Walnut Creek

Shadelands Property & Business Improvement District

Annual Assessment Report for

2014 – 2017

March 3, 2016

Attachment 1

1

Table of Contents

Overview ......................................................................................................................................... 2

Steering Committee members 2014–15 .......................................................................................... 3

STRATEGIC PRIORITY 1: Advocacy .................................................................................. 4

STRATEGIC PRIORITY 2: Asset Improvements ................................................................. 5

STRATEGIC PRIORITY 3: Asset Protection ........................................................................ 5

STRATEGIC PRIORITY 4: BART Shuttle ........................................................................... 5

Bus Ridership Trends ...................................................................................................................... 6

STRATEGIC PRIORITY 5: Wayfinding ............................................................................... 6

2014–15 Budget .............................................................................................................................. 7

Financial Projections ....................................................................................................................... 8

Priorities for 2016–17 ..................................................................................................................... 9

STRATEGIC PRIORITY 1: Advocacy .................................................................................. 9

STRATEGIC PRIORITY 2: Asset Improvements ................................................................. 9

STRATEGIC PRIORITY 3: Asset Protection ...................................................................... 10

STRATEGIC PRIORITY 4: BART Shuttle ......................................................................... 10

STRATEGIC PRIORITY 5: Wayfinding ............................................................................. 10

Shadelands SPBID Steering Committee 2016: ............................................................................. 11

2

Overview

The Shadelands Property and Business Improvement District (SPBID) is a benefit assessment district formed in 2014, whose purpose is to provide improvements and activities which constitute and create a special benefit to assessed parcels within the Shadeland’s Business Community in the City of Walnut Creek. This report covers partial fiscal year August 2014 – March 2015 plus fiscal year April 2015 – March 2016 as one reporting year. In addition, fiscal year April 2016 – March 2017 projections are included. The SPBID boundaries are Ygnacio Valley Road on the south, Oak Grove Road on the east, parcels one-deep fronting on the west edge of Lennon Lane on the west, and the Contra Costa Canal on the north. No boundary changes are proposed at

this time.

The SPBID was approved by property owners by a vote of 74.12% yes to 28.88% no, on August 5, 2014 for five years. The SPBID has an annual budget of approximately $390,040 and the annual assessment rate for commercial parcels is $0.06 per building square foot plus $0.019 per parcel square foot. The annual assessment rate for private tax-exempt parcels and the tax-exempt portion of private parcels which are partially exempt is 50% of the commercial assessment rate, or $0.03 per building square foot plus $0.0095 per parcel square foot. Assessment rates may be subject to an increase of no more than three percent (3%) per year. No increase is proposed for 2016. The Walnut Creek Chamber of Commerce serves as the Owner’s Association for the SPBID. The Chamber created a Steering Committee consisting of nine (9) property owners [voting members] plus two (2) members of the Walnut Creek Chamber of Commerce Board of Directors [non-voting members], to manage SPBID funds and oversee programs and projects.

3

Steering Committee members 2014–15

Voting members: Ken Nordhoff, City of Walnut Creek Edmund Chan, Kaiser Permanente Diablo Area Marty Smith, Alhouse Deaton Tom Guarino, Pacific Gas & Electric Company Peter Nguyen, Public Employees Union LOCAL 1 Claudia Wentworth, Quick Mount PV Deb Karbo, Property Development Centers LLC Renae Lindley, The Koll Company William T. Murphy, TSM Medical Properties Non-voting members: Angela De La Housaye, De La Housaye & Associates Scott Butler, De Monte Research Center

4

Priorities for 2014–16

In April, 2015, the Steering Committee completed a Strategic Plan to articulate the vision, mission and priorities of the organization. Five strategic priorities, were identified which were originally outlined in the Management District Plan (MDP) as key improvements and activities.

The strategic priorities are listed alphabetically:

• Advocacy

• Asset Improvement

• Asset Protection

• BART Shuttle

• Wayfinding STRATEGIC PRIORITY 1: Advocacy

Provide a unified voice to represent and promote the shared needs and concerns of

Shadelands’ property owners.

Completed goals:

ü Designed and created Shadelands Logo ü Obtain copyright and trademark approval for Shadelands Logo – Work

Place. Life Space. ü Hired Public Relations firm, Rowcliff & Associates, to create positive

messaging for Shadelands ü Created a working group to engage City on improvements to the

zoning/permit process ü Worked with real estate agents on positive messages about Shadelands

5

STRATEGIC PRIORITY 2: Asset Improvements

Asset improvements may be installed throughout the District to increase ease of

access and attractiveness of assessed parcels.

Completed goals:

ü Begin to explore bike and/or pedestrian improvements

STRATEGIC PRIORITY 3: Asset Protection

Asset protection will be designed to address and prevent security issues

Completed goals:

ü Meet with Walnut Creek Police representatives to explore the possibility of locating a police substation in Shadelands

STRATEGIC PRIORITY 4: BART Shuttle

A BART Shuttle will be established. This shuttle will be available for use by people

who work, shop and conduct business on the assessed parcels, and serve as an

incentive to retain and attract businesses to Shadelands.

Completed goals:

ü Contracted with Contra Costa County Transit Authority to provide free shuttle service between Pleasant Hill BART and the Shadelands (route 7)

ü Added free WIFI services to buses ü Wrapped participating buses with distinctive Shadelands branding ü Benchmarked ridership counts

6

Bus Ridership Trends Jan Feb* March April May June July Aug Sept. Oct. Nov. Dec. 3,374 3,556 5,099 6,168 5,953 6,723 7,050 7,160 7,644 7,984 6,591 6,204 *February 16, 2015 Free Shuttle Service Began

STRATEGIC PRIORITY 5: Wayfinding

Wayfinding services will be designed to increase ease of access to assessed

parcels. Wayfinding services may include a website and signage improvements.

Completed goals:

ü Secured website url: www.shadelands.org ü Hired local webmaster to work in conjunction with PR firm to create a

unique website that incorporates the Shadelands logo ü Explored creating a Shadelands way finding app

7

2014–15 Budget

The Management District Plan (MDP) specifies percentages of the budget be allocated to specific categories. The MDP also authorizes the PBID Committee to annually re-allocate up to fifteen percent (15%) of the budget by line item. The following chart was an estimate of annual income at the time of organization. Actual income and expenses for 17 months is presented on the following page.

The PBID Committee voted unanimously on December 4, 2015, to change

allocations to BART Shuttle, Asset Protection & Improvements 55%,

Advocacy, Wayfinding, Improvements & Administration 41%, and

Contingency 04%.

Service % Total Budget BART Shuttle, Asset Protection & Improvements 70 $273,028.10

Advocacy, Wayfinding, Improvements & Administration 26 $101,410.44

Contingency 04 $15,601.60

Totals 100 $390,040.14

8

Financial Projections

2014-15/2015–16 2016–17

% Actual*

%** Budget

Income

Carryover from previous year

0

292,156

Corporate start-Up Contributions

10,000

0

Property Assessment

563,620

351,750

Total Income 100 573,620 100 643,906

Expense

1-BART/ Asset Protection / Impr 70 55

Central Contra Costa Transit Authority

64,050

85,000

Hurd & Associates

11,000

2,500

Lamar Bus Wrap

16,388

3,500

Printing

10,000

Transportation Master Plan

100,000

Bike System

2,000

Public Relations/Communications

28,122

42,000

Total 1-BART/ Asset Protection / Impr

119,559

263,000

2-Advocacy / Wayfinding / Admin 26 41

Banner Design, Installation

-

30,000

Bennett Engineering

3,000

3,000

City of Walnut Creek Admin 1% Fee

5,636

3,518

CIVITAS

50,466

2,500

Spring Festival

-

25,000

Insurance - Liability, D and O

3,573

4,000

Legal Fees

9,192

45,000

Luncheon / Hospitality

322

1,500

Meeting Expense

72

500

Monthly Management

60,000

63,000

Start Up

24,000

0

Web Design & Maintenance

5,200

12,500

Custom Directory

6,000

Photography

10,000

Total 2-Advocacy / Wayfinding / Admin

161,461

206,518

3-Contingency/Operations 4 4

Contingency

-

20,000

Operations

Printing & Copying

279

2,500

Supplies

165

2,500

Total Operations

444

25,000

Total Expense

281,464

494,518

NET INCOME

292,156

149,389

Balance $ 292,156

* Includes 2014 assessment received in 2015 plus 2015 assessments

** Allocations changed by unanimous vote of the Steering Committee on December 4, 2015.

9

Priorities for 2016–17 The strategic plan calls for addressing the priorities listed below.

The strategic priorities are listed alphabetically:

• Advocacy

• Asset improvement

• Asset protection

• BART Shuttle

• Wayfinding STRATEGIC PRIORITY 1: Advocacy

Provide a unified voice to represent and promote the shared needs and concerns of

Shadelands’ property owners.

Goals:

Ø Complete copyright and trademark approvals for Shadelands Logo – Work Place. Life Space

Ø Work with City staff to propose more flexible zoning for the Shadelands and work with City Council for final approval

Ø Articulate zoning changes to property owners and brokers and so they can stimulate economic activity in the area

Ø Review public relations efforts to create positive messaging for Shadelands Ø Create and implement a branding plan Ø Meet with Shadelands businesses to inform them of the efforts of the PBID

and get their input regarding their needs and wants for the area Ø Create a newsletter for Shadelands businesses to inform them of the

improvements to the area and create a form for their input Ø Conduct a ‘Spring Fling’ sort of activity for Shadelands businesses and

employees to attract attention to the Shadelands and engage businesses and employees to support PBID goals

STRATEGIC PRIORITY 2: Asset Improvements

Asset improvements may be installed throughout the District to increase ease of

access and attractiveness of assessed parcels.

Ø Goals:

Ø Explore creating a Shadelands transportation master plan Ø Explore establishing a Transportation Demand Management Plan Ø Investigate bike and/or pedestrian improvements

10

STRATEGIC PRIORITY 3: Asset Protection

Asset protection will be designed to address and prevent security issues.

Goals:

Ø Establish a police substation in the Shadelands

Ø Work with the Walnut Creek Police Department to conduct safety awareness programs for employees

STRATEGIC PRIORITY 4: BART Shuttle

A BART Shuttle will be established. This shuttle will be available for use by people

who work, shop and conduct business on the assessed parcels, and serve as an

incentive to retain and attract businesses to Shadelands.

Goals:

Ø Continue to contract with Contra Costa County Transit Authority to provide free shuttle service between BART and the Shadelands (route 7).

Ø Provide posters, schedules and/or support materials to Shadelands businesses to help them market the bus service to potential riders

STRATEGIC PRIORITY 5: Wayfinding

Wayfinding services will be designed to increase ease of access to assessed

parcels. Wayfinding services may include a website and signage improvements.

Goals:

Ø Identify all businesses located in the Shadelands and complete a database

profile on each of them Ø Add a searchable database to the website Ø Continue to refine and improve the website Ø Explore creating a Shadelands way finding app Ø Explore installation of Shadelands banners throughout the area

11

Shadelands SPBID Steering Committee 2016:

Ethan Bindernagel, City of Walnut Creek Edmund Chan, Kaiser Permanente, Diablo Area Staci Chang, NCPHS Tom Guarino, Pacific Gas and Electric Company Renae Lindley, The Koll Company Lynne Lynn, UCSF Benioff Children’s Hospitals William T. Murphy, TSM Medical Properties Marty Smith, Newcastle Partners, Inc. (Alhouse Deaton) Claudia Wentworth, Quick Mount PV Scott Butler, Del Monte Research Center Angela De La Housaye, De La Housaye & Associates