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HomeMy WebLinkAbout06.A- Community Development I Staff Report City of San Bernardino Request for Council Action Fn i Date: February 6, 2017 To: Honorable Mayor and City Council Members c From: Mark Scott, City Manager a By: Andrea Miller, Assistant City Manager Mark Persico, AICP, Community Development Director o Subject: Theater Square Strategic Plan Cr L Recommendation Adopt a Resolution of the Mayor and City Council of the City of San Bernardino, California, approving the Theater Square Strategic Plan for the Regal Theater site located at the northwest corner of 4th and E Streets. co Background On November 2, 2015, the City entered into an Exclusive Negotiating Agreement (ENA) �- with a joint venture developer — AECOM/Fransen (Developer) — for redevelopment of the Carousel Mall (43 acres) and Theater Square (5.5 acres). The ENA allowed the City to work with AECOM/Fransen on an exclusive basis to develop a comprehensive n Master Plan for the sites. Based upon the Developer's ability to meet milestones, on August 15, 2016, the City Council extended the ENA period through May 2, 2017. CrL On August 15, 2016, the City Council also approved the Theater Square Development Services Agreement (DSA) for the first phase of the overall project. The DSA contained a list of requirements the Developer needs to meet and the compensation to be ~ received based upon the sale of Theater Square. At this point, neither AECOM nor Fransen are receiving any compensation; the fee is tied to the land sale. E U l4 w Analysis a ' Over the past fourteen months, the Developer and City staff have been meeting regularly to work through the myriad issues involved with redeveloping the 48 acres. Progress has been steady and slow, and approval of the Strategic Plan is a significant project milestone. There are two components to the Strategic Plan: the Plan and the Design Guidelines. The Plan The Strategic Plan (Attachment 2) contains five key objectives: Packet Pg. 108 1. Leverage the national brand and the more than 4-year track record of success of the Regal 14 & RPX, by attracting restaurants and other selected uses that will serve the trade area and the downtown and affirm the viability of the location with strong sales and real estate metrics. It is critical to select users that will thrive downtown at Theater Square. High performance results by initial users will create a powerful validation for the next businesses considering locations at Theater Square and at adjoining Carousel Mail site locations. Accordingly, it is critical to create early successes and to avoid putting higher risk operators in a position that might not produce sales that correspond to the Regal Cinema success at Theater Square. 2. Monetize (convert property into cash) three of the four Theater Square Components, a) Regal 14 & RPX; b) 10,000 sf of in-line retail shell space; and c) 15,000 sf of pad space to yield funds that can be utilized to demolish and clear the Carousel Mail site in preparation for new development. The fourth component, the California Theatre, is being addressed in a separate public sector initiative that is focused on its programming, its management, and its funding. The California Theatre should be carefully considered in all Theater Square actions as a critical ongoing additional Cr U) success downtown and factored into the plans and implementation of all new development at Theater Square. 3. Create a focal point for the downtown—a meeting place, a place for events, a CO landmark, a downtown San Bernardino success story, an important example and 'IT 00 validation that downtown San Bernardino offers safe opportunities for business and the community. .2 4. Create a high profile "clean and safe" example in the heart of downtown San Bernardino that speaks reassuringly to residents in the wider regional trade area, to businesses in the greater region, and visitors to downtown San Bernardino that Theater Square is a family- friendly venue both day and night. 5. Maintain high quality standards and seek leading companies to participate in the U) project, while also balancing this objective with the urgent reality of the need to create "on-the-ground" progress at the site in the very near term. Translation: vigorously pursue "best-of-kind" users and accept "best achievable" in the initial stage to establish operating businesses at the site at the earliest opportunity, but 0) reject "best achievable" if there is a measurable likelihood of failure. E lC The Plan addresses all of the areas necessary to assure the future success of the < entertainment/retail complex, including: preferred uses, parking, ingress and egress, property management and a possible business improvement district (BID). Most importantly, however, the Strategic Plan addresses the sale and disposition of the current Regal Cinema and the 5.5 acre site. Redevelopment agencies were officially dissolved on February 1, 2012. With the end of redevelopment in California came the requirement for agencies to dispose of the property assets the agency controlled. The Redevelopment Agency of the City of San I Packet Pg. 109 6.A.a Bernardino owned Theater Square and the Carousel Mall sites, which are key properties in the downtown core. The San Bernardino Regal Cinema is one of the top producing theaters in the Regal company nationally. The 14 screens bring approximately 800,000 patrons to downtown annually, and that number has been consistent and growing over the four years of operation. This makes the site a valuable asset that, upon sale, can be used to generate funding for demolition of the Carousel Mall. Under redevelopment dissolution law, there are several critical steps that need to be completed prior to sale, including: a compensation agreement with the other taxing entities, approval by the Oversight Board and review by the California Department of Finance. �o Approval of the Strategic Plan entities the site for up to an additional 25,000 square feet °; of restaurant and retail space subject to approval of the Development and Environmental Review Committee (DERC). The Strategic Plan also requires construction of an approximate 0.2 acre public open space at 4t" Street to provide in strong view corridors for the property. The Strategic Plan significantly advances the ca revitalization efforts of the downtown core. L The Desmon Guidelines The Design Guidelines contain a preferred site plan, architectural plans, signage plans, F and design standards for storefronts. The Guidelines are intended to achieve seven 00 objectives: 00 1. Create capability between new projects and existing architectural context through building articulation, scale and proportion, roof forms, detailing and/or use of certain n U materials. r 2. Explore how contemporary design can contribute to the development of attractive in new forms and styles. Cr 3. Include physical connections to pedestrian networks and adjacent shops, cafes, alleys, open spaces etc. a s 4. Realize use of sustainable technologies that are seamless with overall building design. E U 5. Use appropriate landscape and hardscape in open spaces, front yards, courtyards, a and rooftop terraces to establish indoor-outdoor relationships. 6. Review the height, bulk and scale of neighboring buildings as well as the scale of development anticipated by zoning for the area to determine an appropriate compliment and/or transition. 7. Seek opportunities to foster human interaction by having access for all and through an increase in size, widen walks/entries, connections, landscape, art and other ® amenities. Packet Pg. 110 The Design Guidelines are illustrative and will be used by the DERC to determine if the site plan and architectural plans for the specific project fulfills the City's intent to create a new downtown experience. Guidelines are not standards and there could be a variation between the representative site plans and architectural plans in the Design Guidelines and projects approved by the DERC. The ultimate goal is to create a vibrant, walkable urban experience complimented by iconic architecture. Fiscal Impacts The fiscal impacts of the Strategic Plan are hard to quantify but there will be an increase in sales tax generated by the new restaurant and retail uses and an increase in property tax once the theater site is sold to a private party. Revenue from the sale of Theater Square will be used for demolition of the Carousel Mail. Staff estimates that the property sale will generate $10 million in net proceeds, and that all of the proceeds will all be necessary for the demolition. However, the sales price is an estimate and staff is working to confirm the Developer's cost estimate for demolition. At this time, there is a strong possibility that additional funds over and above those generated by the land sale will be necessary to complete the Mail demolition and site grading. A separate City Council action is required for approval of the land sale. Staff will prepare a detailed cost estimate as part of the land sale discussion item. 00 00 Conclusion Approval of the Theater Square Strategic Plan is an exciting step in the evolution of the Carousel Mail project. Upon adoption, a potential buyer has certainty regarding future .2 development of the site. As part of the DSA, and concurrent with preparing the Strategic Plan, AECOM/Fransen have been meeting with potential buyers for Theater Square. The response in the market has been cautiously opportunistic. If the project keeps on its in current track, the development team believes new construction should commence on the Theater Square site within the next 24 — 36 months. Cn Attachments Attachment 1 Resolution Attachment 2 Theater Square Strategic Plan (D E Ward: 1 Synopsis of Previous Council Actions: < Packet Pg. 111 6.A.b 1 RESOLUTION NO. 2 RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN 3 BERNARDINO, CALIFORNIA, APPROVING THE THEATER SQUARE STRATEGIC PLAN LOCATED AT THE NORTHWEST CORNER OF E STREET 4 AND FOURTH STREET a 2 5 6 WHEREAS, on November 20, 2014, the City released a Solicitation Letter inviting d Cn 7 regional and national developers to submit reuse concepts for the Carousel Mall; and = Cr Cn 8 WHEREAS, the City received seven responses from developers interested in w Ca 9 °' exploring reuse ideas for the Carousel Mall. A panel of City staff and outside experts 10 1* interviewed all seven teams and invited three teams for a second round of interviews before00 11 12 selecting AECOM Technical Services, Inc. and the Fransen Company, Inc.(AECOM/Fransen) o 13 as the preferred development partner; and N d 14 WHEREAS, on November 2, 2015, the Mayor and City Council adopted Resolution 15 E No. 2015-244 approving an Exclusive Negotiating Agreement (ENA) with AECOM/Fransen 16 r with the intent to redevelop the Carousel Mall and Theater Square sites; and a 17 18 WHEREAS, on August 15, 2016, the Mayor and City Council adopted Resolution a. 0 19 No. 2016-174 approving the first amendment to the ENA extending the negotiating term until N 20 May 2, 2017, and approving a Development Services Agreement (DSA) for Theater Square; 21 Cr C and 22 w WHEREAS, the DSA outlined a detailed series of obligations and conditions that 23 24 AECOM/Fransen are required to meet. Furthermore, one of the requirements is preparation of 25 a Strategic Plan for development, financing and phasing of Theater Square. a 26 27 NOW THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO AS FOLLOWS: 28 1 Packet Pg:'112 6.A.b 1 SECTION 1. The Mayor and City Council hereby approve the Theater Square 2 Strategic Plan and Design Guidelines for the development of up to 25,000 square feet of 3 restaurant and retail space on approximately 5.5 acres of land located at the northwest corner E 4 of E Street and Fourth Street, subject to further review of the Development and Environmental o. 5 Review Committee. L 6 co 7 SECTION 2. Approval of the Theater Square Strategic Plan is covered by the a 8 Program Environmental Impact Report (EIR) for the San Bernardino Merged Area A (State N a� Y 9 Clearinghouse No. 2009111089) certified December 20, 2010. _ 10 SECTION 3. If any section, subsection, subdivision, sentence, or clause or phrase in IT 11 `t' this Resolution or any part thereof is for any reason held to be unconstitutional, invalid or E 12 ineffective by any court of competentjurisdiction, such decision shall not affect the validity or o 13 effectiveness of the remaining portions of this Resolution or any part thereof. The Mayor and 14 r W 15 City Council hereby declares that it would have adopted each section irrespective of the fact .c 16 that any one or more subsections, subdivisions, sentences, clauses, or phrases be declared a 17 unconstitutional, invalid, or ineffective. a 18 0 HI 19 L 20 HI L 21 HI Cr CnL 22 t 23 /// Y 24 E 25 w /// a 26 27 HI 28 2 Packet Pg. 113 6.A.b 1 RESOLUTION OF THE MAYOR AND CITY COUNCIL OF THE CITY OF SAN BERNARDINO, CALIFORNIA, APPROVING THE THEATER SQUARE 2 STRATEGIC PLAN LOCATED AT THE NORTHWEST CORNER OF E STREET AND FOURTH STREET 3 4 a I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the Mayor v 5 Y 6 and City Council of the City of San Bernardino at a Cn as 7 meeting thereof, held on the day of , 2017, by the following vote, Cn 8 to wit: w 9 Council Members: AYES NAYS ABSTAIN ABSENT 10 I* 00 11 MARQUEZ 12 BARRIOS 2 0 13 VALDIVIA d 14 SHORETT 15 E NICKEL 16 a 17 RICHARD 18 MULVIHILL °- 19 L co 20 Georgeann Hanna, CMC, City Clerk i R 21 Cr The foregoing Resolution is hereby approved this day of , 2017. N 22 M 23 r _ 24 R. Carey Davis, Mayor 25 City of San Bernardino �a 26 Approved as to form: Q Gary D. Saenz, City Attorney 27 28 By: 3 Packet Pg. 114 s.A:c AECOM / FRANSEN CO. THEATER SQUARE STRATEGIC PLAN THEATER SQUARE DEVELOPMENT SERVICES AGREEMENT INTRODUCTION a This Strategic Plan was prepared by AECOM/Fransen with significant input from City staff as one of the requirements of the Development Services Agreement approved by the City Council d on August 15, 2016. The Strategic Plan outlines the goals for the build-out of Theater Square and ultimately the redevelopment of the Carousel Mall site. Approval of the Strategic Plan N allows up to 25,000 square feet of new restaurant/retail space to be constructed on the property adjoining the Regal Cinema. Cr U) L Theater Square, located at 4th and E Streets, marks step one in the revitalization and development of 48 strategic acres in downtown San Bernardino. In addition to being a significant element in downtown revitalization, the five-acre site was added by the City to the Carousel Mall project scope in order to provide a funding source to urgently catalyze the mall 00 site development. co The Regal 14 & RPX at Theater Square opened in the summer of 2012. Since its opening, the cinema complex has been a star performer in the Regal Cinemas portfolio of more than 500 d cinema complexes nationwide. This Theater ranks in the top quartile of all US Regal complexes s in box office receipts. The cinema is currently serving more than 700,000 patrons annually. It .�@. produced more than $8.25 million in gross revenues for the 12 months ended June 30th 2016, Q 3.5% above the $7.96 million for the 12 months ended June 30th 2015. 7a .r- U_executives praise the Theater Square complex and serve as important third-party z spokespersons for downtown San Bernardino during a period of time when the City and its downtown have faced difficult issues related to its bankruptcy, crime statistics, and its overall a image. The importance of Regal Cinemas' success and its vital role in San Bernardino's efforts to re-create a vibrant and compelling downtown cannot be over stated. Regal, a major U.S. w publicly traded company, invested in downtown San Bernardino. This investment has paid off and continues to pay off as it successfully draws customers into downtown from a regional trade F area that extends 9+- miles. N LU The adjoining California Theatre, 1,700-seat, historic, live performance venue is a compelling a complement to the Regal cinema complex. The California Theatre has historically drawn N 120,000 customers or more per year to its performances. Regal and the California Theater W together anchor and physically frame Theater Square, and create the opportunity to attract a restaurants and other appropriate uses to this one block, urban, destination in the heart of the w City. F Y E V i.. Y Q Final—February 6, 2017 1 Packet;Pg. 115 s.a. AECOM / FRANSEN CO. Foundation Premise The Regal 14 & RPX and The California Theater must be supported and nurtured, and the success maintained and built upon. Theater Square Objectives: c 1) Leverage the national brand and the more than 4-year track record of success of the Regal a 4 14 & RPX, by attracting restaurants and other selected uses that will serve the trade area 2 and the downtown and affirm the viability of the location with strong sales and real estate d metrics. It is critical to select users that will thrive downtown at Theater Square. High performance results by initial users will create a powerful validation for the next businesses N considering locations at Theater Square and at adjoining Carousel Mall site locations. Accordingly, it is critical to create early successes and to avoid putting higher risk operators a in a position that might not produce sales that correspond to the Regal Cinema success at U) Theater Square. 2 (D 2) Monetize (convert property into cash)three of the four Theater Square Components: a) Regal 14 & RPX; b) 10,000 sf of in-line retail shell space; and c) 15,000 sf of pad space to co yield funds that can be utilized to demolish and clear the Carousel Mall site in preparation co for new development. The fourth component, the California Theatre, is being addressed in a separate public sector initiative that is focused on its programming, its management, and its funding. The California Theatre should be carefully considered in all Theater Square actions d as a critical ongoing additional success downtown and factored into the plans and E implementation of all new development at Theater Square. w a 3) Create a focal point for the downtown—a meeting place, a place for events, a landmark, a downtown San Bernardino success story, an important example and validation that downtown San Bernardino offers safe opportunities for business and the community. Z a J 4) Create a high profile "clean and safe" example in the heart of downtown San Bernardino that 0- speaks speaks reassuringly to residents in the wider regional trade area, to businesses in the U greater region, and visitors to downtown San Bernardino that Theater Square is a family- w friendly venue both day and night. h 5) Maintain high quality standards and seek leading companies to participate in the project, N while also balancing this objective with the urgent reality of the need to create "on-the- W ground" progress at the site in the very near term. Translation: vigorously pursue "best-of- kind" users and accept "best achievable" in the initial stage to establish operating N businesses at the site at the earliest opportunity, but reject"best achievable" if there is a w measurable likelihood of failure. a w x H c m E s r Q Final–February 6, 2017 2 Packet Pg.116 6.A.c AECOM / FRANSEN CO. r W W Z y W a�m �E E v w > �'`■',r. �v`o'�xa�ivx `o ar v0 o wa= vmvo �z wQn LU o: o 0 (DO a w> '00oa c > N p wU wwa Z(� . m £ or Z zO zt) w ¢x m N :p c u i o in Lij v a',In Q in c PF F-j 0 a u o �° o� °° � is c � �' amara v Em X XLU w Xx w w� ❑ 'm > v J.Ea"i °r� a'a c v o v m° m o a o a w wx ww z Za 4z c00 O 'j O O ii N N a m O'O U7 i CLsm varn_mwm as p, x u Y aE > v LfJ V x x c a- o m e v u vi a._ CL 01 N T3+� rn m N 'O C O Q Q,ts1 W CL x [LO� FS ?„ �� a C 'CCN W � N � p R ate; o vvas °' a a } °' a ° " mvo > , �L-. m ° mvx Dov ac o aQ m01vm�o` �� Ui fn O v C m C N Y m a1 m y 'O m C(n '' L QU = O m w m o-c K O W� � N x v v O m m�= za N o w u av =)'a r ax ms w 2v° o F-- 3 > "' V © © © © © © © J y� F- L _ U) C N V l (� (D t�- (U) Paa3S 3 co Uj LIJ co It '^ N CD a Q (U m v m tY+ U).0 I� I 'x E z a mt '4 ( 6'°V LU U Q y a I C a IL Oct z_ •. I v <C ,• LIIII i z .,t i > r r> I I � � :x o v — c c j= °' = -'I I Q. I i Q 3? �o � � a '�,y0 O m V Ti�m a' � N20 _ N LLI 7: d Olay LU I w • I C7 _ �� uu anuawi - w (QAmu= m � L � r W O U c @ Z d Q. s .. ........... a.OL I c mil a E z W S 06 = w o z w u) W IIIIIIIIIIIIIII111 LL U Q CL 0 fn ii 3 3S 4U N — 13— I f �V LLJT- S— Final—February 6, 2017 3 Packet.p9. 11 6.A.c AECOM / FRANSEN CO. ® I. Proposed types of users by category. Theater Square's development area totals 25,000 sf. It is comprised of approximately 9,000 sf of existing inline shell space fronting the Regal Cinema complex ("Inline Space": see Figure#1) and approximately 16,000 of freestanding pad spaces available in two areas flanking the north/south street entering Theater Square from 4th Street ("Theater a Square Pads").The more than a combined total of 800,000 annual attendees of the 2 California Theatre and to the Regal 14 &RPX as well as nearby residents and other a visitors to downtown, plus a daytime workforce population of 42,424 (See Page 23 t° r Demographic and Employment Overview Downtown San Bernardino Site--ScanUS 6- N 12-16)within a very short walk or drive, are significantly underserved by restaurants. Ultimately, some full-service white-table cloth restaurants belong downtown, and one or a more could be accommodated at Theater Square. N as However, in the near term, fast casual food operators, which are also under represented downtown are the most likely early entrants that will be willing to invest downtown. While the Regal Cinemas have proven successful, there is no recent precedent for v restaurants at Theater Square, so potential restaurant operators will likely be performing v enhanced due diligence before selecting this location. The first step will be to attract small, quick service food operators that are able to achieve impressive sales results that N match their peers in the market and hopefully regionally and beyond. Theater Square and downtown are in critical need of additional supportive restaurant sales "comps"to E aid in attracting additional restaurant operator/investors. Such restaurant operators are c0a typically followers—they look for other successful operators in the vicinity—so, initially a we require a couple of pioneers in this category that are willing to bet on an unproven site. Therefore the process at this site is significantly more deliberate, and requires a c much more personalized and tailored marketing effort, in addition to a significant amount U. of persistence, in order to succeed. An example of a tailored marketing effort is shown J in Appendix#?and was conducted for The Habit Burger Grill. a U Panera Bread's representative told us that they were looking for a drive-thru location in w San Bernardino. Their site criteria (see Appendix#1)would seem to rule out our Q downtown site based upon income and education requirements, plus the drive-thru requirement. We identified a drive-thru option on the surface parking lot adjoining cn Regal's west wall, and a closer look at the demographics, allows us to make a case for w Panera. j CY They are looking for a median household income within both 1 and two miles of$50,000 per year. Our 1 and 2 mile median incomes are significantly below that requirement. w However, we countered with 5-minute and 10-minute drive times (see Drive-Time Areas a and Radius Rings Table)and on that basis, we are able to provide pure numbers of = households above $50,000 per year incomes to exceed Panera's median requirement. �- In addition, we are able to make the case that we are a regional draw that extends 12+- miles, due to Regal's strong performance. Our median household income in the 12-mile E area is $50,163. Our daytime population is more than twice the Panera threshold, and this serves as a good offset for our resident population income deficit. Our population r density is significantly greater than the Panera requirement within the 1 and 2-mile area. a Please note that neither Habit Burger Grill nor Panera Bread have committed yet to leasing space at Theater Square. Final–February 6, 2017 4 Packet Pg. 118 6.A.c AECOM / FRANSEN CO. The Regal lease imposes certain use restrictions (e.g. no popcorn) and requirements such as a minimum of 20 seats per restaurant operator. Potential Inline Space Users (partial list and not limited to these examples) Inline Space (10,000 sf ultimately including 3-8 operators) c co • Coffee • BBQ a. • Sandwiches • Ice Cream 2 • Burgers • Frozen Yogurt or Custard d • Wings • Smoothies and Juice y • Chinese • Salad Bar N d • Pizza • Candy o • Latin Bakery • Potential Cultural Facility (such as a • Mexican, Tacos, Fish Tacos a Museum) • Japanese • ATM and/ or Mini Branch of a Bank d Note: Certain food operators are requiring drive-thru features today. Theater Square is not a shopping center and its urban format and characteristics ultimately make it more v co interesting and compelling to customers and restaurant operators than a prosaic shopping center. However, in order to level the playing field reference restaurant requirements, AECOM/Fransen has identified a way to add a drive-thru feature without compromising the urban square nature of this site (see Figure#1). Theater Square Pads w Quick service food operators and full-service restaurants opening onto a beautiful urban a green are the targets. U_ The 16,000 sf of pads are divisible according to the individual restaurant operators. Z a Targeted Users Mix (16,000 sf of leasable building area, 5-10 potential operators) °- U_ Ground Floor Uses w • Mexican • Hamburgers Of • Italian • Micro Brewery N • Seafood • Some combination of the users w • Sports Bar listed above for the inline space. a • Sandwich & Bakery D tY Second Level Users w • Cultural facilities a • Creative Office Space = • Dance, Yoga, or Exercise ~- Studios • Flex Space s Initially, downtown San Bernardino and Theater Square will benefit from a series of r validations from national companies. However, AECOM/Fransen recognizes the C importance of locally owned businesses (including franchises), and intends to encourage local and regional restaurant operators be considered for a portion of the Theater Square space. In an effort to further connect the new project to the local business Final—February 6, 2017 5 Packet Pg. 119 AECOM / FRANSEN CO. community, it will be possible for individual restaurants to purchase their real estate at Theater Square, subject to a series of critical factors. AECOM/Fransen will recommend that deed restrictions (uses and parking/building configurations) be applied to the Theater Square parcels in order to prevent the project, in the future, from becoming a typical shopping center location with uses (e.g. mobile phone companies)that pay high rents but do not bring the character that is planned and 0- programmed programmed into the DNA of Theater Square. Note, the deed restrictions will need to be 2 carefully crafted so that AT&T or Sprint stores do not end up there, but that an Apple d Store would be permitted. There will be appropriate locations available for a broad range of retail stores on the new Carousel Mall site, including mobile phone stores. N d L II. Parking a cn L Theater Square has four sources of free customer parking (See Figure#5) CD i. 220+-surface on-site parking spaces (south, west and north of Regal) ii. On-street parking along 4th Street v iii. 1,134+- spaces in the existing Carousel Mall parking garage v iv. 635+- spaces in the Caltrans building garage (nights, weekends and holidays) cm subject to addition of signage, and payment for security and maintenance during hours of usage. It is anticipated that the restaurant patrons at Theater Square will utilize mainly the r surface parking lots (onsite and 4th Street) and the Regal and the California Theatre a Square customers will utilize the parking garages. Limited duration parking will be explored on certain Theater Square surface spaces to ensure that restaurants have convenient parking available for customers. z a J AECOM/Fransen Co. recommends that the Theater Square common area and surface 0- parking parking area not be sold, but retained and managed by the public sector. c� W a in W Q D d W Q W h C CD E t V c0 r.+ Q Final—February 6, 2017 6 Packet Pg. 120 6.A.c AECOM / FRANSEN CO. Figure#5 NOTE ENLARGE ON SEPARATE PAGE PER MP On-site Regal Caltrans Parking E ,. Seniors Housing 220 spc4 Structured Parking -g 635 spc. R M c ff 4t' Street(on-street Parking) W V Mall w d _ Structured Parking 1,13d spc. Court Street R Cn Carousel Mall a � City s Hall co co Fairview FORD City N Dealership Parking 580 spc. E 2nd Street e AWN c ii Z Al informMm cow harm is coormeotmi Q J III. Ingress and Egress a. U All vehicular ingress and egress to the site will be maintained. A new point of access will w be permitted from 5th Street to facilitate more efficient"drive-thru" circulation by Q relocating the easternmost parking lot entry. All ingress and egress shall be adequately signed to meet City standards. N LU W IV. Proposed Management a AECOM/Fransen will comprehensively manage the process of planning, and monetizing W Theater Square. This will include: 1) planning the property; 2) sourcing (directly or �— through brokers/finders) users/developers to acquire or lease the property; 3) assisting w the City team in negotiating transactions for lease or sale of Theater Square properties; 4) assisting negotiations with Regal Cinema in seeking to improve specific terms of the cinema lease to maximize potential sale proceeds. AECOM/Fransen will play a lead role interfacing with real estate brokers representing users/developers, and in determining the potential use and lead the selection of third-party brokers that may be retained to y market components of the Theater Square property, as well as managing the activities of a such third-party brokers. On an ongoing management basis, AECOM/Fransen proposes the creation of a management district under the auspices of a Business Improvement District(BID)for Final—February 6, 2017 7 Packet Pg. 121 6.A.c AECOM / FRANSEN CO. Theater Square that also ultimately includes the Carousel Mall site and adjacent streets and the public parking located within a designated parking district that serves the area. The BID's responsibility will be focused mainly on ensuring that the area will be "clean and "safe." California cities from Sacramento to Santa Monica have successfully initiated such management districts and maintained them over a period of decades. Funding will be generated from businesses and property owners located within the district area. It is anticipated that the City will also be a contributor to the B.I. D. and will 0- have have a designated representative on the B.I.D. board. Initially, the City may be required 2 to subsidize a portion of the B.I.D. budget, at least until a sufficient number of a businesses/properties are included. V. Methodology to Market and Sell Regal Cinema 14 & RPX a Speed, quality, control, efficiency, and pricing are the key considerations when it comes N to selling the Regal Cinema 14 & RPX. Taking these into account, AECOM/Fransen will manage the process as outlined below. (D Speed of the cinema monetization and the sequence of the inline restaurant v occupancies is critical. The Full Rent threshold in the Regal lease requires two v restaurant users comprising a minimum of 2,500 sf to be located in the inline former cinema space. Until the two restaurants are open and operating, the cinema pays a reduced rent(special rent) calculated at 8% of sales. Full minimum rent(the greater of,15% of sales vs. a minimum rent of$850,000 annually) is paid as long as the two = restaurants remain operating. Full rent achieves the highest corresponding capitalized value of the cinema, versus the reduced special rent status. Q The fact that the initial Regal lease term of 10 years is now in its fifth year can be =_ considered a complication to the valuation of the complex for sale purposes. However, Z offsetting this, in part, is the continued, high performance results that the Theater Square J Regal produces. This unit's annual revenues place it among the leading units within the a entire Regal chain. Exploring an extension of the lease with Regal is recommended. The Carousel Mall site development critical path is significantly impacted by the required w funding to implement the necessary demolition. Absent a timely monetization of the a Regal complex, and the associated restaurant sites, there are few if any alternative sources of speculative capital available to launch the critical 43-acre mall site N W development. W a Quality of the cinema complex buyer is a major potential impact upon all of downtown CY San Bernardino. Although this factor may sound overly subjective, it is a real, on-the- W ground, present tense issue. For example, a difficult-to-reach, off-shore investor with no a urban retail track record, with limited or no experience with cinemas or other entertainment users, and no other local project or commitment to downtown San Bernardino, will make decisions in a much different way than a prospective buyer with a track record in entertainment oriented retail and a demonstrated record as a stable, property owner that continues to invest in its buildings, and is a participant in the community(B.I.D and other). Q A controlled process aids in maintaining a good relationship with Regal. It is not required under the lease terms, but it is advisable that Regal be consulted regarding the sale process and the qualities that they look for in a landlord, as well as regarding a lease extension. It would be counter-productive to subject Regal to a sale process that Final—February 6, 2017 8 Packet Pg. 122 6.A.c AECOM / FRANSEN CO. disrupts their near and long-term performance and their view of the site. As the lease term becomes shorter, Regal and its new landlord will be faced with decisions regarding the first, 5-year lease option that Regal must either exercise or quit the site. If Regal chooses to exercise its 5-year lease option for a new term that would start in 2022, the minimum rent increases to $920,250 per year from $850,000 per year currently. However, Regal has a right to decline the lease extension. It is also noteworthy that leases for the new tenants at Theater Square may be 5-10 year terms plus options, and a the Regal lease status will potentially impact restaurant space occupancy, lease rates, 2 kick-out clauses, co-tenancy requirements, and other terms of these leases for the d restaurants at Theater Square. r U) Efficiency relates to the selling entity and its impact upon the transaction, the tenant (Regal), and the prospective buyer. By definition, a California city leading the process of Cr selling a former redevelopment agency-owned building and land to a private entity is L going to be significantly less efficient than a private party to private party sale. It is essential that decision-making be expeditious and that the City of San Bernardino maintains its team of advisors that has extensive experience navigating the process of monetizing publicly held assets. The private sector will observe this process, and the co results will impact future potential pools of buyers for project components either v positively or negatively based upon the relative efficiency of the endeavor. N w Pricing may be considered by many sellers and related parties as the most important, or even the only critical factor in a cash sale of an asset. AECOM/Fransen believes that s pricing is important in this case; however, various other deal terms, and the profile of the r acquiring entity can also be of significant weight and potentially the determining factor Q among proposals. The nature of the Regal lease, including the difficult to underwrite potential overage rent component($386,000 annually under full rent status at the current c sales level), the Special Rent provisions, and the landlord responsibilities and Z restrictions add complications and require analysis beyond simply price. Critically, J potential changes to the lease may be possible for certain purchasers that the tenant a. may perceive as providing stability, sources of capital for building improvements, or other important qualities and factors. w a The AECOM/Fransen preferred approach is to open discussions with a targeted number of selected, potential candidates that are qualified to acquire the cinema and/or portions N of the Theater Square restaurant sites. In addition, AECOM/Fransen will reach out to a Regal and its representatives to discuss the process. AECOM/Fransen is aware that a Regal holds specific opinions regarding the sale process and the site, and AECOM/Fransen believes that the Regal position needs to be given serious W consideration. Further, AECOM/Fransen is aware that Regal has a long-term a relationship with some prominent real estate entities that invest in cinemas, and W AECOM/Fransen intends to discuss this subject with Regal's representatives. If the above, very targeted approach does not produce sufficient interest from prospective buyers, at least by Q2 2017, AECOM/Fransen will interview real estate brokers and d recommend that a real estate broker be hired to market the cinema and/or all or portions of the Theater Square restaurant parcels. AECOM/Fransen will manage the process in ;g conjunction with the City and its consultant team. C Final—February 6, 2017 9 Packet Pg. 123 AECOM / FRANSEN CO. VI. Leasing by City to End Users/ Restaurants that Meet Regal Lease Threshold Requirement According to the Regal lease, the required restaurant occupancy threshold requirement applies to the inline shell space and not the pad space. This inline shell space will require a roughly estimated $50/sf to remove the former cinema stadium seating and to create new openings in the block walls (head out)for windows and doors. This a operation would end up creating unimproved shell spaces that can be leased or sold to restaurant users. On the positive side of the ledger, the sidewalks, lighting, grease d traps, driveways, parking, and landscaping have all been put in place. A subdivision map was previously filed with the City for these spaces but not recorded. This process will be restarted by the City Planning Department and will require N approximately 60 days. Following that period of time, the individual spaces (the space L can be adjusted to meet individual tenant space requirements)will be ready to be sold separately. To avoid the need to provide $500,000 (for all 10,000 sf of Inline Space) in Q capital to perform the removal of the cinema seating and to head out the windows and doors, it is recommended that one option would be to sell individual restaurant spaces v directly to restaurant operators in "as is" condition. This would avoid the need to 00 provide the upfront capital. Leasing in "as is" condition would be considerably more difficult, and would likely, typically require a cold dark shell plus another$25/sf or more in tenant improvement allowance. Certain tenants will accept a free rent period as an E offset to the T.I. However, the $50/sf required to create the unimproved-shell condition = will be more challenging to place with most quick-service restaurants. r Q An additional option is to sell the Inline Space to a retail developer that will conduct the necessary improvements (invest$75+-/sf in hard costs) and bring the space to market. _ This approach would potentially add time to the process, and would require that spaces Z be sold at a developer"wholesale" price. 0. Alternatives for 10,000 Sf of Inline Space C9 w t mai i ,.. ., UFRUNT PITA za �. Cold N Dark T.I. $ Leasing Pricing Lease Const. Shell $ Com. Rank a A. Lease all Inline Cn a Space Directly to 500K 250K 150K 180 days 180 days 2 W Restaurants B. Sell all Inline Space w "As Is" to N/A N/A N/A 180 days 180 days 1 F Restaurants w c C. Sell all Inline Space "As Is" to N/A N/A N/A 300 days 180 days 3 Developer Final—February 6, 2017 10 Packet Pg. 124 6.A.c AECOM / FRANSEN CO. D. Sell Cinema and all Inline Space "As Is" to Developer with look-back provision on cinema sale that increases price with N/A N/A N/A 300 days 180 days 3 a second payment a to reflect Full Rent 2 status when 2,500 d sf restaurant status r achieved. N d E. Sell Cinema and all Inline s Cn Space to a separate Investor and a Developer N/A N/A N/A 300 days 180 days 3 with a Cinema Lookback Provision v co at Full Rent Status. F. Lease 2,500 sf of w inline space 125K 62.50K 40K 180 days 180 days 2 E Directly to 2 Restaurants w G.Sell 2,500 sf of a inline space N/A N/A N/A 180 days 180 days 1 = Directly to 2 S U. Restaurants z a J a U_ t7 Analysis of Alternatives A-E W "A" requires costly "spec" upfront capital of$900,000+ for unleased space retrofitting, tenant improvement allowances, real estate commissions for both leasing and for selling N the leased spaces, and likely another$100,000 of soft costs and contingency funds. W W a A linear approach to the sale of the inline shops and the cinema versus a combined sale D with a look-back provision creates a delay of as much as one year in the demolition of vn the Carousel Mall site. "A" and "B" above involve the following timeframes: time to W W execute lease of 180 days plus 180 days of construction. "C" above adds at least a another 120 days to this timeframe for the negotiations and sale to the developer. "D" W and "E" have the same timeframe as "C" however, by including a look-back or earn-out provision in the cinema sale, they both allow the cinema to be sold in a very short period of time, and for the initial proceeds to be available for mall site demolition. A second E payment would be provided to the seller when Full Rent status isachieved after the minimum 2,500 sf of restaurants are opened. w a The chart above contemplates that all of the inline spaces are treated the same. It is possible that subsets of the 10,000 sf could be sold or leased separately. For instance, upfront costs would be reduced by 75% if only 25% of the inline space is leased initially. A sale of a minimum of 2,500 sf directly to two qualified restaurant users (per the Regal Final—February 6, 2017 11 Packet Pg. 125 AECOM / FRANSEN CO. lease)would significantly reduce upfront capital needs and provide initial capital, and would meet the full rent requirement of the Regal lease when the restaurants opened for business. VII. Proposal for Sale/Leasing of Balance of Space—In-Line and Pads Scenario 1 a 2,500 sf of the inline shell space is leased or sold directly to two restaurants. While the 2 Development Services Agreement(DSA) does not permit the cinema sale to precede d the sale/leasing and opening of the 2,500 SF of the restaurants, the City may find that the transaction is in the best interest of the project, and if so the DSA would have to be N amended. After 180+- days to market, lease/sell and negotiate a transaction, construction on the spaces begins and the restaurants open for business in anotherco a 180+- days. Total lapsed time is 360 days. The cinema then qualifies for Full Rent under the lease and is marketed for sale. d s Scenario 2 This Scenario changes the sequence to allow the cinema sale and the sale/leasing of at v least two restaurant spaces (2,500 sf or more)to take place simultaneously or the 00 cinema sale to precede the sale/leasing, and opening of the restaurant spaces. While the Development Services Agreement(DSA) does not permit the cinema sale to precede the sale/leasing and opening of the 2,500 sf of the restaurants, the City may find that the transaction is in the best interest of the project, and if so, the DSA would E have to be amended. To accomplish this, the cinema is marketed with a look-back r provision that provides additional value paid to the seller upon the achievement of Full a Rent status under the Regal lease. c Concurrent with the leasing or sale of the 2,500 sf, the remaining 7,500 sf of space Z would be marketed to additional restaurants or a retail developer. A broker would likely J be retained to market the space for sale in "as is' condition. The market response to the a space will determine whether a developer or individual restaurants purchase or lease the 2 a balance of the inline space. LU a The 16,000 sf of Retail Pads AECOM/Fransen will make a recommendation on the timing and disposition details N regarding the 16,000 sf of Retail Pad space based upon the market reaction to these x parcels. Because the Regal lease ties the leasing threshold for restaurants to the inline v former cinema space, the Retail Pads have naturally become a subordinate retail N component. However, the market could change this. More than one developer has W indicated to AECOM/Fransen that the Retail Pad spaces may be more attractive to a potential restaurants than the inline spaces. Each individual restaurant has its own w criteria, and it will depend upon which restaurants show interest in locating at Theater Square as to whether the pads or the inline space is preferred and the sequence of sale or lease. d E Retail Pad Sale Sequence A retail pad is sold separately ahead of the inline space, based upon market interest. Q The capital from this sale could be utilized to support the required upfront capital that is referenced in Alternative A above. Final–February 6, 2017 12 Packet Pg. 126 AECOM / FRANSEN CO. 4P Alternatively, one or more the retail pads could be held by the City for future sale after the initial quick service restaurants have opened and have established successful track records at the site. The pads held could be sold or ground leased to full service restaurants, a more likely scenario once the first stage Theater Square restaurants have proven the site's viability. VIII. Broker Retention by AECOM/Fransen a Per Sections V and VII of this Strategic Plan and per Section 2.2 of the DSA, d AECOM/Fransen may retain Third Party Brokers (subject to the approval of the City Manager). Any commissions for Third Party Brokers with respect to the sale of the Regal N Cinema shall be the obligation of AECOM/Fransen. Any commissions for Third Party Brokers identified in the Strategic Plan and/or retained by the City with respect to the Cr sale, lease or other disposition of the Development Properties, shall be the obligation of N L the City. Any Commissions for Third Party Brokers retained by the City who are not included in this Strategic Plan nor otherwise approved by AECOM/Fransen shall be the obligation of the City. co IX. Indemnification co Section 2.1 (xi) and Section 6, "Indemnity", of the DSA are hereby incorporated into this Strategic Plan. X. Insurance a r a Section 2 9 (xii) of the DSA are hereby incorporated into this Strategic Plan. Individual insurance requirements of third party developers shall be determined and approved by +1f the City once such developers are selected by the City. Z a J XI. Proposed Term Sheet Describing CC&Rs and REA n U The CC&R's for Theater Square will ultimately be decided by the number and nature of w the acquiring entities. For example, if a single developer were to acquire the cinema, inline space, and all of the pads, this entity will have the ability to determine the necessary CC&R's necessary between the components at the site. However, the U) requirements of the Regal lease, the needs of the California Theatre, and the presence a of three separately owned parcels on the block (Southwest Corner, Northwest Corner, v Northeast Corner), dictate the need for some form of CC&R's to be put in place. CY CC&R Outline i. Regal: access, signage, open space, lease rights as it pertains to development, w parking, and maintenance. ii. California Theatre: signage, access, parking, maintenance. iii. Restaurants and other small space users: access, signage, building heights, parking, lighting, uses, maintenance. iv. Take into account adjoining parcels on the block with reference to access, parking, r lighting, maintenance. a XII. "Where is, as is" and No Representations (See Development Services Agreement) Final—February 6, 2017 13 Packet Pg. 127 s.a.c AECOM / FRANSEN CO. XIII. Signage Plan (See Design Guidelines Attachment `B') XIV. Identification of Necessary Studies (See Design Guidelines Attachment ' B') XV. Analysis of Entitlements and Alignment with Proposed Business Plan According to the City Planning Department the proposal as described in the a comprehensive business plan is aligned with current city entitlements. 2 d XVI. Demolition Plan(See Design Guidelines Attachment ' B') L W XVII. Target Restaurants and Retail Users and Rental Rates or Sale Fixed Numbers or Formulas Cn XVIII. Summary of Anticipated third-Party Expenses—e.g. engineer, planning, architectural construction services, and development management and proposed (D source of repayment by City 00 cov Not Applicable. XIX. Detailed Pro Forma Showing Anticipated Costs and Disposition Revenues as Each individual property/development transaction will be separately considered by the Council. 2 w a XX. Plan for Procuring Necessary Physical Site Assessments c U. AECOM/Fransen will advise the City on procuring qualified consultant services for a applicable site assessments. J a XXI. Plan for Retaining Existing Surface Parking or Augmenting as Necessary LU The existing surface parking area and access streets at Carousel Mall should be retained by the City. The surface lot presents a future opportunity to add a parking N structure. w XXII. Proposed Financial Relationship Between Theater Square and Carousel Mall D Cn Theater Square was added to the scope of the Carousel Mall original proposal at the w suggestion of AECOM/Fransen. The objective was to identify an economic driver that a could fund the demolition of Carousel Mall and/or new infrastructure (new streets and = open space, etc.)to prepare the 43-acre mall site for sale and development. Absent the projected $10+million in capital raised by monetizing Theater Square, the Carousel Mall project faces a very difficult task. Alternative funding sources would have to be secured to support the clearing of the mall site. Marketing a cleared and ready-to-develop former mall site versus marketing a 43-acre site featuring a dead mall presents an obvious, y clear distinction. Downtown San Bernardino needs to remove the major stigma at its Q core, the failed Carousel Mall. Proceeds from Theater Square's Regal Cinema, and 25,000 sf of new restaurant spaces offers the means and the efficiency to fund the next stage of the overall project. A major issue impacting the potential sale of the Regal and , the small shop spaces is the future disposition and the timing of the next stage for Final—February 6, 2017 14 Packet Pg. 128' 6.A.c AECOM / FRANSEN CO. Carousel Mall. Absent a realistic plan with funding, Theater Square marketing becomes increasingly more difficult. No investors, developers, or restaurant operators want to locate next to a failed mall. XXIII. Proposed Schedule of Performance c 36 Month Performance Schedule a. @ 6-9 Months: 9 Negotiated deals to sell: o 2,500 sf of Inline Space leased or sold to 2 qualified restaurant operators Cn d @ 9-12 Months: c Close on sale or lease of 2,500 sf of inline restaurants a @ 15-18 Months: 2 restaurants totaling a minimum of 2,500 sf of Inline Space open for business (D @ 18-21 Months: 00 v Sale of Regal00 Sale of 7,500 sf of Inline Space Sale of 1 of 4 Restaurant Pads r c d @ 24 Months: s Sale of 2nd Restaurant Pad w r a @ 30 Months: Sale of 3rd Restaurant Pad i- z @ 36 Months: a J Sale of 4th Restaurant Pad °- U See also AECOM/Fransen Co. confidential Theater Square Business Plan for alternative w schedule options. XXIV. Security W Most typical retail and entertainment projects do not carry extensive security budgets in a their Common Area Maintenance (CAM). Additionally, most cinemas do not deploy a large security forces onsite. In the case of Regal 14 & RPX San Bernardino, Regal W Cinemas funds a significant security presence at its facility. Currently, the City of San a Bernardino funds private security for Theater Square, and the adjoining parking lots and w structures. The monetization of the Theater Square components will be adversely impacted if the cinema Net Operating Income (NO[) or the CAM numbers for the restaurants are loaded up with security costs for Theater Square. AECOM/Fransen views the security of r Theater Square patrons as a responsibility of the City of San Bernardino. Once Theater Q Square has been fully developed, AECOM/Fransen believes that a Business Improvement District(BID) can be formed to include Theater Square and surrounding businesses. At that stage, the City may be able to reduce its funding for private security. However, it should be noted that the number one issue that impacts to the potential Final—February 6, 2017 15 Packet Pg. 129 6.A.c AECOM / FRANSEN CO. future success at Theater Square and the Carousel Mall site is security. Cost savings directed at this issue can be counter-productive and potentially put an entire component or the overall 48-acre endeavor at risk. XXV. Entitlements for Theater Square Council approval of the Strategic Plan and the attached Design Guidelines approves up to 25,000 square feet of restaurant and retail space subject to review of the a Development and Environmental Review Committee (DERC). 2 m Y The Design Guidelines will be used by the DERC to determine if the site plan and L architectural plans for the specific project fulfills the City's intent to create a new downtown experience. Guidelines are not standards and there could be a variation between the representative site plans and architectural plans in the Design Guidelines a and projects approved by the DERC. The ultimate goal is to create a vibrant, walkable N urban experience complimented by iconic architecture. as s h co co �r N a+ C d E L V r w Q fC C U- Z a J a _U C9 W H a Cn W o: a D a Cn It LU Q w x w c m E c� w Q Final—February 6, 2017 16 Packet Pg. 130 6.A.c AECOM / FRANSEN CO. ATTACHMENT A THEATRE SQUARE SUMMARY BUSINESS PLAN AECOM/FRANSEN IF Executive Summary a AECOM/Fransen, as the selected Master Developer under a City-led RFQ/RFP process, is comprehensively managing the 5-acre Theater Square development and its monetization on d behalf of The City of San Bernardino (lead owner among multiple property tax sharing agencies r formerly under Redevelopment). Theater Square represents Phase I of the 48-acre Carousel N CD Mall transformation project in downtown San Bernardino. a AECOM (NYSE:ACM), with $18-billion (US) global revenues in FY 15, operates in 150 countries N and is headquartered in Los Angeles. The company designs, builds, finances, operates, and maintains transformative projects worldwide and employs more than 90,000 professionals. The W Fransen Company has been involved in high-profile retail and mixed-use developments in North ~ America since its founding in 1984 and has worked with AECOM on a range of urban projects 00 including those located in the cities of Houston, TX, and Fresno, CA. On August 15, 2016 co (check execution date), the City of San Bernardino entered into a Development Services Agreement with AECOM/Fransen for Theater Square. d Mission Create a successful first stage retail and entertainment block to catalyze the development of an w entire 48-acre development area in the heart of downtown serving residents, the nearby a workforce, and visitors. c ii Approach z Attract recognized, quality restaurant users to complement the existing, successful Regal 14 & J RPX cinemas and the California Theatre, and to monetize the cinema and restaurant spaces a (25,000 sf)to create sufficient capital to demolish Carousel Mall and prepare that 43-acre site for development of major mixed use components by 10-15 projected separate development w entities. AECOM/Fransen will comprehensively manage the master plan, third party developer a selection (with City approval) and ongoing project operations. N W Management Summary AECOM's San Bernardino team is led by Vaughan Davies, Principal in charge of Design, and a Steve Reinstein, Vice President. John Fransen represents The Fransen Company, Inc. on the N project. w Target Market w Theater Square's commercial user market is comprised of national, regional, and local quick service and full service restaurants. Theater Square's cinema, live performance venue, and :- restaurant consumer market is comprised of three main components: a regional resident d population of 1,043,797 within 12 miles; a downtown workforce population of 17,880 employed within one mile and 42,424 within two miles, plus visitors to downtown. Regal and the California ;a Theatre combine to draw more than 800,000 patrons annually to their Theater Square locations. Q Objectives 1) Leverage Regal's success to attract best in class, targeted restaurant users in the near term. Final—February 6, 2017 17 Packet Pg. 131 6.A.c AECOM / FRANSEN CO. 2) Achieve $10 million or more in value/ proceeds from monetizing Regal, inline shell space of 9,000 sf, and 16,000 sf of pad spaces at Theater Square. 3) Create a focal point for downtown, a meeting place, a place for events, a landmark, a success story. 4) Create a high-profile "clean and safe" example in the heart of downtown. 5) Maintain high quality standards in presentation, design, operations, security, and the entire consumer experience to set the proper tone for the entire 48-acre downtown n. development project. 2 a� L Cn d L M Cn L d co co N r+ C d E V fC a U_ Z a J a U_ t9 W N Q h N W Q D a Cn W W H Q W h C d E t U ca r w Q Final—February 6, 2017 18 Packet Pg. 132 AECOM / FRANSEN CO. Keys to SuccessAction Leverage Regal and California Theatre Utilize Regal performance metrics and regional drawing power with restaurant and executive testimonials to validate the third-party developer candidates. site/market. Coordinated media campaign and active Improve San Bernardino's image and involvement of local business leaders as marketing position within the Inland Empire. spokespersons to share success stories, and 0- experiences experiences that support local market buying ower. Restore credibility to a project that was stalled Select high pedigree companies to participate N by the State discontinuing all Redevelopment in the project, to complement the Agencies. AECOM/Fransen role. Respond appropriately to a price-sensitive Carefully select users that will not overshoot N market that also seeks quality. the market and will deliver value and quality. Push hard to drive through red tape and focus Do not miss the current business cycle. on gaining early successes to sustain the project. Produce additional successful users to join Sort for more than "first" or"price" in selecting 00 Regal as the next step, in order to burnish the restaurants. A next step failure will be wins at Theater Square. magnified and potentially devastating for the r project. Market-appropriate is key. Maintain quality design standards, leasing Differentiate the site from the shoppingcenters standards, and an overall presentation that is that proliferate the wider market. authentic and unique (even with national chain a tenants) as compared to shopping centers. Create the photo op. Undersize vs. oversize users and create i,_ compression, lines, crowded spaces, parking z Treat the available square footage preciously, a as if it is being marketed by the square inch. jams, "controlled chaos and sales a. performance numbers per square foot that exceed individual user company averages. Create an environment that grandparents and Put a Business Improvement District in place Q their small grandchildren can feel comfortable at Theater Square, and provide a high level of visiting day or night. This market is all about security personnel and measures in a discreet N extended family experiences. Authentic, but way so that the experience is reassuring and W clean and safe is paramount. comfortable and not oppressive in tone. a Create a high-profile cinema, live v Establish and dominate the food and performance, dining experience that presents N entertainment market share position within a quality at competitive pricing, promoted with a w 10-minute drive of downtown —249,743 major marketing program. w residents and 129,061 employees; pick up a Note: Preliminary discussions with Regal = respectable share of the secondary market indicate willingness to consider premiering that includes Redlands. blockbuster movies at The California Theater with Hollywood folds and media in attendance. E Do not accept lowered expectations. Regal Think big. serves as a reminder. a Final—February 6, 2017 19 Packet Pg. 133 AECOM / FRANSEN CO. SWOT Analysis Strengths Weaknesses • On-site cinema success. Regal performs in • Perception of crime in City and downtown. the top quartile of more than 500 of its • Actual crime statistics. a. complexes nationwide. • Economically challenged close-in trade 2 • Solid, defendable regional trade area for area. day and nighttime business. • Immediate area surrounding site visually • No entitlement issues. appears challenged—many vacant N d • Freeway access. buildings. • Infrastructure in place—streets, parking, • Relatively large number of outlying Cr Cn landscaping, lighting, access, and utilities perimeter retail locations available in market L including restaurant grease traps. area. • High level public sector support and vested interest in success. • California Theatre adds character and 00 events. v N Opportunities Threats E s • Implement safety measures to reverse • Crime event. w crime and crime perception. • Multiple crime events. a • Adjacent 43-acre Carousel Mall site will • Single restaurant or multiple restaurant deliver new residential, retail, and more, failures onsite. U. strengthening Theater Square's long-term • Regal revenues fall. z value. • Regal decision not to exercise lease option • Price restaurant real estate parcel following initial term. a. opportunities to make compelling case for • California Theatre becomes a diminished the operator. player. W • California Theatre steps up another level in quantity and quality of events. N W Competition Close-in restaurant competition is very limited: In-N-Out Burger, McDonalds, Starbucks, Taco v Bell, Del Taco, Subway, and Molly's Cafe. A short drive away adds Myagi Sushi and Alfredos Italian Kitchen, both located on Base Line Street. The nearest competitive node is on w Hospitality Lane, where a large number of national and regional restaurant chains are Q represented. _ The most significant cinema competition is in Redlands: Krikorian 14, and the recently opened Harkins 16 at the Mountain Grove Shopping Center. In San Bernardino there is a Regency Sterling 6. The other cinemas on the perimeter of the Regal trade area do not present a competitive issue. Their market areas still leave available for Regal and Theater Square a w market of more than 1,000,000 as a primary trade area. A new Cinemark Cinema complex will a be developed in Rialto. Regal had an opportunity to locate at the Rialto site but passed on the opportunity. Regal reports that it does not believe that the Rialto Cinemark will significantly impact their San Bernardino business. Final—February 6, 2017 20 Packet Pg. 134 AECOM / FRANSEN CO. Marketing Strategy 1) Direct outreach to restaurant operators. 2) Direct outreach to retail developers. 3) Interview/selected potential real estate broker(s)for all or a portion of the site, if necessary. 4) Interface with Regal regarding potential sale of cinema scenarios and issues. °; 5) Adhere to timetable for development with urgency. L Cn d L a Cn L d s H co co N _ d E S V R w rr a U- z a J A _U C7 LU H a W Ix a a U) W W f- a w x c m E r a Final—February 6, 2017 21 Packet Pg. 135 6.A.c AECOM / FRANSEN CO. DRIVE TIME AREAS AND RADIUS RINGS AROUND DOWNTOWN SAN BERNARDINO SITE , a .w s«, .� U lQ a to Cr a . t (n f 00 _ a 00 a_ v f tia r d gr r i "4 ��, r w "'r• E �e +twdTw, h.,;y zr 77 S Ll DEMOGRAPHIC AND EMPLOYMENT OVERVIEW Z a DOWNTOWN SAN BERNARDINO SITE a Dis=.anoe From Sete Orme Time Area () Characteristic 1-M1i1e Ring 2-Mile Ring 'Minute Drive 14�Aanute DriveW Time Tame F Q population 18,301 74,466 82,154 249,743 � Househoids 4.601 49.321 18,381 72.283 Cl) Number of HHs S50,000+ 794 4,491 4.873 28,942 w Total Employees 17.880 42.424 39.819 129,W1 a Emptoyees by Industry Agrioultureforestry,fishng 9 100 67 934 C/) Mining 4 0 0 29 W Construction 365 975 934 3.042 F_ M1anufacturing 858 2,540 1.353 5,251 W Transpom'Comm/Utilit4s 845 6.819 4.5$5 8,647 Z Wholesale trade 353 1.288 1,185 4,488 ~ Retail trade 2.084 8.177 8.294 21,333 Finanoefnsuranoetreal estate 543 1.120 1,448 4.897 E aerwoes 8,798 12,716 13,911 85,815 U Covernmenii'other 8,045 10.688 8.023 14,1!100 2 Average Cady Traffic Counts Q 1-215 @ 2nd St Exit 3r3,tF30 Corner of W 4th Street&N E St. 13,23' Source: Scan US 0&t 2,20 16 Solheim Research w",solheimresearch.com Karen_Solheim@gmad.com 310-393-5066 Final—February 6, 2017 22 Packet Pg. 136 AECOM FRANSEN CO. Ges • ru I Demographic and Income Profile Carousel Mail Prepared by Esri 295 Carousel Mall,San Bernardino,California,92401 Latitude: 114,1059' Ring: 12 mile radius Longitude: -117.29656 Summary Census 2010 2015 2020 co Population 1,018,351 1,043,797 1,075,705 Households 290,112 295,879 303,640 L) Families 222,421 226,952 233,009 5) Average Household Size 143 3.45 3.47 Q M Owner Occupied Housing Units 170,713 167,498 170,807 Renter Occupied Housing Units 119,399 128,381 132,833 to Median Age 29.6 30,2 31.7 Trends:2015-2020 Annual Rate Area State National Population 0,60% 0.73% 0,75% CY Households 0.52% 0.74% 0.77% (n Families 0.53% 0.76% 0.69% ) Owner HHs 0.39% 0.61% 0,70% co Median Household Income 2.18% 3.36% 2.66% 2015 2020 Households by Income Number Percent Number Percent 00 <$15,000 39,157 13.2% 38,778 12.8% 00 $15,000-$24,999 30,657 10.4% 23,967 7.9% $25,000- $34,999 33,854 11.4% 28,749 9.5% C14 $35,000-$49,999 43,713 14.8% 42,460 14,0% $50,000-$74,999 55,171 18.6% 56,561 18.6% $75,000- $99,999 35,864 12,1% 44,086 14.5% E $100,000-$149,999 36,103 12.2010 41,291 13.6% $150,000-$199,999 12,492 4.2% 16,697 5.5% M $200,000+ 8,856 3.0% 11,042 16% Median Household Income $50,163 $55,882 Average Household Income $66,229 $74,868 i7 Per Capita Income $19,184 $21,536 Z Census 2010 2015 2020 < Population by Age Number Percent Number Percent Number Percent 0-4 83,612 8.2% 84,505 8.1% 86,842 8.1% 5-9 81,898 8.0% 80,403 7.7% 80,701 7.5% 10- 14 85,748 8.4% 79,291 7.6% 80,352 7,5% LU 15-19 97,834 9.6% 86,428 8.3% 81,230 7.6% 20-24 90,362 8.9% 98,137 9.4% 84,766 7.9% 25-34 144,432 14.2% 165,076 15.8% 182,119 16.9% 35-44 133,327 13.1% 126,506 12.1% 138,612 12.9% (f) W 45-54 130,687 12.8% 124,748 12.0% 118,179 11.0% 55-64 89,807 8.8% 104,317 10.0% 110,367 10.3% 6S-74 45,260 4.4% 57,768 5.5% 70,890 6.6% D 0 75-84 25,610 2.5% 26,I51 2.S% 30,433 2.8% (n 8S+ 9,776 1.0% 10,467 1.0% 11,214 1.0% ix Census 2010 2015 2020 LU Race and Ethnicity Number Percent Number Percent Number Percent < White Alone 512,018 50.3% 509,975 48.9% 516,604 48.0% LU Black Alone 109,820 10.8% 108,024 10.3% 106,767 9.9% American Indian Alone 11,259 1.1% 11,512 1.1% 11,714 1,1% Asian Alone 58,588 5.8% 62,841 6.0% 68,580 6.4% (D Pacific Islander Alone 3,584 0.4% 3,673 0,4% 3,765 0.4% E Some Other Race Alone 272,281 26.7% 293,296 28.1% 310,776 28.9% L) Two or More Races 50,801 5.0% 54,476 5.2% 57,499 5.3% Hispanic Origin(Any Race) 582,330 57.2% 626,393 60.0% 675,365 62.8% Data Note.Income is expressed in current dollars. Source:U.S.Census Bureau,Census 2010 Summary File 1. Esh forecasts for 2015 and 2020. January 05, 2016 1 Packet Pg. 137 6.A.c AECOM / FRANSEN CO. esri*• Demographic and Income Profile Carousel Mall Prepared by Esri 295 Carousel Mall,San Bernardino,California,92401 - - Ring: 12 mile radius Trends 2015-2020 c=o a .. 3 2 CD 2.5 CL dt L C 2 Cl) y d 1.5- Cr m 1 Area c State a; 4 0.5- USA d 0 .0 Population Households Families Owner HHs Median HH Income ~ 00 d' Population by Age 00 16 N 14 4f 12 E c 10- 8- 6- 4- 0 8 64 ® 2015 2 2020 z 0-f Q 0-4 5-9 10-14 15-19 20-24 25-34 35-44 45-54 55-64 65-74 75-84 85+ 0- a U 2015 Household Income 2015 Population by Race w $25K-$34K $15K-$24K45- ~ 11.4% Q 10.4% � 40- 0) $35K-S49 <$SSK 35 W 14.8% 13.2% W C 30 v 25 CY N $200K+ a� 20 of 3.0% W "'- $150K-$199K 15- 4,2% Q $50K-$74K ', 10 uJ 18.6% _ $100K-$149K 5 (•- 12.2% $75K-$99K 0- 12,1% 12,1% White Black Am.Ind. Asian Pacific Other Two+ d E 2015 Percent Hispanic Origin:60.0% V tti r Q Source:U.S.Census Bureau,Census 2010 Summary File 1. Esti forecasts for 2015 and 2020. January 05,2016 Packet Pg. 138 6.A:c AECOM / FRANSEN CO. Developer Outreach To Date c • Denali Properties a • Hughes Investments a� • Newmark Merrill r • Wood Investments Y • Capri Capital N • Ambient Communities, • KB Home Cr • ARC Capital Partners L • City Ventures • Combined Properties s • EPR • Yavitz Companies 00 • Art Space00 • Watson &Associates • Turner Impact • Wayne Ratkovich E • Cliff Ratkovich • ICO Development y a Retailer Outreach ii Z • The Habit Burger Grill J • Panera Bread o. • Coffee Bean &Tea Leaf U • Jersey Mikes w • Robeck's a • Dairy Queen • Farmer Boys N W • Panda Express a • Firehouse subs • Jimmy Johns cn • Little Caesars Pizza W • Regal • Augie's Coffee Roasters(Local) W • Myagi Sushi (local) • Alfredo's Italian Kitchen • P.F. Chang's/ Pei Wei • Cafe Rio U fII w a Final—February 6, 2017 25 Packet Pg. 139 6.A.c Lij v enul n co 0) o T N Cl) co p � " O O O C O T T Z z W . z 9 OZWGi o W g O w > o a Cl) z a c Vj z a o m r` Z w a x CO Q _U LU ujLAO WZ o z W w m � qq ii) W m z z � V z W 1=0a z w cu J Q0 w >_ (n U- Z F a f Q CA J z D z J W t6 W.64 nz O ¢ o. W = O O O F- z H O or a N USLL ui 0 d z L g J p L h z O a O > OLU !> > J w .. ` ) J U W W W Lu J m W N W W ? N o a a oaO m a H W N T N Q co UJ UJ m 0 a a o m o 0 0 w 00 v a UJ Q o w a rn rn O z O O O m CL CNw d E U m r a LL �.. r z a J a w D 4 \� LUr uj r E i Packet Pg. 140 0 cN a O NN m o �.,. YY _@zN UNa Oti O Y -O U _C CALL nU 3 Ny d �Nr3GU G)v0 Nm�VO. 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Q i14 ` a)cco E Q' aZ 3 5 �c oma 2x� I- `/•wy 9 4- mo< mN � Cl) V ZU Z W F 3 ocooa`� C1 '^ U _ c - @ c o LU W a � oC) N C mN Co C Q L ID0 °� a N m p'E- 0 O ¢ Co Co C� o C: .t+ OOo pV QL NN� 41 kyr om ° C o� o L 6CY Lr O � V X V w N a) N W Y. ~ WO~ am �/ c N Qct ++ o yc i�� o Q U L N C /1 CLE ZO N U °N > Lu O �oa� ° Cc¢ cn�° E c m_ F Z,2 Uw -8..N U ._ UFF- D g N U CLQ O a L Packet Pg. 150 6.A.c r iE C mL> N� .QCYU N OO Ood ZN C U 7 Q WOm�� ow t;o2t NO 4 O _ I—S]N(0� a.- d Q © a W `! W c w m � Q _ =m %o u) o a 4- m Qom/ v -.°o Q 7 '�1 C O"co J N© 0 C7 N o cn N a laaalS 3 w d J � H Z 00 w33o �� CY ap a) Q Us> m(Q)V d E xm�d w wa.o� U 0 Q h"' d V a� ! D E Q 0 U U CL ® J W m C LL ui � a ........... W �g Z LU J a z ► . . . . W Z CY w X J a LU x W Cr N F Q Z m Z c E N wac z WNN N O) wanesLU U. LL N w 1 Cr. a 0 .. 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Thi , d pw gaVl L Z + r FO m IPI iini v LU w4r O= S I r d I fiP�i�a� �It 00 00 a� 0' uj mH N � Z N m L�iP�4ir � �w0 q � air. t �O LU e a a o Z U a LCI F— zw LU 0CL 0 f s O � �!q D ® ~ I CL N f OwU /� , �d J tl. s a. ul 0� H W °~ uj i zuj Q0 W u� ti o _ LL 0 W W w¢ ± N x[8 'I q Packet Pg. 153 6.A.c ui 0 CO F uj 4 Itil i a V m W �} Iti � W N LhU W iii. a t < a H Co mz02 Co Co ue u 0U u z �a w O y P,ih'A9 a 10 - �WLL ¢Z <Q W a. Cr.W iy w i OU j $ y u➢4 °� a O OQ �w O� W W < U 7 of �tCL Pt WW\ Cl)WNU / {i >w% W \ LL! a W °'z y I.,. � W s w w W -----------. cn =W ua LL o� H< <_ W U1-V- W <3 J O V ® W < J cQ > w O a W Wj _ z0° aW W Dp f Ww< ONW //y�y W fi 0 f �Z N •�f I, h Zy W 4� 1' 'i¢� Opa rE,o... O WC )O.y2 a�° Ua a O Packet Pg. 154 E ui 9 w a CD LL :3 0 •, cn L p 0 N c 3 d X a uu L d .FJ 1- Q co 6 00 C W of Q 0 C ZaE¢ yI�WZ i+ W.K2 w ow ui UN E t C co z = 3 Ou ¢ pZ CL =N a 0 J _ a OE w V w w LLJ 0. .0 > a aQ ¢ ui \ Z 4. w D - �' Q w o W ........ m CL a a cs X11 ; �W , s VI a CC i W W ° CL m Q LLJ MOw PCO°a� tri _ F— I w W S Yo LL g OZ_ c W I w v ` w x@W W Q 10 CN LL z uj F" 0 0 � Packet Pg. 155 w 0 c a 2 'a> m r c� U) d L a� r J Co 'Q 00 z -- o N z ui Y ® z m a LL — LL Uj LU J Q _U CL uj tt nn W VJ � h W Q. a w a w x c d s U !C r w Q Packet Pg. 156 6.A.c a d �a L (D L V/ L Q� F- Co Co N ii ni I'µIIIIIIIIIIII�YYYYYOIIIIII11YlYlY�IYYYY� w C ('D 2 m O Q LL V a Cf) w a Q J 0- 3 U_ 3 w H Q H LU a c� w a w x w c m E c� Q Packet Pg. 157 AECOM FRANSEN CO. APPENDIX#1 TAILORED RESTAURANT MARKETING EFFORTS Figure#2 THE HABIT BURGER GRILL INLAND EMPIRE SELECTED 2016 DEMOGRAPHIC DATA BY 7 MILE RING 7 Mile Ring W 2016 Food 2016 Store exp(T$), 2016 2016 Average HI-Is HI-Is awayfrom Population Households household %Latino Income Income home size $50,000+ $40,000+ (J) Habit Burger Grill: 1213 W Foothill Blvd UpLand,CA 91786 $773,168 649,874 197,704 3,23 56% 117,324 133,475 Habit Burger Grill: 1071 E 19th St Upland,CA 91784 $596,184 486,048 151,995 3.14 51% 94,036 106,101 4) Habit Burger Grill:4200 Chino Hills Pkwy Chino Hills,CA 91709 $579,902 470,466 130,759 3,52 56% 82,788 93,037 J-- F- Habit Burger Grill: 3555 Riverside Piz Or Riverside,CA 92506 $523,114 447,364 131,998 330 53% 74,723 85,796 " 00 00 7 mi ring-SB Site $553,470 546,138 155,686 3.44 63% 69,016 84,070 7-12 miring-S8 Site $632,121 530,857 154,739 3.35 54% 92,026 104,362 ey Habit Burger Grill: 3510 Tyler St Riverside,CA 92503 $495,474 414,247 121,520 3.33 53% 73,101 82,834 E Habit Burger Grill: 12569 Limonite,Ave Mira Loma,CA 91752 $507,651 414,671 113,978 3.52 55% 73,385 82,272 L) 'Habit Burger Grill:27511 San Bernardino Ave RedlandsCA 92374 $374,640 346,447 109,340 3.08 51% 53,083 62,044 abit Burger Grill: 13325 Main StHes peria,CA92345 $225,453 209,708 61,718 3.39 50% 30,719 36,396 tC Source: ScanUS and Solheim Research 04/2016 U- Z Habit Burger choses to drill down on the Latino market as this is where the greatest growth has occurred both nationally and locally with respect to sales. W to E 27 Packet Pg. 158 6.A.c AECOM / FRANSEN CO. Figure#3: 7 MILE RINGS AROUND THE HABIT BURGER GRILL Sathelm Research .r Lybe Creek Val .d`» (L L dA+ 711E (/! i 9 110 Ydin Sart o � R w•�, .Rancho tuc ongal � ,srre 1< + � a fd Fontana -t._ ) u F 00 00 s 1� Rwerside ,. �'s r, i 1•- i Moreno YnilPy s l ..W s 3e 33?iHft ., i.3 25 a 'i4 p S »a 3 y' .•. s N � =n: A i 4an a a Scan/US' w H a Cn w a CY w a w x :j c a� E t ca w a 28 Packet Pg. 159 6.A.c AECOM / FRANSEN CO. Figure#4: 7 and 12 MILE RINGS AROUND SAN BERNARDINO SITE Solhe rn Rcsczrch 712 m, ✓ .�-.—. 1X « mD7 mi ua4 t 0) T � j n d t N r n w s CG co Ir lit LL " t ,. ■mo�rw� a L7 w H Q !Y H N LU a D a cn of w Q w F- c aD E u r Q 29 P7 et"' 160 6.A.c AECOM if FRANSEN CO. Figure #5 SITECRITERIA SPACE&PARAMETERS • Drive-T hru Sites Preferred ,r s Seeking Silos Na,tionwide:3,500 SF-4.5005P . Freestanding or Endcap usth drive-Ihru&outdoor patio Prominent regional trade areas within Power Centers,Lifestyle Centers,or Strong RegionalV Centers •� COMPANY f)VERVIEWEasy access from main arterial wJ preference NASDA(XPNRA y`'f - to signalized ingress/egress �''" • P da week locations with weekr,l ht& Cl) nearly 58 MKT CAP YJ g .. ` + ` • FOUNDED IN 15381 � + weekend activity � ^^• • Strong daytime population • OVER 1,900 LOCATIONS i' i • Ample Parking-70 for freestanding,150+ • OvER$2.5 MILLION AVG, shared • Ihree exclusive'Pickup Only"parking stalls • UNIT SALES INDUSTRY LEADER Interior seating for 95-120 M FAST-CASUAL RESTAURANT " Outdoor patio seating for 35-50w(umbrellas SEGMENT &furniture Cy • 115,OPENINGS PER YEAR IN 2013 Signage on at least 2 building sides &2014 ' - + &position on any freestanding signs 00 PREFERRED DEMOGRAPHICS 19t 1Mile 2Mile PREFERRED Ponerabreadisoneofthenation'sleadingfast-casual 0D _ _ 00 Population 10,000+ 30,000+ ••'Big Bax"Retail Anchors restaurant concepts with its identity rooted In handcrafted, Daytime pop 6,000+ 20,000+ • Regional Retail Anchors fresh baked artisan bread. N • Prominent Local Shopping Center Our menu is highlighted by antibiotic free proteins,whole C Median Income $SO,f7<ID+ $50,000= Anchors grain bread,and select organic and all-natural ingredients, N Bachelor Degree or Above 3S% 35% • Major Colleges or Universities E Traffic Count(VPD) 25,000+ • Hospitals&Medical Centers DEAL TYPE&TERMS Landlord built Freestanding or co-tenant Endcaps with drive- Q SHELL&TENANT IMPROVEMENT(MINIMUM&NOT ALL INCLUSIVE) thru and raised parapet • 800amp service 120/208v,3phase,4 wire electrical service stubbed to a main distribution panel in • Land purchases '75 Premises&furnished with meter,circuit breakers&disconnect as required by code Space lease with tenant improvement package C • 4 gas rooftop HVAC units(min)supplying 1 ton/140 Sf and 20 CFM/person fresh air • 10-year base term with 3 5-year options jy • 2"water service(60PSI)and 2"gas service(2 PSI,1500 MBHNG),metered,valved,&capped HVAC,Electric,Water,Gas,Restrooms,and storefront Z • 4°sewer inside&36"below grade;grease trap or interceptor as required by code requirement Q • r insulated,glazed&dual pane exterior glass&storefront Ample parking J • Men's and Women's restrooms per ADA.and Tenant's Plans(or S30,00D credit) + Outdoor patio seating a * Tenant Improvement Allowance.S150,000 above and beyond tenant's standard workletter Approval of full trade dress elements including:signage, () • All service tap fees,impact,meter fees&development fees to be paid by landlord awnings,and umbrellas • See Real Estate Manager for complete Tenant Workletter&details Rent commencement 150 days after premises delivery& w receipt of all permits I— Q H w a w F- I Q w a I 30 Packet Pg. 161 6.A.c AECOM / MANSEN CO. Figure#6 DRIVE THRU CRITERIA L Site Attols fifes:—mlent site access,hcUtsng serves,$rat p—4dcomerient ingress end eg ass and strong sheat vi"y of f1m bAokv that wA opfia 5ranri awareness 2 0ptfi lze the Band journey and costo—tourney e+.pertence:max m landscaping an site,saaen 0atdaor Goth e ing Area,at#hes,and trash erclos ms that e4no3s the sial queues:m the site and adjaoant b the Di-Nu lane. t6 3.Pra+ide wQic ent patio space. CL d flxkmg;pr!erred of 65 dedicated porkhg paces f� 5 (3)five Minute Rapid Pidt-Up sta L b. 1(}wr q:reoa Idad aaerd L?etve Tkro t ne)18-ow epteue accepkabEe. 7.5-aur stock of Meru Board b Chive Duo servim,wodow bused cvr 20'c or vaong t 4-wt stack os cepazb Vee d fC 8 Prwtde veftde by-toss lane from fle+iew Board. a Q YL'Dave Tlnr lone wkhh with 25'w sic'e twang radius L IQ 1 sae pomal prefer id to ebtor,aaskea parking a nts and design attributes Q t H 00 I' 00 d' N Y c� G DRIVE THRU CRITERIA 04.1&,5 Figure#7 a �a c ii z a J a U IO CAR QUEUE MRI. W PREVIEW BOARD CLEARANCEBAR j...PYLONSIGN CANOPYIMENUBBAR 2,1 x )'s-41 Uj DIRECTIONAL SIGN � Q _ �� ' 4,300 SF. i; PATIO V' W TRASHENCCOSUREh —MRAPIOPICKUP U LLJ 1NtIYEtIN�ODy + : W 60 PARKINO STALLS ~ 4 V r r a DRIVETHRU CRITERIA 04.16.15 FREESTANDING DRIVE THRU 31 Packet Pg. 162 AECOM / FRANSEN CO. Figure#8 % .r _�, EL PREVIEWBDA & LAM CANOPY/WrIOARD' ' ANCEB PATNI m ..r t TRASKENC E N DRIVE THRU WINDOW ° 4"SF r 3 JOCARSS IN N SIPARKINBSTALS (3)RAPIDPICK6P` SIIECTNNIA F- co __........ m ---....... _ _ co "I ON SIGN S C ........ - E DRIVE THRU CRITERIA 04.16.15 TREESTANONIODRIVETHRO w a Figure #9 LL z a PrEDNSI�I d T�y PREVIEW BOARD& V SIR CANOPY/MENU BOARD 10 CAR DUEUE MIN. W 'k. % CLEARANCEBAR a c a z•` u DRIVE THRU WINDOWqL ° F fl PATIO DIRECTIONAL SIGN LLI 4,317 SP. ti e. 30PARKING STALLS (3)RAPID PICKUP W AOJT N TSPACE f W Z TRASHENCLOSURE d E n� 7 ] a 1 c� i t [ i t , r DRIVE THRU CRITERIA 04.16.15 ENOCAPORIVETHRU 32 1 Packet Pg. 163 6.A.c AECOM / FRANSEN CO. Figure#10 rcEGST-ONE:AVENUE:ff-ST .................. DIRECTIONALSNIN EL -;�- 2Im m r t Cl) CD ADJACENT $il a7 Cr TENANTSPACES ' C7 Y 10 CAR QUEUE MIN. m CLEARANCEBAR �` PREVIEWBOARD& F— CANOPY/MENU BOARD =---- PYLON SION- BY—PASS LANE — 40 PA R K IND STALLS ~ — 00 PATIO 00 4.OBB SE. TRASH ENCLOSURE `4 t4. (3}RAPIDPICKUP N DRIVE THRU WINDOW C _... a E DRIVE THRU CRITERIA 04.16.15 ENOCAPORIVETHRU a Figure#11 c ii z a as Jx+' Ul - SION LLJ k i A 65PARKINGSTAt1S 4 I x v♦ LU r� I'LEARAIICEBAA I _ Q r —.. W lY4,3201 H PREVIEW SF. s _ Y ' • w CANOPYfAtEMU80ARD LLL { a (3)RAPID PICK OP C ' - 41 rf e00ee®gee® e��e� , E IOCARQUEUE MiN. s� —^ � DIRECTIONALSIDN V ' DRIVE THOU WINDOW tp X!"-PA8SLANE TRASHENCLOSURE -- .......... .. ..... ........ --------- ._............. . -\.. DRIVETHRU CRITERIA 04X15 EREESTANDINDDRWETHRO 33 Packet Pg. 164 I 6.A.c AECOM / FRANSEN CO. Figure#12 IOCAR QUEUE MIN.- �y 4 CLEARANCEBAR a " a PREVIEW¢OARO& CAkOPY/MENTI BOARD d rD TRASHENCLOSURE fL0 J' y DRIVE THRU W1N N �' �, (� • a. K t/) 4.572 SF. -(3)RAPID PICKUP PATIO co 52 PARKING STALLS DIRECTIONAL SIGN r i d PYLON SIGN S V R ® DRIVE THRU CRITERIA 04.16.15 FR€ESTANDINGDRIVETHRU r a ILL Z a J 0- w W 1- Q H W Q D CJ En IX W F- a W F C d E t V cC w Q 34 Packet Pg. 165 02/08/2017 MAYOR AND CITY COUNCIL February 8, 2016 Item: 6A Resolution Approving Theater Square Strategic Plan Community Development Department !8nernar iea Project Vision: • Redevelopment and reuse of Theater Square and the Carousel Mall into a modern residential, retail and entertainment environment to serve as a catalyst for Downtown San Bernardino and the entire City • Every successful city in the world has a successful downtown. Our future lies in the successful planning and implementation of this project • Create a project that is fiscally and environmentally sustainable by forming of a Business Improvement District (BID) and through appropriate design standards 1 02/08/2017 Project Overview: 1. Exclusive Negotiating Agreement(ENA)approved November 2,2015 and Amended August 15,2016 2. Development Services Agreement(DSA)approved August 15,2016 for Phase I (Theater Square) 3. Theater Square 5.5 acres(Phase 1) a. Regal Cinemas—14 screens(leased 2012) b. Construction of 25,000 square feet of retail/restaurant C. Approximately 10,000 square feet of public open space 4. Carousel Mall 43 acres(Phase II) a. Constructed 1973 b. Demolished following sale of Theater Square site 5. Adjacent Historic Buildings to be retained(not a part) a. Harris Building b. Andreson Building Y'Street Cz I Itr a n T-IW%!j 2 ' Strategic Plan Key Objectives: 02/08/2017 1. Leverage the national brand of Regal Cinema to attract restaurants and selected uses that serve the downtown 2. Sell Regal Theater site and construct 25,000 sf of new restaurant/retail space and dedicate sales proceeds to demolition of Carousel Mall 3. Create a focal point for the downtown—a meeting place,a place for events,a landmark,a downtown San Bernardino success 4. Create a high profile example in the heart of downtown San Bernardino that speaks to residents in the wider regional trade area 5. Maintain high quality standards and seek leading companies to participate in the project A-E-COM w DESIGN GUIDELINES kH7 ER DISTRICT DEVELOPMENT CITY OF SAN BERNARDINO THE CITY OF SAN 81: 3 s 02/08/2017 Design Guidelines Goals: 1. Create compatibility between new projects and existing architectural context through use of building articulation, scale and proportion, roof forms, and detailing. 2. Explore how contemporary design can contribute to the development of exiting historic forms and styles. 3. Include physical connections to pedestrian networks and adjacent shops, cafes, alleys,open spaces etc. 4. Realize use of sustainable technologies that are seamless with overall building design. Design Guidelines Goals(cont'd): 5. Use appropriate landscape and hardscape in open spaces,courtyards,and rooftop terraces to establish indoor-outdoor relationships. 6. Review the height, bulk and scale of neighboring buildings as well as the scale of development anticipated by zoning for the area to determine an appropriate compliment and/or transition. 7. Seek opportunities to foster human interaction by having access for all and through an increase in size, widen walks/entries, connections, landscape, art and other amenities. 4 a� I • 02/08/2017 Fiscal Impacts: • Construction of an additional 25,000 square feet of restaurant and retail will increase property and sales taxes • Estimated property sale will generate$10 million in net proceeds • Sales price is an estimate and demolition cost estimates are being confirmed • Revenue from the sale of Theater Square will be used for demolition of the Carousel Mall • Separate City Council action is required for sale of Regal Theater Next Steps: • Approval of a compensation agreement with County • Separate City Council required for sale of Regal Theater and use of funds for Mall demolition • Approval of the Development and Environmental Review Committee for final site plans and architectural plans • Building plan check • Timeline approximately 24-36 months • Creation of Business Improvement District (BID) to fund parking, security, maintenance, landscaping and promotional events 5 02/08/2017 ai-al 6 e�ttee�►!i .: f c 06 m CD m �1 1 1 as CN P, °�� I N , LM cz Ca o . . °' H y `^^V'' C � W cz 7d 77 cm m a • • • C7 • rD �D CD O < (D r+ N (T O 1 V O r+ rt ma- � m Ln O n rD � � prq •� cn - - . c� 0- ��� �D r.+ F+ (A G) n =•• --i-, r+ O cn CL O O O (D -h to O rD Qo =3- CL rD r+ -h O r+ -� �< (D • v' < CD O (D 3 0 < CL FD rD rr+ O cn Q, --, < CD O =3 r+ rD r-r r � p c ; �+ s A ` ;• r k ' a 70 � r I• , W I k • � a � .A ` + V� a ' v Ac • \' R�, ILn i w z Gt ? ro r = fn * a , u�wJ KD ✓n g w l iw, ' rr}^^+ ♦ V- V �` > f` ♦ Pit 4,1 ` ..; "+r N LL W W i 4_0 \ -o 'Sr , �- • N a 'y � t i p m V . s „ cnM_ 3 m `H' Street � � T Al rf y m w Fn 77 8. 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