HomeMy WebLinkAboutC2015-405 - 9/29/2015 - Approved INTERLOCAL COOPERATION AGREEMENT
BETWEEN THE CITY OF CORPUS CHRISTI AND
THE CORPUS CHRISTI DOWNTOWN MANAGEMENT DISTRICT
TO ENCOURAGE THE REDEVELOPMENT OF DOWNTOWN CORPUS CHRISTI
This Interlocal Cooperation Agreement ("Agreement") is made between the Corpus
Christi Downtown Management District("DMD"), created under Chapter 375 of the Texas
Local Government Code, and the City of Corpus Christi, Texas ("City") a municipal
corporation.
WHEREAS, the DMD and the City desire to enter into an Agreement under the Interlocal
Cooperation Act to provide for Downtown Corpus Christi redevelopment("Project");
Now, therefore, in consideration of the mutual covenants in this Agreement, the City and
the DMD (each, "Party") authorized by appropriate actions of their governing bodies,
agree as follows:
Article I. DEFINITIONS
"Corpus Christi Downtown Management District" means a municipal management district
created under Chapter 375 of the Texas Local Government Code, for the area bounded
to the north by Interstate Highway 37, to the south by Kinney Street, to the west by North
Lower Broadway, and to the east by Corpus Christi Bay and includes the area within the
Corpus Christi Marina.
Article II. SERVICES
2.01 General Services Requested by City.
In accordance with the DMD's Three Year Strategic Plan (Attachment A), DMD shall
provide the following services to assist in the redevelopment of Downtown Corpus Christi:
(a) DMD Operations — Create a cleaner, safer, more beautiful and accessible DMD
and Greater Downtown Area.
(b) Development & Improvement — Attract new businesses, development and
residences; increase sales activity and street level occupancy and improve existing
buildings and urban design.
(c) Marketing & Events — Increase sales, visitorship and investment in the DMD and
improve DMD visibility through strategic marketing and developing/managing
events.
(d) Organization Management — Continue to build organizational capacity, relevance
and recognition in the community.
2.02 Additional Services Requested by City.
In addition to the DMD's stated priorities in the Three Year Strategic Plan, the City
requests specific activities to be undertaken by the DMD as follows:
(a) Landscaping Advisory and Maintenance — Assist the City in planning optimal
landscaping and greenery for public improvement projects. Assume
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Res. 030629
DMD
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maintenance for installed features upon completion of construction, as
mutually agreed upon.
(b) Property Management - Assist the City with code enforcement and
rehabilitation projects within Corpus Christi, including ensuring the proper
maintenance of vacant buildings, by acting as a resource to the City.
(c) Research - Conduct surveys of the owners of businesses and properties
within Downtown Corpus Christi to determine their needs and priorities, also
researching best practices, and fulfilling these needs and priorities.
(d)TIRZ #3 Administration- Assist the City with the administration of a Tax
Increment Reinvestment Zone #3 to support infrastructure improvements
within Downtown Corpus Christi, and adjacent areas; recommend projects for
consideration of the TIRZ#3, and implement projects that accomplish goals of
redevelopment, and make a recommendation to the City for one DMD
representative to be appointed to the Board of Directors of TIRZ #3.
(e) Parking Advisory Committee- Nominate two DMD representatives to be
appointed members of the Parking Advisory Committee in compliance with
Section 53-196(b)(1)(b), Code of Ordinances.
Section 2.03 Safety& Security Partnership
In accordance with the Safety & Security Partnership Scope of Services (Attachment B),
DMD agrees to provide City with Bike Patrol Officers and Downtown Ambassadors to
patrol the Downtown. DMD also agrees to provide City with a police supervisor to do the
necessary recruiting and scheduling of the officers (fill schedule developed by DMD).The
Bike Patrol Officers (may also walk or utilize Segways)will be Off-Duty Police Officers of
the City Police Department who have received the necessary approvals from the City
Police Chief.
City shall compensate DMD in an amount of at least One Hundred Thousand Dollars
($100,000), subject to annual allocation by City Council, for services performed under the
Partnership, including necessary supplies, liability insurance, equipment and
maintenance costs for the Partnership. DMD shall submit properly itemized invoices for
services performed under this Agreement and shall cooperate with and provide any other
necessary information, including Benchmark performance to City. City shall pay DMD
within thirty (30) days after receipt of such properly itemized invoices according to the
Texas Prompt Payment Act.
City and DMD agree that the police officers and security ambassadors are not employees
of the City when contracted or employed by the DMD. As such, DMD is solely responsible
for all employment-related taxes. DMD acknowledges that the City is not responsible for
any losses related to DMD's or the officers and ambassadors' actions. DMD has no
authority, express or implied, to bind or obligate City in any way.
DMD shall maintain insurance coverage as outlined in Attachment C, attached hereto and
incorporated herein for all purposes.
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Section 2.04 Annual Service Plan.
Each year, the DMD shall provide a Service Plan, which outlines the overall objectives of
the DMD, to the City Manager.The Plan must describe the plan of action for the upcoming
year, including a line item budget and significant initiatives.
(a) Draft Plan - By August 1 of each year, the DMD shall prepare and deliver to the
City Manager or the City Manager's designee("City Manager")a preliminary plan
to deliver services to Downtown Corpus Christi during next fiscal year. The
preliminary plan must address City Council goals for Downtown Corpus Christi,
including a plan to increase commerce in Downtown Corpus Christi, and must
state the DMD's revenue received from the DMD's ad valorem taxes from the
previous fiscal year.
(b) Final Plan - By October 1 of each year, the DMD shall submit a final plan to the
City Manager.
Section 2.05 City Obligations
In order to support the DMD in accomplishing the objectives outlined in this agreement
the City shall:
(a)Appoint a representative from the City to serve in advisory capacity to the DMD's
Board of Directors.
(b)Assist the DMD with its best efforts in order to carry out the objectives outlined in
the Agreement, including waiving of Administrative Fees, supporting DMD pre-
approved, reoccurring special events in designated locations, and providing
information, as requested by DMD.
Article III. FINANCIAL REQUIREMENTS
Section 3.01 Subject to Annual Appropriations
The parties agree and understand that funding under this Agreement is subject to annual
appropriations by the City Council, and that each fiscal year's funding must be included
in the City's budget for that year. Funding is not effective until the City's budget is
approved by the City Council.
Section 3.02 City Match
In consideration for the DMD's performance under this Agreement(outside Section 2.03),
City agrees to make payment to the DMD matching the DMD's revenue received from the
DMD's ad valorem taxes each fiscal year, in four equal quarterly payments, for work
performed during the fiscal year.
(a) The payments to the DMD will be based on the DMDs revenue received from the
DMD's ad valorem taxes from the previous fiscal year, as certified by the Appraisal
DMD by July 31 of the current calendar year, from the previous fiscal year.
(b)The quarterly payments will be made no later than thirty (30) days after the last
business day of the last month of each fiscal year quarter. If the DMD has not
received their quarterly payment from the City by that due date, the DMD shall give
the City Finance Director notice in writing no later than fifteen days (15) days after
that missed due date, requesting payment.
(c) The City's payments are contingent upon receipt of the DMD's Quarterly Report
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for each fiscal quarter, as required by Section 4.01 of this Agreement, within thirty
(30) days of the end of that fiscal quarter.
(d)Any annual increase in the City's payments to the DMD may not exceed the
percentage increase in ad valorem taxes received by the City over the prior year,
unless mutually agreed upon by City and DMD.
Section 3.03 Use of Funds
The DMD shall use funds provided under this Agreement for purposes outlined herein
and no other. The funds provided for under this Agreement must be budgeted for
administrative expenses.
Section 3.04 Interest Earned
Interest earned on funds contributed to the DMD by the City must be clearly identified,
credited, and reflected on the books as resulting from the investment of the funds. The
interest earned is available for the DMD's use.
Section 3.05 Fiduciary Duty
The parties agree that receipt of these funds creates a fiduciary duty of the DMD.
Section 3.06 Audit Requirement
The DMD shall provide an independent audit for expenditures of funds allocated under
this agreement for each year based on its fiscal year. The DMD shall provide a copy of
the independent audit to the City Manager within one hundred twenty(120)days after the
end of the DMD's fiscal year, as an addendum to the Annual Report. The City has the
right to its own audit of funds provided under this agreement, with appropriate prior notice
to the DMD.
Section 3.07 Generally Accepted Accounting Principles
The accounting records and independent audit must conform to the accounting standards
as promulgated by a Certified Public Accountant under Generally Accepted Accounting
Principles ("GAAP") and to the requirements of applicable state law, so as to include a
statement of support, revenues and expenses, and balance sheets for all funds.
Section 3.08 Financial Records
The books of account of the funds held by the DMD must be maintained in a form
approved by the City's Director of Finance, and must be available for inspection and
copying by the Director, or the Director's authorized agents and representatives, during
regular business hours of the DMD. Records must be maintained for at least 3 years
after the expiration or termination of this agreement.
Article IV. PERFORMANCE REPORTS & MEASUREMENT
Section 4.01 Performance Reports
The DMD shall report quarterly to the City Council on its activities and work accomplished.
The DMD shall make any special presentations or prepare specific reports, if requested
by the members of the City Council, within thirty (30) days of a request.
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The Quarterly Performance Report is due within thirty (30) days after the end of each
fiscal quarter and should include:
a. A description of each project undertaken by the DMD in fiscal quarter.
b. The status of projects.
c. The amounts expended on each project.
d. The accomplishments of its performance measures for the fiscal year, as
specified in Article V of this Agreement.
Section 4.02 Annual Report
The DMD shall be deemed to have met its performance requirements for the fiscal year
upon accomplishment of the objectives outlined in Section 2.01 of this Agreement. The
DMD will prepare an Annual Report summarizing the accomplishments of the year.
Article V. MISCELLANEOUS
Section 5.01 Implementation
The City Manager and Executive Director for the DMD are authorized and directed to take
all steps necessary or convenient to implement this Agreement.
Section 5.02 Warranty
This Agreement has been officially authorized by the governing body of the City and the
DMD, and each signatory to this Agreement guarantees and warrants that the signatory
has full authority to execute this Agreement and to legally bind their respective party to
this Agreement.
Section 5.03 Expending Funds
Any payment made by the DMD or the City for any of the costs or expenses that either
incurs under this Agreement must be made out of current revenues available to the paying
party as required by the Interlocal Cooperation Act.
Notwithstanding any other provision of this Agreement, if funds for the continued
fulfillment of this Agreement by the City are at any time insufficient or not forthcoming
through failure of any entity to appropriate funds or otherwise, then City shall have the
right to terminate this Agreement without penalty by giving prior written notice
documenting the lack of funding, in which instance unless otherwise agreed to by the
parties, this Agreement shall terminate and become null and void on the last day of the
fiscal period for which appropriations were received. City agrees that it will make its best
efforts to obtain sufficient funds including, but not limited to, requesting in its budget for
each fiscal period during the term hereof sufficient funds to meet its obligations hereunder
in full.
Section 5.04 Term of Agreement
The effective date of this Agreement ("Effective Date") is October 1, 2015, after the last
approval by one of the Parties, for a term of one year, automatically renewing annually,
unless either party cancels its participation by giving written notice to the other parties at
least sixty days before the end of each annual term. The continuation and renewal of this
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agreement is contingent upon the continued existence of the DMD.
Section 5.05 Severability
If any portion of this Agreement, or its application to any person or circumstance, is ever
be held to be invalid or unconstitutional by any court of competent jurisdiction, the
remainder of this Agreement is not affected and continues to be enforceable under its
terms.
Section 5.06 Nondiscrimination
DMD and any subcontractors shall not discriminate against any employee or independent
contractor to be utilized in the performance of this Agreement, with respect to hire, tenure,
terms, conditions, or privileges of employment, because of race, religion, color, sex, age,
handicap, disability, national origin, ancestry, disabled veteran status or Vietnam-era
veteran status. Breach of this section shall constitute a material breach of this Agreement.
Section 5.07 Waiver
City's delay or inaction in pursuing remedies set forth in this Agreement, or available by
law, shall not operate as a waiver of any of City's rights or remedies contained herein or
available by law.
Section 5.08 Immunity Not Waived
Nothing in this Agreement is intended, nor may it be deemed, to waive any governmental,
official, or other immunity or defense of any of the Parties or their officers, employees,
representatives, and agents as a result of the execution of this Agreement and the
performance of the covenants contained in this Agreement.
Section 5.09 Competitive Procurement
In regards to expenditures made in furtherance of this agreement, DMD shall utilize a
competitive bidding process as required by state law when making expenditures in excess
of $50,000 for any single contract or for expenditures in excess of $50,000 in the
aggregate for any contract. DMD shall not avoid the application of competitive bidding by
purposely dividing a single purchase into smaller components so that each component
purchase is less than $50,000 or make component, sequential or incremental purchases
to avoid the competitive bidding requirements.
Section 5.10 Notices.
Any notice, correspondence or payment made pursuant to this Agreement shall be sent
by first-class US mail, addressed to:
To the City: To the District:
Ron Olson Terry Sweeney
City Manager Executive Director
City of Corpus Christi Corpus Christi Downtown Management District
P. O. Box 9277 223 N. Chaparral, Suite A
Corpus Christi, Texas 78469 Corpus Christi, Texas 78401
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Section 5.11 Amendments or Counterparts.
This Agreement may not be amended except by written Agreement approved by the
governing bodies of the Parties. This Agreement may be executed in one or more
counterparts, each of which shall be deemed an original all of which shall constitute but
one and the same instrument.
Section 5.12 Modifications.
No officer or employee of any of the Parties may waive or otherwise modify the terms in
this Agreement, without the express action of the governing body of the Party.
Section 5.13 Captions.
Captions to provisions of this Agreement are for convenience and shall not be considered
in the interpretation of the provisions.
Section 5.14 Governing Law and Venue.
This Agreement is be governed by the laws of the State of Texas. Venue for an action
arising under this Agreement is in Nueces County, Texas.
EXECUTED on the dates indicated below binding the respective parties as of the date of
last signature.
CITY OF CORPUS CHRISTI CORPUS CHRISTI DOWNTOWN
MAN = RICT
By: 4114411i BY ��_ �w.
Ronald L. Olson Terry S -enel
City Manager GG Executive Did c r LL7
Date: ID�a/�7 Date: off-- ) J
ATTEST:
Rebecca Huerta,
City Secretary
lam"
Approved 4sito Form
City Attorney's Office
SECRF TAR
Attachment A
DMD Three —Year Strategic Plan
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NOVEMBER 2014
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CORPUS CHRISTI
DOWNTOWN MANAGEMENT DISTRICT
Who We Are What We Do Winning: What Does
The Corpus Christi Downtown Our mission is to create a successful, Mission Success Look Like?
Management District(DMD), vibrant bayfront/seaside Downtown . Cleaner,safer and more beautiful
established in 1993,is a professional District and positively impact the District.
Downtown management district greater Downtown area by proactively
representing property owners and and strategically working with our • Attracting a wave of new District
stakeholders within the area bounded partners to: and Downtown investments and
by Kinney Street to 1-37,and Lower businesses.
• provide enhanced cleaning,
Broadway to the Corpus Christi Marina beautification and safety services. • Improved consumer perceptions of
L and T-Heads.In 2013,the property the District and Downtown.
owners voted to renew the district • Develop and improve the district.
through 2023. • Market and promote the district. ' Attracting new financial resources
and regional leadership to support
Staff • Address critical issues that affect the DMD mission.
Terry Sweeny,Executive Director the success of District and greater
Alan Albin,Special Projects Manager Downtown area on behalf of our 3 Year Strategic Plan Process
stakeholders and the regional
community. On May 22,2014 the DMD Board
gathered to participate in a retreat
What We Value to develop a Three Year Strategic
Our Staff and Board believe we must Plan. Following the Board retreat,
value attributes and guiding principles DMD hosted a public open house to
that will make us successful. We call obtain public comment and help in
them"The Five B's of Success": prioritizing services and programs.
Invitations were sent to City Staff,
1. Be Results Driven&Accountable: City Councilors,Collaborating
>., Do More,Do It Better,Do It Now! Organizations,DMD Stakeholders
2. Be Passionate: Work Hard,Play and the general public. Following
Hard;Celebrate the Victories-Large the open house,DMD also hosted
Casey Lain,Chairman and Small! a stakeholder luncheon allowing
Trey Bates,Vice Chairman 3. Be Strategic,Proactive,&Creative: additional feedback. In all,nearly 100
Think Outside the Box,Make a people participated in this process
Tim Heuston,Treasurer and from this process the 2014-
Positive Difference Every Day! 2016 Three Year Strategic Plan was
Glenn Peterson, Secretary 4. Be a Winner,Possess A Can-Do, developed.
Raju Bhagat Winning Attitude:Our First Answer
Con Browne is,Yes we can!
Raymond Gignac 5. Be Servant Leaders: Be of Value
y g and Relevant.Collaborate,Partner,
Joe Gonzalez Problem Solve!
Corpus Christi DMD Board of Directors
Brad Lomax November 2014
Wayne Lundquist 1 !3 •
Janet Maxwell ` '`
Dee Dee Perez
Michael Richline I �`
Jonathon Richter 4 •A
Harold Shockley,Jr. "
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""� `�•• Management District
WOR
oURLD 0/x _05 District
t , ' ` `t Operations
The District and the Greater Downtown Area
06_07 Development &
The District and Greater Downtown Area are anchored by a bayfront,beach Improvement
and marina,parks and cultural,sports and convention and hospitality venues.
It is the government,corporate and office center of the region.Residents,
office workers and visitors enjoy local restaurants,vibrant night life and O Q_0 Q Marketing
music scene,art galleries and museums and many water activities.Special CJ J & Events
events and cultural festivals draw thousands annually.It's central location
with easy access by highway or local streets and close proximity to the airport
make it easy for residents and visitors alike to access.Many artists,young 10- 11 Organizational
professionals,empty nesters,students and service workers call it home. Management
Priorities
Vision
1. Create a Clean,Safe and Beautiful
District. A sparkling Downtown by the sea anchored
Challenges by a beautiful bay front and marina,leading
2. Develop and Improve Downtown corporations, premier restaurants,hotels and
3. •Market and Promote The District, Inadequate financial resources,small cultural venues,exciting cultural events and
The Businesses and The DMD geographic District boundaries festivals,growing residential population and
Organization. • Limited staffing a thriving arts,live music and entertainment
4. Build a More Effective,Visible and • Lack of unifying vision and scene which attract thousands to visit,live,
Proactive DMD Organization. participation by regional corporate work and play.
S. Make an Accessible District With anchors Outlook
Multi Modal Mobility. • Disjointed efforts among A growing pipeline of new commercial and
6. Create,Manage and Build DMD organizations infrastructure projects are ushering new
(Organization)Events and Promote • Large transient population;street momentum enhanced by one of the fastest
and Support District Events. order crime,negative perceptions of growing regions in the country. The District
safety and Downtown in general and Greater Downtown Area feature a growing
tourism industry and new entertainment
dest
Crumbling,infrastructure and lack of inati
.. ons. More restaurants,bars and
pedestrian/vehicular connectivity live music venues are opening. Attendance
7 • Vacant,neglected,overvalued at cultural venues,special events and
buildings and undeveloped land festivals continue to grow.Demand for living
• :. Downtown has led to record occupancy rates
,, ,.,. A' and is attracting new residential projects.
.
Downtown Corpus Christi
4110
DISTRICT OPERATIONS
Objective:
Create a cleaner,safer,more beautiful and accessible District and
Greater Downtown Area.
Key Downtown Benchmarks: 43.5%
OF BUDGET
Business/property and consumer perceptions survey;crime statistics;
visitorship,sales,infrastructure dollars invested and number of blocks
improved in infrastructure projects,wayfinding program,multi-modal
program development and participation.
DMD Benchmarks Improve Cleanliness and Perceptions of Cleanliness
Cleanliness • Grow DMD Clean Team(personnel,duties and hours).
Clean Team and Cleaning Partnership • Invest in necessary tools,supplies,equipment to maximize effectiveness/
benchmarks impact.
Trash cans replaced and cigarette • Build Cleaning Partnership(recruit members/adopt standards).
butlers installed • Manage robust volunteer program to support cleanliness projects.
Stakeholders engaged and partners • Work with City and stakeholders to replace outdated/deteriorated trash
recruited cans and increase cigarette butlers.
Priority #1 :
Clean , S n
CC DMD Clean Team
In the first three months on the job,DMD's And n e cte d ■ ■ ■
Clean Team recorded the following results:
491 Block faces swept/cleaned
392 Bags of debris/trash collected
143 Sidewalks weeded/sprayed
114 Curbs painted,block faces Improve Safety and Perceptions of Safety
51 Customer contacts • Create a Security Ambassador Program(link to strategy#2 and#3 be-
38 Graffiti sites removed/re-painted low).
., •rirw • Partner with City to increase Downtown police presence(on-duty or
r; off-duty bike/walking patrol and link with Security Ambassador Program
and Safety Partnership).
• Build Safety Partnership(recruit members,link via common radio/cam-
eras monitored by Security Ambassadors and CCPD).
• Proactively address all street order crimes and transient population is-
Paint the Town Tuesdays! sues in concert with City and advocate for necessary ordinance tools and
97 Volunteers&Staff aggressive enforcement.
291 Hours of Painting • Develop in concert with City a campaign to address giving money to
160 Block faces panhandlers.
O
Improve Beautification DMD Benchmarks
• Enhance maintenance of existing placemaking and landscape assets in Safety
concert with City and stakeholders. Security Ambassador benchmarks
• Develop a beautification master plan and calendar.
Off-Duty Police Bike Patrol
• Enhance and redefine Downtown vehicular and pedestrian gateways. benchmarks
Work with City,partnering organizations and private sector to identify
projects and funding. Safety Partnership benchmarks
• Implement mural painting program for electrical boxes and buildings. Beautification
• Assess lighting and develop plan to enhance safety and to make Placemaking/Landscape assets
architectural lighting and signage a signature element. maintained
• Research developing a District banner program
Participants in beautification plan
and calendar
New Gateways created and
Improve Accessibility,Infrastructure and Connectivity maintained
(Multimodal Mobility) Murals and electrical boxes painted
• Convene City and stakeholders to prioritize infrastructure projects and Lighting plan,project and
advocate for the projects annually. participants
• Provide construction mitigation services to minimize adverse effects of Stakeholders engaged and partners
construction. recruited
• Work with City and stakeholders to develop and fund a comprehensive
wayfinding program for greater Downtown area.
• Conduct annual parking occupancy survey and vehicular and pedestrian
counts for key intersections. `'` I �'
• Develop/update parking management plan,to manage long term (off-
street)and short term (on-street)customer parking supply.
• Advocate for permitted parking lots and minimum design and
operational standards. gm
,:
• In partnership with City and Regional Transit Authority develop
program to move customers within the District and between the greater I i
Downtown area.
• Advocate for investments to create a more bike and pedestrian friendly
("Complete Streets") Downtow Research feasibility of a bike-share
program and obtain funding.
• Work with City and Downtown stakeholders to plan for creating Accesibillity, Infrastructure,
enhanced streets connecting with new Harbor Bridge. and Connectivity
• Promote use of public pier for boaters to access Downtown Contract with City for DMD to
provide construction mitigation
services
'ow Annual parking occupancy and
•
vehicular and pedestrian counts
report.
Parking plan,permitted parking
III Iii I 41 ; A.^Atr l and operational/design standards.
Wayfinding program
tiI
k •
Customer movement plan/program
"• _ Bike share feasibility
Downtown-Harbor Bridge connec-
+� , . *tos, tion investment plan
Boater promotion plan recruited
Bike-Share Program Bike-Friendly Streets
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DEVELOPMENT & IMPROVEMENT
Objective:
Attract new businesses,development and residences;increase sales activity
and street level occupancy and improve existing buildings and urban design. 8.5%
Key Downtown Benchmarks: OF BUDGET
Occupancy and rental rates;new businesses,investment and projects;sales
activity,business/property and consumer perceptions survey.
Downtown Tax Increment Attract new businesses and development and increase street level
Finance District occupancy
Also known as Tax Increment • Work with City to develop and aggressively utilize incentives like Tax
Reinvestment Zone(TIRZ)#3 Increment Finance(TIF) District revenues to support development.
The Downtown TIF District was • Document real estate market and develop recruitment plan(vacancies
established to begin capturing tax and priority development and redevelopment sites;targeted prospects
increment from City in 2008 and including artistic and creative businesses).
Nueces County and Del Mar in 2009 • Create marketing materials to facilitate business and developer
and continues until 2028 at which time recruitment.
it will sunset.
• Work City and stakeholders to address vacant,blighted buildings
How it Works:At the creation of the TIF
(absentee property owners,vacant building ordinance).
district,the base Assessed Valuation
(AV)is established and remains at that • Research creating a private sector led Downtown Development Fund/
level for the duration of the TIF.Tax Corporation to support new development.
revenue created by increased AV over • Work with City to identify
time is captured by the TIF district and Downtown City—owned
used to intent new development and sites that can be put out TIOture i s
fund revitalization. for redevelopment by
TIF District Stats(as of November 1, private sector.
2014) • Develop plan to attract Here
• 2013 Annual TIF Revenue: more neighborhood
$635,000 services retail to support
• Current TIF Fund Balance: growing residential base.
$1,551,000 • Develop program in coordination with CCREDC,City to retain and
attract corporations and office users to Downtown to increase office
occupancy.
• Work with City,private sector and educational institutions to create a
post-secondary education student presence in Downtown.
Ar 1 �' DMD Benchmarks
Development&Street Occupancy
Implementation of TIF and number Number of city-owned properties
of projects supported redeveloped by private sector
Development of recruitment plan Office retention/recruitment
Prosperity Bank has recently begun construction of and recruitment materials and program
its new$1.9 Million branch and offices,which us to
be completed in 2015number of prospect contacts Downtown university/college
Creation of Downtown Development presence
Fund/Corporation
4111/
Organize and support businesses and improve urban design DMD Benchmarks
• Convene Merchants Association to mobilize stakeholders and develop Business& Urban Design
programs to drive business.
• Review,update and implement facade improvement program. Creation of Merchants Association
and program statistics
• Develop sidewalk café program to make Downtown Corpus Christi an
outdoor dining destination. Facade improvement program
statistics
• Work City and stakeholders to address vacant,blighted buildings,
(absentee property owners,vacant building ordinance)and Sidewalk café program statistics
undeveloped land and unsightly surface parking lots(advocate for Creation of urban design guidelines
permitted parking lots and minimum design and operational standards). and process
• Advocate for Downtown design guidelines. Review all downtown
permits and work to enhance project designs. Promote Residential
• Research developing a locally designated historic district. Website statistics
• Become an art-centered district.Pursue cultural district designation Downtown Living Tour statistics
and research incentives and business support programs for artists and
galleries. Creation of Downtown Community
Development Corporation
Promote Downtown Residential Residents Association statistics
• Promote Downtown living options on website and other DMD tools.
Top 5 Reasons to Invest or
• Organize an annual Downtown Living Tour. Locate Business Downtown CC
• Research the feasibility of a Community Development Corporation to
provide more residential development(mixed-income and affordable 1. Nearly$1 Billion in new projects planned
or underway in Greater Downtown area
housing)along the entire housing continuum.
2. Vibrant water front and expanding
• Develop Downtown residents association to engage residences Downtown Marina
3. Growing residential base and tourism
market
4. TIF district to stimulate private sector
development
New Prosperity Bank branch
and offices under construction 5. Vibrant local music and arts scene
in downtown Corpus Christi
Best Things About
andDowntown living
1. Marina and Bayfront...the views,the
boats,the beach!
2. City's best restaurants and bars are just
steps away!
3. Home to the city's best events...Artwalk
is just one of many!
4. Urban style apartments and condos.
Att 5. Its green,fit living!Walk to work,bike
along the seawall and take a dip at the
" ! SSi
p .. beach!
t 6. Thriving art and music scene.
i 111111 •'
7 t 1111 „_ trail .
i
cof l , o, ._ t+
� a
The Cosmopolitan is a new$24 Million mixed-use ,,f� * ,
development in the heart of downtown Corpus Christi 'esee '
with 165 apartments and 3,800 sf of retail space opening in
June 2015(image courtesy of Realtex Properties). ,
O
MARKETING & EVENTS
Objective:
Increase sales,visitorship and investment in the District and improve DMD vis-
1 6% ibility through strategic marketing and developing/managing events.
OF BUDGET Key Downtown Benchmarks:
Visitorship,occupancy and rental rates;new businesses,investment and
projects;sales activity,business/property and consumer perceptions survey.
DMD Benchmarks The District and Businesses
District&Business • Conduct consumer perception survey
Consumer Perception and Business to benchmark perceptions and prioritize
survey marketing dollar allocation and programmatic
focus. �, r
Marketing plan,dollars invested and
• Develop a comprehensive marketing strategy/ t
leveraged(through partnerships) plan to promote the District and businesses to
DMD and District brand local consumers and target audiences.Integrate !! 1 J
DMD website and social media merchants association into marketing program.
statistics • Enhance the DMD website and invest in
E-newsletter social media tools to improve marketing
DMD Database of businesses,events,the District and the House of Rock-Downtown Live
organization. Music Anchor
Earned media statistics • Enhance DMD and District brands.
a - • Build and regularly update database of Downtown businesses,
- - collaborating organizations,events,and property owners to improve
communications with District stakeholders.
• Grow email list and regularly communicate valuable information to our
stakeholders and consumers via e-newsletter.
• Promote the organization's activity and results,District success stories,
through earned media efforts and DMD marketing tools.
• Work with stakeholders to develop new marketing partnerships.
40.
, - 7 � a to the
4K. r s `t• a 111 Event!
r
-
'ts►
The Dia de Los Muertos Festival is held
near the end of each year downtown
Corpus Christi,with over 50,000 in
attendance in 2014.
4
Create,manage and support DMD and District events to increaase
Downtown visitorship,event attendance and event and business
revenue.
• Enhance Corpus Christi 1st events
ORPU , ,v
-Improve website and social - -:
media tools. (�17
(j r
Build staff,committee,volunteer - Ith ` 41
and intern infrastructure and MIS i l 1 i�i 1'
capacity. Embark,cxp6oTe.Enloy.
-Develop marketing plan.
-Recruit sponsors and media partners.
-Partner with City to enhance experience, safety and resource 111111167:.
coordination and permitting process.
-Research ways improve moving people between venues. DMD Benchmarks
• Develop programming/event(s)targeted at young professionals and DMD Events
recruit young leaders to assist in execution.(lead,live,work,play).
Corpus Christi 1st benchmarks
• Support and assist District events and partner with organizations/
stakeholders to create new ones(focus on cultural,art,food and water District events benchmarks
based events). New event benchmarks
Live Music at the Executive Surf Club Streamlined and coordinated
4approval process
ri Artwalk attracts more than 5,000 people monthly.
4 41 ra
4 1k 4 a • , It •
• E • a V*4". ' r '• ? . 6•.
x."'i.f a0 P{ "'it's
' .i` p, 1
I r Artwork being produced at the Art Center of Corpus Christi
•
t r A
t
�
,. ~xMt F
t
y Exhibit at K Space Contemporary Art Gallery.
t
Arts Eclectic. . . 0.1 ._� , .
. . . Local , Fun ! . ..
CI
ORGANIZATIONAL MANAGEMENT
Objective:
To proactively pursue the DMD mission by building an organization with ad-
equate resources,technology and professional staff and engaged leadership, �O/O
board members,stakeholders and volunteers.
OF BUDGET
Key Downtown Benchmarks:
Sales, investment,business/property and consumer perceptions survey.
Attract more financial and leadership resources to support DMD's DMD Activity Benchmarks
mission.
DMD Revenue
• Increase revenue through interlocal agreements,service contracts and
general fundraising. Advisory Council
• Create an Advisory Council to engage and mobilize regional anchors/ Partnerships and dollars leveraged
resources and provide a conduit to support DMD mission. Office location
Develop new partnerships and collaborations to leverage Staff
organizational resources and proactively address and improve greater Best practices report
Downtown area.
Marketing plan,dollars invested and
Build DMD's Organizational Capacity leveraged(through partnerships)
• Increase staff as necessary to improve effectiveness. Earned media statistics
• Upgrade technology resources to maximize organizational DMD website and social media
effectiveness. statistics
• Find a permanent,visible office location that meets organizational E-newsletter
needs/mission. Database
• Research best practices for organizing downtown revitalization to
match organization and geographic foot print.
• Join professional downtown or economic development organizations
that support DMD mission,subscribe to professional journals and Positive
provide for staff development through conference attendance or
continuing education.
• Create a volunteer,board,stakeholder recognition program. I4eJ e i
Improve DMD's Relevance/Recognition
• Serve as one-stop resource for information pertaining to current and perspective
businesses,property owners,developer and other stakeholders.
• Publish annual report and host annual meeting of stakeholders.
`. -.I., .— — i .. ,�a
1,
DMD retreat and open house:Thanks to the more than 100 stakeholders who paricipated in this planning process.
0
Three Year Strategic Plan Budget Projections
• It will take a true public-private partnership to provide the services and implement the programs described in this Three Year
Strategic Plan.To that end,DMD will work with the City of Corpus Christi,DMD property owners,regional corporate anchors
and Downtown businesses to obtain the necessary dollars. The budget projections below reflect what DMD estimates will be
needed and how it will be allocated to achieve the vision and success described in the plan.
Income 2614-2015 20152016 2016.2017 Three Yr Total
Assesment Income 190.000 00 205,000 00 220.000 00 615.000 00
City Interlocal Agreement& Service Contract Income 420,000 00 440,000.00 455.000 00 1,315,000 00
Fundraising & Resource Recruitment 155,000.00 250,000.00 300.000.00 705,000.00
Sponsorships 25,000.00 25,000.00 30,000.00 80,000.00
Memberships I Merchants Association 5,000.00 5,500.00 6,000.00 16,500.00
Total Corpus Christi First Income 35,000.00 38,500.00 40.000.00 113,500.00
Total Income 830,000.00 961.000.00 1,051,000.00 2,845,000.00
Expenses 2014-2015 2015-2016 2016-2017 Three Yr.Total
District Operations 360,000.00 420,000.00 457.000.00 1,237,000.00
Develop and Improve 70,000 00 82,000.00 89,000.00 241,000.00
Marketing and Promotion 135,000 00 155,000.00 168.000.00 458,000.00
Organizational Management 265,000.00 307,000.00 337.000.00 909,000.00
Total Expenses 830.000.00 964.000.00 1,051,000.00 2,845,000.00
.
ry x St
esu s a ,rts*soit„ , , �� o
Part ups
„ios
I x} •—- DMD is committeed to developing and promoting
� I its anchors,such as the Art Center of Corpus Christi
II (left-image coutesy of Gloria Hunter)and the Corpus
� Christi Marina(Above Right).
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EXPERIENCE
. ,• ' ', 4'4 ibc.com
.A. ,
1,
Corpus Christ Do'' ntown
Management District
223 N. Chaparral Street
Corpus Christi, Texas 78401
361-882-2363
361-884-9591
Check us out online at:
cctexasdmd.com
www.facebook.com/DMDCC
Special Thanks to IBC Corpus Christi for
Sponsorship of This Publication
Special Thanks to:
Nick Gignac&Gignac Architects
(II1) GIGNAC 1 ARCHITECTS
www.gignacarchitects.com
ATTACHMENT B
DOWNTOWN MANAGEMENT DISTRICT—SECURITY PARTNERSHIP PROGRAM
SCOPE OF SERVICES
Overview/Summary
In order to improve safety and perceptions of safety in the Downtown, the Corpus Christi Downtown
Management District (DMD) is establishing a Safety& Security Partnership Program. As the "Security" portion
of this program,the DMD shall provide the City with "boots on the ground" in two forms of security personnel
—Bike Patrol Officers and Downtown Ambassadors.Additionally,the DMD will develop the "Safety" element by
coordinating with private security resources throughout the District and working with Corpus Christi Police
Department (CCPD)to provide training and establishing professional and technical networks that assist private
property owners in providing safety to their tenants and customers.
Bike Patrol Officers will be off-duty peace officers working as independent contractors to patrol the DMD. It is
intended that the Bike Patrol Officers will wear their respective police uniforms will provide a visible, customer
friendly presence,augmenting the current CCPD services in the area,to deter criminal behavior,maintain street
order and make arrests when necessary. The Bike Patrol Officers will proactively address crime issues and
interact with businesses and visitors to provide customer service assistance. Law enforcement duties
contemplated by this agreement shall be performed in the discretion and control of the Bike Patrol Officers
Downtown Ambassadors will patrol DMD on Segways. These Downtown Ambassadors shall be a customer
friendly uniformed presence that will provide customer service,act as eyes and ears for the police patrolling the
DMD and be a resource to report code violations and graffiti.
Bike Patrol Officers will patrol in pairs.The Security Ambassadors may patrol individually or in pairs. Both patrols
will be scheduled in a manner to provide the maximum impact to address street order issues and provide a
visible presence during high-visit time periods. Both Bike Patrol Officers and Downtown Ambassadors patrols
will be required to complete a DMD Orientation and Certified Tourism Ambassador Training.
General Patrol Area
The Bike Patrol Officers and the Downtown Ambassadors will patrol the DMD area from Kinney St. to 1-37 and
from the Downtown Marina to Lower Broadway St.
General Patrolling Hours
It is anticipated that each patrol may provide at least 4,000 patrol hours (approximately 40 hours per week on
average) during this time,depending on hourly rate and costs of insurance, equipment and repairs.
BIKE PATROL OFFICERS
Bike Patrol Area DMD will retain a Bike Patrol Supervisor who will work to recruit and schedule the Bike Patrol
Officers. DMD will work with the Bike Patrol Supervisor to develop specific beats within the DMD boundaries
described above. The Bike Patrol Officers' patrols will include Seawall, Marina, Streets, Sidewalks, Surface
Parking Lots,Garages, Parks and Other areas as directed based upon crime trends and visitorship
Bike Patrol General Responsibilities
The Bike Patrol Officers shall patrol the DMD area and perform duties which include but are not limited to:
• Act as a visible police presence to deter criminal behavior, street order crime and enforce panhandling,
trespass, public intoxication,camping and other ordinances.
21
•
• Make arrests when appropriate and request transport.
• Interact with Downtown businesses and DMD Safety Partnership members to identify and address crime
issues.
• Act as Downtown ambassadors, assisting motorists and pedestrians by providing directions.
• Coordinate patrolling with DMD Downtown Ambassadors and communicate regarding crime and other
public safety issues.
DOWNTOWN AMBASSADORS PATROL
Patrol Area
DMD shall provide Downtown Ambassadors and shall be responsible for developing their patrolling schedule.
DMD will develop specific beats within the DMD boundaries that also will be coordinated with the Bike Patrol
beats and will include the same areas described.
Downtown Ambassador General Responsibilities
The Downtown Ambassadors shall patrol the DMD area and perform duties which include but are not limited
to:
• Act as a visible security presence to deter criminal behavior.
• Acts as eyes and ears of police.
• Report street order crime including panhandling, trespass, public intoxication, camping and other
ordinances to the police.
• Identify and report code violations and work with Corpus Christi Code Enforcement to address.
• Interact with Downtown businesses and DMD Safety Partnership members to become aware and report
crime issues.
• Act as Downtown ambassadors by providing visitor information,distributing maps and providing directions.
• Coordinate patrolling with DMD Off-Duty Police Bike Patrol and communicate with DMD Off-Duty Police
Bike Patrol regarding crime and other public safety issues.
BENCHMARKING
DMD shall benchmark the activity and results of the Bike Patrol Officers and Downtown Ambassadors monthly
and report it to the City of Corpus Christi on a quarterly basis.
Benchmarks that will be tracked include:
• Bike Patrol Officer&Downtown Ambassadors Man Hours Logged
• Arrests Made
• Citations/Tickets Issued
• Code Violations Reported
• Graffiti Sites Reported
• Business Visited
• DMD Safety Partnership Members Visited/Contacts Made
Tracking is intended to show trends over time.There are no quota requirement for citations or arrests.
22
ATTACHMENT C
INSURANCE REQUIREMENTS
DOWNTOWN SAFETY&SECURITY PROGRAM, PARTNER'S LIABILITY INSURANCE
A. Partner shall not commence work under this agreement until all insurance required herein has been obtained and
approved by the City's Risk Manager or designee.
B. Partner shall furnish to the Risk Manager or designee two (2) copies of Certificates of Insurance, with applicable
policy endorsements showing the following minimum coverage by an insurance company(s)acceptable to the Risk
Manager or designee. The City must be listed as an additional insured for the General Liability policy and Business
Auto Liability policy, and a waiver of subrogation is required on all applicable policies.
TYPE OF INSURANCE MINIMUM INSURANCE COVERAGE
30-Day Notice of Cancellation required on all certificates Bodily injury and Property Damage
by policy endorsement(s) Per Occurrence/aggregate
COMMERCIAL GENERAL LIABILITY $1,000,000 Per Occurrence
1. Broad Form
2. Premises—Operations
3. Products/Completed Operations Hazard
4. Contractual Liability
5. Broad Form Property Damage
6. Independent Partners
7. Personal and Advertising Injury
8. Professional Liability(if applicable)
9. Underground Hazard (if applicable)
10. Environmental(if applicable)
WORKERS'COMPENSATION Which Complies With The Texas Workers'
Compensation Act And Paragraph II Of
This Exhibit.
EMPLOYER'S LIABILITY $500,000/$500,000/$500,000
C. In the event of accidents of any kind related to this project, Partner shall furnish the Risk Manager with copies of
all reports of such accidents within ten (10)days of the accident.
II. ADDITIONAL REQUIREMENTS
A. Partner must obtain workers' compensation coverage through a licensed insurance company in
accordance with Texas law. The contract for coverage must be written on a policy and
endorsements approved by the Texas Department of Insurance. The coverage provided must
be in amounts sufficient to assure that all workers' compensation obligations incurred will be
promptly met. An "All States endorsement shall be included for Companies not domiciled in
Texas.
23
B. Partner shall obtain and maintain in full force and effect for the duration of this Contract, and
any extension hereof, at Partner's sole expense, insurance coverage written on an occurrence
basis, by companies authorized and admitted to do business in the State of Texas and with an
A.M. Best's rating of no less than A-VII.
C. Partner shall be required to submit replacement certificate of insurance to City at the address
provided below within 10 days of the requested change. Partner shall pay any costs incurred
resulting from said changes. All notices under this Article shall be given to City at the following
address:
City of Corpus Christi
Attn: Risk Management
P.O. Box 9277
Corpus Christi,TX 78469-9277
D. Partner agrees that with respect to the above required insurance,all insurance policies are to contain
or be endorsed to contain the following required provisions:
• List the City and its officers, officials, employees,volunteers, and elected representatives as additional
insured by endorsement, or comparable policy language, as respects to operations, completed
operations and activities of,or on behalf of,the named insured performed under contract with the City.
• The"other insurance" clause shall not apply to the City of Corpus Christi where the City is an additional
insured shown on the policy;
• Workers'compensation and employers' liability policies will provide a waiver of subrogation in favor of
the City;and
• Provide thirty(30)calendar days advance written notice directly to City of any suspension,cancellation,
non-renewal or material change in coverage, and not less than ten (10) calendar days advance written
notice for nonpayment of premium.
E. City shall have the option to suspend Partner's agreement should there be a lapse in coverage at any
time during this contract. Failure to provide and to maintain the required insurance shall constitute a
material breach of this contract.
F. In addition to any other remedies the City may have upon Partner's failure to provide and maintain any
insurance or policy endorsements to the extent and within the time herein required,the City shall have
the right to order Partner to stop work hereunder,and/or withhold any payment(s)which become due
to Partner hereunder until Partner demonstrates compliance with the requirements hereof.
G. Nothing herein contained shall be construed as limiting in any way the extent to which Partner may be
held responsible for payments of damages to persons or property resulting from Partners performance
of the work covered under this agreement.
H. It is agreed that Partner's insurance shall be deemed primary and non-contributory with respect to any
insurance or self insurance carried by the City of Corpus Christi for liability arising out of operations and
completed operations and activities under this agreement.
24
I. It is understood and agreed that the insurance required is in addition to and separate from any other
obligation contained in this agreement.
2014 ins req.
City Manager's Office ,
Downtown Safety and Security Partnership Program
Agreement with Downtown Management District
10/29//2014 ds Risk Mgmt.
25