Proposal for the Former Jamestown Mine Site

Transcription

Proposal for the Former Jamestown Mine Site - July 08, 2010
Gold Rush Gardens, Inc.
Vincent Estell
Coporate Office
2939 Veneman Ave.
Suite A-105
Modesto, CA 95356
209 • 484 • 7191
Gary Wilson
Jamestown Office
18125 Main Street
Jamestown, CA 95327
209 • 743 • 6364
COUNTY ADMINSTRATOR’S OFFICE
TUOLUMNE COUNTY
2 Green Street
Sonora, CA. 95370
July 8, 2010
Attention: Daniel Richardson
Regarding: Proposal for the Former Jamestown Mine Site
Dear Mr. Richardson,
Gold Rush Gardens, Inc is pleased to have the opportunity to submit the following
proposal, prepared in response to the Tuolumne County Request for Proposals (RFP) for
development of the site formerly known as the Jamestown Mine site and proposed to be named
the Gold Rush Gardens Project.
We are submitting our proposal earlier than the deadline date so that we can have an
opportunity to respond and clarify any required information (or request for additional
information) prior to the final submittal deadline. We have attempted to prepare a complete
proposal following the format guidelines stated in the RFP. We have a problem with releasing
some of our financial plan information. This information is proprietary in nature, and we are
bond by the terms of an executed confidentiality agreement with some of our prospective
investors. We will be glad to discuss our financial plan and demonstrate the ability to create a
successful project, but feel that it inappropriate to have this information in a document that is
available for public review.
Please contact Vincent Estell, project manager and the authorized representative for Gold
Rush Gardens, Inc. at (209)484-7191 so that we can schedule a meeting and dicuss alternative on
how to address these issues and any other questions regarding our proposal.
Gold Rush Gardens, Inc. understands and agrees with all terms and conditions contained
in the RFP for developing the former Jamestown Mine and that this proposal is binding for 90
days from the date of receipt by the County.
Respectfully submitted by:
__________________________________________
Vincent Estell - Project Manager
GOLD RUSH GARDENS, INC.
_____________________
Date
GOLD RUSH GARDENS – TUOLUMNE COUNTY PROPOSAL
TABLE OF CONTENTS
JUNE 29, 2010
Page
COVER LETTER………………………………................................................................. i
TABLE OF CONTENTS...................................................................................................... ii
EXECUTIVE SUMMARY
Proposed Uses............................................................................................................ 1
Target Market............................................................................................................ 1
Community Benefits.................................................................................................. 2
Revenues.................................................................................................................... 2
Scheduling................................................................................................................. 2
Financing................................................................................................................... 3
RESPONSE TO QUESTIONS IN THE R.F.P. – SECTION III
Response to Questions……………………………………………………………...4
The Management Team............................................................................................. 6
The Consulting Team.................................................................................................8
DETAILED PROJECT DESCRIPTION
Introduction................................................................................................................ 10
Property Ownership................................................................................................... 11
Regional Setting......................................................................................................... 13
Local Setting.............................................................................................................. 16
Land Planning Area 1 – Commercial........................................................................ 19
Land Planning Area 2 – Gold Rush Gardens............................................................. 22
Land Planning Area 3 – Sports Park.......................................................................... 24
Land Planning Area 4 – R.V. Park & Rustic Campgrounds..................................... 26
Availability of Utilities and Services........................................................................ 26
Traffic Impacts.......................................................................................................... 27
WATER QUALITY & COMPLIANCE WITH STIPULATED JUDGEMENT
State Water Quality Control Board Criteria To Meet Stipulated Judgment Criteria.29
CDM Water Treatment Consistent With Water Board Requirements……………..30
MARKET STUDY AND RISK MANAGEMENT ASSESSMENT
Market Study............................................................................................................. 33
Risk Management Assessment.................................................................................. 33
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Competitive Landscape............................................................................................. 34
SWOT Analysis.........................................................................................................35
PROPOSED PROJECT SCHEDULE
Introduction............................................................................................................... 37
Project Schedule........................................................................................................ 37
COUNTY BENEFITS
Introduction............................................................................................................... 41
County Benefits Summary........................................................................................ 42
LIST OF FIGURES
Figure 1 – Regional Setting Exhibit...........................................................................15
Figure 2 (2.1–2.3) Project Schedule……………..................................................38-40
Figure 3 (3.1-3.3) County Benefits Summary…………………………………..42-44
LIST OF MAPS
Map Number 1 – Property Ownership Locations......................................................12
Map Number 2 – Local Setting Map..........................................................................17
Map Number 3 – Conceptual Plan.............................................................................20
APPENDIX
Exhibit “A” – Executed Concept Approvals from Landowners
A-1 Wilson
A-2 Cameron (to follow under separate cover)
Exhibit “B” – Resume’s and Statement of Qualifications from team members
B-1 Bellecci & Associates
B-2 Dennis Hmmel
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EXECUTIVE SUMMARY
PROPOSED USES
Gold Rush Gardens is a mixed use project that has been Master Planned to be a
mixed use World Class destination attraction located on an assemblage of land that includes
the former Jamestown Gold Mine site and two adjacent parcels. The range of uses is
proposed to include:
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65 acres of formal Themed Gardens similar to Butchart Gardens in Victoria, British
Columbia, Canada. The Gardens will include lakes, streams, and informal landscape
areas. Grapes and olives may be incorporated as a landscape component and allow
for some production of wine and olive oil as well. In total, the Gardens and related
uses will encompass more than 100 acres. Various commercial uses are incorporated
into the Gardens and are proposed to include wedding chapels and reception
facilities, eating areas, and offices.
Baseball Sports Complex that includes 24 youth baseball/softball fields, 6 full size
baseball fields, a baseball village with housing and dining facilities for players and
coaches, and has the potential to be a Premier National Baseball Venue similar to the
Cooperstown Dream Park in Cooperstown, New York.
Upscale Recreational Vehicle Park with 260 spaces and an additional adjacent 60
rustic campground nestled in an Oak Woodland setting.
Multiple Motel and Hotel sites with a potential of over 1,200 (and the ability to
provide over 1,700) rooms offering a variety of price and quality ranges for baseball
and softball players families, visitors to the Gardens, and County visitors.
Conference and Banquet facilities.
Logging, Mining, and Antique Car Museum.
8-Plex Movie Theater that may include at least one digital IMAX 3D facility.
An outdoor Amphitheater that will accommodate a variety of venues.
Bowling Facility with up to 36 lanes.
Recreation Center that includes an Aquatic Park with Water Slides and a Miniature
Golf Course.
Over 320,000 square feet of Retail Commercial Space that will provide a range of
services and uses that are proposed to include a major retail full service market,
restaurants, specialty shops, gift shops, et.al.
3.2 acre Assisted Living Facility that provides for 80 units of assisted living and 40
bed Alzheimer unit.
3.1 acre Highway Service facility that will include a gas station, mini-mart, car wash,
and fast food courtyard.
Other planned amenities include, parks, trails, and open space elements.
LEED designs as the preferred design standards and Green technology applications
utilized where feasible.
TARGET MARKET
The Tuolumne County and Yosemite area currently draws over 4 million tourist
annually. The project target marketing goal includes:
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Capture of a significant portion of the existing 4.2 million annual tourist to the
County
Draw in excess of 190,000 baseball players annually (10 and under and 12 and under
little league, 16 and under juniors, and girls softball) with an estimated 70% of the
players accompanied by their families (estimate 2.1. members per family) that would
add an additional increase of over 460,000 people to the project.
Draw in excess of 130,000 recreational vehicle and campers to the project and
Tuolumne County that currently do not come to the area due to lack of facilities.
Cross market with Visitors Bureau and other County tourist organizations to
aggressively and creatively market package plans to increase the average length of
stay and draw an additional 500,000 people who currently do not vacation in the
area.
Generate discounted package plans in cooperation with other local attractions
(casinos, wineries, day tours to Yosemite, etc.) to increase low-season tourism.
COMMUNITY BENEFITS
The Project will generate benefits to the County and State when construction is
completed and in full operation. These benefits include:
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Estimated creation of over 1,500 full time and 190 part time jobs with estimated total
wages in excess of $40,000,000.00 per year.
Estimate tax revenues in excess of $10,000,000.00 per year.
Creates a complete mine reclamation plan instead of the current mine mitigation plan
to meet State requirements.
Provides economically feasible solutions and long term maintenance and operation
cost for mine impacts and the cleansing of the Harvard Pit (Whiskey Lake).
Generates spill-over effects that increase traffic and demand on existing commercial
and tourist attraction in the surrounding area.
SCHEDULING
The project schedule currently estimates 18 months to obtain C.E.Q.A. certification
and County entitlements that include a General Plan Change, Specific Plan Overlay (with
project specific Road and Zoning Ordinances), and a Tentative Subdivision Map. This
schedule is aggressive, but substantial environmental work has been completed over the past
several years. Final construction document preparation, plan check and issue of permits,
bidding, award of contract(s), and physical construction of site improvement and buildings
is scheduled for completion 30 months after approved entitlements, with a proposed Grand
Opening in June of 2014. The land uses are designed to compliment and support each other
so that the Grand Opening is proposed to have all facilities open at that time. To meet the
scheduled Grand Opening, the design team requires support from the County to facilitate the
necessary permitting.
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FINANCING
The project currently has a forward commitment for construction financing up to
$250,000,000.00 that will fund after the project has been entitled. The project proponents
are currently in final negotiating for investment funding of $3,000,000.00 (to finance
entitlements).
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RESPONSE TO QUESTIONS IN R.F.P. SECTION III
The following are responses to the questions listed in Section III of the Tuolumne
County Request For Proposal for development of the former Jamestown Mine site:
QUESTION 1: Provide a description of each use proposed by area/zone.
RESPONSE: See Proposed Uses in the Executive Summary (Page 1) and the
Detailed Project Description Section of this Proposal (Page 10 – 28).
QUESTION 2: Provide a signed Development Concept Permission Form for
each of the Jamestown Mine areas not owned by the County.
RESPONSE: See Appendix – Exhibit A-1 thru A-6.
QUESTION 3: Provide a timeline for implementation of the development
proposal.
RESPONSE: See Proposed Project Schedule Section of this Proposal (Page 37
–40).
QUESTION 4: How is each use comparable with the Stipulated Judgment?
Provide a detailed description of how the proposal addresses the onsite
water quality challenges.
REPONSE: See the Introduction Sub-section of the Detailed Project
Description (Page 6 & 7) and the Water Quality and Compliance with
Stipulated Judgment Section of this Proposal (Page 29 – 32).
QUESTION 5: Describe the potential for economic development resulting
from the development proposal. How many jobs will be created? What
type of wages will be offered to employees? Will the jobs be seasonal or
permanent?
REPONSE: See the Community and County Benefits Section of this Proposal
(Page 41 – 44)
QUESTION 6: Demonstrate the proposal’s financial ability to carry out the
project’s objectives. Provide a project finance plan listing startup and
ongoing revenues and expenses.
REPONSE: The project financial plan is proprietary and is under restrictions
of a Confidentiality Agreement required by certain investors. The
project proponents have previously shared a letter of commitment for up to
$250 million of construction and permanent financing funding (once
Entitlement are in place) with the County Administrator’s Office.
Additional information regarding the project financial plan will require
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direct discussion with County Staff regarding an acceptable response to
this item.
QUESTION 7: Does the proposal include purchasing or leasing property from
any of the three property owners? If so, what are the proposed terms?
RESPONSE: The project proposes to purchase properties outright from Bartel,
Cameron, Pierce, Wilson, and Tuolumne County. These purchases are
currently being negotiated and will not be finalized until this proposal
has been accepted as the “preferred proposal” by the County. Property
owner’s have requested confidentiality regarding the purchase proposed
terms. Additional information regarding the project financial plan will
require direct discussion with County Staff regarding an acceptable
response to this item.
QUESTION 8: What type of financial remuneration is proposed to the
County, if any? (ie. – royalties, fee payments, percentage of gross sales)
RESPONSE: The project proponent propose an outright purchase of the
County Lands lying within the former Jamestown Mine site. The terms and
conditions for the purchase will be negotiated based on fiscal benefits and jobs
created by the project. This is consistent with the RFP which states that terms and
conditions will be discussed and negotiated with the County after the successful
proposal has been selected (estimated date September, 2010).
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THE MANAGEMENT TEAM
Gold Rush Gardens, Inc., a California “C” Corporation, was formed exclusively for
the development of the Gold Rush Gardens project. Gold Rush Gardens Inc. (GRGI) is
comprised of an experience team of professionals with varying complimentary skills. The
GRGI management team includes:
VINCENT ESTELL: (Degrees in Real Estate Sciences and Marine Engineering,
University of Alberta, Canada.)
Developer – Chief Executive Officer, Chairman of the Board, and Project Manager for
For over 40 years, Mr. Estell has been a private entrepreneur focusing primarily on
investment property development and construction. His experience includes Project
Management, Construction Management, development of Capitalization Sources, Feasibility
Analysis, Land Acquisition, Entitlement and Permit Processing, Contract preparation,
Coordination with Legal Council regarding Real Estate and Land Use issues,
Budget Preparations, and Operations Management (including Business and Staff
Management). Past projects include the 758 acre Patterson Pass Business Park (Tracy,
California); Single Family and Multi-family developments in Fairfield, Vacaville, Napa,
Monterey, and Redding totaling over 1,000 dwelling units; and generating the first
$100,000,000.00 of capital for the West Edmonton Mall ,the world’s largest indoor
shopping center with over 1.5 million net rentable square feet (total budget of $1.2. billion).
Mr. Estell was the visionary who conceived the project and will continue to guide the
project through completion.
GARY WILSON (AA degree in finance, Columbia Community College)
Stakeholder – Realtor – Chief Financial Officer and Board Member for Gold Rush
Gardens, Inc.
Mr. Wilson is one of the current land owners and is an experienced Real Estate
Broker being the owner of Realty World-Wilson Realty in Jamestown. As owner of the
property that includes the Harvard Mine Pit, Mr. Wilson has been involved in the review of
technical reports, meetings with jurisdictional agencies, and review of the various proposed
mitigation for all water quality issues involved on the site. He has been involved from the
initial litigation, to the formation of the Trust, through mitigation measures that have been
constructed, and to the present processing of water quality issues with the State Water
Quality Control Board. As a long time resident and respected member of the local business
community, he has developed a working relationship with County Staff and Elected
County Officials. Mr. Wilson has been involved in Gold Rush Gardens from the initial
concept and will remain involved through project completion. His knowledge and input of
the local commercial market have been instrumental in the development of the Gold Rush
Gardens mixed use master plan. Mr. Wilson will be responsible for marketing and sale of
retail air space condominium units, motel and hotel units, and sale of assisted living pad.
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BRUCE BLANKENHORN (Degree in Communications from San Francisco State
University)
Marketing – Developer – Secretary and Board Member for Gold Rush Gardens, Inc.
Mr. Blankenhorn has been an entrepreneur since launching Marketing Edge Media
Group, inc., and won accounts with some of the world’s highest profile companies including
Microsoft, Iomega, Veri-Fone, and Hewlett Packard. He has additional account experience
with retail, food, and tourism industries. He co-founded NonStopNet.Net, Inc., where he
successfully raised $40,000,000.00 in venture capital. Mr. Blankenhorn has been an
investor in MetaSource, Inc., a professional service marketing firm and personally
capitalized Decision Council, a strategic Marketing firm. Mr. Blankenhorn is currently
involved in Blankenhorn Investment Group, Inc., a Development Company with numerous
residential and commercial projects, as well as acquiring companies and consulting on
strategic business planning and marketing to create market focused, profitable, and
sustainable companies. Mr. Blankenhorn will be responsible for coordination with the
project wide marketing program consultant(s) and the overall project marketing.
RON KOPF Degree in Landscape Architecture Ohio State University
Land Planner – Assistant Project Manager for Gold Rush Gardens, Inc.
Mr. Kopf has a Landscape Architecture and land planning background. He has 30
years experience in managing the land planning, entitlement, site development, and ongoing
operations for a variety of real estate projects and large mixed use master planned
communities. He has a proven track record of working with project stakeholders,
governmental agencies, and consultants to resolve difficult planning and entitlement issues
with viable solutions. He understands how to incorporate unique aspects of the site and
surrounding land uses to responsibly address the environmental and visual issues that results
in a unique quality of life and benefits for the surrounding community. For the past several
years, Mr. Kopf has managed the planning, permitting, implementation, and operations of
the Mountain Springs multi-use residential community in the Sierra Foothills of Sonora,
California. His work on this 1,063 acre project included the processing and approval of the
project Environmental Report, Specific Plan, and Tentative Subdivision Map. Mr. Kopf will
be responsible for project processing through jurisdictional agencies, coordination with
Environmental Impact Report consultant, developing preliminary landscape design concepts
and criteria, and coordination and management of landscape architectural consultant)s). Mr.
Kopf will also be the lead manager for all water quality issues and permit processing.
DENNIS HUMMEL (4 years University of Southern California school of Engineering,
no degree)
Land Planner – Development Consultant – Assistant Project Manager for Gold Rush
Gardens, Inc.
Mr. Hummel has a background in land planning and civil engineering design.
Over the past 40 years he has specialized in hillside development and complex grading
designs in residential, commercial, and industrial projects. His land planning experience
includes the design, presentations, and approval processing for General Plan changes,
Community Plan changes, Specific Plans, Tentative Subdivision Maps, Zoning
Amendments, and Environmental Impact Reports. Mr. Hummel has been involved in the
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land planning and civil design for over 50,000 single family lots, 20,000 multifamily units, 6
golf course master planned communities, and numerous commercial and industrial projects.
He has been involved in the project management responsible for design, construction
documents, specifications and bid packages for over 12 public agencies and public financed
assessment districts (including projects for U.C. Merced, the City of San Pablo, the City of
Brentwood, the City of San Pablo, and the City of Alameda). He has experience in
preparing bid documents that include addressing prevailing wage requirements, minority
owned business requirements, and preferred local hiring language. Mr. Hummel has
experience with a variety of jurisdictional agencies through the State of California, on both a
local and State level. His duties have include deign, surveying, marketing, contract
negotiations, project management, construction management, feasibility analysis, due
diligence analysis, cash flow analysis, alternative financing, right-of-way acquisition, and
coordination of professional design teams. Samples of his work include the Saddle Creek Golf
Course Community (Copperopolis, Ca.), Deer Ridge Country Club (Brentwood, Ca.), and Forrester
Ranch Specific Plan (San Clemente, Ca.). Mr. Hummel will be responsible for developing and
planning all land use and land planning issues, developing grading concepts and design criteria,
coordination and direction of civil engineering consultant, land surveying consultant, geotechnical
consultant, and preparation of the Specific Plan. Mr. Hummel and Mr. Kopf will work as a team for
back up of for each of their respective responsibilities and both will report directly to Mr. Estell and
the Board of Directors.
THE CONSULTING TEAM
Additional consulting team members currently include:
- Ross Grunwald – P.E. Geologist
Consulting Geologist for the Jamestown Mine after the mine closure.
- Bellecci & Associates – Civil Engineering and Land Surveying
Project Consulting Civil Engineers. In business for over 27 years, with a staff of 22,
including 6 Professional Engineers, 1 Licensed Land Surveyor, and senior staff
members (project manager and above) with an average of 24 years experience and
over 16 years average employment with the firm. The company has two offices and
specializes in private sector development for residential, commercial, and industrial
projects, and public sector projects including utility projects, roadway improvement
projects, drainage projects, and on-call engineering and surveying services (see
Bellecci & Associate Statement of Qualifications in Appendix – Exhibit “A”).
- Grant Christensen – Sports Marketing
Former Director of Sports Marketing for the Oakland Athletics for seven years.
Currently a sports marketing consultant.
- Rich Aldrete – Baseball coach
Head coach for baseball at C.S.U. Monterey, founder of Aldrete Baseball Academy.
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CDM – Employee owned consulting, engineering, construction, and operation firm.
Founded in 1947 in Cambridge, Massachusetts by three engineers (Camp,
Dresser, and McKee); the firm currently has over 4,500 employees in offices
across the U.S. and around the world. The firm has annual revenues of $1
billion. CDM offers a variety of services, but the core business and service
offerings have always been water, source water treatment for municipal
potable water systems, domestic municipal wastewater treatment, industrial
process water treatment, mine water control and treatment. They are
considered an engineering leader in the use of membrane technology for
water treatment. CDM has designed over 50 micro-filtration/RO membrane
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treatment systems across the U.S., ranging in capacity from 30,000 gallons
per day to over 800 million gallons per day.
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DETAILED PROJECT DESCRIPTION
INTRODUCTION
The project proponents plan to design, entitle, and develop a mixed use master
planned development on an assemblage of land made up of the former Jamestown Gold
Mine and two adjacent parcels. The proposed project encompasses approximately 765 acres
(plus or minus). The majority of the site is currently under the jurisdiction of the State of
California Water Quality Control Board. A multi-million dollar trust was established as a
result of a law suit with the prior mine site operators resulting a Stipulated Judgment that
established the Trust, appointed a Trustee, and set protocols for determining, monitoring,
constructing, operating, and maintaining mitigation measures required for the mine closing
and to meet State Water Quality Control Board approvals. Surface and subsurface water
currently drains into the Harvard Pit and carries contaminants from the former mining
operation into the Harvard Pit. The Harvard Pit not only has contamination problems, but
acts as a sink and is filling at a rate of approximately 8 feet per year. The State Water
Quality Control Board is concerned at the rate the Harvard Pit is filling, and it has been
estimated that it will impact surrounding ground water and adjacent surrounding surface
streams by December of 2015. Reports have been prepared by various consultants since the
mine closing with the latest report prepared by Shaw Environmental, consultant for the
Trustee. Some capping has been constructed to reduce infiltration into the subsurface water.
Shaw environmental prepared recommendations for additional mitigation measures that
have not been approved by the State Water Quality Control Board as of the date of this
response to the Request for Proposals. The funds held by the Trustee are sufficient for some
additional capping (to reduce ground water infiltration), to treat the contaminated water from
the Harvard Pit, and develop an evaporative style spray field to offset the increased flow of
water into the Harvard Pit. There are not sufficient funds in the Trust to meet the
obligations operation and maintenance expenses over a period of time. The project
proponents developed the master plan to beneficially utilize the treated water from the
Harvard Pit for irrigation purposes resulting in a generated economic base that has the
ability to pay for operation, maintenance, and a sinking fund for eventual replace of
equipment in perpetuity. Our proposed technology and design concepts have been reviewed
and received initial support from the Tuolumne County Staff and the California State Water
Quality Control Board. This item is addressed further in the Water Quality section of this
response.
The project is centrally located in an area that attracts over 4.2 million tourist per
year for visits to Yosemite and the surrounding Mother Lode region. Both areas are a day
trip away from the affluent San Francisco Bay area, which is an International Tourist
Destination. Yosemite, with all its beauty and draw of tourist, has limitations on lodging
accommodations. Gold Rush Gardens is well situated to take advantage of tourist lodging
needs and will provide additional tourist attractions within the project that benefit the
surrounding area as well. The mixed use master plan envisions transforming the site into a
world class tourist destination. The centerpiece is an expansive Formal Garden modeled
after the concept of Butchart Gardens located in Victoria, British Columbia, Canada. The
secondary attraction is a Baseball Sports Park facility that is an expanded version of the
Cooperstown Dream Park located in Cooperstown, New York. A commercial area with
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Hotels and Motels (with a variety of quality and price ranges), restaurants, a theater
complex, bowling alley, aquatic park (with water slides), miniature golf course, full service
market, and various retail stores provide accommodations, dining, and shopping that
supports the Gardens and Baseball venues. A logging, mining, and antique car museum are
incorporated into the Garden entrance facility and a separate amphitheater offers a variety of
additional outdoor entertainment opportunities. A proposed Recreational Vehicle Park and
Rustic Camp Ground area provides much need facilities to the area and offers alternative
accommodations for the project. The master plan meets the objectives of creating a viable
mitigation and reclamation solution for the former mine site and completes the requirements
of the State mandated Mine Reclamation Plan. The productive uses of the site generate
local employment and permanent economic development for the surrounding communities.
The proposed uses would be able to finance the maintenance, operation, and long term
replacement cost of the water quality mitigation measures.
PROPERTY OWNERSHIP
The project site is comprised of an assemblage of land that includes the former
Jamestown Cold Mine, with three property owners, and two adjacent parcels with individual
owners. Purchase commitments have been acquired for all the properties, with the
exceptions of the lands owned by Tuolumne County. Final purchase contracts are currently
in negotiations and anticipated to be executed by the end of July, 2010. The lands owned by
Tuolumne County are public domain lands and required by law to be offered in an open
competitive bidding process. Tuolumne County has advertised and initiated a Request for
Proposals (RFP) for acquisition of the County lands. The RFP includes requirements to
resolve water quality issues; address financing for mitigation and remediation operations,
maintenance, and long term equipment replace cost; and address job creation and economic
benefits to the County. The RFP is only for the County property that requires access
through the other Jamestown Cold Mine property owners. Therefore the County has
additionally required acceptance of any proposals by the affected adjacent property owners
in a written and signed statement. There has not been any other developer that has contacted
the County for information and it appears that we are the only entity submitting a proposal.
The proposals are required to be submitted to the County by July 24, 2010. Based on work
and meetings over the last one and one half years, we are confident that our submittal will be
the accepted proposal due based on our proposed water quality mitigation measures, job
creation, and economic benefits within the County. The following summarizes the property
ownership and the Map Number 1 (Page 12) shows the Ownership Locations:
PROPERTY DESCRIPTION
APPROXIMATE AREA
OWNER
Gary Wilson
Harvard Pit
102 Acres
Robert Cameron
Crystalline Pit & Northern Portion
200 Acres
of the Tailings Management Facility
Tuolumne County Southern Portion of the Tailings
408 Acres
Management Facility, Rock Storage
Area, and Woodlands
Bartel
Highway 108 frontage & east side of
20 Acres
High School Street
Pierce Family Trust East of Bartel Property
32 Acres
TOTAL
762 ACRES
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Tuolumne County is located in the foothill area of the Sierra Nevada mountain range
and is at the southern end of the Mother Lode Gold Mining region. Environmental
regulations and increased operating expenses have all but eliminated any significant mining
and timber operations from the County’s historic economic base. Tourism has become the
primary industry for economic development. Lake Tahoe and Yosemite are international
tourist attractions in California and many of these tourist include both of these destinations
in their vacation plans. The most direct route between these two attractions requires driving
past the entrance and frontage (on State Highway 49/108) of the proposed Gold Rush
Gardens development. Yosemite National Park has over 3.5 million visitors annually. The
popularity of Yosemite has exceeded the available local lodging accommodations, especially
on the northern side of the park. Reservations for accommodations and camp sites can
require reservation at least one year in advance. Additionally, the Southern Mother Lode
Gold Mining region is a tourist destination in itself.
YOSEMITE NATIONAL PARK - CALIFORNIA
Jamestown, Sonora, and Columbia State Park have long been popular tourist
destinations. Foothill wineries (especially Ironstone Vineyards in Murphys and local
wineries Bella Vista Winery, Giannelli Vineyards, and Mt. Brow Winery), Indian Casinos
(Chicken Ranch, Black Oak, and Jackson Rancheria), recreational lakes (Don Pedro,
McClure, Tulloch, New Melones, Hogan, and Comanche), cave and mine tours, golf courses
(Pine Mountain Lake, Mountain Springs, Twain Harte, Saddle Creek, Greenhorn Creek, La
Contenta, and Castle Oaks), equestrian, trail rides, camping, back packing and white water
raft tours are attractions in the surrounding area. Winter tourism offers alpine skiing, cross
country skiing, tubing, sledding, and snowboarding at Dodge Ridge and Mount Reba/Bear
Valley ski resorts. Special events include the Mother Lode Roundup (Sonora Rodeo),
Jumping Frog Jubilee (Calaveras Fair),
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A variety of arts and craft shows, various concert venues, car club shows and car rallies, and
parades events occur throughout the year. The project site is located central, and within a
30 to 90 minute drive, to all these venues. Figure 1 (page 15) shows the Regional Setting
and locations of various attractions. Visit the Tuolumne County Visitors Bureau
(www.thegreatfence.com) and the Tuolumne County Chamber of Commerce
(www.tcchamber.com) for additional information.
MOUNTAIN SPRINGS GOLF COURSE – SONORA, CA.
Tuolumne County has 4.2 million tourist annually. The mixed use project proposes
to capture 45% of this existing traffic and generate a central destination point that increases
tourism for the area. The following is a summary of distances and driving times from major
metropolitan areas:
METRPOLITAN AREA
ROAD TRAVEL TIME
TO PROJECT
DISTANCE
BY CAR
Los Angeles
346 miles
6.00 hours
Fresno
130 miles
2.50 hours
Modesto
48 miles
1.00 hours
Monterey
162 miles
3.50 hours
San Jose
124 miles
2.50 hours
San Francisco
129 miles
2.50 hours
Oakland
118 miles
2.25 hours
Stockton
59 miles
1.25 hours
Sacramento
108 miles
2.00 hours
Lake Tahoe
134 miles
3.00 hours
Reno
163 miles
3.75 hours
Las Vegas
523 miles
8.50 hours
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AIRPORT FACILITIES
Full Commercial and Charter
Limited Com.- Full Charter
Limited Charter
LOCAL SETTING AND SITE FEATURES
The Jamestown Gold Mine property and adjacent properties are on the north side of
State Highway 49/108 and approximately 1.3 miles from Main Street in Jamestown, an
unincorporated town in Tuolumne County, California. The site is accessed from High
School Street and Harvard Mine Road, both with intersection access to State Highway
49/108. The physical characteristics of the site are similar to the Oak-Grassland savannah
normally encountered in the Sierra Foothill Region, except for modifications resulting from
the mining operations. The mining operations created a number of areas with their own
distinct character. These areas were previously named based on the use for each area. The
design of the mixed use Master Plan incorporates land uses that are compatible with and
enhance the physical characteristics and limitations of each area. Four primary land
planning areas were designated and are shown on the attached Local Setting Map Number 2
(Page 17).
Land Planning Area 1 is comprised of the two adjacent parcels (Pierce and Bartel)
and the relatively flat area of the mine site adjacent to these two parcels. These areas do not
have any previous area names. This area is fronts on northerly side of State Highway
49/108 and the easterly side High School Road. The area is relatively flat with isolated area
of steeper man made slopes. The area is primarily grasslands with individual and clusters of
trees (mostly oak). A wetland corridor extends from the northwesterly limits of this area
and runs southeasterly to a man made pond located in the central portion of the area. The
wetland corridor continues in a southerly direction to State Highway 49/108. The majority
of this area is native ground and very stable. There is a man made fill area that is adjacent to
High School Road that will have to be tested as part of the Geotechnical Report. The
combination of relative flat and stable ground, access and frontage visibility from State
Highway 49/108, and traffic flows for the entire project required to drive through this area
resulted in a commercial land use designation for this planning area.
Land Planning Area 2 is located to the north and east of the commercial area.
The area includes the Wilson property (Harvard Pit), a portion of the Cameron property
(Crystalline Pit), and a portion of the Tuolumne County property (Rock Storage Area).
The Harvard Pit was the main mining excavation site. The pit acts as a seep and has been
collection ground water and surface water run-off since before the mining operations were
ended. The current water in the pit is over 400’ deep and the surface area is in excess of 30
acres. The water elevation in the pit is increasing at a rate of approximately 8’ per year, and
the State Water Quality Control Board is concerned that the increasing elevation in water
surface will impact surrounding ground water and surface water (Bear Creek) quality by
December of 2015. The project master plan proposes to work with State Water Quality
Control Board to approve and construct a water treatment facility that will filter the
contaminants in the water to meet, or exceed, State requirements. This work would utilize
treated water that would then be pumped to irrigation ponds and utilized for landscape
irrigation to achieve a water balance in the pit. Available Trust Funds would be utilized to
complete final design, construction of final approved facilities and ongoing maintenance and
operation cost of the facilities until the funds have been exhausted. It is anticipated that the
project would then be able to take over responsibility of ongoing cost and replacement
sinking funds. The Crystalline Pit has had fill material placed along the lower elevations
and this fill needs to be tested by the Geotechnical Consultant to determine stability. It does
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not appear that any water quality mitigation measures have been constructed in the
Crystalline Pit area. The project master plan proposes to cap the majority of this area, install
two plastic line irrigation ponds, a plastic lined stream, a drain system over the cap, and then
cap with a mixture of topsoil and native material with organic supplements. The Rock
Storage Area is a man-made fill of primarily rock material that has been previously capped
with native soil. There is a varying topography with a mesa on the top, then steep manmade slopes surrounding most of the mesa. The project master plan proposes to place a subdrain system over the cap, and then cap with a mixture of topsoil and native material with
organic supplements for the formal planting areas within the Gardens. The Harvard Pit,
Crystalline Pit, and Rock Storage Area comprise planning area 2 and has a designated land
use of gardens (modeled after the Butchart Gardens located in Victoria, British Columbia,
Canada).
VIEW OF HARVARD PIT (WHISKEY Lake) FROM THE ROCK STORAGE AREA
Planning Area 3 is located northwesterly from planning area 1 and westerly of
planning area 2. This area has been previously named the Tailings Management Facility
with the northern segment being a portion of the Cameron property and the southern
segment being a portion of the Tuolumne County property. This area is a man-made fill
built primarily from mine tailings material. The area is a broad mesa, surrounded on the
north, east, and west by natural hillside and on the south by a steep man-made fill slope.
The area will have to be tested for stability by the Geotechnical Consultant. The area has
been previously capped (to reduce groundwater infiltration). The project master plan
proposes to provide a sub-drain system over the existing cap and then cap with topsoil a
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mixture of topsoil and native material with organic supplements for the sports field and
landscape areas. A plastic lined irrigation pond will be placed in this area has been
designated with a Sports Park land use.
Planning Area 4 has been previously named Woodlands and is a portion of the
Tuolumne County property located to the East of the Rock Storage Area. The terrain
transitions from the steep man-made slope (on the east side of the Rock Storage Area) to
moderately steep and gentle rolling hills. There is a broad grassland meadow on the easterly
most side. The hilly area of the area is covered with moderately dense to dense oak
woodlands. There is a man-made lake located centrally in the upper one third portion of the
site. The master plan for this area proposes a full service Recreational Vehicle Park located
primarily in the grassland meadow area and rustic campgrounds located primarily in the oak
woodland rolling hill area. (See Conceptual Plan – Map Number 3 - page 20).
LAND PLANNING AREA 1 – COMMERCIAL
The commercial area has good visibility from the frontage along State Highway
49/108. The master plan proposes widening State Highway 49/108 to accommodate left
turn lanes and merging acceleration lanes at both propose entry intersections along the
project frontage, and transition section for 1,500’ on both sides of the proposed entry
intersections. The primary project entry will be at the existing intersection of the State
Highway and High School Road. High School Road is proposed to be widened to a 100’
right-of-way with two lanes and an emergency lane in both directions, divided by a 16’ wide
landscape median. 10’ wide parkways with an additional 10’ landscape easement are
proposed on the outside edges of this roadway section. The 100’ right-of-way will run from
the intersection with the State Highway to the intersection of the secondary entry road, then
transition into a 60’ wide commercial right-of-way. The secondary access road will be a
proposed new intersection with the State Highway approximately 1,250’ to the easterly of
the primary entry. It is proposed that this entry roadway will be an 80’ right-of-way that has
two lanes in both directions divided by a 16’ wide landscaped median. 8’ wide parkways
with an additional 10’ wide landscape easement are provided along this roadway section.
The 80’ wide right-of-way will run from the State Highway to the intersection with the first
commercial roadway, then transition into a 60’ wide commercial right-of-way. It is
anticipated that both of these entry intersections will be signalized. The balance of roads
proposed in the commercial area are proposed to be 60’ rights-of-way with one lane in both
directions, a parallel parking lane on both sides, and 10’ parkways on the outside edges.
The commercial area proposes to maintain and enhance the existing wetland corridor
and man-made lake. A 1.5 acre Village Park is proposed adjacent to the lake. A 3.1 acre
Highway Commercial pad is proposed on the easterly side of the primary entry. This pad is
envisioned to have a gas station and mini-mart along with a fast food court. The area
between the Highway Commercial Pad and the wetland corridor is proposed to be an
assisted living facility with 80 assisted living units and a 40 bed Alzheimer unit on 3.2 acres.
The primary entry road proposes a mix of motel/hotel site on both sides (except at the
intersection with the secondary entry). Additional motel/hotel sites are distributed
throughout the commercial area. The master plan proposes between 1,260 and 1,720
motel/hotel rooms. Final room counts will be adjusted to meet the recommendations of a
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market study (currently being prepared). The two premier Hotel sites are the one on the
mesa adjacent to the Sports Park which overlooks the Gardens and the one on the easterly
side of the commercial area that overlooks the Harvard Pit Lake (Whiskey Lake).
Commercial roadway frontage is planned for retail commercial space. On street
parallel parking is supplemented with off street parking courtyard behind the retail
commercial building. The concept is to minimize visibility of off street parking. Additional
commercial space without street frontage is provided off the parking courtyards. The nonstreet frontage areas are proposed for an eight-plex movie theater, 36 lane bowling alley, and
full service supermarket. On street frontage commercial space will be marketed to include
(but not limited to) upscale restaurants, cafés and delicatessens, coffee and juice franchises,
wine tasting and sales, sports bar, art galleries, specialty shops, gift and souvenir shops.
Second floors in the commercial building are planned for additional motel accommodations,
professional office space, and possibly time share units. The commercial area includes an
aquatic park (with water slides) and a miniature golf course in close proximity to the motel/
hotel uses. The commercial area proposes a total of 355,400 square feet of retail
commercial space. The master plan proposes approximately 270 on street parking spaces,
approximately 1,092 off street courtyard parking spaces, and an additional estimated 1,280
motel/hotel parking spaces. The master plan envisions the commercial architectural themes
to be modeled after components of the Historic Downtown areas of Sonora, Jamestown,
Murphys, Columbia State Park, and the new Copperopolis Town Center. Buildings will
have setbacks ranging from 15’ to 30’ from roadway curbs to allow for building articulation,
pedestrian access and seating areas, and landscaping.
CITY HOTEL IN COLUMBIA STATE PARK
COLUMBIA, CALIFORNIA
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COPPEROPOLIS TOWN CENTER
COPPEROPOLIS, CALIFORNIA
PLANNING AREA 2 – GOLD RUSH GARDENS
The Gold Rush Gardens is modeled after the world famous Butchart Gardens located
in Victoria, British Columbia, Canada. Butchart Gardens captures 60% of the estimated 1.8
million international tourist who annually visit Victoria. Butchart Gardens has an admission
price of $28.00 per person with additional revenue from onsite concession sales. (Visit
www.butchartgardes.com).
BUTCHART GARDENS – VICTORIA, BRITSH COLUMBIA
The proposed Gold Rush Gardens is the centerpiece of the mixed use project. The
Gardens envisions 65 acres of formal garden area plus two water feature lakes (irrigation
ponds) that are linked with a created wetland stream. The circulation through the gardens
will be provided by pedestrian walkways, trails, and environmentally friendly vehicles. One
option is rubber tired, propane powered, miniature trains with passenger cars capable of
transporting up to 42 passengers at a time. The Gardens will be a showplace of color with
groupings of annual and perennial blossoming flower beds, shrubs, and ground covers.
Flower beds will be constantly replanted to provide seasonal changes and seasonal color.
Trees, lawn areas, trails, natural features, and native rock walls will act as a frame for the
flower beds. Existing man made slopes are current native grasslands. Landscaped buffer
zones of vines and ground covers will be constructed for areas along the tops of slope and
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toes of slope to act a transition buffer between the formal gardens and the grassland slope
areas. Some of the transition area could be planted with grape vines and/or olive trees that
would produce wine and olive oil concessions onsite. Night lighting offers an entirely
different experience for touring the gardens during evening hours. Lighting is proposed to
be low voltage down-lighting along pedestrian ways and primarily up-lighting to illuminate
the gardens.
A numbers of building are proposed within the Gardens. The main building is a
proposed 100,000 square feet building centered on the main garden parking lot. This
building will be the primary entry point to the gardens. The building will include a main
lobby area, ticket sales office, management offices, café, gift shop, and a logging and mining
museum along with a car museum with spaces for 100 show quality cars.
The views from the Rock Storage Area are spectacular, so a complex of buildings
built around an open courtyard is proposed towards the upper northerly end where stable soil
is anticipated. This building complex is approximately 50,000 square feet and will include a
restaurant, lounge, banquet facilities, and a gift shop. Three Chapels are proposed that
would be used to celebrate religious holidays and wedding venues. An outdoor
amphitheater, and related facilities, are proposed southerly of the main entry building and
overlooking the Harvard Pit Lake (Whiskey Lake). The amphitheater proposes fixed and
lawn area seating for up to 1,500 to 3,000 people for various special performances
throughout the year. A proposed 4 acre greenhouse and maintenance yard to support the
gardens is located on the southerly end of the Woodlands Area between the gardens and the
entry road to the Recreational Vehicle Park and Rustic Campgrounds. Refreshment and
concession kiosk will be provided at various locations throughout the gardens and will act as
stopping points for the loading and unloading of passengers riding the rubber tired miniature
trains.
Parking for the gardens is by two parking lots, both accessed from the 60’ right-ofway portion of the main entry road. The main parking lot is adjacent to the main entry
building and provides 400 parking space and 6 bus loading and unloading spaces (for tour
buses and onsite buses). The second parking lot is adjacent to amphitheater and provides
450 parking spaces. A trail system that connects the two parking lots provided both
pedestrian and rubber tired miniature train and other potential electric vehicle inter
connections. There are three parking lots dedicated for an over 100 buses and recreational
vehicles. One is located across the street from the amphitheater parking lot and two located
in the Sports Parks. Additional parking to supplement high demand days are provided in the
Sports Park and Commercial Area. Based on information received from Butchard Gardens,
the majority of visitors will spend an estimated 4 hours walking through the gardens, which
allows parking spaces to turn over three to four times per day.
The Harvard Pit Lake (Whiskey Lake) is a notable attraction that has been
incorporated into the gardens. The lake has approximately 30 surface acres and is visible
from various locations throughout the gardens. The Lake is planned to become an enhanced
feature in the evening hours by the installation of fountains and lights around the perimeter
of Harvard Mine Lake (Whiskey Lake).
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BUTCHART GARDENS WATER FOUNTAINS
PLANNING AREA 3 – SPORTS PARK
The sports park is master planned to be one of the premier baseball sports park
facility on the west coast. The sports park proposes 24 fields to serve youth baseball (10 and
under, and 12 and under) and female softball (all ages). Additionally, 6 full size baseball
diamonds serve 16 and under junior baseball, coed and men’s softball, and coed and men’s
baseball. The centerpiece of the baseball venues is a summer youth baseball tournament
modeled after Cooperstown Dream Park summer tournaments, in Cooperstown, New York.
The Cooperstown Dream Park is the only baseball venue in the United States that offers
week long tournaments that include room and board for the team players and coaches. The
Dream Park has 22 youth baseball fields and the week-long tournaments draw 100 youth
teams (average 14 players and two coaches) per week from all over the country. The
summer long tournaments last for 13 weeks and are typically requires reservations one year
in advance. The Cooperstown tournaments are for youth baseball, 10 and under, and 12 and
under only. The cost for participating in a one week Dream Park Tournament is $7,000.00
per team, not including travel expenses. The tournaments draw the best teams from across
the states, with a typical summer drawing 40% of the teams from west of the Rocky
Mountains. A majority of the teams that go to Cooperstown for the week long tournaments
are accompanied by the families for each team member. Families are responsible for their
own travel, lodging, and meal expenses. The expense associated for a family to accompany
a player usually results in this trip being the main family vacation for the year. The only
negative comment we have heard about the Dream Park is the lack of family activities in the
surrounding area (other than watching baseball and visiting the Baseball Hall of Fame).
The Gold Rush Gardens Sports Park plans to provide week long tournaments for a
thirteen week period over the summer following an expanded version of the Cooperstown
Dream Park format. Each week over the 13 week summer period, the facility would host
120 teams. Types of teams and tournament formats would be based on demand. We project
that 48 teams of youth baseball (12 and under) would utilize 10 of the fields. An additional
48 teams of youth baseball (10 and under) or 48 teams of girls softball would utilize 10 of
the fields. Two fields would be reserved for practice play and two fields would be rotated
into a no play day for maintenance and recovery so that fields are kept in maximum playable
condition. The six full size field provide play for an additional 24 teams of (16 and under).
Players and coaches would be housed in the Baseball Village with each team having their
own suite. Team suites would have 7 bunk beds, lockers, a separate restroom with 4
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COOPERSTOWN DREAM PARK – NEW YORK
showers and dressing rooms, 4 toilets, 2 urinals, and 4 lavatory sinks. Coaches would have
their own room attached to the players sleeping area that would have 2 twin beds, 2 lockers,
a desk, and separate restroom with a toilet, shower, and lavatory sink. A separate dining and
recreation hall would be part of the Baseball Village. The dining hall will accommodate up
to 950 people per seating and will be a self-serve cafeteria style facility. As proposed, the
recreation hall will include large screen television room, an arcade area, check-in and checkout lobby, administrative offices, a small mini-mart, a coin operated laundry room with
washers and dryers, and recreational equipment that could include ping-pong and pool
tables.
The sports park facility would offer a variety of baseball venues during the year
(besides the 13 weeks of summer tournaments). Week end youth and junior tournaments,
along with weekend softball tournaments would be scheduled for 24 weekends during the
year. At least 4 showcase tournaments would be scheduled. A showcase tournament for
juniors to be reviewed by college baseball scouts; a showcase tournament for girls softball to
be reviewed by college baseball scouts; a showcase tournament for college baseball players
to be reviewed by professional baseball scouts; and a showcase tournament for international
baseball players to be reviewed by professional baseball scouts. Our sports park
management team is currently promoting the sports park as a possible venue for regional
and national tournaments at all levels and testing the market for possible adult fantasy
baseball leagues and other potential uses.
The sports park area proposes to include at least 4 restroom and snack bar
complexes, a coin operated batting cage facility, and pitcher warm-up mound area. Two
grass areas will be available for sponsor tents one grass area will be reserved as a picnic
area. The sports field is served by a looped 50’ right-of-way road with 32’ of pavements
and 9’ parkways. The loop road intersects with the 60’ right-of-way main entry road and
with a 50’ right-of-way road that runs past the Baseball Village and connects to the
commercial area. The sports park area provides 2,590 parking spaces and 70 bus parking
spaces.
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PLANNING AREA 4 – RECREATIONAL VEHICLE PARK AND RUSTIC
CAMPGROUNDS
The Recreational Vehicle Park is modeled after the Jackson Rancheria R.V. Park
(with larger areas between individual spaces) and provides a needed facility for the
surrounding area. The master plan proposes approximately 260 full service recreational
vehicle spaces with 133 being drive through spaces and 127 being back-in spaces. Each
recreational vehicle space will be served with a sewer hook-up, a water connection, and
electrical connection for 20 amp, 30 amp, and 50 amp connections. Wi-Fi access will be
provided via antennas located throughout the park. Three buildings are proposed in addition
to trash enclosures that will be distributed throughout the Park. One building will be at the
main entrance point and will house a check-in and check-out lobby, laundry facilities with
coin operated washers and dryers, and a recreation room with small adjacent kitchenette.
The second building will be located in the rear one third of the park and adjacent to the
existing man-made lake. This building will house a mini-mart, laundry facilities with coin
operated washers and dryers, and a recreation room with an adjacent kitchenette. The third
structure will be a maintenance storage building. The combined building areas will be
approximately 10,000 square feet. Three or four kiosk with bar-be-que and picnic tables
will be placed around the park to provide for group dining areas.
The rustic campground spaces are modeled after the Acorn Campgrounds at New
Hogan Reservoir. Each campsite will have a cleared area of approximately 1,500 square
feet (for fire safety) and provide parking for two vehicles or one recreational vehicle. Each
site will have a concrete fire ring with a spark arrester screen, a raised metal bar-be-que, and
there will be a hose bib between each two campsites. Two restroom buildings (both with
shower facilities) will be located within the campgrounds at convenient locations.
The final design of the Recreational Vehicle Park and Rustic Campgrounds will be adjusted
to best fit the natural terrain and existing topography to generate minimal impacts to oak tree
woodlands and environmentally sensitive corridors.
AVAILABILITY OF UTILITIES AND SERVICES
Power is provided by Pacific Gas and Electric and electric facilities are currently
onsite for previous service to the Gold Mining operations. Telecommunications are
provided by Pacific Telephone (and Comcast) with services already onsite. Sanitary Sewer
is provided by the Jamestown Sanitary District. The sewer treatment plant is located
directly across from the project and adjacent to the south side of State Highway 49/108.
The sewer treatment plant does not have adequate capacity to provide service for the project.
Expansion of the existing treatment plant will be investigated along with the alternatives of
providing a new treatment facility onsite or at a new location adjacent to the project. The
most economically and environmentally sensitive solution will be incorporated into the
project master plan. Funding for the expansion of the existing plant or construction of a new
plant will be the responsibility of the project. Police services are provided by the Tuolumne
County Sheriff’s Department and is proposed to be supplemented with a private project
security department with 24 hour a day, seven days a week patrol and response. Fire
protection is provided by the Tuolumne County Fire District.
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The project master plan may include the formation and creation of a new irrigation
district (or working with Tuolumne Utility District to accept and operate the new facilities).
The proposed new irrigation district (or TUD) would be responsible for all potable and nonpotable water demands for the project in addition to providing alternative energy for the
project. A new water treatment plant could be constructed at the end of an existing open
channel water source on the project site. The project has in excess of an estimated 1,500
miner-inches of water rights from this source (currently being verified with T.U.D.). This
treated water, supplemented by the existing onsite water mains would serve potable water
demands for the project. Irrigation demands would be met through the treated water from
the Harvard Mine Lake (Whiskey Lake) estimated at an average 50,000,000 gallons per
year, storm water run-off that would be collected and stored in the onsite irrigation and
detention ponds and recycled for irrigation, and from tertiary treated sewer water from the
Jamestown Treatment plant and the Tuolumne Utility District winter holding pond (located
approximately I mile south of the project). The irrigation system for the project is proposed
to be a state of the art, computer controlled system that utilizes water sensors throughout the
site to assure adequate water application without over irrigating. Water efficient plumbing
will be used throughout the project.
The master plan for the project includes energy efficient design criteria. LEED
architectural and GREEN design will be the preferred standards for the project and will be
utilized wherever practical. Solar panels will be installed where applicable on rooftops. The
Baseball Village, Hotels, and larger Motels will utilize GREEN technology where feasible
that could include looped hot water design with high efficiency boilers to heat the water.
Excess heat from the boilers could be trapped and used to generate electricity by using new
available technology. Building materials will be specified for the highest rated insulation
value available at competitive prices. The project goal is to have an energy efficient project
with the smallest carbon footprint possible, based on current available design and material
technologies.
TRAFFIC IMPACTS
The project master plan proposes a variety of mitigation measures to address and
reduce these potential impacts. Tourist who extend their stay in the area, the draw of new
tourist to the area, traffic generated by the sports park, and employee trips will generate new
traffic impacts. As previously stated, the project goal is to capture 45% (or more) of the
current estimated 4.2 million tourist who visit Tuolumne County annually. This does not
necessarily generate additional traffic on State Route 49/108 because those tourist are
already on the road, but the onsite uses do generate additional turning movements at the two
project entrances that impacts through traffic. The project proposes the widening of State
Highway 49/108 and the construction of signalized intersection with adequate left turn and
acceleration lanes to minimize the impacts of these additional turning movements. Proper
timing of the signals to favor westbound weekday a.m. traffic, eastbound weekday p.m.
traffic, eastbound traffic Saturday, and westbound traffic Sunday will result in the least
amount of potential delay for through traffic.
The project master plan has amenities and commercial uses that will internalize trips
from the motel/hotel, Sports Park, and garden visitors. The master plan includes an internal
bus system for the project. This bus system will utilize tram style buses that are propane
27
powered. The bus system will have regular routes throughout the project and will be offered
at no cost to the passengers. Bus stops will be planned to tie into the existing Tuolumne
County Transit System. The combination of a pedestrian friendly design and the internal
project bus system eliminates much of the need for a vehicle onsite and reduces potential
internal trips. The project proponents are currently negotiating with various tour bus
companies to create a tour bus program that will provide day tours to Yosemite, wine
tastings, and various other local attractions (such as Columbia State Park). This will reduce
the number of external trips. Marketing for the Sports Park will encourage teams to travel to
the site utilizing the tour bus contractor. The marketing program will emphasize the
alternative transportation available for onsite and offsite trips. Space for an onsite car rental
agency will be planned to rent vehicles for those that cannot survive without a car, but will
result in the lowest possible trip generation counts. Additionally, the project proponents are
researching available nearby land to be acquired and used as a central employee parking lot
that would bus employees to the site, thereby reducing trips and reducing onsite parking
demand. A traffic consulting team will be hired to generate the necessary traffic reports and
determine final impacts and if additional mitigation measures become necessary, they will
be incorporated into the final design.
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WATER QUALITY & COMPLIANCE
WITH STIPULATED JUDGEMENT
STATE WATER QUALITY CONTROL BOARD CRITERIA TO MEET
STIPULATED JUDGEMENT REQUIREMENTS
The Lake known as the Harvard Pit acts as a collection basin for natural storm water
surface run-off and infiltrated subsurface water. The lake is raising approximately 8’ per
year and it has been estimated that the raise in the lake surface elevation will impact
surrounding ground water and adjacent Woods Creek by December, 2015, if a water balance
is not achieved. Due to past gold mining operations, the lake contains levels of salts and
heavy metals that exceed regulatory standards and that need to be mitigated. In 2006, the
Landowners that comprise the former mine site entered into a “Landowner’s Stipulated
Judgment” with the State of California and the State Water Quality Control Board (Central
Valley Region) and paid monies to establish a multi-million dollar Trust Fund for closure
and remediation of the Jamestown Mine site in an appropriate manner. The closure and
remediation plan was proposed to correct the discharge of waste and pollutants into waters
of the State of California creating a condition of pollution, nuisance, and potential public
endangerment. The closure and remediation plan was proposed to be in two phases. The
first phase provided for the capping of the Tailings Management Facility, closure of
detention pond 5, and Phase One operation and maintenance. Phase One work has been
installed and is completed excepting ongoing monitoring. Phase Two anticipated actions
identified as preferred remedies to respond to the release and threatened release of waters
from the Harvard Pit and the Rock Storage Area. The preferred remedies were to be a result
of the investigation process after such actions are submitted to and concurred to in writing
by the Regional Water Quality Board. The remedies would also include operation and
maintenance of the remedy, including operation and maintenance of environmental systems
in-place to respond to the release and threatened release of Hazardous Materials, including,
but not limited to, ground water monitoring and reporting; site inspections and maintenance;
repairs and replacement of equipment, and facilities used to manage storm water on or
within the site; and manage ground water and leachates from discharge systems associated
with the Tailings Management Facility, Rock Storage Area, Process Water Pond, detention
ponds, or other areas required by the Regional Water Quality Board, or as required by
environmental law and environmental systems installed as a result of existing or future
work.
The Trust Fund established via the “Landowner’s Stipulated Judgment” is controlled
by a court appointed Trustee. The current remaining Trust Funds may cover general
equipment needed for the remediation of the site, but will be insufficient for the long term
maintenance, operation, monitoring, repair, and replacement of equipment and site facilities
used to manage the polluted storm run-off on or within the site. One option under review by
the Trustee and Regional Water Quality Control Board addressing the raising lake elevation
is by treating enough water to stabilize the lake level on a yearly basis and then pumping the
treated water to a spray field area on a large portion of the site. The spray field would
dispense the treated water from the Harvard Pit through evaporative spray heads. Because
this proposal utilizes a large portion of the site, it impacts the usable area for economic
29
development of the site. The project proponents have been working with the County,
Regional Water Quality Control Board, and the Trustee to discuss the issues related to the
site remediation and find a viable uses of the site that will allow economic development that
will provide for the long term maintenance, operation, monitoring, repairs, and replacement
of equipment and site facilities when the Trust Fund monies have been depleted.
The project proponents are working with CDM, a consulting, engineering,
construction, and operation firm to develop water remediation solutions. CDM is an
engineering leader in the use of membrane technology for water treatment. CDM will
support the proposed Gold Rush Gardens project with engineering and management
personnel from their Sacramento and Walnut Creek offices, tapping in as needed to design
and construction expertise from across the firm. A summary of the proposed mitigation is
outline below.
CDM WATER TREATMENT PROCESS CONSISTANT WITH WATER BOARD
REQUIREMENTS AND DEVELOPMENT GOALS
The team approach to the Harvard Pit water quality and elevation control conforms
to the following primary objectives that are consistent and supportive of the Gold Rush
Gardens development plan:
-
Control the lake water surface elevation in the Harvard Pit at a level that perpetuates
the Pit function as a collection point, not a discharge point.
-
Treat the extracted Pit water to create a beneficial water use supply for onsite or
offsite purposes.
-
Gradually improve, not degrade, Pit water quality.
CDM, as the water quality design firm associated with the Gold Rush Gardens development
team, has developed a treatment process using proven technology that will reduce Pit water
Total Dissolved Solids (TDS) to less than 500 mg/l and will remove trace concentrations of
dissolved arsenic, using commercially available technology. The modular treatment process
units will comprise a system that can operate seasonally or year round to optimize Pit water
extraction control and/or discharge needs to receiving waters.
In March, 2010, CDM and the development team presented a recommended Harvard
Pit water treatment process to representatives from the Tuolumne County Administrator’s
Office, the Central Valley Regional Water Quality Control Board, and the Trustee. The
proposed process used commercially available treatment processes (with the design
considered proprietary to CDM) and built along the following sequential water treatment
steps:
-
Filtration.
-
Dissolved arsenic removal.
30
-
Successive nano-filtration steps to remove TDS.
-
Successive reactor/clarifier steps to concentrate the salt brine.
This results in a high treated water recovery (approximately 98%) and quality suitable for
use as Gold Rush Gardens irrigation water supply and/or direct discharge. The highly
concentrated brine would not be returned to the Harvard Pit, but removed for offsite disposal
or possible sustainable reuse as gypsum for soil amendments and/or construction material
(drywall). The key to the success of the proposed water treatment process is the use of
nano-filtration instead of reverse osmosis. Nano-filtration utilizes a “looser” membrane and
can operate at much lower pressures across the membrane than reverse osmosis. The
reduced pressure yields improved maintenance and reduced power demands. Nano-filtration
technology is well suited for removing the types of dissolved constituents present in the
Harvard Pit water and is available commercially from several equipment manufactures.
CDM’s initial design calls for operation of a modular system that can treat 250
gallons per minute of lake water. Based on the Trustee’s Phase 1 consultant’s hydraulic
modeling calculations, this rate of treatment will maintain the lake surface elevation and the
lake function as a ground collection area. The rate is lower than described in the Trustee
consultant’s report regarding lake water removal and treatment, but the is due to the CDM
design creating usable treated water flow representing 98% of the incoming flow, not the
50% estimated by the Trustee consultant’s design. Because the CDM design completely
removes the concentrated brine from the site (the brine is not returned to the lake) this
reduced flow system achieves the needed water level control using a smaller facility,
requires less energy demands, and produces a smaller volume waste stream. The CDM
system will have a TDS concentration estimated t be 405mg/L, will generate 1,200 tons per
year of a potentially marketable synthetic gypsum byproduct, and will generate
approximately 800 tons per year of mixed salt sludge for non-hazardous waste disposal.
Capital cost for the water treatment system is competitive due to the lack of need for
redundant treatment trains. The lake serves as a large “surge” reservoir that allows for
unplanned shutdowns of several days or weeks without impacting the ongoing function of
the lake as a ground water collection system. Operation of the treatment system will be
flexible enough to reduce extraction in winter months, when demand for treated irrigation
water is low, and maximize extraction of treated water in the high irrigation demand summer
months.
The project proposes two additional steps to aid in the mitigation of water quality
impact, both resulting in less infiltration into the subsurface water. Additional capping of
the Crystalline Pit and Upper Harvard Pit, followed by laying a permeable blanket over all
capped areas (Tailings Management Facility, Rock Storage Area, and Crystalline Pit) with a
sub-drain system that will collect water before infiltration. This permeable blanket will then
be filled with a combination onsite soil mixed with soil amendments and imported topsoil.
This fill material will be suitable for the planting base for the Gardens and Sports Field
landscape improvements. Storm water detention ponds will be constructed to capture storm
run-off for reuse to meet a portion of the project irrigation demands. Created irrigation lakes
31
and storm water detention ponds will be plastic lined or clay capped to reduce infiltration
into subsurface waters. Additionally, storm water run-off will be surface treated with bioswale technology to assure the highest possible water quality for storm water discharge.
The combination of the project proposed treatment, mitigation, and remediation
measures, in conjunction with a monitoring program, will insure the highest achievable
water quality for the site and create the water balance necessary to maintain the lake surface
elevation. All proposed work will be done in concert with the Regional Water Quality
Board, Trustee, and the County to utilize available trust funds. The proposed project creates
an economic base that has the ability to fund ongoing operation, maintenance, monitoring,
repairs, and a sinking fund for long term replacement of equipment and facilities in
perpetuity. The proposed Gold Rush Gardens mixed use master plan meets all the
requirements of the “Landowner’s Stipulated Judgment”, requirements of the State Regional
Water Quality Control Board, and creates an economically beneficial project with
environmentally compatible land uses that completes the Mine Reclamation Plan
requirements (not just remediation and mitigation).
32
MARKET STUDY AND RISK ANALYSIS ASSESSMENT
MARKET STUDY
Gold Rush Gardens, Inc. is currently commissioning a market study to validate the
project design and market assumptions. The individual elements of the master plan have
been modeled after existing facilities with proven market viability. The Gold Rush Gardens
element is modeled after the Butchart Gardens in Victoria, British Columbia, Canada.
Butchard Gardens draws 60% of the estimated 1.8 million annual tourist in the Victoria area.
This represents 1,080,000 tourist per year with annual admission revenues in excess of
$30,000,000.00 not including concession sales. Butchard Gardens is located approximately
17 miles from Victoria and approximately seven miles off the main highway. There are no
overnight accommodations and no other significant attraction in the close proximity of the
Gardens. Gold Rush Gardens is using a more conservative 45% capture of the existing
estimated 4.2 million annual tourist that drive into Tuolumne County. The commercial
portion of the project offers a variety of accommodations and stop over attractions. The
Gardens are located in a central area that has drawn tourist to area for decades. The sports
park provides additional players, coaches, and family members to the area, with a number of
these additional people being prospective visitors to the gardens. The admission price is
lower than Butchard Gardens, even though it is located in reasonable proximity to the bay
area substantially larger and more affluent population.
The sports park element is modeled after the Cooperstown Dream Park, but with
better accommodations, newer facilities, an expanded venue that allows for junior baseball
and girls softball. The Cooperstown Dream Park does not have any significant tourist
attractions (other than the Baseball Hall of Fame) for family members that accompany
individual players. The Cooperstown Dream Park is booked almost one year in advance and
draws more than 40% of their teams from the western half of the United States. Travel cost
for the team can be as much as, or more, than the tournament entry fee (plus additional cost
for family members). The Gold Rush Gardens Sports Park has cheaper transportation cost, a
variety of accommodations, and major tourist attractions within a sixty mile radius of the
site (including Yosemite National Park, Columbia State Park, wineries, golf, and lakes and
streams that offer a multitude of water activities). A good marketing program that
establishes this as the premier west coast facility and offers a variety of packaged discount
and well run tournaments significantly reduces the risk associated with a successful and
profitable sports park.
The commercial area offers accommodations, dining, shopping, and other
entertainment venues that support the main project venues. The full service commercial
plans to meet the needs of project visitor to the site and provide a central full service
commercial area for tourist visiting the surrounding local attractions. The Recreational
Vehicle and Rustic Campgrounds offers alternative onsite accommodations to meet the
needs of additional tourist.
RISK MANAGEMENT ASSESSMENT
The following summarizes the competitive landscape and SWOT analysis:
33
Competitive Landscape:
Gold Rush Gardens
Our Competitors
Commercial Area
Downtown Jamestown and
Sonora
Gold Rush Gardens
Gilroy Gardens, Gilroy, CA
Ironstone Winery –
Amphitheatre
Sports Fields
Various Sporting facility in
Stockton, CA
Recreational Vehicle /Rustic
Campground Areas
49er RV Ranch, Diamond O
At Cherry Lake, Yosemite
Pines RV Resort, Woods
Creek RV Park, Mother
Load Fair RV Park, Baker
Deadman Campground,
Pinecrest Pioneer Trail, 3
Links Camp, Marble
Quarry RV Park, Yosemite
Lakes Resort, Lake Tulloch
RV Park, Don Pedro
Recreation Area, Angles
Camp RV Resort, Fraser
Flat Campground, River
Ranch Campground
Analysis
Both our competitors offer
dinning/various retail,
lodging and attractions. We
really don’t view these areas
as being a competitor, but
rather we see Gold Rush
Gardens having a spill-over
resulting in increased
tourism from Gold Rush
Gardens to Downtown
Jamestown and Sonora
Much smaller than our
offering will be. They have
mixed usage of the gardens
with more general kid
oriented attractions and
suffered by being to broad in
appeal to separate
demographic groups. We
will have very defined areas
that will appeal to discreet
demographic groups
Much larger then our
intended Amphitheatre. We
plan to have non-competitive
acts that offers alternative
entertainment then what is
offered at Ironstone.
Due to the vast number of
fields and our design being
modeled after Cooperstown
Dream Park in Cooperstown
New York we have no direct
competitor
We view all these as
competitors for tourist—our
differentiating factor is our
World Class Gardens and
with various attractions in a
“one of a kind” combination
that none of these
competitors can directly
compete with.
There are many County benefits derived from the project in terms of employment,
tax revenues, and economic stimulation in addition to completion of a State required Mine
Reclamation Plan and the long term financing for maintenance, operation, replacement of
the Harvard Pit water quality mitigation measures. The complex permitting and public
hearing process for any proposed develop places it at risk of denial or unreasonable
conditions of approval that render the project economically unfeasible. Based on our
discussion with County management and staff, as well as stakeholders in the local
community, the project proponents feel that the project has a high probability of success in
the entitlement process. The next highest risk is a long protracted approval process. The
project proponents are currently meeting with the County to develop a scope of work and
timeline for the review and approval processes (for both entitlement and construction
documents). The County has already committed that the project can fund a full time staff
person to work exclusively on the entitlement approval process. It will be necessary to
acquire the same commitment for construction document approvals, or an agreement to
subcontract the construction document review process to an acceptable private consulting
firm. The interest carry on construction financing could severely impact projected profits if
the review and approval processes are extend for a lengthy period of time. Good project
management with weekly status meetings to monitor actual work product versus scheduled
work product will indicate potential problem areas and scheduling impacts early enough to
take proactive measures.
The current economic slowdown has shown recent positive indicators of recovery.
Unemployment figures are declining and analyst are projecting a stabilized economy by
2014. The economic recovery is projected to take place prior to the Grand Opening of the
Project. If so, the outlook for the project is good. In the event that the economy staggers on
at its current pace, or experiences a continued decline, the project projections will be
impacted.
We have no control over the state of the economy. The positive is that the tourist industry is
one of the least impacted industries in the current economic condition and the Gold Country
region still experiences a strong tourism base as surrounding areas stay closer to home to
save money. Butchard Gardens has seen some decline in visitors, but not a major decline.
Cooperstown Dream Park is booked for summer and all baseball and softball tournament
venues are booked through the summer in the central valley area. An aggressive marketing
campaign for the northern and central California area should offer a good family vacation
(to a large enough population base) as a viable cost effective alternative to sites such as
Disneyland, Disney World, or Las Vegas. The project proponents are monitoring economic
indicators and projections and will modify the marketing program accordingly.
36
PROPOSED PROJECT SCHEDULE
INTRODUCTION
The project proponents have developed a proposed project schedule that is very
aggressive. There are two major factors that have generated this aggressive posture. The
first is an economic factor. The estimated development cost (excluding financing interest) is
in excess of $225,000,000.00. Interest financing charges are significant and are not offset
until the project is open and generating revenue. A protracted entitlement process,
preparation of construction design documents and approvals, and actual construction
schedule have carrying cost that impact the economic feasibility of the project for the initial
eight years of the project. To meet this proposed schedule, Gold Rush Gardens, Inc. has
assembled a management team and design consultant team with the expertise and proven
ability to meet schedule demands. The construction management team will pre-qualify
contractors and pre-bid the job to develop a team of contractors with the capabilities to meet
the construction schedule requirements. Once the marketing study has been completed and
the plan adjusted to meet market demands, an aggressive marketing program will be
initiated to develop commercial tenants and create the initial interest for sports teams,
garden visitors, R.V. enthusiast, and additional tourist draw to the area. The project
currently has budgeted in excess of $7,500,000.00 for County Plan Check and Inspection
fees for Site Development and Building Construction. It is the project proponents position
that these funds are more than adequate for the County to provide full time staff members
dedicated solely to meet the requirements of this project. Alternatively, the funds are
adequate to pay for outside private consultants to provide plan check and inspection services
to the County, as needed. The County has an added impetuous to provide the services
necessary to meet the proposed project schedule. The County will not start receiving the
benefits (outlined in the County Benefits Section of this proposal) of created employment
and tax revenues generated from the project until the project has been opened.
PROJECT SCHEDULE
The proposed project schedule is shown in Figure 2.1 and Figure 2.2 (Page 38
through 40 following).
37
GOLD RUSH GARDENS - PROPOSED PRELIMINARY PROJECT SCHEDULE
PREPARED BY: D. HUMMEL & ASSOCIATES ‐ JUNE 30, 2010
JUNE
1. PREPARE PROPOSAL FOR COUNTY R.F.P.
JULY
SUBMIT
26‐Jul
AUG.
2010
SEPT.
OCT.
NOV.
DEC.
JAN.
FEB.
MARCH
APRIL
2011
MAY
JUNE
JULY
JULY
2. COUNTY REVIEW OF R.F.P. AND SELECT
PREFERRED PROPOSAL
3. NEGOTIATE M.O.U./LAND AGREEMENT
& EXECUTE WITH COUNTY
4. PREPARE CONCEPT PLAN, PROJECT DESCRIPTION, & SPECIFIC PLAN OUTLINE
5 PREPARE R.F.P. FOR ENVIRONMENTAL
CONSULTANTS
6 DISTRIBUTE & ADVERTISE R.F.P.
(include existing environmental reports)
7. ENVIRONMENTAL PROPOSAL REVIEWS
8. ENVIRONMENTAL INTERVIEW AND SELECTION
9 EXECUTE CONTRACT WITH ENVIRONMENT
CONSULTANT
10. PREPARE ADMINISTRATIVE DRAFT
SPECIFIC PLAN
11. SUBMIT ADMIN. DRAFT SPECIFIC PLAN
EXECUTE 1‐Nov
SUBMIT
1‐Dec
12. PREPARATION OF ADMINISTRATIVE DRAFT ENVIRONMENTAL IMPACT REPORT
13. SUBMIT ADMIN. DRAFT E.I.R.
SUBMIT
14. PREPARE TRAFFIC STUDY
1‐May
15. COUNTY STAFF REVIEW ADMIN. DRAFT
SPECIFIC PLAN
16. COUNTY REVIEW ADMIN. DRAFT E.I.R.
17. PREPARE DRAFT SPECIFIC PLAN
18. PREPARE DRAFT E.I.R.
19. PREPARE TENTATIVE SUBDIVISION MAP
20. SUBMIT DERAFT SPECIFIC PLAN AND TENTATIVE MAP
21. SUBMIT DRAFT E.I.R.
SUBMIT
5‐Jul
SUBMIT
1‐Aug
FIGURE 2.1 ‐ PAGE 38
AUG.
SEPT.
2011
JULY
AUG.
SEPT.
OCT.
NOV.
DEC.
JAN.
FEB.
MAR.
APRIL
MAY
2012
JUNE
JULY
AUG
SEPT.
22. FINALIZE STAFF REPORT AND SCHEDULE
PUBLIC HEARING
23. ADVERTISE PUBLIC HEARING
24. PLANNING COMMISSION PUBLIC HEARING
DRAFT E.I.R., SPECIFIC PLAN, & TENT. MAP
25. RESPOND TO PUBLIC HEARING COMMENTS
AND PREPARE FINAL E.I.R.
26. PREPARE DEVELOPMENT AGREEMENT
27. ADVERTISE SECOND PUBLIC HEARING
28. PUBLIC HEARING TO FINALIZE & CERTIFY
E.I.R., SPECIFIC PLAN, TENTATIVE MAP
29. EXECUTE DEVELOPMENT AGREEMENT
4‐Jan.
5‐Jan.
30. PREPARE SITE DEVELOPMENT CONST.
DOCUMENT AND SPECS.
31. PREPARE ARCHITECTURAL PLANS
32. SITE DEVELOPMENT PLAN CHECK
33. BUILDING PLAN CHECK
34. ISSUE GRADING PERMIT
1‐AUG.
35. ISSUE APPROVED IMPROVEMENT PLANS
1‐SEPT.
36. BID GRADING 37. BID IMPROVEMENTS
38. BID BUILDINGS
39. ROUGH GRADING
FIGURE 2.2 ‐ PAGE 39 OCT.
NOV.
2012
NOV.
2013
DEC.
JAN.
FEB.
MAR.
APR.
MAY
JUNE
JULY
AUG.
SEPT.
OCT.
NOV.
DEC.
JAN.
2114
FEB.
MAR.
39. ROUGH GRADING
40. CONSTRUCT UNDERGROUND IMPROVE.
41. POUR BUILDING FOUNDATIONS
42 CONSTRUCT WATER QUALITY FILTRATION \PLANT
42. GARDENS IMPROVEMENTS
43. SPORTS FIELD IMPROVEMENTS
44. BUILDING FRAMING
45. BUILDING SHELL COMPLETION
46. MARKETING AND L.O.I. FOR COMMERCIAL
RETAIL SPACE
47. MARKET AND L.O.I FOR COMMERCIAL
MOTEL AND HOTEL SITES
48. ROADWAY AND PARKING LOT SURFACE IMPROVEMENTS
49. LANDSCAPE IMPROVEMENTS
50. PREPARE COMMERCIAL PARCEL MAP
51. COUNTY PLAN CHECH PARCEL MAP
52. ADVERTISE PUBLIC HEARING FOT PARCEL
MAP
53. PUBLIC HEARING FOR PARCEL MAP
54. COMMERCIAL CONDOMINIUM MAP
55. FINALIZE SALE OF COMMERCIAL CONDOS
& CLOSE ESCROW
56. TENENT IMPROVEMENTS & MOVE IN
56. GARDEN & SPORTS FIELD GROW IN
PERIOD
57. GRAND OPENING
1‐JUNE.
FIGURE 2.3 ‐ PAGE 40 COUNTY BENEFITS
INTRODUCTION
Tuolumne County and the local surrounding community will receive a variety of
benefits that are generated from the proposed Gold Rush Gardens project. The two main
benefits for the County are created jobs and increased tax revenues. The attached Figure 3.1
through 3.3 (Page 40 - 42) shows the breakdown of estimated jobs and salary ranges,
estimated number of full time and part-time jobs, and estimates tax revenues from sales tax,
transient room tax (For motels, hotels, and baseball village), and estimated property tax.
Job salaries were broken down to $10.00/hour ($20,800.00/year), $15.00/hour
($31,200.00/year), $20.00/hour ($42,600.00/year), $30.00/hour ($62,500.00/year), and
$40.00/hour ($83,200.00/year). Salaries over $40.00/hour are shown as annual salaries.
Salaries for full time permanent employees include 8 paid holidays and 10 paid personal
time off days (vacation, sick, jury duty, etc.) Part time (or seasonal) employee’s salaries do
not include any holiday or paid time off benefits. Part time employees were based on up to
32 hours per week, or seasonal at an equivalent 21 weeks of full time employment.
Employee counts and sales tax revenues for retail commercial space was base on an
average 1,500 square foot store, with an owner and four full time employees. These retail
stores were estimated to generate $240,000.00 per year in sales revenue, which covered
employee cost, product cost (with a 50% mark-up), operating cost, overhead expenses, and
generate an income of $40,000.00 per year for the store owner (store owners were not
included in the employee counts or salaries). Motel and hotel employees were estimated per
criteria received from Country Inns and Suites (a division of Carlson, an international
lodging chain). Number of employees and salary ranges for the Gardens were based on
conversations with management personnel from Butchart Gardens. The Sports Park
employee requirements and salary ranges were established based on discussions with Rich
Aldrete, head baseball coach for U,C, Monterey and founder of Aldrete Baseball Academy.
Common project employee requirements and salaries were estimated by the design team.
Employee counts and salaries do not include personnel required to service, maintain,
or repair vehicles required for the site (Buses, mini-trains, electric carts, or pick-up trucks).
This work will be out-sourced to local businesses. The employee count and salaries do not
include common area repair work for plumbing, electrical, pavement, concrete work, or
painting, since this work is anticipated to be out-sourced to local contractors.
Motel and hotel demands, especially during summer and weekend baseball
tournaments, exceed the availability of accommodations provided by the project. The
project marketing program will list all local hotel, motels, and restaurants in the surrounding
area and will generate spill over demand for the local businesses from the lodging and
dining requirements generated by the Project. The marketing program has a targeted goal of
drawing an additional 500,000 tourist a year to Tuolumne County. This anticipated increase
in total tourist generates potential income for the local business community besides for the
Project.
41
ESTIMATED COUNTY BENEFITS
PREPARED BY: D. HUMMEL ASSOCIATES - JUNE 20, 2010
I. EMPLOYMENT SUMMARY (estimated)
$10.00/HR.$15.00/HR.$20.00/HR.$30.00/HR.$40.00/HR.
A. GARDENS
(based on info from Butche=art Gardens)
Full Time Employees
160
120
80
36
4
plus 2 @ $100,000/yr, & 1 @ $120,000/yr.
Total Employees
403
Total Salaries
$ 13,299,200.00
$ 33,000.50
Average Salary
B. COMMERCIAL
(based on 1 owner with 4 employees per 1,500 s.f. space) RETAIL SPACE
Full Time Employees
456
152
LARGE RETAIL
42
19
4
1
Full Time Employees
6
Part time employees
MOTELS & HOTEL
Full Time Employees
236
34
12
2
SEASONAL MOTEL
21 Week Employees
50
3
1
AQUATIC / MINI‐GOLF
29
3
Full Time Employees
2
Part time employees
ASSISTED LIVING
28
16
4
1
Full Time Employees
HIGHWAY SERVIE
Full Time Employees
20
2
1
16
Part Time Employees
TOTAL COMMERCIAL
Total Full Time 1,062
Total Salaries
$ 25,043,200.00
$ 23,581.17
Average Salary
Total Part Time
78
$ 778,600.00
Total Salaries
$ 9,982.05
Average Salary
C. SPORTS FIELDS
4
2
Full Time Employees
plus 2 @ $100,000/yr, & 1 @ $120,000/yr.
Part Time Employees
17 weeks + 24 wkend
40
40
32
Page 42
1
2
3
$10.00/HR.$15.00/HR.$20.00/HR.$30.00/HR.$40.00/HR.
TOTAL SPORTS PARK
TotalFull Time Total Salaries
Average Salary
Total Part Time
Total Salaries
Average Salary
D. R.V./CAMPGROUNDS
Full Time Employees
Total Employees
Total Salaries
Average Salary
E. COMMON PROJECT
Full Time Employees
Total Employees
Total Salaries
Average Salary
13
$ 798,400.00
$ 61,415.38
114
$ 1,092,000.00
$ 9,578.95
6
1
7
$ 156,000.00
$ 22,285.00
14
20
34
$ 915,200.00
$ 26,917.00
TOTAL PROJECT
TotalFull Time Total Salaries
Average Salary
Total Part Time
Total Salaries
Average Salary
1,519
$ 40,212,000.00
$ 26,472.68
192
$ 1,870,600.00
$ 9,742.71
TOTAL FULL AND PART TIME
TOTAL SALARIES
1,711
$ 42,082,600.00
II. SALES TAX (estimated)
A. GARDENS
B. COMMERCIAL
C. SPORTS FIELDS
D. RV/CAMPGROUNDS
$ 1,426,950.00
$ 4,500,000.00
$ 250,000.00
$ 52,500.00
TOTAL SALES TAX
$ 6,229,450.00
Pae 43
III. TRANSIENT ROOM TAX (estimated)
A.
B.
C.
D.
Motels Seasonal Motels
Hotel
Sport Dormitories
based on 10% of 910 Rooms @ $55/nite/60% $ 1,096,095.00
based on 10% of 460 Rooms @ $45/nite/25% $ 188,890.00
$ 1,912,800.00
TOTAL TRANSIENT TAX
ROPERTY TAX (estimated) $ 2,250,000.00
V. PERMITS AND FEES (estimated)
A. Entitlement Fees
B. Developmment Fees
C. Building Fees
(ONE TIME ONLY)
$ 150,000.00
$ 3,493,845.00
$ 4,125,225.00
TOTAL FEES
$ 7,769,070.00
SUMMARY
EMPOYMENT
FULL TIME EMPLOYEES
FULL TIME EMPLOYEE SALARIES
FULL TIME EMPLOYEE AVERAGE SALARY
PART TIME EMPLOYEES
PART TIME EMPLOYEE SALARIES
PART TIME EMPLOYEE AVERAGE SALARY
TOTAL FULL AND PART TIME EMPLOYEES
TOTAL EMPLOYEE SALARIES
1519
$ 40,212,000.00
$ 26,473.00
192
$ 1,870,600.00
$ 9,743.00
1,740
$ 42,082,600.00
TOTAL EASTIMATED ANNUAL TAX REVENUE
$ 10,392,250.00
TOTAL ESTIMATED ONE TIME COUNTY FEES
$ 7,769,070.00
LAND PURCHASE
$ 250,000.00
Page 44

Proposal for the Former Jamestown Mine Site

Transcription

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