Loading...
2010 06 03 CC&(# 4 4V adja City Council agendas are available on the City's web page @ www.la-quinta.org CITY COUNCIL AGENDA CITY COUNCIL CHAMBERS 78-495 Calle Tampico La Quinta, California 92253 ADJOURNED MEETING THURSDAY, JUNE 3, 2010 — 3:00 P.M. Beginning Resolution No. 2010- Ordinance No. CALL TO ORDER Roll Call: Council Members: Evans, Franklin, Henderson, Sniff, and Mayor Adolph PLEDGE OF ALLEGIANCE PUBLIC COMMENT At this time, members of the public may address the City Council on any matter not listed on the agenda. Please complete a "request to speak" form and limit your comments to three minutes. CONFIRMATION OF AGENDA CONSENT CALENDAR - NONE City Council Agenda 1 June 3, 2010 BUSINESS SESSION 1. CONSIDERATION OF FISCAL YEAR 2010-2011 PRELIMINARY BUDGET A. MINUTE ORDER ACTION ADJOURNMENT A regular meeting of the City Council will be held on June 15, 2010 with closed session at 3:00 p.m. and open session at 4:00 p.m. in the City Council Chambers, 78-495 Calle Tampico, La Quinta, CA 92253. DECLARATION OF POSTING I, Veronica Montecino, City Clerk of the City of La Quinta, do hereby declare that the foregoing agenda for the La Quinta City Council special meeting of June 3, 2010, was posted on the outside entry to the Council Chamber at 78-495 Calle Tampico and on the bulletin boards at 51-321 Avenida Bermudas and 78-630 Highway 111, on May 28, 2010. DATED: ay 28, 2010 VERONICA J. NTECINO, City Clerk City of La Quinta, California Public Notices The La Quinta City Council Chamber is handicapped accessible. If special equipment is needed for the hearing impaired, please call the City Clerk's Office at 777-7103, twenty-four (24) hours in advance of the meeting and accommodations will be made. If special electronic equipment is needed to make presentations to the City Council, arrangement should be made in advance by contacting the City Clerk's Office at 777-7103. A one (1) week notice is required. If background material is to be presented to the City Council during a City Council meeting, please be advised that eight (8) copies of all documents, exhibits, etc., must be supplied to the City Clerk for distribution. It is requested that this take place prior to the beginning of the meeting. Any writings or documents provided to a majority of the City Council regarding any item on this agenda will be made available for public inspection at the City Clerk counter at City Hall located at 78-495 Calle Tampico, La Quinta, California, 92253, during normal business hours. City Council Agenda 2 June 3, 2010 _ D -k OF TN4 AGENDA CATEGORY: COUNCIL/RDA MEETING DATE: June 3, 2010 BUSINESS SESSION: ITEM TITLE: Consideration of Fiscal Year 2010-201 1 CONSENT CALENDAR: Preliminary Budget STUDY SESSION: PUBLIC HEARING: RECOMMENDATION: Adopt the Fiscal Year 2010-2011 Preliminary Budget and direct staff to prepare a Fiscal Year 2010-201 1 Final Budget for the July 6, 2010 City Council Meeting. FISCAL IMPLICATIONS: All Preliminary Fiscal Year 2010-2011 revenues, operational appropriations and capital projects funding are included in this Preliminary Budget. Pursuant to City Council direction, staff has presented the City Council with a balanced General Fund with an estimated operating surplus of $55,308 for Fiscal Year 2010-2011. CHARTER CITY IMPLICATIONS: None. BACKGROUND AND OVERVIEW: Introduction As the City Council is aware, the Budgeting process actually starts in February when the City Council discusses the City Council Goals and the Annual Financial Management review. The Annual Financial Management review is the first component of the strategic planning process, and along with the discussion of the City Council goals are the building blocks of the budget. The City Council has since reviewed and approved the Economic Development Plan, the Capital Improvement Program and the Marketing Plan for the upcoming Fiscal Year. Each of the implementation needs of these documents have been incorporated into theproposed budget. This preliminary Fiscal Year 2010-2011 Budget is similar to the format implemented in previous years. This format utilizes two separate documents to develop the City, Redevelopment Agency, Financing and Housing Authorities Budget. The first of the two documents utilized for presentation of this year's budget is titled: "Fiscal Year 2010-201 1 Preliminary Budget," and includes the total scope of operations for the City, Agency, Financing and Housing Authorities. The second document is titled: "Supporting Document." This document provides the detail for each program operation and the justification for any of the changes requested. Executive Summary The following table shows a comparison of the revenues and expenditures in the General Fund from Fiscal year 2010-2011 and 2009-2010: Fieral Year 2010/2011 2009/2010 Change Estimated Budgeted Revenues 33,998,738 38,930,755 (4,932,017) Application of Reserves 0 0 0 Transfers In 158,800 367,716 (208,916) Reimbursements 5,984,194 6,016,126 (31,932) Total Sources 40,141,732 45,314,597 5,172,865 Estimated Operating Expenditures 39,300,970 40,576,993 (1,276,023) Transfers Out 785,454 4,726,295 (3,940,841) Total Uses 40,086,424 45,303,288 5,216.864 Net income (loss) 55,308 11,309 43,999 2 Summary of This Year's Budget Revenues — General Fund This year's General Fund projected revenues of $40.14 million are down from the $45.3 million from the prior year as projected in the following table: REVENUE TYPE INCREASES Interest $ 445,550 Intergovernmental 193,646 Licenses & Permits 143,100 Property Tax 103,500 Fees for Service 100,000 Miscellaneous (15,900) Subtotal 969,896 (DECREASES) County Fire - Station 32 $ (4,145,841) Sales Tax (853,000) Motor Vehicle in Lieu (303,700) Change in Transfers in (208,916) Transient Occupancy Tax (205,300) Document Transfer Tax (189,460) Franchise Fee (129,900) County Fire Operations (74,712) Change in Reimbursements (31,932) Subtotal (6,142, 761) Total $ (5,172,865) Reconciliation: Prior Year Revenues FY 2009-2010 $ 39,298,471 Previous Year Reimbursement FY 2009-2010 6,016,126 Budget Summary FY 2009-2010 Sources $ 45,314,597 Budget Summary FY 2010-2011 Sources 40,141,732 Change $ (5,172,865) Revenue Increases The major increase in revenues is interest income primarily from the $10 million advance to partially fund the SERAF shift with the pooled interest earnings for Fiscal Year 2010-2011 forecasted to earn .65%. Intergovernmental revenue is 3 estimated to increase primarily resulting from the issuance of fines. In addition, while staff is not projecting significant changes in development activity, we are projecting a slight improvement in license and permits and fees for service for Fiscal Year 2016-2011 over Fiscal Year 2009-2010. Revenue Decreases Staff is projecting a continued slow down in the local economy in Fiscal Year 2010-2011, which began in the fall of 2008 and has continued through the date of this report. As was reported last year, while the City has experienced down turns in the past that have impacted certain revenues categories, such as building activities or property values (mid 1990's), tourism (post 9/1 1) and low interest rates (2003-2004), this slow down has impacted most if not all City revenues categories and occurred quite suddenly. A one-time decrease in intergovernmental revenue from the County of Riverside Fire Tax of $4,146,000 is anticipated since the Fire Station 32 will be completed. Staff is projecting an 11.39% decrease or a reduction of $853,000 in sales tax revenue for Fiscal Year 2010-2011 and a 4.61 % decrease in transient occupancy tax or $205,300 in Fiscal Year 2010-2011. Expenditures — General Fund This year's General Fund projected expenditures of $40.09 million are down from the $45.30 million from the prior year as projected in the following table which reflects by Department the increase and decreases from last year's budget: DEPARTMENT TOTAL EXPENDITURES CHANGES REIMBURSEMENTS CHANGES INCREASES Department Police $156,474 $0 $156,474 Subtotal 156,474 0 156,474 DEPARTMENT TOTAL CHANGES REIMBURSEMENTS CHANGES (DECREASES) Departments General Government (156,987) (289,633) (446,620) Public Works (839,785) 427,337 (412,448) Planning (169,100) (35,095) (204,195) Building & Safety (39,330) (113,515) (152,845) Finance (55,792) (66,999) (122,791) Community Services (108,820) (1,389) (110,209) Fire (74,429) (244) (74,673) City Clerk 11,746 (29,500) (17,754) Subtotal (1,432,497) (109,038) (1,541,535) Net Decrease in Expenditures (1,276,023) (109,038) (1,385,061) Decrease in Transfers (3,940,841) Total ($5,216,864) Reconciliation: Prior Year Expenditures FY 2009-2010 $40,576,993 Previous Year Transfers Out FY 2009- 2010 4,726,295 Budget Summary FY 2009-2010 Sources $45,303,288 Budget Summary FY 2010-2011 Sources 40,086,424 Change ($ 5,216,864) Decreases in General Fund Expenditures With the estimated reduction in revenues forecasted for Fiscal Year 2010-2011, the following reductions over $50,000 in the Budget have been proposed with the intent to not decrease service level to the public, whenever possible. Some of the more notable planned expenditure decreases in this year's budget include: • Decrease in the Information Technology Fund charges ($329,000) • Decrease of $(64,500) in legal expenses. • Decrease of ($73,000) in City-wide Park maintenance contract expenses. • Decrease of ($100,000) in Fire capital equipment. • Decrease in Pavement Management Program ($225,000). • Decrease in Slurry Seal program ($200,000)• • Decrease of ($83,000) in Public Works Engineering Division contract inspections. Fj Increases in General Fund Expenditures The following are some of the notable increases in the General Fund over $50,000: Increase of $172,000 in Police Officers Salaries and Fringe Benefits. PPrsnnnel The following changes for Fiscal Year 2010-2011 are being recommended to the Authorized Positions list as detailed in Section H are as follows: Two (2) positions are being recommended for deletion from the City authorized positions listing bringing the City-wide total from 101 in Fiscal Year 2009-2010 to 99 in Fiscal Year 2010-201 1 . • Planning Department — Principal Planner • Public Works Department — Senior Engineer • A transfer of 50% of a Public Works Associate Engineer's time from the Development Services Division to the Engineering Services Division. The Fiscal Year 2010-2011 budget contains no increases in cost of living. This year's budget does include merit increases for those employees who are eligible. Police and Fire Department Budget Discussions Police Services — the overall budget for Police Services has increased by $156,000. This represents the largest service level cost in the proposed budget. Police Services represents 31.7% of total General Fund expenditures for Fiscal Year 2010-2011 as compared with 27.7% of the Fiscal Year 2009-2010 budget. Last year, the Police budget was reduced by one Grant Funded Motor Officer position, while this year's budget has no increase in Police staff being proposed. The largest factor for the aforementioned increase of $156,000 is $172,000 in rate increases for labor costs for the same level of service in Fiscal Year 2010- 2011 as Fiscal Year 2009-2010. It should be noted that the Police contract rate adjustment included in the Fiscal Year 2010-2011 Preliminary Budget is estimated to be 4%, and the actual contract rate adjustment is not made until the second half of the fiscal year. If the actual rate adjustment is more than 4%, then expenditure adjustments will have to be made during the Fiscal Year 2010-2011 Midyear Review. Also included within the Police Department proposal is $70,000 for Bob Hope Classic costs for public safety, $81,300 for rent expenses for the Highway 111 Police sub -station, $24,500 in Justice Assistance Grant (JAG) funds, which 0 are offset by Federal funds, an increase of $37,100 in estimated mileage costs, and an increase of $10,000 in Special Enforcement Funding to $262,000 for enhanced enforcement activities. Fire Services — the overall budget for Fire Services has decreased by $75,000 to a total of $4,911,000 for Fiscal Year 2010-2011. This represents the third largest service level in the proposed budget. Fire Services represents 12.5% of total General Fund expenditures for Fiscal Year 2010-201 1 as compared with 11 .2% for Fiscal Year 2009-2010. The primary factor for the decrease is $100,000 less for Capital Project expenses from the prior year. No change in Fire Services personnel is being recommended. Revenues for these services have come from the Fire Structural Tax and Property Tax increment from Project Area 1 and 2, which should exceed appropriations and continue to result in a surplus. Green and Sustainable Programs Included in the Fiscal Year 2010-201 1 budget is a summary of City-wide green and sustainable environmental goals. Key green environmental programs include: • Manage the Green and Sustainable La Quinta Program, which is directed toward reducing energy consumption and conservation of resources; • Continue to partner with Coachella Valley Water District, Imperial Irrigation District, and the Gas Company to implement environmentally efficient programs that reduce greenhouse gas emissions; • Complete energy audits and implement conservation enhancements for City buildings; • Commence major update to City's General Plan that includes greenhouse gas and additional "green" programs and policies; • Implement LEED, water conservation and other green/environmental programs for the SilverRock Resort clubhouse, golf courses, and related infrastructures; • Install smart irrigation controllers at all City buildings; implement and monitor the City of La Quinta and Coachella Valley Water District Cooperative Landscape Water Management Program; and • Implement and monitor the City of La Quinta and Imperial Irrigation District Energy Reduction Program. Also included in the budget is a listing of department specific green and environmental projects totaling $371,809 for Fiscal Year 2010-201 1 and $398,700 carry-over from Fiscal Year 2009-2010. Major projects for Fiscal Year 2010-2011 include: Landscape Conversion Program and rebates ($110,000) and 7 La Quinta Sports Complex ($32,100); carry-over projects include: Corporation Yard CNG fueling station ($197,000) and Energy Efficiency Retrofits for City buildings ($161,700). Internal Service Funds Update The City has three internal service funds — Equipment Replacement, Information Technology and Park Maintenance Equipment & Facility. These funds were established to set aside each year funds to ultimately replace fixed assets. For example, the City currently charges approximately $20,000 for ten years to purchase a street sweeper. This is done so that in ten years the City is not faced with a $200,000 funding request which could dramatically impact the budget process. In this year's budget, as was the case last year, these charges have been reduced in order to help in balancing the General Fund budget. The amount that was reduced in Fiscal Year 2010-2011 is reflected in the following table and the current cash balances as of May 31,2010: FY 10/11 FY 10/11 FY 10/11 BUDGETED NORMAL REDUCED May 31st FUND CHARGES CHARGES CHARGES Cash on Hand Equipment Replacement 27,776 589,646 561,870 1,803,752 Information Technology 2,295 482,650 480,355 1,371,643 Park Maintenance Equipment & Facility 0 441,391 441,391 1,057,151 30,071 1,513,687 1,483,616 4,232,546 It should be noted that the fixed assets in these funds are generally in good condition and have been maintained to operating order. Community Service Projects The following table lists Community Service items exceeding $5,000 as contained in the Preliminary Budget: 9 FY 10/11 AGENCIES BUDGETED Chamber of Commerce 150,000 La Quinta Arts Foundation 145,800 Grant Contingency 100,000 Boys & Girls Club - Facility Use (1) 70,000 YMCA Pool Contract 32,000 Concours D'Elegance 25,000 Jacqueline Cochran Regional Airport ( Airshow and dues) 15,000 Coachella Valley Economic Partnership 6,000 Date Festival 5,000 (1) $30,000 from Community Development Block Grant Overall, the City's General Fund Budget is a positive story. As identified on page C-1 of the Preliminary Budget, this year's budget is currently balanced and contains a surplus of $55,308. Some of the significant items or changes contained in the Preliminary Budget from Fiscal Year 2009-2010, which total ($5,216,864), are listed in Attachment 1. Other Funding Requests — Community Organizations The City received three requests from community organizations for Fiscal Year 2010-2011 totaling $175,000 - $100,000 from the Coachella Valley Economic Partnership (CVEP), $50,000 from the Hope through Housing Foundation and $25,000 from the Old Town Artisan Studio. In addition to the written material submitted by the Old Town Artisan Studio, they furnished an eight minute video on a CD which is available in the City Clerk's Office for viewing. In the past, the City Council has considered these funding requests at this time or referred, as deemed appropriate, the request(s) to the grant process. Attachment 2 lists Fiscal Year 2009-2010 Grants/Contingency/Contracts/Other activities funded by the City and Attachment 3 has the three organizations funding request backup. Finally, provided as Attachment 4 is a report from the Bob Hope Classic. On page 5 of their report is a request for $90,000 for Police Services relating to the event. The current budget contains a line item of $70,000 for said services. Staff recommends that the City does not change the line item at this time. As the 2011 Agreement for the Classic is finalized, should additional funds be needed, a request for such funds would be addressed when the Agreement is presented to the City Council for consideration. R1 State Budget Impacts As has been the case in prior years, the Fiscal Year 2010-2011 budget contains a State mandated shift from the Redevelopment Agency. The FY 2010-2011 Redevelopment Agency budget has a $4,850,687 payment to the State of California for Supplemental Education Relief Augment Funds which are in addition to the $$23,582,367 previously made by the Redevelopment Agency in FY 2009-2010. Timeline Attached is a brief outline of the City staff presentation of the Preliminary Budget (Attachment 5) as well as a one -page summary of highlights of this year's budget (Attachment 6). Also attached are a Summary and Supporting Fiscal Year 2010- 2011 Preliminary Budget for Council's consideration (Attachment 7). Staff is requesting that, at the June 3, 2010 City Council meeting, the Council review and make amendments as necessary to the Preliminary Budget. Subsequent to this review, staff is requesting approval of the Preliminary Budget with a July 1, 2009, effective date. Staff will then incorporate all changes pursuant to the discussion of the Preliminary Budget and schedule the item for consideration at the July 6, 2010, City Council meeting for Final Budget adoption. Capital Improvement Program • The Fiscal Year 2010-2011 Preliminary Budget incorporates the planned capital expenditures for next year. The projects can be found on Pages H-1 and H-2 and include funding for five (5) major CIP projects; Village land acquisition; Washington Ave dual left at Ave 48; Traffic Signal at Eisenhower Dr and Sinaloa; Washington Street Phase 2 Drainage Improvements; and Hwy 111 dedicated eastbound right turn at Washington Street H-1 also lists the sales and transient tax reimbursements that the City of La Quinta General Fund is estimated to pay which total $783,454 for Fiscal Year 2010-2011. Five -Year Resource Allocation Plan City staff is currently completing the Five -Year Resource Allocation Plan (RAP). This five-year plan forecasts the operating expenditures and the anticipated revenues to pay for these expenditures. Staff will incorporate any changes between the Preliminary Budget and the final budget into the Five -Year Resource 10 Allocation Plan which is scheduled for presentation at the July 6, 2010 City Council meeting. Summary This memorandum is intended only as a summary of the issues and details of the budget. We look forward to these discussions with the City Council at the June 3, 2010 City Council special meeting. The City staff will be prepared with recommendations, and requests to report on, methods/suggestions to balance the operating budget. FINDINGS AND ALTERNATIVES: City staff is requesting: 1) Review and comment on the 2010-201 1 Fiscal Year Budget and provide direction regarding any proposed changes to the document; and 2) Approval of the 2010-2011 Fiscal Year Preliminary Budget as amended at the June 3, 2010, City Council Special Meeting. (Any approved changes by the City Council to be incorporated into the Final Budget for adoption on July 6, 2010.) Res ectfully submitted,G� John M. Falconer, Finance Director / Approved for submission by: Thomas P. Genovese, City Manager Attachments: 1. Changes between Fiscal Year 2010-201 1 & 2009-2010 General Fund Expenditures 2. Grants/Contingency/Contracts/Other & Department Requests 3. Other Funding Requests — Community Organizations 4. Bob Hope Classic Report 5. Staff Outline 6. Major Highlights 7. Preliminary Budget — Two Documents 11 ATTACHMENT 1 N LL v ri viv voi .= v>N � I�h N1� OOY1Nhh NNNN1�0� O w ((ph Opl S h O f 8 S ' S' N O S O S O' O S S' O W O hn O Qt� S "V ON O N N% OJ w o �� r o go'g80000000 oo�mm rnv �m y�y� V c O evca nvi vic o�ri o�c vi �'� �.- vi vi vi or NN^Oi h •-O !z ni m �O .�-N N w a 8�2 oo o oom osmrN re O O Nph�N N N NON w SV NO t0'] w m w Lm m m CUt m E g c$o C w W m W V y D yy G m O Q1 J g'EaE`m EE W W W,=E�Rm' c c c c m c c �mmg'm SS(Sz$ C 7 0 ry m C s w m � a � J U m m E m n 0 g o � a � m m iY% ¢ ¢¢ (ƒ(§(\ CD/( - AA (2 . \( ƒfi%fR \\± aCd ..a... . .7 /ƒ§k.. §§ ƒ V7 §§###§ § � , . , 0 # )§§§wi ,p /q! R } \ �(k 7.2 ( ! ■ 7 !c«# 2 k kkkk7) ! ƒ/!!c ■ ! , U ! )/k\)/ / ! k \ § k k } f \ . 000 `\G $■,§#§,2§, eA §§ §iJk\ /} $}a 876 . ®§f #E coo 2 E Af§ Q2 9a /&(}§# }{} »§ 2®2 13 «/# / f/f - \@§ \�\ © § ` §§ t #§? § �/ § 2 ; 2! $Cl! 2` a a. ! J ! } !\ \ �k - k \ \{ \k ! I | § ! ) } { } \ k ) } ) § !{ ! !! | A # t ( %{so - 8 \ M.M ) j98 i!!) �\ E0 ) ek! 7 )Z2w }! / kk\ J ) ! / ! / ! 14 > O W a N a N y Ny N R O Y C1 h r Y W {7 {h M O W W W W W W ( N(pp N N N N W SOO(O f7� mtD fO �'�ppa a s V (nO� �NNN�O' O YY NO O NpON ' f7 ' m!O p ' pmO d M. h0�p h �C�{{fO�ro NNIp YI aD tO yW O OSO mW W W� a0 r�N mN rrOO N Y N vV v OOv m0 ^ h0 O O iONOmOhON m Or�OSNrO'�O W.N-h V O lq V O O F W N tp O O h N O d m N O N N O Y1 �- m� t0 ap N _ N W 1 OLL yy((aapp88yy 88 pO �pp�OO S p , 1 fOO <�O WOIOIOO qON N O �(l OS 1� nN N(hOO1ON pN�aN�th' h G n0 O N� NtOh 1 LL g J LL N d C O q d O W Wd O � � O 6 C N d LL 014 ? O LL W q r �p N E N co r• 0 a y N L w 2 q WO dg N o a ''E 8 a 2$ m m W d J O 'Z 8 a o �` c 20 'm � L° Z` c LUWy d cONOc IY99-11' Jmd Um0 ifAW d_$ vWW ay s mi$u o w OpU O rz a WC d `19 E C� m ts,U N oSNo U y ay O MmOULL Uw (O O»CJmmv NWc a IL 1 m 0 m 15 \\\\\\k \k E - '_§' © # §! �68 CIA 0 ; $§§§ § ! § J } § )§/ ! \\ m CM « CM , E § - )! % 05 ! �- E' ( . . k , ¥ k }) !§|kfƒ 0 kkƒmW, )f o ! a § / ! \ k 0 \ 16 / kCC-as ((\ }((/(\\\\\( a §§§§§§# §§§§ ) '�§§2§§§ #2) ƒ##re«# ;) , ƒ! a 8,0 ` §0880 @2;MNM ! k § - F ) / « ; !2° b \)k ( ! )- / $ ) !0m K EL2 ) %\ƒ/ ) ) rz k OC k2EE c k| " ! ;;wm �° k�\\\ k/ kk//�k !// !m / ! k\})k( /\( kk}}\ƒi\/\/ § : k ) ! f , f 17 j — N NN OOOO N NNO N NN �^�pp {np (^p (rp Grp �n^ p �p mrtp NN SOl SX°� Ol E Y Y pyy1 0000S7i_0� O N J O O Y N O t p N O (O O C O Y N O ME; OSS It S O tO500000 SO O � O m W O O N a O O N W N mS r N h v N rn � OLL w ' 88 pp S ' 88 pp SS SS pp S N v O O O N W OO O t0 O O O O Y N pp QQ ��OO ttDD ttpp tp N N N N w LL a C J LL d C d ci O O N O H w E m W C tS V A .°1- d q d Ip}p1 N O D 0 N mo T C $ fn a C w w a T o U U $ E d o g g J !!CQQ N 8 C d L Cd y LL d d � c E E O JCW OAS L W W O W W O yw c Ey 0 is w > E o a J LL J LL J CE W O m M C N x O P N N yY G C J N N C .� C v E Ti a°i W E w'c? m' 3g mSds°'j`501 n c E E E E!- U m76 W c U d W w J c c c o n W O2m O p C W w J O N O U _ W aJFUJ�i U F- V YUU w 8 Z c 0 w °1 � b � C m dC a C W J C W � w 3 g n U _ g+ n J Q a ip ATTACHMENT 2 City of La Quinta GrantstContingency/Contracts/Other & Dept Requests FY 2010/2011 Through 24-May-10 Footnote Cate o NBudgeted Ex eod lures Cmitted Co 450 etl Bu B OetlGrantsSoapBox Derby ,a Incight 1,000 1,000 1,000 La Quinta School Tough Guys & Gals Do Dance 2,000 2,000 Arthritis Foundation 5,000 5,000 2,000 5,000 Desert Classic Contours D'Elegance 5,000 5,000 5,000 Healing Horses Therapeutic Riding 2,000 2,000 2,000 Coachella Valley Community Recreation Foundation 3,000 3,000 3.000 DeserfArc 1,500 1,500 1,500 La Quinta Hisloncai Society 2,000 2,000 2,000 Truman Elementary School 1.500 1,500 1,500 La Quinta Chamber of Commerce 5,000 5,000 5,000 La Oumta Playhouse 5.000 5.000 5.000 American Diabetes Association 2,500 2,500 2,500 Deseit Valley All Star Mavericks 500 500 500 Palm Springs Women in Film 3,000 3,000 3,000 Olive Crest 5.000 5,000 5.000 Integrated Leaming Institute 2,000 2,000 2.000 (1) Osher Leaming Institute 3,600 3,600 3,600 Old Town Artisan Studio 5.000 5,000 6,000 Red Hot Ballroom Inc 2,000 2.000 2,000 La Quinta Middle School 3,500 3,500 3,500 Quilting for Good Times 2,000 2,000 2,000 Coachella Valley Community Housing Coalition 2,500 2.500 2,500 (1) Sorotomis pt International 4,050 4,050 4.050 Chnstophefs Clubhouse 2,500 2,500 2,500 Amelia Earhart Elementary School 1,000 1.000 1,000 Unassi ned 27,850 27,850 27,850 Subtotal 100,000 72,150 27.850 100,000 100,000 0 Contracts Chamber of Commerce 150.000 150,000 0 150,000 150.000 Bob Hope Chrysler Classic 100,000 100,000 100,000 100.000 Community Special Events 9,000 6,488 2,512 9,000 4,500 Boys & Girls Club - Facility Use 70,000 42,750 27.250 70,000 70.000 YMCA Fritz Burns Pool Contract 32,000 27,514 4,486 32,000 32,000 Desert Resorts Convention Visitors Authority 242,500 237.750 4,750 242,500 120,500 Marketing Services 530,000 334,945 195,055 530,000 500,000 (2) Desert Regional Resorts Airport Authority 15,000 15,000 15,000 15,000 Subtotal 1 1,148.500 1 914,447 1 234,053 1 1,148,500 992,000 0 Department/Other Requests FIND Food Bank 250,000 0 250.0001 250.000 0 (3) Martha's Kitchen 50.000 0 50,000 50,000 0 (3) Coachella Valley Rescue Mission 50,000 0 50,000 50,000 0 Subtotal 350,000 0 350.000 350,000 0 0 Written requests La Quinta Arts Foundation - Arts Festival 125,000 125,000 0 125.000 125.000 (4) La Quinta Arts Foundation - Facility Rent 20.800 20.800 0 20,800 20,800 Hope through Housing Foundation 0 0 0 0 0 50.000 Coachella Valley Economic Partnership 0 0 0 0 0 100,000 Old Town Artisan Studio 0 0 0 0 0 25,000 Desert Classic Contours D'Elegance 20.000 20.000 0 20.000 25,000 Riverside County Date Festival 5,000 5,000 0 5.000 5,000 Coachella Vallev Economic Partnership 6.000 6.000 0 6 000 6. onn TOWI I$1,781,300 57,184,847 $811,903 51,776,750 $1,278,400 5775,000 Note 1 - Grant represents reduction in facility fees Note 2 - $5,000 allocated for the Air Show and $10,000 allocated for membership Note 3 - Requests will be carried over into FY 2010/2011 Note 4 - Amount committed of $20.800 represents rent of City facilities during the festival 19 ATTACHMENT 3 March 9, 2010 Doug Evans T I O N A L Assistant City Manager — Development Services City of La Quints 78-495 Calle Tampico c/o P. O. Box 1504 La Quinta, CA 92247 Dear Mr. Evans: JOn behalf of the working families residing in the City of La Quinta, Hope Through Housing Foundation (Hope) is respectfully requesting that the City of La Quinta allocate funds to support our services efforts at the Vista Dunes Courtyard Homes. We are attempting to increase the amount of services offered at Vista Dunes to meet the needs of our residents. In seeking to expand services, we are looking at several sources to fund these costs. With the City's assistance, we have successfully secured $29,000 from the HOME Depot Foundation for this purpose. It is our goal to seek every source available to help fill this need. However, because these sources are competitive and we are unable to guarantee success, we are also seeking a potential allocation of $50,000 from your budget to support specific on -site services. These funds will be used to expand current after school programming at the Vista Dunes Courtyard Homes. In the event we are successful with other sources, we could either expand services further, or potentially reimburse the City for its contribution. Founded in 1998, Hope is the social services arm of National Community Renaissance (National CORE). As you are aware, National CORE in partnership with the City recently purchased the completed construction of Vista Dunes Courtyard Homes, an affordable apartment community that provides quality safe housing for families eaming 30%-50% of the area medium income (AMI) in the City of La Quinta. Families who live here include many of our school workers, office workers, medical personnel and other service workers whose salaries are not sufficient to pay market rate prices for housing. Hope and National CORE work together to improve communities by delivering the important combination of quality housing and human services for families, children and adults where they live. Hope's services are anchored in three key initiatives: Child Development (preschool); Youth Development (after -school); and Senior Health and Wellness (social, emotional, and physical health). By concentrating on these objectives, we are able to focus our scope of work on quality; deliver services that embody industry best practices; and have a measurable impact on the lives of residents. At the Vista Dunes community, Hope partners with the Family Desert YMCA to provide after school programming three days a week during the school year. Hope's goal is to provide this important program five days a week year round. Our current revenue stream does not allow for this expanded programming. These families do not have the extra income to avail themselves of the fee -based enrichment or academic programs that may be available to them through the schools or communities. In some cases we have successfully received CDBG funds and other sources from our City partners to help support these efforts. With the City's help, these children will have the opportunities they need to build academic and social skills. 9065 Haven Avenue. Suite 100, Rancho Cucamonga, CA 91730 909 483.2444 Fax. 909.483.2448 nationalcore.o r2o We are appreciative of the City of La Quinta's commitment to providing safe, quality housing for all of its residents, and we are hopeful that the City will extend that commitment to ensuring that all of its residents have access to the full range of services they need. We would be happy to meet with you, and to take you on a tour of the program at Vista Dunes. George Searcy, Executive Director of Hope Through Housing, will give you a call next week to discuss next steps. Sincerely, Alfre o Iz ' ovich VP, A quisitions National CORE 21 • HOPE THROUGH HOUSING FOUNDATION • • PROPOSAL TO THE CITY LA QUINTA o AFTER SCHOOL AND BEYOND �iOPF through HOUSING HELPING AT RISK YOUTH SUCCEED =oUNu`noN INTRODUCTION Hope Through Housing Foundation (Hope) is requesting $50,000 from the City of La Quinta to support year round after school programming for children and youth residing in and around the Vista Dunes Courtyard Homes affordable housing community. Hope, in partnership with the Family Desert YMCA, currently offers After School and Beyond five days per week during the school year. Additional funds from the City of La Quinta will be combined with an awards grant from the Home Depot Foundation ($29,000) to ensure that these at -risk children have additional access to the academic, social, and emotional support during the summer and minimal days increasing their chances for school and life success. THE NEED Research has identified low academic achievement, negative peer relationships, poverty, and lack of adult supervision between the hours of 3:00 and 6:00 p.m. as reliable predictors of juvenile delinquency, including criminal and gang activity. These have been demonstrated to increase the incidence rates of high risk behavior and, subsequently, the decreased likelihood of completing high school. Conversely, at -risk children and adolescents who spend the after school hours engaged in high quality, adult supervised activities have better academic and social outcomes. These improved outcomes include reduced juvenile delinquency and gang involvement, and higher rates of high school graduation. Such outcomes affect not only the at - risk youth but the broader communities in which they live. Vista Dunes Courtyard Homes Vista Dunes Courtyard Homes is an affordable housing community managed by Hope's partner organization, National Community Renaissance. Completed in 2008, Hope began providing after school services in September 2008. Vista Dunes houses some of the most economically challenged families in the city; the median income of residents is currently $21,000 compared to a median household income of $78,000 for the City of La Quinta. Because the City of La Quinta is relatively affluent (median annual household income in the city in over $78,000), there are limited free or reduced cost services available to families who need help for children struggling in school or who simply need a safe place to go in the afternoon. Many local afterschool programs are fee -based and unaffordable to Vista Dunes families. Additionally, the School -based programs that are funded through state and federal programs have limited enrollment (84 students in elementary school and 111 students at middle schools). Hope Through Housing Foundation ;.; ,.,,r.:„�o..�T yr Proposal to the City of La Quinta r ;. -a3 zzw F �Ls 476 5<iz Page 1 of 4 Furthermore, families who live in affordable housing communities traditionally face transportation and scheduling challenges that often preclude them from being able to enroll their children in either academic assistance programs or in enrichment activities. Most of these children come home in the afternoon to empty apartments. A recent survey of After School and Beyond parents across Southern California revealed that up to 81 % of parents feel they cannot help their children with their homework either because do not have the time, or lack the ability. These children need additional support if they are to succeed in school, avoid criminal activity, and become productive members of their communities. PROGRAM DESCRIPTION: AFTER SCHOOL AND BEYOND After School and Beyond is Hope's signature after school program that nurtures children from low- to moderate -income families so they can become academically competitive and prepared for life-long learning. Because Hope's services are housing -based and part of a larger community collaborative, they offer a unique opportunity to interact with the whole family, thereby having a greater impact. On -site community learning centers provide a literacy -rich environment equipped with proper physical space, computers, books, and other academic resources. After School and Beyond combines age -appropriate academic support (including homework assistance and tutoring) with enrichment activities and a violence prevention curriculum for children in grades K-8. In addition, a family involvement component strengthens the support services available to children and youth. • Tutoring and Homework Assistance: Each day, youth receive one hour of homework assistance. During this time, students have access to a fully furnished computer laboratory with high speed intemet access. Students can use this lab to do computer -based homework and access instructional software. • Balanced Literacy: Each of Hope's community learning centers are literacy -rich environments where students have access to a leveled reading library and are encouraged to select from age appropriate selections to read for pleasure. Learning centers are designed so that students are surrounded by print materials, and trained staff guide students in shared reading activities. Additionally, staff incorporates writing throughout the afternoon both through modeling and by encouraging independent student writing activities and projects. • Project based learning: Students work together on projects that support in -school learning. Keeping at -risk youth engaged in learning from real life circumstances help these students connect school to life. • Anti -Violence Curriculum: Hope uses the nationally acclaimed PeaceBuilders curriculum to help youth develop supportive peer and adult relationships. PeaceBuilders is designed so that the curriculum is incorporated into the program environment. Using such activities as praise notes and the Peace Pledge helps students develop problem solving skills and learn to resolve conflicts and process emotions on a daily basis. As students become comfortable with their emotions and ability to communicate, they gain confidence in themselves and are better able to withstand negative peer pressure. These activities are designed to help students: a) be productive in school and in using free time wisely; b) participate in groups and care for others; c) avoid unhealthy choices and; d) adapt to multiple social settings. Hope Through Housing Foundation Proposal to the City of La Quinta Page 2 of 4 Community Partnerships: Hope creates partnerships with local affiliates to provide staffing for After School and Beyond. In La Quinta, Hope partners with the Family YMCA of the Desert to provide on -site staffing and programming for the Vista Dunes community. Hope chose the Family YMCA of the Desert because it is a well respected organization with a long history of providing quality after school programming in the desert regions. Both Hope and the YMCA are committed to partnerships that share resources and utilize shared strengths in order to provide quality programming that not only benefits the children and youth that attend but that are also part of the larger community. Program Obiectives and Outcomes: By providing year round five day a week programming to residents of the Vista Dunes apartment homes and surrounding neighborhood, Hope will achieve the following objectives: • After School and Beyond will maintain an average daily attendance (ADA) of thirty (30) low to moderate income children and youth • After School and Beyond will be supplemented with two (2) family events per quarter (8 per year). • After School and Beyond will add special summer activities such as swimming, "camps", and other thematic learning and enrichment activities. Additionally, National CORE's Department of Research and Evaluation provides outcome evaluation as well an ongoing program monitoring to guide Hope in meeting its objectives. Using site observations, pre and post measurement tools and surveys, the following components of each After School and Beyond program site are reviewed: • Physical and Emotional Safety • Staff -child relationships • School engagement • Social problem solving • Peer relationships • Student and parent satisfaction • Staff satisfaction and training needs An evaluation report is published yearly. Program changes and staff training are guided by this report, and by ongoing needs assessment and feedback. ORGANIZATION SUMMARY Founded in 1998, Hope Through Housing Foundation (Hope) is the social services arm of National Community Renaissance (National CORE) —a non-profit housing development organization dedicated to neighborhood revitalization and enhancement. National CORE builds and manages quality, service -enriched affordable housing nationwide. Its current portfolio includes 71 family and senior properties nationwide, 54 of which are located in five counties across Southern California. Twelve of these are located in Los Angeles County. Hope was developed to ensure that each National CORE property provides high -quality social services to its residents. This unique relationship provides an integration of best practices that changes neighborhoods and re -shapes families. Together, the combined mission of Hope Through Housing Foundation and National CORE is to provide quality affordable housing and community services that result in healthy, stable, and successful individuals, families, and communities. Hope Through Housing Foundation Proposal to the City of La Quinta 91-2 Page 3of4 w = 24 .. ,., 24 To achieve this mission, Hope has identified three key areas in which quality services can have long term impact on individuals, families, and communities. This has resulted in a focus on three key initiatives, each with research driven objectives. ♦ Child Development Objective: Children start school ready to learn. In partnership with quality licensed providers such as Head Start, Hope offers quality preschool opportunities on some National CORE properties. ♦ Youth Development Objective: Youth are academically competitive and prepared for life long learning. After School & Beyond is Hope's comprehensive program that includes academic enrichment activities; nutrition education and recreation; and violence prevention. ♦ Senior Wellness Objective: Older adults maintain their health and independence through active participation in their community. On -site senior service coordinators provide a combination of structured activities that help seniors remain socially connected to the community, maintain their physical fitness, and meet basic nutritional and other health needs. CONCLUSION Children who live in affordable housing face many risks to their school and life success. National CORE, Hope through Housing, and the YMCA of the Desert have a well -developed partnership that effectively and efficiently provides the families of Vista Dunes with high quality services for children, youth and families to help mitigate those risks. The support offered by the program goes far beyond homework assistance or recreational activities; it provides a safe nurturing environment where these children build positive peer and adult relationships. With the city's support, we can expand After School and Beyond to include summer sessions and extended hours on minimal school days to provide low income youth with a continuum of service year round. Hope Through Housing Foundation Proposal to the City of La Quinta Page 4 of 4 sots H"o,--, C." _� 25 COACHELLA VALLEY May 10, 2010 Tom Genovese City Manager City of La Quinta PO Box 1SO4 La Quinta, CA 92247 Dear Mr. Genovese: On behalf of the Board of the Coachella Valley Economic Partnership, I would like to thank you for your past investment and active involvement in your regional economic development organization. We would also like to thank you for the opportunity to brief your Council on the Coachella Valley Economic Blueprint. As you know, this was a result of the collaborative effort with all the cities, county and regional stakeholders participating and supporting financially. Now that the analysis and planning is complete, we set our sights on the tasks ahead; diversifying the economy and attracting new, high paying jobs to our Valley. Our goals are ambitious, but our resolve is steadfast. Together we can make this a reality. We must think and act differently in the months and years ahead if we are to realize the successes that are within our reach. We know that these are tough economic times; we understand the choices that cities, small business and individuals must make, but now is the time. We have the strategies in place, the opportunities before us and the momentum to make this happen. Your investment, and I do mean investment, will pay dividends in the future of our Valley. We will raise the per capita income, create new jobs, create a demand for housing and retail, and as a result, tax revenues will increase, development fees that support infrastructure projects will come in and discretionary spending will create retail and commercial opportunities. These are all long term dividends on your investment. Aside from the short term dividends that your investment creates in the form of direct scholarships for our Valley youth, over 1.4 million in our valley last year and over $74,000 in La Quinta we offer the opportunity for a long term dividend on your investment. We need your leadership and commitment. Without it, we cannot succeed. Specifically, we are asking that the City of La Quinta commit to an investment of $100,000 in the FY 2010-2011 budget. Understanding that the City cannot commit to future budgets, we would also request that this same amount be included as a line item in budget discussions for the following four (4) years for a total five year "pledge". Sincerely, Wesley Ahlgren Director Z3 "iD IN AR u�Fi"F.. Sill 66 :.•.i3 5 iA,F"P% ,. 'ev -P'fIn .n `IS:f,1,,.'00211 26 br �i March 9, 2010 x , P t {e Doug Evans sr T z"o x e i Assistant City Manager— Development Services • City of La Quinta 78-495 Calle Tampico c/o P. O. Box 1504 La Quinta, CA 92247 ® Dear Mr. Evans: On behalf of the working families residing in the City of La Quinta, Hope Through Housing Foundation (Hope) is respectfully requesting that the City of La Quinta allocate funds to support our services efforts at the Vista Dunes Courtyard Homes. We are attempting to increase the amount of services offered at Vista Dunes to meet the needs of our residents. In seeking to expand services, o- we are looking at several sources to fund these costs. With the City's assistance, we have successfully secured $29,000 from the HOME Depot Foundation for this purpose. It is our goal to seek every source available to help fill this need. However, because these sources are competitive q ` and we are unable to guarantee success, we are also seeking a potential allocation of $50,000 from ":''t`t your budget to support specific on -site services. These funds will be used to expand current after school programming at the Vista Dunes Courtyard Homes. In the event we are successful with other sources, we could either expand services further, or potentially reimburse the City for its contribution. q `• Founded in 1998, Hope is the social services arm of National Community Renaissance (National ' r CORE). As you are aware, National CORE in partnership with the City recently purchased the completed construction of Vista Dunes'Courtyard Homes, an affordable apartment community that JJ(�u`+��1 •_. provides quality safe housing for families earning 30%-50% of the area medium income (AMI) in the City of La Quints. Families who live here include many of our school workers, office workers, medical personnel and other service workers whose salaries are not sufficient to pay market rate < prices for housing. v q Hope and National CORE work together to improve communities by delivering the important combination of quality housing and human services for families, children and adults where they live. Hope's services are anchored in three key initiatives: Child Development (preschool); Youth Development (after -school); and Senior Health and Wellness (social, emotional, and physical '. health). By concentrating on these objectives, we are able to focus our scope of work on quality; deliver services that embody industry best practices; and have a measurable impact on the lives of residents. `> r At the Vista Dunes community, Hope partners with the Family Desert YMCA to provide after { school programming three days a week during the school year. Hope's goal is to provide this important program five days a week year round. Our current revenue stream does not allow for this expanded programming. These families do not have the extra income to avail themselves of the fee -based enrichment or academic programs that may be available to them through the schools or +` r communities. In some cases we have successfully received CDBG funds and other sources from h _ our City partners to help support these efforts. With the City's help, these children will have the F " Q opportunities they need to build academic and social skills. r O O 0 C 9065 Haven Avenue, Suite 100, Rancho Cucamonga, CA 91430 ,qy��. 909. 483,2444 Fax: 909. 483. 2448 nationatcore or We are appreciative of the City of La Quinta's commitment to providing safe, quality housing for all of its residents, and we are hopeful that the City will extend that commitment to ensuring that all of its residents have access to the full range of services they need. We would be happy to meet with you, and to take you on a tour of the program at Vista Dunes. George Searcy, Executive Director of Hope Through Housing, will give you a call next week to discuss next steps. Sincerely, Alfre o Iz ovich VP, Acquisitions National CORE Nfl ® HOPE THROUGH HOUSING FOUNDATION • • PROPOSAL TO THE CITY LA QUINTA 1 AFTER SCHOOL AND BEYOND HOPE through HOUSING HELPING AT RISK YOUTH SUCCEED PUUNDATION INTRODUCTION Hope Through Housing Foundation (Hope) is requesting $50,000 from the City of La Quinta to support year round after school programming for children and youth residing in and around the Vista Dunes Courtyard Homes affordable housing community. Hope, in partnership with the Family Desert YMCA, currently offers After School and Beyond five days per week during the school year. Additional funds from the City of La Quinta will be combined with an awards grant from the Home Depot Foundation ($29,000) to ensure that these at -risk children have additional access to the academic, social, and emotional support during the summer and minimal days increasing their chances for school and life success. THE NEED Research has identified low academic achievement, negative peer relationships, poverty, and lack of adult supervision between the hours of 3:00 and 6:00 p.m. as reliable predictors of juvenile delinquency, including criminal and gang activity. These have been demonstrated to increase the incidence rates of high risk behavior and, subsequently, the decreased likelihood of completing high school. Conversely, at -risk children and adolescents who spend the after school hours engaged in high quality, adult supervised activities have better academic and social outcomes. These improved outcomes include reduced juvenile delinquency and gang involvement, and higher rates of high school graduation. Such outcomes affect not only the at - risk youth but the broader communities in which they live. Vista Dunes Courtyard Homes Vista Dunes Courtyard Homes is an affordable housing community managed by Hope's partner organization, National Community Renaissance. Completed in 2008, Hope began providing after school services in September 2008. Vista Dunes houses some of the most economically challenged families in the city; the median income of residents is currently $21,000 compared to a median household income of $78,000 for the City of La Quinta. Because the City of La Quinta is relatively affluent (median annual household income in the city in over $78,000), there are limited free or reduced cost services available to families who need help for children struggling in school or who simply need a safe place to go in the afternoon. Many local afterschool programs are fee -based and unaffordable to Vista Dunes families. Additionally, the School -based programs that are funded through state and federal programs have limited enrollment (84 students in elementary school and 111 students at middle schools). Hope Through Housing Foundation C65 Nr,: %sry - fr ite 'UU Rancho Coeerronga CA > 173: Proposal to the City of La Quinta +cv 4e3 zuaa QCs ci,, 5111 Pagel of 4 29 Furthermore, families who live in affordable housing communities traditionally face transportation and scheduling challenges that often preclude them from being able to enroll their children in either academic assistance programs or in enrichment activities. Most of these children come home in the afternoon to empty apartments. A recent survey of After School and Beyond parents across Southern California revealed that up to 81 % of parents feel they cannot help their children with their homework either because do not have the time, or lack the ability. These children need additional support if they are to succeed in school, avoid criminal activity, and become productive members of their communities. PROGRAM DESCRIPTION: AFTER SCHOOL AND BEYOND After School and Beyond is Hope's signature after school program that nurtures children from low- to moderate -income families so they can become academically competitive and prepared for life-long learning. Because Hope's services are housing -based and part of a larger community collaborative, they offer a unique opportunity to interact with the whole family, thereby having a greater impact. On -site community learning centers provide a literacy -rich environment equipped with proper physical space, computers, books, and other academic resources. After School and Beyond combines age -appropriate academic support (including homework assistance and tutoring) with enrichment activities and a violence prevention curriculum for children in grades K-8. In addition, a family involvement component strengthens the support services available to children and youth. • Tutoring and Homework Assistance: Each day, youth receive one hour of homework assistance. During this time, students have access to a fully furnished computer laboratory with high speed internet access. Students can use this lab to do computer -based homework and access instructional software. • Balanced Literacy: Each of Hope's community learning centers are literacy -rich environments where students have access to a leveled reading library and are encouraged to select from age appropriate selections to read for pleasure. Learning centers are designed so that students are surrounded by print materials, and trained staff guide students in shared reading activities. Additionally, staff incorporates writing throughout the afternoon both through modeling and by encouraging independent student writing activities and projects. • Project based learning: Students work together on projects that support in -school learning. Keeping at -risk youth engaged in learning from real life circumstances help these students connect school to life. • Anti -Violence Curriculum: Hope uses the nationally acclaimed PeaceBuilders curriculum to help youth develop supportive peer and adult relationships. PeaceBuilders is designed so that the curriculum is incorporated into the program environment. Using such activities as praise notes and the Peace Pledge helps students develop problem solving skills and learn to resolve conflicts and process emotions on a daily basis. As students become comfortable with their emotions and ability to communicate, they gain confidence in themselves and are better able to withstand negative peer pressure. These activities are designed to help students: a) be productive in school and in using free time wisely; b) participate in groups and care for others; c) avoid unhealthy choices and; d) adapt to multiple social settings. Hope Through Housing Foundation _ a. .ell:] .'ckio .any_ L4 Proposal to the City of La Quinta '0 Page 2 of 4 ?o.; as; 1-1 <� ` ' :"� 30 Community Partnerships: Hope creates partnerships with local affiliates to provide staffing for After School and Beyond. In La Quinta, Hope partners with the Family YMCA of the Desert to provide on -site staffing and programming for the Vista Dunes community. Hope chose the Family YMCA of the Desert because it is a well respected organization with a long history of providing quality after school programming in the desert regions. Both Hope and the YMCA are committed to partnerships that share resources and utilize shared strengths in order to provide quality programming that not only benefits the children and youth that attend but that are also part of the larger community. Program Objectives and Outcomes: By providing year round five day a week programming to residents of the Vista Dunes apartment homes and surrounding neighborhood, Hope will achieve the following objectives: • After School and Beyond will maintain an average daily attendance (ADA) of thirty (30) low to moderate income children and youth • After School and Beyond will be supplemented with two (2) family events per quarter (8 per year). • After School and Beyond will add special summer activities such as swimming, "camps", and other thematic learning and enrichment activities. Additionally, National CORE's Department of Research and Evaluation provides outcome evaluation as well an ongoing program monitoring to guide Hope in meeting its objectives. Using site observations, pre and post measurement tools and surveys, the following components of each After School and Beyond program site are reviewed: • Physical and Emotional Safety • Staff -child relationships • School engagement • Social problem solving • Peer relationships • Student and parent satisfaction • Staff satisfaction and training needs An evaluation report is published yearly. Program changes and staff training are guided by this report, and by ongoing needs assessment and feedback. ORGANIZATION SUMMARY Founded in 1998, Hope Through Housing Foundation (Hope) is the social services arm of National Community Renaissance (National CORE) —a non-profit housing development organization dedicated to neighborhood revitalization and enhancement. National CORE builds and manages quality, service -enriched affordable housing nationwide. Its current portfolio includes 71 family and senior properties nationwide, 54 of which are located in five counties across Southern California. Twelve of these are located in Los Angeles County. Hope was developed to ensure that each National CORE property provides high -quality social services to its residents. This unique relationship provides an integration of best practices that changes neighborhoods and re -shapes families. Together, the combined mission of Hope Through Housing Foundation and National CORE is to provide quality affordable housing and community services that result in healthy, stable, and successful individuals, families, and communities. Hope Through Housing Foundation „ _ �� c v1 01 Proposal to the City of La Quinta Page 3 of 4 31 To achieve this mission, Hope has identified three key areas in which quality services can have long term impact on individuals, families, and communities. This has resulted in a focus on three key initiatives, each with research driven objectives. ♦ Child Development Objective: Children start school ready to learn. In partnership with quality licensed providers such as Head Start, Hope offers quality preschool opportunities on some National CORE properties. ♦ Youth Development Objective: Youth are academically competitive and prepared for life long learning. After School & Beyond is Hope's comprehensive program that includes academic enrichment activities; nutrition education and recreation; and violence prevention. ♦ Senior Wellness Objective: Older adults maintain their health and independence through active participation in their community. On -site senior service coordinators provide a combination of structured activities that help seniors remain socially connected to the community, maintain their physical fitness, and meet basic nutritional and other health needs. CONCLUSION Children who live in affordable housing face many risks to their school and life success. National CORE, Hope through Housing, and the YMCA of the Desert have a well -developed partnership that effectively and efficiently provides the families of Vista Dunes with high quality services for children, youth and families to help mitigate those risks. The support offered by the program goes far beyond homework assistance or recreational activities; it provides a safe nurturing environment where these children build positive peer and adult relationships. With the city's support, we can expand After School and Beyond to include summer sessions and extended hours on minimal school days to provide low income youth with a continuum of service year round. Hope Through Housing Foundation CL., Haven Hvenue Suite 100 4anchn Cucamong'+ C.a yl)3Q Proposal to the City of La Quinta ov ass zaac o� a a� Page 4 of 4 ;3� BOARD MEMBERS Victory Grund 48-810 Via Linda La Quints CA 92253 Doug Forsberg 49-419 Avenida Vista Bonita La Quinta CA 92253 Shirley Gray 78.601 Deacon Drive E. La Quinta CA 92253 Greg Solis 78-015 Main Street La Quinta CA 92253 Deborah Rubin Lo Quinta, CA 92253 Julia Burt, Atty at Law La Quinta, CA 92253 Jacque Lintecum 79-680 Via Sin Cuidodo La Quinta, CA 92253 OLD TOWN ARTISAN STUDIO A 501(c)(3) Public Charity 26-4437293 78-100 Main Street # 104 La Quinta, CA 92253 May 7, 2010 City of La Quinta 78-495 Calle Tampico La Quinta, CA 92253 Dear Mayor Don Adolph and Members of La Quinta City Council, Old Town Artisan Studio and its Board greatly appreciate your consideration of our request to the City of La Quinta to match privately donated funds of $25,000.00 in support of our ongoing work in the community. Because this request is larger than the normal grant funds allotted, we are bringing this to you at budget planning time. Please do not hesitate to contact me directly if l can supply any further information or answer any questions regarding our proposal, our mission, or our plans to serve in our community. Sincerely yours, Lin Garretson Executive Director Old Town Artisan Studio ofc 760-777-1444 cell 425-766-9009 Lin@otartisan.com www.otartisan.com 33 Old Town Artisan Studio Request for Matched Funds Grant Friday, May 7, 2010 Old Town Artisan Studio opened its doors one year ago in March. We are often told by many among the high volume of walk-in visitors how much our studio is an appreciated and valued asset to the Old Town experience and to our City of La Quinta. Our studio is unique in its mission and purpose to offer a high quality, clay oriented art experience to as many (of all age and incomes) as possible. Recognizing the therapeutic value of a socially interactive, creative, hands-on artistic endeavor, we are a 501(c)(3) charitable organization, which serves other charities in La Quinta and Coachella Valley through our non -fee based programs. We also serve the public with many interesting fee paid class opportunities which add to the fun and convivial atmosphere of the studio. Our paid classes also help to support the non -fee based programs and our operating expenses. Our Artisan/Instructors are well qualified with years of teaching experience in potters wheel work, sculpture and hand building. While we do not offer "clinical art therapy" per se, our clients do receive many of the same benefits of very expensive clinical programs. A quote from the International Art Therapy Organization states that "Art has the potential to change lives and often in profound ways. When words are not enough, we turn to images and symbols to tell our stories ... and in telling our stories we often find emotional reparation and transformation." Because so many creative programs have been cut from the budgets of schools and state facilities we are aware of an even greater need for our services. We are hopeful to rise to that need by adding to our programs of outreach which already extend to Boys and Girls Club, Big and Little Sisters, Salvation Army, Downs Syndrome Group, Braille Institute, Senior groups, Cancer Survivors, La Quinta High School mainstreamed impaired students, and others. As is the case with many organizations, our mission has evolved and intensified toward our non-profit programs since its initial conception. When our first $5,000 grant came in support of our non -fee based programs, our donor asked that we request matched funds from the City of La Quinta so that we could make a significant impact in La Quinta with our non -fee programs. Having seen first hand the impact on the self-esteem of special needs teens, the interaction & physical improvements with seniors, the shared sympathy, wisdom and encouragement of our 'Bridging the Gap" cross generational classes, we have become very focused, intentional and dedicated to providing these programs to as many as funds will allow. One hundred per cent of our recent City of La Quinta grant of $5,000 went directly into our restricted charitable organization account and is specifically being used to cover hard costs of our non -fee based classes serving La Quinta residents. 34 We are proceeding with a sincere and concerted effort toward financial sustainability including the implementation of new paid programs and fund raising events. Current plans include: 3 day summer camps for kids, home school partnering, after school programs, after hours events for social groups and well-known artists teaching workshops and shows. Additionally, we will partner with American Heart Association, Stroke Awareness, Salvation Army, and Mourning Star in fund raising events. This Spring our sidewalk ceramic egg painting activity was wonderfully received and we have several other interactive and studio events planned for the coming months. Currently, Old Town Artisan Studio conducts 144 non -fee studenl class experiences per month. We ask that the city match $25,000 of our recently donated funds. Of that amount one hundred per cent (100%) of that funding would go directly to serve our non -fee based programs, providing approximately 200 class experiences per month for the youth" special needs and seniors of our valley. We are anxious to serve our current request list including: YMCA summer camps and other ongoing programs, Vista Dunes after school programs, Wolff Waters, Boys & Girls Club, Big Brothers/Big Sisters, Salvation Army, La Quinta High School special needs, La Quinta Senior Groups, Washington Park cancer survivors, stroke and heart attack survivors, Alzheimer's support groups, grief therapy groups and senior special needs groups. Alzheimer's patients and autistic children. We respectfully ask that the City of La Quinta again match donated funds with us as we expand our outreach to many other groups who have requested our services and with whom we are in process of creating programs especially those aimed at full-time residents of La Quinta over this Spring, Summer and Fall seasons. Our current list of 7 Executive Board Members and 24 Artisan Members all live full-time or seasonally in La Quinta and enthusiastically support the studio's activities and presence in Old Town Village of La Quinta. Our board members as well as many La Quinta and Coachella Valley residents use our fee based classes and donate time and services in kind to help grow our studio into a shining star and a destination attraction of the village and La Quinta in general. LJ Donations in 2010 Anonymous Donations $20,000 Wally and Salty Campbell 200 Deutsch Family Foundation 800 David & Ruthie Schatz 50 Tarbell Family Fund 1,000 Bill Jackson 50 Sandra Leland Fund 1.000 Lynn Beyer 100 City of Indio 1,080 Bill Dodd 100 Jay Green windemere Real Estate 300 1500 John & Dianne Mullin Catherine Duke 200 Spence Lehman 500 Silvia Voorhies 500 500 Jeff Geldennan 300 Alan & Jan Newman 200 Grund & Co, Inc. 1200 Della Davis 200 Twenty-Tfree Board Members 6900 Gordon &Janet Cunningham 200 Betty Bushman 100 Fund Raising 12.00 Lucinda Kelly 100 TOTAL $49,580 Old Town Artiszn 35 CINCINNATI, OH 45201 Date: ' 0rl 2 J INS OLD TOWN ARTISAN STUDIO INC C/O JULIA E BURT - 78-100 MAIN ST STE 104 LA QUINTA, CA 92253 Dear Applicant; Employer Identification Number: 26-4437263 DLN: 17053219313009 Contact Person: JACOB A MCDONALD ID# 31649 Contact Telephone Number: (877) 829-5500 Accounting Period ending: December 31 Public Charity Status: 170(b) (1) (A) (vi) Form 990 Required: Yes Effective Date of Exemption: March 4, 2009 Contribution Deductibility: Yes Adde...1WA Applie6; NO We are pleased to inform you that upon review of your application for tax exempt status we have determined that you are exempt from Federal income tax under section 501(c)(3) of the Internal Revenue Code. Contributions to you ,are deductible under section 170 of the Code. You are also qualified to receive tax deductible bequests, devises, transfers or gifts under section 2055, 2106 or 2522 of the Code. Because this letter could help resolve any questions regarding your exempt status, you should keep it in your permanent records. Organizations exempt under section 501(c)(3) of the Code are further classified as either public charities or private foundations. We determined that you are a public charity under the Code section(s) listed in the heading of this letter. Please see enclosed Publication 4221-PC, Compliance Guide for 501(c)(3) Public Charities, for some helpful information about your responsibilities as an exempt organization. -2- OLD TOWN ARTISAN STUDIO INC We have sent a copy of this letter to your representative as indicated in your power of attorney. Sincerely, /dms e p al ATTACHMENT 4 OFFICERS: JOHN M. FOS"PER PRCSIDI I HOWARD LESTER FIRSTVICE, PRESIDENT LARRY LICHLITER 1RFASIIRFR DAVID J. ERWIN SLCKFrARr ERNIE DUNLEVIE SECOND VICE NR'FSIDIIN'I' DIRECTORS: DAVID I ERWIN* JOHN M. I'(ISTEN' THONIASJ 60RIX)N GRFC HFLM STL'F HUBBARD P F KIRBI JOHN I.ANF HOWARD I F_STFR^ LARRY LICHLH LR" VICTOR I(,BUII.IY. ROGI,R LOW PAIIL 1]'ON KEN IN MAUIRL SIFVF MORION RICHARD,A_ RA.MHOFF IAMES R. REED CI.ARKL RI FNLY DAVIS SLJNA DICK R %F.IGLFR TOURNAMENT CHAIRMAN LARRY 0.'1'HII!L 'TOURNAMENT DIRECTOR MICHALL R vIIHA HORPE DIRECTORS ENIERII'US LR.NIF DUNLEV If'."' ROBLRTP BRLNNAN JOHN 1[. FVP.NSON FI;GINC N'I[ISRERG "F:x F.0 1, 1IN F (11P1)llI-I IT (760)346-8184 1-889-MR 13 HOPE PAX (76() 346-6329 Web,ae' wo W.bhc, cons E-Mail: bhccadmin (bhcccon) BOB HOPE CLASSIC Post Office Box 865, Rancho Mirage, California 92270 Bob Hope Classic Building, 39000 Bob Hope Drive, Rancho Mirage. California 92270 May 14, 2010 Mr. Don Adolph, Mayor, And Members of the City Council City of La Quinta 78-495 Calle Tampico La Quinta, CA 92253 Dear Mr. Mayor and Members of the City Council: We are so very pleased to provide you with this report on the 2010 Bob Hope Classic along with our request for a third joint marketing agreement for 2011. We feel the past two years have been quite successful and look forward to an even more fruitful year in 2011. Contained in this letter is 1. A review of last year's tournament, including a. Marketing b. Attendance c. Economic Impact d. Community involvement e. Charities. 2. A look ahead at the 2011 Bob Hope Classic 3. A Request for participation by the City of La Quinta in the 2011 Bob Hope Classic We are very happy to report that the 2011 Bob Hope Classic will, once again, be played on courses within the City of La Quinta; the same four courses and rotation as 2010, in fact. Additionally, La Quinta Resort and Spa will again serve as our Official Hospitality Partner and host many of our players and evening events. We're especially happy to have Homewood Suites open this year so we can attempt to accommodate even more guest in La Quinta. 1 ®. FecRuCW. 37 City of La Ouinta and The 2010 Bob Hove Classic Marketine. In 2010 the Bob Hope Classic far exceeded the marketing impact called for in the Supplemental Marketing Agreement. The benefits the City of La Quinta garnered from our advertising programs included: 1. Local Advertising (Featuring City of La Quinta Logo/Tag) a. Outdoor i. Twelve (12) Boards for three months (November through January) ii. Four unique designs were used on these billboards b. Desert Sun Newspaper i. 1,200 Column inches ii. 42 unique insertions c. Local television i. 782 30-second television spots 1. Cable and local network affiliates ii. Two unique commercials Regional/National Advertising and Marketing (Featuring City of La Quinta Logo/Tag) a. Six (6) Southern California Lifestyle and/or Golf Magazines i. Advertisement was developed by City of La Quinta ad agency promoting the City ii. Emphasis in Southern California feeder markets of Los Angeles and Orange County b. Digital marketing ("eblasts") to 60,000 email addresses purchased from the PGA TOUR i. 150-mile radius, excluding Coachella Valley ii. Offer: Ticket and Room package 1. In cooperation with Embassy Suites and La Quinta Resort and Club c. Online banner advertising in key feeder markets i. San Francisco, Seattle, Minnesota, Chicago, Salt Lake City, and Portland d. Website i. New design and functionality 1. Increased traffic from 200,000 page views in 2009 to 300,000 2. All La Quinta Hotels and Restaurants were provided prime display spots e. Social Media: i. 100% incremental to 2010 Supplemental Marketing Agreement ii. Facebook and Twitter 1. Each had greatest number of followers of any comparable PGA TOUR event 2. Ample display of City of La Quinta logo/tag m Attendance. The lack of "gates" and fences on the four courses prohibits us from precisely quantifying the number of fans on -course. However, we can report the following credentials distributions. 1. Full Tournament Badges: 27,300 a. Good for all five days of tournament b. Represents up to 135,500 "fan days" 2. Daily Tickets: 53,000 3. Hospitality guests (people provided with credentials and access to Hospitality Tents on the course): 5,100 4. Guests at private functions at homes on the courses are substantial but not tracked. Economic Impact. With no formal economic impact study conducted in 2010, there is no ability to precisely gauge the economic impact. We do know, from the study undertaken in 2009 by the City of La Quinta, that the average daily expenditures by fans are substantial. 1. 75% who attended stayed at least one night 2. 47% stayed 3 to 9 days 3. 87% reported seeing Bob Hope Classic advertising 4. Average daily expenditures in the City of La Quinta was $368.66 a. Food and Drink: $107.70 b. Shopping and Gifts: $81.96 c. Entertainment and Events: $88.03 d. Lodging: $90.97 Community Involvement. Here again, the Bob Hope Classic is pleased to have over - delivered to the City with additional community activities. These City of La Quinta involvement activities included: 1. La Quinta High School: The sports teams were able to sell daily tickets and retain 100% of the proceeds. 2. Chamber of Commerce: a. Ticket sales — The Chamber sold weekly badges and retained 15% commission. b. Mayor's "Classic Kick Off Breakfast" i. Monday of Tournament Week ii. Held in Bob Hope Club overlooking 18`h green at PGA WEST iii. Past Champion David Duval featured 3. Old Town La Quinta/The Village a. Second year of Bob Hope Classic retail store in Old Town b. Charity check distribution held in Old Town i. Participation by Mayor Adolph ii. Participation by assorted celebrities 4. City of La Quinta Restaurants a. Seven (7) restaurants featured at Classic Celebration "Jam Session" Party b. "Passport to Fine Dining" i. Thirteen (13) La Quinta restaurants participated 1. Each featured a "Classic" food or beverage item 39 ii. BHC provided "passports" and promotional materials at no charge I. Encouraged visitors and residents to visit up to six different restaurants in order to earn free Daily Tickets Charities. Once again Mayor Adolph served on the Charity Evaluation committee and the distribution of checks was held in La Quinta. Celebrities Yogi Berra, Tom Dreesen and La Quinta's own Bill Devane were on hand to help with distributions. There was significant news coverage (television and newspaper) of this event. It should be noted that even without a title sponsor in 2010, the Bob Hope Classic remained steadfast in its support of local charities by distributing $1,540,000, This brought the total to nearly $50,000,000 to date. 2011: The New Hone Our mission for the 2011 Bob Hope Classic is to make it the "greatest golf event anyone could experience." By anyone, we mean the Professional, Celebrity, and Amateur contestants, but also the fans, our sponsors and the City of La Quinta. By "experience" we mean the caliber of golf, the treatment of the contestants, the on -course experience the fans will enjoy (access, food and beverage, fan interaction areas, and more), and even, to the degree we can influence it, the treatment our fans receive in the restaurants, shops and hotels in La Quinta. We want each guest to rave about the Bob Hope Classic — and the City of La Quinta. Even without a title sponsor confirmed at this time (and as the search and negotiations go on), we stand fully committed to a) support the charities in the Valley and b) rebuild "the Hope" into the prestigious, world -class event it has been. Enhanced Tournament Experience. 1. For the contestants we intend to introduce such amenities as a. Concierge services b. Reduced room rates at local hotels c. "Stay with Locals" program for caddies and younger professionals d. Additional evening events 2. For the fans a. Work diligently to attract higher profile professionals and celebrities i. Currently in personal contact with many key players/celebrities b. Expand on the tremendously successful Hope Square c. Expand the "Experience at 17 Green" d. Lower credential costs e. Maximize accessibility 4 40 Request for 2011 Support from City Of La Quinta With the 2011 courses all in the City of La Quinta again, we want to build on our terrific relationship. The impressive team spirit that has developed between your staff and ours is the reason we have been able to over -deliver on many of the areas defined in the Supplemental Marketing Agreement of last year. We also understand the strains placed on cities by State and Federal governments — and the economy in general. For this reason we are suggesting that the Bob Hope Classic deliver as much or more than 2010 while the contribution from the City of La Quinta be less than last year. Specifically, we are requesting the following "in -kind" services from the City of La Quinta: 1. Fire/Emergency/Medical: Not to exceed $25,000 (same as 2010) 2. Recycling/Waste Management: Not to exceed $15,000 (same as 2010) 3. Police: Not to exceed $90,000 (a reduction of $15,000 from 2010) Discussion. Last year, we are told, the actual expenditure for police services was $66,000. However, we experienced some severe traffic congestion problems, especially on the final day of play at the intersection of Avenue 54 and Jefferson. We would like to request enough police personnel to avoid this issue in 2011. Also, we fully expect our PGA TOUR players and our celebrities to be higher profile individuals next year which will likely require additional on -site security. We believe the information contained herein is quite complete; however please do not hesitate to call on us for any further clarifications and/or information we might have available. Very truly yours, Greg J. Helm Bob Hope Classic Chairman, Marketing Committee Cc: Doug Evans, City of La Quinta Edie Hilton, City of La Quinta Maria Casillas, City of La Quinta Deborah Powell, City of La Quinta Larry Thiel, Bob Hope Classic Tournament Chairman Scott Easton, Bob Hope Classic Operations Director 41 ATTACHMENT 5 June 3, 2010 Staff Outline for Fiscal Year 2010/2011 Preliminary Budget City Manager - 5 minutes • Summary of Financial Condition • Summary of Preliminary Budget • Summary of Revenues 1. Expenditures 2. Review Items Listed on Transmittal Letter Finance Director - 15 minutes • B-1 - Present Organizational Chart • B-9 - Review of community profile which compares changes in the categories listed. • B-7 - Present General Fund Revenue Pie Chart which shows percentages. Mention that Pages D-1 through D-5 graph major revenue items and we are prepared to go over them if requested. • B-6 - Present General Fund Operating Expenditures Pie Chart - not net of reimbursement. This indicates in what areas the City is directing its efforts. • B-5 - Present City, RDA, Financing and Housing Authority expenditures by component - this is how each dollar of total expenditures is broken down. • C-1 - Review of the Budget Summary by Fund which brings together the financial activities of all the City, RDA and Financing Authority Funds. 42 • C-5 - Review of reimbursements to the General fund from other funds - other funds pay for personnel and operating expenditures that are recorded in the General Fund. • Section E - Explanation of Department by Department overviews of City operations. • 1-1 & 1-2 - Review of the City capital improvements approved by the Council in the Five Year Capital Improvement Plan. Question & Answer Period 43 ATTACHMENT 6 City of La Quints FY 20102011 -Major Highlights Staff Resources: Reduced Funding for a Principal Planner Reduced Funding for a Senior Engineer Capital Spending -$ Major Projects - Washington St Apts Rehabilitation SilverRock Canal Jefferson Street Parkway Landscaping (Vista Grande to Westward Ho) Dune Palms Rd Street Improvements Highway 111 Median Landscape Improvements Village Land Acquisition Washington St. Dual Left at Ave 48 Traffic Signal - Eisenhower Dr and Sinaloa REVENUES All Funds Anticipated Fund Sources Three Major Fund revenues: General Fund RDA PA#1 Debt Service 1 RDA PA#1 Debt Service 2 General Fund Anticipated Funding Sources (A) Major Sources of General Fund Revenues Sales Intergovernmental Hotel Room Tax EXPENDITURES All Funds Anticipated Uses Three Major Fund Expenditures: Capital Projects RDA PA 1 Debt Service Fund RDA PA 2 Debt Service Fund OTHER Green 8 Sustainable Environmental Goals General Fund Anticipated Expenditures (B) Surplusf(Defiicit) (A)-(B) 21-May-10 Department Planning Public Works $ 6,267.558 I I $ 22,657,314 I I $ (16,389, $ 7.300,000 $ 6,000,000 $ 2.161,048 $ 1,812,199 $ 1,321,624 $ 3,900,000 $ 445.018 $ 430,000 $123,008,321 1 1 $133,618,670 1 1 $ (10,61 $33,998:701 $41 30:755 $ (4,92 $39,648,800 $43,378,400 $ (3,72 $22,293,800 $ 22,811,800 $ 1 (51 $40,141,732 $45.31, $ (5,17 19.52% 19.24% 0.28% 27.29% 34.96% -7.67% 12.50% 11.45% 11 1.05% $149,480,082 I I $183.771,924 1 I $ (34,291,842) $7051,012 $23,235,768 $ (16,184,756 $44:177,522 $50:491,815 $ (6,314,293 $30,068.262 $23,548,858 11 $ 6,619,404 $371,809 $40,086,424 $605.282 1 1 $ $ 45,303,288 1 1 $ m 5: 4 4a Qu!Kr(v ��hfof MEMORANDUM TO: Honorable Mayor and Members of the City Council FROM: Veronica J. Montecino, CMC, City Clerk DATE: May 28, 2010 ✓/¶t �Y SUBJECT: Corrected Staff Report — Agenda Item B1 Council Meeting June 3, 2010 The City Clerk Department has been made aware that two pages are missing from the Staff Report entitled: CONSIDERATION OF FISCAL YEAR 2010- 2011 PRELIMINARY BUDGET. A corrected staff report is attached for the City Council's consideration. I apologize for any inconvenience this omission may have caused you.