McMillan, Acquanette (Netta)
From:
Sent:
To:
Cc:
Subject:
Andrew Salimian < > Friday, June 03, 2022
4:58 PM PublicComment-AutoResponse
Sue Mossman
RBOC 5-Year Strategic Initiatives
Dear Mayor and Members of the City Council,
As you consider options to improve the economic viability of the Rose Bowl in the future, please give utmost consideration to the fact that the Rose Bowl is a National Historic Landmark and that the Central Arroyo, including the Rose Bowl, surrounding area, and Brookside Golf Course are listed together as a National Register Historic District.
We are particularly concerned about the option of changing the seating at the south end of the Stadium as that would certainly be a significant alteration to the landmark stadium. What other possibilities have been considered? Reworking a portion of the original golf course for a family golf center is probably achievable with mitigation. Reworking the Brookside Golf Club, or constructing a new structure there that is more attractive and has more amenities is also an option that would not impact the historic resources in the area as much, would seem to have good revenue-generating potential and would be much less costly.
In general, any possible change to the Rose Bowl or the Golf Course or other historic areas or features should be carefully evaluated in terms not only of their income-generating potential but also as to the impact on these valuable historic resources. We have asked that an historic preservation consultant be part of the team proposing and reviewing these strategies so that you would have the benefit of that analysis. If that has not yet happened, we urge you to ask the Rose Bowl leadership to have that evaluation done as soon as possible so we can all use that information as part of a comparison of options and their pros and cons.
Thank you for hearing our concerns and for protecting this crucial Pasadena treasure.
Andrew Salimian
Preservation Director
Pasadena Heritage
1 06/06/2022
Item 2
McMillan, Acquanette (Netta)
From:
Sent:
To:
Subject:
Arnold Siegel <>
Saturday, June 04, 2022 9:26 PM
Gordo, Victor; Wilson, Andy; Hampton, Tyron; Kennedy, John J.; Madison, Steve; Masuda, Gene; Rivas, Jessica; Williams, Felicia; PublicComment-AutoResponse; Jomsky, Mark
Rose Bowl agenda items for June 6, 2022
Mayor Victor Gordo and Members of the Pasadena City Council My family and I have lived on Prospect Boulevard immediately adjacent to the Rose Bowl and the Arroyo for 45 years. My wife and I have been active members of the community, serving on and chairing many non-profit boards. I have served and chaired three City Commissions including the Planning and Library Commissions.
Over the past four decades I have attended many meetings about the Arroyo and Rose Bowl. The community had repeatedly found itself confronting the same dilemma: how can we achieve financial security for the Rose Bowl. Unfortunately, it is an old and outmoded stadium which now faces very stiff competition from other venues in Los Angeles County. The new Sofi stadium has sucked away significant major concert revenue and may, in time, entice UCLA to move. UCLA football games draw only about half the attendance they did in the past. We now have two soccer stadiums in the area. The Coliseum has been refurbished.
While I realize that we must take some actions to improve the Rose Bowl's finances, I urge you to exercise caution in fulfilling your oversight roles. Your role is not to be cheerleaders for the Rose Bowl, but to balance other critical community needs and protect the city's financial health and carefully evaluate the proposed actions. You should not solve the Rose Bowl's financial problems on the backs of the average citizen, many of whom rarely if ever attend an event in the Rose Bowl. Personally, I believe that selling naming rights would be a simple way of raising new money.
The RBOC is proposing several initiatives to improve the Rose Bowl's finances that are not directly in the Rose Bowl, such as building a hotel or taking out all or part of one of the golf courses for new uses. Again, I urge caution. The preservation of open space and accessible recreation facilities is important for all members of the community.
Finally, I believe that Darryl Dunn has been an excellent general manager. But I was surprised to learn that the RBOC chose his successor without a national search. Diversity and inclusion are important values in Pasadena and the nation, The General Manager position is 1 06/06/2022
Item 2
very visible and highly paid. We should have cast the widest net possible to recruit the very best person.
Thank you for your consideration,
i--
Arnold Siegel
Very truly yours,
2 SONJA K. BERNDT
Pasadena, CA 91107
June 5, 2022
Mayor Victor Gordo (vgordo(cv,cityofpasadena.net)
Vice Mayor Andy Wilson ([email protected])
Councilmember Tyron Hampton ([email protected]) Councilmember John Kennedy ([email protected]) Councilmember Steve Madison ([email protected]) Councilmember Gene Masuda (gmasuda(a),cityofpasadena.net) Councilmember Jessica Rivas ([email protected]) Councilmember Felicia Williams ([email protected]) con-espondence@,cityofpasadena.net
Pasadena, California
2022 JUH -6 AH 9: 08
Re: 6/6/2022 City Council Meeting Agenda # 1: Rose Bowl Operating Company Proposed FY2023 Operating Budget: and #2: Consideration ofRBOC's Five-Year Strategic Initiatives Dear Mayor Gordo and Members of the City Council:
A. Introduction
I have been a resident of Pasadena for 19 years. I write to express my deep concern about the City's past payments toward the massive debt on the Rose Bowl and to strongly urge the City Council to commit to NOT spending any more funds from our General Fund or from our fund reserves to pay the debt. While the City is ultimately responsible for paying the debt if the RBOC cannot do so, the Council needs to ensure that the City and the RBOC work wisely and urgently to address the RBOC's financial crisis.
There are passionate views on all sides of the Rose Bowl's financial predicament. Some take the position that the Rose Bowl must be saved at all cost. But I do not believe that the majority of our residents would support our City's continued draining of our General Fund and fund reserves to cover the Rose Bowl debt if it meant a decrease in City services.
In considering the RBOC's proposed strategic initiatives, our community deserves an honest, frank, and thorough public discussion of the various suggested options for increasing the RBOC's revenue and the cost to our residents if the RBOC is unsuccessful. Additionally, our community deserves the City's urgency and transparency on this critical matter.
B. Rose Bowl Debt History
For several years prior to 2016, the Rose Bowl underwent a massive multi-phase renovation project, financed primarily through bonds. The renovation included 54 luxury suites, 48 loge 1 06/06/2022
Item 2
maintained. These regulations are designed to identify uses, activities, facilities and structures as well as their limitations.”
The Central Arroyo Master Plan, adopted in 2003, which identified and planned for numerous projects to maintain and preserve the Central Arroyo as a public lands recreational asset included the following “Overarching Themes” which we think may be just as true today as then:
“Overarching Themes
Recognize the uniqueness of the Central Arroyo as an irreplaceable natural resource; The Central Arroyo lacks adequate stature in competition for scarce public funds; Absence of clear responsibility for resource stewardship; Need to achieve a balance of use for the benefit of the entire community; Land use decisions appear to be solely driven by economics; The Central Arroyo has become a “park by default.”
Finally, this trip through Arroyo Seco public policy takes us to the 2012 Urban Land Institute (ULI) Report from an organization usually considered “pro-business”, commissioned just like so many other “reports” and studies by the RBOC, entitled “The Rose Bowl and the Central Arroyo Seco: Strategies for an Iconic Landmark and its Surrounding Area.” A Power Point summary of the Report is attached. The ULI Report, which recognizes that the Central Arroyo is an incredible natural resource in a magnificent setting and is a “National Treasure”, is somewhat out of date, includes some controversial recommendations, and some of the ideas in the Report have been implemented, but the one, holistic, visionary recommendation for a complete restructuring of management of the Rose Bowl and the Central Arroyo seems to have been forgotten: the creation of a Central Arroyo Conservancy. This idea and its benefits are outlined in the attached ULI Power Point summary of the Report. (Note:
The One Arroyo project supposedly addresses the Conservancy idea, but not effectively in our view although its proposed projects are important.)
Perhaps it is time to think again about how to restructure management and administration of the entire Central Arroyo as a whole with the ultimate “streamlining” goal of ceasing to loose the forest for the trees, and instead find the whole “forest.”
Back to today’s exercise in throwing isolated ideas at a wall and hoping some will “stick.” In our attempt to think holistically, we are concerned about “strategies” that will result in commercialization of the Arroyo while failing to preserve and maintain the Central Arroyo. To avoid this result, we think that allocating certain tax revenues to the Rose Bowl such as TOT and a city-wide parking tax might be very useful. On the other hand, 1.b., broadening “monetization opportunities,” that is, Ancillary Opportunities, is
concerning (with the possible exception of “redeveloping” the Brookside Club House), since this proposal seems to be a direct effort at commercialization without a holistic perspective of the entire Central Arroyo.
Thank you for considering our comments and keeping them in mind as you continue your work to solve ongoing Rose Bowl challenges.
Sincerely,
Nina Chomsky
Nina Chomsky, LVAA President
cc: LVAA Board of Directors
:
An Urban Land Institute
Governors Advisory Panel
January 30-February 2, 2012
Rose Bowl
Pasadena CA
2 Advisory Panel · Rose Bowl January 30-February 2, 2012
• The mission of the Urban Land Institute is to
provide leadership in the responsible use of
land and in creating and sustaining thriving
communities worldwide.
• ULI is a membership organization with nearly
30,000 members, worldwide representing the
spectrum of real estate development, land use
planning and financial disciplines, working in
private enterprise and public service.
• What the Urban Land Institute does:
– Conducts Research
– Provides a forum for sharing of best practices
– Writes, edits and publishes books and magazines
– Organizes and conducts meetings
– Directs outreach programs
– Conduct Advisory Services Panels
to
provide leadership in the responsible use of
About the Urban Land Institute
3 Advisory Panel · Rose Bowl January 30-February 2, 2012 • Since 1947
• 15 - 20 panels a year on a variety of
land use subjects
• Provides independent, objective candid
advice on important land use and real
estate issues
• Process
• Review background materials
• Receive a sponsor presentation &
tour
• Conduct stakeholder interviews
• Consider data, frame issues and
write recommendations
• Make presentation
• Produce a final report
The Advisory Services Program
4 Advisory Panel · Rose Bowl January 30-February 2, 2012 GAP Panel Panels (GAPs)
Program Description
• A GAP is a 3 Day assignment using the
successful model of the ULI Advisory
Services Panel.
• GAPs are member-led interdisciplinary
panels that help communities address
important land use and real estate
development issues.
• The ULI Foundation provides the monetary
support for GAPs making them free of
charge to a community.
• GAPs address one of more the ULI priority
areas.
• GAP Panelists will be ULI Governors.
• The ULI Foundation will support 2-3 GAPs
annually.
5 Advisory Panel · Rose Bowl January 30-February 2, 2012 The Panel
Richard Perlmutter, Chair
Susan Hudson-Wilson
Frank Stanek
Rick Rosan
Ryan Bouma
6 Advisory Panel · Rose Bowl January 30-February 2, 2012 Statement of the Problem
• What additional revenue generating amenities could be provided for existing users (e.g. bicycle rentals, food services, sports shop, etc.)?
• What additional revenue generating programs or events could be added to attract new users without impacting the surrounding residential neighborhoods? • What sponsorships, partnerships or other similar opportunities are available that would not require new services or programs?
• What public investments should be made in the Arroyo Seco to enhance the user experience?
• What ways can the surface parking lots be creatively utilized to generate revenues and enhance the user experience?
• How can the City better capitalize on the Rose Bowl’s brand or image? • How can the City better capitalize on tourism generated by the Rose Bowl and other area attractions (from existing special events and from general visitors to the area)? • How can the City better capitalize on the presence of the Kidspace Museum and Aquatics Center?
• How can the golf course and clubhouse be enhanced to expand revenues and provide better amenities for existing and new users?
• How can the City creatively address existing issues such as traffic, parking and noise? Consider and evaluate how the City can generate revenues from existing users to maintain and enhance the Arroyo experience without displacing existing users and impacting the surrounding residential neighborhoods. 7 Advisory Panel · Rose Bowl January 30-February 2, 2012 Impressions • Incredible natural resource in a magnificent
setting
• Facility is declining from overuse and lack
of appropriate investment
• No comprehensive management plan for
prioritizing the use of scarce resources in
the Central Arroyo
8 Advisory Panel · Rose Bowl January 30-February 2, 2012 Impressions
• Bikers
• Pelotons
• Skaters
• Walkers
• Runners
• Strollers
• Golfers
• Picnickers
• Swimmers
• Kid Space patrons
Daily conflicts between a myriad of users:
9 Advisory Panel · Rose Bowl January 30-February 2, 2012 Fractured Management Structure
• RBOC
• Brookside Golf Course
• Public Works Department
• Transportation Department
• Park Department
• Human Resources
• LA County (flood control)
• Army Corps
• Tournament of Roses
Fractured Government Structure Declining/Degraded Environment • Failing Walls
• Degraded gardens
• Competing Use of Facilities
• No comprehensive approach to
scheduling and prioritizing
events
• No comprehensive approach to
pricing events
Event Management
10 Advisory Panel · Rose Bowl January 30-February 2, 2012 Big Idea • Manage the entire Central Arroyo through a shared vision • Coordinate activities and events
• Manage scarce resources
• Optimize and pool financial resources (consistent user fees/ management of access
• Improve user experience
A Unique Environment calls for a Unique Solution
ULI Believes that Self-Sustaining Management Entity: the Central Arroyo Conservancy
Improve user experience
11 Advisory Panel · Rose Bowl January 30-February 2, 2012 Why
• Population
• Income Levels
• Brand
• Finite Physical Space
Four Main supports to the idea that the Central Arroyo could become a significantly self-sufficient entity
12 Advisory Panel · Rose Bowl January 30-February 2, 2012 How
• New not-for-profit modeled after the NY City’s Central Park Conservancy
• Operational planning and management
• RBOC folded into the Conservancy
• Professional staff
• The Conservancy will not be an "authority" but rather a creature of the City of Pasadena.
• Operate under a lease for the city to it and controlled by a board with representatives of the city council, the mayor’s office and departments of the executive branch.
• It would have public members and private citizens as
representatives of the community.
• The Conservancy would be designed to be completely
transparent in its actions and the City would control the lease terms and renewals.
Example: The NY Central Park Conservancy revives a lease for between 8 and 10 years is renewable.
The Central Arroyo Conservancy
13 Advisory Panel · Rose Bowl January 30-February 2, 2012 How
Primary Duties:
• Create a physical master plan
– New capital projects
– Land restoration
– Long term projects
• Create a business plan
• Create programing template
Conservancy can fulfill the shared long-term
vision for the Central Arroyo
The Central Arroyo Conservancy
14 Advisory Panel · Rose Bowl January 30-February 2, 2012 How Visitor Program-Built on Existing and potential visitor flows
• Tour and interactive legends attraction
– Iconic Name and History
– Visitor’s Center located within the Court of Champions • Tour Ticket and Gathering Area
– Locker Room, training facilities, historic
event location, field walk on
– “Catch a Pass” in the end zone or Hold your
Wedding at 50 yard line
– Photo ops, take home and/or digital
dissemination
• Merchandise and Memorabilia
– Need licensing program and product
creation
• Snack and Refreshment Areas
– Replaces current food facilities, scalable for
use on nongame days
• Interactive Attraction
Rose Bowl Enhancement
15 Advisory Panel · Rose Bowl January 30-February 2, 2012 How
• Empire State Building
• Yankee Stadium
• Dallas Cowboys Stadium
• Heineken Factory Tour
• Louisville Slugger Museum
• Lambeau Field
• Rose Parade Float building
• Gamble House
Process
• Estimated Revenue Potential $10+ million
• Sponsor “Potential
• Can have citizen support and enhances the
Pasadena Heritage Story
• Process – Retain Creative/Economic
Consultants (locally available)
Examples
16 Advisory Panel · Rose Bowl January 30-February 2, 2012 How
• Need to develop fee based parking program
– Revenue enhancement
– Fees based on tiered structure for residents, non-
residents, commercial uses
– Provides some control/mitigation of ”non-resident”
users (pay for play)
– Potential reduction of vehicle trips into Arroyo-
fosters car pooling, alternative transport
• Evaluate and upgrade paved and non-paved parking areas reduce paved areas and replace with “green” parking
materials
– improve parking flow, striping layouts to maximize
use on large event days
– identify and allocate space requirements by user
demand
– upgrade lighting and landscape in parking areas,
consider covering portions of drainage channel for
use as added parking and/or access roads
• Phase improvement program subject to dedicated parking revenue receipts
We believe these two initiatives provide significant and achievable revenue enhancement and operating
improvements beneficial to the Central Arroyo
Conservancy
Parking
17 Advisory Panel · Rose Bowl January 30-February 2, 2012 Physical enhancements to
the Arroyo can both
generate revenue and
sustain a high quality of
life.
18 Advisory Panel · Rose Bowl January 30-February 2, 2012 Make the area south of
the stadium more park-
like.
Create flexible, adaptable
spaces
19 Advisory Panel · Rose Bowl January 30-February 2, 2012 Realign stadium entry
road to allow more
efficient use of adjoining
spaces.
Replace impervious
parking surfaces with
reinforced turf to support
parking, recreation and
storm water harvesting.
(examples: Pro Player Park, Miami FL
& Reliant Stadium, Houston TX)
20 Advisory Panel · Rose Bowl January 30-February 2, 2012
Market the Rose Bowl
and environs as a
significant
regional/national athletic
tournament venue.
21 Advisory Panel · Rose Bowl January 30-February 2, 2012
22 Advisory Panel · Rose Bowl January 30-February 2, 2012 Think creatively about the
paved parking areas as
well.
•
Alternative energy
generation
• Signature event venue
23 Advisory Panel · Rose Bowl January 30-February 2, 2012 www.envisionsol
ar.com
24 Advisory Panel · Rose Bowl January 30-February 2, 2012 www.truckerood
c.com
25 Advisory Panel · Rose Bowl January 30-February 2, 2012 Redevelop the golf course
clubhouse as a welcoming
destination supporting
health and wellness
including:
• Bicycle rental/storage
• Refreshments
• Recreation focused retail
• Meeting space
• Indoor and outdoor
gathering
areas.
26 Advisory Panel · Rose Bowl January 30-February 2, 2012 http://cragen.co.uk/?page_id=30 www.tc.gc.ca
27 Advisory Panel · Rose Bowl January 30-February 2, 2012 Re-imagine the golf
course to optimize the
golf experience and
enhance Arroyo ecology.
Concepts to consider:
•Reduce number of holes
or reconfigure to
accommodate additional
amenities.
•
Zeriscape the course to
reduce
water demands.
•
Raise fees to generate
revenue.
28 Advisory Panel · Rose Bowl January 30-February 2, 2012
29 Advisory Panel · Rose Bowl January 30-February 2, 2012 Naturalize the flood
control channel to
enhance ecological
systems and provide
unique public amenities.
30 Advisory Panel · Rose Bowl January 30-February 2, 2012
31 Advisory Panel · Rose Bowl January 30-February 2, 2012
32 Advisory Panel · Rose Bowl January 30-February 2, 2012 Traffic management along
the western edge can
allow greater habitat
connectivity between the
Upper and Lower Arroyo
Habitat corridor
33 Advisory Panel · Rose Bowl January 30-February 2, 2012 Stop sign
34 Advisory Panel · Rose Bowl January 30-February 2, 2012 Challenges
• Moral Hazard
• Citizen Revolt
• Need to be Disciplined
• Stay the Course
35 Advisory Panel · Rose Bowl January 30-February 2, 2012 Conclusion
• Incredible Opportunity
– Unique
– Iconic
– National Treasure
– Extraordinary econ-system and natural setting
• Challenges
– Declining Environment
– Conflicts between users
– Operating deficit
• Comprehensive, self-sustaining entity
– Single, Clearinghouse entity
– Improved range of services
• Benefits
– Better user service
– Self-sustaining
– Appropriate capital investment
– Transparency
– Predictability
– Responsiveness
– Built to last