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Home My WebLink AboutWS-A - WORK STUDY - WELLNESS DISTRICT,I 00m. MEMORANDUM To: Mayor and City Council Date: April 2, 2015 From: City Manager fl)-� Subject: Community Proposal from Building Healthy Communities for a Wellness District Background On January 12, 2015, at the Finance, Economic Development and Technology Committee meeting, a group of residents and business owners, represented by Building Healthy Communities presented an item to the Committee related to a Market Study for the Downtown for Wellness Goods and Services. This presentation included a proposed resolution to direct the City Manager to establish a Wellness District for the Downtown. The report was presented by a Canadian firm, The Next Practice, and was commissioned by the California Endowment in collaboration with Building Healthy Communities. The report was prepared to support their efforts related to health and wellness activities. The members of the Committee requested the City Manager review the elements of the proposed resolution, meet with the members of Building Healthy Communities, and bring back this item to the City Council for discussion in March. The City Manager and staff met with representatives of Building Healthy Communities on January 26, 2015 to provide initial comments and feedback from the City on the various elements of their proposed resolution. This was followed with a written response to the group on February 4, 2015. This response provided a point by point response for each of major requests that were listed in the proposed resolution. In addition, staff provided a listing of all city owned parcels as requested by the group. On March 4, 2015, Building Healthy Communities provided staff with a revised proposed resolution, comments to the City's responses, and a second proposed resolution related to the creation of a new community advisory committee for economic development planning. 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 9). The City Attorney's Office did not have the opportunity to provide their review of the revised comments. Options A. Approve one or more of the Building Healthy Communities Resolution elements /proposals B. Request that staff continue working with Building Healthy Communities on their proposal and /or City Council direction WS -A -1 Attachment 1. Market Study for Wellness -. Performed by the Next Practice on behalf of the California Endowment 2. Case Studies for Market Study for Wellness 3. Community Proposal- Wellness District Resolution Version 1 4. Staff Responses to Version 1 5. Community Response to Staff Responses 6. Community Proposal- Wellness District Resolution Version 2 7. Community Proposal- Economic Development Advisory Committee 8. Community Proposal- Wellness District Version 3 9. Staff Responses to Version 3 WS -A -2 ATTACHMENT SANTA ANA WELLNESS DISTRICT A Study of Demand and Supply for Wellness Goods and Services in Downtown Santa Ana, California September 2014 The N E, x t Practice The Next Practice Ltd. Office +1-416-461-1644 720 Bathurst Street Toronto, Ontario M56 2R4 Cell +1-416-303-0478 WS -A -3 ATTACHMENT CONTENTS 01. Introduction .................................................... ............................... 04 02. Summary of Key fads and Findings ............. .............................04 03. Description of the Study ............................... ............................... 06 04. Level 1 & 2 Analysis: Quantitative Market Research ................. 09 KeyFinding # 1 ................................................ .............................09 KeyFinding # 2 ................................................ .............................13 KeyFinding 93 ................................................. .............................14 The Latino Downtown Revival Scenario ............................17 The Downtown Tourism Scenario ......... .............................19 The Post- Latino Downtown Scenario ... .............................19 Conclusions from the Quantitative Research ............................21 05. Level Analysis: Qualitative Market Research ...........................23 Conclusions from the Qualitative Consumer Research .............24 Summary of Further Inputs from Workshop Participants ....... 26 Appendix A. Methodological Notes ...................... .............................28 Al. The Study Area ......................................... .............................28 Downtown Santa Ana ............................ .............................28 Central Santa Ana .................................. .............................29 A2. Wellness Goods and Services .................. .............................29 A3. Consumer Segments and Spending Patterns .....................29 Segment Populations ............................ .............................29 Household Effective Buying Income . ............................... 30 A4. Level 2 Market Analysis: Household Expenditure Allocations and Shopping Location Choices ....................30 Household Expenditures for Wellness Goods and Services, by Segment ..................... .............................31 Shopping location Estimates, by Segment ......................31 AS. level 3 Consumer Analysis: Qualitative Market Research.. 31 Appendix B. Wellness District Project Concepts .. .............................32 BI. Fitness and Recreation C enter .................. .............................33 B2. Micro farm and Community Education Center ....................35 B3. El Mercadito Santenera Appendix C. Workshop Participants ..................... .............................39 The \,•xt Practice WS— A- 4ntaAnaWellnessDistrict: Astudyofdemandandsupplyforwellnessgoodsandservices _ y: tf'•1:fiwl TABLES Tablet. Definition of the Wellness Goods and Services Category Table 1. Definitions of Key Consumer Segments Evaluated in this Study Table 3. Wellness Retail and Food Services Demand - Supply Outcomes, Downtown and Central Santa Ana ...........................10 Table 4. Core Downtown /Civic Center, Wellness Retail and Food Services Demand - Supply 1 for 0.5 Mile Radius (Mortimer St. to Ross St., 8Th St. to Walnut St.). ................................................................................................................. 11 Table 5. Extended Downtown /Civic (enter, Wellness Retail and Food Services Demand - Supply for 1.0 Mile Radius (Garfield St. to Flower St., Washington St. to Camile St.). ... __ ........................................................................................... 12 Table 6. Estimated Current Expenditures for 'Wellness' Goods and Services (Baseline) per Annum, by Consumer Segment ........................................................................................................ .............................15 Table 7. Overview of Presented Consumer Scenarios for Core Downtown 'Wellness District' Development .............................16 Table 8A. Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler .......... .............................18 Table 8B. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor. ........ ............................................ 18 Table 9A. The Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler .. .............................20 Table 911. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor.. ..... __ ....................... .................. 20 Table 12. Consumer Expenditures and Retail Sales per Gross leasable Commercial Floor Area ( Gla) ............. .............................22 Table 13. Allocation of Household EBI to Household Expenditures .................................................................... .............................30 The \, o Practice WS—A-5 ta Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT 01. Introduction 'This study evaluates prevailing market conditions for the pursuit of a `wellness' focused economic development strategy for downtown Santa Ana. The study was commissioned by The California Endowment (TCE) and was implemented by The Next Practice Ltd (TNP) in coordination with the Santa Ana Building Healthy Communities initiative ( SABHC). Research support for both the quantitative and qualitative market studies was provided by MASdata. The related community workshops would not have been possible without the contributions made by elected officials and staff of the City of Santa Ana, staff of St. Joseph's Health, and the participating community leaders and residents of Santa Ana. TCE has made a 10 -year commitment to support initiatives in central Santa Ana, as well as thirteen other California communities, that together can improve health and wellness outcomes for lower income residents. The Next Practice has been advising this Building Healthy Communities initiative on possible strategies for commercial/retail cluster development to facilitate more convenient and affordable access for lower income residents to the mix of services, retail goods, and amenities needed to support their improved health and wellness outcomes. Prior to the commencement of this study, the SABHC arranged for The Next Practice to meet with members of the Santa Ana City Council and the Office of the City Manager, so as to coordinate its research with other studies and initiatives for downtown development. The Next Practice subsequently exchanged its research plans with an economic development advisor to the City Manager. The SABHC further ensured that City Council Members and municipal professional staff were invited to participate in a workshop, where the preliminary findings of the study were presented and deliberated. City officials and staff have been supportive of the research, and provided valuable comments and observations regarding the preliminary findings. The full and final findings and conclusions are now presented in this report. 02. Summary of Key Facts and Findings Downtown Santa Ana is already a destination for the purchase of `Wellness Goods and Services'. Groceries, meals and snacks, and pharmaceuticals and health aids are the top three sources of sales `surplus' in downtown Santa Ana. A sales surplus means that downtown retailers sell more than the total household demand for these types of merchandise by downtown residents. The estimated 2014 sales surplus for all Wellness Goods and Food Services in downtown Santa Ana is $67 million. From a commercial property performance perspective, downtown Santa Ana already has a local and regionally competitive function as a Wellness Goods and Services district. Sales of Wellness Goods and Food Services per leasable commercial area in downtown Santa Ana are already $1,774 per square foot (data based on large commercial properties), compared with $170 for the entire City of Santa Ana, and $368 for Orange County. A Wellness District economic development strategy could, in principle, further substantially increase sales per gross leasable area in downtown Santa Ana relative to other retail areas in the city and beyond. The greatest and most immediate potential for further Wellness Goods and Services sales growth in downtown Santa Ana is to improve offerings and to increase sales to the residents of central Santa Ana. Due to the number of households, their proximity, lower travel times to downtown, and the greater amount of time spent in or adjacent to downtown, the residents of central Santa Ana are by far the largest pool of available demand for increasing downtown sales of Wellness Goods and Services. This statement is substantiated by the three sales growth scenarios considered in this study. The \,•N t Practice WS—A-6 ta Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Although central Santa Ana residents have lower Effective Buying Income (EBI) than non - resident downtown commuters and weeknight /weekend visitors, they also have fewer alternative retail market areas than non - residents, especially considering their lower levels of car ownership. Non - resident segments can efficiently access a wider range of competing retail locations. Given the limited times of the week and day that commuters and visitors spend in downtown Santa Ana, they typically pursue a narrower range of shopping and services activities in downtown Santa Ana than the residents for whom the downtown has traditionally been a primary shopping area. Each of the three considered scenarios explored how to increase downtown Wellness Goods and Services sales by 80% over 2014 levels. Such an increase in sales reflects a $137 million per annum sales increase over the current baseline. The scenarios highlight the extent to which the most viable strategy for such an increase involves efforts to increase the downtown share of Wellness Goods and Services purchases by central Santa Ana households from the current estimate of 32% of their total household Wellness Goods and Services purchases being made downtown to 46% of their total purchases in this category being made downtown. Such an increase in downtown purchases would require a reallocation of just $300 per annum of central residents' existing purchases from non - downtown locations to downtown locations. The scenarios are further described below. In addition to the development of offerings by downtown fixed store locations, Non -Store Retailers account for a large share of sales in the downtown and in central Santa Ana market areas. Non -Store Retailers also account for a large share of the sales surplus in the downtown area. Non -Store Retailers are the NAILS subsector consisting of businesses that retail goods and services from vehicles, temporary stands and stalls, door -to -door solicitation, catalogues, broadcasting and the Internet. In downtown Santa Ana, Non -Store Retailers account for 16% of total retail sales. In central Santa Ana, Non -Store Retailers account for 25% of total retail sales. The surplus sales by Non -Store Retailers have two prominent implications. First, they indicate that households and institutional customers (e.g., in the Civic Center office area) are not finding competitive offerings from downtown fixed store retailers. They are therefore meeting their needs via on -line, catalog, and other non -store vendors. Downtown fixed -store retailers might be able to capture more of this local demand. Second, local households are comfortable purchasing goods and food services from vehicles, door - to -door vendors, and temporary stands and stalls. This suggests that there is potential to more strategically develop and support the vendor sector in the downtown area. The' Practice WS—A-7 ita Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT 03. Description of the Study The study was designed to provide useful quantitative and qualitative market research findings to public and private sector parties who are involved in local economic development, property investment, and retail activities in downtown Santa Ana, which is the primary commercial/retail center for residents of central Santa Ana. The study was also specifically intended to provide guidance to SABHC and its participating community organizations regarding the opportunity to improve access to goods and services associated with health and wellness outcomes, especially by lower income central Santa Ana residents For purposes of data gathering and analysis for this study, "downtown Santa Ana" has been defined as the area within a 0.5 mile radius of E. 4' Street and Main Street. "Central Santa Ana" has been defined as the area within a 2.0 mile radius of E. 4th Street and Main Street or, alternatively, the seventeen census tracts located within a 2.0 mile radius of E. 4th Street and Main Street.'Ihe methodology used in preparing this study is generally described below. More detailed methodological notes are provided in Appendix A. In the first instance, the study required the definition of the `market basket' of health and wellness - related goods and services that constitute the category defined here as `Wellness Goods and Services,'to be explored as a focus for downtown economic specialization. The Wellness Goods and Services category needed to be distinguished from other goods and services types and commercial subsectors typically present in a downtown commercial district. Working within the constraints of available data based on NAICS industry codes, The Next Practice (TNP) consulted with SABHC to establish the Wellness Goods and Services category outlined in Table 1. With this wellness focus for economic development and retail strategy in mind, the study explored opportunities and requirements for the development and promotion of downtown Santa Ana as a Wellness District, at three distinct levels of analysis: Level I Analysis. Determination of the current status of retail merchandising in the market areas of downtown Santa Ana and central Santa Ana, specifically for Wellness Goods and Food Services. The Level 1 analysis relied substantially upon use of the Nielsen Claritas Retail Market Power model, using methodologies frequently applied in local retail market analysis across the United States. State sales tax data from the California Board of Equalization were also used for this purpose. Level 2 Analysis. Detailed determination of available household demand for Wellness Goods and Services purchases, specifically associated with five distinct consumer segments. This analysis enabled the evaluation of specific downtown retail/services strategies targeting offerings and sales growth for distinct consumer demographics. A description of the five distinct consumer segments considered in the study is provided in Table 2. The Level 2 analysis relied upon data from the U.S. Census American Community Survey (ACS), the U.S. Bureau of Labor Statistics Consumer Expenditure Survey, Nielsen Effective Buying Income (EBI) data, and data from other household income and expenditure reports. In addition to determining the median household EBI allocated to Wellness Goods and Services in each segment, the analysis allowed us to prepare three main scenarios for Wellness Goods and Services sales growth in downtown Santa Ana, based upon different assumptions regarding the primary future consumers in the downtown area. The \Lcxt Practice WS—A-8 ta Ana Wellness District: A study of demand and supply for well ness goods and services Level 3 Analysis. Identification of the consumer preferences and lifestyle priorities of the two consumer segments offering the greatest potential for downtown sales growth (i.e., traditional central Santa Ana homeowners and rental tenants). This aspect of the study was undertaken to inform the preparation of specific Wellness Goods and Services projects for the primary resident demographics of central Santa Ana. The segments that were the focus of the qualitative research account for the majority of downtown Santa Ana retail purchases under all three of the considered scenarios. The qualitative research method used was in -depth interviews. Day -in- the -life accounts were documented for each of 40 central Santa Ana residents, including homeowners and rental tenants, as well as senior citizens, younger and older adults, and youth. This data was entered into a tool developed by The Next Practice (TNP) to identify lifestyle and shopping patterns and preferences. On the basis of the above three levels of market research, the SABHC convened a series of workshops to design some initial Wellness District project concepts. The concepts developed in these workshops are summarized in Appendix B. The findings of the research may also be useful for other retail and services development strategies for the downtown area, including by downtown business associations. TABLE 1. Definition of the Wellness Goods and Services Category the i Practice WS—A-9 U.S. Bureau of labor Statistics, Consumer NAICS Business Establishments Categories Expenditure Survey Categories Wellness Retail Goods & Food Services Health and Personal fare Drugs, Health Aids, Beauty Aids Health and Personal Care Stores (446) including Pharmacies & Drug Stores (44611), Cosmetics and Beauty Supply Stores (44612), Optical Goods Stores (44613) and Other Health and Personal Care Stores (44619 Food and Beverages Groceries and Other Foods Food and Beverage Stores (445), including Grocery Stores (4451) and Specialty Food Stores (4452) but excluding Beer, Wine and Liquor Stores (4453) Food Services Meals and Snacks Food Service and Drinking Places U72), including Full Service Restaurants (7221), Limited Service Eating Places (7222), and Special Foodservices (7223), but excluding Drinking Places - Alcoholic Beverages (7224) Sporting Goods Sporting Goods Sporting Goods Stores (45111) Toys and Hobby Goods Toys, Hobby Goods, and Games Hobby, Toys and Games Stores (45112) and Sew /Needlework/Piece Goods Stores (45113) Music and Musical Instruments Audio Equipment and Musical Instruments Musical Instrument and Supplies Stores (45114), Pre - recorded Tapes, CDs, Record Stores (45112), but we have not included Electronics and Appliance Stores due to the breadth of the category definitions) Books and Periodicals Books Other Wellness Services Educational Services & Childcare These categories are as defined in the U.S. Bureau of Labor Statistics, Consumer Expenditure Survey Health Care & Social Assistance the i Practice WS—A-9 ATTACHMENT TABLE 2. Definitions of Key Consumer Segments Evaluated in this Study The ` I,11 !rL WS_A_ Ana Wellness District: A study of demand and supply for wellness goods and services Number of Households Median Household Median Household EBI Median Age of % Latino Background Income (2012) Householder A. Traditional Central 27,843' $48,501 $27,062 Z7 years 91% Santa Ana Renters This segment is defined to represent the profile of a traditional or typical household that rents a residence in Central Santa Ana. 'Central Santa Ana' is defined in our study as the 17 census tracts within a 2.0 mile radius of the downtown proper. B. Traditional Central 13,651' $48,502 $22,238 27 years 82% Santa Ana Homeowners This segment is defined to represent the traditional profile of household that owns a residence in Central Santa Ana, and area defined in our study as the 17 census tracts within a 2.0 mile radius of the downtown proper. A key differentiation from segment A is the lesser amount of EBI due to increased housing costs. C. Weekday Downtown 4000" 72,743 $40,225 37 years (est) 23%(est) Commuters This segment is defined to represent the typical commuter to a place of employment in the downtown area, defined in our study as the area within a 0.5 mile radius of the downtown proper. These commuters are primarily residents of locations throughout Orange County. Their number is estimated by calculating the difference between the number of employed persons residing in the 0.5 mile area and the total number of persons employed within the same area of Santa Ana. Median household income and FBI Is based upon a weighted average of the different median incomes of automobile and transit users and of homeowners and renters in Orange County. For purposes of this study, any one commuter to employment in the downtown area is considered to be a'household; i.e., to have full discretion over their household's EBI. D. Weeknight and 75,000" 1 66,564 1 $35,215 1 37 years (est) I Unknown Weekend Destination This segment is defined to represent the profile of a household member who visits downtown Santa Ana on a weeknight weekend at least three times per year for Visitors cultural, recreational and /or shopping purposes. These visitors are considered to be primarily residents of an area within a 12.0 mile radius of the downtown proper. Median household income and FBI are based upon a weighted average of the different median incomes of automobile and transit users and of homeowners and renters, using ACS data. The median household income for this segment is close to the median income for households within a 12.0 mile radius of the downtown, i.e., those who are more proximate to downtown Santa Ana than Orange County households more broadly. E. New Downtown 310" $39,360 1 $19,507 1 26 years (est) Unknown Settlers This segment is defined to represent a new downtown residential demographic settling in the downtown area proper, The segment typically has the profile of a university student or graduate, who primarily rents the place of residence. Actual number of households based on American Community Survey (ACS). "Estimated number of households represented by these commuters or visitors, based on Santa Ana - Garden Grove Alternatives Analysis Report, April 2014, pages 2 -2 thou 2 -4. Actual number of households in the immediate downtown census tract who have university-level education, based on the A(S. The ` I,11 !rL WS_A_ Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT 04. Level 1 & 2 Analysis: Quantitative Market Research The main conclusions derived from the quantitative and qualitative research are summarized below. KEY FINDING #1 (Level 1 Analysis) Downtown Santa Ana already has evident locational advantages and retail specialization in the Wellness Goods and Services category. Sales of all types of merchandise and food services in the core downtown (0.5 mile radius of N. Main and 4th) are approximately $117 million more per annum than the demand from downtown households. Wellness Goods and Food Services account for $67 million or 57% of the total downtown sales surplus. In other words, Wellness Goods and Food Services are already an established competitive advantage for downtown Santa Ana, offering potential for further development. The question is: for whom (i.e., which consumer segments) will this development be focused? A sales surplus means that retailers in these merchandise and services categories are selling more than the total annual expenditures in these categories by households residing within the downtown area. Additional purchases are being made in the downtown by households located outside of the downtown area, creating the sales `surplus.' As with the downtown area, the central Santa Ana (2.0 mile radius) retail market area also generates a sales surplus. Households in and outside of central Santa Ana are together purchasing more in central Santa Ana than the total annual resident demand for Wellness Goods and Food Services in the central Santa Ana market area. Details on the estimated sales surplus (or gap) by type Wellness Goods and Food Services are presented in Table 3. Across all retail merchandise categories, in the core (0.5 mile radius) downtown of Santa Ana, groceries, meals, and health and personal care products are the three largest areas of current sales surplus. Therefore, these are downtown Santa Ana's current areas of retail specialization. The downtown sales surplus in Wellness Goods and Food Services contrasts with downtown sales gaps or deficits in other merchandise categories. Sales of beer /wine /liquor, specialty foods, children' wear, small appliances, sewing goods, curtains and blinds, toys and hobby goods, lawn and garden supplies, and vehicles are below the levels of demand of resident households located in the downtown. Some of these gap areas —such as specialty foods, and toys and hobby goods —may merit further development in light of their inclusion in the Wellness Goods and Services category and of the quantified local demand. Adding further nuance to the above findings, a study by Social Compact (2006) of downtown and central Santa Ana concluded that local residents in both areas were making a substantial amount of their purchases outside of central Santa Ana. This suggests that downtown Santa Ana could further build on its existing retail market power in Wellness Goods and Food Services by better servicing local demand while also continuing to upgrade existing competitive advantages and offers for non - resident customers. The specific sales surplus /gap findings are summarized in Tables 3, 4, and 5. The \rat Practice WS—A-11 a Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT TABLE 3. Wellness Retail and Food Services Demand - Supply Outcomes, Downtown and Central Santa Ana A sales surplus represents a situation in which the retail establishments in the studied area sell more goods and services than total demand for such goods and services from households located in the same area. A sales gap represents a situation in which the retail establishments in the studied area sell fewer goods and services than the demand for such goods and services from households in the market area. BY TYPE OF MERCHANDISE Consumer Expenditures of Residents (1014 est) Retail Sales (2014 est) Surplus Sales/ (Gap) 0.5 mile Downtown /Civic Center Santa Ana Total Retail Sales, including Eating and Drinking Places $146, 838,161 $ 259, 568, 521 $112,730360 Wellness - related Retail (in(ludes allocations from General Merchandise Stores -NAICS 452) $65,246,304 $131,199,501 $ 66,953,197 Groceries $31,998,433 $52,173,452 $20,175,019 Meals and Snacks $14,212,824 $38,994,052 $24,781,228 Health and Personal Care Goods $13,081,239 $ 30,618,854 $11,597,615 Sporting & Hobby Goods, Musical Instruments, Stereo Equipment, Photographic Equipment & Supplies ,and Books $5,953,808 $10,353,143 $4,399,335 2.0 mile Central Santa Ana (17 census tracts) Total Retail Sales, including Eating and Drinking Places $1,908,171,820 $ 2,416,734,566 $508,562,746 Wellness - related Retail (includes allocations from General Merchandise Stores-NAICS 452) $793,193,988 $1,014,891,698 $221,697,710 Groceries $376,088,359 $354,806,001 - $21,282,358 Meals and Snacks $169,316,224 $176,355,230 $7,039,006 Health and Personal Care Goods $169,756,063 $376,116,254 $ 206,3600 Sporting & Hobby Goods, Musical Instruments, Stereo Equipment, Photographic Equipment & Supplies, and Books $78,033,342 $101,614,213 $29,580,871 The \(\t Practice WS—A_ Ufa /lt#Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Table 4 and Table 5 summarize the downtown sales surplus (or gap) in the Wellness Goods and Food Services category by type of business establishment (by NAICS code), for both the core downtown/civic center area and for the extended downtown/civic center area. TABLE 4. Core Downtown /Civic Center, Wellness Retail and Food Services Demand - Supply t for 0.5 Mile Radius (Mortimer St. to Ross St., 8Th St. to Walnut St.) BY TYPE OF BUSINESS ESTABLISHMENT Consumer Expenditures (2014 est) Retail Sales (2014 est) Surplus Sales/ (fap) Total Retail Sales, including Eating and Drinking Places $146, 838,161 $ 259, 568, 521 $112,730,360 Total Sales by Wellness Goods & Food Services Establishments (excluding Wellness goods sold at General Merchandise Stores -452) $ 43,071,75Z $ 88,181,224 $ 45,109,472 Food & Beverage Stores-445 (excl Beer, Wine &Liquor Stores) $16,868,063 $29,470,699 $12,602,636 Grocery Stores -4451 $14,937,319 $28,780,443 $13,843,124 Supermarkets, excluding Convenience Groceries -44511 $14,031,652 $28,539,385 $14,501,733 Convenience Stares -44512 $899,667 $241,058 $- 658,609 Specialty Food Stores -4452 $1,930,744 $690,256 $- 1,240,488 Pharmacy, Health & Personal Care Stores -446 $ 7,339,766 $12,627,959 $ 5,288,193 Sporting Goods, Hobby Book, Must(Stores -451 $ 3,179,957 $ 2,691,950 Sport Goods, Hobby, Musical lnstStores -4511 $2,812,909 $1,455,132 Book, Periodical & Music Stores-4512 $361,048 $1,236,817 $869,769 Restaurants & Foodservices-722 rev (excl Drinking Places) $15,683,966 $43,390,616 $27,706,650 Full Service Restaurants -7221 $7,272,110 $16,680,883 $9,408,773 Limited Service Eating Places -7222 $ 6,643,889 $19,276,409 $12,632,520 Special Foodservices -7223 $1,761,967 $ 7,433,324 $ 5,565,357 Sales by other types of retail establishments Non- StoreRetallers-454 12,321,503 44896,990 30,575,487 , Data for downtown resident consumer demand and retail sales were generated using the Nielsen Claritas Retail Market Power model, projections for 2014. The Practice WS—A-13 Ana Wei Iness District: A study of demand and supply for wel I ness goods and services ATTACHMENT TABLE 5. Extended Downtown /Civic Center, Wellness Retail and Food Services Demand - Supply' for 1.0 Mile Radius (Garfield St. to Flower St., Washington St. to Camile St.) BY TYPE OF BUSINESS ESTABLISHMENT Consume, Expenditures (2014 est) Retail Sales (2014 est) Surplus/ (Gap) Total Retail Sales, including Eating and Drinking Places $146, 838,161 $ 259, 568, 521 $112,730,360 Total Sales by Wellness Goods& Food Services Establishments ( excluding Wellness goods sold atGeneral Merchandise Stores -452) $168,101,797 $164,019,143 $- 4,082,654 Food & Beverage Stores -445 (excl Beer, Wine & Liquor Stores) $ 66,064,850 $ 61,385,136 $- 4,619,714 Grocery Stores -4451 $58,496,219 $60,170,444 $1,674,225 Supermarkets, excluding ConvenienceGfoceries -44511 $55,008,294 $58,203,751 $3,195,457 Convenience Stores -44512 $3,487,925 $1,966,692 $- 1,521,233 Specialty Food Stores -4452 $1,568,632 $1,214,693 $ - 6,353,939 Pharmacy, Health & Personal (are Stores-446 $28,906,773 $25,896,099 $- 3,010,674 Sporting Goods, Hobby Book, Music Stores -451 $12,971,175 $ 4,861,599 $ - 8,109,576 Sport Goods, Hobby, Musical lnstStores -4511 $11,508,201 $3,024,781 $- 8,483,420 Book, Periodical & Music Stores 4512 $1,462,973 $1,836,818 $ 373,845 Restaurants & Foodservices- 722 rev (exclDrinking Places) $60,158,999 $71,876,309 $11,717,310 Full Service Restaurants -1221 $ 27,811,363 $ 35,123,448 $ 7,252,085 Limited Service Eating Places -7722 $25,496,208 $29,189,386 $3,693,178 Special Foodservices -7223 $ 6,791,428 $ 7,433,324 $ 641,896 Sales by other types of retail establishments Non -Store Retailers -454 491 145,554559 96,305,612 ' Data for downtown resident consumer demand and retail sales were generated using the Nielsen Claritas Retail Market Power model, projections for 2014. '1__1 The \ , Practice WS -A -1S r* Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT KEY FINDING #2 (Level 1 Analysis) Non -Store Retailers (NAICS 454) are a critical contributor to the generation of the downtown sales surplus. As indicated in Table 4 and Table 5 above, Non -Store Retailers are the largest sector contributing to the downtown sales surplus, in both a 0.5 mile and 1.0 mile radius downtown market areas. Non - Store Retailers are enterprises that retail merchandise through door -to -door solicitation, in -home demonstration, selling from portable stalls (e.g., street vendors, except food), the broadcasting of infomercials, the broadcasting and publishing of direct- response advertising, and the publishing of paper and electronic catalogs. Non -Store Retailers account for 16% of all merchandise sales in the 0.5 mile radius core downtown area, and for 27% of the total sales surplus in this market area. Non -Store Retailers account for a noteworthy 57% of all merchandise sales in the extended (1.0 mile radius) downtown area, and for 85% of the total sales surplus in this extended downtown area. However, as noted, in the 1.0 mile radius market area, there is not a sales surplus of Wellness Goods and Food Services. The TNP study did not permit a detailed breakdown of sales by type of merchandise sold by Non -Store Retailers. However, it is clear that consumers and institutional buyers in the downtown area are very comfortable making purchases from Non -Store Retailers. Therefore, in developing a Wellness District strategy it will be important to: Consider how local fixed store establishments could more effectively capture the purchases made via online and catalogue retailers. Consider how non -store channels can be used to provide part of the overall'wellness' offer in the downtown area, specifically through the further development of indigenous forms of non -store retailing (e.g., food vendors); and how such a sector can better contribute via fees or tax collections to municipal investments and services in support of the Non -Store enterprise sector. The Practice WS-A-16 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT KEY FINDING #3 (Level 2 Analysis) A very substantial pool of household effective buying income (EBI)l is available to support a strategy for developing downtown Santa Ana as a wellness district with a distinctive Latino cultural and household living focus. Having established that downtown Santa Ana already exhibits a retail niche function in the Wellness Goods and Food Services category, it is possible to consider targets and scenarios for further increasing the sale of Wellness Goods and Services in downtown Santa Ana. Scenarios for increased sales are based on an analysis of the Effective Buying Income (EBI) and of the household expenditure patterns in each of five studied downtown consumer segments. The characteristics of these segments are summarized in Table 2. TNP's definition of EBI is more conservative than that used in other studies, including by Nielsen and Social Compact, which define EBI as after -tax income. TNP's estimation of EBI is gross household income minus taxes and housing costs, including utilities costs. Having established the median EBI for households in each of the five consumer segments, U.S. Bureau of Labor Statistics Consumer Expenditure Data is then used to determine the allocation of EBI to Wellness Goods and Services by households in each segment. the preparation of a strategy for downtown Santa Ana also requires estimation of the current and possible future geographic distribution of each segment's purchases between downtown Santa Ana business establishments and businesses located in other areas. The TNP scenarios applied standard retail analysis principles about shopping catchment areas. These principles include the following: All things being equal, business establishments secure a higher percentage of purchases from proximate households than from households in more distant places. • Business establishments can secure a higher percentage of purchases from households that have lower travel time to the relevant market area than from households with a greater travel time to the relevant market area. • Business establishments can secure a higher percentage of purchases from households that have fewer proximate retail/commercial areas in which to choose to shop than from households that have a greater number of proximate retail/commercial areas in which to shop. • Business establishments can secure a greater range and higher percentage of purchases from households that spend more time in the relevant market area than from households that spend less time in the market area. The above principles suggest that residents of downtown and central Santa Ana would more reliably allocate a higher percentage of their Wellness purchases to downtown establishments than non - residents and visitors. Non - residents and visitors would allocate a greater percentage of their purchases to commercial areas located near to their homes and/or along their commuting routes. ''Ihe conventional measure of Effective Buying Income (EBI) is after tax household income. For purposes of this study, EBI is calculated as household income net of both of taxes, housing costs, home utilities and heating fuel.'Ihe amount of available EBI estimated in this study is therefore considerably lower and more conservative than typical studies of purchasing power or effective demand. The \,L-\t — ra a WS—A-16 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT On this basis, the Next Practice considered a variety of scenarios for increasing downtown purchases. The scenarios evaluated the impact upon total downtown sales of different increases in the expenditures made by each segment in the downtown area for their Wellness Goods and Services. Table 6 presents the estimated current allocation of Wellness Goods and Services expenditures to downtown establishments, which serves as the baseline for each of the three scenarios. TABLE 6. Estimated Current Expenditures for'Wellness' Goods and Services (Baseline) per Annum, by Consumer Segment The '\t t t Pract i<(, WS-A-17' Ana Wellness District: A study of demand and supply for wellness goods and services TOTAL A. Traditional B. Traditional C. Weekday Downtown D. Weeknight/ Weekend E. New Downtown Settler All Consumer Central S.A. Central S.A. Commuter Destination Visitors Segments Renter Homeowner Estimated# of Households Shopping in (ore 27,B43 resident 13,651 resident 25,000 commuters 75,000 visitors who 310 resident households Downtown Santa Ana` households households to downtown jobs make 3 visits per annum (representing 25,000 (representing 75,000 households) households) Nielsen Company estimate of tore $132,916,143 Downtown Wellness Goods &Food Services purchases (2014 esl) " "" TNP estimate of current (ore downtown $132,428,345 $92,013,219 $37,071,246 $32,444,443 $6,719,877 $1,042,067 Wellness Goods & Food Services Purchases, by segment" Estimated percentage of Wellness Goods 26% 26% 6% 1% 36% & Food Services expenditures to core downtown Santa Ana establishments TNP estimate of Other Wellness Services $35,891,616 7,431,361 $18,445,117 $9,854,457 - $160,682 Purchases in the core downtown, bysegment "" Estimated percentage of Other Wellness 15% 15% 5% 0% 17% Services expenditures to core downtown Santa Ana es" D"ments n preparing these estimates the term 'core downtown' was defined as the households and establishments within a 0.5 radius of the intersection of E. 4th Street and Main Street. "` Based upon data from the A( S- American( ommunitySurvey( U. S.0 ensus) andU. S. BureauofLaborStatistics. SeeAppendixBforafullerdesriptionofinethodologyused. " " "NielsenRMP Retail Opportunity Gap report on consumer demand and retail sales within the above downtown radius. Nielsen estimates do not include sales of educational services, childcare, health care services, and other social services. The '\t t t Pract i<(, WS-A-17' Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Three different scenarios for increasing the portion of Wellness Goods and Services purchased in the core downtown are summarized below. An overview of these three scenarios and of the differences between them is provided in Table 7. TABLE 7. Overview of Presented Consumer Scenarios for Core Downtown 'Wellness District' Development SCENARIO Estimated %change (from baseline) in downtown Scenario change in number of segment Estimated total change (from 2014 baseline) Wellness Goods &Services sales customers for downtown establishments In downtown Wellness Goods and Services expenditures, all segments Segment Change in downtown purchases The Lathm Downtown Central Homeowners 53% Number of customers from all segments held $132 million Revival Scenario constant Central Renters +53% New Downtown Settlers* +31% Weekday Commuters ** +155% Weeknight/Weekend* *Visitors +265 °% The Santa Ana Downtown Central Homeowners 0 °% Tripling of Weeknight/Weekend Visitors (from -$93 million Tourism Scenario 225,000 visits to 615,000 visits per annum). Number of other segments held constant Central Renters 0% New Downtown Settlers 0% Weekday Commuters 0% Weeknight/Weekend Visitors 955% The Post-Lathm Downtown Central Homeowners -31 °% Tripling of Weeknight/Weekend Visitors (from 4100 million Scenario 225,000 visits to 615,000 visits per annum) and of New Downtown Settlers (from 310 to 930 house - holds). Number of other segments held constant Central Renters New Downtown Settlers -31 °% +311% Weekday Commuters +155% Weeknight /Weekend Visitors +995% The estimated increase In downtown purchases by the New Downtown Settlers Is low because the baseline already estimates that this segment spends 45% of its Wellness Goods and Services 'budget' in the downtown. Therefore substantially increased downtown expenditures by this segment only arise when the number of households /customers in the segment Is Increased, as In the Post - Latino Downtown scenario. * *The estimated percentage increase in downtown expenditures by these segments is large because the baseline estimate is that the allocation of commuters' and visitors' Wellness Goods and Servlces'budget'to the downtown Is currently low, given all of the shopping and services outlet options that are more proximate to their places of residence. The Next Practice WS _A_ laa Ana Wellness District: A study of demand and supply forwellness goods and services ATTACHMENT The Latino Downtown Revival Scenario This scenario is called the Latino Downtown Revival Scenario because it focuses primarily on better servicing the needs of traditional central Santa Ana residents and on investing in their traditional types of local business establishments, while also using the additional purchasing power of commuters, visitors, and the new downtown residential demographics to support revived and updated forms of Latino small business (e.g., cuisine; a mereadito, street vendors) and Latino cultural expression (e.g., music, dance). Of the scenarios presented here, the Latino Downtown Revival scenario takes the greatest `something for everyone' approach to downtown renewal. This scenario is presented in Table 8A and Table 8B. Under the Latino Downtown Revival scenario, the potential for increased Wellness Goods and Services sales in the downtown area is estimated to be as much as or more than $137 million in new sales per annum. Together, the households in the five considered consumer segments make only 7% of their total household Wellness Goods and Services purchases in the downtown area. Increasing downtown sales to these five segments by $137 million could be achieved by increasing the downtown market share of their Wellness Goods & Services purchases from 7% to 13%. We estimate that the most accessible, certain, and cost - effective way to achieve such an increase is to further develop Wellness retail and services tailored to the two traditional central Santa Ana resident segments (i.e., home owners and renters), increasing their allocation of expenditures to downtown establishments from the current 26% of their household Wellness Goods and Services purchases to 39% of their purchases in this category. The full-time residential proximity of these two segments to the downtown,and the lack of competing food store alternatives within a 2.0 mile radius, locates these households within a conventional primary retail catchment for the downtown. Tables 8A and 8B illustrate the changes in allocation of Wellness Goods and Services expenditures by all segments that could increase downtown sales by $137 million /year. The scenario also involves significant percentage increases in the downtown expenditures by the other three consumer segments (i.e., weekday commuters, new downtown settlers, weekend visitors). The Latino Downtown Revival scenario holds the number of households (including visitors) in all five segments constant, although these numbers may also be increased through affordable housing development, cultural programming, tourism promotion and other measures. The marginal increase in the dollar amount of each household's downtown expenditures to achieve the Latino Downtown Revival scenario target is also presented in these tables. TNP views such a shift in the allocation of household expenditures to downtown establishments to be reasonable and achievable. As noted, multiple alternative scenarios were also considered. Among these were a downtown tourism scenario and a scenario focused on a re- purposing the the downtown for non - traditional resident and visitor segments. The Next Practice WS _A_ lag Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Table 8A and 811: Latino Downtown Revival scenario for increased core downtown expenditures for `Wellness' goods and services, per annum, by consumer segment. TABLE 8A. Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler Consumer Segment Traditional Central S.A. Renter Traditional Central Homeowner New Downtown Settler 25,000 Downtown area employees 27,643 resident households 13,651 resident households 310 resident households Estimated 4 of Segment Households Estimated %of Scenario % Estimated Estimated %of Scenario % Estimated Estimated %of Scenario % Estimated 1% purchases cur- of purchases annual purchases cur of purchases annual purchases cur- of purchases annual 10% rently made made in increase rently made made in increase rently made made in increase 1% in downtown downtown downtown in downtown downtown downtown in downtown downtown downtown Healthcare and Social Services Santa Ana Santa Ana purchases Santa Ana Santa Ana purchases Santa Ana Santa Ana purchases 2% $67 (scenario) $59 Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES AMOUNT (UNDER THE 80% INCREASE SCENARIO) (scenario) $1,739 (scenario) Health& Personal Care Stores 35% 45% $57 35% 45% $47 40% 60% $86 Food and Beverage Stores 50 °% 65% $ 599 50% 65% $ 493 65% 80% $ 485 Food Services (excluding alcohol) 15% 25 °% $138 15% 25% $114 30% 40 °% $110 Sporting& Hobby Goods, Musical 10% 20% $236 10% 20% $194 15% 20% $79 Instruments, Books /Periodicals & Recreation Educational Services & Childcare 15% 25% $171 15% 25% $141 20% 30% $112 Healthcare and Social Services 15% 30 °% $ 405 15% 30% $ 333 15% 30% $ 294 Reallocation of part of Other 0% 590 $140 0% $115 5% $76 Discretionary Spending to additional Wellness purchases Per HOUSEHOLD ANNUAL INCREASE IN $1,746 $1,437 $1,242 DOWNTOWN PURCHASES AMOUNT (UNDER THE 80% INCREASE SCENARIO) TABLE 8B. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor Consumer Segment Weekday Downtown Commuter Weeknight /Weekend Destination Visitor Estimated If of Segment Households 25,000 Downtown area employees 75,000 (a person who visits at least three times per annum- 225,000 visits per year) Estimated% of purchases currently made in downtown Santa Ana Scenario %of purchases made in downtown Santa Ana Estimated annual increases downtown purchases (scenario) Estimated% of purchases currently made in downtown Santa Ana Scenario %of purchases made in downtown Santa Ana Estimated annual increase downtown purchases (s(enario) Health & Personal Care Stores 5% 10% $ 42 0% 1% $ 7 Food and Beverage Stores 5% 10% $ 235 0% 0 °% $ 0 Food Services (excluding alcohol) 10% 20% $ 202 4% 10% $ 89 Sporting & Hobby Goods, Musical Instruments, Books /Periodicals & Recreation 5% 10% $208 1% 3% $73 Educational Services & Childcare 1 5% 15% $394 0% 3% $104 Healthcare and Social Services 5% 20% $ 591 0% 0% $ 0 Reallocation of part of Other Discretionary Spending to additional Wellness purchases 2% $67 2% $59 Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES AMOUNT (UNDER THE 80% INCREASE SCENARIO) $1,739 $332 �1 The ° t Practice WS—A-20 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT The Downtown Tourism Scenario In this scenario the number of weeknight /weekend visitors was increased threefold, to 225,000 visitors making at least three visits each per annum (or to a total of 675,000 visits per annum). The downtown expenditure allocation of these visiting households is also increased as in the above Latino Downtown Revival scenario. The downtown expenditures of the four other segments are held at the current baseline levels. Under such a scenario, downtown Wellness Goods and Food Services sales could be increased by $70 million and Other Wellness Services sales by $23 million, resulting in a total potential increase in purchases of $93 million per annum. Such an increase (which is $44 million less than the Latino Downtown Revival scenario) would likely require substantial further conversion of downtown properties to service the non - resident demographic, as well as considerable development of downtown festivals and events programming and marketing to achieve and sustain such visitor numbers. The prospect of downtown expenditure declines by central Santa Ana residents would need to be considered under this scenario; such declines have not been factored in the above figures. The Post - Latino Downtown Scenario If the expenditures of non - resident segments were substantially increased through a tripling of downtown visitors and also a tripling of new downtown settlers, and through the associated re- purposing of downtown properties for visitors and commuters, then an estimated $100 million in increased Wellness Goods and Services purchases could be achievable (consistent with the assumptions and principles applied in the other above scenarios). Such a scenario has to consider the displacement of existing downtown expenditures by traditional central Santa Ana residents, due to the displacement of their retailers and service providers. For this scenario, we apply a 31% decrease in downtown Wellness Goods and Services expenditures by traditional central Santa Ana residents. However, we estimated a smaller decrease in downtown Food and Beverage Stores purchases by these traditional Santa Ana residents of only 25 %, given the proximity of rood4Less and Northgate in particular. (Even under current conditions, our qualitative research identified instances of central Santa Ana residents shifting their food shopping to superstores such as Costco. The loss of resident identification with the downtown could instigate a further trend towards shopping from large format retail chains and discounters. That being said, the low car ownership of central residents would support continued downtown food shopping by this segment.) Under this scenario, the amount of household Wellness Goods and Services purchases made downtown by central Santa Ana residents would decline from 32% to 23% of their total household purchases in this category. The biggest negative dollar -of -sales impact would be on Groceries, which is the segments' largest category of Wellness Goods purchases. There would be a loss in an estimated $12 million in sales in this category. It is not expected that Weeknight/Weekend Visitors would do grocery shopping downtown, and the estimated increase in the number of New Downtown Settler households purchasing groceries in the downtown area would not replace the reduced sales to central Santa Ana residents. The Post - Latino Downtown scenario would leave unaddressed the substantial, underserved demand for Wellness Goods and Services by central Santa Ana households. This demand would need to be addressed in other convenient Santa Ana commercial locations. The details of the Post - Latino Downtown scenario are presented in Table 9A and Table 913. `nie axtPractice WS—A-21, Ana Wel I ness District A study of demand and supply for wel In ess goods and services ATTACHMENT Table 9A and 911: Post - Latino Downtown scenario for increased core downtown expenditures for `Wellness' goods and services, per annum, by consumer segment. TABLE 9A. The Traditional Central S.A. Renter, Traditional Central Homeowner and New Downtown Settler Consumer Segment Traditional Central S.A. Renter Traditional Central Homeowner New Downtown Settler Estimated# of Segment Households 21,843 resident households 13,651 resident households 930 resident households This scenario assumes an increase in the New Downtown Settler and Weeknight/Weekend Visitor segment households as well as increase in per household downtown expenditures. Estimated% of purchases currently made in downtown Santa Ana Scenario% of purchases made in downtown Santa Ana Estimated annual increase downtown Estimated% of purchases currently made in downtown Santa Ana Scenario% of purchases made in downtown Santa Ana Estimated annual increase downtown Estimated% of purchases currently made in downtown Santa Ana Scenario% of purchases made in downtown Santa Ana Estimated annual increase downtown purchases (scenario) purchases (scenario) purchases (scenario) Health & Personal Care Stores 35% 21% -$80 35% 21% -$ 66 40% 60% $86 Food and Beverage Stores 50% 30% -$500 50% 30% $ 410 65% 80% $ 485 Food Services (excluding alcohol) 15% 9% -$83 15% 9% -$68 30% 40% $110 Sporting & Hobby Goods, Musical Instruments, Books/ Periodicals & Recreation 10% 6% -$94 10% 6% -$78 15% 20% $ 79 Educational Services & Childcare 15% 9% -$103 15% 9% -$85 20% 30% $112 Healthcare and Social Services 15% 9% -$162 15% 9% -$133 15% 30% $294 Reallocation of part of Other Discretionary Spending to additional Wellness purchases 5% 0% $ 0 0% 0 °% $ 0 Healthcare and Social Services 5% $ 76 Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES AMOUNT O% 0% - $1,022 -$840 $1,242 TABLE 9B. The Weekday Downtown Commuter and Weeknight /Weekend Destination Visitor Consumer Segment Weekday Downtown Commuter Weeknight /Weekend Destination Visitor Estimated If of Segment Households 25,000 225,000 Downtown area employees (a person who visits at least three times per annum - 615,000 visits per year) This scenario assumes an increase in the New Downtown Settler Estimated% Scenario %of Estimated Estimated% Scenario %of Estimated and Weeknight/Weekend Visitorsegment households as wellas of purchases purchases made in annual increases of purchases purchases made in annual increase an increase in per household downtown expenditures. currently made in downtown Santa downtown currently made in downtown Santa downtown downtown Santa Ana purchases downtown Santa Ana purchases Ana (scenario) Ana (scenario) Health & Personal fare Stores 5 °% 10% $ 42 0% 1% $ 7 Food and Beverage Stores 5% 10% $ 235 0% 0% $ 0 Food Services (excluding alcohol) 10% 20% $ 202 4% 10% $ 89 Sporting & Hobby Goods, Musical Instruments, Books /Periodicals 5% 10% $ 208 1% 3% $ 73 & Recreation Educational Services & Childcare 5% 15% $394 0% 3% $104 Healthcare and Social Services 5% 20 °% $ 591 O% 0% $ 0 Reallocation of part of Other Discretionary Spending to additional 2% $67 2% $59 Wellness purchases Per HOUSEHOLD ANNUAL INCREASE IN DOWNTOWN PURCHASES $1,739 $332 AMOUNT (UNDER THE 80% INCREASE SCENARIO) The \ t.\ t Practice WS-A-22 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Conclusions from the Quantitative Research The purpose of a study of this nature is to identify the variety of market- viable economic development scenarios for a downtown or other district, such as Santa Ana's historic downtown.The study identifies the breadth of available market opportunities, and the trade -offs and choices available to policy makers, local businesses and their associations, investors, and the public in considering the pursuit different strategies. Towards this end, the study constructed and used a scenario model to estimate current and future Wellness Goods and Services purchases in downtown Santa Ana by five different consumer segments. The model was used to estimate possible increases in Wellness Goods and Services sales in the downtown, based upon estimated changes in the number of customers /households from each segment and upon the allocation of their Wellness - related expenditures to downtown business establishments. Each scenario highlights different directions and priorities for downtown renewal and marketing. Under all the reasonable scenarios considered, two segments consistently demonstrated the potential to significantly impact total downtown Wellness Goods and Services sales. These segments are the traditional central Santa Ana homeowners and tenants. Although these two segments have lower Effective Buying Income (EBI) than the non- resident segments, they are more proximate, have lower travel times, and spend more time in or adjacent to downtown than the weekday commuters and weeknight/weekend visitors. As well, they have fewer alternative retail market areas than the non- resident commuters and visitors, especially considering their lower levels of car ownership. In contrast, the non - resident segments can efficiently access a wider range of retail locations. Given their limited times of the week and of the day in downtown Santa Ana, the weekday commuters and the weeknight/ weekend visitors are also expected to do a narrower range of their retail shopping activities in downtown Santa Ana than the segments for whom the downtown has traditionally been a primary shopping area. Our conclusion is that the most immediately viable opportunity for increasing downtown Wellness Goods and Services sales, which also offers the greatest potential increase in downtown sales, is to improve and multiply the Wellness retail and services offerings for the residents of central Santa Ana. Such a strategy for downtown economic development could also directly address two additional priorities: • Addressing the wellness and health needs of central Santa Ana residents, as a social policy and community development priority Preserving and improving the downtown as a distinctive shopping, recreational and touristic destination for downtown commuters and for weeknight and weekend visitors from Orange County and beyond, in particular by preserving and accentuating the cultural distinctiveness and authenticity of the historic downtown relative to competing downtown retail/commercial centers in Orange County. The `: i Practice WS—A -2jl Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT TABLE 12. Consumer Expenditures and Retail Sales per Gross Leasable Commercial Floor Area (Gla) City of Santa Ana (2012 CA Taxable Sales) 3,981,568 $ 2,518,026,000 $ 631 $ 676,714,000 $170 Under any scenario, the contributions of both fixed location retailers and of Non -Store Retailers should be considered, recognizing the substantial market share of Non -Store Retailers in downtown and central Santa Ana. Specifically, the promotion of food vendors, pop -up markets, mercaditos, and other kinds of vendors could be examined as a way to rapidly augment existing offerings in the downtown, while supporting local livelihoods. A growing number of U.S. cities have demonstrated effective Non -Store Retail strategies and policies, including the establishment of licensing and fees regimes, resulting in a substantial contribution of the Non -Store sector to downtown area market awareness, retail foot traffic, and sales. Public policy makers substantially shape market opportunities through the use of regulations, taxation and special assessments, public finance, public investments in infrastructure, streetscapes, facilities and services; through the disposition of public lands, public and quasi - public development agencies and utilities, and public marketing and communications. Private property developers and investors substantially influence market opportunities through their choices between alternative business models (e.g., build -sell; build -hold- manage) and building types. In an economically vibrant region like southern California there is no single `market' or market opportunity. Market opportunities are crafted through coordinated government, civic, and private sector choices to pursue a common market opportunity. The preparation of development scenarios, as in this study, highlights the pros, cons, and challenges of different choices. The City of Santa Ana has in the past applied a number of public sector instruments to shape the market for downtown investment and re- development. It is noteworthy however that, unlike many lower income districts in California and beyond, there is no community development corporation in Santa Ana to work with local government, local retailers and residents, the real estate and construction sector, and investors to implement strategic development projects geared towards the established residential population of central Santa Ana. Pending the establishment of such an institutional capacity, the Santa Ana Building Healthy Communities initiative has developed concepts for some smaller commercial and property- related projects that would begin to address Wellness priorities of local residents. These concepts are presented below in Appendix A. TheINoxtpractice WS—A _24Ana Wellness District A study ofdemand and supply for wellness goods and services Core Downtown Central Santa Ana Central City of Orange county Santa Ana (Nielsen 2.0 ml Orange (Nielsen (Nielsen 12.0 mi (Nielsen 0.5.mi radius) 2,Cmi radius) radius) radius) GROSS LEASEABLE COMMERCIAL FLOOR AREA (GLA) 74,510 2,198,185 1,596,664 44,218,780 RETAIL MERCHANDISE SALES 2014 Downtown Sales (2014 $259,568,521 $2,416,734,566 $1,822,013,917 $40,081,919,435 (Ind Eating and Drinking Places) est) Sales /GLA $3,484 $1,099 $1,141 $906 WELLNESS MERCHANDISE RETAIL Downtown Sales (2014 est) $132,199,501 $1,014,891,698 $727,194,364 $16,269,652,461 Sales /GLA $1,114 $462 $455 $368 City of Santa Ana (2012 CA Taxable Sales) 3,981,568 $ 2,518,026,000 $ 631 $ 676,714,000 $170 Under any scenario, the contributions of both fixed location retailers and of Non -Store Retailers should be considered, recognizing the substantial market share of Non -Store Retailers in downtown and central Santa Ana. Specifically, the promotion of food vendors, pop -up markets, mercaditos, and other kinds of vendors could be examined as a way to rapidly augment existing offerings in the downtown, while supporting local livelihoods. A growing number of U.S. cities have demonstrated effective Non -Store Retail strategies and policies, including the establishment of licensing and fees regimes, resulting in a substantial contribution of the Non -Store sector to downtown area market awareness, retail foot traffic, and sales. Public policy makers substantially shape market opportunities through the use of regulations, taxation and special assessments, public finance, public investments in infrastructure, streetscapes, facilities and services; through the disposition of public lands, public and quasi - public development agencies and utilities, and public marketing and communications. Private property developers and investors substantially influence market opportunities through their choices between alternative business models (e.g., build -sell; build -hold- manage) and building types. In an economically vibrant region like southern California there is no single `market' or market opportunity. Market opportunities are crafted through coordinated government, civic, and private sector choices to pursue a common market opportunity. The preparation of development scenarios, as in this study, highlights the pros, cons, and challenges of different choices. The City of Santa Ana has in the past applied a number of public sector instruments to shape the market for downtown investment and re- development. It is noteworthy however that, unlike many lower income districts in California and beyond, there is no community development corporation in Santa Ana to work with local government, local retailers and residents, the real estate and construction sector, and investors to implement strategic development projects geared towards the established residential population of central Santa Ana. Pending the establishment of such an institutional capacity, the Santa Ana Building Healthy Communities initiative has developed concepts for some smaller commercial and property- related projects that would begin to address Wellness priorities of local residents. These concepts are presented below in Appendix A. TheINoxtpractice WS—A _24Ana Wellness District A study ofdemand and supply for wellness goods and services ATTACHMENT 05. Level 3 Analysis: Qualitative Consumer Research 'The study's quantitative research indicated that the most viable opportunity for Santa Ana to increase downtown sales of Wellness Goods and Services is to improve the available offerings for Central Santa Ana residents. For this reason, qualitative research was conducted to gather insights regarding the lifestyles, needs and interests of the two primary Central Santa Ana consumer segments analyzed in the quantitative study and scenarios, Central homeowners and renters. Such in -depth and in- detail insights can be used in developing specific strategies and offerings to make downtown Santa Ana a more attractive shopping, services, and recreational destination for these segments. In specific, SABHC was interested to learn how the establishment of one or more Wellness- oriented retail - service hubs in the downtown area could be best designed for these segments. 'Ihe qualitative data was collected by MASData, with support and analysis by The Next Practice. The qualitative research consisted of two components: 1. In -depth interviews with 40 residents from the 92701 zip code in Santa Ana. The interviews were selected according to age, race and documentation status, and categorized as older youth (18 -25), younger adults (26 -40), older adults (40 -65), and seniors (65 +); documented or not documented; and Latino /Hispanic, white or other. All interviewees were residents earning less than $50,000 per year (i.e., the area's median household income). All were renters or homeowners in central Santa Central area. 2. The data collected from the interviews were then entered into The Next Practice's User Optimization Tool, an excel -based software program used to identify and analyze patterns, preferences, needs and values from the in -depth interview data. Preliminary findings from the qualitative interviews and User Optimization Tool were presented at two stakeholder workshops held in Santa Ana on June 19th and 21st, 2014. These workshops supported the use of the quantitative and qualitative research findings in the conception of Wellness District projects by local residents, City staff and members of community organizations. Workshop participants were given the chance to confirm and critique the analysis, and to discuss other segments that had not been explored in the qualitative research, specifically resident children (0 -12); younger youth (13 -17); weekend visitors; and downtown commuters. The presentation of the preliminary findings allowed the researchers to gather feedback from local residents, City staff and members of community organizations regarding the proposed insights. The participant list for the workshops can be found in Appendix C. The following is a summary of the qualitative consumer /user information gathered from the use of the User Optimization Tool. The detailed qualitative findings are available for use by stakeholders in specific to `hub' or other facilities or retail - commercial development projects. The t Practice WS—A -25 Ana Well ness District: A study of demand and supply for wellness goods and services ATTACHMENT Conclusions from the Qualitative Consumer Research Central Santa Ana residents place high priority, and maintain a strong sense of responsibility, regarding time with family. Meals, eating out at restaurants, commuting to school and shopping were often described as times to spend with family. Workshop participants stressed the importance of having intergenerational activities in future downtown wellness services as a way to reflect and support these values and lifestyle patterns. Given the unique preferences and sensitivities of each age group, activities should also be scheduled with particular attention to the varying needs of each group's activities, including not only facilities, but also issues of noise, pedestrian safety, toilet access etc. Affordability and proximity were often cited as desirable qualities for choosing a restaurant. Many respondents placed a primary emphasis on affordability and low priced food options when both shopping and eating out. Interviews tended to spend less than $20 per individual on dinner meals, and less than $12 on lunchtime meals. A few respondents indicated that they prefer to frequent locally owned restaurants and cafes. Walkability to restaurants was greatly appreciated and considered an enjoyable and integrated part of a shopping or dining experience for both pleasure and health reasons. Eating at restaurants was most commonly done with family, followed by friends. One interviewee felt that there were not enough family restaurants in the city. Safety is a key issue for local residents. Interviewees expressed considerable concern over safety, particularly in the context of transportation and walking. Several interviewees described the drunken people outside of bars and homeless individuals in parks as reducing their sense of safety while walking. Some participants also expressed concern for a loss of safety caused by new types of establishments in Santa Ana. Several others suggested that they perceive Santa Ana as not having a reputation for being safe by those living outside city, which impacts those who are entering the downtown. Exercise and physical activity is a part of the life for many residents, and often done as part of a daily routine, with friends in parks, or at community centers or gyms. Physical fitness was considered a positive outlet, "a way to feel good ", "to be healthy', "relieve stress" or "have fun ". Interviewees were frustrated when parks or fitness facilities were not clean or well maintained or when the parks were used as a gathering place for homeless individuals or drug users. Youth primarily engaged in exercise at the gym or in parks. Adults were more likely to walk or bike as part of a commute to shopping outlets or for short errands; to attend exercise classes at the Latino Health Access (LHA); or to participate in outdoor sports activities. Seniors primarily do recreation and fitness activities at the Seniors Center or go for walks in their neighborhood or while on short errands. Most exercise activities are not associated with significant expenditure, except for gym memberships or yoga classes. Physical activity was often associated with food purchases. Seniors that visited the Seniors Center for extended daytime hours sometimes purchased lunchtime meals. Adults that exercise in the morning sometimes follow their activity with a purchased smoothie or coffee. 'Ihe user groups schedule their wellness activities at different periods within their dailywork, shopping, and familyroutines.'Ihe qualitative research revealed that adults and youth primarily engage in wellness activities in the morning or after work or school, while seniors tend to do so in the morning and daytime. Evenings and weekends are popular times for families to be together; to complete errands and grocery shopping; and to partake in fitness and recreational activities. Considering local behaviors in conjunction with existing community spaces, can prevent redundancies and make the best use of limited resources. The . t t Practice WS—A-26 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Many of the residents in Santa Ana commute by car and find traffic to be frustrating. While some would like to commute by walking or biking, they do not feel that there are safe options available. Several interviewees indicated that particular intersections are dangerous. Those walking or biking will often use side streets to avoid the traffic of main streets. Overall, however, walking was considered a relaxing activity, whether alone or as a way to spend time with family. Santa Ana residents want to buy affordable, high quality, healthy, nutritious and traditional (culturally relevant) foods at their local grocery store -or market. Affordability was a very important consideration for food purchases: some respondents described a sense of pride in being able to get good value for the food that they buy. They also enjoy the convenience of purchasing all of their needed items in a single place. Proximity was mentioned as a key factor in choosing which store to use. Interviewees primarily use Northgate and Food4Less, while Superior Foods was suggested as a good place for buying traditional foods. The local Farmers' Market was said to be too expensive for many Santa Ana residents. Grocery shopping is most commonly done in the evening after work, on the way home, or during the weekend. For some residents, it is a social experience, a time to be with family and get the things that they need for their home, providing them with a sense of service and accomplishment after completing family responsibilities. The Nmi practice WS _A_27a Ana Wellness Diistriet: A study of demand and supply for wellness goods and servires ATTACHMENT Summary of Further Inputs from Workshop Participants Workshop participants used their own experiences and perspectives to expand on the insights gathered from the qualitative research. The following is a recount of their feedback. Older youth aged 18 -25 are seeking employment to finance themselves and often their families as well. They value time to be social and hang out with friends. Many are still enrolled in school and seek guidance on the decisions that will impact their lives. Without proper entertainment options — they may choose dangerous alternatives, like "ditch parties. "This demographic would benefit from employment opportunities, business training, classes to pursue hobbies and interests, and positive spaces for social engagement as part of an ideal wellness service /center. Weekday morning activities include commuting to work or school, eating at nearby coffee shops or restaurants, or grocery shopping for things that they or their family may need. Evening activities include time at the gym, outdoor fitness activities, and classes or hobby based activities. Weekend activities include visits and outings with family, grocery shopping and spending time in downtown Santa Ana and socializing with friends. Younger adults aged 26 -39 are starting to establish their lives, and have a particular interest in employment and educational opportunities, meeting others their age, starting families, childcare and housing. They often need support accessing local information on these issue areas, and may struggle for economic sustainability at this stage. They want to maintain relationships with family and friends and seek a variety of food and entertainment spaces that allow them to spend time with others and build these relationships. The types of needs vary widely across this demographic, but it was suggested by workshop participants that when this demographic is downtown, "they want to feel connected to their culture, who they are and where they come from." This demographic tends to work during the day. Common weekend and evening activities include exercise, classes and hobbies, spending time with families and friends, grocery shopping for household necessities, and going out to bars and music venues. Older adults aged 40 -64 are primarily focused on safety, stability of their employment, finances, access to affordable health care, and the needs of their family members. As parents and grandparents they are concerned about their family's wellbeing and want to satisfy their needs and demands. They want their children to access good education and are concerned that they may fall subject to crime or dangerous activities. They may work multiple jobs, but aspire for full time employment with medical benefits. It can be very stressful for the individuals in this demographic, especially if they have low levels of education and precarious work environments. Morning activities include commuting to work or daily exercise routines for those that have flexible work schedules. Evening activities comprise of exercise and recreational activities, shopping for groceries, and meal times with friends and family. A large number of those interviewed in our qualitative sample used the Latino Health Access (LHA) for their regular fitness activities or went for walks in their neighborhood. Weekends are a time to share meals or go on outings with family members; to take care of household chores and grocery shopping for the week; and to do fitness and recreational activities. The \,�— r pi r WS _A_2u Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Senior citizens over 65 years of age want to feel valued in the community and to be given opportunities to share their knowledge and experiences. They tend to do their activities earlier in the day, while weekends are an important time for them to spend with family. Health, affordability, safety and transportation are big areas of concern for them. Seniors in Santa Ana tend to prefer to communicate in their ethnic languages, often not English, and enjoy participating in culturally appropriate activities. The Seniors Center in Santa Ana plays an essential role in providing this demographic with access to recreation, fitness and social activities. Seniors need places that are accessible, safe, nearby, affordable, and culturally appropriate — where they can feel comfortable and respected. Their primary activities include volunteering in the community, social activities with friends and family, recreation and fitness activities, medical appointments, grocery shopping and buying necessities. Children from 0 -12 need educational resources outside of school, parks and outdoor play, positive mentors and safe, creative places to have fun. Playgrounds, green spaces and gardens, street closures, and community activities create positive spaces for children. Childcare and the activities aimed at their parents and caregivers are also an important part of servicing this demographic. Younger youth aged 13 -17 in Santa Ana are often accused of participating in crime when they are hanging out in large groups outdoors and risk conflict with local police. This demographic needs affordable indoor recreational places, where they are able to safely and comfortably gather and socialize, to do their homework, get advice, exercise, and have fun. Lots of youth in Santa Ana work after school jobs because they come from low income families; opportunities for employment and job search support would be very useful for this demographic. Participants described this demographic as benefiting from a wellness service location that resembles a "bigger El Centro ". [El Centro is a collectively run space where different organizations meet and community members come together to organize, take classes, and share information.] Weekend visitors to Santa Ana place a primary emphasis on being able to have entertainment and enjoyment in the city. Services such as retail outlets with places for ethnic shopping, restaurants offering a diversity of food types, family events, arts and cultural activities, downtown professional services (attorneys or Mexican consultants) and educational institutions are desired by this demographic. Safety is also a big concern for weekend visitors. To attract this demographic, Santa Ana should consider promoting an improved image premised on safety and other notable elements of the city. Transportation to and out of the Santa Ana is also an important consideration for weekend visitors. Downtown commuters are another important demographic group within the city. Many of those who come are working during the day and want quality childcare, food options and fitness services close to their places of work that are easy to access via car or foot. Since they are not from the area, they need to be informed of the amenities that are available nearby and around the city. Workshop participants expressed a strong desire for culturally relevant programming and genuine consideration of the community's skills, practices and needs as part of wellness goods and services. They further emphasized the need and importance of engaging the community in its selection of cultural programming to create a sense of ownership in future wellness services and programs. They also expressed the importance of having a sense of permanence and security in the places that they use. Participants in the workshops expressed a fear of displacement from their homes, businesses, and cultural centers. The Ncxt Practice WS—A-29 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Appendix A. Methodological Notes This study and the methodology of this analysis was designed by The Next Practice Ltd (TNP). The TNP methodology incorporated data generated by TNP through customized use of the Nielsen Claritas retail analysis model, which is data copyrighted by The Nielsen Company. The downtown scenarios were generated using a customized retail scenario model for downtown Santa Ana that was created by TNP. MASdata provided local research services for both the quantitative and qualitative aspects of the study, including the 40 in -depth consumer interviews. TNP entered and analyzed the qualitative interview data usingTNP's User Optimization tool. Al. The Study Area The first methodological task in a study of this nature is to define the geographical areas that serve as the consumer catchment areas for different consumer segments. Within the constraints of the study's terms of reference, two different data sets and sources had to be used to define the precise areas of `downtown Santa Ana' and `central Santa Ana.' Data on household characteristics, such as income, disposable income, ethnic background, educational background, employment and commuting patterns were taken from the U.S. Census Bureau, American Community Survey (ACS).This data is available by census tract. To secure data on the commercial business mix, retail and services expenditures, and sales at the scale of part of a municipality, we relied upon the Nielsen Claritas data and model. The Nielsen Claritas model combines demand data from the U.S. Bureau of Labor Statistics Consumer Expenditure Survey and supply data from the U.S. Census of Retail Trade. This data is available by radial areas, the radii of which have been defined by TNP. TNP also secured data from the California Board of Equalization for this purpose. Downtown Santa Ana Within this context, TNP defined `downtown Santa Ana' in two ways. For purposes of demographic and household profiles, the primary historical downtown/civic center area is Census Tract 750.02, Orange County, California. For purposes of retail and services trade data, the primary downtown area is defined as the area of 0.5 mile radius from the intersection of 4th Street and N. Main Street. This area extends to Mortimer Street to the east, 8th Street to the north, Ross Street to the west, and Walnut Street to the south. The distance of 0.5 mile is used to represent the walking catchment area whose longest distance is the 1.0 mile diameter of the circle. An extended downtown/civic center area was also considered to generate and analyze data on commercial business mix, retail and services expenditures and sales. This is the circular area of 1.0 mile radius, whose center is the intersection of 4th Street and N. Main Street. This area extends to Garfield Street to the east, Washington Street to the north, Flower Street to the west, and Camile Street to the south. The distance of 1.0 mile is used to represent a catchment that includes walking customers from a distance of 1.0 mile and bicycling customers from a distance of up to the 2.0 miles diameter of the circular. Unless otherwise indicated, the retail and services sales figures presented in the report and scenarios refer to the `downtown' as the 0.5 mile radius area. The `e\t Practice WS—A-3V Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Central Santa Ana For purposes of retail and services trade, the area of Central Santa Ana is defined as the area of 2.0 mile radius from the intersection of 4th Street and N. Main Street. This area extends to 17th street to the north, Fairview Street to the west, S. Grand Avenue to the east, and Edinger Avenue to the south. For purposes of demographic and household profiles, the Central Santa Ana area is defined to consist of the following 17 census tracts in Orange County: 744.05, 744.06, 745.01, 746.01, 746.02, 748.01, 748.02, 748.05, 748.06, 749.01, 749.02, 750.02, 750.03, 750.04, 751, 752.01, and 752.02. A2. Wellness Goods and Services As indicated in Table 1 of the report, the definition of the "Wellness Goods and Services" category relied upon the selection of merchandise and services types as defined and quantified in the US Bureau of Labor Statistics Consumer Expenditure Survey. Goods and services associated with'wellness'were selected in consultation with SABHC stakeholders. These goods and services categories were then associated with specific business establishment categories as defined by NAICS codes. The Nielsen Claritas model was used for Level 1 analysis to determine total demand and sales, by the defined radial market areas such as 'downtown core' and'central Santa Ana,' for Wellness Goods and Food Services only. The TNP model developed to generate Level 2 analysis scenarios for Wellness Goods and Services purchases used, in addition to the Nielsen Wellness Goods and Food Services data, purchases estimates for Educational Services, Childcare, Healthcare and Social Assistance services purchases within the total Wellness Goods and Services category. Household income allocations to these other services were also determined using the US BLS Consumer Expenditure Survey. A3. Consumer Segments and Spending Patterns Segment Populations In the first instance, the five consumer segments were defined according to the consumers' place of residence either in Central Santa Ana or in Orange County. Three segments of primary interest were then defined for Central Santa Ana residents. These are: Traditional Central Homeowners, Traditional Central Renters, and New Downtown Settlers. Two segments of primary interest were then defined for consumers residing outside of Central Santa Ana. These are: Weekday Commuters and Special Destination Weeknighv`Weekend Visitors. To define each of these segments, US Census Bureau, American Community Survey demographic data were used to differentiate the consumer groups within the Central and outside -of- Central geographic areas. The resulting profiles are summarized in Table 5 of the report. This data enabled the differentiated calculation of median Effective Buying Income for households in each of the five segments. The geographic factors and demographic factors used to differentiate each of the five segments are as follows: Traditional Downtown Homeowners: a household that owns a place of residence and resides in one of the 17 census tracts of Central Santa Ana Traditional Downtown: a household that rents its place of residence in one of the 17 census tracts of Central Santa Ana New Downtown Settler: a resident (renter or homeowner) who resides in Census Tract 750.02, Orange County who has a college or university degree The \r\t Practice WS— A- 31a Ana Well ness District: A study of demand and supply for wellness goods and services ATTACHMENT • Weekday Commuter: a household (renter or homeowner) that resides in Orange County and that has one family member who commutes by car or public transit to work in downtown Santa Ana Special Destination Weeknight/Weekend Visitors: a household (renter or homeowner) that resides in Orange County and travels, by car or public transit, for shopping, dining, entertainment and/or services to downtown Santa Ana at least three times per year Household Effective Buvina Income Once each segment was defined, the median annual Effective Buying Income (EBI) was calculated for a household in each segment. This calculation was made by deducting the median housing and utilities costs for a household in the designated geographic area from the median after -tax household income for a household in the designated geographic area. In the instance of the Traditional Downtown segments, the median housing and utilities costs were different for homeowners and renters, based on ACS data. (Median EBI for homeowners is lower than for renters, among other reasons, due to the additional costs of mortgage finance, home repairs, and larger housing units.) In the instance of the New Downtown Settlers, the median after -tax income for university graduates was different than for other downtown residents, based on ACS data. In the instance of Weekday Commuters and Weeknight/Weekend Visitors, the median after tax income was lower for public transit users than for private vehicle users. The EBI for these two segments was calculated using a weighted average median household income of transit and automobile users. A4. Level 2 Market Analysis: Household Expenditure Allocations and Shopping location Choices Median Household Expenditures, by Segment Median household expenditures for each type of Wellness merchandise and service type were determined by calculating the percentage allocation of EBI to all household expenditure categories. These allocations were adjusted for downtown Santa Ana (0.5 mile radius), Central Santa Ana (2.0 mile radius), and Orange County (12.0 mile radius) using the Nielsen Claritas model (which uses the BLS Consumer Expenditure Survey). Table 13 (below) presents the resulting allocation of EBI by merchandise /services areas. TABLE 13. Allocation of Household EBI to Household Expenditures '17he Practice WS—A_32Ana Wellness District: A study of demand and supply for wellness goods and services DOWNTOWN (0.5 mile radius) (ENTRAL (2.0 mile radius) ORANGE(OUNTY (12.0 mile radius) Wellness Goods& Services Purchases 0326 0307 0.291 Food at Home 0.166 0.148 0.117 Food away from Home 0.057 0.051 0.050 Sports, Sporting Goods, Hobbies, Musical Instruments & Books/Periodicals & Recreation 0.081 0.087 0.103 Education and Childcare 0.051 0.063 0.098 Health Care 0.100 0100 0.098 Health& Personal Care Stores 0.022 0.021 0.021 Other Discretionary 0102 0.103 0.116 Other Non-Discretionary 1 0.572 0.589 0.593 '17he Practice WS—A_32Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT Household Expenditures for Wellness Goods and Services. by Segment Having estimated median EBI for each segment, based upon place of residence and selected demographic factors; and having estimated EBI allocation percentages based on the median for the selected geographic areas, the total dollar amount of expenditures can be estimated for a household in each of the five segments. Total expenditures by each segment can be estimated by multiplying the median household expenditures for each merchandise or service type by the number of households in the segment. Shopping Location Estimates. by Segment The current study did not allow for direct survey of downtown customers, representing each of the segments, regarding the geographic distribution of their purchases. Short of this, however, TNP prepared a baseline estimate of Wellness Goods and Services expenditures in downtown Santa Ana (0.5 mile radius), by segment and in total, by applying standard retail catchment and purchasing habits principles to estimate the percentage of expenditure by each segment to downtown business establishments and to non - downtown business establishments. These principles are stated in the report. The reasonableness of the baseline downtown expenditure scenario, by segment, was tested by ensuring that total of Wellness Goods and Services expenditures estimated for all of the segments was equal to the Nielsen Claritas model projection of total 2014 Wellness Goods and Services expenditures for the 0.5 mile radius area; that is, $132 million. A5. Level 3 Consumer Analysis: Qualitative Market Research So as to provide further, detailed guidance about consumer preferences of the two main Central Santa Ana consumer segments, The Next Practice also undertook a qualitative study of the values, preferences, life patterns, and aspirations of typical central Santa Ana residents. This qualitative research involved forty in -depth interviews of residents regarding a typical day in their lives. The respondents were selected using a snowballing technique, beginning with volunteers to downtown service and cultural organizations, who then introduced the researchers to friends and associates for further interviews. Qualitative market research methods, such as in -depth interviews and focus groups are commonly used in commercial market research. They are not intended to use a statistical sample or to provide predictive conclusions. Rather, they are used to generate insights about consumers, which insights are then used to develop solution concepts. To support the identification of patterns and insights from the interview data, the day -in -the -life information, ranging from activities and schedules to emotions and key words, were entered into TNP's User Optimization tool. This is an advanced Excel tool that permits extensive sorting and filtering to identify patterns from detailed and divergent types of data and information about a large group of individuals. The tool supports the association of activities, preferences, and emotions with specific places, times of day, and other activities. The \ * t Practice WS _A_%R*Ja Ana Wellness District A study of demand and supply for wellness goods and services r. \aVTOI V A I A Z I a Appendix B. Wellness District Project Concepts Three workshops were held to share the quantitative findings of the retail analysis; to build on the qualitative data collected from interviews; and to develop initial wellness `destinatiori project concepts that reflect the findings of the research. These workshops were organized by SABHC, and TNP provided facilitation support for Workshops 2 and 3. Workshop 1 was held for community members to identify the various vacant lots that present opportunities for developing wellness goods and services hubs or locations for central Santa Ana residents. Participants were given the opportunity to start brainstorming and sharing their ideas about the types of uses they envision for these sites. Workshop 2 convened senior staff from the City of Santa Ana, leaders of community led organizations, and members of St. JoseplA Hospital to build on the ideas for the sites that were identified in Workshop 1. Workshop 3 brought together community members to review and discuss the wellness services and programs concepts that were developed in Workshops 1 and 2. The workshops primary purpose was to begin the development of concrete project ideas that would address identified local priorities and contribute to a downtown Wellness District strategy. The concepts are not necessarily tied to one or more of the sites identified in Workshop 1. Workshops 2 and 3 organized participants into groups to discuss the needs and priorities of each demographic group. Using the collective insights gathered, the groups were then re- organized to develop a single wellness destination/hub concept that could meet the needs of all the demographic groups. The three main ideas generated in the workshops were: B1. Fitness and Recreation Center B2. Micro Farm and Community Education Center B3. E1 Mercadito Santenera The X,,. i Practices''/ 1'� Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT B1. Fitness and Recreation Center Prospective Site: Former YMCA Mission statement: Empowering community with life skills for health, jobs and overall wellbeing for a more productive and self - actualized life Key services and activities: 1. Social support services 2. Workforce development ■ Vocational training and job placement ■ Language training, classes about unemployment ■ Job opportunities within the center for priority populations and youth 3. Family focused programs that are culturally relevant to the community ■ Activities that relate to the cultures and interests of local demographics ■ Strong interest from the community to participate in development of programs being offered 4. Health education and related services ■ Medical fitness • Geared towards individuals with chronic illnesses or other health conditions ■ Classes, resource fair, seminars on health and wellbeing • Stress management, mental health and spirituality classes • Integrative health activities • Yoga, Thai chi, Pilates, acupuncture • Nutritional counseling • Aesthetician and related services • Classes for people with special needs 5. Cardin, fitness and strength training ■ Personal training services ■ Sports facilities ■ Intergenerational fitness options ■ Group exercise for all ages • Ex. dancing, boxing, cumbia classes, danzon, folklorico The L «i Practice y y S' �A_%C Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT 6. Offsite community activities ■ Walking and cycling activities and events ■ Transform the courthouse lot and front driveway area into event spaces or clinics "VCI -MNB Clinic" 7. Accessible to all Santa Ana residents ■ Affordable regardless of income ■ Migration status is not a requirement for participation ■ Form partnerships with other groups in the community and exchange resources 8. Sales Opportunities ■ Retail space that sells products based on demand • Ex. Traditional and non - traditional medicines and services ■ Fitness membership • General public, senior, corporate, scholarship, day visitors Geared towards residents of Santa Ana and commuter populations ■ Corporate products Employee Health Management solutions Stress reduction, spinning, yoga ■ Space rental ■ Coffee shop The center can run a coffee shop that sells healthy food and is managed by volunteers or as a form of work for youth The community members in Workshop 3 envisioned a large space that opens early in the morning for those who want to do fitness first thing in the day, and offers classes throughout the day in the areas of nutrition and fitness. Afternoon classes would be focused on attracting youth and evening classes would be geared towards adults. Childcare would be offered all day long so parents can participate in activities. The Next Practice WS—A-3 I& Ana Wellness District A study of demand and supply for wellness goods and services ATTACHMENT B2. Micro Farm and Community Education Center Prospective Site: Vacant property 823 E. 1S1 St. Mission statement: Increase access to healthy, fresh, local food while creating opportunities for partnership, community building and entrepreneurship Key services and activities: 1. Farmers' Market or regular farm stand • Sale of the food and flowers produced on the micro farm for retail and wholesale • Cultivate and grow traditional food types ■ Can be sold to restaurants with interest in local food production, food trucks or other markets ■ Easily accessible for Santa Ana residents and downtown commuters 2. Educational programs ■ Organize and facilitate regular workshops on planning, planting, sprouting, maintenance and wellness classes related to food and cooking Different kinds of informational signs and posters throughout the space to educate visitors about plants and growing techniques ■ Partnerships with local schools — can give tours or offer classes for students 3. Common area for events and community meetings ■ Rentable space for community use ■ Micro Farm is accessible via active transportation 4. Employment and volunteer opportunities ■ Including: Lead farmer (horticulturalist), sales associate /farm assistance, volunteer coordinator etc. 5. Programming Design ■ Connecting generations around food and farming ■ Transfer of knowledge between Elders and younger generations on traditional herbs and growing ■ Run programs for different age groups at different times of the day (ex. seniors can use the space in the morning, and children in the afternoon) ■ Cultural activities in the daytime and evening - community meals, celebrations and events can be hosted at the micro farm ■ Allocate plots to different families who want to maintain part of the garden The ti e t Practice WS—A-317 Ana Wellness District: A study of demand and supply for wellness goods and services r_INr_Tyavi:Jarfi The participants described a space that opens early in the morning for seniors to use and enjoy. Throughout the day there would be numerous activities and events focused on food, gardening and agriculture. Late afternoon would have intergenerational activities, workshops, storytelling, music classes, cooking and preparation for large community meals to be held in the evening. The community members in Workshop 3 shared concerns about how the community could create a system that would ensure that they are able to run and maintain a micro -farm for the long term. There was consideration of running a pilot. Questions were also raised about the consequence of partnering with the City. What if the city wants to take the land back? What is the process that can prevent that from happening? How does the community's power change by working with the City? The Next Practice WS-A-38 Ana Wellness District: A study of demand and supply for wellness goods and services ATTACHMENT B3. El Mercadito Santenera Site: Grand Ave — 2nd and 4`' Mission statement: El Mercadito Santanera serves as a community space that promotes healthy food, the development of small/local business and cultural and educational opportunities for the residents of Santa Ana. Key services and activities: 1. A central market to host and incubate local micro business to sell their services and products ■ Sells healthy food, seafood, produce, local, organic, traditional herbs, spices, grains, cultural artifacts, native medicine, juices ■ Offers micro loans to small businesses and individuals ■ Workshops and education classes about starting and running a business ■ Technical assistance for small business owners ■ Offers office space for micro businesses and helps to legitimate their work 2. A destination place that people from inside and outside of Santa Ana who want to visit and buy unique gifts and food items ■ Offers cultural entertainment during the daytime, evening and weekend ■ Used by members of the community and surrounding neighbourhood, commuters and weekend visitors, DMV, employees of local businesses and schools ■ Accessible via active transportation — visitors can walk and bike there ■ Potential to locate the Mercadito at the entry way to the Wellness Corridor 3. Creates job opportunities for the community to run and maintain the space ■ Acts as a venue space for community events ■ Access to outdoor and indoor space 4. Provides affordable housing and lofts /artist studios Participants in Workshop 3 suggested that the Mercadito should also be connected to the micro farm or any other community based restaurants, businesses, services and programs.lbe idea of the Mercadito has its roots in the Mercados of Latin America and reminds community members of the strong connections that they have to those places. While the Mercadito will attract people from outside, it is designed to serve and support the community, as one member mentioned, "by the people for the people." The Mercadito is not just a place to find food, but also a place to find business services, connect with community members and participate in cultural events. The tPractice S'_A_ "a Ana Wellness District: A study of demand and supply for wellness goods and serkes ATTACHMENT Community members described a space that opens early in the morning for people to access on their way to work for coffee/breakfast, bike tune ups, or to wait for public transit. During the day, businesses are running and community events are being hosted. In the later afternoon, affordable and healthy food options are available for purchase and seniors are leading activities with children. In the evening there are social activities, music, dance, cinema, coffee and arts -based events. WS—A-4 Ana Wellness District: The Nox¢Practice W ATTACHMENT Appendix C. Workshop Participants Workshop 2 Participants Alisa Barrios, St. Joseph Health David Benavides, City Council Member, Santa Ana Jeb Brugmann, The Next Practice Ana Cabral, OCLF Joel Cazares, SABHC Robert Cortez, City of Santa Ana Yenni Diaz, OCCORD Jo Flatt, The Next Practice Elizabeth Glenn - Bottari, St Joseph Health Melody Gonzalez, KidWorks Lisa Marie Gorman, St. Joseph Health Scott Kutner, City of Santa Ana Jessie Mosqueda, Chi Bank Virginia Mosqueda, SABHC Gerardo Monet, City of Santa Ana Nancy Moughney, Taller San Jose Gabriela Robles, St. Joseph Health Jeanette Rubio, Resident Karen Sarabia, Centro Cultural Mexico Carolina Sarmiento, MASData Socorro Sarmiento, Centro Cultural Mexico Revel Sims, MASData Shawna Smith, Taller San Jose Ana Urzua, SABHC Workshop 3 Participants Sarai Arpero, Latino Health Access Jeb Brugmann, The Next Practice Kathy Cardelli, St. Joseph Health Carmen Cortez, resident Jo Flatt, The Next Practice Amelie Garcia, resident Vanesa Gonzalez, resident Lynette Guzman, KidWorks Steve Kim, Project Kinship Manuela Lopez, SACRED Pedro Lopez, resident Ozomatli Mazatl, resident Nancy Mejia, Latino Health Access Laura Pantoja, El Centro Cultural de Mexico Esmeralda Perez, student Araceli Robles, resident (LHA) Rigoberto Robles, resident Carolina Sarmiento, MASData Socorro Sarmiento, El Centro Cultural de Mexico Revel Sims, MASData Madeline Spencer, SACRED Estela Tejedo, resident Cuatli, resident The \cat Practice WS—A-41 Ana Wellness District: A study of demand and supply for well ness goods and services ATTACHMENT The Next Practice The Next Practice Ltd. 120 Bathurst Street Toronto, Ontario M56 2R4 Office +1- 416 - 461 -1644 Cell +1- 416 - 303 -0418 WS -A -42 ATTACHMENT North American Wellness Districts & Hubs: Four Case Studies Jackson Walk Jackson, Tennessee Mariposa Healthy Living Initiative Denver, Colorado Vital Health and Wellness District Stamford, Connecticut Artscape Wychood Barns Toronto, Canada October 2014 The Practim The Next Practice Ltd. Office 1- 416 -461 -1644 720 Bathurst Street Toronto, Ontario M56 21R4 (ell +1 -416- 303 -0418 WS -A -43 Prepared by JoFlatt, Consultant, The Next Practice ATTACHMENT CONTENTS Case 1: Wellness District Jackson Walk Municipality: Jackson, Tennessee 1. Background and Summary ............................ .............................03 2. Project Description ......................................... .............................03 2.1 Partners & Actors ....................................... .............................03 2.2 Strategy and Approach ........................... .............................04 2.3 Project Implementation and Outcomes to Date ................ 04 3. Budget and Finances ................................... ............................... 05 Case 2: Wellness District Mariposa Healthy Living Initiative Municipality: Denver, Colorado 1. Background and Summary.. Case 3: Wellness District Vital Health and Wellness District Municipality: Stamford, Connecticut 1. Background and Summary ......................... ............................... 09 2. Project Description ......................................... .............................10 21 Partners & Actors ....................................... .............................10 2.2 Strategy and Approach ............................ .............................10 2.3 Project Implementation and Outcomes to Date ..................11 3. Budget and Finances ....................................... .............................11 Case 4: Wellness Hub Artscape Wychood Barns Municipality: Toronto, Canada 06 1. Background and Summary 2. Project Description ...................................... ............................... 06 2.1 Partners & Actors ...................................... .............................06 2.2 Strategy and Approach ......................... ............................... 06 2.3 Project Implementation and Outcomes to Date .................07 3. Budget and Finances ................................... ............................... 08 12 2. Project Description ......................................... .............................13 2.1 Partners & Actors ....................................... .............................13 2.2 Strategy and Approach ............................ .............................13 2.3 Project Implementation and Outcomes to Date .................13 2.4 Other Notable Initiatives .......................... .............................14 The Stop Community food C enter ........ .............................14 History and Approach ............................ .............................14 3. Budget and Finances ...................................... .............................15 I[j WS -A -44 ATTACHMENT Case 1: Wellness District Jackson Walk Municipality: Jackson, Tennessee 1. Background and Summary Jackson is a city of 68,000, located in rural western Tennessee. In 2010, Jackson confronted the decision of a company not to relocate there because of potentially high employee health care costs caused by the city's high rate of obesity. In response, the City launched an initiative called Jumpstart, Jackson to increase both economic development and health for city residents. The initiative includes a variety of community programs, events, a farmers' market and a 17 -acre redevelopment, called Jackson Walk. The Jackson Community Development Agency selected Healthy Community LLC to lead the redevelopment. The project focused on creating a healthcare model premised on access to a wellness/ fitness /primary care center, outdoor recreational amenities, commercial shops, and new apartments and family homes. The development was also designed to maintain the historic character of the neighborhood and to promote a pedestrian and cyclist friendly network that connects residents with the area's main employers, the local farmer's market, and other neighborhoods in the midtown, downtown and surrounding areas. LIFT (Living In a Fit Tennessee), a medically based fitness facility, is the anchor of the site. It opened in January 2013 and has attracted more than 3,000 members, exceeding initial membership and financial projections. The developer considers the pedestrian- friendly design and co- location of restaurants and shopping as key elements of success. The site has been transformed into a `destination place,' where members can walk or drive to the gym, access local amenities such as a dry cleaner, eat lunch or visit the farmers' market in a single trip. The majority (60 %) of members live within eight miles of LIFT, while the remaining members come from other parts of the region' Jumpstart Jackson has catalyzed significant economic development in the downtown: Over $50 million of wellness and a healthy lifestyle investment have been put into the city.' 2. Project Description 2.1. Partners & Actors As a collaborative initiative, Jumpstart Jackson works with city departments, the YMCA, Boys & Girls Club, faith based organizations, and local schools to spread the message of a healthier Jackson and run programming to engage residents in fitness and healthy living. Healthy Community LLC (http: / /healthycommunityllc.com/), a partnership of Crocker Construction Company, HCB Development and Henry Turley Company, is the developer of the Jackson Walk project. The architect was Looney Ricks Kiss (LRK). Healthy Community LLC worked closely with the downtown area's three primary employers: the City, the county courthouse and the Jackson Energy Authority. The Cott Practice WS-A-45 ATTACHMENT 2.2 Strategy and Approach Healthy Community LLC used health and wellness as the theme for the Jackson Walk infill redevelopment and selected LIFT (http: / /www.liftjackson.com /), an 82,000 square -foot medical care -based fitness /wellness center as the site's main anchor. LIFT is Jackson areas only medical fitness center. It hosts a fitness centre, a preventative health center, a primary care clinic, and a health - focused cafe that caters to diabetic and caloric- conscious consumers. The fitness center includes a gym, basketball courts, indoor pools, cardiovascular and strength training equipment and an indoor walking track. The wellness center offers physical and occupational therapy; cardio and orthopedic rehab; and programs focused on women's health.'Ihe center nuns numerous outreach events at schools and seniors' centers, and has an extensive disease - management program that offers free educational programs on diabetes and congestive heart failure. The center also works with Jackson businesses to offer preventative care resources and guidance to their employees.' LIFT's diverse customer base ensures that the development's 20,000 square feet of commercial - retail space is being used during all hours of the day. The leasing strategy for retail tenants specifically targets businesses that can contribute to the health focus and pedestrian- oriented community created in Jackson Wall,. Biking and walkability are a core element of the development. The site offers visitors a park- like setting, walking trails, and outdoor exercise stations. To balance the need for parking, while maintaining a park aesthetic, the developers undertook parking studies to support dispersal of parking lots throughout the site, rather than building a large lot concentrated in one area. Jackson Walk also includes 149 individual multi - family rental units and 32 single - family homes. Rental rates for apartments are between $675 - 561,105, or $1.01 /square foot. Two of the smaller homes have sold for $115,000 and $122,000, while the larger homes are priced at $209,000. Twelve of the homes will be sold through a special grant incentive program from the city for first -time homebuyers. The neighborhood also boasts a city -owned amphitheatre and dog park. In addition to the Jackson Walk redevelopment, some of the wellness programs include Breakfast in the Classroom, which provides students with a nutritious meal before they start class; a Farm to Tray program, which brings fruits and vegetables from local farmers to all school cafeterias; creation of the Jackson- Madison Wellness Policy; and 8.5 miles of new or improved walking trails in parks .4 2.3 Project Implementation and Outcomes to Date Jumpstart Jackson has transformed Jackson into a much healthier community, while also bringing significant economic benefit to the city.' The finished development includes a 60,000- square -foot wellness center, 15,000- square -foot primary care clinic, 20,000 square feet or commercial/retail space, 188 multifamily residential units, and 402 parking spaces.' In 2013, Jackson was selected by the US Conference of Mayors as one of the most livable small cities in America.'Ihe site has a Walk Score of 72, indicating it as very walkable. The Next Practice \A/@' A—A C ATTACHMENT 3. Budget and Finances the project cost was $46 million, with $42 million coming from private funds and $4 million from the city and public support. Wells Fargo and Suntrust Bank were the primary lenders, and Jackson Walk Partners and Healthy Community Partners are the equity. Of the total project costs, $17 million was spent on the LIFT facility.' The `Pract a WS-5A-47 ATTACHMENT Case 2: Wellness District Mariposa Healthy Living Initiative Municipality: Denver, Colorado 1. Background and Summary Built in 1953, the Lincoln Park public housing district of the Denver Housing Authority (DHA) reflected the outdated strategy of concentrating low- income housing in obscure locations that are generally isolated from amenities, services, and economic opportunities. As a result, the neighborhood has been challenged by poverty levels triple to those of the city as a whole. Ninety -four percent of residents have incomes that are 0 -30% of the Area Median Income (AMI).' Many also suffer from poor health outcomes: 38% of residents experience chronic health conditions such as asthma, diabetes, and heart problems, while 55% are considered overweight or obese.' Further, 40% of residents have less than a high school diploma and only 1% have a college degree. In response, the Denver Housing Authority (DHA) decided to redevelop the neighborhood in ways that will enhance the health outcomes and quality of life for residents. DHA initiated the Mariposa Healthy Living Initiative in 2009 to establish physical, mental and community health outcomes as primary measures of redevelopment success. The South Lincoln Homes public housing project has been rebranded as Mariposa. The redevelopment is being implemented in eight stages with completion expected in 2018 focusing specifically on facilities and design for physical activity, pedestrian and bike infrastructure, traffic safety, and access to health care.10 2. Project Description 2.1. Partners & Actors The Mariposa development is owned and managed by the Denver Housing Authority (DHA). Mithun, the architecture, planning and design firm, led the master planning process. The landscape architects, Wenk and Associates have developed an open space and parks system for the neighborhood that integrates sustainable principles with stormwater management principles. 2.2 Strategy and Approach The redevelopment of Mariposas 17.5 -acre site will add a mix of uses and nearly triple the existing density, with 900 new mixed- income homes (1/3 public, 1/3 workforce, 1/3 market rate). Significant investments are also being made in open space, infrastructure, and public realm improvements. All homes will be within a convenient walking distance to the neighborhood's light rail station, retail and services, and a large city park. The coordination of eight distinct construction and demolition phases has allowed residents to remain in the neighborhood during the development process." Fundamental to the development is the Mariposa Healthy Living Initiative.Tbe Initiative recognizes the built environment as a determinant of health outcomes for local residents.12 Its activities include the development of indicators to track and measure health and wellness performance and the Mariposa Healthy Living Toolkit, which provides a comprehensive guide for practitioners to incorporate health into design, redevelopment and construction.13 The Next Practice ws- b -48 ATTACHMENT At the start of the Initiative in 2009, a rapid Health Impact Assessment was undertaken to examine the relationship between health and the built environment in existing South Lincoln homes and to set a baseline for the public housing residents. All options for the Master Plan were continuously evaluated using the Healthy Development Measurement Tool, resulting in a plan that meets the priority issues of the residents. Stakeholder engagement has been a pivotal part of the process. Related activities have included stakeholder interviews, a pedestrian audit, youth visioning sessions, and outreach to targeted populations. Over 140 community meetings and group interviews were held to discuss the master plan. A 30- member steering committee, with a majority comprising of South Lincoln residents, was also created to oversee the process.14 The engagement activities identified a number of community needs, including community gardens, a central plaza, and connective parks. 2.3 Proiect Implementation and Outcomes to Date Phase I of the redevelopment was completed in 2012. It is a 100 -unit multi - family building, called Tapiz apartments. Tapiz is a LEED certified building constructed on a remediated brownfield site, featuring rooftop solar panels, community gardens, green heating and cooling systems, graywater recycling, and green infrastructure for stormwater management." The site also houses the Youth Culinary Academy, which offers job training for youth. Phase II is a brightly colored four story multi - family building with a landscaped courtyard, common meeting room spaces and a children's play area. Detached from the main building are a few townhouse units. Phase III is the largest single housing development of the project, with a sizeable community garden and extensive green space. Each phase of development has been accompanied by an art project. Phase I has an eight -story mural on the exterior side of the building, Phase II has a large flower sculpture and Phase III has an interactive indoor staircase." Phase IV is set to be finished in October 2014 and Phase V will break ground fall 2014 to be finished early 2015.17 Phase IX is expected to be finished in 2018. Monitoring and tracking of projects against the baseline assessment has already shown positive trends in several key community health areas. The total crime rate has dropped from 246 incidents per 1000 people in 2005, to 157 in 2011. The average transit commute time has also dropped from 24 minutes in 2010, to 20 minutes in 2012.18 The percent of residents with 1h -mile access to open space and nature increased from 26% to 32% and the number of healthy food outlets within 1/2 mile increased from 0 to 1.19 Other outcomes of the development are improved mobility, supported by neighborhood traffic calming, new bike lanes, bicycle share system, and a free shuttle buses to the Denver Health Medical Center. The development has also created a safer, more attractive public realm; with building murals and public art that celebrate the neighborhood's cultural diversity, as well as public plazas and community gardens. New programming to support health outcomes has also been created, including intermittent diabetes and health checkups and appointment of a Healthy Living Coordinator to organize walking groups, health classes and other services. The Denver Housing Association (DHA) has also partnered with the DU Bridge Program to provide school opportunities for youth in the Mariposa community to increase levels of high school completion and enrollment in trade -based education and initiated a scholarship program with La Alma Recreation Center to offer scholarships to boost participation. The of X Practice WS -A -49 ATTACHMENT 3. Budget and Finances The project is expected to cost $150 million at full build out 20 The DHA has raised nearly $4 in private funds for every $1 of public money contributed." The project has attracted more than $30 million in federal funds, including a stimulus grant under the American Recovery and Reinvestment Act and the $22 million HOPE VI grant from Housing and Urban Development (HUD). The Environmental Protection Agency (EPA) paid for the initial brownfields cleanup. The planning process also received support from EPA's brownfield office and agencies within the federal Partnership for Sustainable Communities (EPA, HUD and Department of Transportation) 22 P I acti`e WS -A -50 ATTACHMENT Case 3: Wellness District Vital Health and Wellness District Municipality: Stamford, Connecticut 1. Background and Summary The Vita Health and Wellness District is a neighbourhood redevelopment project, currently under construction, in the area surrounding the Stamford Hospital in Stamford, Connecticut. The site is located on Stamford's West Side, in a one -mile corridor along Stillwater Avenue. The district's central focus is health, wellness and medicine and this thematic concept is applied to the entire project's real estate development decisions, landscape and building design, and ultimate retail selection and leasing strategy. The Vita Health and Wellness District aims to revitalize the Stamford West Side by improving the health of local vulnerable populations; to reduce excessive spending caused by the inefficient delivery of medical services; and strengthen the economic and social vibrancy of the neighbourhood around Stamford Hospital.23 It achieves these outcomes by matching a range of health programs and services with the development of quality housing options, parks and green space, and strategies to stimulate local business and workforce development. Studies conducted by a Community Health Needs Assessment have identified the neighbourhood as having the highest incidence of chronic medical conditions and poor health within the Stamford area including obesity, coronary /cardiovascular disease, diabetes and cancers. The incidence of depression, anxiety and substance abuse is also high 24 Many residents rely on federally subsidized clinics or Stamford Hospital's emergency department because they are uninsured or qualify for Medicare or Medicaid. Many are without a relationship to a primary care physician." The West Side has a population of 13,000 residents. It is a predominantly Hispanic neighbourhood, at 50% of population, followed by a large African American population, at thirty -three percent 26 The neighbourhood has struggled for decades to achieve economic vitality. Median household income is $42,000, compared to $75,000 citywide 21 Only 26% of the community owns a home, with the remaining population renting.28 Poor access to employment training, language barriers, and immigration status has been identified as impediments to employment for neighbourhood residents 29 Currently, many of the streetscapes that connect parks and green space are in poor condition. The city lacks affordable indoor fitness facilities. There is also a shortage of affordable fresh produce available on the main commercial corridor, Stillwater Avenue " Vita's Wellness District development was facilitated by the construction of the new Stamford Hospital and a land swap between the Stamford Hospital and Charter Oak Communities, the city's public housing authority.31 The S. \t Pracke WS—A-51 ATTACHMENT 2 2. Project Description 21. Partners & Actors The Vita development is an initiative launched by the Charter Oak Communities in partnership with the Stamford Hospital, the City of Stamford and the West Side community, including residents, business owners, and the West Side Neighbourhood Revitalization Zone (NRZ).This partnership is also being supported by a team of consultants, which includes Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Tripp Umbach and Balance Health Communications. The Stamford Hospital and Charter Oak Communities first worked together in 2010 when the hospital needed to build a new primary inpatient facility, while Charter Oak had to replace an obsolete public housing project. The two organizations chose to swap the two properties, without any monetary exchange. Since the exchange, the organizations have also collaborated on obtaining Village Commercial District zoning; creating the Fairgate Farm; and obtaining federal grant funds to refine the Vita plan. 2.2 Strategy and Approach In the late 2000s, Stamford experienced a spark of health related investments including the Fairgate Farm, the Optimus / Fairgate Community Health Center (a federally qualified health center); new housing developments; and new health programs created by the Stamford Hospital. In 2010, Stillwater Avenue was rezoned as a Village Commercial District32, better enabling the city to attract an array of consumer -based health facilities and services and allowing it to position itself as a district." A pivotal component of establishing the Vita District is the hospital expansion. In 2012, construction of a $450 million expansion of the Stamford Hospital began. This expansion was made possible by a Sustainable Communities Challenge grant provided by the U.S. Department of Housing and Urban Development. The addition will be an 11 -story - 647,000 square foot building with main floor retail space and a focus on specialty health care. It has been designed according to the P1aneTree principles, to create a calm and healing environment 34 Among its many programs, the hospital will also house a Center for Integrative Medicine & Wellness to provide an alternative approach to patient treatment, by considering physical, emotional, mental, social, spiritual, and environmental influences "The development is also creating public green space and parks throughout the hospital campus and along the site. For the first time since the hospital's opening in 1913, it will have an entry facing the neighbourhoods to the south, connecting it with that community. The hospital expansion will be completed in 2016. In 2013, the consultant team prepared a strategic plan and market assessment, gathering insights from community meetings and interviews with local businesses and residents; design studies; market analysis; evaluation of commercial space and retail opportunities; and examination of the job outlook in the healthcare industry. The Nom Practice Y s-A-52 ATTACHMENT In addition to current projects, the strategic plan proposes development of a 50,000 square foot mixed -use building; a 550 -car parking structure with ground floor retail space; and a new street to align new construction projects in relationship to Fairgate Farm. The 2013 strategic plan also outlines five essential components of the Vita Health and Wellness District. 1. Health and wellness within the neighbourhood 2. Healthy eating: Urban agriculture and nutrition 3. Active living: Parks and connections 4. Promoting good jobs and local business 5. Connecting the hospital into the community 2.3 Proiect Implementation and Outcomes to Date Vitas successful projects include Fairgate Farm, an urban agriculture site, transformed from a series of blighted housing lots in 2011. Run by local volunteers, Fairgate Farm delivers fresh produce to social agencies throughout Stamford and is considered a "prized community asset. "" The Greenfield housing community will be opened in fall 2014. Built by the public housing authority (Charter Oak Communities) the development includes a range of mixed- income residences, serving some of the lowest income populations. The Stillwater corridor, now under Village Commercial District zoning, is positioned to attract health- focused business, facilities and services to build the economic base of the area. The Vita District has also initiated new collaborations between local community organizations and West Side residents to support implementation and direction of the development. While many development projects are underway, Stillwater Avenue remains disconnected from the hospital and on -site retail needs to be identified. 3. Budget and Finances The development has attracted national attention and funding. It received a Sustainable Communities Challenge grant from the U.S. Department of Housing and Urban Development (HUD) to underwrite the Vita strategic plan. In 2012 the U.S. Environmental Protection Agency (EPA) selected Vita for the Building Blocks Equitable Development technical assistance program " Projects Underway: • S450M Stamford Hospital Expansion S26M Fairgate Mixed - Income Housing Redevelopment • New development planned for 5 -acre former Vidal Court site • S50M Mixed -Use project The \,,\t Pracfice WSJA -53 ATTACHMENT Case 4: Wellness Hub Artscape Wychood Barns Municipality: Toronto, Canada 1. Background and Summary Development of a Wellness District requires establishment of key wellness related facilities to connect, educate and and engage the surrounding community. Artscape Wychwood Barns is an example of a community cultural hub that concentrates community organizations, businesses and artists working in the areas of arts, culture, food security, urban agriculture, and health in one location.'Ibe site is a former streetcar repair facility transformed into a dynamic mixed -use community space, where arts and culture, environmental leadership, heritage preservation, urban agriculture and affordable housing are brought together to foster a sense of community'$'Ihe building is owned by the City of Toronto, but operated by an organization called Artscape under a 50 -year lease. The building has programming and administrative spaces, live -work units for artists, indoor and outdoor growing areas, a community-run gallery and an 8,000 square foot covered street that is used for farmers' markets, art markets, conferences and events 39 The property contains 4 barns each serving different purposes: 1. The Studio Barn provides 26 live -work studios and 14 work -only studios to professional artists as well as a Community Gallery. 2. The Covered Street Barn provides affordable community space for community events, exhibitions, conferences etc. 3. The Community Barn provides affordable programming, rehearsal, office and meeting space for nonprofit community arts organizations and environmental organizations. 4. The Stop Community Food Center's Green Barn houses a year round temperate greenhouse, sustainable food education center, garden, outdoor bake oven and compost demonstration site. 2. Project Description 2.1. Partners & Actors Leading up to the development, the local City Councilor played a large role in the reuse and preservation of the site. Important community groups who supported the process include the Taddlewood Heritage Association and Friends of the New Park. In 2008, the Wychwood Barns Community Association (WBCA) was created to curate the community gallery and to enhance community and public participation in the Barns. The \ett Practice WS —A -54 r_JVr_T6JVMJT Artscape manages the Wychwood Barns as well as its completed redevelopment, holding a 50 -year lease at $1 /year with the City of Toronto. Artscape is financially and legally responsible for the operations, subleases and license agreements with all tenants. It is also responsible for all property management and base building operations, including tenant selection, maintenance, and capital repairs such as finances, insurance, fire safety plans, taxes and utilities. Artscape transferred the residential component of the building to its uniquely incorporated not - for -profit corporation, Artscape Non Profit Homes (ANPHI), which was created specifically by Artscape to manage its affordable housing projects. 2.2 Stratew and Approach The project's vision was based on the idea that building a space with a diversity of uses will create a more animated and successful facility. By mixing a wide array of tenants from a variety of backgrounds and disciplines, Artscape Wychwood Barns was designed as a platform for collaboration where a mix of people and ideas could come together to strengthen the community. Artscape sought to engage a variety of organizations as partners and tenants. In 2004, Artscape issued a request for expressions of interest to find partners that have the same vision for the project. Through this process they brought the Stop Community Food Centre on board as a development partner and anchor tenant. The Stop contributed to financing Barn number four, the Green Barn, a greenhouse facility and education centre. 2.3 Project Implementation and Outcomes to Date At first, the project faced some local opposition from residents who feared that the redevelopment of the Barns would cause excess traffic and noise. Artscape conducted a series of noise and traffic studies and numerous stakeholder consultations to manage the opposition — ultimately diminishing concerns within the neighbourhood. An influential and powerful project management team supported development of the Barns. The team included the local City Councilor, Artscape CEO, the project's architect, influential community activists, and senior staff from the City of Toronto. Artscape also formed an expert architecture and design team that focused on structural, mechanical and electrical heritage and sustainability in their plans. A professional contractor managed the construction process. The property was opened to the public in 2008. It has become a key landmark in the neighbourhood. 2.4 Other Notable Initiatives The Stop Community Food Center The anchor tenant of the Wychwood Barns is The Stop Community Food Center. Throughout its work, The Stop seeks to address issues of health and wellness by improving local access to food in a way that maintains dignity, builds a sense of community and challenges inequality The organization started in the 1970s as a food bank offering emergency food relief. It has evolved, however, into a sustainable food production and education center focused on good food. People can come to The The Next practice WS1A -55 ATTACHMENT Stop for emergency food services; to learn how to grow, cook, and choose healthy food; participate in communal bake ovens and markets; learn about sustainable food systems and urban agriculture; attend peri -natal classes, after school programs and summer camps; or access community support workers. History and Approach The Stop is widely considered a pioneer in community food work for having sought to change the charity food distribution model by building a community that empowers, educates, and engages around food.40 The Stop started as a small food distribution project inside of downtown church for those affected by the growing recession in the 1970s. The initiative began in direct response to the needs of local residents. As demand kept increasing the initiative grew to be one of Canada's first food banks. In 2001, the organization became The Stop Community Food Centre and relocated to one of the regions most diverse neighborhoods, challenged by above - average rates of unemployment and low income.41 The Stop's food bank and drop -in meal programs adopted an emphasis on healthy food as a way to build morale and promote mental and physical health.42 In 1998, The Stop built an urban agriculture program to engage community members in the process and issues of agricultural food production. Staff soon realized the broad impacts of building social initiatives and networks within communities. As resources increased, The Stop began to invest in a civic engagement process that supported community members to understand and address the root causes of poverty and food security.43 While maintaining their emergency drop -in program, The Stop offers a range of capacity building, educational and skills training programs related to food and food preparation, gardening, civic engagement, advocacy training and classes to address issues of social isolation. In 2008, they opened their second site in the Artscape Wychwood Barns as a state of the art greenhouse, commercial kitchen, demonstration garden and classroom. The Stop is considered a key component of its surrounding neighbourhood and a successful best practice model for community organizations across North America. In 2013, The Stop had an operating budget of $4.5 million in 2013.^4 3. Budget and Finances Unlike many traditional community centers, Artscape Wychwood Barns has a self - sustaining financial model, it has not required any operating subsidies beyond the initial capital investment 45 It took three years to raise the $23 million in capital to develop the property. The `'crt Practicc \ s—A-56 ATTACHMENT Artscape leveraged a variety of funding opportunities to finance the barn's redevelopment, including: • Departments within the federal and provincial governments such as housing, tourism and Heritage Canada • Numerous foundations and private companies Local private condominium developer because of the Section 37 bylaw which allows a municipality to pass zoning bylaws authorizing additional height and /or density to a development project, but in return the developer must offer community benefits" • City of Toronto contributed funds to remediate the contaminated soil One of the innovative methods of fundraising included the sale of donated photographs of the dilapidated pre- renovation structures by prominent artists. The Nk,xf Practice WSIA -57 ATTACHMENT End Notes 1 Urban Land Institute. `Building for Wellness: The Business Case. "2014. Accessed on September 24, 2014. 2 US Conference of Mayors: Jumpstart Jackson. Accessed on October 1, 2014. http: / /vimeo.com/68867740 3 Ibid. 4 http: / /uli.org /wp- content/ uploads/fJLI- Documents/Building- for - Wellness -The- Business - Case.pdf 5 Tourism Jackson. Jackson, Tennessee recognized for wellness efforts. Accessed on October 2, 2014. http://jacksontn.com/tourism/news/detail/54 6 http: //w ..Irkcorn/projects /Jackson- city -walk/ 7 Urban Land Institute. "Building for Wellness: The Business Case." 2014. Accessed on September 24, 2014. http: / /uli. org /wp- content /uploads/ULI- Documents/BuUding- for - Wellness -The- Business - Case.pdf 8 Mithun Consulting, Denver Housing Authority. The Mariposa Healthy Living Initiative. October 2012. Accessed on October 1, 2014. Pg 19. 9 Ibid. 10 Ibid. 11 Kaid Benfield. Denver redevelopment sets new standards for community engagement and analysis. Switchboard: National Resources Defense Council Staff Blog. June 7, 2012. Access on October 1, 2014. 12 Mithun Consulting, Denver Housing Authority. The Mariposa Healthy Living Initiative. October 2012. Accessed on October 1, 2014. PQ 19. 13 Ibid. 14 Kaid Benfield. Denver redevelopment sets new standards for community engagement and analysis. Switchboard: National Resources Defense Council StaffBlog.June 5 2012. Access on October 1, 2014. http: / /switchboard.nrdc. org /blogs/ kbenfield / denver _redevelopment_Sets_new.htmi 15 Ibid. 16 Joe Vaccarelli. The Denver Post. Mariposa District in West Denver sees change after five years. May 29, 2014. Accessed on October 1, 2014. http: //w ..denverpost.com /denver /ci_25844421 /mariposa- district - westdenver- sees - change -after -five 17 Ibid. IS Center for Active Design. Mariposa Redevelopment Master Plan and Healthy Living Initiative Accessed on October 1, 2014. http : / /centerforactivedesign.org /mariposa/ 19 Ibid. 20 Joe Vaccarelli. The Denver Post. Mariposa District in West Denver sees change afterfive years. May 29, 2014. Accessed on October 1, 2014. http: / /www.denverpost.com / denver /ci_ 25844421 /mariposa- district - west- denver- sees - change -after -five 21 Ibid. 22 Mithun Consulting, Denver Housing Authority. The Mariposa Healthy Living Initiative. October 2012. Accessed on October 1, 2014. Pg 22. The Vest Practice w@-A-58 ATTACHMENT 23 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Trip Umbach, and Balance Health Communications, Vita: Health & Wellness District in Stamford, CT Stamford: Charter Oak Communities, 2013. Full Report. p. ii. Accessed April 15, 2014 at: http: / /vitastamford.com /strategic -plan/ 24 Ibid p. i. 25 Ibid p. ii. 26 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Trip Umbach, and Balance Health Communications. Vita: Health & Wellness District in Stamford, CT. Stamford: Charter Oak Communities, 2013. Appendix. Section: "Development Strategies ". p. 4. Accessed April 15, 2014 at: http: / /vitastamford.com /strategic -plan/ 27 Ibid. 28 Ibid. 29 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Tripp Umbach, and Balance Health Communications. Vita: Health & Wellness District in Stamford, CT. Stamford: Charter Oak Communities, 2013. Full Report. . 14. Accessed April 15, 2014 at: http: / /vitastamfordpcom /strategic -plan/ 30 Ibid p. 38. 31 Ibid p. 3. 32 the Village Commercial District (VC District) is intended to implement the policies, goals and urban design principles articulated in the Master Plan of the City of Stamford, calling for preservation and development of a sustainable, transit oriented and pedestrian friendly "Main Street" character for the neighborhood centers of Stillwater, Glenbrook and Springdale, including the development of new structures and uses with appropriate architectural designs and the conservation and enhancement of the character of existing buildings, sites, streetscapes and pedestrian environments. 33 City of Stamford. Zoning Regulations, City of Stamford Connecticut. Stamford: City of Stamford, February 7, 2013. Accessed on April 15,2K.4 at: http: / /www.stamfordct.gov/ sites /stamfordct/files /file /file /city_of Stamford _zoning_regulations_O.pdf 34 Gamble Associates, Madden Planning Group, Development Strategies, Reisen Design Associates, Trip Umbach, and Balance Health Communications. Vita: Health & Wellness District in Stamford, CT. Stamford: Charter Oak Communities, 2013. Full Report. pp. 23. Accessed April 15, 2014 at: http: / /vitastamford.com /strategic -plan/ 35 Ibid p. 25 (Footnote 4). 36 Ibid p. 7. 37 Ibid p. 71. 38 "Artscape Wychwood Barns:'Ihe Vision." D.I.Y. Creative Placemaking. Artscape. Accessed April 14, 2014 at: http: / /www. arts capediy. org/ Case - Studies /Artscape - Wychwood -B arns. aspx 39 Ibid. 40 Knezevic, I., Landman, K., Blay- Palmer, A. and Nelson, E. Models and Best Practices for Building Sustainable Food Systems in Ontario and Beyond. Guelph: Ontario Minister of Agriculture, Food and Dural Affairs, 2013. p.9. Accessed on April 19, 2014 at: http: / /www.uoguelph.ca/omafra_ partnership /Ictt/en /agrifoodrurallink / resources /MBPFullReportFINAL.pdf 41 City ofToronto. City of Toronto Ward Profiles: Ward 17. City of Toronto, 2006. Accessed on December 1, 2010 at http: / /www.toronto.ca /wards2000 /ward 7.htm 42 The Stop. the Stop's Healthy Food Philosophy. Accessed May 21, 2011 at: http://wwwthestop.org 43 Levkoe, C. Learning democracy through {{oodjustice movements. Agriculture and Human Values, 23(l).2006. pp. 89 -98. Link:http: / /dx.doi.org /10.1007 /s104G0- 005 - 5871 -5 44 The Stop. The Stop Community Food Centre. Financial Statements. Toronto. August 13, 2013. Accessed April 25, 2014 at http: / /www. thestop.org /sites /thes top. org /files /the_Stop_cfc_ audited _financial_statements_2012 -13.p df The Noxt Practice WS JA-59 ATTACHMENT 45 Elrtscape: Artscape Wychwood Barns" Accessed on May 1, 2014 at: http:// torontoartseape .org /utscape- wychwood -barns 46 "Section 37" is a particular section of the planning act which allows a municipality to pass zoning bylaws authorizing additional height and/or density to a development project. In return, the developer must offer community benefits, which can include affordable or mid -range rental housing, community services and facilities space, not - for -profit child care facilities, public art and others. The Next Practice WS-A-60 ATTACHMENT 2 The Next Practice The Next Practice Ltd. 120 Bathurst Street Toronto, Ontario M56 2R4 Office •1- 416 - 461 -1644 (ell +1- 416 - 303 -0418 WS -A -61 WS -A -62 ATTACHMENT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA DIRECTING THE CITY MANAGER TO ESTABLISH WELLNESS DISTRICT FOR DOWNTOWN SANTA ANA BASED ON LATINO REVIVAL STRATEGY WHEREAS, the City of Santa Ana has a population of 334,227, 78% of which are Latino, 11% Asian, 9% White, 2% others. Santa Ana has over 30% of households with children under 18 living at home. A wide variety of languages are spoken, with 83% of households having a language other than English spoken at home. Culturally the city has over 48% of its households born in countries other than the US. As one of the densest, youngest, and most culturally and ethnically diverse cities in the nation, the goal of engaging all sectors of our community in a meaningful way, and of creating consensus, are all the more important; and WHEREAS, in November 2013 the City of Santa Ana launched the ,Downtown Santa Ana Wellness Corridor; and WHEREAS, In March 2014, the City approved a five -year strategic plan that laid out a vision, mission, principles, and goals committing to integrate health, wellness, and equity in all policies and plans, including in the creation of a comprehensive economic development strategic plan, supporting neighborhood vitality and liability, and promoting a strong arts and culture infrastructure. WHEREAS the City of Santa Ana supports the creation of a distinct cultural destination and a secure place for the community and businesses to continue building a strong, thriving, and culturally relevant economy for Santa Ana the City of Santa Ana; and WHEREAS, the City of Santa Ana is developing a Santa Ana Downtown /Transit Zone Complete Streets Plan to create a more walkable, bikeable, vibrant and healthy environment in Santa Ana's Downtown; WHEREAS, downtown Santa Ana is already a destination, locally and in Orange County, for purchases of food, food services, health and personal care products, sporting and hobby goods, as well as educational services, healthcare, recreation and cultural activities (hereinafter 'Wellness Goods and Services'); and WHEREAS, from a commercial property performance perspective, downtown Santa Ana therefore already has a local and regionally competitive function as a district for purchases of Wellness Goods and Services; and WHEREAS, the greatest and most immediate source of purchasing power to increase downtown Santa Ana sales of Wellness Goods and Services is the predominately Latino residents of central Santa Ana; and WHEREAS, the residents of central Santa Ana have a high incidence of overweight and obesity, which contribute to higher rates of diabetes and heart disease, and higher propensity to be uninsured in comparison to other Orange County residents, which increases the public sector and employer costs for health care provision; and Last Modified: 1/12/2015 WS -A -63 Page 1 of 5 ATTACHMENT WHEREAS, the residents of central Santa Ana engage out of necessity in active transportation, such as walking and biking, and seek safer opportunities for commuting or recreation; and WHEREAS, the residents of central Santa Ana only buy a portion of their household's Wellness Goods and Services purchases in downtown Santa Ana but have expressed their interest in accessing additional affordable and culturally relevant Wellness Goods and Services in the downtown, and have been organizing into groups and committees to advance wellness initiatives such as the Wellness Corridor along 4`h St, Santa Ana Building Healthy Communities Equity for All Workgroup, Santa Ana Business Council, Familias Corazones Verdes, (etc); and WHEREAS, the development and strengthening of locally -owned and small businesses in the downtown benefits the city of Santa Ana not only through the production of revenue and provision of Wellness Goods and Services, but also through the re- investment of profits within Santa Ana both directly and indirectly; and WHEREAS, cities throughout the United States have been establishing supportive programs for street vendors and food trucks to increase the availability of affordable, quality prepared food in their downtown areas; and WHEREAS, the City of Santa Ana is already in an exclusive negotiating agreement with St. Josephs Hospital and Taller San Jose to establish a Wellness Center in the downtown; and WHEREAS, other North American cities have successfully applied a 'Wellness District' strategy for the renewal of their downtown areas, based on partnerships with hospitals, employers, downtown retailers, property owners and developers, and resident associations, thereby improving quality of life and amenities for residents, increasing local retail and services sales, and reducing health care costs for employers; THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS: Section 1. The City resolves to hereby establish a downtown Wellness District strategy. This strategy will be based upon the further development of a differentiated, distinctly Latino downtown as a retail and activities destination that in particular serves and retains the customer loyalties of central Santa Ana residents and other underserved resident communities and households. Through the Wellness District strategy the City will foster downtown retail, services and activities that are healthy, vibrant, and of an authentic Latino character, thereby also attracting and retaining a broader base of destination visitors and customers to Santa Ana's historic and unique downtown. Last Modified: 1/12/2015 WS -A -64 Page 2 of 5 ATTACHMENT Therefore, the City of Santa Ana further resolves to work in collaboration with historically community based organizations that serve Santa Ana residents, Santa Ana businesses and residents of the surrounding area to: A. Implement wellness policies in planning and economic development: 1. Create an equitable, inclusive economic development plan, as called for in the five -year strategic plan that is driven by the needs and vision of underserved resident communities, that focuses on supporting Santa Ana residents, local businesses, workers, youth and families, and that creates opportunities for anyone to find affordable housing and support themselves and their families in the City of Santa Ana. 2. Perform a Health and Wellness Outcomes Assessment to set a baseline for conditions of residents, businesses and organizations in the area, monitoring the success of the Wellness District strategy based upon improvements against this baseline. 3. Implement strategies that ensure development aligned with Wellness District principles and approaches, including but not limited to active programming of healthy recreational and cultural activities, incentives for businesses offering wellness goods and services, and incentive for businesses committing to long term provision of good jobs, affordable housing, and economic stability for Santa Ana residents. 4. Implement health policies in economic development in line with health in all policies. 5. Implement strategies for Santa Ana residents to remain and thrive in Santa Ana while minimizing the negative consequences of development such as increased cost of living in housing. 6. Engage the vendor community to ensure that plans, policies, and street design are inclusive of their contribution to servicing low income residents and their families as well as downtown employees and visitors. B. Increase activity in the downtown through culturally relevant programming, increased public use of public spaces, and infrastructure improvements to allow for such uses: 7. Adopt the name Calle Cuatro Marketplace forthe downtown 8. Support the following community- organized events to further establish the distinctive Latino character of downtown Santa Ana and to promote health, wellness and culture by waiving the municipal charges and fees associated with public space usage, including waivers of street closure fees, security costs, and liability insurance requirements, and the permission of flyers, to support the following events% a. Dia del Nino, April b. Dia de las Madres, May c. Dia de los Padres, June d. Festival de Quinceneras, August e. Fiestas de las Americas, September f. Noche de Altares (Bonn Pchum Benh /Teet Doan Ngo), November g. Dia de la Virgen, December h. Christmas Parade down Main St ( South Main Merchants)December Last Modified: 1/12/2015 WS -A -65 Page 3 of 5 ATTACHMENT i. Posadas Navidenas, December j. Reyes Magos, January k. International Food Festival (Multicultural Event) Open L T& Festival m. Exercise and dance classes n. Organized walks, runs, and bike rides o. Harvey Milk, OC Pride p. Other events reflecting culture and wellness 9. Implement infrastructure improvements that promote walkability, cycling, family shopping trips, and access to food vendors including but not limited to improvements along 0 street from Ross to Grand, a street promenade on Sycamore between and 5`h, and permanent route place makers and wayfinding as recommended in the Wellness Corridor plan. a. Organize a robust process for developing the Capital Improvement Plan by collaborating with the community to adequately define the criteria that prioritizes projects aligned with community needs. 10. Ensure that the Arts Master Plan for the downtown corridor gets shaped in a participatory process between the city, the downtown liaison, arts commission, local artists also involving the various community serving organizations of the downtown, local businesses, and Santa Ana public schools in the vicinity. This Master Plan ought to be aligned with the infrastructure and beautification needs of the Latino serving downtown businesses. a. The city should develop urban, architectural design forums for certain areas within the city that require buildings and streetscapes to meet culturally relevant aesthetic standards also reflecting the city's heritage and cultural identity. C. Establish anchor community - serving sites in and surrounding the downtown: 11. Designate the parking lot on 3rd between Spurgeon and Bush for community- organized programming that encourages access to affordable, culturally relevant wellness goods, services, and overall experience. 12. Over the next three years, transfer the title of vacant sites to be established as a network of 5 micro -farms to increase the access of underserved communities to healthy food options and to food production, under the management of a new SABHC - Community Development Corporation. a. Begin with a pilot by providing a long term lease of sites 1222 E 4th St & 1221 E 3rd St to Santa Ana Building Healthy Communities, until the title can be transferred to SABHC- CDC. 13. Designate a City owned site or property in the downtown to be a Latina mercadito under the ownership and management of a new SABHC Community Development Corporation. 14. Create an office of immigrant affairs in alignment with "Cities for Naturalization" as a service that supports Santa Ana residents. Last Modified: 1/12/2015 WS -A -66 Page 4 of 5 ATTACHMENT D. Implementation 15. Legislatively create the Economic Development Task Force, so as to allow it to be subject to the Brown Act and thereby permitting the notification and participation of hard to reach audiences and underserved communities in economic development planning and implementation. 16. Allocate seats on the Economic Development Task Force for small businesses that historically serve the Latino community, community- serving non - profit organizations, representatives of organized labor, and representatives of resident led community groups. The SABHC Equity for All Work Group will be formally invited to participate in the regular meetings of the Economic Development Task Force that advises the preparation of the new economic development strategy, including the Wellness District strategy. 17. Revisit economic development recommendations or decisions done prior to additional appointments of the Economic Development Task Force. 18. Work with SABHC, SACReD and Wellness Corridor SC to establish a Health and Wellness Committee as advisory to the City to oversee planning, Implementation, and evaluation. Similar to the state's Health in All Policies task force, this committee will support in performing Health Impact Assessments and developing indicators to consider for healthy communities and inclusive collaborative processes. 19. Within three to six months, the head of each affected agency (list agencies) or department of the City shall report back to the City Council and to the Finance and Economic Development Committee regarding steps taken to implement the resolution, additional steps planned, and any desired actions by the Council. Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting the Resolution. ADOPTED this Last Modified: 1/12/2015 WS -A -67 Page 5 of 5 WS -A -68 UA0rdN]nIAlll2101i! Wellness District Resolution Reso Resolution Language City Response No. 1. Create an equitable, inclusive economic The Economic Development Plan which is tentatively development plan, as called for in the five -year scheduled for award in February 2015 will create said plan strategic plan that is driven by the needs and vision for the entire City including the downtown area. The plan of underserved resident communities, that focuses will include a process by which the community and on supporting Santa Ana residents, local stakeholders will provide input. businesses, workers, youth and families, and that creates opportunities for anyone to find affordable The creation of this plan would be inclusive of the needs of housing and support themselves and their families all residents, businesses, visitors, as well as the retention and in the City of Santa Ana. attraction of new business. Affordable housing is being addressed through the Housing Authority, the recently adopted Adaptive Reuse ordinance, as well as development projects such as the Santiago Lofts, Vista del Rio, etc. 2. Perform a Health and Wellness Outcomes Connecting with local health coalitions is a strategic way to Assessment to set a baseline for conditions of support community health outcomes. To that end, the City of residents, businesses and organizations in the area, Santa Ana has participated in Latino Health Access's monitoring the success of the Wellness District Wellness Corridor community workshops. As a result of that strategy based upon improvements against this process, a baseline for conditions was identified. baseline. Health and wellness related to public health is a function of the County of Orange, which already tracks many factors that would be incorporated into a similar assessment. The City's 5 -Year Strategic Plan outlines the City's commitment to "Community Health, Livability, Engagement & Sustainability" as Goal S. Objective 6 specifically outlines seven strategies related to health: "Focus projects and programs on improving the health and wellness of all residents." The City Council has also emphasized the importance of performance measurements as specifically addressed in strategy 5.6.d related to the implementation of health and wellness programs being based on quantifiable and meosureable data. A citywide Health and Wellness Assessment requires the identification of funding. 3. Implement strategies that ensure development The Strategic Plan addresses strategies related to active aligned with Wellness District Principles and programming and recreational and cultural events. approaches, including but not limited to active programming of healthy recreational and cultural The City of Santa Ana provides incentives in the form of activities, incentives for businesses offering Community Development Block Gran tfunding. $340,000 wellness goods and services, and incentive for was made available to nonprofit organizations for the businesses committing to longterm provision of provision of public services which provide a benefit to low - good jobs, affordable housing, and economic and moderate - income persons and which align with the stability for Santa Ana residents. following City of Santa Ana Strategic Plan Goals: 11Page WS -A -69 ATTACHMENT 4 2 1 P a g e WS -A -70 • Community Safety • Youth, Education, Recreation, or • Community Health, Livability, Engagement & Sustainability Additionally, the City of Santa Ana's WORK Center is committed to connecting local job seekers to good sources of employment and vice versa. While the City of Santa Ana and cities in general, oversee land use via a zoning code or ordinance which broadly designates appropriate businesses categories and uses for each parcel, private property owners control the specific tenants and business uses. Any financial incentives for businesses take into consideration the economic impact. 4. Implement health policies in economic Economic development can produce healthy outcomes by development in line with health in all olp ices. investing in education, active design ( "Complete Streets "), transit oriented development, cultural and recreational programs, the provision of open space, and local food access. Incorporated into the City's Strategic Plan is 5.6.f "Incorporate health, wellness and equity into all applicable policies and plans (e.g. General Plan, Comprehensive Economic Development Strategy, Capital Improvement Plan, etc.)." 5. Implement strategies for Santa Ana residents to There are four strategies that 'facilitate diverse housing remain and thrive in Santa Ana while minimizing opportunities and support efforts to preserve and improve the negative consequences of development such as the livability of Santa Ana neighborhoods." This includes the increase cost of living in housing. City's Housing Opportunity Ordinance. The Strategic Plan outlines strategies specific to job training, and services for residents. This includes senior programs, youth programs, and the "Santa Ana Buy Local Plan". New development opportunities will help current and future residents to live and work within the city, such as Adaptive Reuse. Educational partnerships are focused on supporting educational attainment which then correlate with higher income and housing opportunities. 6. Engage the vendor community to ensure that plans, If referring to general vendors and all enterprises doing policies, and street design are inclusive of their businesses with the City: The City approved the Sunshine contribution to servicing low income residents and ordinance that provides specific criteria for certain their families as well as downtown employees and development projects, which has provisions for community visitors. meetings. 2 1 P a g e WS -A -70 ATTACHMENT 4 31 Page WS -A -71 The City also has design and material standards for various uses and zones. The City's Citywide Design Guidelines, Chapter 8 refers specifically to Downtown Development. 7. Adopt the name Calle Cuatro Marketplace for the Cities and municipalities do not generally assign Downtown neighborhood names, they are often organically assigned and /or promoted via marketing and branding efforts. Downtown merchants, residents and other stakeholders may come together to brand and market the area. It may be advantages to finalize this after development and approval of the Economic Development Plan. If the City were to pursue a Branding Study, after funds have been identified, a consultant would need to be hired to perform surveys of the community and involve all stakeholders including residents, businesses, renters, government entities, artists, etc. 8. Support the following community - organized events Fees associated with any special event are to cover to further establish the distinctive Latino character administrative cost and real costs for events. Public safety of downtown Santa Ana and to promote health, costs are usually the highest. As a basis of comparison the wellness and culture by waiving the municipal following is a list of events and Police Department overtime charges and fees associated with public space costs for 2014. usage, including waivers of street closure fees, security costs, and liability insurance requirements, • Cinco de Mayo - $30,685 and the permission of flyers, to support the . Taste of Santa Ana - $810 following events: s OC Pride - $8,411 • City 5K- $15,620 • Fiestas Patrias /Parade - $36,246 • SOMOS - $30,290 • Noche de Altares - $8,026 • Immaculate Heart Posada - $2,408 Event costs not noted such as traffic control and additional staffing are added to events as needed. Funding for these fees would need to be identified in some other way if they are to be waived. Removal of liability insurance requirements would place undue exposure to the City and the event organizers. Any claim against the City would then be borne entirely with public funds. Given the volume of Downtown events, flyering would create a disproportionate burden on our waste management and clean -up services. Street closures are already at an all -time high and have been the cause of complaints to local businesses; a careful balance must be struck. 31 Page WS -A -71 KI 10. ATTACHMENT Implement infrastructure improvements that promote walkability, cycling, family shopping trips, and access to food vendors including but not limited to improvements along 4th street from Ross to Grand, a street promenade on Sycamore between 4" and 5th, and permanent route place makers and way finding as recommended in the Wellness Corridor plan. Organize a robust process for developing the Capital Improvement Plan by collaborating with the community to adequately define the criteria that prioritizes projects aligned with community needs. Ensure that the Arts Master Plan for the downtown corridor gets shaped in a participatory process between the City, the downtown liaison, arts commission, local artists also involving the various community serving organizations of the downtown, local businesses, and Santa Ana public schools in the vicinity. This Master Plan ought to be aligned with the infrastructure and beautification needs of the Latino serving downtown businesses. The city should develop urban, architectural design forums for certain areas with the City that require buildings and streetscapes to meet culturally relevant aesthetic standards also reflecting the City's heritage and cultural identity. 41 Page The City cannot administratively waive fees. The Santa Ana Municipal Code outlines a Master Fee Schedule which applies to all events and event organizers. To provide equity, any waiver of fees should be citywide and not area specific. In order to waive fees, the City Council would need to adopt an Ordinance that provides for the waiver. This could be introduced by the Mayor or Councilmember as an 85a on the Council Meeting Agenda. Upon direction from the majority of the City Council, staff would then draft the Ordinance for approval by the City Council. In collaboration with Ld,&no Health Access, Building Healthy Communities, and various City Departments, the City of Santa Ana has made a commitment to promoting walkability /bike - ability in Downtown Santa Ana. The Circulation Element of the Santa Ana General Plan serves as the City's blueprint for active transportation planning and ensures opportunities for travel by modes of transportation that support health and active lifestyles. The City has recently hired an Active Transportation Coordinator and has drafted a complete streets plan specific to the downtown which included a public process comprising multiple community input sessions. The new Safe Mobility Santa Ana effort, addresses this issue citywide and ensures that safety is seamlessly integrated into the various plans the City is conducting, including the CIP. The City is committed to providing the community with multiple opportunities to provide input and be involved in the development of its The Arts and Culture Commission is currently reviewing the RFP for the Arts Master Plan. To the extent that the RFP development must remain an internal process so as not to provide vendors with working copies until it is finalized, the City will go through a thorough review process. This master plan will cover the entire City and not solely the downtown area. The plan will be inclusive to represent the diverse needs of the City. The City currently has a variety of design standards which ensure quality and promote aesthetic standards. These design standards pertain to all locations in the city and often to specific types of use. The City of Santa Ana's Design Guidelines and Development Standards is the result of a comprehensive analysis of the City's existing design and development guidance documents. The Guidelines contained within the document, which can be found on the City's website, consolidate the City's discretionary review documents and provide supplementary design guidance for issues not explicitly stated in the Santa Ana Municipal Code. WS -A -72 ruUT-43 NMI iMarIE I 51 Page WS -A -73 The downtown standards specifically address the historical architecture and preservation of aesthetics to the historic buildings. 11. Designate the parking lot on 311 between Spurgeon This parking lot may be reserved using the Permit and Bush for community- organized programming Application for Special License for Use of Public Property. that encourages access to affordable, culturally This form is currently used for such events as the Art Walk, relevant wellness goods and service, and overall Farmer's Market and other community events. The 3'v /Bush experience. Parking lot is specifically listed on the form as an applicable location. The City and merchants both have needs for parking in the downtown for general purpose needs and also the City Council approved Valet Parking Program. 12. Over the next three years, transfer the title of Santa Ana Municipal Code sections 2 -706 through 2 -710 vacant sites to be established as a network of 5 provides for a public process to dispose of surplus real micro -farms to increase the access of underserved property. The City Council has to first identify the property as communities to healthy food options and to food surplus and the public works director begins the process of production, under the management of a new listing the property for sale through an auction or listing SABHC- Community Development Corporation. with an agent. There are two exceptions for property adjacent to another parcel where the owner of the private Begin with a pilot by providing a long term lease of parcel makes a case to purchase the adjoining parcel or sites 1222 E 4'h St. & 1221 E. 311 St to Santa Ana where the city desires to sell the property to another public Building Healthy Communities, until the title can be agency. There are no provisions for "giving the property transferred to SABHC -CDC. away "for less than fair- market value. 1222 E. 4eh Street and 1221 E. 3rd Street, are currently vacant lots as part of the Grand Improvement Project. The property was purchased with TSIA and Federal Transit funds. The City would need to repay at current market value or reuse those funds for a similar transportation use. The proposed use would not be an allowable use of this parcel.. 13. Designate a City owned site or property in the With the exception of right of way, parking facilities and the Downtown to be a Latino mercadito under the Grand Central Arts building, the City does not currently own ownership and management of a new SABHC land or buildings in the downtown. Community Development Corporation. The City is currently in the RFP selection process for a development project at the 3rd /Broadway parking facility. 14. Create an office of immigrant affairs in alignment The City does not process immigration requests as it is with "Cities for Naturalization" as a service that preempted by Federal law. supports Santa Ana residents. 15. Legislatively create the Economic Development At the direction of the City Council to make such a change. Task Force, so as to allow it to be subject to the Brown Act and thereby permitting the notification and participation of hard to reach audiences and underserved communities in economic development planning and implementation. 16. Allocate seats on the Economic Development Task The following is a partial list of members. This list represents Force for small businesses that historically serve a various range of members. the Latino community, community- serving non- . Santa Ana Merchants Association profit organizations, representative of organized • Orange County Business Council 51 Page WS -A -73 ATTACHMENT labor, and representatives of resident led . Santa Ana Chamber of Commerce community groups. The SABHC Equity for All Work • Hispanic Chamber of Commerce Group will be formally invited to participate in the • Vietnamese Chamber of Commerce regular meetings of the Economic Development Task Force that advises the preparation of the new The public is welcome to attend these meetings. economic development strategy, including the Wellness District Strategy. In an effort to enhance the City's current economic development efforts and provide guidance on the new Economic Development Strategic Plan (EDSP), the City formed an Economic Development Taskforce comprised of key stakeholders throughout the City. 61 Page The Taskforce will assess Santa Ana's competitive advantages and develop a set of recommendations for the City Manager to review as various policies are brought to the City Council for consideration. The Committee will also be asked to evaluate and provide guidance on issues such as: • Current City fee structure (business license and permitting costs) • Targeted business attraction and retention strategies • Regulatory policies affecting business and industries in the City • Streamlining business processes • Small business advocacy • Maintaining a "Business Friendly" approach and standard The City Manager received direction from the FEDT Council Committee to provide a list of recommended stakeholders for each Councilmember to select taskforce members. The Mayor and the City Council each provided their top selections. Below is a listing of the ED Taskforce members that were selected: • Mike Balsamo, Building Industry Association • Sharon Barlow, Santa Ana Merchants Association • Ryan Chase, Downtown Incorporated • Lucy Dunn, Orange County Business Council • David Elliott, Santa Ana Chamber of Commerce • Reuben Franco, Hispanic Chamber of Commerce • Parker Kennedy, First American Title • Justin McCusker, C.J. Segerstrom and Sons • Carl Middleton, Northgate Gonzalez • Tam Nguyen, Vietnamese American Chamber of Commerce • Adalberto Quijada, Small Business Administration WS -A -74 ATTACHMENT 7)Page WS -A -75 City Manager will request Raul Yanez, President of the Santa Ana Business Council be added to replace the former President on the ED Taskforce. 17. Revisit economic development recommendations Recommendations made by this or any other committee, or decisions done prior to additional appointments advisory group, etc., are simply recommendations that are of the Economic Development Task Force. ultimately at the discretion of the City Council. The Task Force has made three recommendations to date: 1. Develop an Economic Development Strategic Plan and hire a consultant via competitive process to draft the Plan 2. Hire three (3) additional Senior Plan- Checker Engineers and one (1) Senior Plumbing Systems Specialist to reduce planning and building lead times from 63 days (current) to 15 days (best practice), and make the City of Santa Ana more business friendly (approved by City Council November 18, 2014) 3. Hire new building inspectors (1 senior combo building inspector, 3 combo building inspectors, 1 permit processor) to ensure next day inspection. Next day is best practice; City currently takes at least 3 days. Approved by City Council on Sept 16, 2014. 18. Work with SABHC, SACRed and Wellness Corridor The City currently operates under various planning and SC to establish a Health and Wellness Committee as advisory committee%ommissions. Members are selected advisory to the City to oversee planning, and appointed by the City Council. Functions described are implementation, and evaluation. Similar to the currently being incorporated by affected agencies such as State's Health in All Policies task force, this Planning and Buildings and Parks Recreation and committee will support in performing Health Community Services. Impact Assessments and developing indicators to consider for healthy communities and inclusive collaborative processes. 19. Within three to six months, the head of each The City currently reports monthly on the Strategic Plan and affected agency (list agencies) or department of the copies are available on the City's website and monthly as City shall report backto the City Council and the part of the Council Agenda packet. Finance and Economic Development Committee regarding steps taken to implement the resolution, additional steps planned and any desired actions by the Council. 7)Page WS -A -75 WS -A -76 c 0 Y Ln 7 0 Z Y Q � N N d Q c 3 lll hLl H c � CL Ln ZI S 3 0 °¢ 30 W C N O :4, ,C W O V h h a G C Q 'a O p• ° a.. a i G O O a.. +-, G W N h c E E e a c o o c U Q. ° Y_° O O E N W L 'O -0 Z2 n W U O V G = NI Cl ate, a G Qj Y `ti 7 p p_ N 6 h C> a p h '° a 2 vNi C1 i O W Imo- OL t O v°i a a o O O p 0 O _e b -r3 V t U y° N• -O� a Ot o OLr) t 3 o t A a 't, s a = o o E° (U t° ° >o E ` 3 O N Q . � a 3 'G„ 3 U> w w a o o U S 4 a o. G rn° ° w o v p v ° �O a y N °U w N l +. 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M N WS -A -90 "IIETO.I`IWA OM RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA DIRECTING THE CITY MANAGER TO ESTABLISH A WELLNESS DISTRICT FOR DOWNTOWN SANTA ANA BASED ON LATINO REVIVAL STRATEGY WHEREAS, in March 2014, the City approved a five -year strategic plan that laid out a vision, mission, principles, and goals committing to integrate health, wellness, and equity in all policies and plans, including the creation of a comprehensive economic development strategic plan, supporting neighborhood vitality and livability, and promoting a strong arts and culture infrastructure; and, WHEREAS, the Santa Ana has a population of 334,227, of whom 78% are Latina; 11% are Asian, 9% are White, 2% identify as another race or ethnicity. Over 30% of Santa Ana households include children under 18 living at home. A wide variety of languages are spoken, with 83% of households speaking a language other than English at home. Santa Ana is culturally diverse; over 48% of households include individuals born in countries other than the US. As one of the densest, youngest,.and most culturally and ethnically diverse cities in the nation, Santa Ana's goals of engaging all sectors of our community in a meaningful way and of creating consensus are all the more important; and, WHEREAS, in November 2013 the Downtown Santa Ana Wellness Corridor was launched; and, WHEREAS the City supports the creation of a distinct cultural destination and 'a secure place for the community and businesses to continue building a strong, thriving, and culturally relevant economy for Santa Ana; and, WHEREAS, the City is developing a Santa Aria Downtown Transit Zone Complete Streets Plan to create a safer and more walkable, bikeable, vibrant and healthy environment in Santa Ana's downtown; and, WHEREAS, downtown Santa Ana is already destination, locally and in Orange County, for purchases of food, food services, health and personal care products, sporting and hobby goods, as well as educational services, healthcare, recreation and cultural activities (hereinafter referred to as Wellness Goods and Services); and, WHEREAS, from a commercial property performance perspective, downtown Santa Ana therefore already has a local and regionally competitive function as a district for purchases of Wellness Goods and Services; and, WHEREAS, the greatest and most immediate source of purchasing power to increase downtown Santa Ana's sales of Wellness Goods and Services is the predominately Latino residents of central Santa Ana, that when combined with increased sales to commuters, visitors and new downtown settlers can be an effective strategy to re- invigorate sales in the downtown; and, WHEREAS, the residents of Santa Ana have a high incidence of overweight and obesity, which contribute to higher rates of diabetes and heart disease and higher propensity to be uninsured in comparison to other Orange County residents, and which increases the public sector and employer costs for health care provision; and, Last Modified: 3/4/2015 WS -A -91 Page 1 of 5 ATTACHMENT WHEREAS, the residents of central Santa Ana engage out of necessity in active transportation, such as walking and biking, and they seek safer opportunities for such active forms of commuting or recreation; and, WHEREAS, the residents of central Santa Ana only buy a portion of their Wellness Goods and Services in downtown Santa Ana but have expressed their interest in accessing additional affordable and culturally relevant Wellness Goods and Services in the downtown; and to advance wellness initiatives they have been organizing into groups and committees such as the Wellness Corridor Steering Committee, the Santa Ana Building Healthy Communities (SABHC) Equity for All Workgroup, the Santa Ana Business Council and Comite Familias Corazones Verdes, among others; and, WHEREAS, the development and strengthening of locally -owned and small businesses in the downtown benefits the Santa Ana community not only through the production of revenue and provision of Wellness Goods and Services, but also through the re- investment of profits within Santa Ana both directly and indirectly; and, WHEREAS, cities throughout the United States have been establishing supportive programs for street vendors and food trucks to increase the availability of affordable, high- quality prepared food in their downtown areas; and, WHEREAS, the City is already in an exclusive negotiating agreement with St. Joseph's Health and Taller San Jose to establish a Wellness Center in the downtown; and, WHEREAS, other North American cities have successfully applied a "Wellness District" strategy for the renewal of their downtown areas based on partnerships with hospitals, employers, downtown retailers, property owners developers and resident associations, thereby improving the quality of life and amenities for residents, increasing local retail and services sales, and reducing health care costs for employers. THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS: Section 1. The City resolves to hereby establish a downtown Wellness District strategy. This strategy will be based upon the further development of a differentiated, distinctly Latino downtown as a retail and activities destination that in particular serves and retains the customer loyalties of central Santa Ana residents and other underserved resident communities and households while remaining inclusive of commuting, visiting and newly settling populations. Through the Wellness District strategy, the City will foster downtown retail, services and activities that are healthy, vibrant, and of an authentic Latino character, thereby also attracting and retaining a broader base of destination visitors and customers to Santa Ana's historic and unique downtown. The City further resolves to work in collaboration with Santa Ana residents and community based organizations and businesses that historically have served them to: A. Implement wellness policies in planning and economic development: Last Modified: 3/4/2015 WS -A -92 Page 2 of 5 ATTACHMENT 1. Ensure an equitable, inclusive economic development plan, as called for in the City's five - year strategic plan, that acknowledges and prioritizes the wellness needs and vision of underserved resident communities; that focuses on supporting Santa Ana residents, local small businesses, workers, youth and families; that creates opportunities for anyone to support themselves and their families in Santa Ana; and that allows for a health lens on economic development, in line with Health In All Policies. 2. The City will workwith the Orange County Health Care agency, local health systems, non profit organizations, and neighborhoods to produce a baseline assessment of health and wellness and establish indicators which will be used to measure performance and success in health and economic development outcomes. 3. Implement strategies that ensure development aligned with Wellness District principles and approaches, including but not limited to the following: active programming of healthy recreational and cultural activities, creating incentives and eliminating disincentives for local businesses offering wellness goods and services, and creating incentives for businesses committing to long term provision of good jobs, affordable housing, and economic stability for Santa Ana residents. 4. Proactively develop and implement strategies for Santa Ana residents to remain and thrive In Santa Ana while minimizing negative impacts of development; including increases in the cost of living and other indirect catalysts of displacement. 5. Engage the street vendor community to ensure that the City's plans and policies do not impede and are inclusive of their contribution to servicing low- income residents and their families as well as downtown employees and visitors. B. Increase activity in the downtown through culturally relevant programming, increased public use of public spaces, and infrastructure improvements to allow for such uses: 6. Support the resolution Establishing "La Calle Cuatro" as the official and historical name of Fourth Street in Santa Ana, and the designation of Plaza Santa Ana as Plaza Calle Cuatro, affirming the name and branding of La Calle Cuatro and Calle Cuatro Marketplace. 7. Support community - organized events and programming in the downtown that promote health, wellness, and culture in the public's interest through establishing criteria and a procedure for funding scholarships to cover fees associated with permits and public safety for "temporary outdoor activities" and "special events" including in public and private parking lots. Establish an application process that specifies criteria for eligibility to apply for City sponsorship of the events, using a variety of funding sources allocated through the City's strategic plan and /or discretionary funds. 8. Implement infrastructure improvements that promote safety, walkability, cycling, family shopping trips, and access to food vendors including but not limited to improvements along Fourth Street from Ross to Grand, a street promenade on Sycamore between Fourth and Fifth Street, and permanent route place- markers and wayfinding measures as recommended in the Downtown Santa Ana Wellness Corridor Strategic Plan and Downtown Transit Zone Complete Streets Plan. Last Modified: 3/4/2015 Page 3 of 5 WS -A -93 ATTACHMENT a. Organize a robust process for developing the City's capital improvements plan by collaborating with the community to adequately define the criteria used to prioritize projects aligned with community needs. 9. Ensure that the arts master plan for the Wellness District gets shaped in a participatory process among the City, the downtown development liaison, the Arts Commission, and the community's local artists, while also involving the various community- serving organizations of the downtown, local businesses, and public schools in the vicinity. This arts master plan ought to be aligned with the infrastructure and beautification needs of the neighborhood - serving downtown businesses. a. The City should develop urban, architectural design forums for certain areas within the community that require buildings and streetscapes to meet culturally relevant aesthetic standards also reflecting the city's heritage and cultural identity. C. Establish anchor community- serving sites in and surrounding the downtown: 10. Pilot a system of community operated microfarms under a cooperative economic development model by providing a long term lease to Santa Ana Building Healthy Communities three sites of at least %acre size from the following lots: 1145. Bristol St., 124 S. Bristol St., 410 S. Bristol St., 414 S. Bristol St., 119 S. Bristol St., 123 S. Bristol St., 402 S. Bristol St., 302 S. Bristol St., 306 S. Bristol St., 310 S. Bristol St., 314 S. Bristol St., 318 S. Bristol St, 430 S. Bristol St., 434 S. Bristol St., 438 S. Bristol St., 442 S. Bristol St., 446 S. Bristol St., 502 S. Bristol St., 508 S. Bristol St., 510 S. Bristol St., 514 S. Bristol St., 518 S. Bristol St., 522 S. Bristol St., 830 N. Parton St., 900 N. Sycamore St., 1058 E. 1st. St., 621 N. Spurgeon St., 713 N. Spurgeon St., 414 N. Santa Ana St., 823 E. 1st. St. 11. Identify property in the downtown, including right of way, parking facilities and the Grand Central Arts building, to be utilized as a Latino mercadito with opportunities for vending for Santa Ana artisans, craft makers, and other neighborhood serving small businesses. 12. Create an office of Immigrant affairs in alignment with "Cities for Citizenship" as a service that supports Santa Ana residents. D. Include all stakeholders and be accountable in implementation of this resolution: 13. As per resolution Establishing the Community Advisory Committee for Economic Development Planning, legislatively create an Economic Development Advisory Committee that includes representatives from stakeholder groups including business councils, local businesses, Latino and Vietnamese -owned businesses, labor, workforce development and education, nonprofits, and residents of Santa Ana. This committee will be tasked with providing recommendations on economic development planning to the Economic Development Plan consultant and to the council for approval, and it will be subject to the Brown Act, thereby requiring the notification and allowing the participation of the public. Last Modified: 3/4/2015 WS -A -94 Page 4 of 5 ATTACHMENT 6 14. Revisit scope of work of the consultants forth Economic Development Strategic Plan and incorporate recommendations from the newly created advisory committee that could support an accessible and inclusive outreach for the strategic plan. 15. Formalize the Healthy Cities Committee as an advisory group with defined representative membership and clear objectives to oversee planning, implementation, and evaluation of this resolution, and other city matters where they intersect with health. Similar to the State's Health in All Policies task force, this committee will support in performing Health Impact Assessments and developing indicators to consider for healthy communities and inclusive collaborative processes. 16. Within three to six months of the adoption of this resolution, the Community Development, Planning and Building, and any other implementing department of the City shall report back to the City Council and to the Finance and Economic Development Committee regarding steps taken to implement the resolution, additional steps planned, and any desired direction by the City Council. Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting the Resolution. ADOPTED this Last Modified: 3/4/2015 WS -A -95 Page 5 of 5 WS -A -96 ATTACHMENT A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA, CALIFORNIA, ESTABLISHING THE COMMUNITY ADVISORY COMMITTEE FOR ECONOMIC DEVELOPMENT PLANNING WHEREAS, the Santa Ana Strategic Plan states that economic development is a goal and a priority forth city, and that the City of Santa Ana will work aggressively to encourage businesses to locate and invest in our community, providing good jobs, reducing unemployment, and bolstering our City's tax base, and WHEREAS, the Santa Ana Strategic Plan considers the completion of a comprehensive economic development strategy to be a key strategy in achieving goals of economic development, and WHEREAS, the City of Santa Ana struggles with high rates of unemployment and low incomes, yet is a vibrant and culturally diverse city with a growing youth population that has significant potential for economic development, and WHEREAS, economic development is critical to the financial well -being and future growth of our city, and responsible economic development must bring opportunity to all of Santa Ana's residents, businesses, and workers. NOW, THEREFORE, BE IT RESOLVED as follows: 1. There is hereby established the City of Santa Ana Community Advisory Committee for Economic Development Planning ( "Committee "). The Committee shall consist of: (15) fifteen voting members. 2. The membership of the Committee must represent a number of critical stakeholder groups; to this end, seats of the committee will be designated to representatives as follows: a. Eight (8) seats to be held by representatives of the business community: i. One (1) seat for a business affiliated with each of the following business communities in Santa Ana: 1. The Santa Ana Business Council 2. The Hispanic Chamber of Commerce 3. The Vietnamese Chamber of Commerce 4. The Santa Ana Chamber of Commerce 5. The Orange County Business Council ii. Three (3) seats for businesses located in diverse geographic regions of Santa Ana, including the South Main corridor and downtown Santa Ana. Seven (7) seats to be held by stakeholders, one representing each of the following groups or affiliations: i. Two (2) seats for representatives of organized labor. if these seats are held by representatives of individual unions rather than councils of labor unions, the unions represented must be from different industries. it. One (1) seat representing workforce development or employment training (e.g. the Workforce Investment Board) iii. One (1) seat representing formal continuing education, either from high school employment - preparation or from community college iv. Two (2) seats to be held by representatives of the Santa Ana community, one adult (over 25 years of age) and one youth (16 to 25 years of age). Both must have been residents of Santa Ana for at least three years. WS -A -97 ATTACHMENT v. One (1) seat to be held by anon profit organization that serves youth and families and /or promotes community health outcomes, with at least 50 percent of its operations based in Santa Ana, 3. Member of the City Council shall each appoint 2 members to the Committee. As Committee seats are reserved for applicants who represent specific stakeholder groups, the City Council members will draw lots for the order in which they will make each kppointmer .When making Commented [all: orshould theydraw lots on which their appointments, each member of the Council will identify which seat (representative of seats they get to appoint? business, labor, etc.) they are appointing. The remaining three seats will be appointed by the City Manager. 4. The public shall be advised that applications for membership on the Committee may be submitted to the City Clerk through (Date, 2015). Such notice shall be published in a newspaper of general circulation and posted at the office of the City Clerk. Committee members serve at the pleasure of the Councilmember appointing him or her. 5. All nominees to the Committee must be Santa Ana residents. Elected officials and anyone related to or employed by (city staff or professional staff) elected officials in Santa Ana are prohibited from serving on the Committee. 6. The Committee shall provide advice to the City Council on (economic development goals here, pull from Strategic Plan] (number these) 7. The Committee's recommendations shall be communicated in writing to the City Council by (Date) or through such other means and on such other dates as shall be set by the City Council. Committee meetings shall be open to the public, recorded, and available for viewing at santa- ana.org. 8. To assist the Committee, the City's staff and City's consultants are authorized and directed to provide logistical support, community outreach assistance, and all necessary information to the Committee regarding the following subjects: a. Business retention and attraction b. Promotion of local business c. Branding and marketing ofthe city d. Infrastructure development and educational needs for economic development e. Regulation affecting businesses and industries in the city f. Small business issues and advocacy g. Opportunities for Santa Ana youth employment and retention of young Santa Ana residents h. The City's wage-housing gad Commented[C2]•Add.b 1 thngs that should b dd d i. Employment creation j. Promotion and maintenance of safe and healthy workplaces 9. To encourage public input and access, the Committee shall meet monthly at a minimum and hold multiple meetings in different areas of the City. 10. The Committee may assign tasks to subcommittees it creates and have those subcommittees report to the full Committee. 11. The Committee shall terminate its existence thirty (30) days after it reports to the City Council and responds to any additional requests for advice directed to the Committee by the City Council. Once the term of the Committee has concluded, it shall cease to function and shall not exist as a recognized Committee unless extended by Council action. WS -A -98 ATTACHMENT 12. The Committee and its members shall be governed by the Ralph M. Brown Act, the Santa Ana Municipal Code (regarding conflicts of Interest) and all otherapplicable federal, state, or local laws or regulations. Upon the appointment of the Committee's members, the City Council shall set an initial meeting of the Committee, in accordance with the Brown Act, at a time and place convenient to the Committee's members for the purpose of organizing itself and establishing a schedule of meetings. These meetings may be held at City facilities provided that the facilities are not otherwise in use. The City will establish a special section of the City's website for full access and transparency on all agendas, minutes, and schedules of the Committee. 13. The Committee shall appoint a chairperson and, if desired, the Committee may adopt procedures for the conduct of its meetings and activities that are necessary and convenient to enable the Committee to carry out its functions. WS -A -99 WS -A -100 ATTACHMENT RESOLUTION A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA DIRECTING THE CITY MANAGER TO ESTABLISH A WELLNESS DISTRICT FOR DOWNTOWN SANTA ANA BASED ON LATINO REVIVAL STRATEGY WHEREAS, in March 2014, the City approved a five -year strategic plan that laid out a vision, mission, principles, and goals committing to integrate health, wellness, and equity in all policies and plans, including the creation of a comprehensive economic development strategic plan, supporting neighborhood vitality and livability, _encouraging new businesses and investment, and promoting a strong arts and culture infrastructure; and, WHEREAS, the Santa Ana has a population of 334,227, of whom 78% are Latino, 11% are Asian, 9% are White, 2% identify as another race or ethnicity. Over 30% of Santa Ana households include children under 18 living at home. A wide variety of languages are spoken, with 83% of households speaking a language other than English at home. Santa Ana is culturally diverse; over 48% of households include individuals born in countries other than the US. As one of the densest, youngest, and most culturally and ethnically diverse cities in the nation, Santa Ana's goals of engaging all sectors of our community in a meaningful way and of creating consensus are all the more important; and, WHEREAS, in November 2013 the Downtown Santa Ana Wellness Corridor was launched; and, WHEREAS the City supports the creation of a distinct cultural destination and a secure place for the community and businesses to continue building a strong, thriving, and culturally relevant economy for Santa Ana; and, WHEREAS, the City is developing a Santa Ana Downtown Transit Zone Complete Streets Plan to create a safer and more walkable, bikeable, vibrant and healthy environment in Santa Ana's downtown; and, WHEREAS, downtown Santa Ana is already a destination, locally and in Orange County, for purchases of food, food services, health and personal care products, sporting and hobby goods, as well as educational services, healthcare, recreation and cultural activities (hereinafter referred to as Wellness Goods and Services); and, WHEREAS, from a commercial property performance perspective, downtown Santa Ana therefore already has a local and regionally competitive function as a district for purchases of Wellness Goods and Services; and, WHEREAS, the greatest and most immediate source of purchasing power to increase downtown Santa Ana's sales of Wellness Goods and Services is the predominately Latino residents of central Santa Ana, that when combined with increased sales to commuters, visitors and new downtown settlers can be an effective strategy to re- invigorate sales in the downtown; and, WHEREAS, the residents of Santa Ana have a high incidence of overweight and obesity, which contribute to higher rates of diabetes and heart disease and higher propensity to be uninsured in Last Modified: 3/4/2015 WS -A -101 Page 1 of 5 ATTACHMENT comparison to other Orange County residents, and which increases the public sector and employer costs for health care provision; and, WHEREAS, the residents of central Santa Ana engage out of necessity in active transportation, such as walking and biking, and they seek safer opportunities for such active forms of commuting or recreation; and, WHEREAS, the residents of central Santa Ana only buy a portion of their Wellness Goods and Services in downtown Santa Ana but have expressed their interest in accessing additional affordable and culturally relevant Wellness Goods and Services in the downtown; and to advance wellness initiatives they have been organizing into groups and committees such as the Wellness Corridor Steering Committee, the Santa Ana Building Healthy Communities (SABHC) Equity for All Workgroup, the Santa Ana Business Council and Comite Familias Corazones Verdes, among others; and, WHEREAS, the development and strengthening of locally -owned and small businesses in the downtown benefits the Santa Ana community not only through the production of revenue and provision of Wellness Goods and Services, but also through the re- investment of profits within Santa Ana both directly and indirectly; and, WHEREAS, cities throughout the United States have been establishing supportive programs for street vendors and food trucks to increase the availability of affordable, high - quality prepared food in their downtown areas; and, WHEREAS, the City is already in an exclusive negotiating agreement with St. Joseph's Health and Taller San Jose to establish a Wellness Center in the downtown; and, WHEREAS, other North American cities have successfully applied a "Wellness District" strategy for the renewal of their downtown areas based on partnerships with hospitals, employers, downtown retailers, property owners developers and resident associations, thereby improving the quality of life and amenities for residents, increasing local retail and services sales, and reducing health care costs for employers. THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS: Section 1. The City resolves to hereby establish a downtown Wellness District strategy. This strategy will be based upon the further development of a differentiated, distinctly Latino downtown as a retail and activities destination that in particular serves and retains the customer loyalties of central Santa Ana residents and other underserved resident communities and households while remaining inclusive of commuting, visiting and newly settling populations. Through the Wellness District strategy, the City will foster downtown retail, services and activities that are healthy, vibrant, and of an authentic Latino character, thereby also attracting and retaining a broader base of destination visitors and customers to Santa Ana's historic and unique downtown and surrounding neighborhoods. Last Modified: 3/4/2015 WS -A -102 Page 2 of 5 ATTACHMENT The City further resolves to work in collaboration with Santa Ana residents and community based organizations and businesses that historically have served them to: A. Implement wellness policies in planning and economic development: 1. Ensure an equitable, inclusive economic development plan, as called for in the City's five - year strategic plan, that acknowledges and prioritizes the wellness needs and vision of underserved resident communities; that focuses on supporting Santa Ana residents, local small businesses, workers, youth and families; that creates opportunities for anyone to support themselves and their families in Santa Ana; and that allows for a health lens on economic development, in line with Health In All Policies. 2. The City will work with the Orange County Health Care agency, local health systems, non profit organizations, and neighborhoods to produce a baseline assessment of health and wellness and establish indicators which will be used to measure performance and success in health and economic development outcomes. 3. Implement strategies that ensure development aligned with Wellness District principles and approaches, including but not limited to the following: active programming of healthy recreational and cultural activities, creating incentives and eliminating disincentives for local businesses offering wellness goods and services, and creating incentives for businesses committing to long term provision of good jobs, affordable housing, and economic stability for Santa Ana residents. 4. Proactively develop and implement strategies for Santa Ana residents to remain and thrive in Santa Ana while minimizing negative impacts of development, including increases in the cost of living and other indirect catalysts of displacement. 5. Engage the street vendor community to ensure that the City's plans and policies do not impede and are inclusive of their contribution to servicing low- income residents and their families as well as downtown employees and visitors, while maintaining consideration of brick - and -mortar businesses. B. Increase activity in the downtown through culturally relevant programming, increased public use of public spaces, and infrastructure improvements to allow for such uses: 6. Support the resolution Establishing "La Calle Cuatro" as the official and historical name of Fourth Street in Santa Ana, and the designation of Plaza Santa Ana as Plaza Calle Cuatro, affirming the name and branding of La Calle Cuatro and Calle Cuatro Marketplace. 7. Support community- organized events and programming in the downtown that promote health, wellness, and culture in the public's interest through establishing criteria and a procedure for funding scholarships to cover fees associated with permits and public safety for "temporary outdoor activities" and "special events" including in public and private parking lots. Establish an application process that specifies criteria for eligibility to apply for City sponsorship of the events, using a variety of funding sources allocated through the City's strategic plan and /or discretionary funds. 8. Implement infrastructure improvements that promote safety, walkability, cycling, family shopping trips, and access to food vendors including but not limited to improvements along Fourth Street from Ross to Grand, a street promenade on Sycamore between Fourth and Last Modified: 3/4/2015 WS -A -103 Page 3 of 5 ATTACHMENT Fifth Street, and permanent route place - markers and wayfinding measures as recommended in the Downtown Santa Ana Wellness Corridor Strategic Plan and Downtown Transit Zone Complete Streets Plan. a. Organize a robust process for developing the City's capital improvements plan by collaborating with the community to adequately define the criteria used to prioritize projects aligned with community needs. 9. Ensure that the arts master plan for the Wellness District gets shaped in a participatory process among the City, the downtown development liaison, the Arts Commission, and the community's local artists, while also involving the various community - serving organizations of the downtown, local businesses, and public schools in the vicinity. This arts master plan ought to be aligned with the infrastructure and beautification needs of the neighborhood - serving downtown businesses. a. The City should develop urban, architectural design forums for certain areas within the community that require buildings and streetscapes to meet culturally relevant aesthetic standards also reflecting the city's heritage and cultural identity. C. Establish anchor community- serving sites in and surrounding the downtown: 10. Pilot a system of community operated microfarms under a cooperative economic development model by providing a long term lease to Santa Ana Building Healthy Communities three sites of at least '' /� acre size from the following lots: 114 S. Bristol St., 124 S. Bristol St., 410 S. Bristol St., 414 S. Bristol St., 119 S. Bristol St., 123 S. Bristol St., 402 S. Bristol St., 302 S. Bristol St., 306 S. Bristol St., 310 S. Bristol St., 314 S. Bristol St., 318 S. Bristol St, 430 S. Bristol St., 434 S. Bristol St., 438 S. Bristol St., 442 S. Bristol St., 446 S. Bristol St., 502 S. Bristol St., 508 S. Bristol St., 510 S. Bristol St., 514 S. Bristol St., 518 S. Bristol St., 522 S. Bristol St., 830 N. Parton St., 900 N. Sycamore St., 1058 E. 1st. St.; 621 N. Spurgeon St., 713 N. Spurgeon St., 414 N. Santa Ana St., 823 E. 1st. St. 11. Identify property in the downtown, including right of way, parking facilities and the Grand Central Arts building, to be utilized as a Latino mercadito with opportunities for vending for Santa Ana artisans, craft makers, and other neighborhood serving small businesses. 12. Create an office of immigrant affairs in alignment with "Cities for Citizenship" as a service that supports Santa Ana residents. D. Include all stakeholders and be accountable in implementation of this resolution: 13. As per resolution Establishing the Community Advisory Committee for Economic Development Planning, legislatively create an Economic Development Advisory Committee that includes representatives from stakeholder groups including business councils, local businesses, Latino and Vietnamese -owned businesses, labor, workforce development and education, nonprofits, and residents of Santa Ana. This committee will be tasked with providing recommendations on economic development planning to the Economic Last Modified: 3/4/2015 WS -A -104 Page 4 of 5 ATTACHMENT Development Plan consultant and to the council for approval, and it will be subject to the Brown Act, thereby requiring the notification and allowing the participation of the public. 14. Revisit scope of work of the consultants for the Economic Development Strategic Plan and incorporate recommendations from the newly created advisory committee that could support an accessible and inclusive outreach for the strategic plan. 15. Formalize the Healthy Cities Committee as an advisory group with defined representative membership and clear objectives to oversee planning, implementation, and evaluation of this resolution, and other city matters where they intersect with health. Similar to the State's Health in All Policies task force, this committee will support in performing Health Impact Assessments and developing indicators to consider for healthy communities and inclusive collaborative processes. 16. Within three to six months of the adoption of this resolution, the Community Development, Planning and Building, and any other implementing department of the City shall report back to the City Council and to the Finance and Economic Development Committee regarding steps taken to implement the resolution, additional steps planned, and any desired direction by the City Council. Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the Clerk of the Council shall attest to and certify the vote adopting the Resolution. ADOPTED this Last Modified: 3/4/2015 WS -A -105 Page 5 of 5 WS -A -106 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 published for 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 tojob 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. WS -A -107 ATTACHMENT WS -A -108 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 wouldhove 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 to servicing Ordinance provides specific criteria for certain types of low- income residents and theirfamilies 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 developmentof its plans. There will be over Fifth Street, and permanent route place- markers eight opportunities for the public to provide inputon 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. WS -A -108 ATTACHMENT WS -A -109 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 sole through an auction or listing three sites of at least % acre size from the with an 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" for less 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. WS -A -109 r_IIrr_ Q;KTAA»aM� WS -A -110 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 a 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 WS -A -110 ATTACHMENT WS -A -111 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 Part of the Council Agenda 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. WS -A -111 WS -A -112 Correspondence Received 145 form letter in support of the Santa Ana Wellness District Resolution WS -A -113 City of Santa Ana 20 Civic Center Plaza, 7015 KAri 16 AN 9- )4 Santa Ana, CA 92701 ci*rY OF SANTA ��i?;h C� ERK OF COLIi =C;i' RE: Santa. Ana Wellness District Resolution Dear Mayor Pulido, I am writing to thank you for your support and belief in the Health and Wellness of all Santa Ana Residents. We are encouraged by your willingness to vote yes on the upcoming Wellness District Resolution which endorses the Santa Ana Building Healthy Community and Equity for All Coalition's platform which I believe will put Santa Ana on the right track for Equitable Economic Development and responsible growth which is an important priority in establishing a Healthy city. We look forward to your continued support in ensuring that all our residents maintain the right to remain, reclaim their health and wellness, and thrive within the city of Santa Ana, Sincerely, WS -A -114 Mitre - Ramirez, Norma From: Huizar, Maria Sent: Wednesday, March 18, 2015 3:40 PM To: Mitre - Ramirez, Norma Cc: Trujillo, Rose Ann; Orozco, Norma Subject: FW: Wellness District Categories: Correspondence Please add to correspondence. Thank you! From: Ortiz- Franco, Luis [mailto:ortiz @chapman.edu] Sent: Wednesday, March 18, 2015 2:40 PM To: Huizar, Maria Cc: anasiri_sonri7 @sbcglobal.net Subject: Wellness District Hello Councilmembers of City of Santa Ana: I hope all of you are doing well. The purpose of this note is to urge you to support the Wellness District project in Santa Ana. The Wellness District improve the quality of life, and the general socio- economic wellbeing of all Santa Ana residents. So, please do the right thing for ALL in Santa Ana and support the Wellness District. Respectfully yours, Professor Luis Ortiz - Franco, Ph.D. WS -A -115 WS -A -116