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HomeMy WebLinkAbout14 FDNG DOWNTWN BUSI 09-03-96DATE' SEPTEMBER 3, 1996 Inter-'Com NO. 14 9-3-96 TO: FROM: SUBJECT: WILLIAM A. HUSTON, CITY MANAGER REDEVELOPMENT AGENCY STAFF/COMMUNITY DEVELOPMENT STAFF FUNDING REQUEST FROM DOWNTOWN BUSINESS ASSOCIATION RECOMMENDATION Pleasure of the City Council. FISCAL IMPACT The fiscal impact of a waiver of building permit fees will be approximately $1,500 for each improvement with a permit valuation of $85,000. It is unknown how many waivers will be granted in FY 96-97 and FY 97-98. Revenue projections for Fiscal Year 1996-97 did not include any significant projects in the Old Town area; therefore, for Fiscal Year 1996-97, staff does not anticipate any shortfalls. As the City commences budget preparation for Fiscal Year 1997-98, staff will analyze the impacts and additional demand for services that may have been generated if this policy is adopted. It would be anticipated that any initial funding for creation of the Downtown Business Association will not exceed $10,000 and will be funded by the Town Center Redevelopment Project. BACKGROUND AND DISCUSSION City and Agency staff members have been meeting with a small group of property and business owners within the Old Town commercial area to discuss their desire to establish a Downtown Business Association, to stimulate commercial activity and to assist in revitalization efforts in Old Town Tustin. The group has submitted a proposal which focuses on creating a strategic approach to positioning William A. Huston September 3, 1996 Page 2 businesses' and properties within downtown through planning and marketing efforts to achieve their full economic potential. They propose producing a variety of communication and marketing tools for use among the businesses in Old Town and to enhance the overall image of downtown. These tools include newsletters, a brochure, business directory, media placements, promotional events and attendance at conventions. The proposal requests a two-year grant from the City of Tustin of $212,015 (Attachment 1). The group has also requested that the City .consider waiving discretionary review and building permit fees for certain projects in the downtown area as a means of providing an incentive to property owners and business owner improvements and the economic development of the downtown area. BACKGROUND OF CITY AND AGENCY ACTIVITIES IN OLD TOWN The .City of Tustin and the Redevelopment Agency have invested substantially in the downtown area. These projects have included direct public investment, direct assistance to bring private investment into Old Town through public/private partnerships, and indirect assistance to provide support for redevelopment efforts. Among these projects have been: · Installation and/or reconstruction of infrastructure including storm drain, sewers, streets, traffic control devices and undergrounding of utilities. · Design and installation of decorative street and sidewalk improvements, along with landscaping, street furniture and street fixtures along E1 Camino Real. Construction or reconstruction of public facilities, including the Police station, the City Hall, the Community Center, the Library, the Senior Center, and the Columbus Tustin Gym. · Purchase of public parking spaces in the Stevens Square Parking Structure at a cost of over $900,000. Sponsorship of the Old Town Charette and development with the Orange County Chapter of the American Institute of Architects (AIA) of the Regional/Urban Assistance Team (RAJDAT) report entitled 'Visions of Old Town." William A. Huston September' 3, 1996 Page 3 Provision of approximately $100,000 in design and construction grants to property owners and tenants to offset State seismic retrofitting requirements for unreinforced masonry buildings, along with waiver of all building permit fees for seismic retrofitting. Approval of every parking variance request in Old Town over the last ten years. Granting of numerous licenses to businesses located near the parking structure permitting them to use parking structure spaces when adequate parking was not available on their own site along with a waiver 0fthe attendant parking structure lease fees whenever requested. Provision of a $15,000 financial commitment to assist in construction of a pedestrian stairway fi.om the Downtown parking structure to provide a more direct access to Main Street and E1 Camino Real. Production of the Old Town Video. Business attraction and tec ,hnical processing assistance to such businesses as The Tustin Renaissance Art Gallery, the 1913 Company and Raft's Cuban Cafe. Design and technical assistance for the redesigning of the alley.behind Rutabegorz Restaurant and Gary's Clothiers into a pedestrian oriented walkway. Business attraction and technical assistance which resulted in the establishment of the Farmers' Market. Direct support, including lobbying efforts in Washington, for the relocation of the Post Office · to a potential site at the northeast comer of Sixth Street and El Camino Real. Financial assistance through redevelopment tax increment funds and CDBG funds for the redesign of the ComerstonO Building at the southwest comer, of E1 Camino Real and Main Street. Code enforcement actions and dean-up of the blight conditions at the former Utt juice Factory at Main Street and Prospect Avenue, at significant legal costs. The Agency is currently preparing an appraisal of the property and will be bringing a proposed development project to the Agency shortly. William A. HUston September 3, 1996 Page 4 A commitment for significant financial and technical assistance to redevelop E1 Camino Plaza and the properties south to Newport Avenue to create a Gateway into Old Town. · Commitment of City and Agency resources to publishing a brochure, bi-annual newsletter and video; all of these tools will, in some manner, support marketing of Old Town. · This list does not include the continuous activities the City and Agency provide on a daily basis to prospective users, tenants, property owners and developers. Whenever City and/or Agency staff meet with a proposed user, they state directly that the City and the Agency stand ready to provide whatever assistance it can and will consider financial assistance if such assistance is warranted. FEE WAIVER In response to input from the Old Town business representatives, staff have developed a proposed fee waiver policy for the Council's consideration. The purpose of this policy is to provide stimulus for development in the Old Town commercial area and to complement the revitalization activities occurring within the Town Center Redevelopment Area. The entire text is attached as Exhibit A, and the list below briefly describes the policy's key components: Purpose and Intent -- The purpose and intent identifies the desired goals and a finding indicating that there are special circumstances that justify a fee waiver for this area (i.e. the need to stimulate commercial activities and avoid conditions that contribute to blighted areas); Areas of Benefit -- The areas subject to the fee waiver include properties within the Cultural Resources Overlay District and certain properties within the Town Center Redevelopment Project Area; Applicability -- The policy limits the fees to interior and exterior building improvements and commercial additions constituting less than a ten (10) percent increase in gross floor area for existing developments; Fee Waiver-- The proposed fees to be waived include fees related to building permits and planning permits,for existing developments; Term of Fee Waiver -- The policy is proposed to extend two years until the end of Fiscal Year 1997-98; and, William A. Huston September 3, 1996 Page 5 · Non-exempt Fees -- The policy identifies fees that would not be exempt under this policy (i.e. new development, regional fees, school fees, etc.). ANALYSIS OF FUNDING PROPOSAL In reviewing the proposed business organization, staff.has used the following as a basis for our analysis: . An association, as proposed, can be an asset to the business environment ofthe City. To the extent the private sector can come together to further its own economic goals, it furthers the community's goals. However, it is imperative that any association be created and administered for the overall benefit of the business community it represents, and not the benefit of a small group of business and/or property owners. If the latter happens, the association'can become hmmful to the business environment of the community by causing division and animosity. . The City should be a supporter but not the creator of this type of association. If the City attempts to create it, the association will be viewed by the businesses as an organization being imposed on them to fulfill the goals of the City; it will not be seen as their organization to represent their interests. If this occurs, the organization will be short-lived and function only as long as the City is involved financially and with staff and/or contract management. o A business association will onlY be successful if the genesis of it comes from within the business community and represents the broad spectrum of businesses in Old Town. Therefore, if the City supports formation, there needs to be verification that the general business population of Old Town supports such an organization. . As'with any endeavor or organization, who finances an association of this sort is particularly important because it will define who, de facto, controls the organization. If the business community wants an organization that represents them, it is imperative that the business community largely finance it so that the business community maintains control of it. At the same time, if the business community does not see a business association as important enough to finance, or does not view Specific activities of the organization as worth their financial contribution, the question must be asked whether the general taxpayer should be subsidizing the organization. 5. There may be a need for seed money for the start-up of any organization of this sort. William A. Huston September 3, 1996 Page 6 . While such an organization can be helpful, its failure may hinder future efforts to coordinate actions of the Old Town business community. Therefore, it is important for the City to ensure that the organization is well planned, develoPed correctly and focused on attainable goals. 7. There needs to be a clear definition of which businesses are to be included in the organization. Old Town has a strong.professional base, as well as a retail/service base. In addition to the above concerns, the staff had two additional topic areas which they examined in analyzing the funding request submitted to the Agency. 1. Can the Agency provide financial assistance to an ad-hoc committee? 2. Do other cities provide direct support to downtown or other merchant associations? If so, what type and at what level? Legality of Financial Assistance ' Staff review indicates neither the Agency nor the City can provide financial assistance to an ad-hoc committee. A formal entity of some sort would need to exist to enter into an agreement with the Agency and develop a measurable work program so that the Agency can track the performance of the organization in meeting the purpose of the financial assistance. In most cases, the entity would be an incorporated non-profit corporation. Assistance Provided by Other Cities Staff conducted a survey of several cities with established downtowns throughout California, primarily in the Los Angeles/Orange County region. In most cases, the city provided seed money to assist in the formation of the organization, usually by funding a consultant to create the organization or to provide organizational support directly with city staffat a cost ranging from $5,000 to $10,000. Once the organization was formed, the city no longer provided direct financial assistance. In those cases where on-going financial assistance was or is provided, it is typically tied directly to performance of specific tasks. These include steam cleaning of sidewalks, purchase of holiday decorations, or similar specific expenditures. The staff found only one city, Laguna Beach, which provides a direct subsidy to such an organization. In the case of Laguna Beach, the organizatiOn is the Chamber of Commerce. One of the primary methods for providing assistance for merchants associations used by other cities is through the city's authority under state law to create a Business Improvement District (BID). Through a BID, an assessment is levied on business licenses to create a fund which the association controls and uses for direct improvement of business conditions within the area being assessed. Recent changes in William A. Huston September 3, 1996 Page 7 State law now also allow assessments to be made against property owners within the district as well. A BID assessment is similar to common area maintenance fees and common marketing fees which are typically charged tenants in major shopping centers. Many cities have found the merchant associations want the BID formed because it is an easy method for them to ensure that there is ready funding available for needed activities and the burden for paying for these activities is spread among those who will benefit from them. Because an annual work program and budget needs to be developed before the City sets the annual assessment, the activities of the merchants association must directly benefit the businesses in the area it serves or there would not be support for the annual assessment at the required 'City Council public hearing. No city contacted by staffhad adopted a BID unless requested to do so by the merchants themselves. Where staff found an existing BID, its creation had generally been funded by the city at a cost ranging from $15,000 to $20,000. CITY COUNCIL AND AGENCY ACTIONS Should the Council wish to support for fee waivers, 'City Council Policy -- Old' Town Non- Residential Fee Waiver," is attached as Exhibit A. Should the City Council wish to provide financial assistance to support the downtown association, staff would recommend the following approach: Provide staff or consultant assistance to Old Town businesses in creating a legal entity as a first step. Direct that a portion of the work program for the consultant be to identify potential funding sources, other than merely the City or the Agency, for the to-be-formed association. . Authorize issuance of a request for proposals and retention of a consultant to provide this assistance. Current Staff workloads would limit the staffs ability to provide this type of assistance in a timely manner. Staff estimates the cost for consultant services would range between $7,500 and $10,000. There would be the need to appropriate funds in a not-to- exceed-amount from the Town Center Redevelopment Project Area. If the Council wishes to provide this seed money from the Town Center Redevelopment Project Area, action needs'to be taken during the Redevelopment Agency'meeting Staff has agendized this item on the Agency agenda so the Council can take the appropriate action. William A. Huston September 3, 1996 Page 8 , If after the association is formed, it requires additional technical or financial assistance to create the tool(s) for funding, the City and/or Agency can consider a request for additional assistance at that .time, provided that such a funding request is not inconsistent with the general level of contributions to downtown associations. Staff has met with the proposers and outlined the findings of its analysis and the Agency options outlined in this report. Christine Shingleton//// Assistant City Manag6r' Elizabeth Binsack Director, Community Development Attachments: Exhibit A: Old Town Non-Residential Fee Waiver Policy Attachment 1: Proposal for Funding and Fee Waiver EXHIBIT A' CITY COUNCIL POLICY OLD TOWN NON-RESIDENTIAL FEE WAIVER Purpose and Intent: The purpose of this policy is to provide stimulus for commercial development in the Old Town commercial area and to complement the revitalization activities occurring within the Town Center Redevelopment Area. In establishing this policy, it is the Council's intent to attract new businesses, retain existing businesses, and to avoid blight, thereby benefiting the entire community. Areas of Benefit: The areas of benefit include non-residential uses generally located along E1 Camino Real between Prospect Avenue, B and C Streets, west of Newport Avenue and North of the I-5 Freeway. The areas of benefit in which the fee waiver shall apply are identified on the attached map. Applicability: This policy shall apply to all non-residential interior and exterior building improvements and additions constituting less than a ten (10) percent increase in gross floor area for existing developments. Fee Waiver: Fees shall be waived for the following: Plan check and Building, Plumbing, Mechanical, Electrical and other City related permit fees for building rehabilitation and improvements to existing developments for the first $85,000 in construction valuation, as determined by the valuation table contained in the Building Division Fee Schedule. Discretionary Permits including: * Certificates of Appropriateness * Conditional Use Permits and Amendments; * Design Reviews and Amendments; * License and Permit Board review; * Environmental Fees (excluding Environmental Impact Reports) * Sign Code Exceptions * Temporary Use Permits; * Tentative and Final Subdivision Maps * Use Interpretations; and, * Variances/Minor Adjustments and Amendments; · Other'related property improvement permits deemed appropriate by the City Manager Term of Fee Waiver: This Policy shall remain in effect for Fiscal Years 1996-97 and 1997-98. The City Manager shall consider potential fiscal impacts in association with the preparation of the Fiscal Year 1997-98 Budget. The City Manager may'extend this policy for an additional year if deemed fiscally prudent. Non-exempt Fees: The following fees are not exempt from payment under this poliCy: fees related to new development; transportation improvement fees; fees required by other governmental agencies; environmental, recording, or Fish and Game fees required by the County of Orange; Orange County Fire Authority inspection and plan check fees; fees related to the preparation of Environmental Impact Reports; and, fees required in association with the processing of adult entertainment booking agencies and/or adult business uses. Attachment: Area of Benefit Map Effective: September 4,1996 AREA OF BENEFIT MAP CITY COUNCIL POLICY OLD TOWN NON-RESIDENTIAL FEE WAIVER EL [_ "-' ] Area of Benefit :::::::::::::::::::::::::::::: ltl:ti!ii :i:i:::::: : ::i: :i:ii!:i:?:i:iii:i:[:i;i:i llll[lll I lll? ! No Scale ATTACHMENT 1 PROPOSAL FOR FEE WAIVER AND FUNDING REQUEST DOWNTOWN BUSINESS ASSOCIATION REVITALIZATION PROPOSAL FOR THE DO'vVNTOWN BUSINESS DISTRICT OF TUSTIN INTRODUCTION The purpose of this proposal is to outline the recommendations of The ~ '~ ' " ..... ~" '" ' " ~ ...... tile Downtown Business Dist,~ct of Tustin. The goals set forth are as follows: * To encourage the property owners and merchants of the Downtown Business District to become members and support The Dowatowa /~.sD,ess Assoc£atioa as a voice of solidax5ty in a concerted effort to pursue its established goals for the area. * To develop a strategic approach to position the businesses and properties located within the Downtown Business District of Tustin as a viable choice within the targeted trade area for new or expanding businesses. * To create an overall "image campaign" for the Downtown Business District of Tustin utilizing a comprehensive marketing plan and tools to position itself to new, relocating or expanding businesses to the area through a unified organization to promote future economic growth of the subject area. * To outline a marketing plan and financial requirement to accomplish these goals. * To pursue the feasibility of a northbound off ramp at Newport Ave. from the Santa Ana (5) Freeway which would greatly benefit all existing businesses in Tustin and greatly enhance the ability to attract other businesses to this area. PRIMARY OBJECTIVE: Organize and develop The Downtown Business Association of Tustin 'into a viable organization with the marketing tools to promote The Downtown Business District and its goals outlined below effectively. TIME LINE: 24 months APPROACH: The initial phase of a comprehensive program for T]t~ Downtown Business Association.of Tustin would include the follo~¼ng: 1. ~[eet ~4th City of Tustin governmental officials to determine their :~]an~ re?~rding The Dov,.'n~ov:n Business District of Tust.~n. their ~ '~m!lin~:ess and ability to implement a pro.am outlined in this propos~ inclu&ing monetary funds to support such a pro~'am and other areas in which they could assist the proffram's goals and objectives. 2. Inte~-~.iew all businesses and property owners ~-ithin The Downtown Business District to determine each property's physical and economical aspects including zoning, tYPe of existing business, availability to a nexv business, property owner's real estate transaction preferences and ability to assemble to gain larger parcels of land. 3. Inventory and catalog this information to create a cross reference as to property size, deal structure and location. Have a plat and/or photo of each property. Make this information available as part of the marketing tools for the Association. Create an aerial photograph with this information incorporated into it for marketing purposes. 4. Analyze The Downtown Business District's strengths, and weakness as compared to its competition to determine how to promote the strengths and overcome the weaknesses in the marketing efforts 5. At meetings of The Downtown Busi~ess Association of Tustin, provide members with a status report of program implementation and any pending local governmental issues that influence this area. 6. Sohcit new members from businesses or property owners located ~-ithin the area. Encourage members to participate in the Association and to assist its efforts. 7. The Downtown Business Association of Tustin will serve as-a liaison with City of Tustin and other civic organizations as it pertains to the interests of the Association. 8. Determine which businesses are not represented in this area and target them as possible prospects. This can be accomplished after the initial audit of properties and businegses has been completed. 9. Develop an "image campaign" by means of brochures, business solicitation letters and public relations/media releases. This would involve selecting the creative team for an "image campaign" to set the tone for all of the marketing phases and generating a brochure which promotes The Downtowns. Busi~ess Associetion of Tu. stin, its strengths, goals and objectives to new or relocating businesses. The brochure should include area demo~'aphics and history, maps, information on available properties, proposed redevelopment and other commercial projects, b?es of government~! :-~ssistance (~f an5'), al! ~n an effort to create the image of a cohesive, established and successful downtown business district as a very viable alternative to its competition. 10. Attend ;different industry conferences to promote The Downtown Business District of Tustin. 11. Develop a bi-monthly newsletter for the. Association's members and other businesses within the community ~dth information regarding progress of the project, new businesses, rehabilitation or redevelopment projects within the area. The sophistication level of this newsletter can increase as the Association grows. 12. 'It is recommended that the Association becomes members of certain business industry organizations to gain information and visibility such as International Council of Shopping Centers, California Business Properties Association and National Main Street Center. 13. Hire a project director to coordinate the activities on a daffy basis. Person should possess strong retail real estaie experience including economic feasibility, marketing, community development and entitlement skills. 14. Hire consultants necessary to accomplish the goals outlined herein including a person to expedite and oversee the freeway off ramp project. COMPREHENSIVE MARKETING PROGRAM MARKETING GOALS: -To create a vibrant communications effort that will promote The Downtown Business District through the organized efforts of The Downtown Business Association of Tustin. -Develop excellent communication tools for 7Y~.e Dowz~town. Business District ztssociatioT~ to reach potential' businesses, local governmental officials, Tustin Chamber of Commerce and real estate brokers. -Educate potentia~ businesses and the'real estate brokerage community about The Downtown Business Disu'ic~ of' Tustin and its value as a business location. .- -Dist. in~fish The Do~vntown Business District of Tustin £rom its competitors by emphasizing its selling points. COMNIUNICATION TOOLS: -Marketing Brochure This brochure should educate and emphasize the value of The Downtown Business Association of Tustin, its goals and its community. Included would be area maps, demographics, proposed redevelopment and commercial projects, existing businesses, aerial photographs, economic statistics, elevations, a copy of the Association's newsletter and possibly a letter from the City Mayor. -Newsletter: A newsletter to be distributed bi-monthly informing property owners and merchants in the area about the project's progress, new businesses that have located in the area or revit_~li~.ation projects. -The Downtown Business Association of Tustin Director:),: A directory would be pubhshed which wOuld include a directory of its members, local civic, governmental and media contacts, their addresses, phone and fax numbers. PUBLIC RELATIONS: The following activities of public relations are recommended: 1. Initially, a series of six to eight press releases targeted to local and different trade media sources as well as general business pubhcations. Suggested topics could be the creation of The Downtown Business Association of Tustin, its goals and objectives. Later releases could feature the Association's progress, success in attracting new businesses or any rehabilitation or revitalization projects. Story related photographs would be a plus. 2. In a later phase, a map showing the businesses, governmental or ci~dc o~ces located in the downtown area along ~dth their phone numbers, Tustin historical sites and related information could be created showing building £oot,prin~.s, etc. in a creative desig~t that is in~dting and unusual. Reprint. of me~a stories would be ut;Jized as a promotional too!. CO~;LMUNITY RELATIONS: Association sponsored community relations represents an opportunity to create an awareness of, establish a partnership and build trust within the community as well as an obligation to give back to the community from which its members profit. Supporting the efforts of the Tustin Chamber of Commerce, Tustin Unified School.District's "Dinosaur Dash", the annual Chili Cook Off, Tustin Tiller Days and other civic events individually and as the Association. In later phases, consideration should be given to sponsoring three to four early "Evening Concerts in the Park" at Pepper Tree Park during the'summer time featuring local bands. The park is in the downtown area and is a natural tie in to The Downtown Business Association of Tustin These are very popular events in the communities where they are held. CONCLUSION: It is important that a project as proposed herein should be started immediately to revitalize The Downtown Business District of Tustin to create the opportunity to maximize the potential of the. area and to avoid any bhght which has occured in several downtown business districts throughout the country. Every dollar invested in a revitalized downtown multiphes into new businesses recruitedl existing businesses expanded, new jobs created and maximum local retention of an economy for the private and pubhc sector which then benefits the overall community and its residents. D AN O F F. K R A U S PAMELA S. DANOFF-KIL4~US RESUME OF QUALIFICATIONS Ms. Danoff-Kraus has been in the shopping center industry since 1975 and has extensive real estate industry knowledge and expertise. Her major strengths are site identification and acquisition, feasibility and proforma analysis , demographic study analysis and preparation, shopping center design, enti. tlements, property sale/purchase/lease contact with investors, tenants, lending institutions and brokers and subsequent negotiations, construction project management, leasing and property management, marketing of center for During her career, she has been directly involved with the leasing of over 70 shopping centers in several states with agross leasable area exceeding 7.3 million square feet. She has experience in alt facets of leasing: major, credit and shop tenant negotiations; build to suit, ground lease and sales transactions; and she has extensive national and regional chain tenant, developer and brokerage contacts. Ms. Danoff-Kraus is a frequent guest speaker, at International Council of Shopping Centers' Idea Exchanges, annual conventions, University of Shopping Centers, Management Institute, University of California at Irvine and Los Angeles, A.C.R.E, Women in Retail Real Estate and Industrial Commercial Network. She has been a member of the ICSC Southern California Program Committee since 1980 and was Chair of this committee 1987-1989. She was a member of the ICSC's Editorial Advisory Board 1991-1992. She was State Chair for Public Relations Community Service 1989-1992, and Western Regional Chair Public Relations Community Service for the 13 western states 1992-1995. She was selected for" Who's Who of American Women" and "Two Thousand Notable American Women". She was a member of the Advisory Board for Women in Retail Real Estate. She graduated from the University of New Mexico with a BA Degree in Political Science and English. She is a member of Chi Omega Sorority. Ms. Danoff-Kraus is married to Robert W. Kraus. They have a daughter, Jillian Amaris, 9. Ms. Danoff-Kraus was the Chair of her daughter's school fund-raiser in March 1995 and was honored by the Tustin School Foundation for her outstanding efforts and the event's record setting success. She and her family are very active in SOCAL competitive swim team, Girl Scouts and soccer. A Real Estate Services Company 10182 Brier l..anc * Santa .-\ha * California 9£705-1531 · (714} 83Z-9400 * Fax (714) 832-93()0 THE DOWNTOWN BUSINESS ASSOCIATION OF TUSTIN PROPOSED SUMMARY OF COST AND SCOPE ITEM YF~R 1 YEAR 2 BROCHURE: (design, layout, printing) SUPPORT MATERIAL FOR BROCHURE & MARKETING: (aerials, demographic study, renderings, photographs, property re'~4ew forms, signs, maps, reproducibles, etc.) DIRECTORY: (desig-n, layout, printing) NEWSLETTER: (design, !a_x.'ouL pri:.ting) ,,'ear 1- 4 newsletters, year 2 -6 ne, wsletrers OFFICE SUPPLIES: (business letterhead stationaT, tbrms, etc.) MARKETING BUDGET: (local & industry media ads for Association and merchants, promotional events) OFF RAMP FEASIBILITY STUDY: (consultant fees and report) FEES, LICENSES, DUES, SUBSCRIPTIONS: LEGAL & ACCOUNTING SERVICES: EDUCATION & SEMINARS: OVERHEAD: (Project Coordinator and Office St, atT) CONTINGENCY & MISCELLANEOUS: $ 12,340 $ 18,460 2,375 760 2.750 6.630 15,175 1,200 2,95O 1,500 88,000 10.000 2,500 1,420 700 ' 1,175 1,650 6,250 1,000 3,200 2,000 25,500 4,500 TOTAL ANNUAL COST: TOTAL TWO YEAR PERIOD COST: $162,120' $ 49,895 $ 212,015 DBATBDGT.XLS REV:7/!5/96