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10/21/2013 03 Distributed - Downtown Yakima Retail Plan Workshop
DOWNTOWN YAKIMA RETAIL PLAN WORKSHOP :! YAKIMA CITY COUNCIL � 21 OCTOBER 2014 !_ Thomas Consultants October 2013 WORKSHOP AGENDA !DOWNTOWN — OVERVIEW OF RETAIL ANALYSIS . ,... \ ...; . ` -ES; - t Organically grown. Everyday unisue. 2 STRATEGY OVERVIEW `�`, ,. , - rig!! :.*„.-,-77.7, e h.t j 3 IMPLEMENTING THE STRATEGIES ', '` �''. F s ��„ CAR _.,„ < 4, --. .I. // [ ill■ M. 4 %4 , , ../N,, -, , ! r — _ _ _ W r,: 0 r a ° y - - i t s.. 1 I � r : - _ +r- i ti ail: t - w I ' fie'r, 0-7,, 1` _ "fir„, -G r, •.i+:�- !! , .,. \ k. IV 44: 7 ' t %:, , ' _ .... t 11111111 11111111 .. ::: v ' 1) ;gi ., 2 I OVERVIEW OF RETAIL ANALYSIS ` *)[-,... Camp r + By 2015* the trade area population is expected to F,1,1-; 1 reach almost 206, 000. _ Gnkp ■ + The PTA, where the most frequent business is anticipated, is predicted to grow in population to 90,622 in 2015. Recent retail additions to Yakima, such as a new _ _ _ Walmart in the southwest of the city, as well as Cabelas and JC Penney in Union Gap indicate that ' _ Cr • • � y p � / N • there is still positive retail demand in Yakima. , , Gigot 4 t I 4 , , . , , , A proactive approach by the City needs to be ; ; Iv Site ' taken to t to capture some of this continued PTA try p 1 ► I Air., retail demand, that is otherwise by- passing the 1 % ` °, / ' STA Downtown. % . . ® ./ /c) Qmi o .� ` . . i Mali pn i . . . / ■ ■ Jpp it ■ 2b� ` , _ , -' Fort r / State P SunnysIde ■ / ■ I ■ ■ . ti Grandvne' 7/Tmas 3 I OVERVIEW OF RETAIL ANALYSIS Tour Trends i n Yak --... 4- .,__ - + Statew tour i s the fourth b i ndustry - _„� �' accounting for $16.4 b spending in 2011. �' :{ -. �` ` ■ T� y _, r.. ':tom . "' i1 + $354.4 m i s spent annually by v to Yak _ _ ' count , su orti n 3, 580 local j obs. ,� '� / t x _ , .,. \ . . K `3y }_ j y pp g J ,,/ [/ / � lyJr/ t `.' w fi ,s + W product i s a key i ndustry w over 80 w 1- ' ; � .� A _ � . = � � in Yakima Valley and 16 acres of vineyards 0 -," , : + . ', '7:'\,„ -_ -- producing award winning wines. Wine production • V.,,,z,,,„14 : w., - . . • . 14 Yakima is actin as a catalyst for tourism within the r ` 4' i r-„ ��� `' g y t , ti .. 3 r, Ills 1 i I ` II Yakima region. t '` r p l� I I I i l l 1 1 I I + Conferences are another i mportant source of _ a - *--- • - r • r visitation, w over 125 people hosted i n 2012. --. , ; , a ��, . + Da rate room occupancy in Yakima averaged at 52% * - - M with an average stay of 2.5 nights. _,: v. iI - C�fI�-, i .ku ' - i y'y; , . — 7 - ® \ I i t l l l l l la. , milli - , r. ". ±` , 1 , 4 V • \ .' '- c 1/, (IP . .,-. ,- i f At .i. I 4 .. �•4r" � - 0, a • � A � . .. I f , ' , t _ '' •I ,_, - 7/Tinas 4 I OVERVIEW OF RETAIL ANALYSIS .. ; ; . - :....: • . i - I 1- Ilk if° 4r ,„ 11 .• AN kg • + . • t ...°N. • __ _ rj ... . • F . ., 1 , 1 T i - J ili 1N- . Existing Retail in DT -- . ,- ik. ��i! �- , •. r { _ ,.. y . � r • Yakima ._ ` � , 1' ; - # -- it ." , �' ` " �� *1.- _ _. I ' 4 '. . ' a 44 , I . i lit . 4 ..... • ... _ r — — * �_ - - - - Lc ccntra • . • ' " p ' I % l' - 7 ' l i -',. ''. . -2 .7 - . Irri 11. i 4... 1 , .0 °°° i k ‘ c\ h *3 1 ' ' l A ... ' 1111 %,,,,„„ i - -- ‘-‘ 0 1 4 C_2 -,-- .4 A Antique/ Homeware I ■ • G 7+' _ o / \\ S k\ 14 ...../ 0 : . - 4 111," II L Concentration 1114 0 ` II, !. ... I/ r SO. It \ °C 0 o . °I. , Ill IV P SO. 4.1 cA IC:: 111 t I 1"C. O. ♦ roof, 1. II ,� 46 ,� iii % i s r�; t ..............,.. •• 1 ; f .. •.,• \ -. Retail Category • `' ;� ' M ixed Use : ., ip � ' ,' ,. - C • . . Comparison op ik it. ~ • i ' 1 , ¶ t 41. %, • Convenience - N ` � s ,, +! i . . . ' -+ ik !0.� $ ;,. 0 w " , ..O'' ` a Food & Beverage y 1 1 1 Services _ - ,fir- Il k *>r _ -� - Entertainment 7/mas Amplirp•-•mr- . OVERVIEW OF RETAIL • ANALYSIS 11 - " — * ,� ir ice' T� -r 1 . • :" ^ r .r-- II /.w - i_ I �� , F� *' x z Al i _ 3 ►., kkk Y r t . ■ - - ..•• "_ ���aa_3� - �� II II �� 11 I� , q err 4. Core Area - -� _M — - ;► _ r — --------- - � _ .. t ,r - ! - F .: C 9i7 t ° .o �. I & __ + The most vibrant area of 0 Yakima Train Depot +'Q JEM B. .� ►. ��.rr itol Theater - federal Bulk' ' ' • - s . �- C- ~ ' -� � ; "r; the Downtown for a variety ilk of reasons .„ !PA N T - _ '� -4-1 • - \ i� St . �.. „ ii,•. I � - I %. . 1.4 — Center of employment, It. .- I _,.,-:. , . _. fi - ' - ' • . ,,,- -... %.,."... \,\ wsk : _ ,o: • . — Concentration of • z r -. • -' - _. .�,:... . le% . ' '1 ° 10- la heritage buildings that ,...,\ low.", ...s so • �' ' j t give the town its distinct ,� Q_ c\ - - . ... �` s • character .. •k - 111.411 4 i • �, © , , , • • . 1 a , �► � S^ r _ i .O . • Q – l w '' � \ • � y . 3. —Focal point for a variety r � - 11 — . . I � , ,01.111.. _ - -. 4 V ........ of events. 4 � .. ... .11, . ‘ , _, 4110kk- , , . , , , I s lit, ' High concentration of , o• ! r T i _ ; , .. � . �0 t ilt,. � , �; III food and beverage la- _ 4 - # 1i , _ � '" — ._. g — Location of civic facilities A LL I A It 4 st 1 , V • I t .. , I 11 1111 I ' I ill O 1 j Till i - , . ' ' ' ,..- " I _ , 0 Historic Front Strr'i 0 Dragon nn Garage D Larson : , = �� — nnium P .z. 7/mas 6 . , : '— \ r Y • Ii7 OVERVIEW C F RETA ° =• �' , • • ANALYSIS 1 �_ , .. - ,._ _ % .ii t f ,- • • r ; . �� J ` ` ` t ` T . . 7.- A Food and Beverage ��` t > >�� " n � ;, -\ ,_ •t ___ , ,.......... _ .... ; . . . + A vibrant food & bevera e 4 �� lir* • 4 L G R I L L> . w .,1 g ° A' fEN J B ARREL HOUSE Q'nC GI, district catering to a variety ' . F _ W �-- , �� '� � ;� •, ARTISAN BAKERY e ■ of different tastes and CAROUSEL -r- f #` and CHOCOLATERIE `� Re staurant & Blstro �' ! _� . , ! ` We 1 b - -- _ r, : . . g tic y . \ '\ 1 1 , liii 4 • • .. • • + � " ��� fAfr V101 . Independent businesses • • - , � \� . ; IS is Yakima a unique _ _� +�� - �. . - % local identity u. `gorIC e � . .. . 1 . . . . - a \, - ♦ �. • � ` � - - • - (. t I TALIAN RESTAURANT T' 1 F 1 • • .r.. I .\ + ire % \ -X vi . \ _ 1 \ k At cafe melange % \ ` Ill m . , • •= _ ,, A '.�1 Since /913 • GILBERT 7. �y . , . I , � � RE �• C E L L A R S ; ¼afla -.- _ • 4 - r, 1 Il r y \ \ .. i'� NO - g. v . A METROPOLITAN KITCHEN' AND LOUNG •s- - 1 - • - IFS a r� - - - . •� ` a •,. ■ , S. -__ ... . VII.* \ . •,. y.alb- t te . ,, • , . —lc - .. %, _._. A.lt 4- ......:, ,. 2 -lik - . .- ...., ,,...\. ' Ik:;.:' ‘A . _ ....:Iiiii•or.:,.1...,..,.j.....;...4, \'‘. Y. : ‘ .' ‘ 'C 7 _......' :1- \ II • . , . IN 4 0.iir8 \ .i• 1 S l ' 1 t ' ''' .' \ .. 1.• .1 160 A _ my ,... .. , . l ik \ Cli'lliar%.‘. _ . Xonzas 7 I OVERVIEW OF RETAIL ANALYSIS Growing Local Identity + Clothing: — Garden Dance- Womenswear — Rain Dance- Menswear z• , -- C W — Lin Paul's- Occasion wear - , Browse -- , le Buy Y ' : - ` � �niou�36cout 41 — YakCity- Menswear t . T i; . A ' y _ 1 _ _ e — Fashionforless- Womenswear I , �� ; . '. A. t �� rt '� `�� { ,{ n 4 t ,� 4 '�{ y r 11. .‘ s— o 1 - - -_. �S'� 3� - = s x Vii. -,- r l ��I 1� . is 1 Specialty: = _ _ - , r :_. .� � �_ " `S AS. , + _ — The Little Soap Maker- 1 t ��: ■ 4'� C osmetics K,, �; ;�� , , fi �,_ _____ � _ Bella Fiore- Florist r ' r or' _� — Garden Girl- Florist — Anytime Fitness- Gym — 24/7 PC- Electronics _ — The Beer Shoppe- Alcohol — Stems- Alcohol _ -_ = = — Yakima Sun lass Acce ssories 1 T -_ - I g _ t -� — De�a Vu -Anti ues - � �' _ � � J q I NE .. ., — Browse 'n' Buy- Antiques Bel. iore . - -- - -L -web Pieces of the Past- Antiques I.( L_ Bella . _ _ � yl- r . ... ' . ,, ,- J. lor ' I �a(�e�tad(e5 — Inland Lighting- Home �e�e=s,�e,_; _ 'U II 4211ISIM BM Furnishings . wine ` - • -r le - R - < �j�I g ti " - - -• _ ° ' r ,, ice. 'F . — Fossen's Home & Hearth- Home --� -- ow Improvement _ 7/Tmas 8 4 , -----i 1 I OVERVIEW OF RETAIL ANALYSIS N. -4, ' _ t a Major Competitive Centers - - ∎. - 1 Gateway Center _ _ • ' - - p avenue sle, ' TARGET LOTS._ + The majorit of Yakima TARGET J y , existing retail supply is made 4 _ , . up of malls, power centers nv ,_ - � I x _ _ . - - % _ , y ._„: and neighbourhood strip ` s - • t t 1' ''' % ■It Westpark cent] ,rem HOPKO' centers. S Waoreervl. i / I k • Walmart I I / 1 I Regional Mall • I i ; .,... AID — �+"l` / - � , RITE - Yakima Valle Mall RITE I , I Yakma ` .% ', w ;1 Valley AID � ■ 1 ml • - ‘,� Power Centers .. % ` . ‘ ' 1 # y I Nob Hill I . " - ' - Yakima Valley Mall Plaza & Plaz ` ` \ 1 ' Washington Plaza ,.../...., • Q \ • , ..�.�.�._, , . mil Wart, - Gateway Center k N .ICE I \ !� �� I !9 RITE PiikAART T W Nob Hill Blvd &S64t St s Q g = AID Neighborhood Centers d, -.,� Office DEPOT a Walmart Wa,4g4reeaa • - Westpark Center Yakima Valley Mall Plaza & SHOPKO Ln W E'S' „� u� µy z��,, ��,� 5 ml Washington Plaza ROSS - Nob Hill Plaza w.w...�,� • �� I II1I ' I ' ' 1 im iol Iti o J�p � � T.�.mCDC BE �zess ENE. PJZ LcsS - Walmart W Nob Hill Blvd & -. e e‘ozl OLD NAVY tj,�P S 64th St Valley Mall I Cogrco 1 sears _WHOLESALE KOH ES * Macy expect great things 7Kmas .s I OVERVIEW OF RETAIL ANALYSIS t. ___} Major Competitive Centers *N, , (Grocery) . �_ FredMeyer - - - _ 41. ‘,2•/ 4emommilimmemir -\ + Clearly, supermarkets and ♦' r •, grocery stores are „, s�x . _ _ _. , currently under %. - -- - — '- �N represented in and around ♦ ,max' ♦ t. t � SAFEWAY(� �� • ` IN, \ the study area. Albertso ns + Terrace Heights, a suburb —0 1 1 just to the east of I SAFEWAY(0 1 rakma +Ir""y .ay.a(M 0o :I Downtown Yakima and ; 1 MIN t ' \\, � \' with a p o p ulation of 7 000 a ..♦' /\ . � does not currently have a ROSAUERS m , SUPERMARKETS - • i supermarket, providing an . � �.�... , I ,�„, opportunity for this sort of – , convenience to be located ' ' X 01 mop ”. nearby, and perhaps in _ ( Alberrsons SAFEWAY(� ' - _ sAFEWAY�� Downtown Yakima. �� 5mi ,‘ \I -- L.._, , i n i M 7Kmas I OVERVIEW OF RETAIL ANALYSIS '.' .,__} Summary of Competitive Implications for Downtown -. L } Yakima F + Yakima is dominated by big box stores and chore - oriented ji r G'L L A R 5 Rh'. retail :/ ' / - ` �� a �1 111 L l�.l �� � ► f': ' ' * 11111. I .J 11 11HII; + There is very little in the way of lifestyle or `experience' retail which presents a strong opportunity for Downtown Yakima. - + Despite the evidence of high vacancy in the Downtown _ -Yr _ -- ,' _- currently, and in some local centers (eg. Gateway Plaza), there ;, i f 1 I\ are a number of new retail players coming to the market. � 0 �, �; f . �...r� � frJ s : + The key point of difference for Downtown Yakima is its f„ ., interesting built heritage, increasingly pleasant and landscaped �'- .� * � I' - environment, and concentration of food and beverage that add = h y : „� tai 1 ' r to the identity, dynamism and experience for retail. - �� �f w 1 ' W.- + There is currently l convenience retail such as a y �. - Y . . : . 1 . supermarket in the heart of Downtown Yakima. Filling this void, 1,". ., r f, ' r 1E ' a� `.� r � r es especially once new residential opportunities are provided in '"''" -: _ - �'+� ``" {� =~ �—! p y pp p � ( pm - ,_,_... _ ss '.. z the Downtown, would make downtown living more attractive A " - and hel to create a more vibrant downtown. . 4m,= ,,,, S� p ' r Pr', •'� .. : y ,^, 0. ' ,a{' w 9' - _ btt!-__ It ..4.4. 1 4::,:i. feil...-=. ,..,.0: ..1,,, 7/mas I OVERVIEW OF RETAIL ANALYSIS Project Positioning + Retail is more than just going out to shop to buy something. It is about going out TO DO something. People do not just shop to "get stuff ", but rather go out, to be in public, to enjoy, to be entertained. + More and more people expect these destinations to deliver Unique and Interesting unique and memorable experiences, and as such retail Shopping and destinations like Downtown Yakima must offer a range of Convenience things to do and see. Successful retail destinations completely ingrain themselves into the community, and have become the focal point of cities and communities. Entertainment & Distinctive Food The necessary ingredients to create a distinctive retail Leisure & Beverage experience with a unique point of difference include not only traditional retail such as shopping and food and beverage, but also must include a good component mix of tenants of a non - retail nature that include entertainment and leisure. Such non - retail uses are equally important in contributing to the positioning and competitiveness of the retail environment and experience in Downtown Yakima. Xomas 12 I OVERVIEW OF RETAIL ANALYSIS Demand: Methodology Residential Population Tourism The diagram to the right outlines the steps in calculating retail demand: Tabulate the population by market segment. STA Determine the retail spend by category for each segment. Calculate the total annual retail market expenditure for the demographic by merchandise category and segment. 2 Retail Spending Visitor Spending Utilize a series of expected market capture rates based on market study findings, current sales, and market penetration model. Trade Area Expenditures 4 Capture Rate % 5. Calculate total retail sales estimates based on market capture (by Merchandise Category) rates in each scenario. 0 Total Retail Sales Estimates Identify on -site floorspace productivity by merchandise category based on local market comparables analysis. 6 Supportable Floorspace in PTA & STA Determine optimal retail program allocation. Supportable Floorspace in Downtown Yakima 7/Tmas 13 � 5 I OVERVIEW OF RETAIL ANALYSIS � Demand: Trade Area Delineation campground Fil : ±1-. 1 + Key parameters for determining trade area o boundaries include: - ° e, -1 �' 0 1. Anticipated retail project and function; 2. Context of site in relation to direct retail - M , � `.. • competition; , . .� : , 3. Road and transportation networks which ,' _ - .... `. affect site access and drive time; / • ` 4. Natural and human constructed barriers; ' ' ` ` • i i ∎ ♦ X I R 5. Consumer expenditure habits; ► / � ' , , 6. The impact of future residential, commercial 1 I I „ ,+ s ' r PTA and retail development. , ► , ,,,, ' STA + The expected trade area draw is as follows: % R ® . ' , �. p . . Umi o,. Primary Trade Area - Within a ten minute drive of `. `. ..... _ _ _ ='°"° ' . . C „ the study area, encompasses all of Downtown `. M a;' / Yakima, Union Gap, Terrace Heights, Selah 2b i - . �° " Secondary Trade Area- Within a 30 minute drive State P•■ 5un,de of the study area including Ellensburg, Wapato, m Toppenish. Gnndvievi 7/Tinas 14 I OVERVIEW OF RETAIL ANALYSIS :::,:: Demand: Incremental Floorspace in Yakima + The incremental new retail demand is the estimated yearly increase in supportable retail floor space, based on estimated increases in retail spending per capita and population growth. + For example between 2014 and 2015, the supportable floor space throughout the PTA and STA is estimated to increase by 212,110 sgft, with similar increases anticipated each year. + Currently, this annual retail floor space demand is not being directed into downtown Yakima. Instead, new major retail developments such as Washington Plaza (Cabelas, JC Penney), or the recently opened Walmart in West Valley, illustrate that much of this growth is occurring in peripheral areas. As a result, man • ro • erties within downtown Yakima have remained vacant. Incremental New Retail Demand 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Retail Categories Convenience 58,069 58,974 59,882 60,812 61,756 62,716 63,693 64,683 65,688 66,721 67,757 Groceries & Housekeeping Products 13,946 14,072 14,196 14,322 14,447 14,573 14,705 14,836 14,966 15,100 15,233 Pharmacy 7,772 7,903 8,038 8,176 8,315 8,459 8,600 8,748 8,897 9,049 9,203 Alcohol & Tobacco 4,201 4,258 4,308 4,366 4,421 4,477 4,534 4,591 4,651 4,708 4,772 Services 32,151 32,741 33,340 33,949 34,573 35,206 35,855 36,509 37,173 37,864 38,549 Comparison 120,567 125,730 131,133 136,859 142,879 149,245 155,958 163,035 170,526 178,433 186,795 Apparel 28,262 29,065 29,895 30,738 31,615 32,510 33,431 34,377 35,354 36,348 37,380 Footwear, Luggage & Fashion Accessones 5,763 5,916 6,078 6,244 6,415 6,594 6,770 6,954 7,148 7,338 7,542 Cosmetics, Health, Bath & Beauty 3,371 3,449 3,520 3,601 3,680 3,756 3,842 3,922 4,011 4,098 4,187 Jewelry, Watches & Accessones 3,280 3,393 3,503 3,624 3,745 3,866 3,999 4,132 4,266 4,412 4,559 Electronics & Appliances 30,185 32,377 34,719 37,234 39,928 42,821 45,913 49,235 52,791 56,603 60,689 Multimedia, Books & Music 8,570 8,814 9,058 9,320 9,584 9,856 10,134 10,421 10,715 11,018 11,329 Home Furnishings & Accessories 11,969 12,246 12,529 12,822 13,114 13,420 13,729 14,045 14,368 14,698 15,036 Home Improvement 7,101 7,257 7,415 7,578 7,743 7,913 8,086 8,263 8,444 8,629 8,817 Toys, Hobbies & Pets 9,081 9,301 9,509 9,727 9,951 10,179 10,418 10,651 10,895 11,149 11,399 Sporting & Recreational Goods 12,984 13,912 14,906 15,971 17,105 18,330 19,637 21,036 22,534 24,139 25,856 Food & Beverage 12,213 12,404 12,600 12,799 13,002 13,208 13,418 13,629 13,845 14,065 14,289 Casual / Grab & Go Food 6,857 6,964 7,071 7,182 7,293 7,405 7,520 7,638 7,754 7,878 8,000 Full Service Restaurants 5,356 5,440 5,529 5,617 5,709 5,803 5,897 5,991 6,091 6,187 6,289 Entertainment & Leisure 14,609 15,001 15,393 15,804 16,220 16,650 17,095 17,546 18,003 18,472 18,964 Entertainment 3,925 4,019 4,133 4,231 4,341 4,444 4,568 4,677 4,797 4,919 5,045 Leisure 10,684 10_982 11,260 11,572 11,878 12,205 12,527 12,869 13,206 13,552 13,919 Total Floor Space 205,458 212,110 219,008 226,273 233,857 241,818 250,164 258,893 268,062 277,691 287,805 *Based on Neilson 2013 Estimates and Projections 7/Tinas 15 I OVERVIEW OF RETAIL ANALYSIS Demand: Directing Growth Downtown + For the Downtown retail plan to be successful, a conscious effort must be made by the City (through policies incentives, capital projects, or otherwise) to direct retail growth into the Downtown. The below scenario assumes that 25% of total new growth (Aggregate New Demand) is directed into Downtown Yakima. This 25% estimate is considered a realistic target given Yakima's current urban / suburban retail divide. Certain retail categories, like cafes and restaurants, more naturally gravitate to Downtown locations. As a result, some tenant types will see higher than 25% of overall growth in the Downtown (food & beverage, entertainment), while others will likely have a lower percentage of growth (consumer electronics). PHASEI PHASE II PHASE III 2 5 % of Growth (average) Directed to Downtown 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 Retail Categories Convenience - - 26,620 53,240 79,860 106,480 133,100 153,300 173,700 194,200 215,100 Groceries & Housekeeping Products - - 10,720 21,440 32,160 42,880 53,600 61,600 69,600 77,600 85,800 Pharmacy - - 3,120 6,240 9,360 12,480 15,600 18,000 20,400 22,800 25,300 Alcohol & Tobacco - - 2,220 4,440 6,660 8,880 11,100 12,800 14,500 16,200 17,900 Services - - 10,560 21,120 31,680 42,240 52,800 60,900 69,200 77,600 86,100 Comparison 14,850 30,400 53,660 76,920 100,180 123,440 146,700 170,800 195,800 221,600 248,700 Apparel 4,100 8,400 14,600 20,800 27,000 33,200 39,400 45,700 52,200 58,900 65,700 Footwear, Luggage & Fashion Accessories 900 1,800 3,140 4,480 5,820 7,160 8,500 9,800 11,200 12,600 14,100 Cosmetics, Health, Bath & Beauty 650 1,300 2,240 3,180 4,120 5,060 6,000 7,000 7,900 8,900 9,900 Jewelry, Watches & Accessories 400 800 1,400 2,000 2,600 3,200 3,800 4,400 5,000 5,700 6,400 Electronics & Appliances 1,800 3,800 7,340 10,880 14,420 17,960 21,500 25,500 29,800 34,400 39,400 Multimedia, Books & Music 1,250 2,600 4,480 6,360 8,240 10,120 12,000 13,900 15,900 17,900 20,000 Home Furnishings & Accessones 2,150 4,400 7,560 10,720 13,880 17,040 20,200 23,400 26,600 29,900 33,300 Home Improvement 1,150 2,300 3,960 5,620 7,280 8,940 10,600 12,200 13,900 15,600 17,400 Toys, Hobbies & Pets 1,650 3,300 5,680 8,060 10,440 12,820 15,200 17,600 20,100 22,500 25,100 Sporting & Recreational Goods 800 1,700 3,260 4,820 6,380 7,940 9,500 11,300 13,200 15,200 17,400 Food & Beverage 17,950 36,400 39,860 43,320 46,780 50,240 53,700 62,000 70,300 78,700 87,200 Casual / Grab & Go Food 10,450 21,200 23,200 25,200 27,200 29,200 31,200 36,000 40,800 45,700 50,600 Full Service Restaurants 7,500 15,200 16,660 18,120 19,580 21,040 22,500 26,000 29,500 33,000 36,600 Entertainment & Leisure 18,000 36,300 40,080 43,860 47,640 51,420 55,200 64,000 72,900 82,200 91,600 Entertainment 6,600 13,300 13,720 14,140 14,560 14,980 15,400 17,800 20,300 22,900 25,500 Leisure 11,400 23,000 26,360 29,720 33,080 36,440 39,800 46,200 52,600 59,300 66,100 Total Floor Space 50,800 103,100 160,220 217,340 274,460 331,580 388,700 450,100 512,700 576,700 642,600 7/Tinas 16 2. STRATEGIC OVERVIEW „. The Retail Strategy for Downtown Yakima should be guided by a retail zoning framework that identifies 3 specific retail zones within the Downtown, each with different retail characteristics and priorities, as follows: ' - t Zone 1 should be positioned as a lifestyle zone, and • . encourage activity n r i h I . �,. � � .,_ � ,4, e cou age act ty uses a d eta that ;li -i '7,t4---z- . '�; ` ` 1 � � ,'• .., •; , � wt .�, li ..-, � : fosters a vibrant atmosphere. Retail focus should be on g , , A` 1; - Vic I 4 K -� 1 , - ' - -- food and beverage, local products /retail businesses, ..„ A . t ,.. \ convenience and entertainment and leisure. - . Zone 2 is intended for retail uses that support tourist • -. • --- retail needs, with a focus on food and beverage, • •■ ,' .� '� ._ ,, ‘, - _ . convenience onvenience and comparison shopping, culture and ^. A , V ‘6111 1i' .• ■ �, . :4. _ c . r .,} Zone 3 is a less vibrant area intended for general retail (le - VIC ig , ... iti ldi • '‘ : 1 s k :.. - j I. - \ .... ,- , _ ....f r` '!. � , ,i needs that serve the Yakima population, such as f. . .. ■ ": f !' �` - - , $; - i: housewares, interiors, furniture, lighting, electronics, �lP'. •.y�)L t: \ • -. : Wit_ -_' _ .. _� - � ... 1l`_4t. DIY, grocery and other comparison goods. Zone 1: Historic Heart — high priority, fully incentivized Zone 2: Tourist Commercial — medium priority, partially incentivized n ( Zone 3: General Retail — low priority, partially incentivized 7/Tmas /7 2. STRATEGIC OVERVIEW .. Zone 1: Historic Heart - Key Ingredients I I � � _ .11 I: •01 I II I � _ — • r � } ' N y� ( a j � I _ _ k• w '% Eiuii v■ ■■ 7 `� •" ut :.c — . , r I ■ c! ■f7 1 ='� 1111 A CM ` ` , ' i ••01.. ' y I 1 I - ` .+ a . .. . �. • Q� .: c �� c - ➢ ' S LR . J � . " -. R ; i �9 • ., _ `ORTL, hJ �SA MARS ! , S . • 91 ` "•� `1 ' . ■ ` -;! ` �' 'r • 1 " , � '15-''''' 1 ■ i ` r i I • - - _ • , 1 .G ....,.. 4 a -- \ . < . \ . ;17,4; ...... — .• ,, MR , , ,,,,, • t - --6" - *... li ' i t• _ i 4016111114 N - r Various and Quality Food & Beverage Community Events Public Market = I- - ' - i, ' IIN % . • - -• L .... .1*, m imill. En glr 0 way r - - - - a °_. A.- t ... - - • , i, p.s •• 1 6 I i A • A 0 . i ' - II ' , 1 – .. ,4. 4 • . i 1 '■ , ; , i • ' • e ".. i “ 0 10 . fr -. I 40/ d►� I } ` O Tom` _ y 4 ` _ ail t, .0, " i .d. i It —.. , r r i. I a l i :-, • at , . t ii 3 ‘ lib 1 0.- . iifdrlit 1 i'. 1 i li'l . .1 V r,' id • 0 d ' lir k 1 -K 1) .4 ! •01 ji - r A te,10. , t , - . ' * I „slit, bliciii . , , • • • • /J e , • di Local wine & craft beer venues Diversifying provision of events Harnessing local creativity 7/Tmas 18 2. STRATEGIC OVERVIEW .:. Zone 2: Tourist Commercial - Key Ingredients \ _ D : �p'4 P• �� • A ( D ar e ' 4 . , ,P'.1 \ 1 ■ ,pr, . ; — .MI { , S -' -1... �� -: .1 11 ,erg ,, ,r - y V _ _i + PI 4 F"3 i. a ■�i `I� ( �G - •': ■ I�.r e ' ?• J - w - . � , HUNGRY? l� i�. 1 _ IVA 1 - ,., . , - • _ 4 . 41 ■ ' w ' A . w L i / Fe r + � », r . 1 Food and Beverage Convenience Visitor Amenities pr ,, s, 4 MA*OAf i ►i • ` as it \\ 0,', , _ i • mi �,� . `. �ti'� : - i s ,4„ f�I`Cis. 4 t ' • -s •• * - - i 11 I 4, • iv II ii ' C : / r AM ERICAN HOP MUSEUM .� • . ,,- 1 t l.. ,. . +t % , . II ' wrt . • x`11 �I I Z' ;..} - xs 1 I - . _a& r, h. • W i `` . . • % r4e4:il _St IP ... ill 9, • 11) .,,, r c.4 . ' 4 ' 4 5114 e k - 1411b14, ■ ilk I * r `.- Local attractions Local Interest Local Art Galleries 7/mas 2. STRATEGIC OVERVIEW . Zone 3: General Retail — Key Ingredients 411- 0 Y ‹...._.... . .. _, • , JI, : j , . • Alt L � c , • _ „7 � y i y 1 1 - �' A „ UR i I- • ■ J `� � � ' ' � �A • � ? � � a j I - -fit J ' - • . i? t ,te ig } - \ . , - - � ', Co' .. n - .. 410 `z� _i" '' t a Fitness and Lifestyle Centers Convenience Housewares 11,.. • s, 0'' -,. e - i i 4q V \ \VI t t - - . 7. ::. - 7: - -. .• .. . 71 \ \li ..- Ir i _ -r-*- - -, --:-__ _--------;------ •••,1 I _ ° : ,,,,...r., 4 ' - 'al _1 ' ii l afe , . , - -• . . .41 101 MEN r 1 II li l 1 II I 16=4 6L + — L . ronunl VI art o 1, . i ' .. ' 111 Amil ''"'',..------ - -71*4.-' '"diMillih- A -II° I ', Nom Professional and Specialty Services Sports and Outdoors Specialty 7/Tmas 20 3. IMPLEMENTING THE STRATEGIES „*, Recommended Actions + Set up a Retail Task Force to support the City's efforts + Facilitate the temporary use / lease of underutilized in promoting and facilitating retail growth in the parking and other vacant lots within the study area for Downtown. expansion of existing retail operations (esp F &B) that abut such lots. + Embed the Retail Positioning Framework suggested in Section 5.3 into the Downtown zoning ordinance and + Publicize the Downtown Yakima Master Plan and design guidelines to ensure a distinctive retail proactively engage in specific marketing strategies environment for the Downtown can be realized. aimed at key stakeholders / real estate professionals / investors / retailers to promote the Downtown Yakima Master Plan. This should include attendance by City + Establish policies and criteria that provide a officials at retail conferences / trade shows, such as the framework for incentives for the establishment and annual Retail Convention (RECON) in Las Vegas. 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 + Identify potential sponsors / sponsorship incentives that involve no- interest loans for eligible opportunities to support the implementation of a key businesses. catalyst project, such as the expansion of Millennium Plaza Park. + Engage and 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. 7/Tinas 21 3. IMPLEMENTING THE STRATEGIES Action Months to Primary complete Responsibility 1 Set up a Retail Task Force 3 months City and Council 2 Draft retail related zoning and design guidelines 3 months City Planning Department 3 Establish policies and criteria that provide a framework for retail 3 months City Planning incentives Department 4 Establish short -term and discounted leases for vacant or underutilzed Ongoing once City and Council municipal property to encourage retail growth in the Downtown. (City policies in place should lead by example and encourage private developers / landlords to do similar) 5 Develop marketing strategy 3 months City 6 City officials to attend retail conferences or trade shows such as the Ongoing City and Council annual Retail Convention (RECON) in Las Vegas. 7 Identify potential sponsors / sponsorship opportunities for catalyst 6 months City projects (eg. expansion of Millennium Plaza Park) Xoma 22 3. IMPLEMENTING THE STRATEGIES • So What next? .A Few Ground Rules.... + Don't be afraid to make a mistake + Think Local! — Each $ spent at a local merchant generates up to 4x as much wealth in the local economy as one spent at a chain - owned business — The more localized, the more authentic + Take the "inner bull's eye approach" — Don't try to do everything at once + Be pragmatic + Be inspirational + Set Milestones — Target "low hanging fruit" to make early progress (ensures "inertia" does not set in) — Pop -ups are a perfect way to get the ball rolling + Celebrate accomplishments - publicize! — Makes people proud + Find a "champion" — Committee for Downtown Yakima; Downtown Yakima Business Improvement District; I Heart Yakima Xomas 23 RETAIL STRATEGY AND IMPLEMENTATION Immediate Opportunities i , .. 1 i ! \ y r . j .. ' ,.,-.-14,... 1. ` VA:1 Y ,fi , , 0, ;� 1 ale I IIII �' I 11111111 i_ . . ... .,,. _ ,.. , \,.. , 1 ,, , . . -- , - -:, - is i i - 1 11411 O ..., _ .. " , 1- ' ' 4:-.• . ' ' ir, , • 0 V. • , �\ , - jam_ � _ - - — • ♦ y . . r ...••••H ...t- p • • • t • Former Nordstrom Building Yakima Train Depot Street front next to Yakima Mall -• ,` S . `tom ±, �'� is o --, vir _ .....,..., j ---- 4. P. , r - -- - ' 4 am 111 j _ . 1 r Ifkiliallil I= illimi r -- - J; ... ,. • I o k WV% k t .r1L ■ I. ir I 4 .9* I Isla Milt...!-:' ' 1 i 1 ,)y v. ,-- Yakima Mall Underutilized Parking Lot, Yakima & Jem Building Dragon Inn Garage 1st 7/Tmas 24 Li 3. IMPLEMENTING THE STRATEGIES Early Implementation Strategies: POP -UP Retail / Retail Incubation Vacant Local Limited _ Pop -Up spaces Entrepreneurs Availability Retail . ', 14 ..., . ....., _....,......:, .. , .. . . ,............ , , 11 7 ,� :11.,,, .__ ",_141kutut „.- i iril 4 �I ,. WHILE , c . I I lit y 0 ? _ ____ - Q UANTITIES L j _ AST i 7 Id �.J e;,-,4: .: I ir• •j' 4 . II 11 I Ill 11 I 1 • 3.4 it , I i , ir. L.i... .:..,r. ,t,„,1... 4 - YAKIMA • 1 • i ;� t' ma s ace __ .• i;_ COLLABORATE. EDUCATE C R E A T E. !'w- .:- '. --- 11 11 11 H 11 I 13_ 'a� _i_.'tii: n 1 �,i ill .: - . ,,, ,. 1 r. r • I r _ Ix 1 `,.... "' J 7/Tinas 25 3. IMPLEMENTING THE STRATEGIES POP -UP Retail / Retail Incubation — A Win — Win for All Involved! -- . - J .. _ ,- -1 G \� y • Low barrier to entry •e ■ • Express creative talents Hardworkin g -i : ■. - _ • Business opportunity Entrepreneurs \ va . .---:: I .- ~ _. • Fills empty shop space Landlords willing eA • Adds value through to take a risk ,,� renovation and use ' • May lead to long -term lease - =, ' l f'''it • Adds vibrancy to the City e; :, . • Creates jobs Municipality - • Increases sales tax revenue - - = • Provides amenity / livability • Attracts further investment 7/Tmas 26 3. IMPLEMENTING THE STRATEGIES :- larly Implementation Strategies: POP -UP Retail / Retail Incubation + Inspiration: "PopupHood" Oakland, California www.popuhood.com Instantly revived an entire streeblock in Old Oakland by giving 5 vacant stores to 6 independent retailers for 6 months, rent free. 41 101 '' 1. r' r' I' iblv r • __ r ilr - 1 - m arlW - . .1;;;,__ - g! - 441 ,,- —of ., .1 , -- T -- -;------- - ''' ..-.,. '::, - f;!;k1 f - if gipwwipir rew -.----.4.- V g-P ' - - i PA\ f • - . .,.__________.„ /_fi ., . ., i 7/Tmas 27 /- '�.' �' -\ 'J 3. I MPLEMENTING THE STRATEGIES Making a Case for a Managed Retail Parking Strategy + Problem: Much of Yakima's potential retail parking is fully occupied during the day by local employees of nearby offices restaurants and retail . ,. tt o t,„-...,, 4 !'"::- -"" -, • ii i;t-, -.•..1 ' . ... -1. . „ • V v iii *' � w . ' .., D ) , � 1 -- ' . . . \ ,...>.' '''' . , .1.0.e.: - -.'' iVV \ X . ' 44)11Se , b .., - , 1 0 ,,i. ' . , .- " 'a. 11 , S. ' 011erli'v far -- i. - .... ,..- 6, ; i ' /. < ? ,4 \'',; y ::,,ip,. .4 ' , a i"� -, 1 � • - o f I. \ T ' - . . .. . ' -- •••r . - 1 ' - 1,' ,, .....'-••••• . 1,..o. -. '04 _ 1 .. . • . .. : t •l i . . Y 004) -, a .f \ :,- � ✓ t- II fl‘ • . v, ti y r 1 t ' i , f:".* . . \ \ r : �. • �} ' _ \ r 's " Yakima, WA. • ,,�+ •• s'.+ ,S 40. n 4 .- � • ‘ .• . 6 66 'le ........... \110 II 11 * 100 It. . ••• . , AA . ,„ -ii‘N ■ Ev i l tiV. . , • , e' . . : _ ' . (It , .. : -.,%-• - , A , 1 . 111.■,',1,i I I 110."' • ' ‘ .. , '• -'i :.% , r . -_,---- .„.. ... I.,,,,,,,,,.. • tv ‘ 1 ,- Il :.-' ' , ''. \ • . i _ H „ ... ,,, 1 • so 4 . 1P ,\\ ‘'- - 0 .__. ' '\ .___ - - t iii rl \ ,O % _A a �ml - .� 1, i 1 t 1 ! r - • 1.014 7/Tinas 28 t*..1 3. IMPLEMENTING THE STRATEGIES What is the Value of a Parking Stall? Shouldn't employees be encouraged to park elsewhere so retail parking potential can be fully utilized to the benefit of the local retail economy? The value of a prime parking space at a typical mall is estimated at more than "Crude and Conservative" $1000 per day. This estimate is based on analysis of data from the 2003/2004 edi- Estimated Retail Revenue Value of a Parking Stall on Yakima Ave tion of the Stillerman Jones & Company National Benchmarks of shopping pat- terns. The Benchmarks are based on 1 5,000 mall shopper exit interviews. While not a random sample of all malls in the US, the benchmark data does provide One space @ 2 hr limit = 4 trips per space /day (8 hour day) insight into typical shopping patterns. The benchmark data used to reach this conclusion are: *Estimate spend of $25 /per trip: 4 x $25 = $100 /day /stall • The average total expenditure during a typical shopper's visit is $73.16. • The average length of the typical shopper's visit is 79 minutes. Estimate 300 shopping days /year: $100 x 300 = $30,000 • The average car at a mall brings 1.4 shoppers. If a typical mall is open 11 hours a day, an always -full prime parking space will Annual Retail Value of a Parking Stall: $30,000 accommodate 8.4 cars bringing 11.7 shoppers to the mall. Those shoppers will spend $855.69. Revenue Value of an Employee Stall: ... ?? Source: CarlsonReport * Estimate based on TCI's estimate of avg per capita annual retail expenditure of $10,900 and assuming: • Carslon Reports avg of 1.4 shoppers per car • 50% of per capita expenditure in DT 7/Tinas 29 7,*-, 3. IMPLEMENTING THE STRATEGIES Creating a Seamless Retail Experience + Filling in the gaps to create a seamless retail experience — the "rhythm of the street" — Parking lots, empty shop fronts break the rhythm. — Prevent people from continuing their journey down the street. Makes the walk seem longer! %•- v •s "j/^ -.<0 ki011 4. s. .. . \ '-. _ / -h i I gourmet m e x i °:.! Eir \ -:)------- � i ., -. ;, ., _J �.- Y y T _ .. i �s .. �.. - a: • •r .v° \ R k Mo^ -Fa if , ;-- '.., A.:4„ 4, . ,.., i r '.11. 1 i f, ;J ., 0..4. 1 -..... ; '1 4 ' '.\ ' lirji ' . ..!Mts J... ' ' 41 ill! i. . illak . . — .....----- - _ _ _ ,, ; 11 11- 10 . 4.7., .._ : —____ . .... 4. . .... \ ' "4" ' ' Ali 7 ' . \ %_A ot *"'". ..r \ 2#4 ° " * : Implementation: — Near term: Enact a zoning bylaw that allows for temporary use / leases of parking areas adjacent to retail outlets (esp F &B) — Long term: • Allow for full rezoning of lots adjacent to street for commercial use with retail on the ground floor as demand grows. • Create a parking structure that blends in with urban fabric but with street fronting retail at ground floor. 7/Tinas 30 1 .-- cw, 177' ...... \ --.... .: 1 '' .;■ , i , ...,:.:..." .... .i. - .. ,.• A • ., . .....- . . „.„ .• Alit'.. t vlili :• •• •• a t ' ..„...../' 4. '' '), W "'II ' .' .1, . 4,..... • 4 .....-- .. ' . • A I' . 1*, S A ,. \ • ilL •• :I • . 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UNI CX • - ! t \ . - a • • ..., . , ...0 -- : .• , , .,., d l- X 6 -.. `'• . 1 h4ir -4`",,itik- 1 1 1 I i 0 \ 1 • -- ---;11 INU .4 it '' ■ , • • . 1 I ' A ' 4. i 4 I 0 , _ , - • ... 7.; • ::: '''''-'---\ , * A . - _ . _ -:. .,, - - _ ' . i ', 0, . • ,, c ,..,..- .1., t,..,--1„ ., •. CTS _ .s , -----• . 1 . • 1 % 4 -- '14 ',' --- or U) il i 1 ,etcal ,_-: _.1 \ . ' 1 .411 c \ 4 it • 1 $ /4 iteroOlrAr#: w a ›N ID - .,: .' _ .. •-• . . • • . • , • . t • • ,,,r . " ' illellt, _ : E 1 li, ' . 1 ' , CU ,_,_ ! ' " \ . . ' . 1 r I (11) a) c ,„. , _ . -;,, .. 041 :1=4 C•i) If (10) i .:••fr Ae g t • , t ■ M C 0 ' • • Olt , e' ••• k . i • ' . ‘ 1,- . • s_ . JP- .- 1, 0 4 - Ci) - ., .% t • I •. • . „Al CU -1-• C . 110 C.1) a) . - . ..411 Z Cn , a) S.. w co 11 ii! 4 ' '' • s ' ' • . ; ilk s , 0 .111---- -: UNI CO 0 th 0- % 1.. ' . 't 10 4 -.111 '4- • ‘. '4'''. ''''' • 4 t A-- ■ \I - .0 ' .. P ■-• iil .....•'. .... UNI C - lios . 0 . .• or", v.."' 4 ....... 0 , - d•:.. . . . r . . , . • I 4 ' • ■ i ilk CL CO ■ % ■ V \ opithi E CD . • . f ' . - Ilk ti l ■ 0 • eual M lb*Iii; 3. IMPLEMENTING THE STRATEGIES .- Creating a Seamless Retail Experience + It doesn't have to look like a parking lot! .._ '‘, -ill/ , j J $ _-, i 4 e, _ __ ,.. I l inimmiu 'il 44 /44 . I *. %. I, .....4 ... I I IT ... 4) 1 ill ,...-,., 1 , _ , L 11 r be !? . i - -# i H ---' 11 r , _ 't' I rr r ... . _ • . 11 - - ) ' II ii . „or I. ....., 11 lilt 1 1 _ 1 1 ----\ .. ,.. ,, 1 .- 111 li 1 -Ili - __ ,- 0 „.......-_-- li IL'Ilt_ it' Alli -I,. z, - --A 1- . „,, i 1.- .i. kiii. - . . . -. , I 1 . ''''' 11 11 II li 1_- 1--- __ , .L.,,,,,.,... w...„....................... .. 0 1 rie, 7 IL._ — _al .. 1 _ I ._ ' t/4 ' . , ..,.. . 4 ' Il ji 4 =1 "W" leirlh\ 'I ■ t - ! I I: p '. ! ti p 1 . ft ____- -- Xomas 32 3. IMPLEMENTING THE STRATEGIES .- Creating a Seamless Retail Experience + Better articulation of the "Eastern Gateway" to Historic Downtown • 14 N AC 4VA1 r .6 ll / 1! i r / I� I \ _II .. ii,...:_:, :.:.,..i t. 1 m&,... is rc, _ .., r AM lEt% • . mil .-:'''. . c : . , .. 1 ft 0 si; , ' ' " . / , /' ' I I J f . 11 s • • i ce- t ;;� — = _ � � , � � � I, �I fill - :: --: 7 T - L '7,ii 11MTI I . , • , ■ .... 1 411 .... 1 ...% WaALail.R‘. i . k6 • - - - a 0 ,__,„„„ 1 - - 1.4 '--41. ,___ IT rth....., . _41 - r - - _ ., 411 Po -...41,* if - _ __ — , , ,i,i. :,.. i II ' ---- I , 1 .• i:_ • ' (MU l ..) VO , ' - • �.� -..y I . i , , - o . - A ` ' — - . _ This... into This! 7/Tinas 33 3. IMPLEMENTING THE STRATEGIES Creating a Seamless Retail Experience + Land potential not being optimized. Opportunities abound! + Western Gateway to Historic Downtown. T , \ ,. i R C „ , * � illi g '(ey Bank L Yakma , NA , 114 Well's Fargo Barr. i , !so p.--- \: :-.4 ,....---"": 0 re' VI '' , ....:. \ . ,-..----- , ,' ,.... t I i ) I Key Bgnk Drive -thi , I 1 6 :+ . •� GILEERT N -- - _ • v - --...2 Yakima, WA .. _ I i li . f_ Mr - _ : Nallaireilli 1111141. I - ... 7/mas 34 3. IMPLEMENTING THE STRATEGIES 40) Incentives + Review any existing planning policies now to identify those that may constrain retail growth in the downtown. Incentive Descri tion Example city policies (from City of p Edmonton): Retail building improvement No interest loans to cover a loans / grants percentage of the cost of eligible interior / exterior improvement works Existing Retail and Commercial Business Interior Improvements, L. reimbursement Brant up to 50 of construction costs for Revitalization Grants A financial incentive that reduces the building interior improvements to a maximum amount of $ 15,000 property tax increase that can result per retail and commercial use building that has had a ground floor from development improvement vacant retail and commercial use storefront(s) for at least 12 works. months immediately prior to application to the program and is occupied by an eligible new retail and commercial business. Can also help to assist in securing project funding. New Planning Application Fees Grant is offered only once the New Retail and Commercial Building Development Grants development has been completed and all inspections been completed A reimbursement grant equal to the amount of 5% of the total and permits granted. construction value to a maximum amount of $40 per new retail and commercial use building that has a minimum construction value of $250..000. is a minimum of thio storeys, and Public Art Grants For murals, sculptures, paintings, has eligible ground and above ground floor retail and commercial local heritage based art pieces and use occupancy. displays, interpretive and interactive art pieces and displays. 7/Tinas 35 3. IMPLEMENTING THE STRATEGIES Retail Design Guideline Examples r.,. 7 Pik / _-___ --_____ , + Objectives: J . . J • Create vibrancy �. ' * . 0 t , 04 • Anim the street R# I �� Of -ti 2 . - t _` - • Visual interest, and strengthen building continuity ; ,, , � # • Create identity and a sense of place y p ! . it • Provide comfort -:r; � • Lend themselves to strong pedestrian orientation ' ,�- ` 0 ,NTF S P , • Create tight urban fabric - - ';L�y _ ���'t Example: Highly visible street -level storefront animates the streetscape + Guidelines should address issues such as: • Streetsca a �"��"' p ' � , - -- -- • Built form , !• 411 • Landscape and Environment •► ' - - ,. t . F, a • Signage , < --- rhii • Pedestrian circulation - ,�� f - i t . - - •,” ; �, , , �. C,, � . ii - .. • Parking -_ .r„ r: • Utilities and Services - Example: Small variations in building alignment add interest to the street and provide space for activities adjacent to the sidewalk 7/Tmas 36 3. IMPLEMENTING THE STRATEGIES .. *-,.\ Yakima is Open for Business! + RECON Las Vegas: May 18 - 20, 2014 '"Y� CITY o F r- 41 S • • Public Sector / Municipalities exhibitio € c '.1-' �:� 3 .. .7 rn opportunities " THE HE,�4RYOF CENTRAL WASHINGTON ..��, III I a • Set up exhibition space and promote Yakima IN I • HILL I • Network and learn from other Municipalities T ll NI ■ .' i[ ' iii ' ii! ii ' fijind: i - :fe + Create collaterals package that contains: 032nd j j _ ■ • • • Profile of the City i - - . :- ' '-_ " IP" -- a 'IA ibli. • Key businesses / employers / success stories ° = ;t .•:, "':�' 1 ' . '� :: - ' �,' for business • DT Yakima Master Plan . I V -4 A,'•' "' i rt : i . -- • Projects in the pipeline 7 - ilIiI • Available opportunities / buildings / space illife 4k � ?r , ; , IA 1 1 • 1 zEcon �I • E GLOBAL RETAIL REAL ESTATE CONVENTION r. �.il IA �, ` I .‘ ,r i1 "� _ �� C am' ay 19 -22, 2013 � _ � !• is Vegas Convention Center is Vegas, NV y R a Szof 446 .atii Sc #RECon13 1 i t 44 .. _ IIL _ - _ Jib. Xomas 37 7/iimas Thomas Consultants Inc. 910 - 1111 Melville Street Vancouver BC, V6E 3V6 Canada Phone: + 1 604 687 2110 Web: www.thomasconsultants.ca FTP: www. thomasconsultants.sharefile.com Email: info(«?thomasconsultants.ca 7/Tmas 38