereof to the District.
10.3 Upon such suspension or termination by City, City will be paid for the Services rendered or materials delivered to District in accordance with the Scope of Services on or before the effective date (i.e., 30 days after giving notice) of suspension or termination. The following Sections will survive any expiration or termination of this Agreement: 4, 5, 8 and 9.
10.4 No payment, partial payment, acceptance, or partial acceptance by City will operate as a waiver on the part of City of any of its rights under this Agreement.
10.5 Non-Allocation of Funds. The term of this agreement, and the services to be provided, are contingent upon the approval of funds by the California Department of Education, Community Schools Partnership Program, to the District. Should sufficient funds not be allocated to the District by the California Department of Education, Community Schools Partnership Program, the services provided 5 2023-05-12
may be modified as agreed to by the City and the District or this Agreement may be terminated by the District by giving the City thirty (30) days advanced written notice of termination.
SECTION 11. NOTICES
All notices hereunder will be given in writing and mailed, postage prepaid, by certified mail, addressed as follows:
To City:
ATTN: Chief of Police
With a copy to the City Manager
To District:
ATTN:
SECTION 12. CONFLICT OF INTEREST
12.1 Both Parties certify that they will comply with all laws applicable to governmental agencies and related conflicts of interest.
12.2 If the City determines the District is a “Consultant” as that term is defined by the Regulations of the Fair Political Practices Commission, District shall be required and agrees to file the appropriate financial disclosure documents required by the City Municipal Code and the Political Reform Act.
SECTION 13. NONDISCRIMINATION As set forth in the Kingsburg Municipal Code Section
2.48.140, District certifies that in the performance of this Agreement, it shall not discriminate in the employment of any person because of the race, skin color, gender, age, religion, disability, national origin, ancestry, sexual orientation, housing status, marital status, familial status, weight or height of such person. District acknowledges it has read and understands the provisions of Section 2.48.140 of the Kingsburg Municipal Code relating to Nondiscrimination Requirements and the penalties for violation thereof and agrees to meet all requirements of Section 2.48.140 pertaining to nondiscrimination in employment.
SECTION 14. PERSONAL INFORMATION If, pursuant to this Agreement with District, City shares with District personal information as defined in California Civil Code Section 1798.81.5(d) about a California resident (“Personal Information”), District shall maintain reasonable and appropriate security procedures to protect that) personal information and shall inform City immediately upon learning that there has been a breach in the security of the system or in the security of the personal information. District shall not use personal information for any purpose without City’s express written consent. Similarly, the City shall maintain reasonable and appropriate security procedures to protect personal information pertaining to District students.
SECTION 15. CONTROLLING LAW This Agreement, its validity, the construction of its terms, and the interpretation of rights and duties of the Parties hereto, shall be governed and construed under the laws of the State of California. In the event that an action is brought, the Parties agree that venue of such action will be vested exclusively in the state courts of California in the County of Fresno, State of 6 2023-05-12
California.
SECTION 16. PREVAILING PARTY The prevailing party in any action brought to enforce the provisions of this Agreement may recover its reasonable costs and attorneys' fees expended in connection with that action. The prevailing party shall be entitled to recover an amount equal to the fair market value of legal services provided by attorneys employed by it as well as any attorneys’ fees paid to third parties.
SECTION 17. SEVERABILITY If any part hereof is illegal or invalid for any reason, such illegality or invalidity shall not affect the validity of the remainder of this Agreement.
SECTION 18. INTEGRATION OF PRIOR TERMS AND CONDITIONS This Agreement, including all recitals [and Exhibits] constitutes the entire agreement of the Parties. This Agreement may be amended or modified only by the mutual written agreement of the Parties. This Agreement is invalid unless approved by the legislative body of each Party, although it may be executed by an authorized agent of each Party. An authorized agent of the City shall be a person specifically authorized by the legislative body of the City to execute this Agreement, at the level of City Manager, City Attorney or equivalent.
SECTION 19. SURVIVABILITY The indemnity sections shall survive termination or expiration of this Agreement.
IN WITNESS WHEREOF, the Parties hereto have by their duly authorized representatives executed this Agreement on the date first above written.
CITY OF KINGSBURG KINGSBURG ELEMENTARY
CHARTER SCHOOL
DISTRICT
Alexander J. Henderson Wesley Sever Ed.D.
City Manager Superintendent (or authorized agent)
APPROVED AS TO FORM:
Michael J. Noland
City Attorney
Attachments:
EXHIBIT “A”: SCOPE OF WORK
EXHIBIT “B”: INSURANCE REQUIREMENTS
7 2023-05-12
EXHIBIT “A”
SCOPE OF SERVICES
The City/District School Resource Officer shall be responsible for the following:
1. Campus Community Policing. The School Resource Officer (SRO) shall assist the District in making the grounds and adjacent grounds safe from criminal activity.
2. Truancy Issues. The SRO shall assist the District in resolving truancy issues, including attending Student Attendance Review Board (SARB) meetings, and Truancy Mediation Meetings with District Attorney; other duties may include providing information on criminal consequences of truancy.
3. Comply With Legal Reporting Requirements. The SRO shall assist the District in complying with legal reporting requirements, including completing the Monthly Report on the Detention of Minors form for the California Board of State and Community Corrections and completing the Annual Survey of Law Enforcement Facilities.
4. Community Involvement and Training. The SRO will teach classes about citizenship, safety, community involvement, and any other topic deemed appropriate for a specific grade level or group of students.
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EXHIBIT “B” INSURANCE REQUIREMENTS
KINGSBURG ELEMENTARY CHARTER SCHOOL DISTRICT (District), AT ITS SOLE EXPENSE, SHALL FOR THE
TERM OF THE AGREEMENT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIES WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA.
AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW
TYPE OF COVERAGE MINIMUM TYPE MINIMUM LIMITS
EACH
OCCURRENCE
AGGREGATE
WORKER’S COMPENSATION
EMPLOYER’S LIABILITY
STATUTORY
$1,000,000
COMMERCIAL GENERAL
LIABILITY, INCLUDING
PERSONAL INJURY, BROAD
FORM PROPERTY DAMAGE
Coverage must be at least as
broad as ISO CG 00 01 and
must include property
damage, bodily injury and
personal injury coverage.
$5,000,000 $10,000,000
AUTOMOBILE LIABILITY,
INCLUDING ALL OWNED, HIRED,
NON-OWNED
District shall provide auto
liability coverage for owned,
non-owned, and hired autos
using ISO Business Auto
Coverage form CA 00 01, or
the exact equivalent, with a
limit of no less than
$5,000,000 per accident.
$5,000,000 $10,000,000
PROFESSIONAL LIABILITY,
INCLUDING, ERRORS AND
OMISSIONS, MALPRACTICE
(WHEN APPLICABLE), AND
NEGLIGENT PERFORMANCE
ALL DAMAGES $1,000,000
EMPLOYMENT PRACTICES
LIABILTY, INCLUDING COVERAGE
FOR THIRD-PARTY CLAIMS
Include coverage for any claim
brought against the City by or on
behalf of any third party claiming
actual or alleged discrimination,
sexual harassment or violation of
third party’s civil rights.
$1,000,000
DISTRICT, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT
THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN
DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL INSURANCE,
NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, EMPLOYEES, AND VOLUNTEERS.
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I. INSURANCE COVERAGE MUST INCLUDE:
A. A PROVISION FOR A WRITTEN THIRTY DAY ADVANCE NOTICE (TEN DAYS NOTICE
FOR CANCELLATION DUE TO NON-PAYMENT OF PREMIUM) TO CITY OF KINGSBURG CHANGE IN COVERAGE OR OF COVERAGE CANCELLATION; AND
B. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONTRACTOR’S AGREEMENT TO INDEMNIFY CITY.
C. DEDUCTIBLE AND/OR SELF-INSURANCE RETENTION AMOUNTS IN EXCESS OF $___,000 REQUIRE CITY’S PRIOR APPROVAL.
II. DISTRICT MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE.
III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO “ADDITIONAL INSUREDS”
A. PRIMARY COVERAGE: WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS
OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY
AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS.
B. CROSS LIABILITY: THE NAMING OF MORE THAN ONE PERSON, FIRM, OR
CORPORATION AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON
ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS
ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY.
1 2023-05-06
City of Kingsburg CONTRACT NO.
AGREEMENT BETWEEN THE CITY OF KINGSBURG AND THE KINGSBURG
JOINT UNION HIGH SCHOOL DISTRICT
FOR SCHOOL RESOURCE OFFICER SERVICES
This Agreement (“Agreement”) is entered into July 1, 2023 (“Effective Date”) by and between the City of Kingsburg, a California chartered municipal corporation (“City”), and the Kingsburg Joint Union High School District located at 1900 18th Avenue, Kingsburg CA 93631 (“District”).
RECITALS
The following recitals are a substantive portion of this Agreement.
A. District intends to provide increased safety at the Kingsburg High School (“School”) by utilizing one Kingsburg City Police Department Officer as a School Resource Officer (SRO).
B. The City desires to accommodate District's request for police services.
C. It is not the intent of the Parties for the District to delegate to the City the District’s duty to protect its students from dangers.
D. The Parties understand the District has broader legal authority to establish and enforce rules than the City and its SRO.
E. The Parties understand student privacy rights limit the City’s and SRO’s access to District information, which may limit the City’s and SRO’s ability to perceive a potential threat.
F. The Parties anticipate the SRO’s duties will take the SRO off-campus and result in the lack of the presence of an officer and marked vehicle during such times.
G. The Parties acknowledge there is no viable legal theory on which a claim and/or cause of action could arise out of the absence of the SRO and/or the patrol vehicle at the School. Therefore, the Parties agree that absence of the SRO and/or the patrol vehicle at the School shall not be considered a substantial cause of an act or omission giving rise to a claim and/or cause of action against the City or the SRO.
NOW, THEREFORE, in consideration of the recitals, covenants, terms, and conditions, in this Agreement, the Parties agree:
AGREEMENT
SECTION 1. SCOPE OF SERVICES City’s assigned SRO shall perform the services described in Exhibit “A” (collectively “Services”) in accordance with the terms and conditions contained in this Agreement. Exhibit “A” is attached to this Agreement and incorporated herein as though fully set forth.
SECTION 2. TERM The term of this Agreement shall be from the Effective Date through June 30th, 2026, unless terminated earlier pursuant to Section 10 of this Agreement.
SECTION 3. DUTY SCHEDULE SRO duty hours shall generally be from 0700 to 1700 four (4) school days per week. Whenever possible, it is the intent of the Parties that the SRO’s duty hours shall conform to the school day. It is not a breach of this Agreement if the SRO and/or marked police vehicle is absent from campus. It is further agreed that if the SRO is out ill, on authorized leave, or in authorized or 2 2023-05-06
mandatory training, the City will not replace the SRO with another officer.
SECTION 4. COMPENSATION In consideration of performance of the Services described in Exhibit “A,” the District shall pay the City Thirty Seven Thousand Ninety Seven and 75/100 Dollars ($37,097.75) per quarter for the SRO based upon a 40-hour week. District will also pay a 5% administrative overhead based on SRO’s base salary. If the SRO is assigned work in excess of 40 hours per week or required to perform additional Services not described in Exhibit “A”, such as special events, District shall pay additional compensation to City at the rate of Sixty Four and No/100ths Dollars ($64.00) for each such hour worked or additional Service performed unless a different amount for such additional services or special services is shown on the City’s Master Fee Schedule, in which case the amount paid by the District will be the amount shown on the City’s Master Fee Schedule. In the event City withdraws the SRO pursuant to paragraph 10.2 herein, District shall compensate City for actual hours worked at the rate of Seventy One and 34/100ths Dollars ($71.34) per hour up to and including the date of termination or suspension. Additional Services shall mean any work that is determined by City to be necessary for the proper implementation of Services, but not included within the Scope of Services described in Exhibit “A”.
SECTION 5. INVOICES The City will provide the District with quarterly invoices for the Services rendered by the SRO. District agrees to pay all invoices within thirty (30) days after the date of the invoice.
SECTION 6. EMPLOYMENT OF SRO City shall retain control over supervision, wages and other terms and conditions of employment of the SRO providing the Services under this Agreement. The Parties acknowledge that is held to the requirements of the law and City policies and procedures. The District shall assist City with evaluation of the SRO’s performance of the Services; however, the City shall have the responsibility to evaluate, manage, and supervise the SRO. The District shall immediately notify City of any concerns regarding the performance of the SRO, including, but not limited to, adherence to the Duty Schedule and quality of Services.
City will pay the cost of hiring and equipping SRO.
City will supply the SRO from current compliment of officers and will not make District wait for backfill, recruitment, and hiring.
City will make every reasonable effort to maintain consistency in personnel, but City will have sole discretion in assigning SRO.
City will assign the SRO to a 4/10 work schedule.
City will limit as much as practicable loss of the SRO during non-school breaks (MOU, FMLA and other state and federal obligated leaves notwithstanding).
City will have exclusive use of SRO during non-school session (summer, holiday breaks, etc.).
City will have the right to schedule SRO for department mandated training during school year.
District will have exclusive use of SRO during school year (excluding scheduled school breaks such as holiday break, Spring break, summer, etc.).
District will have the ability to assign SRO classroom visits, presentations, recreation, and other activities (in consultation with CITY) that relate to intervention, prevention, education, and law enforcement activities. Refer to EXHIBIT “A” SCOPE OF SERVICES.
District will bear any overtime costs that arise from duties as the SRO.
District will bear all Negotiated Salary Increases (NSI). Known costs are 2.5% January1, 2024 and July 1, 2024. The NSI for July 1, 2023 is factored into the $148,391 cost of a SRO. 3 2023-05-06
District will pay cost of fuel for the SRO police vehicle, mobile phone for the SRO, and data.
The term of this Agreement is three (3) years. Refer to Section 2. TERM.
SECTION 7. COMPLIANCE WITH LAWS The Parties shall keep themselves informed of and in compliance with all federal, state and local laws, ordinances, regulations, and orders that may affect in any manner performance of the Services or those engaged to perform Services under this Agreement.
SECTION 8. INDEMNITY
8.1. Indemnity. The District shall indemnify, defend, and hold harmless the City, its officers, officials, employees, and volunteers (hereafter collectively City Personnel) from and against any and all liability, claims, damage, cost, expenses, awards, fines, judgments, and expenses of litigation (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost) of every nature arising out of or in connection with the any Services provided by the City or any City Personnel or their performance of the Services or any failure to comply with any of the City’s duties contained in the Agreement, except such loss or damage which was caused by the active negligence by City Personnel, or the gross or willful misconduct of City Personnel.
The City shall indemnify, defend, and hold harmless the District, its officers, officials, employees, and volunteers from and against any and all liability, claims, damage, cost, expenses, awards, fines, judgments, and expenses of litigation (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost) of every nature arising out of the active negligence by City Personnel or the gross or willful misconduct of City Personnel during the providing of Services hereunder.
8.2 In the event of concurrent negligence on the part of District, or any of its officers, directors, trustees, employees, agents or volunteers, and CITY or any of its officers, officials, employees, agents or volunteers, the liability for any and all such claims, demands and actions in law or equity for such losses, fines, penalties, forfeiture, costs and damages shall be apportioned under the State of California's theory of comparative negligence as presently established or as may be modified hereafter.
8.3 If a party which is required to provide indemnity under this Section 8 (“Indemnifying Party”) rejects a tender of defense by the Party entitled to receive indemnification under this Section 8 (“Indemnified Party”), and it is later determined that the Indemnified Party breached no duty of care and/or was immune from liability, the Indemnifying Party shall reimburse the Indemnified Party for any and all litigation expenses (including, without limitation, costs, attorney fees, expert witness fees and prevailing party fees and cost). A duty of care or immunity determination may be made by a jury or a court, including a declaratory relief determination by a court after the Indemnified Party settles a liability claim, with or without participation by the Indemnifying Party.
8.4 The Parties acknowledge that it is not the intent of the Agreement to create a duty of care by City that they would not owe in the absence of the Agreement. The Agreement does not create an affirmative duty of care (including, without limitation, a duty to protect, a duty to deter and/or a duty to intervene) by the City or City Personnel and the absence of City Personnel is not a breach of this Agreement. The Parties further acknowledge that by entering into this Agreement neither the City nor City Personnel nor the District or its personnel intend to waive any immunities to which they would be entitled in the absence of the Agreement.
SECTION 9. INSURANCE
9.1 District, at its sole cost and expense, shall obtain and maintain, in full force and effect during the term of this Agreement, the insurance coverage described in Exhibit “B”. Exhibit “B” is attached to 4 2023-05-06
this Agreement and incorporated herein as though fully set forth. District and its contractors, if any, shall obtain a policy endorsement naming City and City Personnel as additional insureds under any general liability policy or policies.
9.2 All insurance coverage required hereunder shall be provided through carriers with AM Best’s Key Rating Guide ratings of A-:VII or higher which are licensed or authorized to transact insurance business in the State of California.
9.3 Certificates evidencing such insurance shall be filed with City concurrently with the execution of this Agreement. The certificates will be subject to the approval of the City and will contain an endorsement stating that the insurance is primary coverage and will not be canceled, or materially reduced in coverage or limits, by the insurer except after filing with the City thirty (30) days prior written notice of the cancellation or modification (except for non-payment of premium, in which case ten (10) days’ notice is required. If the insurer cancels or modifies the insurance and provides less than thirty (30) days’ notice to City, it shall provide the City written notice of the cancellation or modification within two (2) business days of the District’s receipt of such notice. District shall be responsible for ensuring that current certificates evidencing the insurance are provided to the City during the entire term of this Agreement.
9.4 The procuring of such required policy or policies of insurance will not be construed to limit the District’s liability hereunder nor to fulfill the indemnification provisions of this Agreement.
Notwithstanding the policy or policies of insurance, the District will be obligated for the full and total amount of any damage, injury, or loss caused by or directly arising as a result of the Services performed under this Agreement, including such damage, injury, or loss arising after the Agreement is terminated or the Term has expired.
SECTION 10. TERMINATION OR SUSPENSION OF AGREEMENT OR SERVICES
10.1 The Parties understand that staffing and/or operational demands may require City to withdraw the SRO for other duties and agree that City may do so at its discretion at any time. If the City withdraws the SRO pursuant to this Section, it will notify the District as soon as practical.
10.2 This City may suspend the performance of the Services, in whole or in part, or terminate this Agreement, with or without cause, by giving thirty (30) days prior written notice thereof to the District.
10.3 Upon such suspension or termination by City, City will be paid for the Services rendered or materials delivered to District in accordance with the Scope of Services on or before the effective date (i.e., 30 days after giving notice) of suspension or termination. The following Sections will survive any expiration or termination of this Agreement: 4, 5, 8 and 9.
10.4 No payment, partial payment, acceptance, or partial acceptance by City will operate as a waiver on the part of City of any of its rights under this Agreement.
SECTION 11. NOTICES
All notices hereunder will be given in writing and mailed, postage prepaid, by certified mail, addressed as follows:
To City:
ATTN: Chief of Police
With a copy to the City Manager
5 2023-05-06
To District:
ATTN:
SECTION 12. CONFLICT OF INTEREST
12.1 Both Parties certify that they will comply with all laws applicable to governmental agencies and related conflicts of interest.
12.2 If the City determines the District is a “Consultant” as that term is defined by the Regulations of the Fair Political Practices Commission, District shall be required and agrees to file the appropriate financial disclosure documents required by the City Municipal Code and the Political Reform Act.
SECTION 13. NONDISCRIMINATION As set forth in the Kingsburg Municipal Code Section
2.48.140, District certifies that in the performance of this Agreement, it shall not discriminate in the employment of any person because of the race, skin color, gender, age, religion, disability, national origin, ancestry, sexual orientation, housing status, marital status, familial status, weight or height of such person. District acknowledges it has read and understands the provisions of Section 2.48.140 of the Kingsburg Municipal Code relating to Nondiscrimination Requirements and the penalties for violation thereof and agrees to meet all requirements of Section 2.48.140 pertaining to nondiscrimination in employment.
SECTION 14. PERSONAL INFORMATION If, pursuant to this Agreement with District, City shares with District personal information as defined in California Civil Code Section 1798.81.5(d) about a California resident (“Personal Information”), District shall maintain reasonable and appropriate security procedures to protect that) personal information and shall inform City immediately upon learning that there has been a breach in the security of the system or in the security of the personal information. District shall not use personal information for any purpose without City’s express written consent. Similarly, the City shall maintain reasonable and appropriate security procedures to protect personal information pertaining to District students.
SECTION 15. CONTROLLING LAW This Agreement, its validity, the construction of its terms, and the interpretation of rights and duties of the Parties hereto, shall be governed and construed under the laws of the State of California. In the event that an action is brought, the Parties agree that venue of such action will be vested exclusively in the state courts of California in the County of Fresno, State of California.
SECTION 16. PREVAILING PARTY The prevailing party in any action brought to enforce the provisions of this Agreement may recover its reasonable costs and attorneys' fees expended in connection with that action. The prevailing party shall be entitled to recover an amount equal to the fair market value of legal services provided by attorneys employed by it as well as any attorneys’ fees paid to third parties.
SECTION 17. SEVERABILITY If any part hereof is illegal or invalid for any reason, such illegality or invalidity shall not affect the validity of the remainder of this Agreement.
SECTION 18. INTEGRATION OF PRIOR TERMS AND CONDITIONS This Agreement, including all recitals [and Exhibits] constitutes the entire agreement of the Parties. This Agreement may be amended or modified only by the mutual written agreement of the Parties. This Agreement is invalid unless approved by the legislative body of each Party, although it may be executed by an authorized agent of each Party. An authorized agent of the City shall be a person specifically authorized by the 6 2023-05-06
legislative body of the City to execute this Agreement, at the level of City Manager, City Attorney or equivalent.
SECTION 19. SURVIVABILITY The indemnity sections shall survive termination or expiration of this Agreement.
IN WITNESS WHEREOF, the Parties hereto have by their duly authorized representatives executed this Agreement on the date first above written.
CITY OF KINGSBURG KINGSBURG JOINT UNION
HIGH SCHOOL DISTRICT
Alexander J. Henderson Don Shoemaker
City Manager Superintendent (or authorized agent)
APPROVED AS TO FORM:
Michael J. Noland
City Attorney
Attachments:
EXHIBIT “A”: SCOPE OF WORK
EXHIBIT “B”: INSURANCE REQUIREMENTS
7 2023-05-06
EXHIBIT “A”
SCOPE OF SERVICES
The City/District School Resource Officer shall be responsible for the following:
1. Campus Community Policing. The School Resource Officer (SRO) shall assist the District in making the grounds and adjacent grounds safe from criminal activity.
2. Truancy Issues. The SRO shall assist the District in resolving truancy issues, including attending Student Attendance Review Board (SARB) meetings, and Truancy Mediation Meetings with District Attorney; other duties may include providing information on criminal consequences of truancy.
3. Comply With Legal Reporting Requirements. The SRO shall assist the District in complying with legal reporting requirements, including completing the Monthly Report on the Detention of Minors form for the California Board of State and Community Corrections and completing the Annual Survey of Law Enforcement Facilities.
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EXHIBIT “B” INSURANCE REQUIREMENTS
KINGSBURG JOINT UNION HIGH SCHOOL DISTRICT (District), AT ITS SOLE EXPENSE, SHALL FOR THE TERM OF
THE AGREEMENT OBTAIN AND MAINTAIN INSURANCE IN THE AMOUNTS FOR THE COVERAGE SPECIFIED BELOW, AFFORDED BY COMPANIES WITH AM BEST’S KEY RATING OF A-:VII, OR HIGHER, LICENSED OR AUTHORIZED TO TRANSACT INSURANCE BUSINESS IN THE STATE OF CALIFORNIA.
AWARD IS CONTINGENT ON COMPLIANCE WITH CITY’S INSURANCE REQUIREMENTS, AS SPECIFIED, BELOW
TYPE OF COVERAGE MINIMUM TYPE MINIMUM LIMITS
EACH
OCCURRENCE
AGGREGATE
WORKER’S COMPENSATION
EMPLOYER’S LIABILITY
STATUTORY
$1,000,000
COMMERCIAL GENERAL
LIABILITY, INCLUDING
PERSONAL INJURY, BROAD
FORM PROPERTY DAMAGE
Coverage must be at least as
broad as ISO CG 00 01 and
must include property
damage, bodily injury and
personal injury coverage.
$5,000,000 $10,000,000
AUTOMOBILE LIABILITY,
INCLUDING ALL OWNED, HIRED,
NON-OWNED
District shall provide auto
liability coverage for owned,
non-owned, and hired autos
using ISO Business Auto
Coverage form CA 00 01, or
the exact equivalent, with a
limit of no less than
$5,000,000 per accident.
$5,000,000 $10,000,000
PROFESSIONAL LIABILITY,
INCLUDING, ERRORS AND
OMISSIONS, MALPRACTICE
(WHEN APPLICABLE), AND
NEGLIGENT PERFORMANCE
ALL DAMAGES $1,000,000
EMPLOYMENT PRACTICES
LIABILTY, INCLUDING COVERAGE
FOR THIRD-PARTY CLAIMS
Include coverage for any claim
brought against the City by or on
behalf of any third party claiming
actual or alleged discrimination,
sexual harassment or violation of
third party’s civil rights.
$1,000,000
DISTRICT, AT ITS SOLE COST AND EXPENSE, SHALL OBTAIN AND MAINTAIN, IN FULL FORCE AND EFFECT
THROUGHOUT THE ENTIRE TERM OF ANY RESULTANT AGREEMENT, THE INSURANCE COVERAGE HEREIN
DESCRIBED, INSURING NOT ONLY CONTRACTOR AND ITS SUBCONSULTANTS, IF ANY, BUT ALSO, WITH THE EXCEPTION OF WORKERS’ COMPENSATION, EMPLOYER’S LIABILITY AND PROFESSIONAL INSURANCE,
NAMING AS ADDITIONAL INSUREDS CITY, ITS COUNCIL MEMBERS, OFFICERS, AGENTS, EMPLOYEES, AND VOLUNTEERS.
I. INSURANCE COVERAGE MUST INCLUDE:
9 2023-05-06
A. A PROVISION FOR A WRITTEN THIRTY DAY ADVANCE NOTICE (TEN DAYS NOTICE FOR CANCELLATION DUE TO NON-PAYMENT OF PREMIUM) TO CITY OF ___________ CHANGE IN COVERAGE OR OF COVERAGE CANCELLATION; AND
B. A CONTRACTUAL LIABILITY ENDORSEMENT PROVIDING INSURANCE COVERAGE FOR CONTRACTOR’S AGREEMENT TO INDEMNIFY CITY.
C. DEDUCTIBLE AND/OR SELF-INSURANCE RETENTION AMOUNTS IN EXCESS OF $___,000 REQUIRE CITY’S PRIOR APPROVAL.
II. DISTRICT MUST SUBMIT CERTIFICATES(S) OF INSURANCE EVIDENCING REQUIRED COVERAGE.
III. ENDORSEMENT PROVISIONS, WITH RESPECT TO THE INSURANCE AFFORDED TO “ADDITIONAL INSUREDS”
A. PRIMARY COVERAGE: WITH RESPECT TO CLAIMS ARISING OUT OF THE OPERATIONS
OF THE NAMED INSURED, INSURANCE AS AFFORDED BY THIS POLICY IS PRIMARY
AND IS NOT ADDITIONAL TO OR CONTRIBUTING WITH ANY OTHER INSURANCE CARRIED BY OR FOR THE BENEFIT OF THE ADDITIONAL INSUREDS.
B. CROSS LIABILITY: THE NAMING OF MORE THAN ONE PERSON, FIRM, OR
CORPORATION AS INSUREDS UNDER THE POLICY SHALL NOT, FOR THAT REASON
ALONE, EXTINGUISH ANY RIGHTS OF THE INSURED AGAINST ANOTHER, BUT THIS
ENDORSEMENT, AND THE NAMING OF MULTIPLE INSUREDS, SHALL NOT INCREASE THE TOTAL LIABILITY OF THE COMPANY UNDER THIS POLICY.
Full-Time Police Officer
Equipment Cost Item Cost
Ballistic Helmet w/Faceshield $354 Livescan $66
Ballistic Vest $498 Polygraph $250
Belt - Inner/Outter (Leaddevil) $152 Background Invest $600 Key Holder $20 Psych Eval $400
Holster (right/left) $210 Medical Exam $612
Magazine Pouch (3 Mags) $45
Handcuff Case $45 Sub-Total Hiring $1,928
Handcuffs (hinged) $50
Badges (X3) $509
Class A Uniform $288
Class A Belt Inner/Outter $126
Class A Pistol Holster $178
Class A Magazine Pouch $56
Class A Handcuff Case $49
Class A Gloves $25
Class A Belt Keepers $22
Eye/Ear Protection Kit $177
Narcan w/pouch $55
GoBag Kit $180
Bag w/ammunition (All) $330
Dusting Kit $62
Electronic Flares $175
Container w/ignition flares $67
Halligan Tool $350
Rolling Measurer $50
Stop Sticks $485
Equipment Bag $48 Police Vehicle w/Upfit $ 85,000
Key Holder $30 Vehicle MDT $ 6,000
MEB Holder - 26" $40 Total $ 91,000
MEB - 26" $130
OC Holder $40
OC Dispenser - Mark-3 $38 As of July 2023
Pistol - Sig w/6 Mag's $550 Regular Salary $ 75,770
Pistol Light $204 POST 5% $ 3,784
Weapons Cleaning Kit (OTIS) $65 Assignment 2.5% $ 1,892 Radio Holder $30 Education 2.5% $ 1,892
Leg Restraints - nylon $50 Bilingual 2.5% $ 1,892
First Aid Kit $40 FICA $ 6,512
Trauma Kit (Refuge) $269 Workers Comp Contribution $ 7,811 Traffic Vest $62
Raincoat $87 Health Insurance Contribution $ 21,732
Flashlight Holder $35
Flashlight $224 PERS $ 17,570
Mobile Phone $100 PERS UAL $ 9,536
Shotgun $1,200 Total $ 148,391
Carbine w/magazines $2,100
LLM Shotgun $650
Taser Holster $85
Taser $1,100
Taser Cartridges (2) $62
Radio w/ Lapel Mic & Charger $8,300 OT RATE $ 64
Sub-Total Equipment $20,097
Sales Tax $1,764
Total $21,861
Equipment TOTAL $21,861
Recruitment/Hiring TOTAL $1,928
Patrol Car & MDT TOTAL $91,000
Salary & Benefits $148,391
GRAND TOTAL $263,180