HomeMy WebLinkAbout60B - WELLNESS DISTRICT PROPOSALREQUEST FOR
COUNCIL ACTION
CITY COUNCIL MEETING DATE:
MAY 19, 2015
TITLE:
WELLNESS DISTRICT COMMUNITY
PROPOSAL
{STRATEGIC PLAN NO. 5}
CITY MANAGER
RECOMMENDED ACTION
CLERK OF COUNCIL USE ONLY:
. j• _4,
❑ As Recommended
❑ As Amended
❑ Ordinance on 1e1 Reading
❑ Ordinance on 2ntl Reading
❑ Implementing Resolution
❑ Set Public Hearing For
CONTINUED TO
FILE NUMBER
Discuss and provide direction to staff on the following options related to the Wellness District
Community Proposal:
OPTIONS:
1. Support common areas of interest from Building Healthy Communities Resolution based on
the April 7, 2015 Work Study session: Calle Cuatro /Plaza Santa Ana rebranding, support a
mercadito, micro - farms, and community event sponsorships.
ACTION: 1. Authorize the City Attorney to prepare a resolution based on the direction of the
City Council; and 2. Direct staff to provide an implementation plan to include an analysis of
costs, impacts, and next steps.
2. Develop a committee to further discuss one or more of the Building Healthy Communities
Resolution items, based on Council direction.
ACTION: Direct the City Manager to create committee comprised of various stakeholders to
provide recommendations to the City Manager on the development and refinement of the
specified items as directed by the City Council.
3. Continue working with the Building Healthy Communities members.
ACTION: Direct the City Manager to continue to work with members of Building Healthy
Communities to refine their proposal based on City Council input.
4. At the pleasure of the City Council.
Wellness District Community Proposal
May 19, 2015
Page 2
DISCUSSION
At the Finance, Economic Development and Technology Committee meeting on January 12, 2015,
a group of residents and business owners, represented by Building Healthy Communities, presented
an item to the Committee related to a Market Study for Downtown Santa Ana for Wellness Goods
and Services. This presentation included a proposed resolution to direct the City Manager to
establish a Wellness District in the Downtown area. 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 members of Building Healthy Communities, and present the item to the Mayor
and City Council for discussion in March.
The City Manager and staff met with representatives of Building Healthy Communities on January
26, 2015, to provide initial comments and feedback on the various elements of their proposed
resolution. The meeting was followed by a written response to the group on February 4, 2015, which
provided a point -by -point response for each of major requests 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 City staff with a revised proposed
resolution, comments to City's responses, and a second proposed resolution related to the creation
of a new community advisory committee for economic development planning.
On March 11, 2015, a third revised proposal was submitted to the City. At the March 17, 2015 City
Council meeting, the Work Study Session to discuss this item was continued to April 7, 2015, which
allowed staff to provide comments on the latest version submitted (Attachment 1). The City
Attorney's Office did not have the opportunity to provide their review of the revised comments.
During the work study session on April 7, 2015, the Mayor and City Council provided comments on
items that they supported. Four of the proposal items were common areas of interest among
members of the City Council: Calle Cuatro /Plaza Santa Ana rebranding, support of a mercadito,
support of micro - farms, and support of community event sponsorships.
The original proposal described a Wellness District in the Downtown, however, the boundaries of
such an area have not been defined by the proposers. Upon staff review, three of the common
areas of interest do not need to be defined by any boundaries. If supported by the City Council, the
latter three items could be located anywhere in the City.
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Wellness District Community Proposal
May 19, 2015
Page 3
STRATEGIC PLAN ALIGNMENT
Approval of this item supports the City's efforts to meet Goal #5 Community Health, Livability,
Engagement and Sustainability.
FISCAL IMPACT
There is no fiscal impact associated with this item.
Attachment 1: Staff Responses to Community Proposal
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ATTACHMENT
No.
Community Proposal
Staff Response
1.
Ensure an equitable, inclusive economic
The Economic Development Plan was awarded in February
development plan, as called for in the City's five-
2015 to create said plan for the entire City including the
year strategic plan, that acknowledges and
downtown area. The plan will include a process by which
prioritizes the wellness needs and vision of
the community and stakeholders will provide input.
underserved resident communities; that focuses
on supporting Santa Ana residents, local small
The creation of this plan would be inclusive of the needs of
businesses, workers, youth and families; that
all residents, businesses, visitors, as well as the retention
and attraction of new business.
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
A citywide Health and Wellness Assessment requires the
Care agency, local health systems, nonprofit
identification of funding. The OC Health Care Agency
organizations, and neighborhoods to produce a
currently tracks Children's Health in an annual report that is
baseline assessment of health and wellness and
publishedfor the entire county.
establish indicators which will be used to
At the direction of the City Council, funding and staffing
measure performance and success in health and
would need to be approved to develop such a proposal and
economic development outcomes.
determine the outcomes desired.
3.
Implement strategies that ensure development
The City's Parks, Recreation, and Community Services
aligned with Wellness District principles and
Agency current plans major events in the downtown,
approaches, including but not limited to the
including a health fair, 5k, Holiday Tree Lighting, Plaza
following: active programming of healthy
Primavera and others. Additionally, the community can plan
recreational and cultural activities, creating
additional events through the Special Events /Land Use
incentives and eliminating disincentives for local
Application process.
businesses offering wellness goods and services,
While the City of Santa Ana and cities in general, oversee
and creating incentives for businesses
land use via a zoning code or ordinance which broadly
committing to long term provision of good jobs,
designates appropriate businesses categories and uses for
affordable housing, and economic stability for
each parcel, private property owners control the specific
Santa Ana residents.
tenants and business uses.
Any financial incentives for businesses take into
consideration the economic impact.
4.
Proactively develop and implement strategies for
There are four strategies that "facilitate diverse housing
Santa Ana residents to remain and thrive in Santa
opportunities and support efforts to preserve and improve
Ana while minimizing negative impacts of
the livability of Santa Ana neighborhoods." This includes the
development, including increases in the cost of
City's Housing Opportunity Ordinance.
living and other indirect catalysts of
The Strategic Plan outlines strategies specific to job
displacement.
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.
ATTACHMENT
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Educational partnerships are focused on supporting
educational attainment which then correlate with higher
income and housing opportunities.
5.
Engage the street vendor community to ensure
To the extent that development projects would have impacts
that the City's plans and policies do not impede
to any vendors or the community at large, the Sunshine
and are inclusiveof their contribution toservicing
Ordinance provides specific criteria for certain types of
low- income residents and their families as well as
development projects to have community meetings.
downtown employees and visitors, while
maintaining consideration of brick- and - mortar
businesses.
6.
Support the resolution Establishing "La Calle
Cities and municipalities do not generally assign
Cuatro" as the official and historical name of
neighborhood names, they are often organically assigned
Fourth Street in Santa Ana, and the designation of
and /or promoted via marketing and branding efforts.
Downtown merchants, residents and other stakeholders may
Plaza Santa Ana as Plaza Calle Cuatro, affirming
come together to brand and market the area.
the name and branding of La Calle Cuatro and
Calle Cuatro Marketplace.
The City does have a process by which street names can be
changed. An application is submitted, reviewed by the
Planning Commission, and final approval is at the discretion
of the City Council.
7.
Support community- organized events and
The Municipal Code currently requires the charge and
programming in the downtown that promote
collection of fees related to applications, police overtime
health, wellness, and culture in the public's
costs, and insurance. Any process to waive, provide
scholarships or other funding mechanism would need to be
interest through establishing criteria and a
approved by the City Council and taken from a different
procedure for funding scholarships to cover fees
program.
associated with permits and public safety for
"temporary outdoor activities" and "special
The City does not control private parking lots.
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
Through the Capital Improvement Plan, the city is making
promote safety, walkability, cycling, family
improvements related to safety, walkability, cycling and
shopping trips, and access to food vendors
vehicular movement. Projects are prioritized and staff makes
its professional recommendation to the City Council for
including but not limited to improvements along
adoption. Staff remains committed to providing the
Fourth Street from Ross to Grand, a street
community with multiple opportunities to provide input and
promenade on Sycamore between Fourth and
be involved in the development of its plans. There will be over
Fifth Street, and permanent route place- markers
eight opportunities forthe public to provide input on the Trial
and wayfinding measures as recommended in the
Budget and the CIP.
Downtown Santa Ana Wellness Corridor Strategic
In March 2015, staff presented to the FEDT Committee on the
wayfinding program and provided next steps.
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MWAT
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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.
The City Council will be accepting grant funds in April 2015
that will be used for walkability and pedestrian amenities in
the downtown including: 5 waste receptacles, 25 tree
guards, 4 benches, 30 bike racks, and 4 intersection
enhancements (final counts pending funding availability).
9.
Ensure that the arts master plan for the Wellness
The Arts and Culture Commission is currently reviewing the
District gets shaped in a participatory process
RFP for the Arts Master Plan. To the extent that the RFP
among the City, the downtown development
development must remain an internal process so as not to
liaison, the Arts Commission, and the
Provide vendors with working copies until it is finalized, the
City will go through a thorough review process. This master
community's local artists, while also involving the
plan will cover the entire City and not solely the downtown
various community- serving organizations of the
area. The plan will be inclusive to represent the diverse
downtown, local businesses, and public schools in
needs of the City.
the vicinity. This arts master plan ought to be
aligned with the infrastructure and beautification
The City currently has a variety of design standards which
needs of the neighborhood - serving downtown
ensure quality and promote aesthetic standards. These
businesses.
design standards pertain to all locations in the city and
often to specific types of use. The City of Santa Ana's Design
a. The City should develop urban, architectural
Guidelines and Development Standards is the result of a
design forums for certain areas within the
comprehensive analysis of the City's existing design and
development guidance documents. The Guidelines
community that require buildings and
contained within the document which can be found on the
streetscapes to meet culturally relevant
City's website, consolidate the City's discretionary review
aesthetic standards also reflecting the city's
documents and provide supplementary design guidance for
heritage and cultural identity.
issues not explicitly stated in the Santa Ana Municipal Code.
10.
Pilot a system of community operated
Santa Ana Municipal Code sections 2 -706 through 2 -710
microfarms under a cooperative economic
provides for a public process to dispose of surplus real
development model by providing a long term
property. The City Council has to first identify the property
lease to Santa Ana Building Healthy Communities
as surplus and the public works director begins the process
of listing the property for sale through an auction or listing
three sites of at least %z acre size from the
with on agent. There are two exceptions for property
following lots:
adjacent to another parcel where the owner of the private
parcel makes a case to purchase the adjoining parcel or
114 S. Bristol St., 124 S. Bristol St., 410 S. Bristol
where the city desires to sell the property to another public
St., 414 S. Bristol St., 119 S. Bristol St., 123 S.
agency. There are no provisions for "giving the property
Bristol St., 402 S. Bristol St., 302 S. Bristol St.,
away "forless than fair- market value.
306 S. Bristol St., 310 S. Bristol St., 314 S. Bristol
St., 318 S. Bristol St, 430 S. Bristol St., 434 S.
At the direction of the City Council, staff can look into
Bristol St., 438 S. Bristol St., 442 S. Bristol St.,
whether or not it would like to pursue a microform program.
446 S. Bristol St., 502 S. Bristol St., 508 S. Bristol
The City does currently have community gardens at two park
St., 510 S. Bristol St., 514 S. Bristol St., 518 S.
sites and also a collaborative project with SAUSD.
Bristol St., 522 S. Bristol St., 830 N. Parton St., 900
N. Sycamore St., 1058 E. 1st. St., 621 N. Spurgeon
Staff would need to further research any restrictions on the
St., 713 N. Spurgeon St., 414 N. Santa Ana St., 823
30 property addresses proposed by Building Healthy
E. 1st. St.
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LAN IIIIIT,IM11M
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Communities. Additionally, there would need to be a clear
plan, agreements, policies, and proposal process as many of
those sites are dirt lots any use would require extensive site
improvements before the public would be able to enter.
11.
Identify property in the downtown, including
The City owns the Grand Central Arts building, however it is
right of way, parking facilities and the Grand
in o long term lease with the current tenant and cannot
Central Arts building, to be utilized as a Latino
control the use of the property.
mercadito with opportunities for vending for
The Special Events /Land Use Permit application can be used
Santa Ana artisans, craft makers, and other
for an event such as what is being proposed, subject to all
neighborhood serving small businesses.
requirements and fees /costs. Similar events include the
Patchwork Festival and Farmers Market.
12.
Create an office of immigrant affairs in alignment
The City does not process immigration requests as it is
with "Cities for Citizenship' as a service that
preempted by Federal law.
supports Santa Ana residents.
13.
As per resolution Establishing the Community
At the direction of the City Council to create such a
Advisory Committee for Economic Development
committee. Charge and responsibilities would need to be
Planning, legislatively create an Economic
developed.
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.
14.
Revisit scope of work of the consultants for the
At the direction of the City Council.
Economic Development Strategic Plan and
incorporate recommendations from the newly
Any changes to scope will delay the project and add
created advisory committee that could support
additional costs. Additionally, the currentscope provides for
an accessible and inclusive outreach for the
community input.
strategic plan.
15.
Formalize the Healthy Cities Committee as an
At the direction of the City Council.
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
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ATTACHMENT
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Assessments and developing indicators to
consider for healthy communities and inclusive
collaborative processes.
16.
Within three to six months of the adoption of this
The City currently reports monthly on the Strategic Plan and
resolution, the Community Development,
copies are available on the City's website and monthly as
Planning and Building, and any other
port of the CouncilAgenda packet.
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.
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CORRESPONDENCE IN SUPPORT OF 60B
60B -11
rmmiy
El Centro Cultural de Mexico
313 N Birch Street Santa Ana, CA 92701
elcentroculturaldemexico.org
Dear Councilmembers,
I am writing to wholeheartedly support the Wellness District Resolution, a vision to guide
downtown Santa Ana's transformation so that all residents can have an opportunity to
participate and thrive in the new prosperity.
The changes coming to downtown Santa Ana are exciting. The area has long been the region's
cultural and economic hub, and the transformation promises to turn Santa Ana into a premier
destination. The Wellness District complements that future with innovative ideas to ensure that
downtown Santa Ana continues to meet the needs of its most loyal and reliable customer base
— its local residents. Along with new restaurants and retail, the Wellness District seeks to
provide balance by ensuring that local residents have options that meet their needs, such as
places to buy affordable grocery stores and everyday wellness products. The proposal also calls
for more bike lanes, a mercado to incubate local artists and businesses, and opportunities for
micro- farming in the heart of the city. These ideas are examples of equitable development that
includes the need of underserved residents. They also are good economics: the purchasing
power of local residents is projected to be $137 million, which could help fuel the area's
growth.
More importantly, this is a vision of downtown that residents want. The Wellness District was
created by a diverse coalition of non - profit organizations, longtime business owners, and adult
and youth residents who want to ensure that downtown will continue to reflect their needs and
sense of community. They want to provide input to the changes, and are also willing to invest in
its future. Already, this coalition has supported efforts to brand and market downtown Santa
Ana as a unique destination that celebrates its cultural heritage.
With the implementation of the Wellness District, the city council can demonstrate its
commitment to making Santa Ana a great place to live, work, and play for all.
We urge you to support this vision of a healthy and vibrant downtown Santa Ana.
Sincerely,
Joese Hernandez
El Centro Cultural de Mexico
60B -12