HomeMy WebLinkAboutWS-B - WELLNESS DISTRICTL M.,-,
MEMORANDUM
To: Mayor and City Council, Date: March 12, 2015
From: City Manager
Subject: Community Proposal from Building Healthy Communities for a Wellness District
Backeround
On January 12, 2015, at the Finance, Economic Development and Technology Committee meeting, a group of
residents and business owners, represented by Building Healthy Communities presented an item to the
Committee related to a Market Study for the Downtown for Wellness Goods and Services. This presentation
included a proposed resolution to direct the City Manager to establish a Wellness District for the Downtown.
The report was presented by a Canadian firm, The Next Practice, and was commissioned by the California
Endowment in collaboration with Building Healthy Communities. The report was prepared to support their
efforts related to health and wellness activities.
The members of the Committee requested the City Manager review the elements of the proposed resolution,
meet with the members of Building Healthy Communities, and bring back this item to the City Council for
discussion in March.
The City Manager and staff meet with representatives of Building Healthy Communities on January 26, 2015
to provide initial comments and feedback from the City on the various elements of their proposed resolution.
This was followed with a written response to the group on February 4, 2015. This response provided a point
by point response for each of major requests that were listed in the proposed resolution. In addition, staff
provided a listing of all city owned parcels as requested by the group.
On March 4, 2015, Building Healthy Communities provided staff with a revised proposed resolution,
comments to the City's responses, and a second proposed resolution related to the creation of a new
community advisory committee for economic development planning. Staff has not had the opportunity to
review or provide feedback on either of the revised wellness district proposal nor the new community advisory
proposal.
On March 11, 2015, a third revised proposal was submitted to the City. Staff has not had the opportunity to
review the proposed changes in this version.
Options
A. Approve one or more of the Building Healthy Communities Resolution elements /proposals
B. Request that staff continue working with Building Healthy Communities on their proposal and /or City
Council direction
WS -B -1
Attachment
1. Market Study for Wellness- Performed by the Next Practice on behalf of the California Endowment
2. Case Studies for Market, Study for Wellness
3. Community Proposal- Wellness District Resolution Version 1
4. Staff Responses to Version 1
5. Community Response to Staff Responses
6. Community Proposal- Wellness District Resolution Version 2
7. Community Proposal- Economic Development Advisory Committee
8. Community Proposal- Wellness District Version 3
WS -B -2
Exhibit I
SANTA ANA WELLNESS DISTRICT
A Study of Demand and Supply for Wellness Goods and Services
in Downtown Santa Ana, California
September 2014
The Neat Practice
The Next Practice Ltd. Office +1- 416 -461 -1644
720 Bathurst Street Toronto, Ontario M56 2R4 Cell +1-416-303-0478 WS -B -3
CONTENTS
01. Introduction .................................................... ............................... 04
02. Summary of Key Facts and Findings ............. .............................04
03. Description of the Study ................................. .............................06
04. level 1 & 2 Analysis: Quantitative Market Research ................. 09
KeyFinding # 1 ................................................ .............................09
KeyFinding # 2 ................................................ .............................13
KeyFinding # 3 ................................................. .............................14
The Latino Downtown Revival Scenario ............................17
The Downtown Tourism Scenario ......... .............................19
The Post - Latino Downtown Scenario ... .............................19
Conclusions from the Quantitative Research ............................21
05. Level Analysis: Qualitative Market Research ...........................23
Conclusions from the Qualitative Consumer Research .............24
Summary of Further Inputs from Workshop Participants .......26
Appendix A. Methodological Notes ...................... .............................28
Al. The Study Area ......................................... .............................28
Downtown Santa Ana ............................ .............................28
Central Santa Ana .................................. .............................29
A2. Wellness Goods and Services .................. .............................29
A3. Consumer Segments and Spending Patterns .....................29
Segment Populations ............................ .............................29
Household Effective Buying Income ... .............................30
A4. Level 2 Market Analysis: Household Expenditure
Allocations and Shopping Location Choices ....................30
Household Expenditures for Wellness Goods
and Services, by Segment ..................... .............................31
Shopping Location Estimates, by Segment ......................31
A5. Level 3 Consumer Analysis: Qualitative Market Research..
31
Appendix B. Wellness District Project Concepts .. .............................32
Bl. Fitness and Recreation Center .................. .............................33
B2. Micro Farm and Community Education Center ....................35
B3. El Mercadito Santenera
Appendix C. Workshop Participants ..................... .............................39
The Next Practice WS—B-4 nta Ana Wellness District: A study of demand and supply for wellness goods and services
TABLES
Table 1. Definition of the Wellness Goods and Services Category .................................................................... .............................07
Table 2. Definitions of Key Consumer Segments Evaluated in this Study ........................................................ .............................08
Table 3. Wellness Retail and Food Services Demand- Supply Outcomes, Downtown and Central Santa Ana ...........................10
Table 4. Core Downtown /Civic Center, Wellness Retail and Food Services Demand- Supply 1 for 0.5 Mile Radius
(Mortimer St. to Ross St., 8Th St. to Walnut St.) ..................................................................................... .............................11
Table 5. Extended Downtown /Civic Center, Wellness Retail and Food Services Demand - Supply for 1.0 Mile Radius
(Garfield St. to Flower St., Washington St. to Camile St.) ...................................................................... .............................12
Table 6. Estimated Current Expenditures for'Wellness' Goods and Services (Baseline)
per Annum, by Consumer Segment ........................................ ...............................
Table 7. Overview of Presented Consumer Scenarios for Core Downtown 'Wellness District' Development .............................16
Table 8A. Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler .......... .............................18
Table 811. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor ......................... .............................18
Table 9A. The Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler .. .............................20
Table 9B. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor ...................... - ............................. 20
Table 12. Consumer Expenditures and Retail Sales per Gross Leasable Commercial Floor Area ( Gla) ............. .............................22
Table 13. Allocation of Household EBI to Household Expenditures .................................................................... .............................30
The Next Practice 3W S _ B _5ta Ana Wellness District: A study of demand and supply for wellness goods and services
01. Introduction
This study evaluates prevailing market conditions for the pursuit of a'wellness' focused economic
development strategy for downtown Santa Ana. The study was commissioned by The California
Endowment (TCE) and was implemented by The Next Practice Ltd (TNP) in coordination with
the Santa Ana Building Healthy Communities initiative ( SABHC). Research support for both
the quantitative and qualitative market studies was provided by MASdata. The related community
workshops would not have been possible without the contributions made by elected officials and staff of
the City of Santa Ana, staff of St. Joseph's Health, and the participating community leaders and residents
of Santa Ana.
TCE has made a 10 -year commitment to support initiatives in central Santa Ana, as well as thirteen
other California communities, that together can improve health and wellness outcomes for lower income
residents. The Next Practice has been advising this Building Healthy Communities initiative on possible
strategies for commercial/retail cluster development to facilitate more convenient and affordable access
for lower income residents to the mix of services, retail goods, and amenities needed to support their
improved health and wellness outcomes.
Prior to the commencement of this study, the SABHC arranged for The Next Practice to meet with
members of the Santa Ana City Council and the Office of the City Manager, so as to coordinate its
research with other studies and initiatives for downtown development. The Next Practice subsequently
exchanged its research plans with an economic development advisor to the City Manager. The SABHC
further ensured that City Council Members and municipal professional staff were invited to participate
in a workshop, where the preliminary findings of the study were presented and deliberated. City officials
and staff have been supportive of the research, and provided valuable comments and observations
regarding the preliminary findings. The full and final findings and conclusions are now presented in this
report.
02. Summary of Key Facts and Findings
Downtown Santa Ana is already a destination for the purchase of Wellness Goods and Services'.
Groceries, meals and snacks, and pharmaceuticals and health aids are the top three sources of sales
`surplus' in downtown Santa Ana. A sales surplus means that downtown retailers sell more than the
total household demand for these types of merchandise by downtown residents. The estimated 2014
sales surplus for all Wellness Goods and Food Services in downtown Santa Ana is $67 million.
From a commercial property performance perspective, downtown Santa Ana already has a local
and regionally competitive function as a Wellness Goods and Services district. Sales of Wellness
Goods and Food Services per leasable commercial area in downtown Santa Ana are already $1,774
per square foot (data based on large commercial properties), compared with $170 for the entire City
of Santa Ana, and $368 for Orange County. A Wellness District economic development strategy
could, in principle, further substantially increase sales per gross leasable area in downtown Santa Ana
relative to other retail areas in the city and beyond.
The greatest and most immediate potential for further Wellness Goods and Services sales growth
in downtown Santa Ana is to improve offerings and to increase sales to the residents of central
Santa Ana. Due to the number of households, their proximity, lower travel times to downtown, and
the greater amount of time spent in or adjacent to downtown, the residents of central Santa Ana are
by far the largest pool of available demand for increasing downtown sales of Wellness Goods and
Services. This statement is substantiated by the three sales growth scenarios considered in this study.
The Next Practice WS—B-6 nta Ana Wellness District: A study of demand and supply for wellness goods and services
Although central Santa Ana residents have lower Effective Buying Income (EBI) than non - resident
downtown commuters and weeknight /weekend visitors, they also have fewer alternative retail market
areas than non - residents, especially considering their lower levels of car ownership. Non - resident
segments can efficiently access a wider range of competing retail locations. Given the limited times of
the week and day that commuters and visitors spend in downtown Santa Ana, they typically pursue
a narrower range of shopping and services activities in downtown Santa Ana than the residents for
whom the downtown has traditionally been a primary shopping area.
Each of the three considered scenarios explored how to increase downtown Wellness Goods and
Services sales by 80% over 2014 levels. Such an increase in sales reflects a $137 million per annum
sales increase over the current baseline. The scenarios highlight the extent to which the most viable
strategy for such an increase involves efforts to increase the downtown share of Wellness Goods
and Services purchases by central Santa Ana households from the current estimate of 32% of their
total household Wellness Goods and Services purchases being made downtown to 46% of their total
purchases in this category being made downtown. Such an increase in downtown purchases would
require a reallocation of just $300 per annum of central residents' existing purchases from non -
downtown locations to downtown locations. The scenarios are further described below.
In addition to the development of offerings by downtown fixed store locations, Non -Store
Retailers account for a large share of sales in the downtown and in central Santa Ana market
areas. Non -Store Retailers also account for a large share of the sales surplus in the downtown
area. Non -Store Retailers are the NAICS subsector consisting of businesses that retail goods and
services from vehicles, temporary stands and stalls, door -to -door solicitation, catalogues, broadcasting
and the Internet. In downtown Santa Ana, Non -Store Retailers account for 16% of total retail sales.
In central Santa Ana, Non -Store Retailers account for 25% of total retail sales.
The surplus sales by Non -Store Retailers have two prominent implications. First, they indicate
that households and institutional customers (e.g., in the Civic Center office area) are not finding
competitive offerings from downtown fixed store retailers. They are therefore meeting their needs
via on -line, catalog, and other non -store vendors. Downtown fixed -store retailers might be able to
capture more of this local demand.
Second, local households are comfortable purchasing goods and food services from vehicles, door -
to -door vendors, and temporary stands and stalls. This suggests that there is potential to more
strategically develop and support the vendor sector in the downtown area.
'Me Ncx t Practice 5WS _ B _7ta Ana Wellness District: A study of demand and supply for wellness goods and services
03. Description of the Study
The study was designed to provide useful quantitative and qualitative market research findings to public
and private sector parties who are involved in local economic development, property investment, and
retail activities in downtown Santa Ana, which is the primary commercial/retail center for residents
of central Santa Ana. The study was also specifically intended to provide guidance to SABHC and
its participating community organizations regarding the opportunity to improve access to goods and
services associated with health and wellness outcomes, especially by lower income central Santa Ana
residents
For purposes of data gathering and analysis for this study, "downtown Santa Ana" has been defined as
the area within a 0.5 mile radius of E. 4" Street and Main Street. "Central Santa Ana" has been defined
as the area within a 2.0 mile radius of E. 4th Street and Main Street or, alternatively, the seventeen
census tracts located within a 2.0 mile radius of E. 4th Street and Main Street. The methodology used
in preparing this study is generally described below. More detailed methodological notes are provided in
Appendix A.
In the first instance, the study required the definition of the `market basket' of health and wellness -
related goods and services that constitute the category defined here as `Wellness Goods and Services,'to
be explored as a focus for downtown economic specialization. The Wellness Goods and Services category
needed to be distinguished from other goods and services types and commercial subsectors typically
present in a downtown commercial district. Working within the constraints of available data based on
NAICS industry codes, The Next Practice (TNP) consulted with SABHC to establish the Wellness
Goods and Services category outlined in Table 1.
With this wellness focus for economic development and retail strategy in mind, the study explored
opportunities and requirements for the development and promotion of downtown Santa Ana as a
Wellness District, at three distinct levels of analysis:
Level 1 Analysis. Determination of the current status of retail merchandising in the market areas of
downtown Santa Ana and central Santa Ana, specifically for Wellness Goods and Food Services. The
Level 1 analysis relied substantially upon use of the Nielsen Claritas Retail Market Power model, using
methodologies frequently applied in local retail market analysis across the United States. State sales tax
data from the California Board of Equalization were also used for this purpose.
Level 2 Analysis. Detailed determination of available household demand for Wellness Goods and
Services purchases, specifically associated with five distinct consumer segments. This analysis enabled
the evaluation of specific downtown retail/services strategies targeting offerings and sales growth for
distinct consumer demographics. A description of the five distinct consumer segments considered in
the study is provided in Table 2. The Level 2 analysis relied upon data from the U.S. Census American
Community Survey (ACS), the U.S. Bureau of Labor Statistics Consumer Expenditure Survey, Nielsen
Effective Buying Income (EBI) data, and data from other household income and expenditure reports.
In addition to determining the median household EBI allocated to Wellness Goods and Services in
each segment, the analysis allowed us to prepare three main scenarios for Wellness Goods and Services
sales growth in downtown Santa Ana, based upon different assumptions regarding the primary future
consumers in the downtown area.
�1.
The Next Practice WS—B-8 ma Ana Wellness District: A study of demand and supply for wellness goods and services
Level 3 Analysis. Identification of the consumer preferences and lifestyle priorities of the two
consumer segments offering the greatest potential for downtown sales growth (i.e., traditional
central Santa Ana homeowners and rental tenants). This aspect of the study was undertaken to inform
the preparation of specific Wellness Goods and Services projects for the primary resident demographics
of central Santa Ana. The segments that were the focus of the qualitative research account for the
majority of downtown Santa Ana retail purchases under all three of the considered scenarios. The
qualitative research method used was in -depth interviews. Day -in- the -life accounts were documented
for each of 40 central Santa Ana residents, including homeowners and rental tenants, as well as senior
citizens, younger and older adults, and youth. This data was entered into a tool developed by The Next
Practice (TNP) to identify lifestyle and shopping patterns and preferences.
On the basis of the above three levels of market research, the SABHC convened a series of workshops
to design some initial Wellness District project concepts. The concepts developed in these workshops are
summarized in Appendix B. The findings of the research may also be useful for other retail and services
development strategies for the downtown area, including by downtown business associations.
TABLE 1. Definition of the Wellness Goods and Services Category
The \, Practice 7WS-B _9ta Ana Wellness District: A study of demand and supply for wellness goods and services
U.S. Bureau of Labor Statistics, ( onsumer
NAI[S Business Establishments Categories
Expenditure Survey Categories.
Wellness Retail Goods & Food Services
Health and Personal (are
Drugs, Health Aids, Beauty Aids
Health and Personal Care Stores (446) including Pharmacies & Drug Stores (44611),
Cosmetics and Beauty Supply Stores (44612), Optical Goods Stores (44613) and Other
Health and Personal Care Stores (44619
Food and Beverages
Groceries and Other Foods
Food and Beverage Stores (445), including Grocery Stores (4451) and Specialty Food
Stores (4452) but excluding Beer, Wine and Liquor Stores (4453)
Food Services
Meals and Snacks
Food Service and Drinking Places Q72), including Full Service Restaurants (7221),
Limited Service Eating Places (1222), and Special Foodservices (7223), but excluding
Drinking Places - Alcoholic Beverages (7224)
Sporting Goods
Sporting Goods
Sporting Goods Stores (45111)
Toys and Hobby Goods
Toys, Hobby Goods, and Games
Hobby, Toys and Games Stores (45112) and Sew /Needlework /Piece Goods Stores
(45113)
Music and Musical Instruments
Audio Equipment and Musical Instruments
Musical Instrument and Supplies Stores (45114), Pre-recorded Tapes, CDs, Record
Stores (45112), but we have not included Electronics and Appliance Stores due to the
breadth of the category definitions)
Books and Periodicals
Books
Other Wellness Services
Educational Services & [hildcare
These categories are as defined in the U.S. Bureau of Labor Statistics, Consumer Expenditure Survey
Health (are & Social Assistance
The \, Practice 7WS-B _9ta Ana Wellness District: A study of demand and supply for wellness goods and services
TABLE 1. Definitions of Key Consumer Segments Evaluated in this Study
The N, Practice WS—B-10 ta Ana Wellness District: A study of demand and supply for wellness goods and services
Number of Households
Median Household
MedianNouseholdE61
Median
% Latino Background
Income (2012)
Householder
A. Traditional(enlral
27,843'
$48,502
$27,062
27 years
91%
Santa Ana Renters
This segment is defined to represent the profile of a traditional or typical household that rents a residence in Central Santa Ana. 'Central Santa Ana' is defined in our study
as the 17 census tracts within a 2.0 mile radius of the downtown proper.
B. Traditional(entral
13,651'
$48,502
$22,238
Zlyears
82%
Santa Ana Homeowners
This segment is defined to represent the traditional profile of household that owns a residence in Central Santa Ana, and area defined in our study as the 17 census tracts
within a 2.0 mile radius of the downtown proper. A key differentiation from segment A is the lesser amount of EBI due to increased housing costs.
C. Weekday Downtown
25,000"
I 72,143
I $40,22S
1 37 years (at)
23 %(%0
This segment is defined to represent the typical commuter to a place of employment in the downtown area, defined in our study as the area within a 0.5 mile radius of
Commuters
the downtown proper. These commuters are primarily residents of locations throughout Orange County. Their number is estimated by calculating the difference between
the number of employed persons residing in the 0.5 mile area and the total number of persons employed within the same area of Santa Ana. Median household income
and EBI Is based upon a weighted average of the different median incomes of automobile and transit users and of homeowners and renters in Orange County. For
purposes of this study, any one commuter to employment in the downtown area is considered to be a'household; i.e., to have full discretion over their household's EBI.
D. Weeknight and
75,000"
1 66,564
1 $35,215
1 37 years (est)
I Unknown
Weekend Destination
This segment is defined to represent the profile of a household member who visits downtown Santa Ana on a weeknight weekend at least three times per year for
Visitors
cultural, recreational and /or shopping purposes. These visitors are considered to be primarily residents of an area within a 12.0 mile radius of the downtown proper.
Median household income and EBI are based upon a weighted average of the different median incomes of automobile and transit users and of homeowners and renters,
using ACS data. The median household income for this segment is close to the median Income for households within a 12.0 mile radius of the downtown, i.e., those who
are more proximate to downtown Santa Ana than Orange County households more broadly.
E New Downtown
310"'
1 $39,360
1 $19,5111
1 26 years (est)
Unknown
This segment is defined to represent a new downtown residential demographic settling in the downtown area proper. The segment typically has the profile of a university
Settlers
student or graduate, who primarily rents the place of residence.
Actual number of households based on American Community Survey (ACS). " Estimated number of households represented by these commuters or visitors, based on Santa Ana - Garden Grove
Alternatives Analysis Report, April 2014, pages 2 -2 thru 2 -4.
«. Actual number of households in the immediate downtown census tract who have university -level education, based on the ACS.
The N, Practice WS—B-10 ta Ana Wellness District: A study of demand and supply for wellness goods and services
04. Level 1 & 2 Analysis: Quantitative Market Research
The main conclusions derived from the quantitative and qualitative research are summarized below.
KEY FINDING #1 (Level 1 Analysis)
Downtown Santa Ana already has evident locational advantages and retail specialization in the Wellness
Goods and Services category.
Sales of all types of merchandise and food services in the core downtown (0.5 mile radius of N. Main
and 4th) are approximately $117 million more per annum than the demand from downtown households.
Wellness Goods and Food Services account for $67 million or 57% of the total downtown sales surplus.
In other words, Wellness Goods and Food Services are already an established competitive advantage for
downtown Santa Ana, offering potential for further development. The question is: for whom (i.e., which
consumer segments) will this development be focused?
A sales surplus means that retailers in these merchandise and services categories are selling more than
the total annual expenditures in these categories by households residing within the downtown area.
Additional purchases are being made in the downtown by households located outside of the downtown
area, creating the sales `surplus.' As with the downtown area, the central Santa Ana (2.0 mile radius)
retail market area also generates a sales surplus. Households in and outside of central Santa Ana are
together purchasing more in central Santa Ana than the total annual resident demand for Wellness
Goods and Food Services in the central Santa Ana market area. Details on the estimated sales surplus
(or gap) by type Wellness Goods and Food Services are presented in Table 3.
Across all retail merchandise categories, in the core (0.5 mile radius) downtown of Santa Ana, groceries,
meals, and health and personal care products are the three largest areas of current sales surplus. Therefore,
these are downtown Santa Ana's current areas of retail specialization. The downtown sales surplus in
Wellness Goods and Food Services contrasts with downtown sales gaps or deficits in other merchandise
categories. Sales of beer /wine /liquor, specialty foods, childrens' wear, small appliances, sewing goods,
curtains and blinds, toys and hobby goods, lawn and garden supplies, and vehicles are below the levels
of demand of resident households located in the downtown. Some of these gap areas —such as specialty
foods, and toys and hobby goods —may merit further development in light of their inclusion in the
Wellness Goods and Services category and of the quantified local demand.
Adding further nuance to the above findings, a study by Social Compact (2006) of downtown and
central Santa Ana concluded that local residents in both areas were making a substantial amount of their
purchases outside of central Santa Ana. This suggests that downtown Santa Ana could further build on
its existing retail market power in Wellness Goods and Food Services by better servicing local demand
while also continuing to upgrade existing competitive advantages and offers for non - resident customers.
The specific sales surplus /gap findings are summarized in Tables 3, 4, and 5.
The Nes� Next WS-B- jai Ana Wellness District: A study of dernand and supply for wellness goods and services
TABLE 3. Wellness Retail and Food Services Demand - Supply Outcomes, Downtown and Central Santa Ana
A sales surplus represents a situation in which the retail establishments in the studied area sell more goods and services than total demand for such goods and services from households located in
the same area. A sales gap represents a situation in which the retail establishments in the studied area sell fewer goods and services than the demand for such goods and services from households in
the market area.
BY TYPE OF MERCHANDISE
Consumer Expenditures of
Residents (2014 est)
Retail Sales (2014 est)
Surplus Sales/ (Gap)
0.5 mile Downtown/Civic enter Santa Ana
Total Retail Sales, including Eating and Drinking Places
$146, 838,161
$ 259, 568, 521
$112,730,360
Wellness - related Retail( includesallocationsfromGeneralMerchandiseStores- MAICS452)
$65,246,304
$132,199,501
$66,953,197
Groceries
$31,998,433
$52,113,452
$20175,019
Meals and Snacks
$ 14,212,824
$38,994,052
$24,781,228
Health and Personal Care Goods
$13,081,239
$30,678,854
$11,597,615
Sporting & Hobby Goods, Musical Instruments, Stereo Equipment, Photographic Equipment & Supplies, and
Books
$5,953,808
$10,353,143
$4,399,335
1.0 mile Central Santa Ana (17 census tracts)
Total Retail Sales, including Eating and Drinking Places
$1,908,171,820
$ 2,416,134,566
$ 508,562,746
Wellness- related Retail (includes allocations from General Merchandise Stores -NAILS 452)
$793,193,988
$1,014,891,698
$221,697,710
Groceries
$376,088,359
$354,806,001
- $21,282,358
Meals and Snacks
$169,316,224
$176,355,230
$7,039,006
Health and Personal Care Goods
$169,756,063
$376,116,254
$206,360,191
Sporting & Hobby Goods, Musical Instruments, Stereo Equipment, Photographic Equipment & Supplies, and
Books
$78,033,342
$101,614,213
$29,580,871
i
The N, , Practice WS—B-12 ta Ana Wellness District: A study of demand and supply for wellness goods and services
Table 4 and Table 5 summarize the downtown sales surplus (or gap) in the Wellness Goods and Food
Services category by type of business establishment (by NAICS code), for both the core downtown/civic
center area and for the extended downtown/civic center area.
TABLE 4. Core Downtown /Civic Center, Wellness Retail and Food Services Demand - Supply I for 0.5 Mile Radius
(Mortimer St. to Ross St., 81h St. to Walnut St.)
BY TYPE OF BUSINESS ESTABLISHMENT
Consumer Expenditures
(2014 esl)
Retail Sales (2014 est)
Surplus Sales/ (flap)
Total Retail Sales, including Eating and Drinking Places
$146, 838,161
$ 259, 568, 521
$112,730,360
Total Sales by Wellness Goods & Food Services Establishments (excluding Wellness goods sold at General
Merchandise Stores -452)
$ 43,071,752
$ 88,181,224
$ 45,109,472
Food & Beverage Stores- 445(ex(IBeer, Wine &Liquor Stores)
$16,868,063
$29,470,699
$12,601,636
Grocery Stores -4451
$14,931,319
$28,780,443
$13,843,124
Supermarkets, excluding convenience 6roceries -44511
$14,031,652
$28,539,385
$14,501,733
Convenience Stores -44512
$899,667
$241,058
$- 658,609
Specialty Food Stores -4452
$1,930,744
$690,256
$- 1,240,488
Pharmacy, Health & Personal Care Stores -446
$7,339,766
$12,627,959
$5,288,193
Sporting Goods, Hobby Book, Music tores -451
$ 3,179,957
$ 2,691,950
$ IB8,001
Sport Goods, Hobby, Musical Inst Stores -4511
$ 2,812,909
$1,455,132
$ 1,357,777
Book, Periodical & Music Stores -4512
$ 361,048
$1,236,817
$ 869,769
Restaurants & Foodservices-722 rev (excl Drinking Places) $15,683,966
$43,390,616 $27,106,650
full Service Restaurants -7221
$ 7,272,110
$16,680,883
$ 9,408,113
Limited Service Eating Places -7222
$6,643,889
$19,276,409
$12,632,520
SpecialFoodservices -7223
$1,767,967
$7,433,324
$5,665,357
Sales by other types of retail establishments
Non -Store Retailers -454
12,3A,503
42,896,990
30,575,487
Data for downtown resident consumer demand and retail sales were generated using the Nielsen Claritas Retail Market Power model, projections for 2014.
The NexPractice WS—B_1a3 Ana Wellness District: A study of demand and supply for wellness goods and services
TABLE 5. Extended Downtown /Civic Center, Wellness Retail and Food Services Demand - Supply' for 1.0 Mile Radius
(Garfield St. to Flower St., Washington St. to Camile St.)
BY TYPE OF BUSINESS ESTABLISHMENT
Consumer Expenditures
(2014 est)
Retail Sales (2014 est)
Surplus/ (Gap)
Total Retail Sales, including Eating and Drinking Places
$146, 838,161
$ 259, 568, 521
$112,130,360
Total Sales by Wellness Goods & Food Services Establishments (excluding Wellness goods sold at General
Merchandise Stores 452)
$168,101,191
$164,019,143
$ - 4,081,654
Food & Beverage Stores -445 (excl Beer, Wine & Liquor Stores)
$ 66,064,850
$ 61,385,136
$ - 4,679,714
Grocery Stores -4451
$58,496,219
$60,170,444
$1,674,225
Supermarkets, excluding Convenience Groceries -44511
$55,008,294
$58,203,751
$3,195,457
Convenience Stores -44512
$3,487,925
$1,966,692
$- 1,521,233
Specialty Food Stores -4452
$7,568,632
$1,214,693
$- 6,353,939
Pharmacy, Health & Personal Care Stores -446
$ 28,906,113
$ 25,896,099
$ - 3,010,674
Sporting Goods, Hobby Book, Music Stores -451
$12,971,175
$ 4,861,599
$ -8,109,576
Sport Goods, Hobby, MusicallnstStores -4511
$11,508,201
$3,024,781
$- 8,483,420
Book, Periodical & Music Stores -4512
$1,462,973
$1,836,818
$ 373,84S
Restaurants & Foodservices -722rev(excl Drinking Places)
$60,158,999
$71,876,309
$11,717,310
Full Service Restaurants -7221
$ 27,871,363
$ 35,123,448
$ 7,252,085
Limited Service Eating Places -1222
$25,496,208
$29,189,386
$3,693,178
Special Ioodse[vlces -7223
$6,791,428
$7,433,324
$641,896
Sales by other types of retail establishments
Non -Store Retailers -454
49,246,941
1 145,552,559
96405,612
Data for downtown resident consumer demand and retail sales were generated using the Nielsen Claritas Retail Market Power model, projections for 2014.
I he Tract a W@_ B _14 Car Ana Wellness District: A study of demand and supply for wellness goods and services
KEY FINDING #2 (Level 1 Analysis)
Non -Store Retailers (NAICS 454) are a critical contributor to the generation of the downtown sales surplus.
As indicated in Table 4 and Table 5 above, Non -Store Retailers are the largest sector contributing
to the downtown sales surplus, in both a 0.5 mile and 1.0 mile radius downtown market areas. Non -
Store Retailers are enterprises that retail merchandise through door -to -door solicitation, in -home
demonstration, selling from portable stalls (e.g., street vendors, except food), the broadcasting of
infomercials, the broadcasting and publishing of direct - response advertising, and the publishing of paper
and electronic catalogs.
Non -Store Retailers account for 16% of all merchandise sales in the 0.5 mile radius core downtown area,
and for 27% of the total sales surplus in this market area. Non -Store Retailers account for a noteworthy
57% of all merchandise sales in the extended (1.0 mile radius) downtown area, and for 85% of the total
sales surplus in this extended downtown area. However, as noted, in the 1.0 mile radius market area,
there is not a sales surplus of Wellness Goods and Food Services.
The TNP study did not permit a detailed breakdown of sales by type of merchandise sold by Non -Store
Retailers. However, it is clear that consumers and institutional buyers in the downtown area are very
comfortable making purchases from Non -Store Retailers. Therefore, in developing a Wellness District
strategy it will be important to:
Consider how local fixed store establishments could more effectively capture the purchases made via
online and catalogue retailers.
Consider how non -store channels can be used to provide part of the overall `wellness' offer in the
downtown area, specifically through the further development of indigenous forms of non -store
retailing (e.g., food vendors); and how such a sector can better contribute via fees or tax collections to
municipal investments and services in support of the Non -Store enterprise sector.
The Nrtit Practice TW'_ B• IMAnaWellnessDistrict: Astudyofdemandandsupplyforwellnessgoodsandservices
KEY FINDING #3 (Level 2 Analysis)
A very substantial pool of household effective buying income (EBI)t is available to support a strategy for
developing downtown Santa Ana as a wellness district with a distinctive Latino cultural and household living
focus.
Having established that downtown Santa Ana already exhibits a retail niche function in the Wellness
Goods and Food Services category, it is possible to consider targets and scenarios for further increasing
the sale of Wellness Goods and Services in downtown Santa Ana. Scenarios for increased sales are based
on an analysis of the Effective Buying Income (EBI) and of the household expenditure patterns in each
of five studied downtown consumer segments. The characteristics of these segments are summarized
in Table 2. TNP's definition of EBI is more conservative than that used in other studies, including
by Nielsen and Social Compact, which define EBI as after -tax income. TNP's estimation of EBI is
gross household income minus taxes and housing costs, including utilities costs. Having established
the median EBI for households in each of the five consumer segments, U.S. Bureau of Labor Statistics
Consumer Expenditure Data is then used to determine the allocation of EBI to Wellness Goods and
Services by households in each segment.
The preparation of a strategy for downtown Santa Ana also requires estimation of the current and
possible future geographic distribution of each segment's purchases between downtown Santa Ana
business establishments and businesses located in other areas. The TNP scenarios applied standard retail
analysis principles about shopping catchment areas. These principles include the following:
• All things being equal, business establishments secure a higher percentage of purchases from
proximate households than from households in more distant places.
• Business establishments can secure a higher percentage of purchases from households that have
lower travel time to the relevant market area than from households with a greater travel time to the
relevant market area.
• Business establishments can secure a higher percentage of purchases from households that have
fewer proximate retail/commercial areas in which to choose to shop than from households that have
a greater number of proximate retail/commercial areas in which to shop.
• Business establishments can secure a greater range and higher percentage of purchases from
households that spend more time in the relevant market area than from households that spend less
time in the market area.
The above principles suggest that residents of downtown and central Santa Ana would more reliably
allocate a higher percentage of their Wellness purchases to downtown establishments than non - residents
and visitors. Non - residents and visitors would allocate a greater percentage of their purchases to
commercial areas located near to their homes and/or along their commuting routes.
"The conventional measure of Effective Buying Income (EBI) is after tax household income. For purposes of this study, EBI is calculated as
household income net of both of [axes, housing costs, home utilities and heating fuel. The amount of available EBI estimated in this study is
therefore considerably lower and more conservative than typical studies of purchasing power or effective demand.
� e Te Next WS—B-16" Ana Wellness District: A study of demand and supply for wellness goods and services
On this basis, The Next Practice considered a variety of scenarios for increasing downtown purchases.
The scenarios evaluated the impact upon total downtown sales of different increases in the expenditures
made by each segment in the downtown area for their Wellness Goods and Services. Table 6
presents the estimated current allocation of Wellness Goods and Services expenditures to downtown
establishments, which serves as the baseline for each of the three scenarios.
TABLE 6. Estimated Current Expenditures for'Wellness' Goods and Services (Baseline) per Annum, by Consumer Segment
The Next WS — B — 17 Ana Wellness District: A study of demand and supply for wellness goods and services
TOTAL
A. Traditional
B. Traditional
C. Weekday Downtown
D. Weeknight/ Weekend
E. New Downtown Settler
All Consumer
Central S.A.
Central S.A.
Commuter
Destination Visitors
Segments
Renter
Homeowner
Estimated If of Households Shopping in Core
21,843 resident
13,651 resident
25,000 commuters
75,OOO visitors who
310 resident households
Downtown Santa Ana`
households
households
to downtown jobs
make 3 visits per annum
(representing 25,000
(representing 75,000
households)
households)
Nielsen Company estimate of Core
$132,916,143
Downtown Wellness Goods &Food
Services Purchases (2014 est)"'
TNP estimate of current core downtown
$132,428,345
$92,013,219
$37,071,246
$32,444,443
$6,719,877
$y042,067
Wellness Goods &Food Services
Purchases, by segment"
Estimated percentage of Wellness Goods
26%
26%
6%
1%
36%
Food Services expenditures to (ore
downtown Santa Ana establishments
TNP estimate of Other Wellness Services
$35,891,616
7,431,361
$18,445,117
$9,854,457
$160,682
Purchases in the core downtown,
bysegment"
Estimated percentage of Other Wellness
15%
15%
5%
0%
17%
Services expenditures to core downtown
Santa Ana establishments
' In preparing these estimates the term 'core downtown' was defined as the households and establishments within a 0.5 radius of the intersection of E. 4th Street and Main Street. " Based upon
data from the ACS-American Community Survey (U.S. Census) and U.S. Bureau of Labor Statistics. See Appendix IT for a fuller description of methodology used. '**NielsenRMP Retail Opportunity
Gap report on consumer demand and retail sales within the above downtown radius. Nielsen estimates do not include sales of educational services, childcare, health care services, and other social
services.
The Next WS — B — 17 Ana Wellness District: A study of demand and supply for wellness goods and services
Three different scenarios for increasing the portion of Wellness Goods and Services purchased in the
core downtown are summarized below. An overview of these three scenarios and of the differences
between them is provided in Table 7.
TABLE 7. Overview of Presented Consumer Scenarios for Core Downtown' Wellness District' Development
SCENARIO
Estimated % change (from baseline) in downtown
Scenario change in number of segment
Estimated total change (from 2014 baseline)
Wellness Goods & Services sales
customers for downtown establishments
In downtown Wellness Goods and Services
expenditures, all segments
Segment
Change in downtown
purchases
The Laft Downtown
Central Homeowners
53 °%
Number of customers from all segments held
+$132 million
Revival Scenario
constant
Central Renters
+53%
New Downtown Settlers'
+37%
Weekday Commuters '*
+155%
Weeknight /Weekend" Visitors
265%
The Santa Ana Downtown
Central Homeowners
0 °%
Tripling of WeeknightlWeekend Visitors (from
-$93 million
Tourism Scenario
225,000 visits to 675,000 visits per annum).
Number of other segments held constant
Central Renters
0%
New Downtown Settlers
0%
Weekday Commuters
0%
Weeknight /Weekend Visitors
955%
The Post- Latino Downtown
Central Homeowners
-31%
Tripling of Weeknight /Weekend Visitors (from
+$100 million
Scenario
225,000 visits to 675,000 visits per annum) and of
New Downtown Settlers (from 310 to 930 house-
holds). Number of other segments held constant
Central Renters
New Downtown Settlers
-31%
+311%
Weekday Commuters
+155%
Weeknight /Weekend Visitors
+9957
The estimated increase in downtown purchases by the New Downtown Settlers is low because the baseline already estimates that this segment spends 45 °% of its Wellness Goods and Services
'budget' In the downtown. Therefore substantially Increased downtown expenditures by this segment only arise when the number of households /customers in the segment is increased, as in the
Post - Latino Downtown scenario.
"The estimated percentage increase in downtown expenditures by these segments is large because the baseline estimate is that the allocation of commuters and visitors' Wellness Goads and
Services'budget'to the downtown is currently low, given all of the shopping and services outlet options that are more proximate to their places of residence.
The Nl ext Practice WS—B-18 ta Ana Wellness District: A study of demand and supply for wellness goods and services
The Latino Downtown Revival Scenario
This scenario is called the Latino Downtown Revival Scenario because it focuses primarily on better
servicing the needs of traditional central Santa Ana residents and on investing in their traditional types
of local business establishments, while also using the additional purchasing power of commuters, visitors,
and the new downtown residential demographics to support revived and updated forms of Latino small
business (e.g., cuisine; a mercadito, street vendors) and Latino cultural expression (e.g., music, dance). Of
the scenarios presented here, the Latino Downtown Revival scenario takes the greatest `something for
everyone' approach to downtown renewal.'Ihis scenario is presented in Table 8A and Table 8B.
Under the Latino Downtown Revival scenario, the potential for increased Wellness Goods and
Services sales in the downtown area is estimated to be as much as or more than $137 million in
new sales per annum. Together, the households in the five considered consumer segments make only
7% of their total household Wellness Goods and Services purchases in the downtown area. Increasing
downtown sales to these five segments by $137 million could be achieved by increasing the downtown
market share of their Wellness Goods & Services purchases from 7% to 13 %. We estimate that the most
accessible, certain, and cost - effective way to achieve such an increase is to further develop Wellness retail
and services tailored to the two traditional central Santa Ana resident segments (i.e., home owners and
renters), increasing their allocation of expenditures to downtown establishments from the current 26% of
their household Wellness Goods and Services purchases to 39% of their purchases in this category The
full -time residential proximity of these two segments to the downtown,and the lack of competing food
store alternatives within a 2.0 mile radius, locates these households within a conventional primary retail
catchment for the downtown.
Tables 8A and 8B illustrate the changes in allocation of Wellness Goods and Services expenditures
by all segments that could increase downtown sales by $137 million /year.The scenario also involves
significant percentage increases in the downtown expenditures by the other three consumer segments
(i.e., weekday commuters, new downtown settlers, weekend visitors). The Latino Downtown Revival
scenario holds the number of households (including visitors) in all five segments constant, although
these numbers may also be increased through affordable housing development, cultural programming,
tourism promotion and other measures.
The marginal increase in the dollar amount of each household's downtown expenditures to achieve the
Latino Downtown Revival scenario target is also presented in these tables. TNP views such a shift in the
allocation of household expenditures to downtown establishments to be reasonable and achievable.
As noted, multiple alternative scenarios were also considered. Among these were a downtown tourism
scenario and a scenario focused on a re- purposing the the downtown for non - traditional resident and
visitor segments.
The Next Practice WS—B-1,9 Ana Wellness District: A study of demand and supply for wellness goods and services
Table 8A and 813: Latino Downtown Revival scenario for increased core downtown expenditures for
`Wellness' goods and services, per annum, by consumer segment.
TABLE 8A. Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler
Consumer Segment
Traditional Central S.A. Renter
Traditional Central Homeowner
New Downtown Settler
25,000
Downtown area employees
27,843 resident households
13,651 resident households
310 resident households
Estimated lfof Segment Households
Estimated %of
Scenario%
Estimated
Estimated %of
Scenario
Estimated
Estimated %of
Scenario%
Estimated
1%
purchases cur-
of purchases
annual
purchases cur-
of purchases
annual
purchases cur-
of purchases
annual
10%
rently made
made in
increase
rently made
made in
increase
rently made
made in
increase
1%
in downtown
downtown
downtown
in downtown
downtown
downtown
in downtown
downtown
downtown
Healthcare and Social Services
Santa Ana
Santa Ana
purchases
Santa And
Santa Ana
purchases
Santa Ana
Santa Ana
purchases
2%
$67
(scenario)
$59
Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES
AMOUNT (UNDER THE 80% INCREASE SCENARIO)
(scenario)
$1,739
(scenario)
Health & Personal (are Stores
35%
45%
$57
35%
45%
$47
40%
60%
$86
Food and Beverage Stores
50%
65%
$ 599
50%
65%
$ 493
65%
80%
$ 485
Food Services (excluding alcohol)
15%
25%
$138
15%
25%
$114
30%
40%
$110
Sporting & Hobby Goods, Musical
10%
20%
$236
10%
20%
$194
15%
20%
$ 79
Instruments, Books /Periodicals &
Recreation
Educational Services &childcare
15 °%
25%
$171
15%
25%
$141
20%
30%
$112
Healthcare and Social Services
15 °%
1 30%
$ 405
15%
1 30%
1 $ 333
15%
30%
$ 294
Reallocation of part of Other
0%
5%
$140
0%
$115
5%
$76
Discretionary Spending to additional
Wellness purchases
Per HOUSEHOLD ANNUAL INCREASE IN
$1,746
$1,437
$1,242
DOWNTOWN PURCHASES AMOUNT
(UNDER THE 80 %INCREASE SCENARIO)
TABLE 8B. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor
Consumer Segment
Weekday Downtown Commuter
Weeknight /Weekend Destination Visitor
Estimated # of Segment Households
25,000
Downtown area employees
75,000 (a person who visits at least three times per
annum -225,000 visits per year)
Estimated%
of purchases
currently made in
downtown Santa
Ana
Scenario %of
purchases made in
downtown Santa
Ana
Estimated
annual increases
downtown
purchases
(scenario)
Estimated%
of purchases
currently made in
downtown Santa
Ana
Scenario %of
purchases made in
downtown Santa
Ana
Estimated
annual increase
downtown
purchases
(scenario)
Health& Personal Care Stores
5%
10%
$42
0%
1%
$7
Food and Beverage Stores
5%
10%
$ 235
0%
0%
$ 0
Food Services (excluding alcohol)
10%
20%
$ 202
4%
10%
1 $ 89
Sporting& Hobby Goods, Musical Instruments ,Books /Periodicals
& Recreation
5%
10%
$208
1%
3%
$73
Educational Services & Childcare
5%
15%
$394
0%
3%
$104
Healthcare and Social Services
5%
20%
$591
0%
0%
$0
Reallocation of part of Other Discretionary Spending toadditional
Wellness purchases
2%
$67
2%
$59
Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES
AMOUNT (UNDER THE 80% INCREASE SCENARIO)
$1,739
$332
The Next a WS—B-20 ta Ana Wellness District: A study of demand and supply for wellness goods and services
The Downtown Tourism Scenario
In this scenario the number of weeknight /weekend visitors was increased threefold, to 225,000 visitors
making at least three visits each per annum (or to a total of 675,000 visits per annum). The downtown
expenditure allocation of these visiting households is also increased as in the above Latino Downtown
Revival scenario. The downtown expenditures of the four other segments are held at the current baseline
levels. Under such a scenario, downtown Wellness Goods and Food Services sales could be increased
by $70 million and Other Wellness Services sales by $23 million, resulting in a total potential increase
in purchases of $93 million per annum. Such an increase (which is $44 million less than the Latino
Downtown Revival scenario) would likely require substantial further conversion of downtown properties
to service the non - resident demographic, as well as considerable development of downtown festivals
and events programming and marketing to achieve and sustain such visitor numbers. The prospect of
downtown expenditure declines by central Santa Ana residents would need to be considered under this
scenario; such declines have not been factored in the above figures.
The Post - Latino Downtown Scenario
If the expenditures of non - resident segments were substantially increased through a tripling of
downtown visitors and also a tripling of new downtown settlers, and through the associated re- purposing
of downtown properties for visitors and commuters, then an estimated $100 million in increased
Wellness Goods and Services purchases could be achievable (consistent with the assumptions and
principles applied in the other above scenarios). Such a scenario has to consider the displacement of
existing downtown expenditures by traditional central Santa Ana residents, due to the displacement of
their retailers and service providers. For this scenario, we apply a 31% decrease in downtown Wellness
Goods and Services expenditures by traditional central Santa Ana residents. However, we estimated
a smaller decrease in downtown Food and Beverage Stores purchases by these traditional Santa Ana
residents of only 25 %, given the proximity of Food4Less and Northgate in particular.
(Even under current conditions, our qualitative research identified instances of central Santa Ana
residents shifting their food shopping to superstores such as Costco. The loss of resident identification
with the downtown could instigate a further trend towards shopping from large format retail chains
and discounters. That being said, the low car ownership of central residents would support continued
downtown food shopping by this segment.)
Under this scenario, the amount of household Wellness Goods and Services purchases made downtown
by central Santa Ana residents would decline from 32% to 23% of their total household purchases in
this category. The biggest negative dollar -of -sales impact would be on Groceries, which is the segments'
largest category of Wellness Goods purchases.There would be a loss in an estimated $12 million in
sales in this category. It is not expected that Weeknight/Weekend Visitors would do grocery shopping
downtown, and the estimated increase in the number of New Downtown Settler households purchasing
groceries in the downtown area would not replace the reduced sales to central Santa Ana residents.
The Post - Latino Downtown scenario would leave unaddressed the substantial, underserved demand for
Wellness Goods and Services by central Santa Ana households. This demand would need to be addressed
in other convenient Santa Ana commercial locations. The details of the Post - Latino Downtown scenario
are presented in Table 9A and Table 9B.
The Next Practice WS—B-2 ii Ana Wellness District: A study of demand and supply for wellness goods and services
Table 9A and 911: Post- Latino Downtown scenario for increased core downtown expenditures for
`Wellness' goods and services, per annum, by consumer segment.
TABLE 9A. The Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler
Consumer Segment
Traditional Central S.A. Renter
Traditional Central Homeowner
New Downtown Settler
Estimated If of Segment Households
27,843 resident households
13,651 resident households
930 resident households
This scenario assumes an increase in the New Downtown
Settler and Weeknight/Weekend Visitorsegment
households, as well as increase in per household
downtown expenditures.
Estimated%
of purchases
currently
made in
downtown
Santa Ana
Scenario%
of purchases
made in
downtown
Santa Ana
Estimated
annual
increase
downtown
Estimated °%
of purchases
currently
made in
downtown
Santa Ana
Scenario%
of purchases
made in
downtown
Santa Ana
Estimated
annual
increase
downtown
Estimated%
of purchases
currently
made in
downtown
Santa Ana
Scenario%
of purchases
made in
downtown
Santa Ana
Estimated
annual
increase
downtown
purchases
(scenario)
purchases
(scenario)
purchases
(scenario)
Health& Personal Care Stores
35%
21%
-$80
35%
21%
-$66
40%
60%
$86
Food and Beverage Stores
50%
30%
-$500
50%
30%
$ 410
65%
80%
$ 485
Food Services (excluding alcohol)
15%
9%
-$83
15 °%
9%
-$ 68
30%
40%
$110
Sporting & Hobby Goods, Musical Instruments, Books/
Periodicals & Recreation
10%
6 °%
-$94
10%
6%
-$18
15%
20%
$19
Educational Services &Childcare
15 °%
9%
-$103
15%
9 °%
-$85
20%
30%
$112
Healthcare and Social Services
15%
9%
-$162
15%
9%
-$133
15%
30%
$294
Reallocation of part of Other Discretionary Spending to
additional Wellness purchases
5%
0%
$0
0%
0%
$0
Healthcare and Social Services
5%
$76
Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN
PURCHASES AMOUNT
0%
0%
$1,022
$840
$1,242
TABLE 9B. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor
Consumer Segment
Weekday Downtown Commuter
Weeknight /Weekend Destination Visitor
Estimated 4 of Segment Households
25,000
225,000
Downtown area employees
(a person who visits at least three times per annum- 615,000
visits per year)
This scenario assumes an increase in the New Downtown Settler
Estimated%
Scenario %of
Estimated
Estimated%
Scenario %of
Estimated
and Weeknight /Weekend Visitor segment households as well as
of purchases
purchases made in
annual increases
of purchases
purchases made in
annual increase
an increase in per household downtown expenditures.
currently made in
downtown Santa
downtown
currently made in
downtown Santa
downtown
downtown Santa
Ana
purchases
downtown Santa
Ana
purchases
Ana
(scenario)
Ana
(s(enario)
Health& Personal Care Stores
5%
10%
$42
0%
1%
$1
Food and Beverage Stores
5%
10%
$ 235
0%
0%
$ 0
Food Services (excluding alcohol)
10%
20 °%
$ 202
4%
10%
$ 89
Sporting & Hobby Goods, Musical Instruments, Books /Periodicals
5%
10%
$208
1%
3%
$13
& Recreation
Educational Services & Childcare
5%
15%
$394
0%
3%
$104
Healthcare and Social Services
S%
20%
$591
0%
0%
$0
Reallocation of part of Other Discretionary Spending to additional
2%
$ 67
2%
$ 59
Wellness purchases
Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES
$1,139
$332
AMOUNT (UNDER THE 80% INCREASE SCENARIO)
The 1\cxPractice WS—B-22 ta Ana Wellness District: A study of demand and supply for wellness goods and services
Conclusions from the Quantitative Research
The purpose of a study of this nature is to identify the variety of market - viable economic development
scenarios for a downtown or other district, such as Santa Ana's historic downtown. The study identifies
the breadth of available market opportunities, and the trade -offs and choices available to policy makers,
local businesses and their associations, investors, and the public in considering the pursuit different
strategies.
Towards this end, the study constructed and used a scenario model to estimate current and future
Wellness Goods and Services purchases in downtown Santa Ana by five different consumer segments.
The model was used to estimate possible increases in Wellness Goods and Services sales in the
downtown, based upon estimated changes in the number of customers /households from each segment
and upon the allocation of their Wellness - related expenditures to downtown business establishments.
Each scenario highlights different directions and priorities for downtown renewal and marketing.
Under all the reasonable scenarios considered, two segments consistently demonstrated the potential
to significantly impact total downtown Wellness Goods and Services sales. These segments are the
traditional central Santa Ana homeowners and tenants. Although these two segments have lower
Effective Buying Income (EBI) than the non - resident segments, they are more proximate, have lower
travel times, and spend more time in or adjacent to downtown than the weekday commuters and
weeknight/weekend visitors. As well, they have fewer alternative retail market areas than the non-
resident commuters and visitors, especially considering their lower levels of car ownership. In contrast,
the non - resident segments can efficiently access a wider range of retail locations. Given their limited
times of the week and of the day in downtown Santa Ana, the weekday commuters and the weeknight/
weekend visitors are also expected to do a narrower range of their retail shopping activities in downtown
Santa Ana than the segments for whom the downtown has traditionally been a primary shopping area.
Our conclusion is that the most immediately viable opportunity for increasing downtown Wellness
Goods and Services sales, which also offers the greatest potential increase in downtown sales, is to
improve and multiply the Wellness retail and services offerings for the residents of central Santa
Ana. Such a strategy for downtown economic development could also directly address two additional
priorities:
Addressing the wellness and health needs of central Santa Ana residents, as a social policy and
community development priority
Preserving and improving the downtown as a distinctive shopping, recreational and touristic
destination for downtown commuters and for weeknight and weekend visitors from Orange County
and beyond, in particular by preserving and accentuating the cultural distinctiveness and authenticity
of the historic downtown relative to competing downtown retail/commercial centers in Orange
County.
The Next Practice W S _ B _23Ana Wellness District: A study of demand and supply for wellness goods and services
TABLE 12. Consumer Expenditures and Retail Sales per Gross Leasable Commercial Floor Area (Cla)
City of Santa Ana
(2012 CA Taxable Sales)
3,987,568
$ 2,518,026,000
$ 631
$ 676,714,000
$170
Under any scenario, the contributions of both fixed location retailers and of Non -Store Retailers should
be considered, recognizing the substantial market share of Non -Store Retailers in downtown and central
Santa Ana. Specifically, the promotion of food vendors, pop -up markets, mercaditos, and other kinds
of vendors could be examined as a way to rapidly augment existing offerings in the downtown, while
supporting local livelihoods. A growing number of U.S. cities have demonstrated effective Non -Store
Retail strategies and policies, including the establishment of licensing and fees regimes, resulting in a
substantial contribution of the Non -Store sector to downtown area market awareness, retail foot traffic,
and sales.
Public policy makers substantially shape market opportunities through the use of regulations, taxation
and special assessments, public finance, public investments in infrastructure, streetscapes, facilities
and services; through the disposition of public lands, public and quasi -public development agencies
and utilities, and public marketing and communications. Private property developers and investors
substantially influence market opportunities through their choices between alternative business models
(e.g., build -sell; build -hold- manage) and building types. In an economically vibrant region like southern
California there is no single `market' or market opportunity. Market opportunities are crafted through
coordinated government, civic, and private sector choices to pursue a common market opportunity.
The preparation of development scenarios, as in this study, highlights the pros, cons, and challenges of
different choices.
The City of Santa Ana has in the past applied a number of public sector instruments to shape the
market for downtown investment and re- development. It is noteworthy however that, unlike many lower
income districts in California and beyond, there is no community development corporation in Santa
Ana to work with local government, local retailers and residents, the real estate and construction sector,
and investors to implement strategic development projects geared towards the established residential
population of central Santa Ana. Pending the establishment of such an institutional capacity, the Santa
Ana Building Healthy Communities initiative has developed concepts for some smaller commercial
and property- related projects that would begin to address Wellness priorities of local residents. These
concepts are presented below in Appendix A.
The Next Practice WS—B-24 ta Ana Wellness District: A study of demand and supply for wellness goads and services
Core Downtown
Central Santa Ana
Central City of
Orange County
Santa Ana
(Nielsen 2.0 ml
Orange (Nielsen
(Nielsen l2.0ml
(Nielsen 05.mi
radius)
2,Omi radius)
radius)
radius)
GROSS LEASEABLE COMMERCIAL FLOOR AREA (GIA)
74,510
2,198,185
1,596,664
44,218,780
RETAIL MERCHANDISE SALES
2014 Downtown Sales (2014
$259,568,521
$2,416,734,566
$1,822,013,917
$40,081,919,435
(Intl Eating and Drinking Places) -
est)
Sales /GIA
$3,484
$1,099
$1,141
$906',
WELLNESS MERCHANDISE RETAIL
Downtown Sales (2014 est)
$132,199,501
$1,014,891,698
$727,194,384
$16,269,652,467
Sales /GLA
$1,774
$462
$455
$366
City of Santa Ana
(2012 CA Taxable Sales)
3,987,568
$ 2,518,026,000
$ 631
$ 676,714,000
$170
Under any scenario, the contributions of both fixed location retailers and of Non -Store Retailers should
be considered, recognizing the substantial market share of Non -Store Retailers in downtown and central
Santa Ana. Specifically, the promotion of food vendors, pop -up markets, mercaditos, and other kinds
of vendors could be examined as a way to rapidly augment existing offerings in the downtown, while
supporting local livelihoods. A growing number of U.S. cities have demonstrated effective Non -Store
Retail strategies and policies, including the establishment of licensing and fees regimes, resulting in a
substantial contribution of the Non -Store sector to downtown area market awareness, retail foot traffic,
and sales.
Public policy makers substantially shape market opportunities through the use of regulations, taxation
and special assessments, public finance, public investments in infrastructure, streetscapes, facilities
and services; through the disposition of public lands, public and quasi -public development agencies
and utilities, and public marketing and communications. Private property developers and investors
substantially influence market opportunities through their choices between alternative business models
(e.g., build -sell; build -hold- manage) and building types. In an economically vibrant region like southern
California there is no single `market' or market opportunity. Market opportunities are crafted through
coordinated government, civic, and private sector choices to pursue a common market opportunity.
The preparation of development scenarios, as in this study, highlights the pros, cons, and challenges of
different choices.
The City of Santa Ana has in the past applied a number of public sector instruments to shape the
market for downtown investment and re- development. It is noteworthy however that, unlike many lower
income districts in California and beyond, there is no community development corporation in Santa
Ana to work with local government, local retailers and residents, the real estate and construction sector,
and investors to implement strategic development projects geared towards the established residential
population of central Santa Ana. Pending the establishment of such an institutional capacity, the Santa
Ana Building Healthy Communities initiative has developed concepts for some smaller commercial
and property- related projects that would begin to address Wellness priorities of local residents. These
concepts are presented below in Appendix A.
The Next Practice WS—B-24 ta Ana Wellness District: A study of demand and supply for wellness goads and services
05. level 3 Analysis: Qualitative Consumer Research
The study's quantitative research indicated that the most viable opportunity for Santa Ana to increase
downtown sales of Wellness Goods and Services is to improve the available offerings for Central
Santa Ana residents. For this reason, qualitative research was conducted to gather insights regarding
the lifestyles, needs and interests of the two primary Central Santa Ana consumer segments analyzed
in the quantitative study and scenarios, Central homeowners and renters. Such in -depth and in- detail
insights can be used in developing specific strategies and offerings to make downtown Santa Ana a more
attractive shopping, services, and recreational destination for these segments. In specific, SABHC was
interested to learn how the establishment of one or more Wellness- oriented retail- service hubs in the
downtown area could be best designed for these segments.
The qualitative data was collected by MASData, with support and analysis by The Next Practice. The
qualitative research consisted of two components:
1. In -depth interviews with 40 residents from the 92701 zip code in Santa Ana. The interviews were
selected according to age, race and documentation status, and categorized as older youth (18 -25),
younger adults (26 -40), older adults (40 -65), and seniors (65 +); documented or not documented;
and Latino/Hispanic, white or other. All interviewees were residents earning less than $50,000 per
year (i.e., the area's median household income). All were renters or homeowners in central Santa
Central area.
2. The data collected from the interviews were then entered into The Next Practice's User Optimization
Tool, an excel -based software program used to identify and analyze patterns, preferences, needs and
values from the in -depth interview data.
Preliminary findings from the qualitative interviews and User Optimization Tool were presented at two
stakeholder workshops held in Santa Ana on June 19th and 21st, 2014. These workshops supported the
use of the quantitative and qualitative research findings in the conception of Wellness District projects
by local residents, City staff and members of community organizations. Workshop participants were
given the chance to confirm and critique the analysis, and to discuss other segments that had not been
explored in the qualitative research, specifically resident children (0 -12); younger youth (13 -17); weekend
visitors; and downtown commuters. The presentation of the preliminary findings allowed the researchers
to gather feedback from local residents, City staff and members of community organizations regarding
the proposed insights. The participant list for the workshops can be found in Appendix C.
The following is a summary of the qualitative consumer /user information gathered from the use of the
User Optimization Tool. The detailed qualitative findings are available for use by stakeholders in specific
to `hub' or other facilities or retail - commercial development projects.
The Next Practi ws—B-25Ana Wellness District: A study of demand and supply for wellness goods and services
Conclusions from the Qualitative Consumer Research
Central Santa Ana residents place high priority, and maintain a strong sense of responsibility,
regarding time with family. Meals, eating out at restaurants, commuting to school and shopping
were often described as times to spend with family. Workshop participants stressed the importance
of having intergenerational activities in future downtown wellness services as a way to reflect and
support these values and lifestyle patterns. Given the unique preferences and sensitivities of each
age group, activities should also be scheduled with particular attention to the varying needs of each
group's activities, including not only facilities, but also issues of noise, pedestrian safety, toilet access
etc.
Affordability and proximity were often cited as desirable qualities for choosing a restaurant.
Many respondents placed a primary emphasis on affordability and low priced food options when
both shopping and eating out. Interviews tended to spend less than $20 per individual on dinner
meals, and less than $12 on lunchtime meals. A few respondents indicated that they prefer to
frequent locally owned restaurants and cafes. Walkability to restaurants was greatly appreciated and
considered an enjoyable and integrated part of a shopping or dining experience for both pleasure and
health reasons. Eating at restaurants was most commonly done with family, followed by friends. One
interviewee felt that there were not enough family restaurants in the city.
Safety is a key issue for local residents. Interviewees expressed considerable concern over safety,
particularly in the context of transportation and walking. Several interviewees described the
drunken people outside of bars and homeless individuals in parks as reducing their sense of safety
while walking. Some participants also expressed concern for a loss of safety caused by new types of
establishments in Santa Ana. Several others suggested that they perceive Santa Ana as not having
a reputation for being safe by those living outside city, which impacts those who are entering the
downtown.
Exercise and physical activity is a part of the life for many residents, and often done as part of
a daily routine, with friends in parks, or at community centers or gyms. Physical fitness was
considered a positive outlet, "a way to feel good ", "to be healthy ", "relieve stress" or "have fun".
Interviewees were frustrated when parks or fitness facilities were not clean or well maintained
or when the parks were used as a gathering place for homeless individuals or drug users. Youth
primarily engaged in exercise at the gym or in parks. Adults were more likely to walk or bike as
part of a commute to shopping outlets or for short errands; to attend exercise classes at the Latino
Health Access (LHA); or to participate in outdoor sports activities. Seniors primarily do recreation
and fitness activities at the Seniors Center or go for walks in their neighborhood or while on short
errands. Most exercise activities are not associated with significant expenditure, except for gym
memberships or yoga classes. Physical activity was often associated with food purchases. Seniors that
visited the Seniors Center for extended daytime hours sometimes purchased lunchtime meals. Adults
that exercise in the morning sometimes follow their activity with a purchased smoothie or coffee.
The user groups schedule their wellness activities at different periods within their daily work,
shopping, and family routines. The qualitative research revealed that adults and youth primarily
engage in wellness activities in the morning or after work or school, while seniors tend to do
so in the morning and daytime. Evenings and weekends are popular times for families to be
together; to complete errands and grocery shopping; and to partake in fitness and recreational
activities. Considering local behaviors in conjunction with existing community spaces, can prevent
redundancies and make the best use of limited resources.
The Ne \t rah WS—B-26 a Ana Wellness District: A study of demand and supply for wellness goods and services
Many of the residents in Santa Ana commute by car and find traffic to be frustrating. While
some would like to commute by walking or biking, they do not feel that there are safe options
available. Several interviewees indicated that particular intersections are dangerous.'lhose walking
or biking will often use side streets to avoid the traffic of main streets. Overall, however, walking was
considered a relaxing activity, whether alone or as a way to spend time with family.
Santa Ana residents want to buy affordable, high quality, healthy, nutritious and traditional
(culturally relevant) foods at their local grocery store or market. Affordability was a very important
consideration for food purchases: some respondents described a sense of pride in being able to get
good value for the food that they buy. They also enjoy the convenience of purchasing all of their
needed items in a single place. Proximity was mentioned as a key factor in choosing which store to
use. Interviewees primarily use Northgate and Food4Less, while Superior Foods was suggested as a
good place for buying traditional foods.'Ihe local Farmers' Market was said to be too expensive for
many Santa Ana residents. Grocery shopping is most commonly done in the evening after work, on
the way home, or during the weekend. For some residents, it is a social experience, a time to be with
family and get the things that they need for their home, providing them with a sense of service and
accomplishment after completing family responsibilities.
The Next Practice W S _ B _27 Ana Wellness District: A study of demand and supply for wellness goods and services
Summary of Further Inputs from Workshop Participants
Workshop participants used their own experiences and perspectives to expand on the insights gathered
from the qualitative research. The following is a recount of their feedback.
Older youth aged 18 -25 are seeking employment to finance themselves and often their families as
well. They value time to be social and hang out with friends. Many are still enrolled in school and seek
guidance on the decisions that will impact their lives. Without proper entertainment options — they may
choose dangerous alternatives, like "ditch parties. "This demographic would benefit from employment
opportunities, business training, classes to pursue hobbies and interests, and positive spaces for social
engagement as part of an ideal wellness service /center.
Weekday morning activities include commuting to work or school, eating at nearby coffee shops or
restaurants, or grocery shopping for things that they or their family may need. Evening activities include
time at the gym, outdoor fitness activities, and classes or hobby based activities. Weekend activities
include visits and outings with family, grocery shopping and spending time in downtown Santa Ana and
socializing with friends.
Younger adults aged 26 -39 are starting to establish their lives, and have a particular interest in
employment and educational opportunities, meeting others their age, starting families, childcare and
housing. They often need support accessing local information on these issue areas, and may struggle
for economic sustainability at this stage. They want to maintain relationships with family and friends
and seek a variety of food and entertainment spaces that allow them to spend time with others and
build these relationships. The types of needs vary widely across this demographic, but it was suggested
by workshop participants that when this demographic is downtown, "they want to feel connected to
their culture, who they are and where they come from. "This demographic tends to work during the
day. Common weekend and evening activities include exercise, classes and hobbies, spending time with
families and friends, grocery shopping for household necessities, and going out to bars and music venues.
Older adults aged 40 -64 are primarily focused on safety, stability of their employment, finances, access
to affordable health care, and the needs of their family members. As parents and grandparents they are
concerned about their family's wellbeing and want to satisfy their needs and demands. They want their
children to access good education and are concerned that they may fall subject to crime or dangerous
activities. They may work multiple jobs, but aspire for full time employment with medical benefits. It can
be very stressful for the individuals in this demographic, especially if they have low levels of education
and precarious work environments.
Morning activities include commuting to work or daily exercise routines for those that have flexible
work schedules. Evening activities comprise of exercise and recreational activities, shopping for groceries,
and meal times with friends and family. A large number of those interviewed in our qualitative sample
used the Latino Health Access (LHA) for their regular fitness activities or went for walks in their
neighborhood. Weekends are a time to share meals or go on outings with family members; to take care
of household chores and grocery shopping for the week; and to do fitness and recreational activities.
The Next rap WS—B-2 Ra Ana Wellness District: Astudy of derriand and supply for wellness goods and services
Senior citizens over 65 years of age want to feel valued in the community and to be given opportunities
to share their knowledge and experiences. They tend to do their activities earlier in the day, while
weekends are an important time for them to spend with family. Health, affordability, safety and
transportation are big areas of concern for them. Seniors in Santa Ana tend to prefer to communicate
in their ethnic languages, often not English, and enjoy participating in culturally appropriate activities.
The Seniors Center in Santa Ana plays an essential role in providing this demographic with access to
recreation, fitness and social activities. Seniors need places that are accessible, safe, nearby, affordable, and
culturally appropriate — where they can feel comfortable and respected. Their primary activities include
volunteering in the community, social activities with friends and family, recreation and fitness activities,
medical appointments, grocery shopping and buying necessities.
Children from 0 -12 need educational resources outside of school, parks and outdoor play, positive
mentors and safe, creative places to have fun. Playgrounds, green spaces and gardens, street closures,
and community activities create positive spaces for children. Childcare and the activities aimed at their
parents and caregivers are also an important part of servicing this demographic.
Younger youth aged 13 -17 in Santa Ana are often accused of participating in crime when they are
hanging out in large groups outdoors and risk conflict with local police. This demographic needs
affordable indoor recreational places, where they are able to safely and comfortably gather and socialize,
to do their homework, get advice, exercise, and have fun. Lots of youth in Santa Ana work after school
jobs because they come from low income families; opportunities for employment and job search support
would be very useful for this demographic. Participants described this demographic as benefiting from a
wellness service location that resembles a "bigger El Centro ". [El Centro is a collectively run space where
different organizations meet and community members come together to organize, take classes, and share
information.]
Weekend visitors to Santa Ana place a primary emphasis on being able to have entertainment and
enjoyment in the city. Services such as retail outlets with places for ethnic shopping, restaurants offering
a diversity of food types, family events, arts and cultural activities, downtown professional services
(attorneys or Mexican consultants) and educational institutions are desired by this demographic. Safety
is also a big concern for weekend visitors. To attract this demographic, Santa Ana should consider
promoting an improved image premised on safety and other notable elements of the city. Transportation
to and out of the Santa Ana is also an important consideration for weekend visitors.
Downtown commuters are another important demographic group within the city. Many of those who
come are working during the day and want quality childcare, food options and fitness services close to
their places of work that are easy to access via car or foot. Since they are not from the area, they need to
be informed of the amenities that are available nearby and around the city.
Workshop participants expressed a strong desire for culturally relevant programming and genuine
consideration of the community's skills, practices and needs as part of wellness goods and services.
They further emphasized the need and importance of engaging the community in its selection of
cultural programming to create a sense of ownership in future wellness services and programs. They
also expressed the importance of having a sense of permanence and security in the places that they use.
Participants in the workshops expressed a fear of displacement from their homes, businesses, and cultural
centers.
The Next I "ractice'�' _ B _OM Ana Wellness District: A study of demand and supply for well ness goods and services
Appendix A. Methodological Notes
This study and the methodology of this analysis was designed by the Next Practice Ltd (TNP). The
TNP methodology incorporated data generated by TNP through customized use of the Nielsen Claritas
retail analysis model, which is data copyrighted by The Nielsen Company. The downtown scenarios were
generated using a customized retail scenario model for downtown Santa Ana that was created by TNP.
MASdata provided local research services for both the quantitative and qualitative aspects of the study,
including the 40 in -depth consumer interviews. TNP entered and analyzed the qualitative interview data
using TNP's User Optimization tool.
Al. The Study Area
The first methodological task in a study of this nature is to define the geographical areas that serve as the
consumer catchment areas for different consumer segments. Within the constraints of the study's terms
of reference, two different data sets and sources had to be used to define the precise areas of `downtown
Santa Ana' and `central Santa Ana.' Data on household characteristics, such as income, disposable
income, ethnic background, educational background, employment and commuting patterns were taken
from the U.S. Census Bureau, American Community Survey (ACS). This data is available by census tract.
To secure data on the commercial business mix, retail and services expenditures, and sales at the scale of
part of a municipality, we relied upon the Nielsen Claritas data and model. The Nielsen Claritas model
combines demand data from the U.S. Bureau of Labor Statistics Consumer Expenditure Survey and
supply data from the U.S. Census of Retail Trade. This data is available by radial areas, the radii of which
have been defined byTNRTNP also secured data from the California Board of Equalization for this
purpose.
Downtown Santa Ana
Within this context, TNP defined `downtown Santa Ana' in two ways. For purposes of demographic and
household profiles, the primary historical downtown/civic center area is Census Tract 750.02, Orange
County, California. For purposes of retail and services trade data, the primary downtown area is defined
as the area of 0.5 mile radius from the intersection of 4th Street and N. Main Street. This area extends
to Mortimer Street to the east, 8th Street to the north, Ross Street to the west, and Walnut Street to the
south. The distance of 0.5 mile is used to represent the walking catchment area whose longest distance is
the 1.0 mile diameter of the circle.
An extended downtown/civic center area was also considered to generate and analyze data on
commercial business mix, retail and services expenditures and sales. This is the circular area of 1.0 mile
radius, whose center is the intersection of 4th Street and N. Main Street. This area extends to Garfield
Street to the east, Washington Street to the north, Flower Street to the west, and Camile Street to the
south. The distance of 1.0 mile is used to represent a catchment that includes walking customers from
a distance of 1.0 mile and bicycling customers from a distance of up to the 2.0 miles diameter of the
circular.
Unless otherwise indicated, the retail and services sales figures presented in the report and scenarios refer
to the `downtown' as the 0.5 mile radius area.
The h_ ,xt Practice WS—B-30 ta Ana Wellness District: A study of demand and supply for wellness goods and services
Central Santa Ana
For purposes of retail and services trade, the area of Central Santa Ana is defined as the area of 2.0 mile
radius from the intersection of 4th Street and N. Main Street. This area extends to 17th street to the
north, Fairview Street to the west, S. Grand Avenue to the east, and Edinger Avenue to the south.
For purposes of demographic and household profiles, the Central Santa Ana area is defined to consist
of the following 17 census tracts in Orange County: 744.05, 744.06, 745.01, 746.01, 746.02, 748.01,
748.02, 748.05, 748.06, 749.01, 749.02, 750.02, 750.03, 750.04, 751, 752.01, and 752.02.
A2. Wellness Goods and Services
As indicated in Table 1 of the report, the definition of the "Wellness Goods and Services" category
relied upon the selection of merchandise and services types as defined and quantified in the US Bureau
of Labor Statistics Consumer Expenditure Survey. Goods and services associated with `wellness' were
selected in consultation with SABHC stakeholders. These goods and services categories were then
associated with specific business establishment categories as defined by NAICS codes.
The Nielsen Claritas model was used for Level 1 analysis to determine total demand and sales, by the
defined radial market areas such as `downtown core' and `central Santa Ana,' for Wellness Goods and
Food Services only. The TNP model developed to generate Level 2 analysis scenarios for Wellness
Goods and Services purchases used, in addition to the Nielsen Wellness Goods and Food Services data,
purchases estimates for Educational Services, Childcare, Healthcare and Social Assistance services
purchases within the total Wellness Goods and Services category. Household income allocations to these
other services were also determined using the US BLS Consumer Expenditure Survey.
A3. Consumer Segments and Spending Patterns
Segment Populations
In the first instance, the five consumer segments were defined according to the consumers' place of
residence either in Central Santa Ana or in Orange County Three segments of primary interest were
then defined for Central Santa Ana residents. These are: Traditional Central Homeowners, Traditional
Central Renters, and New Downtown Settlers. Two segments of primary interest were then defined
for consumers residing outside of Central Santa Ana. These are: Weekday Commuters and Special
Destination Weeknight/Weekend Visitors.
To define each of these segments, US Census Bureau, American Community Survey demographic data
were used to differentiate the consumer groups within the Central and outside -of- Central geographic
areas. The resulting profiles are summarized in Table 5 of the report. This data enabled the differentiated
calculation of median Effective Buying Income for households in each of the five segments. The
geographic factors and demographic factors used to differentiate each of the five segments are as follows:
Traditional Downtown Homeowners: a household that owns a place of residence and resides in one
of the 17 census tracts of Central Santa Ana
Traditional Downtown: a household that rents its place of residence in one of the 17 census tracts of
Central Santa Ana
New Downtown Settler: a resident (renter or homeowner) who resides in Census Tract 750.02,
Orange County who has a college or university degree
The Next Practice WS—B-34 Ana Wellness Distrid: A study of demand and supply for wellness goods and services
Weekday Commuter: a household (renter or homeowner) that resides in Orange County and that
has one family member who commutes by car or public transit to work in downtown Santa Ana
• Special Destination Weeknight/Weekend Visitors: a household (renter or homeowner) that resides
in Orange County and travels, by car or public transit, for shopping, dining, entertainment and/or
services to downtown Santa Ana at least three times per year
Household Effective Buying Income
Once each segment was defined, the median annual Effective_ Buying Income (EBI) was calculated for
a household in each segment. This calculation was made by deducting the median housing and utilities
costs for a household in the designated geographic area from the median after -tax household income for
a household in the designated geographic area. In the instance of the Traditional Downtown segments,
the median housing and utilities costs were different for homeowners and renters, based on ACS data.
(Median EBI for homeowners is lower than for renters, among other reasons, due to the additional costs
of mortgage finance, home repairs, and larger housing units.) In the instance of the New Downtown
Settlers, the median after -tax income for university graduates was different than for other downtown
residents, based on ACS data. In the instance of Weekday Commuters and Weeknight/Weekend
Visitors, the median after tax income was lower for public transit users than for private vehicle users. The
EBI for these two segments was calculated using a weighted average median household income of transit
and automobile users.
A4. Level 2 Market Analysis: Household Expenditure Allocations and Shopping Location Choices
Median Household Expenditures, by Segment
Median household expenditures for each type of Wellness merchandise and service type were
determined by calculating the percentage allocation of EBI to all household expenditure categories.
These allocations were adjusted for downtown Santa Ana (0.5 mile radius), Central Santa Ana (2.0
mile radius), and Orange County (12.0 mile radius) using the Nielsen Claritas model (which uses the
BLS Consumer Expenditure Survey). Table 13 (below) presents the resulting allocation of EBI by
merchandise /services areas.
TABLE 13. Allocation of Household EBI to Household Expenditures
The Practice WS-B-32 to Ana Wellness District: A study of demand and supply for wellness goods and services
DOWNTOWN
(0.5 mile radius)
CENTRAL
(2.0 mile radius)
ORANGE(OUNTY
(12.0 mile radius)
Wellness Goods85ervicesPurchases
0325
0307
0.291
Food at Home
0,166
0.148
0.117
Food away from Home
0.057
0.051
0.050
Sports, sporting Goods, Hobbies, Musical Instruments & Books /Periodicals & Recreation
0.081
0.081
0.103
Education and Childcare
0.057
0.063
0.098
Health Care
0.100
0.100
0.098
Health& Personal Care Stores
0.022
0.021
0.021
Other Discretionary
0.102
0.103
0.116
Other Non-Discretionary
0.572
0.5139
0.593
The Practice WS-B-32 to Ana Wellness District: A study of demand and supply for wellness goods and services
Household Expenditures for Wellness Goods and Services. by Segment
Having estimated median EBI for each segment, based upon place of residence and selected
demographic factors; and having estimated EBI allocation percentages based on the median for the
selected geographic areas, the total dollar amount of expenditures can be estimated for a household
in each of the five segments. Total expenditures by each segment can be estimated by multiplying the
median household expenditures for each merchandise or service type by the number of households in the
segment.
Shopping Location Estimates. by Segment
The current study did not allow for direct survey of downtown customers, representing each of the
segments, regarding the geographic distribution of their purchases. Short of this, however, TNP prepared
a baseline estimate of Wellness Goods and Services expenditures in downtown Santa Ana (0.5 mile
radius), by segment and in total, by applying standard retail catchment and purchasing habits principles
to estimate the percentage of expenditure by each segment to downtown business establishments and to
non- downtown business establishments. These principles are stated in the report.
The reasonableness of the baseline downtown expenditure scenario, by segment, was tested by ensuring
that total of Wellness Goods and Services expenditures estimated for all of the segments was equal to
the Nielsen Claritas model projection of total 2014 Wellness Goods and Services expenditures for the
0.5 mile radius area; that is, $132 million.
A5. Level 3 Consumer Analysis: Qualitative Market Research
So as to provide further, detailed guidance about consumer preferences of the two main Central Santa
Ana consumer segments, The Next Practice also undertook a qualitative study of the values, preferences,
life patterns, and aspirations of typical central Santa Ana residents. This qualitative research involved
forty in -depth interviews of residents regarding a typical day in their lives. The respondents were
selected using a snowballing technique, beginning with volunteers to downtown service and cultural
organizations, who then introduced the researchers to friends and associates for further interviews.
Qualitative market research methods, such as in -depth interviews and focus groups are commonly used
in commercial market research. They are not intended to use a statistical sample or to provide predictive
conclusions. Rather, they are used to generate insights about consumers, which insights are then used to
develop solution concepts. To support the identification of patterns and insights from the interview data,
the day -in -the -life information, ranging from activities and schedules to emotions and key words, were
entered into TNP's User Optimization tool. This is an advanced Excel tool that permits extensive sorting
and filtering to identify patterns from detailed and divergent types of data and information about a
large group of individuals. The tool supports the association of activities, preferences, and emotions with
specific places, times of day, and other activities.
The Next Practice WS—B-33 Ana Wei iness District: A study of demand and supply for wellness goods and services
Appendix B. Wellness District Project Concepts
Three workshops were held to share the quantitative findings of the retail analysis; to build on the
qualitative data collected from interviews; and to develop initial wellness `destination' project concepts
that reflect the findings of the research. These workshops were organized by SABHC, and TNP provided
facilitation support for Workshops 2 and 3.
Workshop 1 was held for community members to identify the various vacant lots that present
opportunities for developing wellness goods and services hubs or locations for central Santa Ana
residents. Participants were given the opportunity to start brainstorming and sharing their ideas about
the types of uses they envision for these sites.
Workshop 2 convened senior staff from the City of Santa Ana, leaders of community led organizations,
and members of St. Joseph's Hospital to build on the ideas for the sites that were identified in
Workshop 1.
Workshop 3 brought together community members to review and discuss the wellness services and
programs concepts that were developed in Workshops 1 and 2.
The workshops primary purpose was to begin the development of concrete project ideas that would
address identified local priorities and contribute to a downtown Wellness District strategy. The concepts
are not necessarily tied to one or more of the sites identified in Workshop 1.
Workshops 2 and 3 organized participants into groups to discuss the needs and priorities of each
demographic group. Using the collective insights gathered, the groups were then re- organized to develop
a single wellness destination /hub concept that could meet the needs of all the demographic groups.
The three main ideas generated in the workshops were:
B 1. Fitness and Recreation Center
B2. Micro Farm and Community Education Center
B3. El Mercadito Santenera
h Practice WS—B-34' a Ana Wellness Distr(t: A study of demand and supply for wellness goods and services
Bl. Fitness and Recreation Center
Prospective Site: Former YMCA
Mission statement: Empowering community with life skills for health, jobs and overall wellbeing for a
more productive and self - actualized life
Key services and activities:
1. Social support services
2. Workforce development
■ Vocational training and job placement
■ Language training, classes about unemployment
■ Job opportunities within the center for priority populations and youth
3. Family focused programs that are culturally relevant to the community
■ Activities that relate to the cultures and interests of local demographics
■ Strong interest from the community to participate in development of programs being offered
4. Health education and related services
■ Medical fitness
• Geared towards individuals with chronic illnesses or other health conditions
■ Classes, resource fair, seminars on health and wellbeing
• Stress management, mental health and spirituality classes
• Integrative health activities
• Yoga, Thai chi, Pilates, acupuncture
• Nutritional counseling
• Aesthetician and related services
• Classes for people with special needs
5. Cardio, fitness and strength training
■ Personal training services
■ Sports facilities
■ Intergenerational fitness options
■ Group exercise for all ages
• Ex. dancing, boxing, cumbia classes, danzon, folklorico
The Next t Practice WS _ B _35Ana wellness District: A study of demand and supply for wellness goods and services
6. Offsite community activities
■ Walking and cycling activities and events
■ Transform the courthouse lot and front driveway area into event spaces or clinics
"VCI -MNB Clinic"
7. Accessible to all Santa Ana residents
■ Affordable regardless of income
■ Migration status is not a requirement for participation
■ Form partnerships with other groups in the community and exchange resources
S. Sales Opportunities
■ Retail space that sells products based on demand
Ex. Traditional and non - traditional medicines and services
■ Fitness membership
• General public, senior, corporate, scholarship, day visitors
s Geared towards residents of Santa Ana and commuter populations
■ Corporate products
Employee Health Management solutions
Stress reduction, spinning, yoga
■ Space rental
■ Coffee shop
The center can run a coffee shop that sells healthy food and is managed by volunteers or as a
form of work for youth
The community members in Workshop 3 envisioned a large space that opens early in the morning for
those who want to do fitness first thing in the day, and offers classes throughout the day in the areas of
nutrition and fitness. Afternoon classes would be focused on attracting youth and evening classes would
be geared towards adults. Childcare would be offered all day long so parents can participate in activities.
The Next Practic,e WS—B-315 to Ana Wellness District A study of demand and supply for wellness goods and services
B2. Micro Farm and Community Education Center
Prospective Site: Vacant property 823 E.1'1 St.
Mission statement: Increase access to healthy, fresh, local food while creating opportunities for
partnership, community building and entrepreneurship
Key services and activities:
1. Farmers' Market or regular farm stand
■ Sale of the food and flowers produced on the micro farm for retail and wholesale
■ Cultivate and grow traditional food types
■ Can be sold to restaurants with interest in local food production, food trucks or other markets
■ Easily accessible for Santa Ana residents and downtown commuters
2. Educational programs
■ Organize and facilitate regular workshops on planning, planting, sprouting, maintenance and
wellness classes related to food and cooking
■ Different kinds of informational signs and posters throughout the space to educate visitors about
Plants and growing techniques
■ Partnerships with local schools — can give tours or offer classes for students
3. Common area for events and community meetings
■ Rentable space for community use
■ Micro Farm is accessible via active transportation
4. Employment and volunteer opportunities
■ Including: Lead farmer (horticulturalist), sales associate /farm assistance, volunteer coordinator
etc.
5. Programming Design
■ Connecting generations around food and farming
■ Transfer of knowledge between Elders and younger generations on traditional herbs and growing
■ Run programs for different age groups at different times of the day (ex. seniors can use the space
in the morning, and children in the afternoon)
■ Cultural activities in the daytime and evening - community meals, celebrations and events can be
hosted at the micro farm
■ Allocate plots to different families who want to maintain part of the garden
The NexPractice WS—B-37 Ana Wellness District: A study of demand and supply for wellness goods and services
The participants described a space that opens early in the morning for seniors to use and enjoy.
Throughout the day there would be numerous activities and events focused on food, gardening and
agriculture. Late afternoon would have intergenerational activities, workshops, storytelling, music classes,
cooking and preparation for large community meals to be held in the evening.
The community members in Workshop 3 shared concerns about how the community could create a
system that would ensure that they are able to run and maintain a micro -farm for the long term. There
was consideration of running a pilot. Questions were also raised about the consequence of partnering
with the City. What if the city wants to take the land back? What is the process that can prevent that
from happening? How does the community's power change by working with the City?
The Next Practice WS—B-38' ta Ana Wellness District: A study of demand and supply for wellness goods and services
B3. El Mercadito Santenera
Site: Grand Ave — 2 "a and 4`h
Mission statement: El Mercadito Santanera serves as a community space that promotes healthy food,
the development of small/local business and cultural and educational opportunities for the residents of
Santa Ana.
Key services and activities:
1. A central market to host and incubate local micro business to sell their services and products
■ Sells healthy food, seafood, produce, local, organic, traditional herbs, spices, grains, cultural
artifacts, native medicine, juices
■ Offers micro loans to small businesses and individuals
■ Workshops and education classes about starting and running a business
■ Technical assistance for small business owners
■ Offers office space for micro businesses and helps to legitimate their work
2. A destination place that people from inside and outside of Santa Ana who want to visit and buy
unique gifts and food items
■ Offers cultural entertainment during the daytime, evening and weekend
■ Used by members of the community and surrounding neighbourhood, commuters and weekend
visitors, DMV, employees of local businesses and schools
■ Accessible via active transportation — visitors can walk and bike there
■ Potential to locate the Mercadito at the entry way to the Wellness Corridor
3. Creates job opportunities for the community to run and maintain the space
■ Acts as a venue space for community events
■ Access to outdoor and indoor space
4. Provides affordable housing and lofts /artist studios
Participants in Workshop 3 suggested that the Mercadito should also be connected to the micro farm
or any other community based restaurants, businesses, services and programs. The idea of the Mercadito
has its roots in the Mercados of Latin America and reminds community members of the strong
connections that they have to those places. While the Mercadito will attract people from outside, it is
designed to serve and support the community, as one member mentioned, "by the people for the people."
The Mercadito is not just a place to find food, but also a place to find business services, connect with
community members and participate in cultural events.
The Next Practice WS —B — Ana Wellness District: A study of demand and supply for wellness goods and services
Community members described a space that opens early in the morning for people to access on their
way to work for coffee/breakfast, bike tune ups, or to wait for public transit. During the day, businesses
are running and community events are being hosted. In the later afternoon, affordable and healthy food
options are available for purchase and seniors are leading activities with children. In the evening there are
social activities, music, dance, cinema, coffee and arts -based events.
The Next Practice WS—B-40 ta Ana Wellness District: A study of demand and supply for wellness goods and services
Appendix C. Workshop Participants
Workshop 2 Participants
Alisa Barrios, St. Joseph Health
David Benavides, City Council Member, Santa
Ana
Jeb Brugmann, The Next Practice
Ana Cabral, OCLF
Joel Cazares, SABHC
Robert Cortez, City of Santa Ana
Yenni Diaz, OCCORD
Jo Flatt, The Next Practice
Elizabeth Glenn - Bottari, St Joseph Health
Melody Gonzalez, KidWorks
Lisa Marie Gorman, St. Joseph Health
Scott Kutner, City of Santa Ana
Jessie Mosqueda, Chi Bank
Virginia Mosqueda, SABHC
Gerardo Mouet, City of Santa Ana
Nancy Moughney, Taller San Jose
Gabriela Robles, St. Joseph Health
Jeanette Rubio, Resident
Karen Sarabia, Centro Cultural Mexico
Carolina Sarmiento, MASData
Socorm Sarmiento, Centro Cultural Mexico
Revel Sims, MASData
Shawna Smith, Taller San Jose
Ana Urzua, SABHC
Workshop 3 Participants
Sarai Arpero, Latino Health Access
Jeb Brugmann, The Next Practice
Kathy Cardelli, St. Joseph Health
Carmen Cortez, resident
Jo Flatt, The Next Practice
Amelie Garcia, resident
Vanesa Gonzalez, resident
Lynette Guzman, KidWorks
Steve Kim, Project Kinship
Manuela Lopez, SACRED
Pedro Lopez, resident
Ozomatli Mazatl, resident
Nancy Mejia, Latino Health Access
Laura Pantoja, El Centro Cultural de Mexico
Esmeralda Perez, student
Araceli Robles, resident (LHA)
Rigoberto Robles, resident
Carolina Sarmiento, MASData
Socorro Sarmiento, El Centro Cultural de Mexico
Revel Sims, MASData
Madeline Spencer, SACRED
Estela Tejedo, resident
Cuatli, resident
The,NeNt Practice WS—B-44 Ana Wellness District: A study of demand and supply for wellness goodsand services
The Next Pract�i` ec
The Next Practice Ltd.
120 Bathurst Street Toronto, Ontario M56 2R4
Office +1 -416- 461 -1644
Cell +1- 416 - 303 -0418
WS -B -42
Exhibit 2
North American Wellness Districts & Hubs:
Four Case Studies
Jackson Walk
Jackson, Tennessee
Mariposa Healthy Living Initiative
Denver, Colorado
Vital Health and Wellness District
Stamford, Connecticut
Artscape Wychood Barns
Toronto, Canada
October 2014
The NE,xt Practice
The Next Practice Ltd. Office +1- 416 - 461 -1644
720 Bathurst Street Toronto, Ontario M56 2R4 Cell +l -416- 303 -0418 WS -B -43 Prepared by to Fla fl, Consultant, The Next Practice
CONTENTS
Case 1: Wellness District
Jackson Walk
Municipality: Jackson, Tennessee
1. Background and Summary ............................ .............................03
2. Project Description ......................................... .............................03
2.1 Partners & Actors ....................................... .............................03
2.2 Strategy and Approach ........................... .............................04
2.3 Project Implementation and Outcomes to Date ................04
3. Budget and Finances ..................................... .............................05
Case 2: Wellness District
Mariposa Healthy Living Initiative
Municipality: Denver, Colorado
1. Background and Summary..
2. Project Description ........................................ .............................06
2.1 Partners & Actors ...................................... .............................06
2.2 Strategy and Approach ........................... .............................06
2.3 Project Implementation and Outcomes to Date .................07
3. Budget and Finances ................................... ............................... 08
Case 3: Wellness District
Vital Health and Wellness District
Municipality: Stamford, Connedicut
1. Background and Summary ........................... .............................09
2. Project Description ......................................... .............................10
2.1 Partners & Actors ....................................... .............................10
2.2 Strategy and Approach ............................ .............................10
23 Project Implementation and Outcomes to Date ..................11
3. Budget and Finances ....................................... .............................11
Case 4: Wellness Hub
Artscape Wychood Barns
Municipality: Toronto, Canada
1. Background and Summary ............................ .............................12
2. Project Description ......................................... .............................13
21 Partners & Actors ....................................... .............................13
2.2 Strategy and Approach ............................ .............................13
2.3 Project Implementation and Outcomes to Date .................13
2.4 Other Notable Initiatives .......................... .............................14
The Stop Community Food Center ........ .............................14
History and Approach ............................ .............................14
3. Budget and Finances ...................................... .............................15
ENDNOTES............................................................ .............................16
WS -B -44
Case 1: Wellness District
Jackson Walk
Municipality: Jackson, Tennessee
1. Background and Summary
Jackson is a city of 68,000, located in rural western Tennessee. In 2010, Jackson confronted the decision
of a company not to relocate there because of potentially high employee health care costs caused by the
city's high rate of obesity. In response, the City launched an initiative called Jumpstart Jackson to increase
both economic development and health for city residents. The initiative includes a variety of community
programs, events, a farmers' market and a 17 -acre redevelopment, called Jackson Walk.
The Jackson Community Development Agency selected Healthy Community LLC to lead the
redevelopment. The project focused on creating a healthcare model premised on access to a wellness/
fitness /primary care center, outdoor recreational amenities, commercial shops, and new apartments
and family homes. The development was also designed to maintain the historic character of the
neighborhood and to promote a pedestrian and cyclist friendly network that connects residents with the
areas main employers, the local farmer's market, and other neigbborhoods in the midtown, downtown
and surrounding areas.
LIFT (Living In a Fit Tennessee), a medically based fitness facility, is the anchor of the site. It opened in
January 2013 and has attracted more than 3,000 members, exceeding initial membership and financial
projections. The developer considers the pedestrian - friendly design and co- location of restaurants and
shopping as key elements of success. The site has been transformed into a `destination place,' where
members can walk or drive to the gym, access local amenities such as a dry cleaner, eat lunch or visit the
farmers' market in a single trip. The majority (60 %) of members live within eight miles of LIFT, while
the remaining members come from other parts of the region.'
Jumpstart Jackson has catalyzed significant economic development in the downtown: Over $50 million
of wellness and a healthy lifestyle investment have been put into the city.'
2. Project Description
2.1. Partners & Actors
As a collaborative initiative, Jumpstart Jackson works with city departments, the YMCA, Boys &
Girls Club, faith based organizations, and local schools to spread the message of a healthier Jackson
and run programming to engage residents in fitness and healthy living.
Healthy Community LLC (http: / /healthycommunityllc.com/), a partnership of Crocker
Construction Company, HCB Development and Henry Turley Company, is the developer of the
Jackson Walk project. The architect was Looney Ricks Kiss (LRK). Healthy Community LLC
worked closely with the downtown area's three primary employers: the City, the county courthouse
and the Jackson Energy Authority.
The Ne� Pre ce WS—B-45
2.2 Strategy and Approach
Healthy Community LLC used health and wellness as the theme for the Jackson Walk infill
redevelopment and selected LIFT (http: / /www.liftjackson.com /), an 82,000 square -foot medical
care -based fitness /wellness center as the site's main anchor. LIFT is Jackson areas only medical
fitness center. It hosts a fitness centre, a preventative health center, a primary care clinic, and a health -
focused cafe that caters to diabetic and caloric - conscious consumers.
'The fitness center includes a gym, basketball courts, indoor pools, cardiovascular and strength
training equipment and an indoor walking track. The wellness center offers physical and occupational
therapy; cardio and orthopedic rehab; and programs focused on women's health. The center runs
numerous outreach events at schools and seniors' centers, and has an extensive disease - management
program that offers free educational programs on diabetes and congestive heart failure. The center
also works with Jackson businesses to offer preventative care resources and guidance to their
employees?
LIFT's diverse customer base ensures that the development's 20,000 square feet of commercial - retail
space is being used during all hours of the day. The leasing strategy for retail tenants specifically
targets businesses that can contribute to the health focus and pedestrian - oriented community created
in Jackson Walk.
Biking and walkability are a core element of the development.The site offers visitors a park-
like setting, walking trails, and outdoor exercise stations. To balance the need for parking, while
maintaining a park aesthetic, the developers undertook parking studies to support dispersal of
parking lots throughout the site, rather than building a large lot concentrated in one area.
Jackson Walk also includes 149 individual multi - family rental units and 32 single - family homes.
Rental rates for apartments are between $675 - 81,105, or $LOl /square foot. Two of the smaller
homes have sold for 3115,000 and $122,000, while the larger homes are priced at $209,000. Twelve
of the homes will be sold through a special grant incentive program from the city for first -time
homebuyers. The neighborhood also boasts a city -owned amphitheatre and dog park.
In addition to the Jackson Walk redevelopment, some of the wellness programs include Breakfast in
the Classroom, which provides students with a nutritious meal before they start class; a Farm to Tray
program, which brings fruits and vegetables from local farmers to all school cafeterias; creation of the
Jackson- Madison Wellness Policy; and 8.5 miles of new or improved walking trails in parks.4
2.3 Project Implementation and Outcomes to Date
Jumpstart Jackson has transformed Jackson into a much healthier community, while also bringing
significant economic benefit to the city.' The finished development includes a 60,000- square -foot
wellness center, 15,000- square -foot primary care clinic, 20,000 square feet or commercial /retail space,
188 multifamily residential units, and 402 parking spaces .6
In 2013, Jackson was selected by the US Conference of Mayors as one of the most livable small cities
in America. The site has a Walk Score of 72, indicating it as very walkable.
The ,Vert Practice WS-B-46
3. Budget and Finances
The project cost was $46 million, with $42 million coming from private funds and $4 million from the
city and public support. Wells Fargo and Suntrust Bank were the primary lenders, and Jackson Walk
Partners and Healthy Community Partners are the equity. Of the total project costs, $17 million was
spent on the LIFT facility.'
The Ne— ' P— r tie WS.5B-47
Case 2: Wellness District
Mariposa Healthy Living Initiative
Municipality: Denver, Colorado
1. Background and Summary
Built in 1953, the Lincoln Park public housing district of the Denver Housing Authority (DHA)
reflected the outdated strategy of concentrating low- income housing in obscure locations that are
generally isolated from amenities, services, and economic opportunities. As a result, the neighborhood
has been challenged by poverty levels triple to those of the city as a whole. Ninety-four percent of
residents have incomes that are 0 -30% of the Area Median Income (AMI).' Many also suffer from poor
health outcomes: 38% of residents experience chronic health conditions such as asthma, diabetes, and
heart problems, while 55% are considered overweight or obese.' Further, 40% of residents have less than
a high school diploma and only 1% have a college degree.
In response, the Denver Housing Authority (DHA) decided to redevelop the neighborhood in ways
that will enhance the health outcomes and quality of life for residents. DHA initiated the Mariposa
Healthy Living Initiative in 2009 to establish physical, mental and community health outcomes as
primary measures of redevelopment success. The South Lincoln Homes public housing project has
been rebranded as Mariposa. The redevelopment is being implemented in eight stages with completion
expected in 2018 focusing specifically on facilities and design for physical activity, pedestrian and bike
infrastructure, traffic safety, and access to health care?
2. Project Description
2.1. Partners & Actors
The Mariposa development is owned and managed by the Denver Housing Authority (DHA).
Mithun, the architecture, planning and design firm, led the master planning process. The
landscape architects, Wenk and Associates have developed an open space and parks system for the
neighborhood that integrates sustainable principles with stormwater management principles.
2.2 Strategy and Approach
The redevelopment of Mariposa's 17.5 -acre site will add a mix of uses and nearly triple the existing
density, with 900 new mixed - income homes (1/3 public, 1/3 workforce, 1/3 market rate). Significant
investments are also being made in open space, infrastructure, and public realm improvements. All
homes will be within a convenient walking distance to the neighborhood's light rail station, retail and
services, and a large city park. The coordination of eight distinct construction and demolition phases
has allowed residents to remain in the neighborhood during the development process."
Fundamental to the development is the Mariposa Healthy Living Initiative. The Initiative recognizes
the built environment as a determinant of health outcomes for local residents." Its activities
include the development of indicators to track and measure health and wellness performance and
the Mariposa Healthy Living Toolkit, which provides a comprehensive guide for practitioners to
incorporate health into design, redevelopment and construction.13
The Next t Pra�Mrce WS-8-48
At the start of the Initiative in 2009, a rapid Health Impact Assessment was undertaken to examine
the relationship between health and the built environment in existing South Lincoln homes and to
set a baseline for the public housing residents. All options for the Master Plan were continuously
evaluated using the Healthy Development Measurement Tool, resulting in a plan that meets the
priority issues of the residents.
Stakeholder engagement has been a pivotal part of the process. Related activities have included
stakeholder interviews, a pedestrian audit, youth visioning sessions, and outreach to targeted
populations. Over 140 community meetings and group interviews were held to discuss the master
plan. A 30- member steering committee, with a majority comprising of South Lincoln residents, was
also created to oversee the process. 14 The engagement activities identified a number of community
needs, including community gardens, a central plaza, and connective parks.
2.3 Proiect Implementation and Outcomes to Date
Phase I of the redevelopment was completed in 2012. It is a 100 -unit multi- family building, called
Tapiz apartments. Tapiz is a LEED certified building constructed on a remediated brownfield site,
featuring rooftop solar panels, community gardens, green heating and cooling systems, graywater
recycling, and green infrastructure for stormwater management." The site also houses the Youth
Culinary Academy, which offers job training for youth.
Phase II is a brightly colored four story multi - family building with a landscaped courtyard,
common meeting room spaces and a children's play area. Detached from the main building are a few
townhouse units. Phase III is the largest single housing development of the project, with a sizeable
community garden and extensive green space. Each phase of development has been accompanied by
an art project. Phase I has an eight -story mural on the exterior side of the building, Phase II has a
large flower sculpture and Phase III has an interactive indoor staircase.1e
Phase IV is set to be finished in October 2014 and Phase V will break ground fall 2014 to be
finished early 2015.17 Phase IX is expected to be finished in 2018.
Monitoring and tracking of projects against the baseline assessment has already shown positive
trends in several key community health areas. The total crime rate has dropped from 246 incidents
per 1000 people in 2005, to 157 in 2011. The average transit commute time has also dropped from
24 minutes in 2010, to 20 minutes in 2012.18 The percent of residents with 1/2 -mile access to open
space and nature increased from 26% to 32% and the number of healthy food outlets within 1/2 mile
increased from 0 to 1.19
Other outcomes of the development are improved mobility, supported by neighborhood traffic
calming, new bike lanes, bicycle share system, and a free shuttle buses to the Denver Health Medical
Center. The development has also created a safer, more attractive public realm; with building murals
and public art that celebrate the neighborhood's cultural diversity, as well as public plazas and
community gardens. New programming to support health outcomes has also been created, including
intermittent diabetes and health checkups and appointment of a Healthy Living Coordinator to
organize wanting groups, health classes and other services. The Denver Housing Association (DHA)
has also partnered with the DU Bridge Program to provide school opportunities for youth in the
Mariposa community to increase levels of high school completion and enrollment in trade -based
education and initiated a scholarship program with La Alma Recreation Center to offer scholarships
to boost participation.
The Next Practice WS43-49
3. Budget and Finances
The project is expected to cost $150 million at fill build out 2° The DHA has raised nearly $4 in private
funds for every $1 of public money contributed.21
The project has attracted more than $30 million in federal funds, including a stimulus grant under
the American Recovery and Reinvestment Act and the $22 million HOPE VI grant from Housing
and Urban Development (HUD). The Environmental Protection Agency (EPA) paid for the initial
brownfields cleanup. The planning process also received support from EPA's brownfield office and
agencies within the federal Partnership for Sustainable Communities (EPA, HUD and Department of
Transportation)."
The Next Practice WS -B -50
Case 3: Wellness District
Vital Health and Wellness District
Municipality: Stamford, Connecticut
1. Background and Summary
The Vita Health and Wellness District is a neighbourhood redevelopment project, currently under
construction, in the area surrounding the Stamford Hospital in Stamford, Connecticut. The site is
located on Stamford's West Side, in a one -mile corridor along Stillwater Avenue. The district's central
focus is health, wellness and medicine and this thematic concept is applied to the entire project's real
estate development decisions, landscape and building design, and ultimate retail selection and leasing
strategy.
The Vita Health and Wellness District aims to revitalize the Stamford West Side by improving the
health of local vulnerable populations; to reduce excessive spending caused by the inefficient delivery
of medical services; and strengthen the economic and social vibrancy of the neighbourhood around
Stamford Hospital." It achieves these outcomes by matching a range of health programs and services
with the development of quality housing options, parks and green space, and strategies to stimulate local
business and workforce development.
Studies conducted by a Community Health Needs Assessment have identified the neighbourhood as
having the highest incidence of chronic medical conditions and poor health within the Stamford area
including obesity, coronary /cardiovascular disease, diabetes and cancers. The incidence of depression,
anxiety and substance abuse is also high.Z" Many residents rely on federally subsidized clinics or
Stamford Hospital's emergency department because they are uninsured or qualify for Medicare or
Medicaid. Many are without a relationship to a primary care physician."
The West Side has a population of 13,000 residents. It is a predominantly Hispanic neighbourhood,
at 50% of population, followed by a large African American population, at thirty -three percent 26 The
neighbourhood has struggled for decades to achieve economic vitality. Median household income is
$42,000, compared to $75,000 citywide?' Only 26% of the community owns a home, with the remaining
population renting.21 Poor access to employment training, language barriers, and immigration status has
been identified as impediments to employment for neighbourhood residents 29 Currently, many of the
streetscapes that connect parks and green space are in poor condition. The city lacks affordable indoor
fitness facilities. There is also a shortage of affordable fresh produce available on the main commercial
corridor, Stillwater Avenue "
Vita's Wellness District development was facilitated by the construction of the new Stamford Hospital
and a land swap between the Stamford Hospital and Charter Oak Communities, the city's public
housing authority.31
The Next Pr WS43-51
2. Project Description
2.1. Partners & Actors
The Vita development is an initiative launched by the Charter Oak Communities in partnership with
the Stamford Hospital, the City of Stamford and the West Side community, including residents,
business owners, and the West Side Neighbourhood Revitalization Zone (NRZ). This partnership is
also being supported by a team of consultants, which includes Gamble Associates, Madden Planning
Group, Development Strategies, Reisen Design Associates, Tripp Umbach and Balance Health
Communications.
The Stamford Hospital and Charter Oak Communities first worked together in 2010 when the
hospital needed to build a new primary inpatient facility, while Charter Oak had to replace an
obsolete public housing project. The two organizations chose to swap the two properties, without
any monetary exchange. Since the exchange, the organizations have also collaborated on obtaining
Village Commercial District zoning; creating the Fairgate Farm; and obtaining federal grant funds to
refine the Vita plan.
2.2 Strategy and Approach
In the late 2000s, Stamford experienced a spark of health related investments including the Fairgate
Farm, the Optimus / Fairgate Community Health Center (a federally qualified health center);
new housing developments; and new health programs created by the Stamford Hospital. In 2010,
Stillwater Avenue was rezoned as a Village Commercial District", better enabling the city to attract
an array of consumer -based health facilities and services and allowing it to position itself as a
district."
A pivotal component of establishing the Vita District is the hospital expansion. In 2012, construction
of a $450 million expansion of the Stamford Hospital began. This expansion was made possible by a
Sustainable Communities Challenge grant provided by the U.S. Department of Housing and Urban
Development. The addition will be an 11 -story - 647,000 square foot building with main floor retail
space and a focus on specialty health care. It has been designed according to the P1aneTree principles,
to create a calm and healing environment s" Among its many programs, the hospital will also house a
Center for Integrative Medicine & Wellness to provide an alternative approach to patient treatment,
by considering physical, emotional, mental, social, spiritual, and environmental influences.35 The
development is also creating public green space and parks throughout the hospital campus and
along the site. For the first time since the hospital's opening in 1913, it will have an entry facing the
neighbourhoods to the south, connecting it with that community. The hospital expansion will be
completed in 2016.
In 2013, the consultant team prepared a strategic plan and market assessment, gathering insights
from community meetings and interviews with local businesses and residents; design studies; market
analysis; evaluation of commercial space and retail opportunities; and examination of the job outlook
in the healthcare industry.
The Next Pract e WS—B-52
In addition to current projects, the strategic plan proposes development of a 50,000 square foot
mixed -use building; a 550 -car parking structure with ground floor retail space; and a new street to
align new construction projects in relationship to Fairgate Farm.
The 2013 strategic plan also outlines five essential components of the Vita Health and Wellness
District.
1. Health and wellness within the neighbourhood
2. Healthy eating: Urban agriculture and nutrition
3. Active living: Parks and connections
4. Promoting good jobs and local business
5. Connecting the hospital into the community
2.3 Project Implementation and Outcomes to Date
Vita's successful projects include Fairgate Farm, an urban agriculture site, transformed from a series
of blighted housing lots in 2011. Run by local volunteers, Fairgate Farm delivers fresh produce to
social agencies throughout Stamford and is considered a "prized community asset.""
The Greenfield housing community will be opened in fall 2014. Built by the public housing authority
(Charter Oak Communities) the development includes a range of mixed - income residences, serving
some of the lowest income populations.
The Stillwater corridor, now under Village Commercial District zoning, is positioned to attract
health- focused business, facilities and services to build the economic base of the area. The Vita
District has also initiated new collaborations between local community organizations and West Side
residents to support implementation and direction of the development.
While many development projects are underway, Stillwater Avenue remains disconnected from the
hospital and on -site retail needs to be identified.
3. Budget and Finances
The development has attracted national attention and funding. It received a Sustainable Communities
Challenge grant from the U.S. Department of Housing and Urban Development (HUD) to underwrite
the Vita strategic plan. In 2012 the U.S. Environmental Protection Agency (EPA) selected Vita for the
Building Blocks Equitable Development technical assistance program "
Projects Underway:
• $450M Stamford Hospital Expansion
$26M Fairgate Mixed - Income Housing Redevelopment
New development planned for 5 -acre former Vidal Court site
• $50M Mixed -Use project
The Ncx— 'Pra�edce WS -6-53
Case 4: Wellness Hub
Artscape Wychood Barns
Municipality: Toronto, Canada
1. Background and Summary
Development of a Wellness District requires establishment of key wellness related facilities to connect,
educate and and engage the surrounding community. Artscape Wychwood Barns is an example of a
community cultural hub that concentrates community organizations, businesses and artists working in
the areas of arts, culture, food security, urban agriculture, and health in one location. The site is a former
streetcar repair facility transformed into a dynamic mixed -use community space, where arts and culture,
environmental leadership, heritage preservation, urban agriculture and affordable housing are brought
together to foster a sense of community.38 The building is owned by the City of Toronto, but operated by
an organization called Artscape under a 50 -year lease. The building has programming and administrative
spaces, live -work units for artists, indoor and outdoor growing areas, a community-nun gallery and an
8,000 square foot covered street that is used for farmers' markets, art markets, conferences and events ;9
The property contains 4 barns each serving different purposes:
The Studio Barn provides 26 live -work studios and 14 work -only studios to professional artists as
well as a Community Gallery.
2. The Covered Street Barn provides affordable community space for community events, exhibitions,
conferences etc.
3. The Community Barn provides affordable programming, rehearsal, office and meeting space for
nonprofit community arts organizations and environmental organizations.
4. The Stop Community Food Center's Green Barn houses a year round temperate greenhouse,
sustainable food education center, garden, outdoor bake oven and compost demonstration site.
Z. Project Description
2.1. Partners & Actors
Leading up to the development, the local City Councilor played a large role in the reuse and
preservation of the site. Important community groups who supported the process include the
Taddlewood Heritage Association and Friends of the New Park. In 2008, the Wychwood Barns
Community Association (WBCA) was created to curate the community gallery and to enhance
community and public participation in the Barns.
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Artscape manages the Wychwood Barns as well as its completed redevelopment, holding a 50 -year
lease at Wyear with the City of Toronto. Artscape is financially and legally responsible for the
operations, subleases and license agreements with all tenants. It is also responsible for all property
management and base building operations, including tenant selection, maintenance, and capital
repairs such as finances, insurance, fire safety plans, taxes and utilities. Artscape transferred the
residential component of the building to its uniquely incorporated not - for -profit corporation,
Artscape Non Profit Homes (ANPHI), which was created specifically by Artscape to manage its
affordable housing projects.
2.2 Strategy and Approach
The project's vision was based on the idea that building a space with a diversity of uses will create
a more animated and successful facility. By mixing a wide array of tenants from a variety of
backgrounds and disciplines, Artscape Wychwood Barns was designed as a platform for collaboration
where a mix of people and ideas could come together to strengthen the community.
Artscape sought to engage a variety of organizations as partners and tenants. In 2004, Artscape
issued a request for expressions of interest to find partners that have the same vision for the project.
Through this process they brought the Stop Community Food Centre on board as a development
partner and anchor tenant. The Stop contributed to financing Barn number four, the Green Barn, a
greenhouse facility and education centre.
2.3 Project Implementation and Outcomes to Date
At first, the project faced some local opposition from residents who feared that the redevelopment of
the Barns would cause excess traffic and noise. Artscape conducted a series of noise and traffic studies
and numerous stakeholder consultations to manage the opposition — ultimately diminishing concerns
within the neighbourhood.
An influential and powerful project management team supported development of the Barns. The
team included the local City Councilor, Artscape CEO, the project's architect, influential community
activists, and senior staff from the City of Toronto.
Artscape also formed an expert architecture and design team that focused on structural, mechanical
and electrical heritage and sustainability in their plans. A professional contractor managed the
construction process. The property was opened to the public in 2008. It has become a key landmark
in the neighbourhood.
2.4 Other Notable Initiatives
The Stop Community Food Center
The anchor tenant of the Wychwood Barns is The Stop Community Food Center. Throughout its
work, The Stop seeks to address issues of health and wellness by improving local access to food in a
way that maintains dignity, builds a sense of community and challenges inequality. The organization
started in the 1970s as a food bank offering emergency food relief It has evolved, however, into a
sustainable food production and education center focused on good food. People can come to The
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Stop for emergency food services; to learn how to grow, cook, and choose healthy food; participate
in communal bake ovens and markets; learn about sustainable food systems and urban agriculture;
attend peri -natal classes, after school programs and summer camps; or access community support
workers.
History and Approach
The Stop is widely considered a pioneer in community food work for having sought to change the
charity food distribution model by building a community that empowers, educates, and engages
around food.41
The Stop started as a small food distribution project inside of downtown church for those affected
by the growing recession in the 1970s. The initiative began in direct response to the needs of local
residents. As demand kept increasing the initiative grew to be one of Canada's first food banks.
In 2001, the organization became The Stop Community Food Centre and relocated to one of the
region's most diverse neighborhoods, challenged by above - average rates of unemployment and low
income.41 The Stop's food bank and drop -in meal programs adopted an emphasis on healthy food as
a way to build morale and promote mental and physical health. 12
In 1998, The Stop built an urban agriculture program to engage community members in the process
and issues of agricultural food production. Staff soon realized the broad impacts of building social
initiatives and networks within communities. As resources increased, The Stop began to invest in a
civic engagement process that supported community members to understand and address the root
causes of poverty and food security.43 While maintaining their emergency drop -in program, The Stop
offers a range of capacity building, educational and skills training programs related to food and food
preparation, gardening, civic engagement, advocacy training and classes to address issues of social
isolation.
In 2008, they opened their second site in the Artscape Wychwood Barns as a state of the art
greenhouse, commercial kitchen, demonstration garden and classroom. The Stop is considered a key
component of its surrounding neighbourhood and a successful best practice model for community
organizations across North America.
In 2013, The Stop had an operating budget of $4.5 million in 2013.44
3. Budget and Finances
Unlike many traditional community centers, Artscape Wychwood Barns has a self - sustaining financial
model, it has not required any operating subsidies beyond the initial capital investment 45 It took three
years to raise the $23 million in capital to develop the property.
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Artscape leveraged a variety of funding opportunities to finance the barns redevelopment, including:
• Departments within the federal and provincial governments such as housing, tourism and Heritage
Canada
• Numerous foundations and private companies
• Local private condominium developer because of the Section 37 bylaw which allows a municipality
to pass zoning bylaws authorizing additional height and /or density to a development project, but in
return the developer must offer community benefits41
City of Toronto contributed funds to remediate the contaminated soil
One of the innovative methods of fundraising included the sale of donated photographs of the
dilapidated pre- renovation structures by prominent artists.
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End Notes
1 Urban Land Institute. "Building for Wellness: The Business Case." 2014. Accessed on September 24, 2014.
2 US Conference of Mayors: Jumpstart Jackson. Accessed on October 1, 2014.
http: / /vimeo.com /68867740
3 Ibid.
4 http: / /uli.org /wp- content /uploads/ULI- Documents/Building- for - Wellness -The- Business - Case.pdf
5 Tourism Jackson. Jackson, Tennessee recognized for wellness efforts. Accessed on October 2, 2014.
http://jacksontn.com/tourism/news/detail/54
6 http: //v .Irk.com/projects /Jackson- city-walls/
7 Urban Land Institute. `Building for Wellness: The Business Case. "2014. Accessed on September 24, 2014.
http: / /uli.org /wp- content /uploads/ULI- Documents/Building- for - Wellness -The- Business - Case.pdf
8 Mithun Consulting, Denver Housing Authority. The Mariposa Healthy Living Initiative. October 2012.
Accessed on October 1, 2014. Pg 19.
9 Ibid.
10 Ibid.
11 Kaid Benfield. Denver redevelopment sets new standards for community engagement and analysis. Switchboard: National
Resources Defense Council Staff Blog. June 7, 2012. Access on October 1, 2014.
http: // switchboard. nrdc. org / blogs/kbenfield/ denver _redevelopment_sets_new.html
12 Mithun Consulting, Denver Housing Authority The Mariposa Healthy Living Initiative. October 2012.
Accessed on October 1, 2014. Pe 19.
13 Ibid.
14 Kaid Benfield. Denver redevelopment sets new standards for community engagement and analysis. Switchboard:
National Resources Defense Council Staff Blog. June 7, 2012.
Access on October 1, 2014.
http: // switchboard .nrdc.org /blogs /kbenfield/ denver _redevelopment_sets_new.html
15 Ibid.
16 Joe Vaccarelli. The Denver Post. Mariposa District in West Denver sees change after five years. May 29, 2014.
Accessed on October 1, 2014.
http: / /www.denverpost.com/denver /ci_ 25844421 /mariposa - district- westdcnver- sees - change -after -five
17 Ibid.
18 Center for Active Design. Mariposa Redevelopment Master Plan and Healthy Living Initiative
Accessed on October 1, 2014.
http : / /centerforactivedesign.org /mariposa/
19 Ibid.
20 Joe Vaccarelli. The Denver Post. Mariposa District in West Denver sees change afterfave years. May 29, 2014.
Accessed on October 1, 2014.
21 Ibid.
22 Mithun Consulting, Denver Housing Authority. The Mariposa Healthy Living Initiative. October 2012.
Accessed on October 1, 2014. Pg 22.
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23 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Trip Umbach,
and Balance Health Communications, Vita: Health & Wellness District in Stamford, CT. Stamford: Chatter Oak
Communities, 2013. Full Report. p. ii. Accessed April 15, 2014 at:
http://vitastamford.com/strategic-plan/
24 Ibid p. i.
25 Ibid p. ii.
26 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Trip Umbach, and
Balance Health Communications. Vita: Health & Wellness District in Stamford, CT. Stamford: Charter Oak Communities,
2013. Appendix. Section: "Development Strategies ". p. 4. Accessed April 15, 2014 at:
http: / /vitastamford.com /strategic -plan/
27 Ibid.
28 Ibid.
29 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Tripp Umbach, and
Balance Health Communications. Vita: Health & Wellness District in Stamford, CT. Stamford: Charter Oak Communities,
2013. Full Report. pp. 14. Accessed April 15, 2014 at:
http: / /vitastamforcf.com /strategic -plan/
30 Ibid p. 38.
31 Ibid p. 3.
32 The Village Commercial District (VC District) is intended to implement the policies, goals and urban design principles
articulated in the Master Plan of the City of Stamford, calling for preservation and development of a sustainable,
transit oriented and pedestrian friendly "Main Street" character for the neighborhood centers of Stillwater, Glenbrook
and Springdale, including the development of new structures and uses with appropriate architectural designs and the
conservation and enhancement of the character of existing buildings, sites, streetscapes and pedestrian environments.
33 City of Stamford. Zoninz Regulations, City of Stamford Connecticut, Stamford: City of Stamford, February 7, 2013.
Accessed on April 15, 2014 at:
http: / /www.stamfordct.gov/ sites /stamfordct/Mes /file /file /city -of stam ford - zoning - regulations -O.pdf
34 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Trip Umbach, and
Balance Health Communications. Vita Health & Wellness District in Stamford, CT Stamford: Charter Oak Communities,
2013. Full Report. p. 23. Accessed April 15, 2014 at:
http: / /vitastamford.com /strategic -plan/
35 Ibid p. 25 (Footnote 4).
36 Ibid p. 7.
37 Ibid p. 71.
38 Artscape Wychwood Barns: The Vision." D.-I.Y. Creative Placemahing. Artscape. Accessed April 14, 2014 at:
http: //w ..artscapediy.org /Case - Studies /Artscape - Wychwood - Barns.aspx
39 Ibid.
40 Knezevic, L, Landman, K, Blay - Palmer, A. and Nelson, E. Models and Best Practices {or Building Sustainable Food
Systems in Ontario and Beyond. Guelph: Ontario Minister of Agriculture, Food and Dural Affairs, 2013. p.9,
Accessed on April 19, 2014 at:
http: / /www. uoguelph. ca/omafra_ partnership /]ctt /en/agrifoodrarallink/res ources/MBPFultReportFINAL.pdf
41 City of Toronto. City of Toronto Ward Prof�iles: Ward 17. City of Toronto, 2006. Accessed on December 1, 2010 at
http: / /www.toronto. ca/wards2000 /wardl7.htm
42 The Stop. The Stops Healthy Food Philosophy. Accessed May 21, 2011 at:
http://www.thestop.org
43 Levkoe, C. Learning democracy through foodjustice movements. Agriculture and Human Values, 23(l).2006. pp. 89 -98.
Link:littp: / /dx.doi.org /10.1007 /sIO460- 005 - 5871 -5
44 The Stop. the Stop Communityy Food Centre: Financial Statements. Toronto. August 13, 2013. Accessed April 25, 2014 at
http: / /www.thestop. org /sites /thestop. org /files /the - stop -cfc- audited _financial_statements_2012 -13.p df
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45 "Artscape: Artscape Wychwood Barns" Accessed on May 1, 2014 at:
http://torontoartscape.org/artscape-wychwood-barns
46 "Section 37" is a particular section of the planning act which allows a municipality to pass zoning bylaws authorizing
additional height and /or density to a development project. In return, the developer must offer community benefits, which
can include ali`oidable or mid - range rental housing, community services and facilities space, not - for -profit child care
facilities, public art and others.
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The Next Practi(e Ltd.
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Exhibit 3
RESOLUTION
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA
DIRECTING THE CITY MANAGER TO ESTABLISH WELLNESS DISTRICT FOR DOWNTOWN
SANTA ANA BASED ON LATINO REVIVAL STRATEGY
WHEREAS, the City of Santa Ana has a population of 334,227, 78% of which are Latino, 11% Asian, 9%
White, 2% others. Santa Ana has over 30% of households with children under 18 living at home. A wide
variety of languages are spoken, with 83% of households having a language other than English spoken at
home. Culturally the city has over 48% of its households born in countries other than the US. As one of
the densest, youngest, and most culturally and ethnically diverse cities in the nation, the goal of
engaging all sectors of our community in a meaningful way, and of creating consensus, are all the more
important; and
WHEREAS, in November 2013 the City of Santa Ana launched the Downtown Santa Ana Wellness
Corridor; and
WHEREAS, In March 2014, the City approved a five -year strategic plan that laid out a vision, mission,
principles, and goals committing to integrate health, wellness, and equity in all policies and plans,
including in the creation of a comprehensive economic developrnent strategic plan, supporting
neighborhood vitality and liability, and promoting a strong arts and culture infrastructure.
WHEREAS the City of Santa Ana supports the creation of a: distinct cultural destination and a secure
place for the community and businesses to continue building a strong, thriving, and culturally relevant
economy for Santa Ana the City of Santa Ana; and
WHEREAS, the City of Santa Ana is developing a Santa Ana Downtown /Transit Zone Complete Streets
Plan to create a more walkable, bikeable, vibrant and healthy environment in Santa Ana's Downtown;
WHEREAS, downtown Santa Ana is already a destination, locally and in Orange County, for purchases of
food, food services, health and personal care products, sporting and hobby goods, as well as educational
services, healthcare, recreation and cultural activities (hereinafter 'Wellness Goods and Services'); and
WHEREAS, from a commercial property performance perspective, downtown Santa Ana therefore
already has a local and regionally competitive function as a district for purchases of Wellness Goods and
Services; and
WHEREAS, the greatest and most immediate source of purchasing power to increase downtown Santa
Ana sales of Wellness Goods and Services is the predominately Latino residents of central Santa Ana;
and
WHEREAS, the residents of central Santa Ana have a high incidence of overweight and obesity, which
contribute to higher rates of diabetes and heart disease, and higher propensity to be uninsured in
comparison to other Orange County residents, which increases the public sector and employer costs for
health care provision; and
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WHEREAS, the residents of central Santa Ana engage out of necessity in active transportation, such as
walking and biking, and seek safer opportunities for commuting or recreation; and
WHEREAS, the residents of central Santa Ana only buy a portion of their household's Wellness Goods
and Services purchases in downtown Santa Ana but have expressed their interest in accessing additional
affordable and culturally relevant Wellness Goods and Services in the downtown, and have been
organizing into groups and committees to advance wellness initiatives such as the Wellness Corridor
along 4`' St, Santa Ana Building Healthy Communities Equity for All Workgroup, Santa Ana Business
Council, Familias Corazones Verdes, (etc); and
WHEREAS, the development and strengthening of locally -owned and small businesses in the downtown
benefits the city of Santa Ana not only through the production of revenue and provision of Wellness
Goods and Services, but also through the re- investment of profits within Santa Ana both directly and
indirectly; and
WHEREAS, cities throughout the United States have been establishing supportive programs for street
vendors and food trucks to increase the availability of - affordable, quality prepared food in their
downtown areas; and
WHEREAS, the City of Santa Ana is already in an exclusive negotiating agreement with St. Josephs
Hospital and Taller San Jose to establish a Wellness Center in the downtown; and
WHEREAS, other North American cities have successfully applied a 'Wellness District' strategy for the
renewal of their downtown areas, based on partnerships with hospitals, employers, downtown retailers,
property owners and developers, and resident associations, thereby improving quality of life and
amenities for residents, increasing local retail and services sales, and reducing health care costs for
employers; THEREFORE
BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS:
Section 1. The City resolves to hereby establish a downtown Wellness District strategy. This strategy will
be based upon the further development of a differentiated, distinctly Latino downtown as a retail and
activities destination that in particular serves and retains the customer loyalties of central Santa Ana
residents and other underserved resident communities and households. Through the Wellness District
strategy the City will foster downtown retail, services and activities that are healthy, vibrant, and of an
authentic Latino character, thereby also attracting and retaining a broader base of destination visitors
and customers to Santa Ana's historic and unique downtown.
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Therefore, the City of Santa Ana further resolves to work in collaboration with historically community
based organizations that serve Santa Ana residents, Santa Ana businesses and residents of the
surrounding area to:
A. Implement wellness policies in planning and economic development:
1. Create an equitable, inclusive economic development plan, as called for in the five -year
strategic plan that is driven by the needs and vision of underserved resident communities,
that focuses on supporting Santa Ana residents, local businesses, workers, youth and
families, and that creates opportunities for anyone to find affordable housing and support
themselves and their families in the City of Santa Ana.
2. Perform a Health and Wellness Outcomes Assessment to set a baseline for conditions of
residents, businesses and organizations in the area, monitoring the success of the Wellness
District strategy based upon improvements against this baseline.
3. Implement strategies that ensure development aligned with Wellness District principles and
approaches, including but not limited to active programming of healthy recreational and
cultural activities, incentives for businesses offering: wellness goods and services, and
incentive for businesses committing to long term provision of good jobs, affordable housing,
and economic stability for Santa Ana residents.
4. Implement health policies in economic development in line with health in all policies.
5. Implement strategies for Santa Ana residents to remain and thrive in Santa Ana while
minimizing the negative consequences of development such as increased cost of living in
housing.
6. Engage the vendor community to ensure that plans, policies, and street design are inclusive
of their contribution to servicing low income residents and their families as well as
downtown employees and visitors.
B. Increase activity in the downtown through culturally relevant programming, increased public
use of public spaces, and infrastructure improvements to allow for such uses:
7. Adopt the name Calle Cuatro Marketplace for the downtown
8. Support the following community- organized events to further establish the distinctive
Latino character of downtown Santa Ana and to promote health, wellness and culture by
waiving the municipal charges and fees associated with public space usage, including
waivers of street closure fees, security costs, and liability insurance requirements, and the
permission of flyers, to support the following events:.
a. Dia del Nino, April
b. Dia de las Madres, May
c. Dia de los Padres, June
d. Festival de Quinceneras, August
e. Fiestas de las Americas, September
f. Noche de Altares (Bonn Pchum Benh/Te "t Doan Ngo), November
g. Dia de la Virgen, December
h. Christmas Parade down Main St ( South Main Merchants)December
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i. Posadas Navidenas, December
j. Reyes Magos, January
k. International Food Festival (Multicultural Event) Open
I. T& Festival
m. Exercise and dance classes
n. Organized walks, runs, and bike rides
o. Harvey Milk, OC Pride
p. Other events reflecting culture and wellness
9. Implement infrastructure improvements that promote walkability, cycling, family shopping
trips, and access to food vendors including but not limited to improvements along 4th street
from Ross to Grand, a street promenade on Sycamore between 4t" and 5th, and permanent
route place makers and wayfinding as recommended in the Wellness Corridor plan.
a. Organize a robust process for developing the Capital Improvement Plan by
collaborating with the community to adequately define the criteria that prioritizes
projects aligned with community needs.
10. Ensure that the Arts Master Plan for the downtown corridor gets shaped in a participatory
process between the city, the downtown liaison, arts commission, focal artists also involving
the various community serving organizations of the downtown, local businesses, and Santa
Ana public schools in the vicinity. This Master Plan ought to be aligned with the
infrastructure and beautification needs of the Latino serving downtown businesses.
a. The city should develop, urban, architectural design forums for certain areas within
the city that require buildings and streetscapes to meet culturally relevant aesthetic
standards also reflecting the city's heritage and cultural identity.
C. Establish anchor community- serving sites in and surrounding the downtown:
11. Designate the parking lot on 3rd between Spurgeon and Bush for community- organized
programming that encourages access to affordable, culturally relevant wellness goods,
services, and overall experience.
12. Over the next three years, transfer the title of vacant sites to be established as a network of
5 micro -farms to increase the access of underserved communities to healthy food options
and to food production, under the management of a new SABHC- Community Development
Corporation.
a. Begin with a pilot by providing a longterm lease of sites 1222 E 4th St & 1221 E 3rd St to
Santa Ana Building Healthy Communities, until the title can be transferred to SABHC-
CDC.
13. Designate a City owned site or property in the downtown to be a Latino mercadito under
the ownership and management of a new SABHC Community Development Corporation.
14. Create an office of immigrant affairs in alignment with "Cities for Naturalization" as a service
that supports Santa Ana residents.
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D. Implementation
15. Legislatively create the Economic Development Task Force, so as to allow it to be subject to
the Brown Act and thereby permitting the notification and participation of hard to reach
audiences and underserved communities in economic development planning and
implementation.
16. Allocate seats on the Economic Development Task Force for small businesses that
historically serve the Latino community, community- serving non - profit organizations,
representatives of organized labor, and representatives of resident led community groups.
The SABHC Equity for All Work Group will be formally invited to participate in the regular
meetings of the Economic Development Task Force that advises the preparation of the new
economic development strategy, including the Wellness District strategy.
17. Revisit economic development recommendations or decisions done prior to additional
appointments of the Economic Development Task Force.
18. Work with SABHC, SACReD and Wellness Corridor SC to establish a Health and Wellness
Committee as advisory to the City to oversee planning, implementation, and evaluation.
Similar to the state's Health in All Policies task force, this committee will support in
performing Health Impact Assessments and developing indicators to consider for healthy
communities and inclusive collaborative processes.
19. Within three to six months, the head of each affected agency (list agencies) or department
of the City shall report back to the City Council and to the Finance and Economic
Development Committee regarding steps taken to implement the resolution, additional
steps planned, and any desired actions by the Council.
Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the
Clerk of the Council shall attest to and certify the vote adopting the Resolution.
ADOPTED this
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Exhibit �
Wellness District Resolution
Reso
Resolution Language
City Response
No.
1.
Create an equitable, inclusive economic
The Economic Development Plan which is tentatively
development plan, as called for in the five -year
scheduled for award in February 2015 will create said plan
strategic plan that is driven by the needs and vision
for the entire City including the downtown area. The plan
of underserved resident communities, that focuses
will include a process by which the community and
on supporting Santa Ana residents, local
stakeholders will provide input.
businesses, workers, youth and families, and that
creates opportunities for anyone to find affordable
The creation of this plan would be inclusive of the needs of
housing and support themselves and their families
all residents, businesses, visitors, as well as the retention and
in the City of Santa Ana.
attraction of new business.
Affordable housing is being addressed through the Housing
Authority, the recently adopted Adaptive Reuse ordinance,
as well as development projects such as the Santiago Lofts,
Vista del Rio, etc.
2.
Perform a Health and Wellness Outcomes
Connecting with local health coalitions is a strategic way to
Assessment to set a baseline for conditions of
support community health outcomes. To that end, the City of
residents, businesses and organizations in the area,
Santa Ana has participated in Latino Health Access's
monitoring the success of the Wellness District
Wellness Corridor community workshops. As a result of that
strategy based upon improvements against this
process, a baseline for conditions was identified.
baseline.
Health and wellness related to public health is a function of
the County of Orange, which already tracks many factors
that would be incorporated into a similar assessment.
The City's 5 -year Strategic Plan outlines the City's
commitment to "Community Health, Livability, Engagement
& Sustainability "as Goal S. Objective 6 specifically outlines
seven strategies related to health: "Focus projects and
programs on improving the health and wellness of all
residents."
The City Council has also emphasized the importance of
performance measurements as specifically addressed in
strategy 5.6.d related to the implementation of health and
wellness programs being based on quantifiable and
measureable data. A citywide Health and Wellness
Assessment requires the identification of funding.
3.
Implement strategies that ensure development
The Strategic Plan addresses strategies related to active
aligned with Wellness District Principles and
programming and recreational and cultural events.
approaches, including but not limited to active
programming of healthy recreational and cultural
The City of Santa Ana provides incentives in the form of
activities, incentives for businesses offering
Community Development Block Grant funding. $340,000
wellness goods and services, and incentive for
was made available to nonprofit organizations for the
businesses committing to long term provision of
provision of public services which provide a benefit to low -
good jobs, affordable housing, and economic
and moderate - income persons and which align with the
stability for Santa Ana residents.
following City of Santa Ana Strategic Plan Goals:
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• Community Safety
• youth, Education, Recreation, or
• Community Health, Livability, Engagement &
Sustoinability
Additionally, the City of Santa Ana's WORK Center is
committed to connecting local job seekers to good sources
of employment and vice versa.
While the City of Santa Ana and cities in general, oversee
land use via a zoning code or ordinance which broadly
designates appropriate businesses categories and uses for
each parcel, private property owners control the specific
tenants and business uses.
Any financial incentives for businesses take into
consideration the economic impact.
4.
Implement health policies in economic
Economic development can produce healthy outcomes by
development in line with health in all olp ices.
investing in education, active design ( "Complete Streets "),
transit oriented development, cultural and recreational
programs, the provision of open space, and local food
access.
Incorporated into the City's Strategic Plan is 5.6.f
"Incorporate health, wellness and equity into all applicable
policies and plans (e.g. General Plan, Comprehensive
Economic Development Strategy, Capital Improvement Plan,
etc.)."
5.
Implement strategies for Santa Ana residents to
There are four strategies that 'facilitate diverse housing
remain and thrive in Santa Ana while minimizing
opportunities and support efforts to preserve and improve
the negative consequences of development such as
the livability of Santa Ana neighborhoods." This includes the
increase cost of living in housing.
City's Housing Opportunity Ordinance.
The Strategic Plan outlines strategies specific to job training,
and services for residents. This includes senior programs,
youth programs, and the "Santa Ana Buy Local Plan ". New
development opportunities will help current and future
residents to live and work within the city, such as Adaptive
Reuse.
Educational partnerships are focused on supporting
educational attainment which then correlate with higher
income and housing opportunities.
6.
Engage the vendor community to ensure that plans,
If referring to general vendors and all enterprises doing
policies, and street design are inclusive of their
businesses with the City: The City approved the Sunshine
contribution to servicing low income residents and
ordinance that provides specific criteria for certain
their families as well as downtown employees and
development projects, which has provisions for community
visitors.
meetings.
21 Page
WS -B -70
31 Page
WS -B -71
The City also has design and material standards for various
uses and zones.
The City's Citywide Design Guidelines, Chapter 8 refers
specifically to Downtown Development.
7.
Adopt the name Calle Cuatro Marketplace for the
Cities and municipalities do not generally assign
Downtown
neighborhood names, they are often organically assigned
and /or promoted via marketing and branding efforts.
Downtown merchants, residents and other stakeholders may
come together to brand and market the area. It may be
advantages to finalize this after development and approval
of the Economic Development Plan.
If the City were to pursue a Branding Study, after funds have
been identified, a consultant would need to be hired to
perform surveys of the community and involve all
stakeholders including residents, businesses, renters,
government entities, artists, etc.
8.
Support the following community- organized events
Fees associated with any special event are to cover
to further establish the distinctive Latino character
administrative cost and real costs for events. Public safety
of downtown Santa Ana and to promote health,
costs are usually the highest. As a basis of comparison the
wellness and culture by waiving the municipal
following is a list of events and Police Department overtime
charges and fees associated with public space
costs for 2014.
usage, including waivers of street closure fees,
security costs, and liability insurance requirements,
+ Cinco de Mayo - $30,685
and the permission of flyers, to support the
• Taste of Santa Ana - $810
following events:
• OC Pride - $8,411
• City SK- $15,620
• Fiestas Patrias /Parade - $36,246
• SOMOS - $30,290
• Noche de Altores - $8,026
• Immaculate Heart Posada - $2,408
Event costs not noted such as traffic control and additional
staffing are added to events as needed. Funding for these
fees would need to be identified in some other way if they
are to be waived.
Removal of liability insurance requirements would place
undue exposure to the City and the event organizers. Any
claim against the City would then be borne entirely with
public funds.
Given the volume of Downtown events, flyering would create
a disproportionate burden on our waste management and
clean -up services. Street closures are already at on all -time
high and have been the cause of complaints to local
businesses; a careful balance must be struck.
31 Page
WS -B -71
9. Implement infrastructure improvements that
promote walkability, cycling, family shopping trips,
and access to food vendors including but not
limited to improvements along 4" street from Ross
to Grand, a street promenade on Sycamore
between 4th and 5th, and permanent route place
makers and way finding as recommended in the
Wellness Corridor plan.
Organize a robust process for developing the
Capital Improvement Plan by collaborating with the
community to adequately define the criteria that
prioritizes projects aligned with community needs.
10. Ensure that the Arts Master Plan for the downtown
corridor gets shaped in a participatory process
between the City, the downtown liaison, arts
commission, local artists also involving the various
community serving organizations of the downtown,
local businesses, and Santa Ana public schools in
the vicinity. This Master Plan ought to be aligned
with the infrastructure and beautification needs of
the Latino serving downtown businesses.
The city should develop urban, architectural design
forums for certain areas with the City that require
buildings and streetscapes to meet culturally
relevant aesthetic standards also reflecting the
City's heritage and cultural identity.
41 Page
The City cannot administratively waive fees. The Santa Ana
Municipal Code outlines a Master Fee Schedule which
applies to all events and event organizers. To provide equity,
any waiver of fees should be citywide and not area specific.
In order to waive fees, the City Council would need to adopt
an Ordinance that provides for the waiver. This could be
introduced by the Mayor or Councilmember as an 85a on the
Council Meeting Agenda. Upon direction from the majority
of the City Council, staff would then draft the Ordinance for
approval by the City Council.
In collaboration with Latino Health Access, Building Healthy
Communities, and various City Departments, the City of
Santa Ana has made a commitment to promoting
walkability /bike - ability in Downtown Santa Ana.
The Circulation Element of the Santa Ana General Plan
serves as the City's blueprint for active transportation
planning and ensures opportunities for travel by modes of
transportation that support health and active lifestyles. The
City has recently hired an Active Transportation Coordinator
and has drafted a complete streets plan specific to the
downtown which included a public process comprising
multiple community input sessions.
The new Safe Mobility Santa Ana effort addresses this issue
citywide and ensures that safety is seamlessly integrated
into the various plans the City is conducting, including the
CIP. The City is committed to providing the community with
multiple opportunities to provide input and be involved in
the development of its
The Arts and Culture Commission is currently reviewing the
RFP for the Arts Master Plan. To the extent that the RFP
development must remain an internal process so as not to
provide vendors with working copies until it is finalized, the
City will go through a thorough review process. This master
plan will cover the entire City and not solely the downtown
area. The plan will be inclusive to represent the diverse
needs of the City.
The City currently has a variety of design standards which
ensure quality and promote aesthetic standards. These
design standards pertain to all locations in the city and often
to specific types of use. The City of Santa Ana's Design
Guidelines and Development Standards is the result of a
comprehensive analysis of the City's existing design and
development guidance documents. The Guidelines contained
within the document, which can be found on the City's
website, consolidate the City's discretionary review
documents and provide supplementary design guidance far
issues not explicitly stated in the Santa Ana Municipal Code.
WS -B -72
51 Page
WS -B -73
The downtown standards specifically address the historical
architecture and preservation of aesthetics to the historic
buildings.
11.
Designate the parking lot on 3r6 between Spurgeon
This parking lot may be reserved using the Permit
and Bush for community- organized programming
Application for Special License for Use of Public Property.
that encourages access to affordable, culturally
This form is currently used for such events as the Art Walk,
relevant wellness goods and service, and overall
Farmer's Market, and other community events. The 3rd 18ush
experience.
Parking lot is specifically listed on the form as an applicable
location.
The City and merchants both have needs for parking in the
downtown for general purpose needs and also the City
Council approved Valet Parking Program.
12.
Over the next three years, transfer the title of
Santa Ana Municipal Code sections 2 -706 through 2 -710
vacant sites to be established as a network of 5
provides for a public process to dispose of surplus real
micro -farms to increase the access of underserved
property. The City Council has to first identify the property as
communities to healthy food options and to food
surplus and the public works director begins the process of
production, under the management of a new
listing the property for sale through an auction or listing
SABHC- Community Development Corporation.
with an agent. There are two exceptions for property
adjacent to another parcel where the owner of the private
Begin with a pilot by providing a long term lease of
parcel makes a case to purchase the adjoining parcel or
sites 1222 E 41h St. & 1221 E. 311 St to Santa Ana
where the city desires to sell the property to another public
Building Healthy Communities, until the title can be
agency. There are no provisions for "giving the property
transferred to SABHC -CDC.
away "forless than fair- market value.
1222 E. 41b Street and 1221 E. 3rd Street, are currently vacant
lots as part of the Grand Improvement Project. The property
was purchased with TSIA and Federal Transit funds. The City
would need to repay at current market value or reuse those
funds for a similar transportation use. The proposed use
would not be an allowable use of this parcel.
13.
Designate a City owned site or property in the
With the exception of right of way, parking facilities and the
Downtown to be a Latino mercadito under the
Grand Central Arts building, the City does not currently own
ownership and management of a new SABHC
land or buildings in the downtown.
Community Development Corporation.
The City is currently in the RFP selection process for a
development project at the 3rd /Broadway parking facility.
14.
Create an office of immigrant affairs in alignment
The City does not process immigration requests as it is
with "Cities for Naturalization" as a service that
preempted by Federal law.
supports Santa Ana residents.
15.
Legislatively create the Economic Development
At the direction of the City Council to make such a change.
Task Force, so as to allow it to be subject to the
Brown Act and thereby permitting the notification
and participation of hard to reach audiences and
underserved communities in economic
development planning and implementation.
16.
Allocate seats on the Economic Development Task
The following is a partial list of members. This list represents
Force for small businesses that historically serve
a various range of members.
the Latino community, community- serving non-
f Santa Ana Merchants Association
profit organizations, representative of organized
• Orange County Business Council
51 Page
WS -B -73
labor, and representatives of resident led ! Santa Ana Chamber of Commerce
community groups. The SABHC Equity for All Work • Hispanic Chamber of Commerce
Group will be formally invited to participate in the . Vietnamese Chamber of Commerce
regular meetings of the Economic Development
Task Force that advises the preparation of the new The public is welcome to attend these meetings.
economic development strategy, including the
Wellness District Strategy. In an effort to enhance the City's current economic
development efforts and provide guidance on the new
Economic Development Strategic Plan (EDSP), the City formed
an Economic Development Taskforce comprised of key
stakeholders throughout the City.
6 1 P a g e
The Taskforce will assess Santa Ana's competitive advantages
and develop a set of recommendations for the City Manager
to review as various policies are brought to the City Council
for consideration.
The Committee will also be asked to evaluate and provide
guidance on issues such as:
• Current City fee structure (business license and
permitting costs)
• Targeted business attraction and retention strategies
• Regulatory policies affecting business and industries
in the City
• Streamlining business processes
• Small business advocacy
• Maintaining a "Business Friendly' approach and
standard
The City Manager received direction from the FEDT Council
Committee to provide a list of recommended stakeholders for
each Councilmember to select taskforce members. The
Mayor and the City Council each provided their top selections.
Below is a listing of the ED Taskforce members that were
selected:
• Mike Balsamo, Building Industry Association
• Sharon Barlow, Santa Ana Merchants Association
• Ryan Chase, Downtown Incorporated
• Lucy Dunn, Orange County Business Council
• David Elliott Santa Ana Chamber of Commerce
• Reuben Franco, Hispanic Chamber of Commerce
• Parker Kennedy, First American Title
• Justin McCusker, C.J. Segerstrom and Sons
• Carl Middleton, Northgote Gonzalez
• Tam Nguyen, Vietnamese American Chamber of
Commerce
• Adalberto Quijoda, Small Business Administration
WS -B -74
71 Page
WS -B -75
City Manager will request Raul Yanez, President of the Santa
Ana Business Council be added to replace the former
President on the ED Taskforce.
17.
Revisit economic development recommendations
Recommendations made by this or any other committee,
or decisions done prior to additional appointments
advisory group, etc., are simply recommendations that are
of the Economic Development Task Force.
ultimately at the discretion of the City Council.
The Task Force has made three recommendations to date:
1. Develop an Economic Development Strategic Plan
and hire a consultant via competitive process to
draft the Plan
2. Hire three (3) additional Senior Plan- Checker
Engineers and one (1) Senior Plumbing Systems
Specialist to reduce planning and building lead times
from 63 days (current) to 15 days (best practice),
and make the City of Santa Ana more business
friendly (approved by City Council November 18,
2014)
3. Hire new building inspectors (1 senior combo
building inspector, 3 combo building inspectors, 1
permit processor) to ensure next day inspection.
Next day is best practice; City currently takes at least
3 days. Approved by City Council on Sept 16, 2014.
18.
Work with SABHC, SACRed and Wellness Corridor
The City currently operates under various planning and
SC to establish a Health and Wellness Committee as
advisory committee%ommissions. Members are selected
advisory to the City to oversee planning,
and appointed by the City Council. Functions described are
implementation, and evaluation. Similar to the
currently being incorporated by affected agencies such as
State's Health in All Policies task force, this
Planning and Buildings and Parks Recreation and
committee will support in performing Health
Community Services.
Impact Assessments and developing indicators to
consider for healthy communities and inclusive
collaborative processes.
19.
Within three to six months, the head of each
The City currently reports monthly on the Strategic Plan and
affected agency (list agencies) or department of the
copies are available on the City's website and monthly as
City shall report back to the City Council and the
part of the Council Agenda packet.
Finance and Economic Development Committee
regarding steps taken to implement the resolution,
additional steps planned and any desired actions by
the Council.
71 Page
WS -B -75
WS -B -76
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WS -B -90
Exhibit
;3*Y6Il1j111118101
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA
DIRECTING THE CITY MANAGER TO ESTABLISH A WELLNESS DISTRICT FOR DOWNTOWN
SANTA ANA BASED ON LATINO REVIVAL STRATEGY
WHEREAS, in March 2014, the City approved a five -year strategic plan that laid out a vision, mission,
principles, and goals committing to integrate health, wellness, and equity in all policies and plans,
including the creation of a comprehensive economic development strategic plan, supporting
neighborhood vitality and livability, and promoting a strong arts and culture infrastructure; and,
WHEREAS, the Santa Ana has a population of 334,227, of whom 78% are Latino, 11% are Asian, 9% are
White, 2% identify as another race or ethnicity. Over 30% of Santa Ana households include children under
18 living at home, A wide variety of languages are spoken, with 83% of households speaking a language
other than English at home. Santa Ana is culturally diverse; over 48% of households include individuals
born in countries other than the US. As one of the densest, youngest, and most culturally and ethnically
diverse cities in the nation, Santa Ana's goals of engaging all sectors of our community in a meaningful
way and of creating consensus are all the more important; and,
WHEREAS, in November 2013 the Downtown Santa Ana Wellness Corridor was launched; and, WHEREAS
the City supports the creation of a distinct cultural destination and a secure place for the community and
businesses to continue building a strong, thriving, and culturally relevant economy for Santa Ana; and,
WHEREAS, the City is developing a Santa Ana Downtown Transit Zone Complete Streets Plan to create a
safer and more wallwble, bikeable, vibrant and healthy environment in Santa Ana's downtown; and,
WHEREAS, downtown Santa Ana is already destination, locally and in Orange County, for purchases of
food, food services, health and personal care products, sporting and hobby goods, as well as educational
services, healthcare, recreation and cultural activities (hereinafter referred to as Wellness Goods and
Services); and,
WHEREAS, from a commercial property performance perspective, downtown Santa Ana therefore already
has a local and regionally competitive function as a district for purchases of Wellness Goods and Services;
and,
WHEREAS, the greatest and most immediate source of purchasing power to increase downtown Santa
Ana's sales of Wellness Goods and Services is the predominately Latino residents of central Santa Ana,
that when combined with increased sales to commuters, visitors and new downtown settlers can be an
effective strategy to re- invigorate sales in the downtown; and,
WHEREAS, the residents of Santa Ana have a high incidence of overweight and obesity, which contribute
to higher rates of diabetes and heart disease and higher propensity to be uninsured in comparison to
other Orange County residents, and which increases the public sector and employer costs for health care
provision; and,
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WS -B -91
Page 1 of 5
WHEREAS, the residents of central Santa Ana engage out of necessity in active transportation, such as
walking and biking, and they seek safer opportunities for such active forms of commuting or recreation;
and,
WHEREAS, the residents of central Santa Ana only buy a portion of their Wellness Goods and Services in
downtown Santa Ana but have expressed their interest in accessing additional affordable and culturally
relevant Wellness Goods and Services in the downtown; and to advance wellness initiatives they have
been organizing into groups and committees such as the Wellness Corridor Steering Committee, the Santa
Ana Building Healthy Communities (SABHC) Equity for All Workgroup, the Santa Ana Business Council and
Comite Familias Corazones Verdes, among others; and,
WHEREAS, the development and strengthening of locally -owned and small businesses in the downtown
benefits the Santa Ana community not only through the production of revenue and provision of Wellness
Goods and Services, but also through the re- investment of profits within Santa Ana both directly and
indirectly; and,
WHEREAS, cities throughout the United States have been establishing supportive programs for street
vendors and food trucks to increase the availability of affordable, high - quality prepared food in their
downtown areas; and,
WHEREAS, the City is already in an exclusive negotiating agreement with St. Joseph's Health and Taller
San Jose to establish a Wellness Center in the downtown; and,
WHEREAS, other North American cities have successfully applied a "Wellness District" strategy for the
renewal of their downtown areas based on partnerships with hospitals, employers, downtown retailers,
property owners developers and resident associations, thereby improving the quality of life and amenities
for residents, increasing local retail and services sales, and reducing health care costs for employers.
THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS:
Section 1. The City resolves to hereby establish a downtown Wellness District strategy. This strategy will
be based upon the further development of a differentiated, distinctly Latino downtown as a retail and
activities destination that In particular serves and retains the customer loyalties of central Santa Ana
residents and other underserved resident communities and households while remaining inclusive of
commuting; visiting and newly settling populations. Through the Wellness District strategy, the City will
foster downtown retail, services and activities that are healthy, vibrant, and of an authentic Latino
character, thereby also attracting and retaining a broader base of destination visitors and customers to
Santa Ana's historic and unique downtown.
The City further resolves to work in collaboration with Santa Ana residents and community based
organizations and businesses that historically have served them to:
A. Implement wellness policies in planning and economic development:
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WS -B -92
Page 2 of 5
1. Ensure an equitable, inclusive economic development plan, as called for in the City's five -
year strategic plan, that acknowledges and prioritizes the wellness needs and vision of
underserved resident communities; that focuses on supporting Santa Ana residents, local
small businesses, workers, youth and families; that creates opportunities for anyone to
support themselves and their families in Santa Ana; and that allows for a health lens on
economic development, in line with Health In All Policies.
2. The City will work with the Orange County Health Care agency, local health systems, non profit
organizations, and neighborhoods to produce a baseline assessment of health and wellness
and establish indicators which will be used to measure performance and success in health and
economic development outcomes.
3. Implement strategies that ensure development aligned with Wellness District principles and
approaches, including but not limited to the following: active programming of healthy
recreational and cultural activities, creating incentives and eliminating disincentives for local
businesses offering wellness goods and services, and creating incentives for businesses
committing to long term provision of good jobs, affordable housing, and economic stability
for Santa Ana residents.
4. Proactively develop and implement strategies for-Santa Ana residents to remain and thrive in
Santa Ana while minimizing negative impacts of development; including increases in the cost
of living and other indirect catalysts of displacement.
5. Engage the street vendor community to ensure that the City's plans and policies do not
impede and are inclusive of their contribution to servicing low- income residents and their
families as well as downtown employees and visitors.
B. Increase activity in the downtown through culturally relevant programming, increased public
use of public spaces, and infrastructure improvements to allow for such uses:
6. Support the resolution Establishing "La Calle Cuatro" as the official and historical name of
Fourth Street in Santa Ana, and the designation of Plaza Santa Ana as Plaza Calle Cuatro,
affirming the name and branding of La Calle Cuatro and Calle Cuatro Marketplace.
7. Support community - organized events and programming in the downtown that promote
health, wellness, and culture in the public's interest through establishing criteria and a
procedure forfunding scholarships to coverfees associated with permits and public safety for
"temporary outdoor activities" and "special events" including in public and private parking
lots. Establish an application process that specifies criteria for eligibility to apply for City
sponsorship of the events, using a variety of funding sources allocated through the City's
strategic plan and /or discretionary funds.
8. Implement infrastructure improvements that promote safety, walkability, cycling, family
shopping trips, and access to food vendors including but not limited to improvements along
Fourth Street from Ross to Grand, a street promenade on Sycamore between Fourth and Fifth
Street, and permanent route place- markers and wayfinding measures as recommended in the
Downtown Santa Ana Wellness Corridor Strategic Plan and Downtown Transit Zone Complete
Streets Plan.
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WS -B -93
a. Organize a robust process for developing the City's capital improvements plan by
collaborating with the community to adequately define the criteria used to prioritize
projects aligned with community needs.
9. Ensure that the arts master plan for the Wellness District gets shaped in a participatory
process among the City, the downtown development liaison, the Arts Commission, and the
community's local artists, while also involving the various community- serving organizations
of the downtown, local businesses, and public schools in the vicinity. This arts master plan
ought to be aligned with the infrastructure and beautification needs of the neighborhood -
serving downtown businesses.
a. The City should develop urban, architectural design forums for certain areas within
the community that require buildings and streetscapes to meet culturally relevant
aesthetic standards also reflecting the city's heritage and cultural identity.
C. Establish anchor community- serving sites in and surrounding the downtown:
10. Pilot a system of community operated microfarms under a cooperative economic
development model by providing a long term lease to Santa Ana Building Healthy
Communities three sites of at least % acre size from the following lots:
114 S. Bristol St., 124 S. Bristol St,, 410 S. Bristol St., 414 S. Bristol St., 119 S. Bristol St.,
123 S. Bristol St., 402 S. Bristol St., 302 S. Bristol St., 306 S. Bristol St., 310 S. Bristol St.,
314 S. Bristol St., 318 S. Bristol St; 430 S;, Bristol St., 434 S. Bristol St., 438 S. Bristol St.,
442 S. Bristol St., 446 S. Bristol St., 502 S. Bristol St., 508 S. Bristol St., 510 S. Bristol St.,
514 S. Bristol St., 518 S, Bristol St., 522 S. Bristol St., 830 N. Parton St., 900 N. Sycamore
St., 1058 E. 1st. St., 621 N. Spurgeon St., 713 N. Spurgeon St., 414 N. Santa Ana St., 823
E. 1st. St.
11. Identify property in the downtown, including right of way, parking facilities and the Grand
Central Arts building, to be utilized as a Latino mercadito with opportunities for vending for
Santa Ana artisans, craft makers, and other neighborhood serving small businesses.
12. Create an office of immigrant affairs in alignment with "Cities for Citizenship" as a service that
supports Santa Ana residents.
D. Include all stakeholders and be accountable in implementation of this resolution:
13. As per resolution Establishing the Community Advisory Committee for Economic
Development Planning, legislatively create an Economic Development Advisory Committee
that includes representatives from stakeholder groups including business councils, local
businesses, Latino and Vietnamese -owned businesses, labor, workforce development and
education, nonprofits, and residents of Santa Ana. This committee will be tasked with
providing recommendations on economic development planning to the Economic
Development Plan consultant and to the council for approval, and it will be subject to the
Brown Act, thereby requiring the notification and allowing the participation of the public.
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WS -B -94
Page 4 of 5
14. Revisit scope of work of the consultants fort he Economic Development Strategic Plan and
incorporate recommendations from the newly created advisory committee that could
support an accessible and inclusive outreach for the strategic plan.
15. Formalize the Healthy Cities Committee as an advisory group with defined representative
membership and clear objectives to oversee planning, implementation, and evaluation of this
resolution, and other city matters where they intersect with health. Similar to the State's
Health in All Policies task force, this committee will support in performing Health Impact
Assessments and developing indicators to consider for healthy communities and inclusive
collaborative processes.
16. Within three to six months of the adoption of this resolution, the Community Development,
Planning and Building, and any other implementing department of the City shall report back
to the City Council and to the Finance and Economic Development Committee regarding steps
taken to implementthe resolution, additional steps planned, and any desired direction by the
City Council
Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the
Clerk of the Council shall attest to and certify the vote adopting the Resolution.
ADOPTED this
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WS -B -95
Page 5 of 5
WS -B -96
Exhibit T
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA, CALIFORNIA, ESTABLISHING THE
COMMUNITY ADVISORY COMMITTEE FOR ECONOMIC DEVELOPMENT PLANNING
WHEREAS, the Santa Ana Strategic Plan states that economic development is a goal and a priority forthe
city, and that the City of Santa Ana will work aggressively to encourage businesses to locate and invest in
our community, providing good jobs, reducing unemployment, and bolstering our City's tax base, and
WHEREAS, the Santa Ana Strategic Plan considers the completion of a comprehensive economic
development strategy to be a key strategy in achieving goals of economic development, and
WHEREAS, the City of Santa Ana struggles with high rates of unemployment and low incomes, yet is a
vibrant and culturally diverse city with a growing youth population that has significant potential for
economic development, and
WHEREAS, economic development is critical to the financial well -being and future growth of our city,
and responsible economic development must bring opportunityto all of Santa Ana's residents,
businesses, and workers.
NOW, THEREFORE, BE IT RESOLVED as follows:
There is hereby established the City of Santa Ana Community Advisory Committee for Economic
Development Planning ( "Committee "). The Committee shall consist of: (15) fifteen voting
members.
The membership of the Committee must represent a number of critical stakeholder groups; to
this end, seats of the committee will be designated to representatives as follows:
a. Eight (B) seats to be held by representatives of the business community:
i. One (1) seatfor a business affiliated with each of the following business
communities in Santa Ana:
1. The Santa Ana Business Council
2. The Hispanic Chamber of Commerce
3. The Vietnamese Chamber of Commerce
4. The Santa Ana Chamber of Commerce
5. The Orange County Business Council
ii. Three (3) seats for businesses located in diverse geographic regions of Santa
Ana, including the South Main corridor and downtown Santa Ana.
Seven (7) seats to be held by stakeholders, one representing each of the following
groups or affiliations:
i. Two (2) seats for representatives of organized labor, If these seats are held by
representatives of individual unions rather than councils of labor unions, the
unions represented must be from different industries.
I. One (1) seat representing workforce development or employment training (e.g.
the Workforce Investment Board)
iii. One (1) seat representing formal continuing education, either from high school
employment - preparation or from community college
iv. Two (2) seats to be held by representatives of the Santa Ana community, one
adult (over 25 years of age) and one youth (16 to 25 years of age). Both must
have been residents of Santa Ana for at least three years.
WS -B -97
v. One (1) seat to be held by anon profit organization that serves youth and
families and /or promotes community health outcomes, with at least 50 percent
of its operations based in Santa Ana.
3. Member of the City Council shall each appoint 2 members to the Committee. AS Committee
seats are reserved for applicants who represent specific stakeholder groups, the City Council
members will draw lots for the order in which they will make each Jappointmen .when making Commented [all: or should they draw lots on which
their appointments, each member of the Council will identify which seat (representative of seats they get to appoint?
business, labor, etc.) they are appointing. The remaining three seats will be appointed by the
City Manager.
4. The public shall be advised that applications for membership on the Committee may be
submitted to the City Clerk through (Date, 2015). Such notice shall be published in a newspaper
of general circulation and posted at the office of the City Clerk. Committee members serve at
the pleasure of the Councilmember appointing him or her.
S. All nominees to the Committee must be Santa Ana residents. Elected officials and anyone
related to or employed by (city staff or professional staff) elected officials in Santa Ana are
prohibited from serving on the Committee.
6. The Committee shall provide adviceto the City Council on [economic development goals here,
pull from Strategic Plan] (number these)
7. The Committee's recommendations shall be communicated in writingto the City Council by
(Date) or through such other means and on such other dates as shall be set by the City Council.
Committee meetings shall be open to the public, recorded, and available for viewing at Santa -
ana.org.
8. To assist the Committee, the City's staff and City's consultants are authorized and directed to
provide logistical support, community outreach assistance, and all necessary information to the
Committee regarding the following subjects:
a. lBusiness retention and attraction
b. Promotion of local business
c. Branding and marketing of the city
d. Infrastructure development and educational needs for economic development
e. Regulation affecting businesses and industries in the city
f. Small business issuesand advocacy
g. Opportunities for Santa Ana youth employment and retention of young Santa Ana
residents
h. The City's wage - housing gad Commented[C21:Addltional things that shouldbeadded
i. Employment creation
j. Promotion and maintenance of safe and healthy workplaces
9. To encourage public input and access, the Committee shall meet monthly at a minimum and
hold multiple meetings in different areas of the City.
10. The Committee may assign tasks to subcommittees it creates and have those subcommittees
report to the full Committee.
11. The Committee shall terminate its existence thirty (30) days after it reports to the City Council
and responds to any additional requests for advice directed to the Committee by the City
Council. Once the term of the Committee has concluded, it shall cease to function and shall not
exist as a recognized Committee unless extended by Council action.
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12. The Committee and its members shall be governed by the Ralph M. Brown Act, the Santa Ana
Municipal Code (regarding conflicts of Interest) and all other applicable federal, state, or local
laws or regulations. Upon the appointment of the Committee's members, the City Council shall
set an initial meeting of the Committee, in accordance with the Brown Act, at a time and place
convenient to the Committee's members for the purpose of organizing itself and establishing a
schedule of meetings. These meetings may be held at City facilities provided that the facilities
are not otherwise in use. The City will establish a special section of the City's website for full
access and transparency on all agendas, minutes, and schedules of the Committee.
13. The Committee shall appoint a chairperson and, if desired, the Committee may adopt
procedures for the conduct of its meetings and activities that are necessary and convenient to
enable the Committee to carry out Its functions.
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Exhibit 8
RESOLUTION
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA
DIRECTING THE CITY MANAGER TO ESTABLISH A WELLNESS DISTRICT FOR DOWNTOWN
SANTA ANA BASED ON LATINO REVIVAL STRATEGY
WHEREAS, in March 2014, the City approved a five -year strategic plan that laid out a vision, mission,
principles, and goals committing to integrate health, wellness, and equity in all policies and plans,
including the creation of a comprehensive economic development strategic plan, supporting
neighborhood vitality and livability, encouraging new businesses and investment, and promoting a
strong arts and culture infrastructure; and,
WHEREAS, the Santa Ana has a population of 334,227, of whom 78% are Latino, 11% are Asian, 9% are
White, 2% identify as another race or ethnicity. Over 30% of Santa Ana households include children
under 18 living at home. A wide variety of languages are spoken, with 83% of households speaking a
language other than English at home. Santa Ana is culturally diverse; over 48% of households include
individuals born in countries other than the US. As one of the densest, youngest, and most culturally
and ethnically diverse cities in the nation, Santa Ana's goals of engaging all sectors of our community in
a meaningful way and of creating consensus are all the more important; and,
WHEREAS, in November 2013 the Downtown Santa Ana Wellness Corridor was launched; and, WHEREAS
the City supports the creation of a distinct cultural destination and a secure place for the community
and businesses to continue building a strong, thriving, and culturally relevant economy for Santa Ana;
and,
WHEREAS, the City is developing a Santa Ana Downtown Transit Zone Complete Streets Plan to create a
safer and more walkable, bikeable, vibrant and healthy environment in Santa Ana's downtown; and,
WHEREAS, downtown Santa Ana is already a destination, locally and in Orange County, for purchases of
food, food services, health and personal care products, sporting and hobby goods, as well as educational
services, healthcare, recreation and cultural activities (hereinafter referred to as Wellness Goods and
Services); and,
WHEREAS, from a commercial property performance perspective, downtown Santa Ana therefore
already has a local and regionally competitive function as a district for purchases of Wellness Goods and
Services; and,
WHEREAS, the greatest and most immediate source of purchasing power to increase downtown Santa
Ana's sales of Wellness Goods and Services is the predominately Latino residents of central Santa Ana,
that when combined with increased sales to commuters, visitors and new downtown settlers can be an
effective strategy to re- invigorate sales in the downtown; and,
WHEREAS, the residents of Santa Ana have a high incidence of overweight and obesity, which
contribute to higher rates of diabetes and heart disease and higher propensity to be uninsured in
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comparison to other Orange County residents, and which increases the public sector and employer costs
for health care provision; and,
WHEREAS, the residents of central Santa Ana engage out of necessity in active transportation, such as
walking and biking, and they seek safer opportunities for such active forms of commuting or recreation;
and,
WHEREAS, the residents of central Santa Ana only buy a portion of their Wellness Goods and Services in
downtown Santa Ana but have expressed their interest in accessing additional affordable and culturally
relevant Wellness Goods and Services in the downtown; and to advance wellness initiatives they have
been organizing into groups and committees such as the Wellness Corridor Steering Committee, the
Santa Ana Building Healthy Communities (SABHC) Equity for All Workgroup, the Santa Ana Business
Council and Comite Familias Corazones Verdes, among others; and,
WHEREAS, the development and strengthening of locally -owned and small businesses in the downtown
benefits the Santa Ana community not only through the production of revenue and provision of
Wellness Goods and Services, but also through the re- investment of profits within Santa Ana both
directly and indirectly; and,
WHEREAS, cities throughout the United States have been establishing supportive programs for street
vendors and food trucks to increase the availability of affordable, high - quality prepared food in their
downtown areas; and,
WHEREAS, the City is already in an exclusive negotiating agreement with St. Joseph's Health and Taller
San Jose to establish a Wellness Center in the downtown; and,
WHEREAS, other North American cities have successfully applied a "Wellness District" strategy for the
renewal of their downtown areas based on partnerships with hospitals, employers, downtown retailers,
property owners developers and resident associations, thereby improving the quality of life and
amenities for residents, increasing local retail and services sales, and reducing health care costs for
employers.
THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS:
Section 1. The City resolves to hereby establish a downtown Wellness District strategy. This strategy will
be based upon the further development of a differentiated, distinctly Latino downtown as a retail and
activities destination that in particular serves and retains the customer loyalties of central Santa Ana
residents and other underserved resident communities and households while remaining inclusive of
commuting, visiting and newly settling populations. Through the Wellness District strategy, the City will
foster downtown retail, services and activities that are healthy, vibrant, and of an authentic Latino
character, thereby also attracting and retaining a broader base of destination visitors and customers to
Santa Ana's historic and unique downtown and surrounding neighborhoods.
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The City further resolves to work in collaboration with Santa Ana residents and community based
organizations and businesses that historically have served them to:
A. Implement wellness policies in planning and economic development:
1. Ensure an equitable, inclusive economic development plan, as called for in the City's five -
year strategic plan, that acknowledges and prioritizes the wellness needs and vision of
underserved resident communities; that focuses on supporting Santa Ana residents, local
small businesses, workers, youth and families; that creates opportunities for anyone to
support themselves and their families in Santa Ana; and that allows for a health lens on
economic development, in line with Health In All Policies.
2. The City will work with the Orange County Health Care agency, local health systems, non
profit organizations, and neighborhoods to produce a baseline assessment of health and
wellness and establish indicators which will be used to measure performance and success in
health and economic development outcomes.
3. Implement strategies that ensure development aligned with Wellness District principles and
approaches, including but not limited to the following: active programming of healthy
recreational and cultural activities, creating incentives and eliminating disincentives for local
businesses offering wellness goods and services, and creating incentives for businesses
committing to long term provision of good jobs, affordable housing, and economic stability
for Santa Ana residents.
4. Proactively develop and implement strategies for Santa Ana residents to remain and thrive
in Santa Ana while minimizing negative impacts of development, including increases in the
cost of living and other indirect catalysts of displacement.
5. Engage the street vendor community to ensure that the City's plans and policies do not
impede and are inclusive of their contribution to servicing low- income residents and their
families as well as downtown employees and visitors, while maintaining consideration of
brick- and -mortar businesses.
B. Increase activity in the downtown through culturally relevant programming, increased public
use of public spaces, and infrastructure improvements to allow for such uses:
6. Support the resolution Establishing "La Calle Cuatro" as the official and historical name of
Fourth Street in Santa Ana, and the designation of Plaza Santa Ana as Plaza Calle Cuatro,
affirming the name and branding of La Calle Cuatro and Calle Cuatro Marketplace.
7. Support community- organized events and programming in the downtown that promote
health, wellness, and culture in the public's interest through establishing criteria and a
procedure for funding scholarships to cover fees associated with permits and public safety
for "temporary outdoor activities" and "special events" including in public and private
parking lots. Establish an application process that specifies criteria for eligibility to apply for
City sponsorship of the events, using a variety of funding sources allocated through the
City's strategic plan and /or discretionary funds.
8. Implement infrastructure improvements that promote safety, walkability, cycling, family
shopping trips, and access to food vendors including but not limited to improvements along
Fourth Street from Ross to Grand, a street promenade on Sycamore between Fourth and
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Fifth Street, and permanent route place - markers and wayfinding measures as
recommended in the Downtown Santa Ana Wellness Corridor Strategic Plan and Downtown
Transit Zone Complete Streets Plan.
a. Organize a robust process for developing the City's capital improvements plan by
collaborating with the community to adequately define the criteria used to prioritize
projects aligned with community needs.
9. Ensure that the arts master plan for the Wellness District gets shaped in a participatory
process among the City, the downtown development liaison, the Arts Commission, and the
community's local artists, while also involving the various community- serving organizations
of the downtown, local businesses, and public schools in the vicinity. This arts master plan
ought to be aligned with the infrastructure and beautification needs of the neighborhood -
serving downtown businesses.
a. The City should develop urban, architectural design forums for certain areas within
the community that require buildings and streetscapes to meet culturally relevant
aesthetic standards also reflecting the city's heritage and cultural identity.
C. Establish anchor community- serving sites in and surrounding the downtown:
10. Pilot a system of community operated microfarms under a.cooperative economic
development model by providing a long term lease to Santa Ana Building Healthy
Communities three sites of at least %acre size from the following lots:
114 S. Bristol St., 124 S. Bristol St., 410 S. Bristol St., 414 S. Bristol St., 119 S. Bristol St.,
123 S. Bristol St., 402 S. Bristol St., 302 S. Bristol St., 306 S. Bristol St., 310 S. Bristol St.,
314 S. Bristol St., 318 S. Bristol St, 430 S. Bristol St., 434 S. Bristol St., 438 S. Bristol St.,
442 S. Bristol St., 446 S. Bristol St., 502 S. Bristol St., 508 S. Bristol St., 510 S. Bristol St.,
514 S. Bristol St., 518 S. Bristol St., 522 S. Bristol St., 830 N. Parton St., 900 N. Sycamore
St., 1058 E. 1st. St., 621 N. Spurgeon St., 713 N. Spurgeon St., 414 N. Santa Ana St., 823
E. 1st. St.
11. Identify property in the downtown, including right of way, parking facilities and the Grand
Central Arts building, to be utilized as a Latino mercadito with opportunities for vending for
Santa Ana artisans, craft makers, and other neighborhood serving small businesses.
12. Create an office of immigrant affairs in alignment with "Cities for Citizenship' as a service
that supports Santa Ana residents.
D. Include all stakeholders and be accountable in implementation of this resolution:
13. As per resolution Establishing the Community Advisory Committee for Economic
Development Planning, legislatively create an Economic Development Advisory Committee
that includes representatives from stakeholder groups including business councils, local
businesses, Latino and Vietnamese -owned businesses, labor, workforce development and
education, nonprofits, and residents of Santa Ana. This committee will be tasked with
providing recommendations on economic development planning to the Economic
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Development Plan consultant and to the council for approval, and it will be subject to the
Brown Act, thereby requiring the notification and allowing the participation of the public.
14. Revisit scope of work of the consultants for the Economic Development Strategic Plan and
incorporate recommendations from the newly created advisory committee that could
support an accessible and inclusive outreach for the strategic plan.
15. Formalize the Healthy Cities Committee as an advisory group with defined representative
membership and clear objectives to oversee planning, implementation, and evaluation of
this resolution, and other city matters where they intersect with health. Similar to the
State's Health in All Policies task force, this committee will support in performing Health
Impact Assessments and developing indicators to consider for healthy communities and
inclusive collaborative processes.
16. Within three to six months of the adoption of this resolution, the Community Development,
Planning and Building, and any other implementing department of the City shall report back
to the City Council and to the Finance and Economic Development Committee regarding
steps taken to implement the resolution, additional steps planned, and any desired direction
by the City Council
Section 2. This Resolution shall take effect immediately upon Its adoption by the City Council, and the
Clerk of the Council shall attest to and certify the vote adopting the Resolution.
ADOPTED this
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