City of Culver City, California
Agenda Item Report
Meeting Date: 06/09/14 Item Number: A-6
CITY COUNCIL AGENDA ITEM: Adoption of an Economic Development
Implementation Plan.
Contact Person/Dept.:
Todd Tipton CDD
Phone Number:
(310) 253-5783
Fiscal Impact: Yes [] No [X] General Fund: Yes [] No [X]
Public Hearing: [] Action Item: [X] Attachments: [X]
Commission Action Required: Yes [] No [X] Date: _______________
Public Notification: (Email) Meetings and Agenda – City Council (06/04/14), Chamber of
Commerce, outreach meeting participants (06/04/14)
Department Approval:
Sol Blumenfeld (06/04/14)
City Attorney Approval:
Carol Schwab (by H. Baker) (06/04/14)
Chief Financial Officer Approval:
Jeff Muir (06/05/14)
City Manager Approval:
John Nachbar (06/04/14)
RECOMMENDATION:
Staff recommends the City Council adopt an Economic Development
Implementation Plan (Plan) as part of the 2014-2015 Community Development
Department/Economic Development Division’s work plan.
BACKGROUND:
The elimination of redevelopment agencies statewide in California on February 1,
2012 has created new challenges for economic development programs and former
and future redevelopment project implementation. In order to pursue a new path for
economic development in a post-redevelopment environment, the City retained
MuniServices to prepare the Plan. MuniServices’ scope of work included outreach
efforts and the preparation of specific studies that identified the City’s demographic
and economic composition, its strengths and weaknesses, the retail uses it lacks,
and challenges/opportunities related to the future growth of its commercial real
estate. The Plan is comprised of economic goals, objectives, and implementation
strategies derived, in part, from a broad based series of outreach meetings that were
conducted in cooperation with the Culver City Chamber of Commerce. The outreach
meetings involved stakeholders from various business sectors, geographic areas,
and residents.
DISCUSSION:
The purpose of the Plan is to survey the City’s strengths and weaknesses, evaluate
local market constraints, and provide a forward-looking strategy to address the
Plan’s findings. Significant public outreach was conducted as part of the public input City of Culver City, California
Agenda Item Report
efforts, and many of the ideas in the document came from stakeholders throughout
the City. The studies performed by MuniServices included four major elements: an
Economic Base Analysis (demographic/economic data), a SWOT (Strengths,
Weaknesses, Opportunities and Threats) Analysis, a Leakage Analysis, and a
Market Analysis.
Economic Base Analysis (EBA)
The EBA revealed that Culver City has a robust economy that is dominated by the
information/media, technology and advertising/graphic design industries. It also
revealed that City General Fund revenues are generated primarily from sales,
transient occupancy, business and utility taxes. Resident’s per capita income is also
relatively high.
SWOT Analysis
The SWOT Analysis revealed that Culver City has high quality schools and a strong
job to workforce ratio. However, the City also faces challenges including traffic
congestion, lack of parking resources and certain public improvements/amenities.
The SWOT Analysis recommends that Culver City: (1) undertake a
branding/marketing effort, (2) pursue the installation of fiber optic/high speed internet
service (which the City Council has already authorized and is underway), (3)
enhance its connectivity via pedestrian/bike improvements, and (4) strengthen is
partnerships with education, cultural/ arts institutions, and the business community.
It also identified the threats of increasing traffic volumes, residential density and
decreasing parking availability and residential/commercial property affordability as
threats.
Leakage Analysis
A Leakage Analysis is a snapshot for evaluating the retail gaps that exist in a
community and is the starting point for developing a retail market strategy. The
Leakage Analysis revealed that Culver City is served by a diverse array of
commercial/retail businesses. However, the City is underserved by such uses as
music stores and lumber/building materials.
Market Analysis
The Market Analysis studied the City’s various commercial districts based on their
geographic location. The districts are: Fox Hills, East Washington/Hayden Tract /
Downtown / Transit Oriented Development District, West Washington/Sepulveda,
and the Jefferson Corridor. The Market Analysis revealed the following opportunities
and challenges by geographic area:
Fox Hills - The Market Analysis revealed that Culver City should prepare a physical
land use plan (draft work scope attached), re-brand/market the area, engage City of Culver City, California
Agenda Item Report
residents, create development opportunities for creative office uses and a new
retail/restaurant “main street,” and provide additional accommodation to large
employers. The Market Analysis identified that this district lacks creative office
space, integrated land uses, amenities (retail, restaurants, usable open space) and
fiber optic/high speed internet service.
East Washington/Hayden Tract/Downtown/Transit Oriented District - The Market
Analysis revealed that Culver City should improve connectivity, provide parking and
amenities in this district, and that the area lacks fiber optic/high speed internet and
viable options for creating parking.
West Washington/Sepulveda - The Market Analysis revealed that Culver City should
improve connectivity and continue to collaborate with district businesses to provide
streetscape/façade improvements and develop creative parking solutions.
Jefferson Corridor – The Market Analysis revealed that the City should enhance the
existing creative office market and develop additional parking. This district currently
lacks amenities, available parking, and integrated land uses.
Plan Implementation
The Plan recommends specific work tasks (attached) and the following objectives:
1. Collaborate with entities to forge new alliances, job opportunities, and
generate revenue while building on the strengths of creative office, the arts,
media, and technology;
2. Develop a comprehensive marketing and branding strategy;
3. Identify workforce needs of City businesses and facilitate partnerships to
satisfy the demands;
4. Create infrastructure necessary to retain and attract desirable businesses
and promote an innovative business environment;
5. Utilize land use planning to enhance job growth and continued economic
health throughout the City;
6. Track future economic trends to remain a leader of innovation in the
Southern California Region.
Summary
The Plan provides a new framework to guide economic development in a post-
redevelopment environment and includes goals, policies, and programs that are
intended to enhance the City’s continued economic environment in an integrated City of Culver City, California
Agenda Item Report
manner consistent with the City Council’s identified proprieties for the City. The Plan
is a working document that will be drawn upon frequently and revised as necessary
as the City’s economy evolves and as the City Council may update guiding policies
in response to future needs of the City’s residential, business and visitor
communities.
FISCAL ANALYSIS:
There are no immediate fiscal impacts to the City associated with the discussion and
approval of the Plan. However there will be costs associated with implementation of
projects or programs contained within the Plan. Such projects/programs may
involve significant resources, both financial and staff. Estimates of all related costs
will be prepared in conjunction with each program submitted for City Council
consideration at future City Council meetings after public comment and input is
solicited.
ATTACHMENTS:
1. Draft Economic Development Implementation Plan dated November 2013.
2. Draft Work Program for “Reimagine Fox Hills.”
3. Economic Development Task List.
MOTION:
That the City Council:
Adopt the draft Economic Development Implementation Plan.
MEETING DATE: 6.9.14
AGENDA ITEM: Adoption of an Economic Development Implementation Plan
ATTACHMENTS
Pages
1. Draft Economic Development Implementation
Plan dated November 2013 1 - 40
2. Draft Work Program for Reimagine Fox Hills 41
3. Economic Development Task List 42 - 44
DRAFT
ATTACHMENT 1
1
DRAFT
DRAFT
ATTACHMENT 1
2
DRAFT
TABLE OF CONTENTS
Introduction 1
Economic Base Analysis 2
Strengths, Weaknesses, Opportunities and Constraints
(SWOT) Analysis 6
Leakage Analysis 7
Market Analysis 9
Current Economic Development Projects 13
Plan Implementation 15
Summary of Work Plan 24
Conclusion 28
Exhibits 31
ATTACHMENT 1
3
DRAFT
Introduction
With its roots in the early days of the motion picture industry, Culver City grew slowly
as a commercial center and was underdeveloped for many years. Much of the City’s
commercial and industrial land was poorly utilized, and its downtown and commercial
corridors suffered from disinvestment.
More recently, the City has experienced a renaissance and has grown into a modern
and progressive community that flourished largely through its historical motion picture
roots and successful redevelopment programs, providing an exceptional quality of life
with great shopping, dining, entertainment and attractive residential neighborhoods.
The City has a vibrant business environment that is focused on multimedia, technolo-
gy, fashion and design. The City is particularly attractive to businesses seeking a
Westside Los Angeles location with an “Urban Village” feel that reflects reduced reli-
ance on the automobile with ample transit, walkable and bicycle friendly streets, strong
community institutions and a high degree of self-containment with people working, rec-
reating and living in the same area.
Despite Culver City’s success, economic challenges remain. The City is facing in-
creasing expenditures at a time of decreasing revenues. This problem is exacerbated
by limited vacant land for new commercial development and a low vacancy rate, mak-
ing the attraction of new companies and the expansion of existing businesses difficult.
As a result, Culver City contracted with Muni Services, LLC to assist in preparing an
Economic Development Implementation Plan (the “Plan”) to promote economic devel-
opment and ensure the City’s financial security.
Communities must have a plan that guides economic development in order to improve,
be sustainable, and provide basic programs and services to its residents. The Plan
provides a detailed look at Culver City’s economic base, identifies economic issues
and recommends a framework by which informed business, redevelopment and eco-
nomic development decision can be made. The Plan was prepared with significant in-
put from the public including multiple meetings with members of the business and res-
idential communities. The Plan is comprised of the following elements:
? Economic Base Analysis;
? Strength, Weakness, Opportunity and Threat (SWOT) Analysis;
? Leakage Analysis;
? Market Analysis;
? Current Economic Development Projects; and
Objectives, Strategies, Tasks and Timelines for Implementing Economic
Development Activities.
1
ATTACHMENT 1
4
DRAFT
Economic Base Analysis
An Economic Base Analysis provides the City with key demographic and economic da-
ta that identifies employment by business sector, industries sector opportunities and
sources of revenue. The Economic Base Analysis can be used to assess the results of
business retention, attraction and development efforts. As reported in the California
Employment Development Department 2010-2011 Fiscal Report and City of Culver
City 2013-14 Budget the City is experiencing the following demographic trends:
Demographic Data:
? Culver City Unemployment Rate 6.8%
? Los Angeles County Unemployment Rate 10.4%
? Culver City Population 38,000 (approx.)
? Culver City Employment Population 41,732
? Home Based Residents 16,930
? Daytime Population 58,663
? Jobs/Workforce Ratio*
Culver City 1.82
Los Angeles County 0.83
*The “jobs/workforce ratio” is the number of jobs available per work-age person in a
given area. If there was a job for every work-age person in a community the ratio
would be 1:1 or simply stated 1. In Los Angeles County, for instance, there is less than
one job per eligible person, or 0.83. In Culver City, there are 1.82 jobs available per
eligible person, which indicates that Culver City has a vital economy.
The graphic below identifies business sectors within the City.
2
ATTACHMENT 1
5
DRAFT
The following industries are central to the City’s economy:
? Information and Media
? Retail
? Government
? Professional
The following “Sector Opportunities” have fostered economic growth:
? Information/Media
? Technology
? Advertising/Graphic Design
Economic Data:
The City’s General Fund revenues are derived as follows:
? Sales Tax 30%
? Other Revenues 17%
? Utility Tax 16%
? Business License Tax 11%
? Charges for Services 8%
? Other Taxes 10%
? Property Tax 5%
? Intergovernmental 4%
3
ATTACHMENT 1
6
DRAFT
Sales Tax is the City’s largest single revenue source. Culver City’s Sales Tax is
generated by the following business sectors:
4
ATTACHMENT 1
7
DRAFT
Typical occupancies of commercial buildings in Culver City:
Culver City is third only to Beverly Hills and El Segundo in the West Side and South
Bay subareas for total sales tax dollars generated per person living in Culver City. This
means that Culver City is generating more sales tax dollars per resident than all but
two of the 16 cities in the region. Only Beverly Hills, with its Rodeo Drive retail, and El
Segundo, with its oil refineries, generate more sales tax dollars per capita.
City Sales Tax Revenue Comparison (Revenue per Capita):
5
ATTACHMENT 1
8
DRAFT
SWOT Analysis
A SWOT analysis identifies a community’s strengths, weaknesses, opportunities and
threats (SWOT). Culver City’s SWOT analysis was prepared after meeting with resi-
dents, businesses, civic, healthcare and educational professionals to discuss the
strengths and challenges of living and doing business in Culver City. The strengths
and weaknesses have been identified as follows:
Strengths:
? High quality public school system: Culver City Unified School District (CCUSD)
? Excellent quality of life: outstanding climate; strong sense of community; old town
feel; good City services and public amenities; ample restaurants; consumer friendly
shopping
? Convenient, affordable Westside community
? Accessible city government, staff and elected officials
? Strong jobs/housing ratio:
Total City Employment: 41,732 jobs compared to estimated population of
39,000
Culver City Jobs/Workforce Ratio: 1:82
Versus Los Angeles: 0.83
Unemployment Rates:
Culver City: 6.8%
Los Angeles County: 10.4%
California: 9.8%
Weaknesses:
? Parking in many areas is limited
? Traffic is congested
? Public transportation aka “connectivity” does not link all areas of the City
? Lack of “walkability”
? Lack of high speed fiber optics
? Culver City is not branded and marketed
? Commercial areas poorly defined and have little identity outside of the downtown
corridor
? Most commercial areas lack public improvements such as streetscape amenities
? Most commercial areas are poorly maintained
? Many properties within designated commercial areas are underdeveloped given
zoning and market opportunities
? Tenant mix within some commercial areas is weak
6
ATTACHMENT 1
9
DRAFT
7
Opportunities:
? Branding and marketing
? Fiber optic connectivity
? Public transportation connectivity
? Pedestrian and bike friendly
? District specific economic development entities (public/private)
? Process Improvement Group (planning/permitting process)
? Strengthen partnerships among educational institutions, businesses, community
and government
? Eliminate blight on select gateways and high visibility commercial corridors
? Public gathering places
? Citywide environmental innovation
? Quality local healthcare
Threats:
? Increase in traffic
? Decrease in the amount of available parking
? Increase in density
? Reduction in residential and commercial property affordability
? Loss of small town feel
? Inadequate public infrastructure
? City permitting processes (too difficult/too lenient)
? City’s perceived indifference to business
Leakage Analysis
A SWOT Analysis also considers retail leakage (Leakage Analysis) in order to identify
retail sales by residents that are occurring outside of Culver City in hopes of capturing
those sales and strengthening the City’s economy. A Leakage Analysis compares per
capita sales tax generated from targeted retail categories against countywide averag-
es. A retail surplus suggests the community is capturing its local market for that cate-
gory of goods plus attracting shoppers from outside the jurisdiction. A retail gap sug-
gests the possibility that residents may have a greater demand for products in the spe-
cific category than is being satisfied by local businesses, but that in general the City is
well served by local retail and services. The graph below indicates that a retail gap ex-
ists for music stores, lumber/building materials and package liquor stores.
ATTACHMENT 1
10
DRAFT
The Leakage Analysis indicates that, except for music stores, lumber/building materials
and packaged liquor stores Culver City (citywide) is capturing its local market share for
each listed category, as well as attracting shoppers from outside the City (Per Capita
Sales Tax Surplus/Gap Comparison and Fiscal Year Revenues by Business Type).
The City could actively recruit music stores, lumber/building materials and packaged
liquor stores in order to avoid losing retail sales to other cities; however, these
businesses are not central to the City’s overall economy. In summary, the analysis
indicates that Culver City has healthy retail sales and a retail base that satisfies the
needs of City residents and attracts customers from outside the City. Notwithstanding,
specific gaps in goods and services exist from district to district. For example, retail is
deficient in the downtown and services/amenities are deficient in Fox Hills.
8
ATTACHMENT 1
11
DRAFT
9
Market Analysis
A SWOT Analysis also considers the City’s market constraints (Market Analysis) from a
real estate perspective. This type of analysis is commonly used to determine real es-
tate opportunities and challenges related to future commercial growth. To perform Cul-
ver City’s Market Analysis various commercial areas were combined into three districts
based on their geographic location. The districts are: Fox Hills, East Washington
Boulevard - Hayden Tract – Downtown -Transit Oriented Development District, West
Washington Boulevard - Sepulveda Boulevard and Jefferson Corridor.
Fox Hills
The Fox Hills district, located at the southwesterly edge of the City adjacent to the San
Diego (405) Freeway, was developed in the 1970’s and is comprised primarily of office
parks, gated residential apartments and condominiums, and a regional shopping mall.
The office parks provide a good opportunity for future commercial growth as they are
underdeveloped (have not reached their full potential in light of today’s market) have
freeway visibility and have good vehicular access. The Westfield Culver City Mall is
performing at a high level as the result of a recent renovation and expansion promoted
through the former Redevelopment Agency (RDA).
During outreach reach meetings residents of Fox Hills indicated that they feel dislocat-
ed from the rest of the City due to their geographic location, lack of a “Main Street” and
lack of identity (street banners, signage, street furniture, right of way improvements,
etc.).
The following opportunities and challenges have been identified for this area:
Opportunities:
? Prepare a physical land use plan to repurpose and “reimagine” Fox Hills
? Re-brand and market Fox Hills
? Engage Fox Hills residential community to develop “connectivity” to the core of
Culver City
? Create public-private development opportunities to facilitate community “reimaging”
? Focus on potential creative office market
? Create better connectivity between the mall, residential and creative office uses by
creating a new retail/restaurant “main street”
? Accommodate large employers such as corporate headquarters, regional offices
(legal, consulting, accounting, finance, insurance, real estate), media services (web
design, internet retail, computer technology) and emerging research and develop-
ment companies. Some of these large employers are located in Fox Hills, down-
town and the Hayden Tract. Of these areas, Fox Hills has the greatest amount of
available land area to accommodate these types of uses.
ATTACHMENT 1
12
DRAFT
Challenges:
? Office buildings constructed for a traditional office market
? Business Park configured in a traditional office park
? Lack of amenities, retail, restaurants, useable open space
? Land uses are not well integrated and there is no cohesive district identity
? Lack of convenient fiber optic/high speed internet service
East Washington – Hayden Tract – Downtown – Transit Oriented Development
District
East Washington, Hayden Tract, Downtown and the Transit Oriented District were de-
veloped prior to the 1940’s and are comprised of a variety of uses. Downtown is rec-
ognized as the Central Business District or “Core” of the City, East Washington is rec-
ognized as the Arts District (due to its business composition), the Hayden Tract is rec-
ognized as a light industrial, office, creative office /media entertainment district and the
Transit Oriented Development District is an emerging mix of residential, restaurant re-
tail/commercial, office and hotel uses adjacent to light rail transit.
The opportunities and challenges of these districts are very different than those in Fox
Hills or West Washington/Sepulveda. Specifically, Downtown benefits from Culver City
Redevelopment Agency, the Hayden Tract benefits from a high concentration of crea-
tive office uses, East Washington benefits from having the largest concentration of art
galleries in Los Angeles County and the TOD district benefits from is connection to the
region by the Exposition Light Rail Line.
During the public outreach process, the following opportunities and challenges were
identified for these areas:
Opportunities:
? Take advantage of the newly constructed Expo Line to provide greater connectivity,
i.e. shuttle service, pedestrian/bicycle
? Create public-private ventures to resolve lack of district parking
? Collaborate with property owners to provide greater amenities (service-retail and
restaurant opportunities) for employees in the Hayden Tract
Challenges:
? Parking solutions limited due to loss of the Redevelopment Agency (RDA)
? Limited vacant land for developing solutions to parking and service-retail, as
the City is built out
? Lack of fiber optic/high speed internet in the Hayden Tract and the Transit
Oriented Development Districts
10
ATTACHMENT 1
13
DRAFT
11
West Washington and Sepulveda
The West Washington-Sepulveda district was developed prior to the 1940’s and is
comprised of retail/commercial and small office uses. The West Washington area
benefits from recent Redevelopment Agency activities and as a result new restaurants
have been established, which are having a catalytic effect on the rest of the area. The
Redevelopment improvements included landscape medians, street graphics, en-
hanced crosswalks, gap loans to qualified business, commercial rehabilitation grants
and architectural services.
The Sepulveda Boulevard corridor, also known as Culver Village, is located between
Venice Boulevard and Centinela Avenue. Culver Village is an area with tremendous
development opportunity, but lacks character and identity. Culver Village and West
Washington are gateways to Culver City due to their location. The City currently is
working with area businesses to establish a business association.
ATTACHMENT 1
14
DRAFT
The following opportunities and challenges have been identified for these areas during
the public outreach process:
Opportunities:
? West Washington is freeway accessible, strategically located adjacent to
Marina Del Rey and as a result is developing “cachet”, which should attract
new growth
? Current landowners in the commercial area are desirous of collaboration with
the City to enhance the district
? Provide public transportation and connectivity
? Provide additional streetscape and façade improvements to those previously
provided south of Culver Boulevard and north of Franklin Avenue
Challenges:
? Limited options for creating more parking
? Limited City resources to provide needed, expanded streetscape
improvements
Jefferson Corridor
The Jefferson Corridor, located on Jefferson Boulevard between Overland Avenue and
Duquesne Avenue, was developed in the 1960’s to accommodate manufacturing uses.
The Jefferson Corridor has untapped development opportunity, but lacks character and
identity. The area benefits from recent private investment and as a result has seen an
influx of new creative office uses.
Opportunities:
? Focus on existing creative office market to solicit potential tenants
? Develop 10100 Jefferson Boulevard to provide much needed parking in the
area
? Create public-private ventures to develop parking
? Home to many nationally recognized businesses (Nantworks, National Public
Radio, Scopely, HOK Architects)
Challenges:
? Lack of amenities (few services and restaurants)
? Land uses not integrated
? Lack of available parking
12
ATTACHMENT 1
15
DRAFT
13
Current Economic Development Projects
The City has pursued several major economic development initiatives within the study
areas shown on the map below. These include streetscape improvements as part of
“Area Improvement Plans” along the West Washington Boulevard, the Baldwin mixed
use development and the Washington Centinela Market Hall, redevelopment of Parcel
B in the downtown, Tilden Terrace affordable mixed use housing development, parking
improvements in the Hayden Tract and Smiley Blackwelder areas and planning and
implementation of the Washington National Transit Oriented Development and Transit
Oriented Development District adjacent to the Culver City Expo Light Rail Station.
These projects will help grow creative office uses, promote small business attraction
and expansion, expand affordable housing opportunities and advance transit oriented
development.
Community Facilities Districts
With the loss of Redevelopment Tax Increment Financing, cities must look to
other forms of financing in order to achieve their project objectives. One form of
ATTACHMENT 1
16
DRAFT
financing that Culver City is examining the creation of Community Facilities Districts
(CFD).
Community Facilities Districts are an important financing tool available to counties, cit-
ies, school districts and special districts to fund public improvements and services such
as streets, sewer systems, public parking and other basic infrastructure, police protec-
tion, fire protection, ambulance services, schools, parks, libraries, museums and cultur-
al facilities.
Community Facilities Districts are created by a local government agency in order to as-
sist property owners who want to take advantage of below market bond financing.
The district generally includes all properties that will benefit from the improvements to
be constructed or the services to be provided. Similar to a benefit assessment district,
the CFD will appropriate a special tax to each owner in the district based on mathemat-
ical formulas that consider property characteristics such as use, structure and lot size.
When project costs justify their use, municipal bonds may be sold by the CFD to pro-
vide the capital needed to build the capital improvements or fund the services. Under
California state law, the CFD is also entitled to recover expenses incurred to form the
CFD and administer the annual special taxes and bonded debt. There are several po-
tential areas in which the City may wish to create CFDs to advance streetscape and
parking improvements that will enhance current projects and developments.
14
ATTACHMENT 1
17
DRAFT
15
PLAN IMPLEMENTATION
Objectives, Strategies, Tasks, Timelines and Responsible Party
The following provides goals and strategies for implementing the Plan. Implementation
of the Plan begins with an economic development “vision statement” that will be used
to guide work efforts. The following economic development vision statement for Culver
City has been recommended:
Culver City will foster innovation, creativity and positive economic
development through strong partnerships among its business
and civic leaders, residents, educators, non-profits and city government.
The vision statement will be achieved by establishing measurable objectives.
These objectives can best be achieved if there are clear strategies, assigned tasks,
specific timelines and designated parties responsible for implementing them.
Objective 1 - Collaborate with business owners, the Chamber of Commerce,
commercial real estate developers and civic leaders to forge new alliances, job
opportunities and generate increased revenue.
Task 1 – Economic Development Districts
? Create and/or maintain district specific economic development entities (business
improvement district or similar) that brings stakeholders together in order to satisfy
district specific objectives.
? Explore creating non-profit entities where appropriate.
? Priority Level: Mid-level
? Time Frame: Establish new Districts within 12 months of approval of this Work Plan
? Responsible Parties: Economic Development staff, City Manager,
stakeholders and the Chamber of Commerce.
Task 2 – Process Improvement Group
? Create a Process Improvement Group within the City development/permitting
departments including business and development stakeholders in order to
reinforce a reasonable, predictable planning and permitting process that em-
phasizes a customer service “friendly” attitude. This is especially important
for City departments that deal directly with the public. This group should
also address the need to create processes that allow the City to revisit, revise
and adapt to changing needs of the community.
ATTACHMENT 1
18
DRAFT
? Explore expedited permit processing.
? Priority Level: High
? Time Frame: Begin within 3 months of plan approval, and completed within 6
months.
? Responsible Parties: Permitting agencies - Community Development Department,
Public Works Department, Fire Department and Chamber of Commerce. Economic
Development staff or an outside consultant could be utilized to form this group and
facilitate the meetings with business stakeholders.
Objective 2 - Develop a comprehensive marketing and branding strategy that will
continue to attract desirable commercial tenants to the City.
Task 1 – Business Attraction, Retention and Expansion
? Organize a core stakeholder group comprised of the City Manager, Economic
Development staff, Chamber of Commerce and local business owners, real estate
brokers and developers to address business attraction, retention and expansion
issues. The group should prepare a work plan and schedule monthly meetings in
order to implement the work plan and regularly visit targeted businesses.
? Create a roundtable discussion with specific business clusters in order to under-
stand/address issues affecting business operations. Business clusters include
hotels, auto dealers, developers, commercial real estate brokers, tech business
operators, etc.;
? Implement specific programs related to business attraction and retention
(conduct business visitation, promote new businesses, identify potential busi-
ness leases that are terminating in adjacent communities in order to attract
them, survey businesses to identify operational needs and intentions);
? Priority Level: Highest
? Time Frame: Begin immediately
? Responsible Party: Economic Development staff, Chamber of Commerce, City
Manager and stakeholders.
Task 2 – Branding and Marketing
? Work with a core stakeholder group to brand and market the City as well as individ-
ual corridors or districts, as deemed appropriate. This is an opportunity for the resi-
dents and businesses to work with City Council members and staff to better define
City redevelopment and Economic Development objectives, and to highlight and
advertise the City’s strengths. This measure will provide an ongoing opportunity for
the community to be more involved in planning the City’s future economic develop-
ment direction. Marketing methods may include advertising in specialized trade
magazines, sending letters of interest to desirable tenants, matching targeted busi-
nesses with opportunity sites and establishing incentives programs to attract or re-
tain specific businesses.
16
ATTACHMENT 1
19
DRAFT
17
? Identify and market district strengths (i.e., Hayden Tract creative office/tech, arts
district, arts, downtown, dining, shopping, entertainment, etc.).
? Assemble core stakeholder group and Chamber of Commerce to work with
Economic Development staff to develop a marketing and branding strategy. The
strategy should utilize social media and encourage tourism while promoting the
City and its businesses.
? Create an environment that is a destination and that enhances the City’s tax base
by increasing the amount of time shoppers, visitors and employees spend in the
City.
? Promote art and cultural opportunities in order to attract, retain and expand busi-
nesses that contribute to the City’s creative economy.
? Priority Level: High
? Time Frame: Begin in 12 months
? Responsible Party: Economic Development staff, Chamber of Commerce and
stakeholders. A public relations consultant could assist with this task.
Objective 3 – Identify workforce needs of City businesses and facilitate
partnerships between the Chamber of Commerce, educational institutions and
the business community to satisfy market demands.
Task 1 - Align Education and Business Planning and Programming
? Align the labor force needs of Culver City businesses with the City’s educational
system. Acknowledge the importance of a quality educational system to the future
wellbeing and attractiveness of the City.
? Create collaborations among West LA Community College, CCUSD and business
leaders to create educational programs aligned with the workforce development
needs of area businesses.
? Priority Level: Mid-level
? Time Frame: Begin within next 12 months
? Responsible parties: Economic Development staff, Chamber of Commerce,
education stakeholders.
Objective 4 – Create infrastructure necessary to retain and attract desirable
businesses and promote an innovative business environment through parking,
technology and multi modal opportunities.
Task 1 – Parking Improvements
? Increase the supply of parking through coordinated public/private efforts.
? Work with stakeholders to create innovative parking strategies that maximize the
existing parking supply and increase parking opportunities in the City. The strate-
gies should be sensitive to spillover parking in residential neighborhoods while sat-
isfying the parking demands of City restaurants, retail shops and businesses. The
potential parking improvements could include street vacations, automated parking,
area valet programs and partnerships between the City and private property owners
whereby public parking would be incorporated in new private development.
ATTACHMENT 1
20
DRAFT
? Implement downtown parking strategies pursuant to the Walker Downtown Parking
Study to maximize parking supply and increase revenues. Increased revenues
should be used to address parking operations and maintenance costs.
? Establish parking districts with more flexible parking standards.
? Priority Level: High
? Time Frame: Begin within 6 months
? Responsible Parties: Economic Development and Planning Division staff, Public
Works staff and City Manager
The City has commenced planning for two parking districts with special parking
regulations to accommodate parking needs as shown on the maps below. These
parking districts may serve as a model for citywide parking recommendations.
18
ATTACHMENT 1
21
DRAFT
19
? Research effects of metered parking on employees of City business while respect-
ing the needs of the neighborhood residents. This can be done by hiring a parking
consultant to work in conjunction with the City.
? Priority Level: High
? Time Frame: Begin in 4 months
? Responsible Parties: Economic Development staff, Public Works staff, City Manag-
er and parking consultant.
Task 2 – Fiber Optic and Improved Internet Service
? Establish Culver City as a leading-edge technology city by providing fiber optic
connectivity to all City businesses and perhaps residents. Alternative methods of
fiber ownership should be considered.
? Prepare and implement a Fiber Optic Master Plan reflecting best practices for
providing fiber optic infrastructure to City technology businesses.
? Priority Level: Highest
? Time Frame: In progress
? Responsible Parties: Information Technology, Community Development and Public
Works Department staff and City Manager
The City is currently preparing a Fiber Optic Master Plan which identifies the areas
below for dark fiber installation:
ATTACHMENT 1
22
DRAFT
Task 3 – Connectivity
? Connect the Culver City Expo Station to City businesses in order to reduce vehicle
trips and the demand for parking in the City. Alternatives such as transit cards,
smart car facilities, bike sharing and walk-ability should be considered.
? The City has designated the area around the Culver City Expo Station as a Transit
Oriented Development District, with special zoning and public improvement
requirements as shown in the maps below.
? Priority Level: Mid-level
Tasks 4 – Pedestrian and Bicycle Improvements
? Research the potential for greater pedestrian and bicycle connections throughout
the City including bike sharing
? Priority Level: High
? Time Frame: Begin in 12 months
? Responsible Parties: Community Development, Public Works, Transportation
Department, core stakeholders, Chamber of Commerce and Consultant
The City has examined the connectivity of the downtown, Hayden Tract and Helms
Area. Possible opportunities for connection include pedestrian improvements, parking
improvements in the TOD District to serve the Hayden Tract and Helms District and
shuttle service offering entertainment and restaurant amenities to the Hayden Tract.
20
ATTACHMENT 1
23
DRAFT
21
Objective 5 – Utilize land use planning to enhance job growth and continued
economic health throughout all areas of the City.
Task 1 – Land Use and Job Generation
? Identify the types of land uses and related building types that promote job
generation and job retention in order to encourage economic growth in the City.
Establish a process by which the preservation or creation of job producing land
uses is reviewed periodically by City staff.
? Time Frame: Begin in 12 months
? Responsible Parties: City Manager, Community Development Director, Public
Works Director, Transportation Director and Consultant
Task 2 – Inventory Financially Under-Performing Land Uses
? Inventory, research and analyze land areas of the City that appear to be underuti-
lized, underperforming or antiquated. Create effective land use strategies for eco-
nomic sustainability of the City. For example, the City has prepared preliminary re-
development concepts for the Fox Hills area to identify future development opportu-
nities.
ATTACHMENT 1
24
DRAFT
? Priority Level: High
? Time Frame: Begin within 12 months
? Responsible Parties: Economic Development staff
? Improve the quality and supply of amenities and service retail for area businesses
and their employees. Possible solutions could include temporary service retail
licenses for food trucks, pop-up restaurants or rezoning of designated areas while
maintaining sensitivity to the needs of permanent restaurants and services within
the City who are reliant upon those businesses as patrons.
? Work with area businesses and land owners to identify needs and solutions to
provide increased and improved service retail in closer proximity to businesses in
order to reduce area traffic and positively impact employee productivity.
? Create an environment that is a destination and that enhances the City’s tax base by
increasing the amount of time shoppers, visitors and employees spend in the City;
and
? Explore activating Media Park with new coffee/retail service.
? Priority Level: Mid-level
? Time Frame: Begin in 18 months
? Responsible Party: Economic Development staff
The City has commenced preliminary planning in the Fox Hills area as shown below:
22
ATTACHMENT 1
25
DRAFT
23
Objective 6 – Position the City to take advantage of economic trends and remain
a leader of innovation in the Southern California region.
Task 1 – Identify Future Economic Development Trends
? Survey future tech trends on the horizon.
? Convene tech business stakeholders to discuss technological innovations.
? Be on cutting edge of new tech business development.
? Survey Economic Development best practices related to tech business attraction.
? Repurpose obsolete land uses to foster “new tech economy,” job growth and
related business expansion.
? Design/promote infrastructure/transit oriented growth to help promote tech
business expansion.
? Promote Culver City’s creative and art and cultural economy through branding.
? Leverage relationships with local colleges and universities to grow entrepreneurial
base and access potential tech opportunities.
? Promote City as a destination for tech businesses through business attraction.
? Maintain up to date real property inventory for tech business attraction and
expansion, such as server rooms, multiple carrier gigabit internet, backup power,
proper wiring and flexible HVAC.
? Create tech-centric amenities such as transportation access, restaurants, shopping
services, bike rack and pedestrian improvements that are valued by tech
businesses.
? Survey parking infrastructure to satisfy the parking needs of growing tech
companies.
? Create property survey with reflecting tech-friendly criteria, and engage realtors to
attract the right tech tenants and create the appropriate business climate via amen-
ities, streetscape, etc.
? Enhance the City’s business base by supporting “new economy” businesses (tech,
bio tech, media, design). Specific focus should be placed on attracting business-
es that improve the City’s tax base.
ATTACHMENT 1
26
DRAFT
Economic Development Strategy – Outreach Discussion Items
Fox Hills Area
Preliminary Summary of Outreach Comments & Follow-up
Projects Priority* Duration Applicable Area** Responsible Party*** Work Program Tasks
1
Increasing the
Parking Supply
H
3-12
months
12-36
months
Citywide
CDD/PW
Short Term
-Reduced cost of metered park-
ing (e.g., Uplander) – Council
consideration required.
-Parking stall restriping (e.g.,
Uplander) – identify applicable
streets, conduct outreach, im-
plementation.
-Automated surplus parking –
research, Code amendment,
Council consideration required.
Long Term
-Private parking initiatives –
identify properties, work with
owner(s)
-CFD public parking initiatives/
parking garages – identify prop-
erties, outreach, bond financ-
ing, create CFD.
2
Fiber Optic
Infrastructure
H
1-6
months
6-18
months
FH, HT, Jefferson
IT/PW/CDD
Short Term
-Meet with Santa Monica to
determine project scope.
-Identify specific areas/path,
infrastructure and budget.
-Conduct outreach with busi-
nesses/property owners.
Long Term
-Council consideration and pro-
ject implementation.
3
Marketing,
Branding &
Identity
H
1-6
months
6-18
months
Citywide
ED/Consultant
Short Term
-Conduct preliminary research
Long Term
-Draft RFP, Council considera-
tion (WW, HT, FH)
-Outreach with City and individ-
ual districts
-Create broad based City brand-
ing campaign and logo/
materials, etc.
-Brand individual districts
4
Area Ameni-
ties
M
3-9
months
9-18
months
FH, HT
ED/Planning
Short Term
-Temporary events, shops &
services (monthly food trucks,
farmers’ markets, printing, dry
cleaning)
Long Term
-Land planning (identify new
retail, office and open space
areas)
-Create a Main Street
24
Summary of Work Plan
ATTACHMENT 1
27
DRAFT
25
Economic Development Strategy – Outreach Discussion Items
East Washington – Hayden Tract – Downtown - Expo
Preliminary Summary of Outreach Comments & Follow-up
Projects Priority* Duration Applicable Area** Responsible Party*** Work Program Tasks
1
Increasing the
Parking Supply
H
3-12
months
12-36
months
Citywide
CDD/PW
Short Term
-Reduced cost of metered park-
ing (e.g., Jefferson) – Council
consideration required.
-Parking stall restriping (e.g.,
Stellar) – identify applicable
streets, conduct outreach, im-
plementation.
-Automated surplus parking –
research, Code amendment,
Council consideration required.
Long Term
-Private parking initiatives –
identify properties, work with
owner(s)
-CFD public parking initiatives/
parking garages – identify prop-
erties, outreach, bond financ-
ing, create CFD.
2
Fiber Optic
Infrastructure
H
1-6
months
6-18
months
FH, HT, Jefferson
IT/PW/CDD
Short Term
-Meet with Santa Monica to
determine project scope.
-Identify specific areas/path,
infrastructure and budget.
-Conduct outreach with busi-
nesses/property owners.
Long Term
-Council consideration and
project implementation.
5
Local Wayfind-
ing & Connec-
tivity
H
1-6
months
6-18
months
Citywide, HT, DT
CDD/PW/
Transportation/
Consultant
Short Term
-Wayfinding
Long Term
-Based on identity program,
create wayfinding and regionally
oriented signage.
-Bike land and bike sharing.
-Shuttle
-Pedestrian paths
6
Process Im-
provement
Group
M
6-18
months
Citywide
CDD/PW/
Fire/Finance/
City Manager
Long Term
-Expediting
-Informational handouts (e.g.,
“How to Guide”).
-Master studies.
-Development Fees.
-Review of City requirements,
processes and solution orienta-
tion.
7
Business Asso-
ciations
H
3-9
months
9-24
months
FH, HT, AD
CDD/Consultant
Short Term
-Conduct business outreach
Long Term
-Council consideration
-District establishment
ATTACHMENT 1
28
DRAFT
3
Marketing,
Branding &
Identity
H
1-6
months
6-18
months
Citywide
ED/Consultant
Short Term
-Conduct preliminary research
Long Term
-Draft RFP, Council consideration
(WW, HT, FH)
-Outreach with City and individual
districts
-Create broad based City branding
campaign and logo/materials, etc.
-Brand individual districts
4
Area Amenities
M
3-9
months
9-18
months
FH, HT
ED/Planning
Short Term
-Business attraction.
-Develop electronic email database.
-Temporary events, shops & services
(art walks, monthly food trucks, farm-
ers’ markets, printing, dry cleaning).
Long Term
-Code amendments
-Restaurant/service uses.
5
Local Wayfind-
ing & Connec-
tivity
H
1-6
months
6-18
months
Citywide
CDD/PW/
Transportation/
Consultant
Short Term
-Proximity Maps (market adjacencies
– Expo, HT, AD, DT, Ballona Creek)
-Simple signage additions to existing
wayfinding.
-Trial shuttle.
-Bike sharing.
Long Term
-Wayfinding study, Council considera-
tion, project implementation.
-Bike lanes & bike path (Ballona
Creek)
-Shuttle
-Security (lighting from Expo station)
-Pedestrian paths and other
streetscape improvements.
6
Process Im-
provement
Group
M
6-18
months
Citywide
CDD/PW/
Fire/Finance/
City Manager
Long Term
-Expediting
-Informational handouts (e.g., “How
to Guide”).
-Gross Receipt Tax review.
-Review of City requirements, pro-
cesses and solution orientation.
7
Business Asso-
ciations
H
3-9
months
9-24
months
FH, HT, AD
CDD/Consultant
Short Term
-Research Culver City Alliance
(collaborative effort between the City
and Chamber dedicated to nurturing a
vibrant, healthy and profitable busi-
ness climate in Culver City).
Long Term
-Council consideration
-District(s) establishment
26
ATTACHMENT 1
29
DRAFT
27
*Staff Prioritization – H – Immediate Need, M – Future Need.
** Applicable Area – Fox Hills (FH), Hayden Tract (HT), Arts District (AD), Downtown (DT), West Washington (WW)
***Responsible Party – Community Development Department (CDD), Public Works (PW), Information Technology (IT), Economic Devel
opment (ED), City Attorney (CA)
Economic Development Strategy – Outreach Discussion Items
West Washington - Sepulveda
Preliminary Summary of Outreach Comments & Follow-up
Projects Priority* Duration Applicable Area** Responsible Party*** Work Program Tasks
1
Increasing the
Parking Supply
H
3-12
months
12-36
months
Citywide
CDD/PW
Short Term
-Reduced cost of metered park-
ing (e.g., Washington near 405
in process) – Council considera-
tion required.
-Email updates to affected busi-
nesses on parking projects.
Long Term
-Develop catalytic projects with
surplus public parking.
2
Marketing,
Branding &
Identity
H
1-6
months
6-18
months
Citywide
ED/Consultant
Short Term
-Conduct preliminary research
(west Washington is CC, freeway
accessibility, destination, cache)
Long Term
-Draft RFP, Council consideration
(WW, HT, FH)
-Outreach with City and individ-
ual districts
-Create broad based City brand-
ing campaign and logo/
materials, etc.
-Brand individual districts
3
Area Amenities
M
3-9
months
9-18
months
FH, HT, WW
ED/Planning
Short Term
-Business attraction to expand
success of improvement areas.
Long Term
-Streetscape improvements to
city westerly boundary.
4
Local Wayfind-
ing & Connec-
tivity
H
1-6
months
6-18
months
Citywide
CDD/PW/
Transportation/
Consultant
Short Term
-Proximity Maps
-Bike sharing, bike sharrows.
Long Term
-Wayfinding consultant, Council
consideration (identify Culver
City from 405 Freeway/Marina
5
Process Im-
provement
Group
M
2-5
months
6-15
months
Citywide
CDD/PW/
Fire/Finance/
City Manager
Short Term
-Economic development staff to
assist projects through plan
review and construction.
Long Term
-Expediting (green initiatives)
-Informational handouts (e.g.,
“How to Guide”).
-Master studies (e.g. traffic)
-Development fees (e.g., tree
fund)
-Review of City requirements,
processes and solution orienta-
tion.
ATTACHMENT 1
30
DRAFT
28
Conclusion:
In the aftermath of redevelopment, cities throughout California are searching for effec-
tive economic development tools to create jobs, eliminate blight, revitalize communities
and construct affordable housing. There is a void at the State level in addressing
these concerns and it is apparent that each locality must find its own way forward to
address community and economic development needs. Without tax increment and
bond finance available through former redevelopment agencies, the economic devel-
opment tool box is severely constrained. Cities must look to leverage existing commu-
nity knowledge, assets and resources to develop long-term and lasting economic de-
velopment strategies that provide tangible benefits. The purpose of the Economic De-
velopment Implementation Plan is to survey the city’s strengths and weaknesses, eval-
uate local market constraints and provide a strategy going forward to address the Plan
findings. While the Plan provides a roadmap, it is intended to be a living, working doc-
ument; one that will be drawn upon frequently to refresh and remind all stakeholders of
the desired direction in which to move the City. This Plan should be revisited, and pos-
sibly revised, on a yearly basis as the City and the economy evolves.
In the course of preparing the Economic Development Implementation Plan, the City
has engaged the community in a dialog on diverse economic development issues.
While the good ideas shared by community stakeholders in the series of economic de-
velopment workshops are important in their own right, they also highlight one of the
most important city assets – its people. Each of the City’s commercial and industrial
districts has a wealth of stakeholder resources that should be called upon to help sup-
port and implement the Plan.
The City must continue the collaborative process it initiated with the Plan, working ef-
fectively with its residents, schools and business community in order to find ways to
achieve common economic development goals and ensure a healthy city economy.
ATTACHMENT 1
31
DRAFT
31
Exhibits
1. Summary of Work Scope
2. Community Meeting Notes and Stakeholder Input
ATTACHMENT 1
32
DRAFT
32
Exhibit 1
Scope of Work – Economic Work Plan
1.0 Develop Work Plan and Contract
1.1 Meet with City to review project scope and timeframe.
1.2 Develop work plan.
1.3 Develop contract for services.
2.0 Economic Base Analysis
2.1 Analyze the economic base of the City.
2.2 Hold two meetings with City and staff to review data and analysis of economic base.
3.0 Strengths, Weaknesses, Opportunities, and Threat Analysis (SWOT)
3.1 Facilitate three (3) focus groups to gather data and information on what the stake-
holders believe are the strengths and challenges of doing business in the City.
3.2 Stakeholder participants in the focus groups will be determined by the City. .
3.3 Write a SWOT analysis utilizing the Economic Base Analysis and the
information gathered from the focus groups.
3.4 Meet with City to review SWOT analysis.
3.5 Analyze designated commercial districts to ascertain the land use in each area.
Determine the opportunities and challenges presented by each district.
4.0 Leakage Study
4.1 Develop a Leakage Study that shows where Culver City is leaking sales tax.
4.2 Analyze what economic segments are most at risk of leaving the City and what
segments are most likely to be attracted to Culver City.
5.0 Market Analysis Report
5.1 Prepare a draft Report.
5.2 Meet with City staff to review.
5.3 Deliver a final Market Analysis Report.
6.0 Develop Work Plan
6.1 Work with City staff and key stakeholders to identify goals and strategies for
implementing a successful economic development program.
6.2 Develop a matrix that identifies:
Goals, Strategies, Tasks, Timelines, Responsible Parties
6.3 Submit Economic Development Work Plan to City
Prepare Draft Work Plan and submit to City staff for comments.
Submit one electronic and five hard copies of the final Work Plan af-
ter incorporation comments from City staff.
6.4 Present final Plan to City Council.
ATTACHMENT 1
33
DRAFT
33
Exhibit 2
Economic Development Outreach M
Fox Hills, December 5, 2012
Discussion Items:
? Parking
? Request to reduce meter costs and offer monthly hang tags.
? Pilot project to assess demand by bagging meters which will help define long term
options.
? Fiber
? Explore public vs. private options, speed, costs and existing utilities.
? Marketing, Branding & Connectivity
? Fox Hills or another identity. Putting the “area” on the map.
? Better connecting the businesses to the mall, the hotels and the surrounding
area.
? Business Association
? Assessment district to help fund and maintain on going improvements.
Hayden Tract & Downtown, December 7, 2012
Discussion Items:
? Increasing the parking supply;
? Providing amenities, including pop-up shops, restaurants, a farmers’ market and
other needed services;
? Organizing an association of property/business owners to address area needs;
? Providing high speed internet access;
? Marketing the City (including specific areas), its attributes and its central location;
? Fostering synergy amongst creative employees, as well as between the restaurants
and businesses;
? Improving connectivity (shuttle, bikes, walkability) between Downtown, the
Hayden Tract, Helms, East Washington, La Ballona Creek and the Expo line.
ATTACHMENT 1
34
DRAFT
34
Exhibit 2
West Washington, December 12, 2012
Discussion Items:
? Improving the permitting process (expediting, shortening plan check submittals,
master studies, development fees, city requirements)
? Creating a vision for the City’s future;
? Organizing an association of property/business owners to address area needs;
? Marketing/Branding the City and the area’s attributes and central location;
? Improving connectivity (shuttle, bikes, walkability) to/from other areas of the City.
Economic Development Outreach, February 28, 2013
Discussion Items:
? Culver City is a convenient, affordable Westside City with small town charm and
a close-knit community;
? Top Culver City amenities include: parks, restaurants, downtown’s revitalization,
accessibility to decision-makers, abundance of activities, and the City’s quality
school system.
? Concerns include traffic and congestion, City finances and employee pensions,
and increased commercial and residential density.
? Economic efforts should focus on:
1. Maintaining and improving City infrastructure;
2. Preserving residential neighborhoods and character;
3. Attracting community serving uses to create better balance and cohesion
between residents, businesses, and park visitors;
4. Exploring opportunities to improve Veterans Memorial Park, such as
removing nearby parking meters and attracting a coffee shop/kiosk;
5. Promoting the City’s entertainment image;
6. Addressing changing demographic needs (young and old);
7. Enhancing local healthcare by further exploring:
? Regional partnerships;
? Healthy City initiatives;
? Advances to medical office space and services;
? The future of Brotman Hospital;
ATTACHMENT 1
35
DRAFT
35
Exhibit 2
8. Identifying opportunities to divert cut-through traffic around the City;
9. Improving bus transportation perception and connectivity (small shut-
tles/trolley/DASH, bike sharing, walkability) within Culver City and
between the Expo, LAX and surrounding areas;
10. Ensuring that the Fox Hills and Blair Hills communities are connected
to Culver City.
Economic Development Outreach, March 7, 2013
Discussion Items:
Culver City is a convenient, affordable Westside City with small town charm
and a close-knit community;
? Top Culver City amenities include: parks, restaurants, downtown’s
revitalization, accessibility to decision-makers, abundance of activities, and
the City’s quality school system.
? Concerns include traffic and congestion, City finances and employee
pensions, and increased commercial and residential density.
Economic efforts should focus on:
1. Maintaining and improving City infrastructure;
2. Preserving residential neighborhoods and character;
3. Attracting community serving uses to create better balance and co-
hesion between residents, businesses, and park visitors;
4. Exploring opportunities to improve Veterans Memorial Park, such as
removing nearby parking meters and attracting a coffee shop/kiosk;
5. Promoting the City’s entertainment image;
6. Addressing changing demographic needs (young and old);
7. Enhancing local healthcare by further exploring:
? Regional partnerships;
? Healthy City initiatives;
? Advances to medical office space and services;
? The future of Brotman Hospital;
8. Identifying opportunities to divert cut-through traffic around the City;
9. Improving bus transportation perception and connectivity (small shut-
tles/trolley/DASH, bike sharing, walkability) within Culver City and
between the Expo, LAX and surrounding areas; and,
10. Ensuring that the Fox Hills and Blair Hills communities are connected
to Culver City.
ATTACHMENT 1
36
DRAFT
36
Exhibit 2
Economic Development Outreach, March 20, 2013
Discussion Items:
? Parking
1. Request to reduce meter costs and offer monthly hang tags.
2. Pilot project to assess demand by bagging meters which will help
3. Define long-term options.
? Fiber
1. Explore public vs. private options, speed, costs and existing utilities.
? Marketing, Branding & Connectivity
1. Fox Hills or another identity. Put the “area” on the map.
2. Better connecting the businesses to the mall, the hotels and the sur-
rounding area.
? Business Association
1. Assessment district to help fund and maintain on-going improvements.
ATTACHMENT 1
37
DRAFT
ATTACHMENT 1
38
DRAFT
Prepared By:
Community Development Department
Economic Development Division
November 2013
DRAFT
ATTACHMENT 1
39
DRAFT
November 2013 Fox Hills Master Plan and Specific Plan
1. Introduction
2. Master Planning Objectives
Program statement:
Reimagine Fox Hills as a vibrant, mixed use creative office district, rebranded
and marketed to high tech creative office tenants and redesigned to provide
a common open space and biking network, shared parking opportunities,
high speed internet service, efficient land parcelization and a new “Main
Street” of retail, restaurants and services.
3. Area Description (Regional location and vicinity)
4. Existing Conditions and Constraints (zoning, development standards, building
height, lot coverage, parking, open space, use)
5. Land Use Plan (Location and distribution of land uses, design opportunities,
development incentives, public amenities, pedestrian connections, common
open space)
6. Circulation Plan (Pedestrian movements, bikes, shuttle)
7. Parcelization
8. Utilities & Infrastructure (Fiber and utility upgrades)
9. Parking Short and Long Term (Parking reconfiguration, shared parking, curb
parking, automated, location, design)
10. Marketing, Branding & Connectivity
? Putting the area on the map.
? Better connecting the businesses to Westfield Culver City, the hotels
? Business support (Association and assessment districts)
11. Implementation
ATTACHMENT 2
411. Create and/or maintain district specific economic development entities (business
improvement district or similar) that brings stakeholders together in order to
satisfy district specific objectives.
2. Explore creating non-profit entities where appropriate.
3. Create a Process Improvement Group within the City development/permitting
departments including business and development stakeholders in order to
reinforce a reasonable, predictable planning and permitting process that
emphasizes a customer service “friendly” attitude. This is especially important
for City departments that deal directly with the public. This group should also
address the need to create processes that allow the City to revisit, revise and
adapt to changing needs of the community.
4. Explore expedited permit processing.
5. Organize a core stakeholder group comprised of the City Manager, Economic
Development staff, Chamber of Commerce and local business owners, real
estate brokers and developers to address business attraction, retention and
expansion issues. The group should prepare a work plan and schedule monthly
meetings in order to implement the work plan and regularly visit targeted
businesses.
6. Create a roundtable discussion with specific business clusters in order to
understand/address issues affecting business operations. Business clusters
include hotels, auto dealers, developers, commercial real estate brokers, tech
business operators, etc.;
7. Implement specific programs related to business attraction and retention
(conduct business visitation, promote new businesses, utilize business software
to identify potential business leases that are terminating in Venice and Santa
Monica in order to attract them to CC, survey businesses in CC with leases
terminating in an effort to retain them);
8. Work with a core stakeholder group to brand and market the City as well as
individual corridors or districts, as deemed appropriate. This is an opportunity
for the residents and businesses to work with City Council members and staff to
better define City redevelopment and Economic Development objectives, and to
highlight and advertise the City’s strengths. This measure will provide an ongoing
opportunity for the community to be more involved in planning the City’s future
economic development direction. Marketing methods may include advertising in
specialized trade magazines, sending letters of interest to desirable tenants,
matching targeted businesses with opportunity sites and establishing incentives
programs to attract or retain specific businesses.
9. Identify and market district strengths (i.e., Hayden Tract creative office/tech, arts
district, arts, downtown, dining, shopping, entertainment, etc.).
10. Create an environment that is a destination and that enhances the City’s tax
base by increasing the amount of time shoppers, visitors and employees spend in
the City.
11. Assemble core stakeholder group and Chamber of Commerce to work with
Economic Development staff to develop a marketing and branding strategy. The
ATTACHMENT 3
42strategy should utilize social media and encourage tourism while promoting the
City and its businesses.
12. Promote cultural opportunities in order to attract, retain and expand businesses
that contribute to the City’s creative economy.
13. Align the labor force needs of Culver City businesses with the City’s educational
system. Acknowledge the importance of a quality educational system to the
future wellbeing and attractiveness of the City.
14. Create collaborations among West LA Community College, CCUSD and business
leaders to create educational programs aligned with the workforce development
needs of area businesses.
15. Increase the supply of parking through coordinated public/private efforts.
16. Work with stakeholders to create innovative parking strategies that maximize
the existing parking supply and increase parking opportunities in the City. The
strategies should be sensitive to spillover parking in residential neighborhoods
while satisfying the parking demands of City restaurants, retail shops and
businesses. The potential parking improvements could include street vacations,
automated parking, area valet programs and partnerships between the City and
private property owners whereby public parking would be incorporated in new
private development.
17. Implement downtown parking strategies pursuant to the Walker Downtown
Parking Study to maximize parking supply and increase revenues. Increased
revenues should be used to address parking operations and maintenance costs.
18. Research effects of metered parking on employees of City business while
respecting the needs of the neighborhood residents. This can be done by hiring a
parking consultant to work in conjunction with the City.
19. Establish Culver City as a leading-edge technology city by providing fiber optic
connectivity to all City businesses and perhaps residents. Alternative methods of
fiber ownership should be considered.
20. Prepare and implement a Fiber Optic Master Plan reflecting best practices for
providing fiber optic infrastructure to City technology businesses.
21. Connect the Culver City Expo Station to City businesses in order to reduce vehicle
trips and the demand for parking in the City. Alternatives such as transit cards,
smart car facilities, bike sharing and walk-ability should be considered.
22. Research the potential for greater pedestrian and bicycle connections
throughout the City including bike sharing
23. Identify the types of land uses and related building types that promote job
generation and job retention in order to encourage economic growth in the City.
24. Establish a process by which the preservation or creation of job producing land
uses is reviewed periodically by City staff.
25. Inventory, research and analyze land areas of the City that appear to be
underutilized, underperforming or antiquated.
26. Create effective land use strategies for economic sustainability of the City. For
example, the City has prepared preliminary redevelopment concepts for the Fox
Hills area to identify future development opportunities.
ATTACHMENT 3
4327. Improve the quality and supply of amenities and service retail for area
businesses and their employees. Possible solutions could include temporary
service retail licenses for food trucks, pop-up restaurants or rezoning of
designated areas while maintaining sensitivity to the needs of permanent
restaurants and services within the City who are reliant upon those businesses as
patrons.
28. Work with area businesses and land owners to identify needs and solutions to
provide increased and improved service retail in closer proximity to businesses in
order to reduce area traffic and positively impact employee productivity.
29. Explore activating Media Park with new coffee/retail service.
30. Survey future tech trends on the horizon.
31. Convene tech business stakeholders to discuss technological innovations.
32. Be on cutting edge of new tech business development.
33. Survey Economic Development best practices related to tech business attraction.
34. Repurpose obsolete land uses to foster “new tech economy,” job growth and
related business expansion.
35. Design/promote infrastructure/transit oriented growth to help promote tech
business expansion.
36. Promote Culver City’s creative and cultural economy through branding.
37. Leverage relationships with local colleges and universities to grow
entrepreneurial base and access potential tech opportunities.
38. Promote City as a destination for tech businesses through business attraction.
39. Maintain up to date real property inventory for tech business attraction and
expansion, such as server rooms, multiple carrier gigabit internet, backup power,
proper wiring and flexible HVAC.
40. Create tech-centric amenities such as transportation access, restaurants,
shopping services, bike rack and pedestrian improvements that are valued by
tech businesses.
41. Survey parking infrastructure to satisfy the parking needs of growing tech
companies.
42. Create property survey with reflecting tech-friendly criteria, and engage realtors
to attract the right tech tenants and create the appropriate business climate via
amenities, streetscape, etc.
43. Enhance the City’s business base through “new economy” businesses (tech, bio
tech, media, design), businesses that support these uses and those that support
the retail needs of local residents. Specific focus should be placed on attracting
businesses that improve the City’s tax generation base.
ATTACHMENT 3
44