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Home My WebLink About062719 EDC packetCouncil Economic uevelopment 0 'd Committee 2nd Floor Conference Room City Hall June 27, 2019 1:30 p.m. Members: Staff: Others: Chairman White Sara Watkins, Assistant City Attorney Councilmember Guti6rrez Rob Peterson, Airport Director Councilmember Cousens Cally Price, Assistant to the City Manager 1. Minute Approval a. Review May 23 draft minutes 2. Discussion a. Downtown destination / Downtown Master Plan b. Economic Development Plan i. Competitiveness 1. Private sites — no report 2. City sites — no report 3. Mill site — no report 4. Port Authority — update from Verlynn Best 5. Incentives — Yakima Airport Alliance — update from Rob Peterson 6. Education Alignment — update from Jonathan Smith 7. YKM — no report 8. Convention Center — no report ii. Traded Sector 1. YKMI —no report 2. Clusters — no report iii. Community pride — no report 3. Staff and Partner Announcements a. Draft Vacant Building Ordinance — Sara Watkins b. YCDA and City GISsystems c. Arts District 4. Future Agenda Items 5. Other Business 6. Audience Participation Commifte 2nd Floor Conference Room City Hall I Members: Staff: Others: Council member White Sara Watkins, Assistant City Attorney Jonathan Smith Council member Gutierrez Scott Schafer, Public Works Director Andrew Holt Cally Price, Assistant to the City Manager Joe Mann Verlynn Best Luz Gutierrez John Cooper Jerry Malon Jeanna Hernan Executive Minutes White called the meeting to order. 1. Review draft minutes from May 2, 2019 meeting: The May 2, 2019 meeting minutes were reviewed. Gutierrez motioned to accept the minutes as presented and White seconded. Motion passed. 2. Discussions: a. Downtown destination - White believes Council needs to review its priorities and talk about what downtown destination means to them. He will discuss this with Council at the June 4 meeting. b. Economic Development Plan i. Competitiveness 1. Private sites — No report 2. City sites —. No report 3. Mill site — Watkins reported that Joan Davenport will be giving the Council a mill site update at the Council briefing on Tuesday. 4. Public Port Authority — Best reported that invitations had been sent out for a meeting in June. If anyone is interested in being added to the mailing list they should contact her. 5. Incentives — This discussion was moved to the June meeting. 6. Education Alignment —.Smith reported that he met with the committee members and they determined that community colleges were not included in the list of programs. The committee will be adding community colleges before it is posted at the end of June. Currently there are 129 programs being tracked. 7. YKM — No report 8. Convention Center — Cooper reported that an architect has been selected and they are working on the design and engineering. He anticipates the project will go out for bid this fall with construction possibly starting in 2020. Cooper reviewed with the committee members a generic version of the rendering which includes more natural features and will add approximately 18,000 SF. ii. Traded Sector 1. YKM —No report 2. Clusters — No report iii. Community pride — No 3. Staff and Partner Announcements a. Draft Vacant Building Ordinance — Watki ordinance with the committee members. committee members wanted in the ordin enforcing the violations, who would be re After discussion the committee member: and what the city can legally charge for % for aesthetics and encouraging turnover. m it at the b. YCDA and City GIS information systems the June 18th, City C, c. Arts District — Watki s reviewed a draft vacant building There was discussion about what the nce, who would be responsible for >ponsible for establishing the register. agreed that Watkins should research fees olations. Watkins will also look at options i lot of work still to be done and that he believes the ordinance the CBD rather than city-wide and should include both 3ntial properties.White will discuss the draft ordinance with siness meeting. ;ms -`Smith reported that he scheduled a meeting with city to talk about the GIS systems and will update Council at I meeting. s will invite the Makers Space director to the June meeting. 4. Future agenda items a. Downtown Master Plan (include plan in packet) 5. Other Business No other business items were discussed. L. Guti6rrez would like to see more event posters strategically place in the downtown core and also suggested the committee take a walking tour of the downtown to look at vacant buildings. YAKIMA DOWNTOWN MASTER PLAN Sentemher 2nl3 Steering Committee Joe Merrier John Cooper Joe Mann Mike Broadhead Steve Pinza Jessica Moskwa Brad Christianson Laura Rankin Nancy Rayner Dave Hansen John Bauie Manuel Luquin Patti Schneider Dave Dian Anita Monoian Doug Rich Luz Gutierrez Bill Lover Verlynn Best Sara Bristol Dave McFadden Kathy Coffey Technical Advisory Committee Glenn Denman James Scott Royale Schneider Joseph Rosenlund Dana Kallevig Jay Seely Mark Soptich Steve Osguthorpe Ken Mehin Bruce Benson Kevin Futrell Jeff Schneider Kenneth Wilkinson Stakeholders Property Owner/Real Estate Joe Merrier Elizabeth McGree Joe Mann Monet Miketa Larry Hull Jerry Mellen Roger Wilson Trolley Group Bob Desgrosellier Ken Johnson Jeff Peters Ed Neel Karl Fasten Paul Edmondson Restaurant finery Katherine Goodson Steve Pinza Laura Rankin Jessica Moskwa Tony Harrelson Kathi Bonlender North Front Street Association/ Westside Group Nancy Rayner David Tompkins George Pechtel Patti Schneider Corday Trick Brad Christianson Downtown Hotels Lisa Vallejo John Cooper Wanda Riel Jessica Viveros Jim Steelman Brittany Udelhofen Luis Guitterez Roger Peterson MEMM Mary Place Jan Lowell Elizabeth Miller Andy Grannito Noel Moxley George Pechtel John Gasperetti Jim Fitch Stephanie Clevenger Entertainment/Theater/Festival Kathi Mercy Ellie Strosahl Steve Caffrey David Rogers Gay Parker Don Eastridge Pat Strosahl Rich Austin City Council Micah Cawley, Mayor Maureen Adkison Sara Bristol Rick Ensey Kathy Coffey Dave Ettl Bill Lover City of Yakima Tony O'Rourke, City Manager Joan Davenport Sean Hawkins Steve Osguthorpe Consultants Crandall Ara hula PC George Crandall, Principal Don Arambula, Principal Jason Graf, Project Manager Brenda Payne Fehr & Peers- Transportation Kendra Breiland Anel Davis TABLE OF CONTENTS PLAN ELEMENTS Introduction .. ..,6 Fundamental Concept ......... ....8 City Center Concept ................... ......10 Land Use _. ......... ......... Action Plans ....... ........ ......... Circulation; ........,; 14 PROJECTS Retail Main Street Game -Changer & Essential Projects....... 18 Yakima Plaza ... ....... . .......... ....... . . . . .•.......20 "Retail Main Street' & Public Market 22 Yakima Avenue ..., ...24 Downtown Parking Strategy . _26 Diversion Study-,,-,.. Zoninq Ordinance update Policy Updates.. --------------- ... .... ... ..:29 Zoning Ordinance Updates ..30 Design Guidelines..._ ....... ........ ....... ........33 Downtown Street Standards.. ..... ... ....36 IMPLEMENTATION rtroductior ....... ......... .... ....... _ .......a. ...__.,,......42 Implementation Oversight-. 43 Schedule .... ... ,....... ... ........................ ...44 Action Plans ....... ........ ......... ...... _,45 Yakima Plaza Retail Main Street Public Market Yakima Avenue Downtown Parking .Strategy Diversion Study Policy updates Zoninq Ordinance update Design Guidelines Downtown Street Standards Retail Strategy. ...:: _____55 Finance_.,._ . ..... _57 °/\ fir} e� y }}> � \\ � /, \/:\ .w ( §}4 <�\ � :s c\\� f STUDY AREA & STUDY INFLUENCE AREAS YAKIMA DOWNTOWN MASTER PLAN : 7 The Plan provides anintegrated land use and transportation framework incorporating complementary and supportive plan elements- The Master � Divides the study area into distinctive tenters'that support and strengthen existing assets--historicbui|6ings' development patterns, and existing auractoo ~ Envisions Yakima Avenue as a 'complete street' where the needs ofthe pedestrians, cyclists, motorists, and transit requirements are addressed equally Two distinct street features for Yakima Avenue support and strengthen adjacent land uses. Tocalm traffic and establish Yakima Avenue a,adestination rather than econduit for through trafGc, a reduction of travel lanes from four »otwo is envisioned. The street is also envisioned as a 'Signature Street' incorporating asignificant amount cfadditional greenery toenhance the pedestrian environment and reduce the scale ofthe roadway, Heart of the Downtown • Private investment isfocused around amulti-purpose public plaza that will provide a location for year-round civic gatherings ° Focus ofRetail opportunities are concentrated along Chestnut, Front and Second serving as the center ofstreet-oriented retail activity not only for the study area but all ofthe City ofYakima ° Existing uses such asthe Yakima MaU, government services and theaters are integrated and strengthened orre-purposed 8 | PLAN ELEMENTS Yakima Avenue as a Destination ~ Yakima Avenue isenhanced toprioritize the pedestrian from Front t:Naches;Special consideration and emphasis is given »ointersection crosswalks toensure that areas north and south ofYakima are seamlessly integrated *Additional greenery isadded to 'humanize'the strc,t-, Amedian and curbside landscaping are featured Nodes of Activity ~ Hubs ofre-ail activity are established outside the City Center at key intersections where pedestrian- and street -oriented development patterns exist w Centers are envisioned toinclude specialty uses, 'incubator' or similar uses that support but 6o nc^compcte with the City Center Yakima Avenue as Green Street * Parkways have agreater emphasis on 'mobiUty'--movement through the district rather than an emphasis oncreating a destination ~ Along these street segments, the median is omitted to accommodate continuous left turn lane for essential mid -block access tuexisting auto -oriented uses; Curbside landscaping io enhanced �-CRICT CeA,, -�MJCT C,5A,- �Ajl 15,1111 YAKIMA DOWNTOWN MASTER PLAN 1 The City Center naeota6|ishest6ehistoric core ofDowntown asthe heart of the City. The City Center Concept includes: �Yakima Plaza— Establishes amentmal gathering space for activities Anew'6owntownliving /oom'wi||bocreated- The plaza will 6e designed toaccommodate numerous year-round activities and provide an18-houractive, vibrant and distinctive space. The plaza will strengthen and build upon existing assets such asthe existing Millennium Plaza art installment, Capitol Theater, and Federal Building. is New Parking Options—Ensures adequate and convenient parking Apartnership must bedeveloped between the City and the business community to ensure parking in close proximity to retail is reserved for customers. Short-term and long-term strategies for retail and employee parking include opening upnew parking west ofthe plaza 6yrefurbishing the Dragon Inn Parking Garage, opening up new mn-streetparking 6yconverting some parallel toangled, entering into agreements with downtown banks for evening and night time parking, refurbishing aCity owned lot for employee parking on3rd and Walnut |, and new parking policies toensure the best spots inDowntown are for customers while moving employees to perimeter locations. Additionally, the City should examine opening a ramp off of 3rd street to the former mall parking garage for employee, special event and overflow retail parking. As demand grows overtime, a new retail parking garage could be constructed at a location west of the plaza. Parking for the public market is envisioned as on -street diagonal Parking along Front Street and within a new lot at the intersection of Front and Walnut. Public Market— Embraces Yakima's unique history, cultural diversity and heritage Anew regional retail 'anchor''t6epub|icmarket ialocated along the western edge ofFront Street between Chestnut and Yakima Avenue. The site can accommodate a4'8OOsquare-foot market building and o4'8OOsquare-foot covered vendor structure that may 6eused year round. Additional uses may include oMuseum and Cultural Center. 10 | PLAN ELEMENTS IM High P-iomv \ EM Medium Priority DIMLow Priority '*'Chestnmt Main Street'—ReestaWishemtheDownto*vn as the community's destination for retail shopping and entertainment The focus of retail activity will be concentrated along a new 'Chestnut Main Street'- The street will provide a location for the retail mix identified in the Downtown Yakima Retail Market Study. This initial phase of downtown retail development will consist of over 130,000 square feet of ground -floor, street -oriented, pedestrian -friendly retail storefronts along Chestnut and parcels fronting the planned plaza and public market. An additional 190,000 square feet of retail opportunitie!1 are envisioned along Front, Second, Third and Yakima Avenue. New Development Yakima Plaza Qk Public Market MOR Parking New Parking Options Chestnut Main Street' (Longterm) YAKIMA DOWNTOWN MASTER PLAN 11 The land use framework provides a retail/commercial strategy for grouping complementary uses into two districts within the study corridor. The framework respects historic development patterns, and reflects community desires, nra| estate market trends, and projected growth capacity- Existing apacit/Existng healthy or desirable uses are strengthened and sites for infill and redevelopment are maximized Within the framework there is an emphasis onestablishing distinctive and vibrant ground -floor uses. Amix ofuse ispromoted for uoperfloors ofexisting and new buildings - Heart of the Doxvvtmmm Currentlythe core is characterized by commercial, office,historic street -oriented "etai|, regional entertainment and City and County government uses, The framework envisions: ` ° Anexpansion ofand requirement for, adge-to'edgeground-floor retail, | (the sale ofgoods, entertainment, eating and drinking estab|ishmems` exclusively) along identified street frontages Retail ground -floor uses will surmond, activate, and animate the future plaza \ '~ Promotion ofnew mixed use development onvacant orunderutilized l parcels, Where viable, upper floor residential apartments, condominiums or office uses would bcencouraged ~Astrong pedestrian bias and ahighly-active street environment � Aprohibition ofnew auto -oriented uses; existing uses are de-emphasized � Retention and strengthening ofall government uses ° Repurposing the Yakima Mall; Uses would include retail along Yakima Avenue and Third 'Redevelopment would consider government, museum, art gallery, and residential uses that will comp|ementexisting core uses ° De'emphasi,on long-term surface parking and an emphasis on development ofastrategically located retail parking structure 121 rLAmsLsmsw|s Nodes of Activity Currently the area is characterized by auto -oriented commercial, visitor -oriented lodging, the Yakima Convention Center and other service uses, The framework envisions: � Retail development vt key intersections where street -oriented retail rmrehontEexist orwhere possible redevelopment parcels are located; These 'nodeo'are intended tocomplement City Center retail and offer opportunity sites for entrepreneurial tenants that benefit from proximity tu the City Center mixed-use district "Healthy exisungornew commercial uses beyond these nodes that may be either pedestrian -oriented o,auto-oriented ~ Strengthened visitor -oriented uses; Additional Con,nnxon. Center - supportive uses that complement ento,svppurtivevsesthvtcomp|ement the existing hotel and dinning offerings would bepromoted Cay Center Mixed, Use Dsuic7 Center Mixed Use PubhcSoaces mm d Ground-Hoor Retail Pine m QMH O TOWNMASTER PLAN i13 tA cV c 0 2 LL LL tn Cay Center Mixed, Use Dsuic7 Center Mixed Use PubhcSoaces mm d Ground-Hoor Retail Pine m QMH O TOWNMASTER PLAN i13 CIRCULATION The prime objective of the circulation framework is to re-establish all Downtown roadway corridors asa'complete streets' where the needs of all travel modes – motor vehicles, transit, 6icyc|es, and pedestrians are provided for inabalanced manner. Yakima Avenue isenvisioned tobecome a'signature street' that would attract new private investment and strengthen existing uses. The street would: m Build upon the streetscapeimprovements that have recently been completed w Include additional landscaping toimprove the appearance ofthe downtown and create amore inviting atmosphere Prioritized over all travel modes " Yakima Avenue isdesigned (especially atcrosswalks) for the most vulnerable— children, the elderly and those with disabilities ~ Additional street furniture such aspedestrian-scaled lighting, benches and bicycle racks are included 14 | pLAmsewsm|s Traffic Calmed Yakima Avenue ° Areducdon in roadway capacity from four totwo travel lanes is proposed- The 'road diet' will free -up space for constructing bicycle and pedestrian infrastructure and landscaping ~ The road would accommodate essential daily service vehicles (e,g.FedEx arUPS delivery trucks) and emergency vehicles The Yakima Avenue corridor from Seventh Avenue toNinth Street isover one and aq-iartermiles inlength, which isbeyond acomfortable walking distance- To increase accessibility to corridor destinations' bicycle and troUey'pe62otrian'acce|erator' infrastructure are envisioned. Reduce Vehicle Miles Traveled = Anetwurkofon-andoff' stve,tbicydemutespxm|des connections between thc neighborhoods west ofSeventh Avenue tothe City, District and Convention Centers =4Protected Bikeway along Yakima Avenue provides acomfortable dediotedmute—oeparatedhnm vehicle traffic 6ya rained curb, for riders of a I ages and abilities, ~ The existing historic Yakima Valley Trolley service /sextended along Yakima Avenue; Afuture extension to the Mill District redevelopment site isproposed • Alternative alignments crossing the existing freight rail corridor areidentified-AYakima Avenue at -grade crossing ufthe existing freight tracks isprefened-Ana|»emative Walnut Street underpass me would beconstructed ifan at -grade crossing cannot ue accommodated XUAIM11003 Yakima Complete Street Protected Bikeway, Proposed Arterial Parallel Routes Bike Lanes, Existing Trolley Route, Existing Bike Routes, Existing mom* Trolley Line, Proposed Bike Routes, Planned Spruce Street as LU M YAKIMA DOWNTOWN MASTER PLAN 15 Establishing implementation momentum early is essential for the long term success of the Yakima Downtown Plan. Symbolically, initiation of these projects provides evidence to the general public, downtown stakeholders, and investors that the Cityof Yakima is financially committed to Downtown revitalization. The Yakima Plaza is 'game -changing' in that it fundamentally changes the Downtown investment environment. Strategically, the Plaza is phased to 'set the table' for later projects. Essential projects represent a 'menu' of implementation projects that would be initiated and substantially completed within five years of plan adoption, The game -changing and essential projects are identified and brief descriptions of key actions are described on the following pages. The order of projects does not imply priority or importance. Atthe passage of the five-year timeframe, the implementation strategy should be assessed and updated. Additionally, consideration should be given to updating the Plan. 18 1 "ZO-ECTS GAME -CHANGER & ESSENTIAL PROJECTS fte so no One M0 aw, wa an M us as soa M > < 7�< 0. CL Walnut Street 0. W, Spruce Street va 71 7� iL Game -Changer Project Essential Projects 1 Yakima Plaza 2 Retail Main Street (Front & Chestnut Streets) 5 Downtown Parking Strategy 8 Zoning Ordinance Update 3 Public Market 6 Diversion Study 9 Design Guidelines 4 Yakima Avenue 7 Policy Updates 10 Downtown Street Standards N YAKIMA DOWNTOWN MASTER PLAN 1 19 Intent Establishing apublic assem6|yspaceioanessential first step inrevitalizing Downtown Yakima. |tisa 'game -changer'. The most notable benefits include: ° Creating amuHb-puqpose,dedicated space for year-round civic activities � Providing afocus for new ground -floor retail an6uppepfloo,housing oremployment development PROPOSED PROJECT - LOOKING NORTHWEST I 20 | puoJsC7s Project elements include: ~ Preservation and integration ufthe existing Millennium Plaza art elements • Afamily-oriented fountain and lawn 'Fun Zone' . An'orchard'nfornamental flowering trees with areas for sitting and relaxing surrounding the Millennium Plaza and Family Fountain Fun Zone • Paved multi-purpose area (14O'byyUO'minimum dimensions) that includes electric and water utility facilities suitable for avariety ofevents ~ Retail pavilion and public restmomv • Special gateway streetscapesat the intersections ofSecond and Third Streets and Yakima Avenue ° Redesign and reconstruction dThird, Chestnut and Second Streets surrounding the Plaza »obetraffic calmed, cu,b|esa'and specially paved as anextension ofthe multi-purpose Plaza area Site Area: l95,000sp(4.5AC) Existing Use: City -Owned Parking Lot Public Right -of -Way YAKIMA DOWNTOWN MASTER PLAN 21 'RETAIL MAIN STREET'& PUBLIC MARKET Intent Front Avenue and Chestnut Avenue right-of-way improvements are intended to support new pedestrian -friendly, street -oriented storefronts. Retail Main Street At a minimum, the streetscape design would: • Reduce travel lane widths to accommodate wider sidewalks and reduce pedestrian street crossing distances • Eliminate/prohibit turn -lane pockets • Provide curbside parking adjacent to existing or future retail development • Eliminate/prohibit parking lot access driveways on Chestnut; Minimize alley driveway impacts on the pedestrian environment • Provide for canopy street trees and incorporate existing healthy street trees into the landscape plan wherever possible ■ Include pedestrian -scaled ornamental street/walkway lighting Public Market Incorporate special shade structures such as arbors along Chestnut The development of a Public Market will provide an 'anchor' retail use Provide at least one on -street bicycle parking corral along Chestnut for the Chestnut 'Main Street' retail framework. The proposed Public Include benches and public art Marketand supportive parking lot sites should be assembled by the City ■ for Public Market development. Incorporate landscaped curb extensions at all intersections where on -street parking exists or is planned • Feature specially paved crosswalks at all intersections • Feature specially paved sidewalks similar in material and design to the Plaza and Public Market paving • Include tabled intersections or depressed curbs at the Chestnut & First and Chestnut & Front intersections WENATCHEE PUBLIC MARKET EXAMPLE Front Street improvements in particular would: ■ Not preclude a future trolley trackway and potential station p,atform Be designed to accommodate Public Market functions; Consider Temporary barriers (bollards) to limit traffic access for special events 22 1 PROJECTS PROPOSED PIR"" " The Retail MainStreotimpnzvemomswou|dinclvdet6e^:constructipnof all surfaces, including burying ofany above grade electrical power lines o, cable wires. The design of the Public Market would include similar materials and finished asthe Retail Main Street and Plaza improvements, The character of the Public Market would reflect the culture, history and setting of Yakima and be compatible with the existing train depot structures north ofYakima Avenue. Retail Main Street Area: 108,857 SIF (2sAc Existing Use: Yakima Street Right -of -Way Public Market Site Area: 634c(27,4mSF) Existing Use: BNSput Public Market Parking Site Area: 31J78SF(.72AC Existing use: Retail Hardware parkins Wholesale YAKIMA DOWN FOWN MASTER PLAN 23 Intent Signature Street elements: Right -of way improvements toYakima Avenue will create amore vibrant Bou/evar6 business climate and improved Downtown livability. Two different aAwide landscape median treatments— 'Boulevard' and 'Parkway' are envisioned in response to ~ Left -turn lanes at key intersections the corridor length and adjacent land uses, The Boulevard will support ° Curbside |sndscaping street -oriented retail development bycreating a morcpecleutrian-sca|ed green streetscapewithin the City Center. The Parkway will create amore Parkway green pedestrian -friendly environment yet accommodate existingauto- � ` ~»Acontinuous turn lane oriented commercial development outside the City Center Improvements `! - Curbside landscaping 6 to Yakima Avenue are only envisioned within the existing curb-to- cur6 and will preserve and strengthen recently completed sidewaik curb \ , enhancements. ` \ TYPICAL BOULEVARD SECTION 24 rnoJscrs Complete Street elements include: '* Traffic calming design—Reduced number oftravel lanes from four to two * Protectedbikeways—On-street bike parking corrals atkey locations w Provisions for future TnrUey—'Streetacape design that will include double -tracks located in shared auto travel lanes; Station platforms would generally 6elocated two blocks apart throughout the new corridor TYPICAL PARKWAY SECTION • Enhanced key intersections—Landscaped curb extensions, special crosswalk treatments, depressed corner curbs will be provided w Adjusted signa|izationtoreduce roadway speed ~ Removal ofall pedestrian activated crosswalk buttons ~ Prohibition of new driveway access—Existing driveways will be maintained ifdesired bycurrent property owners urbusinesses Protected Bikeway (5') 0 Parking Lane Tree Wells Q� One Travel Lane (Boulevard: 2' Parkway 141 Potential Trolley Lines in Traffic Boulevard ' Median/Turn Lane (10') Parkway: Turn Lane (14') x4mmADOWNTOWN MASTER PLAN 1 25 To address current and future parking demand, aphased strategy will require a: \ \ Short -Term Strategy—The temporary ` for replacing the 220 parking spaces displaced 6vYakima Plaza will include: ° Examining the Dragon Inn parking garage as possible ` retail an employee parking —n��h`1OOspacma` w Resurfacing and improving City lot at3rd and Walnut for employee parking — net gain 65 spaces ~ Entering into agreements with �nearby ' `bank locations for usage of`�` their parking lots onnights and weekends for plaza, restaurant, and theatrrusage—netgainnOspaces` ~ Expand on -street parking options on2nd Street, 3rd Street and A Street — net gain 56-6Ospaces The temporary strategy adds atotal of3O0spaces for retail andemp|oyee parking, Tosupplement additional retail customer parking, spaces would be leased 6fthe City inthe Yakima Mall parking structure for retail, specis| event and downtown employee parking. Tofacilitate better utilization of this structure, a new auto entry ramp and pedestrian vertical circulation (elevators and stairways) access should beconstructed. The location for the new entry would be along Third Street - Long -Term Strategy—The initial long-term startegywould be to acquire treet- Lmng-TennStrategy—Theinitia||ongte,mstarteBywou|66etoacquire and assemble the parcels south ofthe existing alley bounded 6ySecond Street, First Street and Chestnut Avenue and construct anew municipal parking lot (16Ospaces appnouimate|y)atthis location. Asretail demand grows, the parking lot would be replaced with a40O-space municipal parking structure. The parking structure would include ground -floor retail space lining Chestnut Avenue. Aseparate mixed-use building with ground -floor retail oriented to the Plaza and Second Street would be constructed. 26 | pnuJccTs SHORT-TERM STRATEGY 0 Existing City Parking Lot Area: 220 Spaces Existing Use: Parking Lot (City Owned) YAKIMA DOWNTOWN MASTER PLAN 1 27 :a a :14 1 M 11LIF—A Wo k 10 1& 110 1 28 PROJECTS Intent In compliance with the Washington Growth Management Act (RCVV 36JO&.OQ0pg).this Master Plan document will need to6eadopted bythe City Council asanamendment vzthe Yakima Urban Area Comprehensive Plan, 2025 This Master Plan will form the basis for aCity-initiated and staff - prepared Comprehensive Plan Amendment which may becharacterized asaSub Area Plan, and also include amendatory text ozthe Transportation Plan Element and Capital Facilities Plan Bement to reflect proposed changes under this Plan. These actions are important toensure that future projects described inthe Yakima Downtown Master Plan Comprehensive Plan are consistent with the Comprehensive Plan. Compliance with the State Environmental PolicyAct (SEPA) is also required as part of the Comprehensive Plan process. The Yakima Urban Area Comprehensive Plan, 2O25was adopted with an"Integrated SEPA/GK4A Document" asprovided inWAC 197-11-21Oto-238.The 8ER4review for this Comprehensive Plan Amendment will reflect this context. In addition, the Master Plan outlines some key follow-up studies, as well as adjustments to the zoning regulations of the Central Business District, proposed design guidelines and other implementation measures. These items may follow adoption oforbeproduced inconcert with the Comprehensive Plan Amendment and SEPAreview- Comprehensive P|anUpdate Necessary text changes tmthe Yakima Urban Area Comprehensive Plan 2025 will need to be prepared for the Planning Commission and City Council review. Planning staff will: ° Prepare comprehensive plan text amendments and necessary legislation asneeded for each element ofthe Comprehensive Plan Sections of the Yakima Urban Transportation Plan 2025 will need to be updated toinclude consideration ofthe Master Plan, City Council should approve funding for the Diversion Study tomore definitively determine necessary updates tothe Transportation Plan. The study shou|6- /~ Identify and incorporate the necessary routes and infrastructure changes required to distribute traffic to parallel routes that allow for the conversion ofYakima Avenue from e4-|anesection toa3-|ane section = Include a list of necessary capital projects and costs for roadway capacity improvements, at/ee1scopeenhancements, bicycle and pedestrian improvements and way finding • Consider re-classifying Yakima Avenue's functional classification based onproposed cross-section changes YAKIMA DOWNTOWN MASTER PLAN 29 ZONING ORDINANCE UPDATES Intent The intent of the zoning ordinance updates is to clarify and strengthen essential permitted land usetypes, site design and improvement standards. Wherever possible unnecessary permitted uses and inappropriate site design and improvement standards should be eliminated. Yakima Urban Zoning Ordinance Update The study area is primarily regulated under Central Business District (CBD) zoning requirements, with a small portion zoned Light Industrial (M-1). The Yakima Downtown Plan land use framework is, for the most part, consistent with existing zoning. However, in some instances additional regulation will be required to ensure that specific uses are required and current uses are prohibited within the Downtown to meet the Yakima Downtown Master Plan vision. To align current code requirements with the Yakima Downtown Master Plan elements, two approaches to address inconsistencies might be to : 1. Maintain current zoning and provide additional or revised permitted use tables. Additionally, provide new or revised site design and improvement development standards. 2. Create a new 'Downtown Master Plan Development Overlay' with all uses subject to Type (2) and either Class (2) or Class (3) review using the Downtown Master Plan as a regulatory review guide. 30 1 FFCJDCJ_c- Key ordinance updates might include: • Adjustments to foster mixed-use development and increase Downtown vitality, existing regulations that limit or prohibit upper - floor uses should be revised or amended to maximize residential density (dwelling units per acre) and/or intensity (floor area ratio). No maximum densities or intensities should be applied. Instead, maximum heights or other means of controlling compatibility, massing, and building form should be enacted as part of updates to the Site Design and Improvement Standards. Downtown Business Parking requirements should be reassessed. Currently, Downtown businesses are largely within the Parking Exempt Boundary (Zoning Ordinance 2012-34 Figure 6-1). As part of an Employee Parking Study, the feasibility of requiring either on-site parking or in -lieu -of fees to be assessed to provide off-site parking should be assessed, Throughout Downtown, existing permitted conforming uses (Class 1) should be 'grandfathered' to remain, be improved upon, or sold and operated 'as -is' until renovated as property owners deem necessary. Furthermore, existing private property shown for public uses (such as a park) would not be -rezoned until the parcels are acquired by a public entity or transferred to public use by easement, dedication, or other means, Specific Permitted Use Updates There are two essential zoning ordinance permitted -use updates that must be addressed: ■ Existing permitted -use tables for the CBD zone should be updated to prohibit, provide restrictions, or set forth conditions -of -use upon auto -oriented uses ( drive-through windows of banks, restaurants, and other similar businesses) within the entirety of the City Center Mixed-use District and along the parcels fronting the length of Yakima Avenue. Requirement of ground -floor 'retail'—defined exclusively as the sale of goods, restaurants, and entertainment street frontages of Chestnut Avenue, Second Street fronting the plaza and • Street parcels facing the public market (see graphic) should be required. Exceptions for residential or office lobbies should be allowed/ reviewed as a conditional use. Prohibition of service bays, entrances to parking lots or service and loading bays should also be enacted. WMENOW Yakima Avenue Chestnut Avenue 0 V Required Ground -Floor Retail / Build -to -Lines City Center Mixed Use YAKIMA DOWNTOWN MASTER PLAN 31 Site Design and Improvement Standard Updates To ensure that the Retail Main Street framework is active and animated, requiring addmono| 'form -based' building site design and faga6e design standards should 6eenacuecL ^ Build -to -Lines require a continuous 'street wall' framing identified retail streets and the plaza (minimum) A diagram that illustrates where ground floors of buildings must engage the property line directly should be provided as suggested. Exceptions urthese 'zero -setback' requirements might Include— windows and walls recessed up to 18^ from the property line to accommodate columns or other architectural elements. Conditional approval ofdeepersetbacks should bereviewed for: • Dining and entertainment uses that intend to use the setback area for outdoor seating ° Interruptions for accommodation of passageways, building |obbies, or private courtyard entrances 32 pxcusc|s FATSUWMNEOO Active edges are building frontages with direct sidewalk entries and ahigh deoreeoftransparencyAcuve edges increase visual and physical interaction between people inside and people outside of the buildings and create a safe and vibrant pedestrian environment Access to service/loading bays, and parking lot/garage entrances are prohibited along designated active -edge frontages, A required active edges diagram identifies only building frontages where active -edge treatments is essential for the City Center Mixed -Use District, The m A minimum of 70 percent transparent glass along ground -floor facades,- frosted, tinted, reflective or other types ofglass that diminish transparency should beprohibited � Primary ground -floor uses must booriented »othe public rieht-of-way The following active -edge criteria should be met for all other land uses throughout the Downtown: • Primary entrances must beoriented toward the street • Windows should he provided along facades, but no minimum percentage of transparency should be required • Art walls, flower booths, newsstands or other activating uses are appropriate throughout Intent Yakima Downtown Design Guide |ineswou|daid designers and developers in understanding the City's urban design expectations by providing a framework for an orderly discretionary review process that would !�upp|ementand strengthen downtown regulatory codes. The guidelines would ensure a degree of order, harmony and quality within the built environment; they would fo$erthmdevelopment pfbuildings and projects that are attractive individually yet contribute to a downtown that is unified and distinctive asawhole- Role of Design Guidelines There should always 6cmanywayoofmeeting aparticular guideline, The guidelines should not prescribe specific design solutions, nmrahu:|dthey be rigid requirements without flexibility - The design guidelines should provide descriptive template for maintaining and improving the urban character mf Downtown, without dictating or prescribing e specific style or theme. The guidelines should however foster the evolution ofDowntown Yakima from anauto- dominated toapedcatrianfrien6|y6owntownwhere6ui|6ingaahou|66e built e6ge-to-edgeand engage public sidewalks- Moreover, the Design Guidelines should ensure that new development does not treat existing older buildings as urban leftovers, lost and unattached fragments of the past. Rather, new construction and rehabilitation yhuu|6 respect and build upon the few remaining unique qualities ofYakima'sexisting historic downtown. The guideline document should bethe phmarytoo|fort6edesign review process for any new project that occurs in the Yakima Downtown Plan area. It should be divided into four sections or 'Guideline Elements,' each of which addresses a particular set of design concerns that affect the Downtown environment, These guideline elements would include Pedestrian Emphasis w Architecture w Lighting ~ Signs For each mfthese guideline elements, there should 6eanintroductory page describing the intent of that section of guidelines, followed by specific guidelines. Each specific guideline should contain adescriptive statement ofthe guideline itself asweUasexamples ofrecommended and not recommended applications, both ||mtn6 in text form and illustrated in photo examples. The visual examples should be included in each guideline element, osmodels for design and review purposes. They would provide designers, developers, and the Design Commission ameans to effectively judge a building relative to appropriate and inappropriate Yakima Character The guidelines should address Yakima's unique 'sense of place,' its special quality and personality. People's image of Yakima is that of an All-American ,own which is hospitable and family-oriented. They should address what gives Yakima this [ee|ing, this 'character' as a unique collection of spaces and buildings, not simply a group of individual projects that could be anywhere. In Downtown Yakima, the pedestrian should be the 'priority' These guidelines should address the ways in which buildings and spaces may bedesigned tocreate aconvenient, comfo,tzb|e, human -scaled environment where people will want to be, 34 PROJECTS The Architecture Guidelines should promote quality development while reinforcing the individuality and spirit ofYakima The guidelines should promote architectural types indigenous to Yakima and/or the Northwest, Buildings inYakima should seem tube'at home'.reflecting its character and hentage, suiting its climate, landscape, and downtown urban setting - LIGHTING OWL Lighting should not only provide nighttime security, butalso encourage nighttime patronage of businesses Lighting should create an atmosphere of festivity and activity, especially where special elements or places are concerned, Utilitarian application of glaring, offensively -colored lights should not be appropriate for Downtown` Signs should make it easy to locate and identify businesses as well as providing other information relevant togetting around and doing business in Downtown However, signs should neve' overwhelm either building or landscape- Moreover, signs should provide information inahighly graphic format that is complementary to downtown architecture' Tasteful |ogna, symbols and graphics are encouraged Astrmng pedestrian orientation should beencouraged for all signs Design Review Process Projects should 6eevaluated for consistency with the Yakima Downtown Master Plan, the Yakima Zoning Ordinance and the proposed Design Guidelines. The Design Guidelines should 6eapplied during City review of development applications. City staff should review development proposals in the Downtown and determine the appropriate review procedures- Decisions toapprove, approve with conditions, ordenying a proposal should be made by staff or by an appointed 'Design and Landmarks Commission'. Development projects should 6mreviewed to determine consistency with permitted uses and site design standards of an updated Zoning Ordinance, and substantial consistency with the Downtown Design Guidelines. Where a project is not found consistent with the Downtown Design Guidelines, staff orthe Design and Landmarks Commission may impose conditions of approval requiring the project tobemodified, oritcan beestablished that design details orother site factmrswarrant finding for approval ofthe project without meeting the particular design guidelines, Forthose applications that are substantially inconsistent with the guidelines, staff or the Design and Landmarks Commission should also have the option to deny the development request. All new development, additions, remodels, and renovations within the Downtown should 6esubject to design review for determination of consistency with the Design Guidelines. The process for design review nniBht6obased onthcextent ofwork proposed and whether i\falls under one of three categories as follows: 1 Exterior Maintenance and Repair (Administrative staff review only for all work requiring a building permit) 2. Minor Exterior Modifications (Administrative staff review) 3. Major Exterior Modifications (Review before a newly appointed 'Design and Landmarks' Commission) To aid the design review process the guidelines should be summarized into a single, one page 'checklist' (se* example). Projectw=p�"� �� ,__--�--------- Slaw�-r-� NOT *IGH �� CONTEXT AND SITE �� N. »" c,,m=w�/wm~"°"as��,= oam��-dp� ^ 11 -,~`/~".".^" ca, ..aw~v^u.m-,~�,�_^�_°__~,�_~_�_~_ -a/ D�*�� Cm^ch*�-lc=��°ndc��, PUBLIC LIFE ELI Open Space Connectivity A N-�*�Op�S"—,N _ V� ��_�,�,�~��___� W.Ikability ��" _ ^ �� PLA ^�ti-n"""*"t.ti"" ^��--s~u�� . ��!��."_~'-=^�=^'�^~.~-'~'_.^~.�� mmmmoONCEPT ^��~ scj ^�u*°0-,*~~Rel.0 V/ Cn��m.��_ m^��k ^o.~.^~..w~.^.^~.`~_,--.~__-__-~-^-^_''��~',_�-'`V14' | YAKIMA DOWN To VVN MAST ER PLAN 1 35 Intent Implementation of Downtown Street Standards will ensure that a complete -streets approach to circulation design is built as envisioned in the Yakima Downtown Master Plan, Additionally, the Standards would ensure that aunified, consistently applied design ofstneetscape improvements are constructed throughout Downtown- The City, other public agencies, private utility companies and private developers would 6erequired tuadhere tmthe Standards when constructing all new street improvements and any major replacement orrepairs, The Standards document should include general requirements and design elements. General Requirements The General Requirements should classify and locate downtown 'stnou/ types''6escri6etherequired streettypeplan an6sectimn.and dimension all essential design elements of each street type 'or all public rights-of- way, The General Recu'rements should generally describe the: ig6ts-n[wayTheGenara|Requiremontsshou|dBeneraUy6oscri6cthe: w Roadway— measured from facc-of-cu6ztobce-ofcur6within the hght- of-Way;thenoa6mayinc|udes/,ave|and turn lanes, curbside parking and protected 6ikewaye' bike lanes, 6us, accommodation for potential future trolley infrastructure, landscaped medians, etc. ~ Sidewalk— measured from development property line to/ace-of-curb within the right-of-way; in some instances sidewalks may extend into development easements orsetback's 36 | peo�eCrs Staggered Continental Crosswalk Benches, Bike Racks, Litter Receptacles Landscaped Curb Extension with Accent Trees Travel/Turn Lanes Parking Lane Canopy Trees Protected Bikeway Sidewalk Lighting Scored Concrete Accent Pavers Bike Box Roadway Lighting 1 37 Design Elements The design elements prescribe specific design and specifications ofall roadways and sidewalks for each streettype-The design elements are the following: • Sidewalk and Roadway Zones— identify the character and arrangement qf'functional zones' within sidewalks and roadway |anes. Provide detailed dimensioned layouts (plans and sections) for all elements within each sidewalk zone and roadway lane ~Sidewa!k and Roadway Details— provide construction design details for all key elements within the right-of-way • Street Furniture Elements—identify the type, location, and material specifications for lighting, benches, bicycle racks, landscape planting lists, etc - Building Zone (BZ) The area immediately adjacent tothe building facade. This zone accommodates retail displays, cafe tab|es/seating, and minor building projections such asdownspouts. This zone isinterrupted at doorways, corners and 38 1 pncuscrs Pedestrian Zone (PZ) Anunobstructed area for pedestrian th,ough- movennent' free of cafe seating. sandwich 6oan6s, signal po|es, utility poles, etc- This zone should not 6einterrupted 6ydriveways on the Retail Street. pedestrian, vehicular and bicycle use of the right-of-way, including sign poles, lighting, street furniture, landscape, rain gardens and bicycle parking facilities. This zone is interrupted at corners and driveways. ~ Expansion or Construction Joint (TypJ -`Concretepmtectad Bikeway - Concrete Banding (TYp,) ^ Scored Concrete Medium Broom Finish �Direction Shown (Typ) Concrete Curb Tree Well with Grate Landscaped Planting Bed Scored Concrete Concrete Band (TYp)' Accent Pavers Medium Broom Finish STREET FURNITURE ELEMENTS EXAMPLE Sidewalk Lighting wManufacturer—Kim Lighting = Model—Bounce, single luminaire' 10 -ft, pole height 40 1 FFA l`; � � /�: \aa \s. \}t {: « `� : \\( \�e : � INTRODUCTION Yakima Downtown Master Plan implementation requires the identification of public actions that will produce a sustained and widespread private market reaction. Revitalization of Downtown to 'prime the pump' for private development. The Implementation Strategy identifies a concise list ofmanageable game -changing and essential projects that best address the project objectives and inturn will result insignificant positive change and substantial private investment. The im�|ementabon measures' primarily :investments in physical infrastructure improvements (including associated planning, programming, 6esign, engineering and construction) should be initiated substantially by the City ofYakima and insome instances through coordination with the private development sector as public-private partnerships. A66itionaUy, to ensure consistency with the Yakima Downtown Master Plan proposals, regulating policies, plans, ordinances, guidelines and financing strategies will need tobe either updated orcreated 6ythe City and consultants. Adoption ofthese documents will 6erequired ofthe Yakima City Council, orother regulating bodies. All the projects identified will require coordination and leadership by the City of Yakima. In some instances public-private partnerships will need to he established, It is recommended that asingle point -of contact staff position 6ecreated tocoordinate and manage these projects through implementation, Asanoversight body, itiyrecommended that the Yakima Downtown Master Plan Steering Committee 6erepurpmse6 into an 'Implementation Oversight Committee', This committee would review plan implementation proposals and provide recommendations to the City Council for any expenditure ofpublic resources throughout the life of the implementation plan. < 42 . /mp�s�ewTm|om Thaimpiementabonstrategy 6etai|sthe key steps the CkywiUneed totake 'o establish iwmc6iaternomentum and maintain afocuse6 revitalization effort over afive-year timeframe, Elements ofthe implementation strategy Implementation Oversight Appointing an Implementation Oversight Committee provides the necessary ongoing advocacy for implementation cfthe Master Plan. An outline cfthe committee's roles and responsibilities are provided - Schedule The schedule outlines the sequence for implementing the ganoe-6`angec essential projects and necessary regulatory updates within the first five yeas. Action Plans The necessary actions needed to implement the game -changer and essential projects. and necessary regulatory updates are identified. Each project or regulatory update incorporates the necessary steps required to initiate the pnoject, and subsequent steps needed to complete the projectwithin specific timelines and with assigned responsibilities- Where applicable, probable cost orfee estimates are provided, Retail Strategy Recommended actions, atime|ine.and responsibilities for encouraging ,retail revitalization and establishing priority areas for incentivizingspecific retail development concentrations along the Yakima Avenue corridor is provided The complete Downtown Yakima Retail Market Study is included inthe Appendix . immm Financing implementation ofthe Downtown Master Plan will likely come from avariety ofsources. Alist ufFederal, State and Local funding sources is identified. Once the Yakima City Council arrives at an agreement on the implementation ' projects, the responsibilities, schedules, and specific financing strategies should 6efinalized, In an effort to shepherd the Master Plan and implementation 'n�ecm through to completion an Implementation Oversight Committee mo6u up of the Master Plan steering committee and supplemented with additional City department and agencies representatives is essential for plan success, The Oversight Committee should: ~ Beformally appointed 6yCity Council ~ Receive support from City staff regarding necessary data and information nce6s, scheduling ofregular meetings and preparation of an annual report and briefing materials ~ Meet atregular intervals throughout the life ofthe Master Plan implementation to review and provide recommendations tothe City and Council on implementation progress ° Prepare an annual report and briefing to City Council The following is an outline of the three fundamental elements of an Oversight Committee. Committee Members T6cOversight Committee should include adiverse and representative group ofdowntown members including property and business owners, representatives ofdowntown business associations and advocacy groups, and City departments, agencies, and commissions. Oversight Committee members might berepresentatives of: ~ Downtown Business Improvement District ~ Downtown Redevelopment Agency * Downtown Business Association =' City Transportation, Planning and Public Works • Housing Authority and Parking Commission ~ Transit Agency • City Council and Planning Commission * Downtown Owner " Property Owner Committee Purpose The Oversight Comm kteeshou|6meet reBu|ar|ytoreview implementation progress, and identify opportunities for advancing implementation efforts - Tasks of the Oversight Committee should include: ~ Meeting Monthly m Keeping the Master Plan 'Alive and Breathing' • Tackling topics and components ofthe Master Plan, setting goals, finding community members toengage ingoals, advocating for 3oa/s, and creating committees to achieve goals • Seeing this plan through • Recognizing that City support isessential for plan success ~ Recognizing that accomplishments ufthe Master Plan are the result of community -wide effort Committee Annual Report The Oversight Committee should prepare anannual report, Anannual report and briefing to City Council identifies implementation progress and provides a basis for establishing partnerships and prioritization of City funds for implementation pnoJects-The annual report should include: �Anupdate onaccomplishments for the last year � An updated list ofMaster Plan accomplishments since the start of the plan mThe committee's immediate goals for the near future YAK|�4oDvvw1 Ovvm1,1xSTswp- Am | 43 Implementation of all identified projects should be initiated within five years of Yakima Downtown Master Plan adoption GYakima � Avenue Q) Downtown Parking Strategy Replare-fnent Parking Lot The streetsca e concepts and preliminary conceptual cost estimates should badeveloped concurrently with the development o[the Plaza des /gn,and a Request for Qualifications should be solicited by the City 44 |MpLsmsmr4T|om ^° Following Plan adoption aPublic Market Feasibility be initiated The plaza is a Game -Changer. Retail revitalization starts with the plaza. Appoint Plaza Oversight Committee Finalize Project Scope & Improvement Area Map Identify Plaza Management Structure Identify Operating Fund Requirements & Sources Prepare Construction Budget Estimate Plaza, $10 Mill- - 3 Blocks, $3 Mill Identify& Secure Construction & Operating Funds Prepare Request for Qualifications (RFO) Review Qualifications (Oversight Committee) Select Design Team Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents Bid Project Develop & Approve Construction Phasing Plan Construct Street Improvements Construct Plaza Improvements D01,,"v'rJ_CNN MAS ER F-L,�,N 45 'RETAIL MAIN STREET' The 'Retail Main Street' is the centerpiece for new retail development in the Downtown. Appoint Main Street Oversight Committee Finalize Project Scope & Improvement Area Map Prepare Construction Budget Estimate Identify & Secure Construction Funding 2) SELECT DESIGN TEAM Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Design Team 3) PREPARE CONTRACT DOCUMENTS Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents Bid Project 4) CONSTRUCT IMPROVEMENTS Develop & Approve Construction Phasing Plan Construct Street Improvements • PUBLIC MARKET The public market will serve as a retail anchor and Downtown visitor destination. Appoint Public Market Oversight Committee Secure Site Prepare Request for Qualifications (RFO) Review Qualifications (Oversight Committee) Select Consultant to Prepare Feasibility Study Review Consultant Recommendations Identify & Secure Construction & Operating Funds Prepare Request for Qualifications (RFO) Review Qualifications (Oversight Committee) Select Design Team Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents for Roadway Improvements Bid Project Develop & Approve Construction Phasing Plan Construct Improvements To Be Developed Consultant Fees @ 575,000 YA< I M�'_'k ',IVP 1,l -",STE -' P_�J'J 1 47 Y1 AVENUE Streetscape improvements, to calm traffic, will create a 'signature street'. Appoint Yakima Avenue Oversight Committee Finalize Project Scope & Improvement Area Map Prepare Construction Budget Estimate 16 Blocks @ $700,000 Per Block Identify & Secure Construction Funding Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Design Team }';P EPA CONTRACT DOCUMENTS 8 CONSULTANT Consultarr Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents Bid Project Develop & Approve Construction Phasing Plan Construct Street Improvements 48 1 DOWNTOWN PARKING STRATEGY The strategy will address short-term and long-term retail parking needs. Appoint Parking Oversight Committee Secure Replacement Parking Site West of Plaza 12 Identify Locations for Increasing Parking 4 Restripe and Make Improvements 12 Select Consultant Investigate Feasibility of New Entrance to Mall Parking Consultant Investigate Potential for Leasing Employee Parking Consultant Identify & Secure Construction & Operating Funds Select Design Team Prepare Contract Documents for Parking Structure Construct Retail Parking Structure Consultant Contractor 1921111111111161-M M r- YA< MA _)0'1"1'\J'0',,AjN An 11,0 HLA -l"! 1 49 A • - iTIM) Yakima Avenue traffic to alternative by-pass routes. Appoint Diversion Study Oversight Committee Finalize Feasibility Project Scope & Study Area Map Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Consultant to Prepare Feasibility Study Review Consultant Recommendations Identify & Secure Construction Funding Prepare Request for Qualifications (RFO) Review Qualifications (Oversight Committee) Select Design Team for Roadway Improvements Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents for Roadway Improvements Bid Project Develop & Approve Construction Phasing Plan Construct Improvements Consultant Fees @ $75,000 The Downtown Plan will be incorporated into the Comprehensive Plan. 52 Discretionary design guidelines supporting zoning ordinances wil' ensure Downtown projects are constructed as envisioned. Prepare Request for Qualifications (RFQ) Review Qualifications Select Consultant Prepare Draft Design Guidelines Review Design Guidelines Finalize Design Guidelines KrTTZ_M7T qI&-VPV_VZ a high-quality public realm is constructed. Develop Scope of Work Prepare Request for Qualifications (RFQ) Review Qualifications Select Consultant 3) PREPARE STREET STANDARDS 8 CONSULTANT C, Prepare Draft Street Standards Review Draft Street Standards Finalize Street Standards RETAIL STRATEGY The Retail Strategy* for Downtown Yakima is intended to build on Yakima's existing assets, nascent local business initiatives and events, and provide a unique and enjoyable retail experience not otherwise available in Yakima- Concerted effort therefore must be made by the City in stakeholder engagement, marketing, and developing City policies that incentivize and direct retail growth to the Downtown, as well as to identify funding and/or sponsorship opportunities. The following are recommended actions to be taken immediately by the City to encourage retail revitalization in the Downtown: • Set up a Retail Task Force to support the City's efforts in promoting and facilitating retail growth in the Downtown. • Embed the Retail Positioning Framework identified on the following page into the Downtown zoning ordinance and design guidelines to ensure a distinctive retail environment for the Downtown can be realized. • Establish policies and criteria that provide a framework for incentives for the establishment and revitalization of retail developments/ businesses within the Downtown, The City should seek to obtain the buy -in of such incentives from local banks to support incentives that involve no -interest loans for eligible businesses. Engageand encourage local landlords/real estate professionals to support retail incubation ideas through the offering of short-term and/or discounted lease terms, This can be facilitated through a Retail Task Force- *The complete Downtown Yakima Retail Market Study Report can be found in a separate Appendix to this document. ■ Facilitate the temporary use/lease of underutilized parking and other vacant lots within the study area for expansion of existing retail operations (esp F&B) that abut such lots. Publicize the Yakima Downtown Master Plan and proactively engage in specific marketing strategies aimed at key stakeholders/real estate professionals / investors / retailers to promote the Yakima Downtown Master Plan. This should include attendance by City officials at retail conferences or trade shows such as the annual Retail Convention (RECON) in Las Vegas, Identify potential sponsors / sponsorship opportunities to support the implementation of a key catalyst project, such as the expansion of Millennium Plaza Park YL�r, I MAI COVVIN-10�AIN VAS I EP, �!, A 55 The Retail Strategy for Downtown Yakima should beguided bYaretail zoning framework that identifies three specific retail zones within the Downtown' each with different retail characteristics and priorities' as follows: ~ Zone 1—should 6epositioned asalifestyle zone, and encourage activity generating uses and retail that fosters avibrant atmosphere - Retail focusshnu|6 beonfood and beverage, local products/retail businesses, convenience and entertainment and leisure, = Zone 2—iointended for retail uses that support tourist retail needs, with afocus onfood and beverage, convenience and comparison shopping, culture and arts, ~ Zone 3—isaless vibrant area intended for general retail needs that serve the Yakima popu|ation, such as housewares, interiors, furniture, lighting, electronics, DIY, grocery and other comparison goods. 2) Draft retail related zoning and design guidelines � ��me� =Zone Zone IM Zone � 4) Establish short-term and discounted leases for vacant or underutilized 1,11iiiijI jjj* -11 rowth in the Downtown. Cii shoul jjj officials attend retail ounferencemurtradeshowusuchostheannual Retail Convention (RECON) in Las Vegas 56 | /wpLsmpmTAr/om 3 City Planning Department 3 City Planning Department Ongoing once policies are City & Counci I in place Ongoing City & Council 6 City Intent The revitalization of Downtown is a multi-year task, and success is enhanced by a multi-year commitment of funding and incentive programs. There are many financing tools which will be available to downtown Yakima to implement the projects identified in the Yakima Downtown Master Plan. T6efoUmwing area list ufpossi6|efederal, state, and local fun6ingsources: Community Development Block Grants ([ll Federal |y-fundedthrough the Department ofHousing and Urban Development, this grant program provides funding for housing' infrastructure improvements, and economic development and mu/tue,ve the interests oflow and moderate -income populations. New Market Tax Credit Program (NMTQ This federal program is intended to attract private -sector investment into qualifying low-income communities to help finance community development projects, stimulate economic opportunity, and orate]obs. The program offers federal tax credits for making private investments in qualified Community Development Entities (CDEs), Federal Rehabilitation Tax Credits for Certified Historic Structures This program gives tax credits in which a portion of the renovation investment inanhistoric building iscredited back against federal income taxes, in exchange for certain federal (Department of Interior) renovation standards being followed - Low-income Housing Tax Credits (UHTQand HOME Investment Partnership Program This federal tax credits program created in1986under Section 42ofthe IRS code encourages the development ofaffordable multifamily rental houoing- Moving Ahead for Progress inthe 21st Century Act (MAP -21) Moving Ahead for Progress inthe 21st Century Act (MAP.2l) MAP-21is omilestone fortheU.S.economy and the Nation's surface transportation program, By transforming the policy and programmatic framework /o, investments to guide /he system's growth and development, MAP -21 creates a streamlined and performance -based surface transportation program and builds onmany o[the highway, transit, bike, and pedestrian programs and policies established in 1991 The Transportation Investment Generating Economic Recovery, mrT|GE0 Discretionary Grant program, provides aunique opportunity for the U,S, Department of Transportation to invest in road, rail, transit and port Projects that promise to achieve critical national objectives- Congress dedicated $1.5billion fo,T|GER|.$6OOmillion to,T|GERU.$526944million for FY 2011 and $500 million for the FY 2012 round o(UGER Grams to fund projects that have a significant impact on the Nation, a ncBipn or metropolitan area. EcomumicDeve|apment Administration- U.S Department of Commerce (Il The EDA provides funds for technical assistance, �|onning and the development ofprojects that result inthe creation o[new employment. Technical assistance grants usuaUymve,aSea6out$25'OUOand require o small cash match. Capital grants and revolving loan funds are available on a 50/50 matching basis and vary in size from hundreds of thousands Special Districts for Business Improvement, Parking & Other Infrastructure Neighborhood residents and downtown property owners can e|ecttulevy special. taxes on themselves fors ' pecial activities and capital improvements within an established special district- Business Improvement Districts' for example, can fund downtown revitalization acdvitieo, promotions' and events. Parking Districts can assist development efforts in locating parking facilities in a manner consistent with good community design and respectful of the historic streetscapc- Cities and Counties may also create special improvement districts to pay for projects with bond' repayment to6emade 6ythoadjoining landowners receiving the benefit of the improvement. General Obligation Bonds The sale of general obligation bonds can be used to Gnance specific public infrastructure and facilities improvements, A G.0 bond sale, subject tovoter approval, can provide the financing initially required for major projects. Road Improvement Districts R|Dacan beused uzfinance uwide range ofpu6|icimp,ovements^such as upgrading substandard residential streets. RIE)s involve the issuance of special assessment bonds with apledge mfrepayment 6ythe benefited property owners ordevelopers. The County can partially offset the cost ofR|Dsbfcontributing astaff person tnhelp organize and promote the R|Dsand 6ypaying some ofthe preliminary engineering design work for determining the types and cost ofimprovements needed- R|Dsa,etypicaUy not afunding source for general transportation improvements. Gas Tam Aportion ofgas tax receipts are allocated tocities and counties for street and road system maintenance and improvements, �� /mp�s�emTxr�om Real Estate Excise Tax 1 (REET 1)14 R[VVB2-46U1Oauthorizes cities and counties tolevy aquarter percent (0`J5%)excise tax onthe sale price ofreal estate, Cities and counties with apopulation cflOD0o,more that are planning under GMAmay spend these funds only on capital projects listed in the capital facilities plan element oftheir comprehensive plans - Real Estate Excise Tax 2(REET2)15 Cities and counties that are required to orchoose to plan under the Growth Management Act may levy asecond quarter percent <D.25YW excise tax on the sale price of real notate. In 2004. the Yakima City Council authorized the second quarter Real Estate ExciscTax-Thu City uses these funds for to purchase materials for crack filing and chip sealing local access streets. The revenues have also been used for street maintenance and repair purposes, aswell asother projects listed onthe Capital Facilities Plan. Property Tax Property tax funds 'he day-to-day operations of the City's street and traffic operations division. Programs may be mandated, provide for the ,safety of the dtizenm, or are good stewardship programs that protect the $250 million investment that the public has made to the existing transportation system, Local Option Fees and Taxes Establishment of the Local Option Vehicle License Fee for general transportation purposes could generate additional revenue tubeused for targeted areas such as the focused public investment areas, safety projects, pawing gravel roads, & alternative mode improvements. Alocal option fuel tax iaanother potenda|revenue source. Congressional Direct Appropriations State appropriation bills may include funding for particular local or state transportation projects. Downtown Development Incentives Fund Philanthropic support car provide asignificant one-time grants o,funds over asufficiently long period cftime tocapitalize financing for private investment through such means as: * Revolving loan fund offering interest rate write downs m Matching funds for contributions to downtown projects m Direct incentives for targeted retailers would provide a "negotiation fund" for target retailers or categories Washington Department ofTransportation 0mSDOT) The VVSUOT distributes a variety of federal funds and provides state matching funds requirements for o variety of auto. pedestrian, bicycle and rail infrastructure projects - Other Funding Types nojccts` Ot6erFundingTVpes Another method that may be available to Yakima for implementation of projects is to structure a range of public and private incentive, for downtown retail, business development, and affordable housing. These "indirect funding" mechanisms might typically include: w Granting bonus densities under the zoning code inexchange for provision of public amenity or benefit • Special permitting for uses such as sidewalk cafes to animate street life a Allowing sponsorships of public space programming to encourage pedestrian activity - Be|ow-mzke1,ateland sales m,ground leases Fast track approval processes [o,6owntownhousinSdeve|opment to lower developer costs while at the same time providing a benefit atlittle o,nocost tmthe city ° Be|ow-marketraiepu6|icbond financing to reduce the cost of capitol for designated development projects wProperty tax deferrals inexchange for provision ofpublic amenities Grants Both Yakima County and the City ufYakima actively seeks grant fun6sfmr capital projects- In the past, funding sources have included Transportation Improvement 8oanJ. Washington Traffic Safety Connmission, Hazard E|iminmtion, Freight Mobility, Congestion Management and Air Quality, Surface Transportation Pnogram, County Road Administration Board (CRAB),Urban Arterial Trust Account (UATA).Transportation Improvement Account (T|4). Bridge Replacement (BR), County Arterial Preservation Program (CAPP)' and Rural Arterial Program (RAP), Proportional Share Contributions Private developers have contributed funds toward capital projects based on a pro -rata share of new, site -generated traffic volumes as a share of the total project cost and total future traffic toward projects contained in the Six-YearTransportation Plan list. Rates are based on a formula that assesses a Proportionate share of the total project cost relative to the trip ,ate. Miscellaneous Local Revenue The City ofYakima receives local revenues from miscellaneous sources - These include mitigation payments and transfers offundsfrom other Rrvita!-!,,i-,g -A -menca � CitieS 11.49 Minimum Standards and Maintenance of Vacant Commercial Space in the Central Business District.. 11.49.010 Scope 11.49.020 Administration 11.49.025 Compliance with YMC 11.48 11„49.030 Definitions 11.49.040 General minimum maintenance requirements 11.49.050 Vacant commercial space registration 11.49,060 Window displays for commercial spaces not occupied for thirty days 11.49.070 Fees for vacant commercial space registration 11.49.080 Exemptions 11.49.090 Delinquent registration fees—Collection 11.49.100 Duty to amend registration statement 11.49.110 Inspections 11.49.120 Enforcement 11.49.130 Annual Report 11.49.010 Scope. The provisions of this chapter apply; to all structures in the Central Business District, unless otherwise stated. All responsible persons shall comply with the requirements of this chapter. 11.49.020 Administration This chapter will be administered by the code administration manager or their designee, who may adopt administrative rules and regulations consistent with its terms. The codes administration manager (and their designee), code inspectors, or code compliance officers are authorized to enforce this chapter. 11.49.025 Compliance with YMC 11.48 All buildings subject to this chapter shall also comply with the requirements of Yakima Municipal Code section 11,48 as now exists or is hereafter amended, 11.29.03Q Definitions For purposes of this chapter: "Central business district” means the central business district, or CBD, zone in the city of Yakima as definedby the Yakima Urban Area Zoning Ordinance, Title 15 YMC. "City" means the city of Yakima, its officers, employees and agents. "Commercial space" means any portion of a structure in the central business district zone that is not intended for residential use. Each distinct space in multi -unit building is considered a separate commercial space for purposes of this chapter, "Occupied" means a permitted nonresidential use physically located and lawfully operating in the space for at least three consecutive months. "Responsible person" means any person, firm, association, corporation or any agent thereof, owning, leasing, renting or having lawful possession of a structure in the central business district. "Vacant commercial space" means any portion of a street -level commercial space that, on or after January 1, 2020, is not occupied and has not been occupied during the preceding ninety days. 11.49.040 General minimum maintenance requirements. All responsible persons shall perform the following with respect to each structure they own, lease, rent or lawfully possess: a. Maintain all exterior surfaces, including, but not limited to doors, windows, door and window frames, cornices, porches, trim, balconies, decks, and fences, in good condition. b. Protect exterior wood surfaces, other than decay -resistant woods, from the element sand decay with paint or other protective covering or treatment, If protection of the surface is compromised, restore adequate protection within fourteen calendar days or other time period approved in advance by the code administration manager; for example, remove peeling, flaking or chipped paint and repaint the compromised surface. c. Cause all siding and masonry joints and joints between the building envelope and the perimeter of windows, doors, and skylights to be weather -resistant and watertight. d. Coat all metal surfaces subject to rust or corrosion, except those designed to be stabilized by oxidation, to inhibit rust or corrosion, after first stabilizing any existing rust and corrosion. Remove oxidation stains from exterior surfaces, e. Maintain all exterior walls free from dirt, grime, holes,, breaks, graffiti, and loose or decaying materials. Weatherproof and properly coat the surface of all exterior walls when required to prevent deterioration. f. Maintain the roof and flashing of all structures so that they are sound, tight, free of defects, do not attract pests or create a public nuisance. Maintain adequate roof drainage, maintain roof drains, gutters, and downspouts in good repair and free from obstructions. 11.49.050 Vacant commercial space registration" a. At least one responsible` person for each vacant commercial space must register that space with the city within ten (10) calendar days of the date the space becomes vacant, as that term is defined in Section 1149.030. b. A space will considered to be registered on the date the city receives, on a form provided by, the code administration manager and properly completed and signed by a responsiole;person, the following information: 1. The street address and parcel number of the vacant commercial space; 2 The name, address, daytime and evening telephone numbers of each responsible person for the vacant commercial space, including, but not limited to the owner and tenant; 3. The period of time the vacant commercial space is expected to remain vacant; and 4. Any other information requested by the code administration manager for the administration of this chapter. c. A responsible person must renew the registration for each vacant commercial space on or before January 1" of each year that the space remains vacant. A responsible person must submit the renewal application to the city on forms provided by the code administration manager., Cl. Upon satisfactory proof to the code administration manager that the vacant commercial space is occupied as defined in Section 11.49,030, the vacant commercial space will be unregistered. Proof of physical occupation may include, but is not limited to, usable furniture, office equipment, retail inventory or other equipment and inventory in the space that are consistent with the unit's intended use, and persons regularly present at and using the space for its intended use. Proof of physical occupancy must also include documentation, which may include, but is not limited to, a current executed lease agreement, paid utility receipts reflecting payments for three consecutive months from the month the space is occupied, or valid state and local business licenses, federal income tax or business and occupation tax statements indicating the subject space is the official business address of the person or business claiming occupancy. e. The determination of the number of vacant commercial spaces a structure contains will be at the reasonable discretion of the code administration manager, who may take into account the number of unique spaces within a structure, the number of tax assessor parcel numbers associated with the structure, or the previous use of the structure. 11.49.060 Window displays for commercial spaces not occupied for thirty days When commercial space is unoccupied for more than thirty days, a responsible person must take steps to avoid adverse impacts on the neighborhood and create an attractive streetscape by applying at least one of the following measures to all ground floor windows that face sidewalks, streets, or public open space: a. Paint windows with visually appealing scenes depicting or suggesting business or cultural activities; b. Display works of art or provide other displays of cultural or educational value, using background panels or other methods to screen views from the street of the unoccupied space; or c. Other measures consistent with these examples approved by the code 11.49.070 Fee for vacant commercial space registratioril_ a. At least one responsible person shall pay an annual registration fee of Five Hundred Dollars ($500.00) for each vacant commercial space in the central business district at the time the space is registered and on January 15' of each year that the space remains vacant. b The fee is intended to defray the costs of administering this section, and may be amended by the City Council to meet the costs. 11.49.080 lExem ptiono a. The fee required in section 11.49.070 shall not be required if the following conditions are met: 1. The space meets all applicable codes and regulations that apply to a permitted nonresidential use, and the responsible person is actively attempting to sell, lease, or rent the property (which is evidenced, in part, by appropriate signage at the space visible to the public); and 2. The space complies with section 11,49,060; and Commented 57 ]: As you can see, the fee is related to the actions necessary to betaken by the City -those include setting up and maintaining the database, monitoring of the database, collection activities, and code enforcement officers/manager time associated with the registry and enforcement of the registry (including, but not limited to inspections)'. Commented 521: Exemptions could result in either no W fee or a reduced fee for registration. To determine which may be more effective, the Committee should evaluate the priorities/goals of the ordinance. Other options could include a reduced registration fee for those properties who meet the requirements in this section rather than a fee waiver. More discussion on this will be provided at the meeting. 3. There are no nuisance activities on the property; and 4. The sidewalks are consistently cleaned and cleared of debris, snow, leaves and garbage. b. The fee required in section 11.49.070 shall not be required if the space is the subject of a current, valid building permit for repair or rehabilitation and the responsible person provides proof, such as receipts, invoices or executed contracts, that the repair or rehabilitation is proceeding without significant delay. c. The fee required in section 11,49,070 shall not be required if the space is located on property which is the subject of a land use application for redevelopment for which approval has been granted, but building permits have yet to be issued. d. Even if the vacant commercial space is exempt from payment of the fee outlined in section 11.49.070, the responsible person shall register the vacant commercial space with the city pursuant to section 11.49050. 1149.090 Delinquent registration If a responsible person fails to pay the registration fee by the due date, the city is authorized to take action to collect the registration fee, including, but not limited to, enforcement as provided by section 11.49.120, filing civil actions or turning the matter over to collection, in which case costs incurred by the city as a result of the collection process will be assessed to the responsible person or responsible persons in addition to the registration fee. 11.49.100 Duty to amend registration statement. Responsible persons for any registered vacant commercial space shall advise the building official, in writing, of any changes to the information on the, registration form within thirty days of the occurrence of the change. 11.49.110 Inspections. In addition to inspection rights pursuant to Yakima Municipal Code Section 11.48, the code administration manager and their designees, code enforcement officers, building inspectors, or any combination thereof, are authorized to conduct inspections to enforce the provisions of this chapter. 11,49120 Enforcement. a.. Enforcement of the provisions of this chapter will be performed in accordance with Chapter 11.10. b, No responsible person may violate or fail to comply with any provisions of this chapter. Each responsible person commits a separate offense for each and every day they commit, continue or permit a violation of any provision of this chapter. c. All responsible persons for a commercial space are jointly and severally responsible with respect to that commercial space for compliance with the provisions of this chapter and or any payments that they may be required to make to the city under this chapter. If the commercial space is subject to a lease, the city shall have discretion to determine whether to enforce this chapter against a commercial space owner, the tenant, or both of them, but the city shall consider in this determination whether the lease provides that the compliance with this chapter is the responsibility of the commercial space owner or the tenant. 11.49.120 Annual report, The code administration manager will make a report once each year, if requested by the City Council, on the status of the vacant commercial space registration program. If no request is made by the City Council, the code administration manager will draft a summary report of the program for the City Manager on or before June 301h of every odd year on the status of the vacant commercial space registration program.