Southeast LA Community Center: A Proposal

Andrew Hudson November 30th, 2015

Table Of Contents

The Need (Market Analysis) The Solution (Plan for the Community Center)

3 4

Site Plan, Floor Plans, Explanations 5 Similar Design Examples 10 Potential Funding Sources 12 Physical Plant Budget (Development Cost Projections) 13 Operations Budget (Statement of Cash Flows: 10-Year Income and Expense Projections) 15 Approval Process and Development Timeline 18

Points of Reference

LAUSD data is taken from Cortines, Ramon C. LAUSD High School Report Card, 2013-2014. http://getreportcard.lausd.net/reportcards/getpdf?language=ENG&grade_level=HIGHSCHOOL&school_name=&school_code=&location=LAUSD&school_year=2014&district=&partner=&prop=TCIBCfwDEq8ZVcVy%2B845cmjEOCtnQngVISEUc%2B5MvswgVMpNQihYChXSu8LHkJ7r1zjjIZslYyDp%0D%0AB3eaPcckKHRMNEsroJWoZcWQBbhYqYdh4sAupc9CS497PVhKA%2Fb%2Bcs%2Brf7fm5kszqg2Pceb5cqZv%0D%0AZjvT%2FzZa3zm0GWs9p%2BqXHNgINWaaMNK%2FDPzwSURH

Current lot and building dimensions for the site plan and floor plans are taken from the LA County Assessor’s website à Assessor Map, available here: http://maps.assessor.lacounty.gov/Geocortex/Essentials/REST/sites/PAIS/VirtualDirectory/ AssessorMaps/ViewMap.html?val=5122-014 Maps on pp. 5-8 are self-drawn. Parking requirements (p. 9) are taken from the ADA National Network website: https://adata.org/factsheet/parking

Figure 1 (p. 10): from Hentze, Mark. “’Community’ In A Building Name Fundamentally Alters Its Design.” Athletic Business. December 2013. http://www.athleticbusiness.com/rec-center/community-in-a-building-name-fundamentally-alters-its-design.html Figure 2 (p. 10): from “New Rosedale Community Center and Pool Opens Today.” PoPVille: DC’s Neighborhood Blog. May 25th, 2012. http://www.popville.com/2012/05/new-rosedale-community-center-and-pool-opens-today/ Figure 3 (p. 11): from “Beachwood, OH – Official Website – Community Center.” City of Beachwood. http://www.beachwoodohio.com/index.aspx?NID=143 Figure 4 (p. 11): from “A Sneak Peek Inside the New DHS Gym & Auditorium.” Decatur Metro. October 7th, 2009. http://www.decaturmetro.com/2009/10/07/a-sneak-peek-inside-the-new-dhs-gym-auditorium/

Cost figures per square foot of development (p. 13-14) and monthly income and expense figures (p. 15-17) are taken from USC Lectures, Prof. John Loper, October 21st and 26th, 2015. The zoning type for the project’s site (p. 18) is indicated on ZIMAS, Los Angeles’ geographic information systems online interface. Zone details are taken from the American Legal Publishing Corporation’s online publishing of the Los Angeles Planning and Zoning Municipal Code. Land use planning review requirements (for p. 18) are taken from “Land Use (Entitlement) Permit Process” on the LA City Planning website. http://planning.lacity.org/LandUseGraphic.html

3

The Need (Market Analysis)

The Los Angeles Unified School District (LAUSD) runs ample schools that attempt to meet the needs of local students, while administering several networks of charter schools. Aside from the training of a few magnet charter schools, after students have arts classes and hands-on activities in elementary schools, most LAUSD schools do not provide supplementary arts classes and activities for 6th-12th grade students due to budget cuts. For many middle and high schools, school-sanctioned sports are the only consistent, committed activity available to students unless a local nonprofit provides a specialized program at their school. For students who cannot compete at a high enough level or do not find sports fulfilling, this frequently leaves no activity at the school for such a student to choose to invest in. They may need to look to their family or private organizations for extracurricular development, but for the 78% of LAUSD students who come from economically disadvantaged backgrounds (Cortines 4), getting to an extracurricular activity most present in wealthier areas can be tiring and close to impossible to sustain. Compounding these struggles, many students are in single-parent families where the parent spends 60-80 hours per week either working or traveling on public transit to and from work. With this proposal adding numerous extracurricular activity options, facilities need to be near health facilities, other social services, and transit facilities – the proposal location is near all of those.

When students lack extracurricular opportunities, they often cannot begin to build a resume that unlocks the potential for college acceptance and future employment. Add broken family dynamics, mental illness, and common lack of healthy food access in low-income communities, and it’s no wonder that LAUSD student success rates are bleak. The results are unfortunate. LAUSD reports that:

• Only 65% of students maintain at least 96% school attendance (6). • Less than 75% of students and parents feel their school campuses are safe (5). • Only 52% of English learners are making test score progress (2). • Only 67% of entering high school freshman are graduating, and only 41% are on track to meet graduation requirements

new for graduates of 2016 and later (1). • Yet 78% of students indicate that they aspire to attend college or vocational school (1).

Therefore, a community center enriching students in the arts and trades can provide practical skills; a place of safety, belonging, and commitment; and a way for students to develop meaningful experience for their future.

As for trade opportunities, there is already the Orthopedic High School medical magnet nearby this project’s proposed location; however, their range of trades is fairly limited, so we would expand opportunities available to area students.

On the community side, access to public computers and libraries is sorely limited in Southeast Los Angeles. Libraries in Southeast Los Angeles or within walking distance include the Vernon Branch library at Vernon and Central, the Jefferson Library at Jefferson and Arlington, the Vermont Square branch at 48th and Budlong, and the Central Branch downtown. For someone living without a car near the Adams and Grand site, none of those libraries are within 2 miles, already a stretch for a walkable range. Some rescue missions, child guidance clinics, and health centers allow limited computer access, but not enough to regularly handle individuals who need to submit forms, maintain a bank account, and develop a resume. So a community center at Adams and Grand grants computer and Internet access to individuals who need it most.

Many community centers in Southeast LA focus on health care, senior care, or outdoor recreation space. Exceptions are rare, TRUST SouthLA at Main and Vernon, and Weber Community Center at Slauson and San Pedro to name two. No doubt a great number of nonprofit and religious organizations are providing social services in the area, but a redeveloped, comprehensive space could provide direction and a meeting place for those organizations to rally around. In addition, performance and workshop spaces tend to be found in cultural community centers – and these tend to be located in wealthier areas such as Koreatown, Pasadena, and the West Side. So a community center in Southeast LA would fill this gap and provide meeting space for non-wealthy area residents.

4

The Solution (Plan for the Community Center)

This proposal attempts to meet a number of these local gaps in an efficient matter, through the Southeast LA Com m unity Center . This project will generating positive development and a sense of ownership in the South and Southeast Los Angeles community through a variety of uses – uses for students and senior citizens during the day, youth in the afternoon, and adults in the evenings. With the variety of health-based and childcare-based services nearby on the S Grand Ave corridor, a large number of families already frequently visit the area. So with all of the proposed programs (especially providing a space for parents to attend classes or to have a safe place take their older children), a number of positive changes will occur:

• Families will begin to take ownership in their area. • Students will have consistent programming, allowing them to (1) build friendships and resumes, (2) avoid unhealthy

behavior, and (3) strive toward college or a skilled trade career. • Area residents who lack any other access to Internet resources may use them at the public library. • Community awareness will develop among the people who make up the heavy traffic along S Grand Ave, leading to more

community activism, stronger social bonds, and enhanced safety. DAYTIME USES (8am-5pm)

• Senior citizens can utilize multipurpose classrooms for yoga, artwork, gaming, dance, philanthropy, and other common cultural activities. These and other uses will form a once-a-week, half-day classroom rental program for various community organizations.

• The general public (those with library access and staff approval) can utilize the library and computer lab near the first floor main entrance.

• The second floor will operate as the main classroom space for a potential charter school for 9th-12th grade students. • First floor offices provide space for both community center and charter school administrators to conduct business.

AFTERNOON USES (3-7pm)

• Youth (13-18) can enroll in a variety of community programs, potentially through their area school, as a United Way or Big Brothers Big Sisters extension, or in an inter-school partnership (described below).

• Students may receive arts training and work on performances in music, dance, and theater, and develop portfolios in technical or visual art. These program s m ay be run at reduced cost by U SC s tudent organizat ions nearby.

• Students may enroll in training in one of a variety of trade programs, including automotive shop, wood shop, metalworking, plumbing, exploratory engineering, home economics and urban garden enterprise development, and electric and solar panel work. These program s m ay be run at reduced cost by exper ienced LA Trade Technica l Col lege s tudents as par t o f a degree requirem ent.

EVENING USES (7-10pm Sunday-Thursday, 7pm-Midnight Friday-Saturday)

• Community hearings, neighborhood council meetings, and other community organizations may take place at the auditorium (private organizations will rent to provide income).

• Social events for adults (computer classes, dance classes, music and other cultural events, movie screenings) may take place, either as events put on by a renting private cultural organization, or in partnership with a public tourism agency. Larger performances will be ticketed, and a percentage of those funds will be returned to the community center as income.

• Banquets and benefit dinners may be conducted in the auditorium (assuming a flat floor, removable seating design).

5

Site Plan

6

Floor Plan – Community Center, First Floor

7

Floor Plan – Community Center, Second Floor

8

Floor Plan – Parking Structure

9

Site and Floor Plans – Explanations

The s i te p lan maintains the current Department of Public Health and Department of Public Social Services building, as well as 14 foot wide sidewalks extending along the north, east, and south edges of the property (the west edge is a less desirable walkway considering the adjacent freeway off-ramp). The parking and entry/exit situation will change significantly for the current public building’s employees and users. We established two dropoff and pickup driveways with roundabout dead ends coming from both W Adams Blvd and W 28th St. The north-most drive features: (1) turn lanes into the parking structure, (2) a turn lane into a separate dropoff/pickup cul-de-sac dedicated solely to the current building’s uses, and (3) space extending on the circle turn for delivery trucks to straighten out and then back into the lane between the new parking structure and the community center. This delivery bay system keeps trucks out of the way of driving and pedestrian traffic (except when trucks are entering and exiting the site), takes all deliveries to one site, and expedites waste and recyclable removal. Both driveways allow for dropoff near the community center’s main entrance for events, with a landscaped dual walkway between the two circular ends. Handicapped parking will be located in the parking structure’s southeast corner for the community center and northwest corner for easy Metro access (26 total spaces are required at 2% of the first 1,000 and 1% of additional spaces, rounded up).

The com m unity center f loor p lan features classrooms, offices, trade instruction rooms, and performance space. The auditorium is conveniently located near the parking structure, the dropoff circles, and the main entrance (with reception and ticketing in the main lobby). The auditorium and trade rooms have 20’ wide hallways nearby, and most of those rooms have taller-than-average roofs (corresponding to the slashed non-walkable area on the second floor plan) – these adaptations allow for large materials, props, and instruments to be transported with ease. The woodshop will have a direct path for transferring waste and recyclables out and new materials in to all of the trade instruction rooms down the west hall. The electric work and solar panel instruction room is in the southwest corner of the proposed building, ideal for roof placement. The courtyard will be surrounded by taller rooms on the north and east, but not on the south and west. This will allow more light to enter for the landscaped plants and for the plants grown by students in the home economics and urban garden enterprise trade program. The public library will be near the main entrance and is near high-traffic hallways; it is also planned to have open glass for high visibility.

The community center second f loor will be used for a potential charter high school, with arts classes taking place during the day in first floor facilities, offices near the school entrance on the first floor southeast end, and most students entering at the south end and going up the planned spiral staircase (ensuring visibility and creating an attractive architectural space, see p. 6-7). Classrooms vary in dimension based on building constraints, but most will fall within a standard 800-1200 square feet range. The east end of the building features multiple teacher/classroom storage rooms and janitor’s utility rooms on each floor, and there are six sets of bathrooms in the building. There are two main staircases, two elevators, and an emergency stairwell to the courtyard – all courtyard doors can open to internal hallways, but open inward without key access upon emergency alarm release.

The new park ing s t ructure will be built in multiple phases in order to accommodate current parking needs. In the first year of construction, developers will leave the north-most ¾ and later north-most ½ portion of the current parking structure, opening the parking as soon as two full 60’ rows of parking are constructed to full height, then adding the third and fourth rows over time. Once the parking structure is complete, this plan will involve demolishing the rest of the existing parking structure to make way for the community center. Using a Google aerial shot for the count, the current 2-story parking structure has 1,104 parking spaces. As outlined in the floor plan, the new parking structure will provide 1,592 parking spaces, an increase of 488 spaces. We anticipate the current health and social service building parking tenants to continue the use of their spaces, but the added spaces will serve a number of uses. The community center’s staff and patrons will have up to 150 of the added spots validated during the work week and up to 400 spots validated evenings and weekends. The remaining spaces will be sold to Metro Expo line users, especially workweek commuters who can avoid expensive downtown parking by getting off the I-110 NB freeway, turning right into the lot, and walking to the Metro Expo Line 23rd St station across the street.

10

Similar Design Examples

Figure 1: An example of an urban, box-frame community center with walkable sidewalks, strong lighting, and inviting design.

Figure 2: A two-story community center with a circle drive for convenient drop-offs (the proposed community center will of course be in a denser urban setting and will have parking in a nearby ramp).

11

Similar Design Examples, continued

Figure 3: A typical modern community center lobby area and hall.

Figure 4: A mid-size auditorium that is modern, fully-functioning, and seats approximately 430 (capacity in proposal).

12

Potential Funding Sources

This community center will be run as a public-private hybrid entity, meaning some operations will remain under municipal government’s education and recreation budget, while the programs will be provided privately. Land costs will be zero (transferring to a public-run entity from another who will still use the parking) as long as the project is approved by the city planning commission (since this community center will use land that is already officially zoned as public space). The arts, technical trade instruction, and community organization room leasing will be run as a 501(c)3 nonprofit organization, while the building management will remain public. As a result, to fund the initial $39.5 million construction project and then to fund operating costs in following years, we anticipate applying for public funding through community development block grants (as a city-run community center) and other grants, along with private funding through organizations such as the Kresge Foundation, The Atlantic Philanthropies, the Anthony Quinn Foundation, the Russell Sage Foundation, the Fidelity Foundation, the Reiman Family Foundation, the RGK Foundation, the John Ben Snow Memorial Trust, and the Louis Calder Foundation. All of these foundations prefer to support large-scale projects that deal with economic development, youth education, and/or nonprofit-based community enrichment. To aid the initial cost of this proposed development, the proposed development timeline (see p. 18) involves opening half of the parking spots 6 months into development, and the other half of spots 12 months into development. Leasing spots for weekday commuters and pay-by-space Metro parking can begin in July 2017 (halfway through construction), adding one year’s worth of parking payment to revenues for budget year 0, which ends as construction is set to finish in July 2018 (see p. 15-17). As stated in the site and floor plan explanations above, the current 2-story parking structure has 1,104 parking spaces. As outlined in the floor plan, the new parking structure will provide 1,592 parking spaces, an increase of 488 spaces. We anticipate the current health and social service building parking tenants to continue the use of their spaces, but the added spaces will serve a number of uses. • The community center’s staff and patrons will have up to 150 of the added spots validated during the work week, while the

remaining spaces will be sold to Metro Expo line users. So 338 workweek commuters to downtown can avoid expensive downtown parking by getting off the I-110 NB freeway, turning right into the lot, and walking to the Metro Expo Line 23rd St station across the street (charging $80/month for those spaces).

• More people will attend events at the community center in the evenings and need validation, so 300 spaces will be set aside as free with validation for program attendees; the remaining 188 spaces will be open for Metro pay-by-space customers (estimating $40/month/space generated).

• The weekend daytime will feature close to full Metro parking for 438 spaces (estimating $20/month/space generated), with only 50 spaces reserved for community center uses.

16 classrooms on the first floor do not have a fixed use, and may be rented for half-day use on specific weekdays by community organizations, yoga and dance instructors, and other similar programs. Since the 2nd floor charter school may need to use those for special projects at times, 12 classrooms will be listed as available for 10 half-day weekly slots at $100/month (these renters can validate their attendees for free as part of the 150 program parking spots mentioned above). Finally, the auditorium serves as a great space for performance events. All ticketed events that choose to locate at the proposed community center will have a percentage of each ticket sale collected as income for the community center. This proposal estimates revenues at an average of $5/ticket collected, at an average sale rate of 60%, times a capacity of 430 seats, times approximately 4 paid events/month. And all revenue sources will be tallied with a 5% vacancy adjustment to insure against unexpected changes. Municipal general funding could come to support operations in later years as a partially-public entity, but this is rarely a wise source to rely on year after year. The diversity of funding outlined above should enable the community center to thrive.

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Physical Plant Budget (Development Cost Projections)

Room Type No. of Units Sq. feet Shell $ PSF Total Cost

Auditorium

1 7200 125 900000 Wood Shop Room

1 3200 125 400000

Automotive and Delivery Rooms 1 4800 125 600000 Metalwork Room

1 1600 125 200000

Plumbing Room

1 2000 125 250000 Electric/Solar Panel Work Room 1 3200 125 400000 Home Econ/Urban Garden Room 1 3600 125 450000 Engineering Instruction Room 1 1600 125 200000 Art Instruction Room

2 1500 125 375000

Large Music Instruction Room 1 2100 125 262500 Large Dance Instruction Room 1 1750 125 218750 Library and Computer Lab 1 4500 125 562500 Upstairs Computer Lab 1 2000 125 250000 Food Preparation and Storage Room 1 2400 125 300000 Multipurpose Classrooms 40x241 1 960 125 120000 Multipurpose Classrooms 36x24 1 864 125 108000 Multipurpose Classrooms 32x30 1 960 125 120000 Multipurpose Classrooms 30x30 17 900 125 1912500 Multipurpose Classrooms 30x34 2 1020 125 255000 Multipurpose Classrooms 30x35 4 1050 125 525000 Multipurpose Classrooms 30x40 1 1200 125 150000 Multipurpose Classrooms 25x40 4 1000 125 500000 Multipurpose Classrooms 20x40 3 800 125 300000 Conference Rooms 20x20 3 400 125 150000 All other Indoor Square Footage (Halls, Closets, Standard Offices) 1 10326 100 1032600

Bathrooms (total sq. feet combined) 1 4256 135 574560

Total Tenant Improvements

1232750

Parking - Current Demolition 1 162000 5 810000 Parking - Rebuild

1592

10000 15920000

Landscaping

15600 10 156000 Pavement Rebuild for Turnarounds 2 11827 43 1022124 Total Hard Costs 30257284 (Soft costs begin on next page)

14

Design Engineering

2220002 8 1776000 Legal

222000 5 1110000

Financing

222000 5 1110000 Permit Fee

222000 15 3330000

Development Fee 37583284 5% 1879164 Total Soft Costs

9205164

Land (built on a public entity for public usage)

0

TOTAL COSTS

39462448

Tenant Improvements $ PSF Total Cost

Auditorium Technology 50 360000 Wood Shop Materials 10 32000 Auto Shop Materials 25 120000 Metalwork Materials 10 16000 Plumbing Materials 10 20000 Electric/Solar Panel Materials 25 80000 Urban Gardening Materials 10 36000 Engineering Materials 25 40000 Sculpture and Paint Materials 10 30000 Stands, Chairs, and Instruments 25 52500 Dance Mirrors and Bars 5 8750 Computers and Library Books 75 337500 Computer Lab 50 100000 TOTAL 1232750

1 The different size multipurpose rooms conform to the floor plans outlined on pages 6 and 7 above. Other specialized rooms have additional costs per square footage under tenant improvements, outlined directly above this note. 2 222,000 square feet includes all land involved in our redeveloped parking structure, our community center, and the drives and landscaping we propose. It does not include the existing 14’ sidewalks on the north, east, and south edges, nor does it include the Dept. of Public Health and Dept. of Public Social Services building we are leaving intact.

15

Operations Budget, Baseline Assumptions and Year 0 Figures

Statement of Cash Flows: 10-Year Income and Expense Projections

Income Inflation Rate 2% Expense Inflation Rate 2% Cap Rate

6%

INCOME SOURCES No. of Units Income per unit per month YEAR:3 0 Weekly Half-Day Org. Lease 120 100

Tickets to Performances1 258 202

Parking for Commuters

338 80 318,118

Night Metro Parking

188 40 Weekend Daytime Metro Parking 488 20

Public Community Development Block Grants 1 10,000

Private Foundation Grants 3 40,000

CAM from Community Organization Lessors

Potential Gross Income 318,118

Vacancy Allowance

5%

15,906

E f fect ive Gross Incom e 334,024

EXPENSES Sq. feet Cost YEAR:3 0 CAM from Community Organization Lessors 13,900 8 per sq. feet per year Maintenance Expenses

35% of PGI

Management Fees

5% of EGI

Reserves for Replacement

3% of EGI

Tota l Expenses

N ET O PERATIN G IN CO M E

334,024

Investment in Site

(39,462,448)

N ET CASH FLO W

(39,128,424) 1 Capacity is 430 tickets; units based on 60% projected average sales. 2 $20 is based on an average ticket commission of $5 times an average of 4 paid shows/month. 3 Figures for Years 1-10 are displayed on the next 2 pages.

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Operations Budget, Year 1-5 Figures

Statement of Cash Flows: 10-Year Income and Expense Projections

INCOME SOURCES YEAR: 1 2 3 4 5 Weekly Half-Day Org. Lease 144,000 146,880 149,818 152,814 155,870 Tickets to Performances 61,920 63,158 64,422 65,710 67,024 Parking for Commuters

324,480 330,970 337,589 344,341 351,228

Night Metro Parking

90,240 92,045 93,886 95,763 97,679 Weekend Daytime Metro Parking 117,120 119,462 121,852 124,289 126,774

Public Community Development Block Grants 120,000 122,400 124,848 127,345 129,892 Private Foundation Grants 1,440,000 1,468,800 1,498,176 1,528,140 1,558,702

CAM from Community Organization Lessors 111,200 113,424 115,692 118,006 120,366

Potential Gross Income 2,203,040 2,247,101 2,292,043 2,337,884 2,384,641

Vacancy Allowance

(110,152) (112,355) (114,602) (116,894) (119,232)

E f fect ive Gross Incom e 2,092,888 2,134,746 2,177,441 2,220,989 2,265,409

EXPENSES YEAR: 1 2 3 4 5 CAM from Community Organization Lessors (111,200) (113,424) (115,692) (118,006) (120,366) Maintenance Expenses

(771,064) (786,485) (802,215) (818,259) (834,624)

Management Fees

(104,644) (106,737) (108,872) (111,049) (113,270) Reserves for Replacement (62,787) (64,042) (65,323) (66,630) (67,962)

Tota l Expenses (1,049,695) (1,070,689) (1,092,103) (1,113,945) (1,136,224)

N ET O PERATIN G IN CO M E 1,043,193 1,064,057 1,085,338 1,107,045 1,129,186

Investment in Site

0 0 0 0 0

N ET CASH FLO W 1,043,193 1,064,057 1,085,338 1,107,045 1,129,186

17

Operations Budget, Year 6-10 Figures

Statement of Cash Flows: 10-Year Income and Expense Projections

INCOME SOURCES YEAR: 6 7 8 9 10 Weekly Half-Day Org. Lease 158,988 146,880 162,167 165,411 168,719 Tickets to Performances 68,365 63,158 69,732 71,127 72,549 Parking for Commuters 358,252 365,417 372,726 380,180 387,784 Night Metro Parking 99,632 101,625 103,657 105,731 107,845 Weekend Daytime Metro Parking 129,310 119,462 131,896 134,534 137,225

Public Community Development Block Grants 132,490 122,400 135,139 137,842 140,599 Private Foundation Grants 1,589,876 1,468,800 1,621,674 1,654,107 1,687,190

CAM from Community Organization Lessors 122,774 113,424 125,229 127,734 130,289

Potential Gross Income 2,432,334 2,480,981 2,530,600 2,581,212 2,632,837

Vacancy Allowance (121,617) (124,049) (126,530) (129,061) (131,642)

E f fect ive Gross Incom e 2,310,717 2,356,932 2,404,070 2,452,152 2,501,195

EXPENSES YEAR: 6 7 8 9 10

CAM from Community Organization Lessors (122,774) (113,424) (125,229) (127,734) (130,289) Maintenance Expenses (851,317) (868,343) (885,710) (903,424) (921,493) Management Fees (115,536) (117,847) (120,204) (122,608) (125,060) Reserves for Replacement (69,322) (64,042) (70,708) (72,122) (73,565)

Tota l Expenses (1,158,948) (1,182,127) (1,205,770) (1,229,885) (1,254,483)

N ET O PERATIN G IN CO M E 1,151,769 1,064,057 1,174,805 1,198,301 1,222,267

Investment in Site

0 0 0 0 0

N ET CASH FLO W 1,151,769 1,174,805 1,198,301 1,222,267 1,246,712

18

Approvals Process and Development Timeline

The entire land plot is currently zoned PF-1-O, as a public facility in height district 1 that sits on potential or past oil resources. The PF nature of the zone means that we do not have yard requirements or automatic height restrictions. However, because of the height zone 1, we must account for all affected structure types. Code PB, referring to parking buildings, is the only type of height district-restricted structure this development addresses. For height district 1, the current limit on height is not footage-based, but is limited to two stories (which is why the current two-story parking structure on site makes current sense). So in addition to applying for standard development permits (as outlined below), this project will apply for a variance allowing up to seven stories on the parking structure.

January 2016: Design plans finalized; contact potential contractors for quotes.

February 2016: Discuss project with LADBS (Los Angeles Department of Building Safety), apply for parking zoning variance with the Department of City Planning, CEQA statements issued.

March 2016: Schedule hearing for project, contact neighborhood councils, CEQA Environmental Impact Reports mailed, submit public benefit permits for the proposed library (Code Section 14.00 A3) and community center (Code Section 14.00 A5). Solicit nearby residents’ response on desired uses and goals for the proposed community center.

April 2016: Hearing, city planning commission decision, and potential appeal. Adjust design plans as necessary. Once at least a partial decision on the zoning variance and the project at large are assured, begin contacting potential funders and submitting grant applications.

May 2016: Schedule second hearing if necessary, another round of design changes as required by replies from March

submissions.

June 2016: Second hearing if necessary, final city planning commission decision (approval), another round of design changes

as necessary, sign contracts with developers and potential future tenants.

July 2016-June 2017: Parking and north driveway construction. Leave south half of current parking lot while building ¼ of the new parking structure at a time from north to south. Continue to solicit community input on desired uses. Contact funders and ideally begin to receive funding.

June 2017-June 2018: Parking structure opens, and parking revenue begins to accumulate. Demolish remaining south

half of existing parking structure, and construct the community center and south driveway. Continue to apply for funding.

July 2018: Final building inspections, schedule press releases.

August 2018: Grand opening to coincide with the beginning of the 2018-19 school year. Income from parking, ticketed events, and classroom leases will begin to accumulate.

September 2018 and onward: Continue to evaluate community morale surrounding the community center and metrics

of services provided. Continue to pursue a growing funding base.