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Home My WebLink About11/05/2013 07 Downtown Master Plan ReportBUSINESS OF THE CITY COUNCIL YAKIMA, WASHINGTON AGENDA STATEMENT Item No. For Meeting of: 11/5/2013 IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII ITEM TITLE: SUBMITTED BY: SUMMARY EXPLANATION: Public hearing regarding the Downtown Master Plan Report. Tony O'Rourke, City Manager Sean Hawkins, Economic Development Manager Joan Davenport, Strategic Project Manager The Yakima Downtown Master Plan process began in April, 2013 when the City hired consultants of Crandall Arambula and Thomas Consultants. A series of three public workshops, as well as multiple business owner and stakeholder meetings have been conducted. The Downtown Master Plan Phase 1 improvements include a City Center Plaza as a "game changer," a public market feasibility study, a retail marketing strategy, downtown parking replacement, traffic calming on Yakima Avenue, design guidelines, and a Comprehensive Plan update. The purpose of this hearing is to receive public comments and testimony related to the Yakima Downtown Master Plan Report. At the City Council meeting on November 19, 2013, the comments will be considered and discussed. Resolution: Other (Specify): Contract: Contract Term: Start Date: End Date: Amount: Ordinance: Item Budgeted: Funding Source/Fiscal Impact: Strategic Priority: Insurance Required? No Mail to: Phone: Economic Development APPROVED FOR SUBMITTAL: RECOMMENDATION: City Manager Receive public testimony at the hearing. Close the hearing and set November 19, 2013 for discussion and consideration of the Report and comments. ATTACHMENTS: Description Upload Date Type Downtown Plan draft 10/29/2013 Backup Materna° Retail Plan Report Introduction 10/29/2013 Backup Materna° Retail Plan Report Implementation 10/29/2013 Backup Materna° YAKIMA DOWNTOWN MASTER PLAN September 2013 p4' it of Yakima all Arambula, PC Fehr & Peers CREDITS Steering Committee Joe Morrier Joe Mann Steve Pinza Brad Christianson Nancy Rayner John Baule Patti Schneider Anita Monoian Luz Gutierrez Verlynn Best Dave McFadden John Cooper Mike Broadhead Jessica Moskwa Laura Rankin Dave Hansen Manuel Luquin Dave Dian Doug Rich Bill Lover Sara Bristol Kathy Coffey Technical Advisory Committee Glenn Denman Royale Schneider Dana Kallevig Mark Soptich Ken Mehin Kevin Futrell Kenneth Wilkinson James Scott, Joseph Rosenlund Jay Seely Steve Osguthorpe Bruce Benson Jeff Schneider Stakeholders Property Owner/Real Estate Joe Morrier Joe Mann Larry Hull Roger Wilson Trolley Group Bob Desgrosellier Jeff Peters Karl Pasten Elizabeth McGree Moriet Mekita Jerry Mellen Ken Johnson Ed Neel Paul Edmondson Restaurant/Winery Katherine Goodson Steve Pinza Laura Rankin Tony Harrelson Ivone Petzinger Jessica Moskwa Kathi Bonlender North Front Street Association/ Westside Group Nancy Rayner George Pechtel Corday Trick Downtown Hotels Lisa Vallejo Wanda Rheil Jim Steelman Luis Guitterez Arts Groups Mary Place Elizabeth Miller Noel Moxley John Gasperetti Stephanie Clevenger David Tompkins Patti Schneider Brad Christianson John Cooper Jessica Viveros Brittany Udelhofen Roger Peterson Jan Lowell Andy Grannito George Pechtel Jim Fitch Entertainment/Theater/Festival Kathi Mercy Ellie Stroshal Steve Caffrey David Rogers Gay Parker Don Eastridge Pat Stroshal Rich Austin City Council Micah Cawley, Mayor Maureen Adkison Sara Bristol Rick Ensey Kathy Coffey Dave Etti Bill Lover City of Yakima Tony O'Rourke, City Manager Joan Davenport Sean Hawkins Steve Osguthorpe Consultants Crandall Arambula PC George Crandall, Principal Don Arambula, Principal Jason Graf, Project Manager Brenda Payne Fehr & Peers- Transportation Kendra Breiland Ariel Davis TABLE OF CONTENTS PLAN ELEMENTS Introduction 6 Fundamental Concept 8 City Center Concept 10 Land Use 12 Circulation 14 PROJECTS Game -Changer & Essential Projects 18 Yakima Plaza 20 'Retail Main Street' & Public Market 22 Yakima Avenue 24 Downtown Parking Strategy 26 Diversion Study 28 Policy Updates 29 Zoning Ordinance Updates 30 Design Guidelines 33 Downtown Street Standards 36 IMPLEMENTATION Introduction 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 Zoning Ordinance Update Design Guidelines Downtown Street Standards Retail Strategy 55 Finance 57 YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 3 PLAN ELEMENTS INTRODUCTION The Yakima Downtown Master Plan Project Summary identifies the essential concepts, land use, transportation and implementation framework elements for the core commercial area of the Central Business District along Yakima Avenue and the surrounding vicinity. The Downtown Master Plan: • Builds upon the recently implemented streetscape improvements along Yakima Avenue which includes new sidewalks, street lighting, and other amenities; The Plan suggests refinements and additional improvements for Yakima Avenue and other areas • Provides an implementation 'road map' for creating a successful transformation of Downtown Yakima to a vibrant destination • Provides the basis for the creation of a Downtown Subarea plan and completion of a SEPA (State Environmental Policy Act) checklist by City staff following the conclusion of this planning effort A prime objective of the planning effort was to provide a 'retail strategy' for Downtown. To achieve this objective the City hired a consultant to prepare a Downtown Yakima Retail Market Study for the study area. This Plan supports and incorporates the findings in the retail market study. The Yakima Downtown Master Plan project was initiated in March of 2013 and completed in September of 2013. The Plan addresses issues and supports the goals identified by the citizens of Yakima, including Downtown stakeholders, City staff, elected officials and the general public. 6 1 PLAN ELEMENTS Pro'ect Work Sco • e 2013 Mar Apr May Jun July Aug Sep 1 Starting ■ Analyze Existing Conditions and Prepare Base Map Kick -Off Meeting with City Staff; Committee and 1111 Stakeholder Meetings; Public Workshop Summary of Project Goals and Meefing Findings Retail Market Performance Research Retail Supply and Demand Review 2 Designing Develop Alternatives that Respond to Project Goals City Staff Meeting; Committee Meetings; Public Workshop Identify Preferred Alternative Perform Technical Traffic/Transportation Review of Preferred Alternative Retail Development Opportunity 3 Implementing Prepare Project Summary Document City Staff Meeting; Final Committee Meetings; Public Meeting Retail Recruitment and Retention Strategy Project Goals Identified by Stakeholder Meetings and Public Workshop #1 CIRCULATION • Enhance the Downtown Pedestrian Experience • Make Yakima Avenue a Destination • Create Bike -Friendly Streets • Locate a Downtown Trolley LAND USE • Downtown is a Shopping & Entertainment Destination (Retail) • Create a Central Gathering Space (Plaza) • Embrace Yakima's Cultural Diversity &Heritage (Mercado) • Encourage Downtown Investment • Ensure Adequate & Convenient Parking • Cultivate Local Retail & Business Development • Improve Downtown Safety • Establish Development Guidelines & Standards • Preserve/Enhance Historic Buildings • Increase Downtown Housing Options • Create a Family -Friendly Downtown STUDY AREA & STUDY INFLUENCE AREAS a,± M • ' fir `r- _ 4 ' . a4 ;�; � --- iiir j •,� - i!` -_ i Lincoln Avenue '•"1.---7 r. , t • �J►•�r eh> 1 :4 t_ 7t •7 t,• e! ; Seventh Avenue Study Influence Area _, L STUDY AREA Eighth Street • rok, { *, —Study Influence Area ra: } — ,,` �4 . - Walnut Street T f1• ••• Anal - - 74 r�" j g ; 4* owns - _ + • fit ,1* `I •r. • ."fes • Mrs. s., • 44-31,1 YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 7 FUNDAMENTAL CONCEPT The Plan provides an integrated land use and transportation framework incorporating complementary and supportive plan elements. The Master Plan: ■ Divides the study area into distinctive 'centers' that support and strengthen existing assets—historic buildings, development patterns, and existing attractors CITY CENTER Heart of the Downtown • Private investment is focused around a multi-purpose public plaza that will provide a location for year-round civic gatherings • Focus of Retail opportunities are concentrated along Chestnut, Front and Second serving as the center of street -oriented retail activity not only for the study area but all of the City of Yakima • Existing uses such as the Yakima Mall, government services and theaters are integrated and strengthened or re -purposed 8 1 PLAN ELEMENTS BOULEVARD Yakima Avenue as a Destination • Yakima Avenue is enhanced to prioritize the pedestrian from Front to Naches; Special consideration and emphasis is given to intersection crosswalks to ensure that areas north and south of Yakima are seamlessly integrated • Additional greenery is added to 'humanize' the street; A median and curbside landscaping are featured ■ Envisions Yakima Avenue as a 'complete street' where the needs of the pedestrians, cyclists, motorists, and transit requirements are addressed equally. Two distinct street features for Yakima Avenue support and strengthen adjacent land uses. To calm traffic and establish Yakima Avenue as a destination rather than a conduit for through traffic, a reduction of travel lanes from four to two is envisioned. The street is also envisioned as a 'Signature Street' incorporating a significant amount of additional greenery to enhance the pedestrian environment and reduce the scale of the roadway. DISTRICT CENTER PARKWAY Nodes of Activity • Hubs of retail activity are established outside the City Center at key intersections where pedestrian- and street -oriented development patterns exist • Centers are envisioned to include specialty uses, 'incubator' or similar uses that support but do not compete with the City Center Yakima Avenue as a Green Street • Parkways have a greater emphasis on 'mobility'— movement through the district rather than an emphasis on creating a destination • Along these street segments, the median is omitted to accommodate a continuous left turn lane for essential mid -block access to existing auto -oriented uses; Curbside landscaping is enhanced FUNDAMENTAL CONCEPT . i• `S.041CT CEHr ,. .�`• .��t1GT CE O • ,JI J xLE Rp,D1US (5 MIAV�.F Lincoln Avenue e 0.. .• e e MLK Jr Boulevard r — A St O`S.cR1CT CE ▪ -- Fifth Avenue Fourth Avenue Third Avenue Second Avenue First Avenue r Front Street First Street Second Street r� Third Street ✓ r Fourth Street • rp -! Chestnut Avenue • • minor. Naches Street • • • • Walnut Street • • Spruce Street IL) S Pine Street • • . •• YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 9 CITY CENTER CONCEPT The City Center reestablishes the historic core of Downtown as the heart of the City. The City Center Concept includes: ■ Yakima Plaza— Establishes a central gathering space for activities A new 'downtown living room' will be created. The plaza will be designed to accommodate numerous year-round activities and provide an 18 -hour active, vibrant and distinctive space. The plaza will strengthen and build upon existing assets such as the existing Millennium Plaza art installment, Capitol Theater, and Federal Building. ■ New Parking Options— Ensures adequate and convenient parking A partnership must be developed 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 up new parking west of the plaza by refurbishing the Dragon Inn Parking Garage, opening up new on -street parking by converting some parallel to angled, entering into agreements with downtown banks for evening and night time parking, refurbishing a City owned lot for employee parking on 3rd and Walnut and new parking policies to ensure the best spots in Downtown 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 A new regional retail 'anchor', the public market, is located along the western edge of Front Street between Chestnut and Yakima Avenue. The site can accommodate a 4,800 square -foot market building and a 4,800 square -foot covered vendor structure that may be used year round. Additional uses may include a Museum and Cultural Center. 10 1 PLAN ELEMENTS RETAIL POSITIONING FRAMEWORK (Downtown Yakima Retail Market Study) 0 High Priority 0 Medium Priority Low Priority ■ 'Chestnut Main Street'— Reestablishes the Downtown 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 opportunities are envisioned along Front, Second, Third and Yakima Avenue. CITY CENTER CONCEPT F-17 New Parking Entrance Mall Redevelopment New Development Parking Public Market Parking ransit enter ()Yakima Plaza BO New Parking Options (Long term) ()Public Market ) 'Chestnut Main Street' • A Street 1 Yakima Avenue 1 1 1 1�; r. r� Chestnut Avenue 1 - 1 1 ■ YAKIMA DOWNTOWN MASTER PLAN — DRAFT 111 LAND USE 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, real estate market trends, and projected growth capacity. Existing healthy or desirable uses are strengthened and sites for infill and redevelopment are maximized. Within the framework there is an emphasis on establishing distinctive and vibrant ground -floor uses. A mix of use is promoted for upper floors of existing and new buildings. CITY CENTER MIXED USE Heart of the Downtown Currently the core is characterized by commercial, office, historic street -oriented retail, regional entertainment, and City and County government uses. The framework envisions: • An expansion of and requirement for, edge -to -edge ground -floor retail, (the sale of goods, entertainment, eating and drinking establishments exclusively) along identified street frontages. Retail ground -floor uses will surround, activate, and animate the future plaza • Promotion of new mixed use development on vacant or underutilized parcels. Where viable, upper floor residential apartments, condominiums or office uses would be encouraged • A strong pedestrian bias and a highly -active street environment • A prohibition of new auto -oriented uses; existing uses are de-emphasized • Retention and strengthening of all 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 complement existing core uses • De -emphasis on long-term surface parking and an emphasis on development of a strategically located retail parking structure 12 1 PLAN ELEMENTS DISTRICT CENTER MIXED USE 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 at key intersections where street -oriented retail storefronts exist or where possible redevelopment parcels are located; These 'nodes' are intended to complement City Center retail and offer opportunity sites for entrepreneurial tenants that benefit from proximity to the City Center mixed-use district • Healthy existing or new commercial uses beyond these nodes that may be either pedestrian -oriented or auto -oriented • Strengthened visitor -oriented uses; Additional Convention, Center - supportive uses that complement the existing hotel and dinning offerings would be promoted L LAND USE Seventh Avenue Sixth Avenue Fifth Avenue Fourth Avenue City Center Mixed Use District Center Mixed Use Public Spaces Required Ground -Floor Retail Third Avenue Second Avenue _____-...1I First Avenue J 1 Front Street First Street Second Street Yakima Plaza Third Street r r Fourth Street Naches Street Lincoln Avenue MLK Jr Boulevard A Street Yakima Avenue Chestnut Avenue Walnut Street d Spruce Street in S Pine Street Eighth Street Ninth Street YAKIMA DOWNTOWN MASTER PLAN — DRAFT 113 CIRCULATION The prime objective of the circulation framework is to re-establish all Downtown roadway corridors as a 'complete streets' where the needs of all travel modes — motor vehicles, transit, bicycles, and pedestrians are provided for in a balanced manner. Yakima Avenue is envisioned to become a 'signature street' that would attract new private investment and strengthen existing uses. The street would: ■ Build upon the streetscape improvements that have recently been completed ■ Include additional landscaping to improve the appearance of the downtown and create a more inviting atmosphere PEDESTRIAN AUTO Prioritized over all travel modes • Yakima Avenue is designed (especially at crosswalks) for the most vulnerable— children, the elderly and those with disabilities • Additional street furniture such as pedestrian -scaled lighting, benches and bicycle racks are included 14 1 PLAN ELEMENTS Traffic Calmed Yakima Avenue • A reduction in roadway capacity from four to two 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 or UPS delivery trucks) and emergency vehicles The Yakima Avenue corridor from Seventh Avenue to Ninth Street is over one and a quarter miles in length, which is beyond a comfortable walking distance. To increase accessibility to corridor destinations, bicycle and trolley 'pedestrian -accelerator' infrastructure are envisioned. BICYCLE TROLLEY Reduce Vehicle Miles Traveled • A network of on- and off- street bicycle routes provides connections between the neighborhoods west of Seventh Avenue to the City, District and Convention Centers. • A Protected Bikeway along Yakima Avenue provides a comfortable dedicated route— separated from vehicle traffic by a raised curb, for riders of all ages and abilities. Pedestrian -Accelerator • The existing historic Yakima Valley Trolley service is extended along Yakima Avenue; A future extension to the Mill District redevelopment site is proposed • Alternative alignments crossing the existing freight rail corridor are identified. A Yakima Avenue at -grade crossing of the existing freight tracks is preferred. An alternative Walnut Street underpass route would be constructed if an at -grade crossing cannot be accommodated CIRCULATION St Q rr_ r.• r it • i • i • • • • • • d da o c a) c > 4.4 � >d Q si -, s- - • Os -c O S iu .d N ▪ LL LL F Yakima Valley Trolleys Yakima Complete Street Arterial Parallel Routes Trolley Route, Existing Trolley Line, Proposed First Avenue Protected Bikeway, Proposed Bike Lanes, Existing Bike Routes, Existing ■■■ Bike Routes, Planned in C O F in c O u • 1�- 1120r120r---t►-� rr r ., Ar ;4!i MR • .� ■ .� ■ ■ • S ■ ■ Chestnut Avenue RWal nut Street F Spruce Street ani in S Nac Pine Street YAKIMA DOWNTOWN MASTER PLAN — DRAFT 115 PROJECTS GAME -CHANGER & ESSENTIAL PROJECTS 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 City of 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. At the 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 PROJECTS GAME -CHANGER & ESSENTIAL PROJECTS `-w=M. • • • ' 1 ♦ ,1 1 ,—r j— r , 7 tr 1.r r ?-: rr-- r 1--. • • • • • .1 • • • • Lincoln Avenue • 1 • • • MLK Jr. Boulevard 44= mi. NE me • • A St 1 I. 1w rr- r. t 1 1 1 ami Q S C aJ N Sixth Avenue , , J Fifth Avenue Fourth Avenue Third Avenue Game -Changer Project Essential Projects 1 Yakima Plaza Q C O aJ N First Avenue • • • • • Front Street U T ` — — — — — — First Street d d C O a) Third Street ' i r , Chestnut Avenue ♦/ r A ,♦ • , ♦ Walnut Street 'e, i Fourth Street 2 Retail Main Street (Front & Chestnut Streets) 5 Downtown Parking Strategy 3 Public Market 6 Diversion Study 4 Yakima Avenue 7 Policy Updates Naches Street -. Spruce Street a) n in S S S j( a1 In W Pine Street a) 8 Zoning Ordinance Update 9 Design Guidelines 10 Downtown Street Standards YAKIMA DOWNTOWN MASTER PLAN — DRAFT 119 YAKIMA PLAZA Intent Establishing a public assembly space is an essential first step in revitalizing Downtown Yakima. It is a 'game -changer'. The most notable benefits include: ■ Creating a multi-purpose, dedicated space for year-round civic activities ■ Providing a focus for new ground -floor retail and upper -floor housing or employment development PROPOSED PROJECT — LOOKING NORTHWEST 20 1 PROJECTS PROPOSED PROJECT — LOOKING SOUTHWEST Capitol Theater PROPOSED PROJECT _tom Orion Cinemas Project elements include: • Preservation and integration of the existing Millennium Plaza art elements • A family-oriented fountain and lawn 'Fun Zone' • An 'orchard' of ornamental flowering trees with areas for sitting and relaxing surrounding the Millennium Plaza and Family Fountain Fun Zone • Paved multi-purpose area (140' by 200' minimum dimensions) that includes electric and water utility facilities suitable for a variety of events • Retail pavilion and public restrooms • Special gateway streetscapes at the intersections of Second and Third Streets and Yakima Avenue • Redesign and reconstruction of Third, Chestnut and Second Streets surrounding the Plaza to be traffic calmed, curbless, and specially paved as an extension of the multi-purpose Plaza area EXISTING CONDITIONS YAKIMA AVENUE 1,4 c I44;ti,11111.4111..4- �� ' �• d, 0 t o l Mi UJ 1, ;;4 , 1: CHESTNUT AVENUE Site Area: Existing Use: 195,000 SF (4.5 AC) City -Owned Parking Lot Public Right -of -Way YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 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 ■ Incorporate special shade structures such as arbors along Chestnut ■ Provide at least one on -street bicycle parking corral along Chestnut ■ Include benches and public art ■ 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 ■ Tighten intersection radii (25' max) Front Street improvements in particular would: ■ Not preclude a future trolley trackway and potential station platform ■ Be designed to accommodate Public Market functions; Consider Temporary barriers (bollards) to limit traffic access for special events 22 1 PROJECTS WENATCHEE PUBLIC MARKET EXAMPLE Public Market The development of a Public Market will provide an 'anchor' retail use for the Chestnut 'Main Street' retail framework. The proposed Public Market and supportive parking lot sites should be assembled by the City for Public Market development. PROPOSED PROJECT 1 1 1 The Retail Main Street improvements would include the reconstruction of all surfaces, including burying of any above grade electrical power lines or cable wires. The design of the Public Market would include similar materials and finished as the 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 of Yakima Avenue. EXISTING CONDITIONS CHESTNUT AVENUE Retail Main Street Area: Existing Use: Public Market Site Area: Existing Use: 108,857 SF (2.5 AC) Yakima Street Right -of -Way 63 AC (27,442 SF) BNSF Lot Public Market Parking Site Area: 31,178 SF (.72 AC) Existing Use: Retail Hardware Parking Wholesale Service Repair YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 23 YAKIMA AVENUE Intent Right -of way improvements to Yakima Avenue will create a more vibrant business climate and improved Downtown livability. Two different treatments— 'Boulevard' and 'Parkway' are envisioned in response to the corridor length and adjacent land uses. The Boulevard will support street -oriented retail development by creating a more pedestrian -scaled green streetscape within the City Center. The Parkway will create a more green pedestrian -friendly environment yet accommodate existing auto - oriented commercial development outside the City Center. Improvements to Yakima Avenue are only envisioned within the existing curb -to - curb and will preserve and strengthen recently completed sidewalk enhancements. TYPICAL BOULEVARD SECTION Signature Street elements: Boulevard ■ A wide landscape median ■ Left -turn lanes at key intersections ■ Curbside landscaping Parkway ■ A continuous turn lane ■ Curbside landscaping 24 1 PROJECTS Complete Street elements include: ■ Traffic calming design—Reduced number of travel lanes from four to two ■ Protected bikeways—On-street bike parking corrals at key locations ■ Provisions for future Trolley—Streetscape design that will include double -tracks located in shared auto travel lanes; Station platforms would generally be located 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 ■ Adjusted signalization to reduce roadway speed ■ Removal of all pedestrian activated crosswalk buttons ■ Prohibition of new driveway access—Existing driveways will be maintained if desired by current property owners or businesses O Protected Bikeway (5') ODoor Zone (3') 0, Parking Lane Tree Wells 0 One Travel Lane (Boulevard: 12' Parkway: 14') OPotential Trolley Lines in Traffic O Boulevard: Median/Turn Lane (10') Parkway: Turn Lane (14') YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 25 DOWNTOWN PARKING STRATEGY To address current and future parking demand, a phased strategy will require a: Short -Term Strategy—The temporary strategy for replacing the 220 parking spaces displaced by Yakima Plaza will include: ■ Examining the Dragon Inn parking garage as possible retail and employee parking – net gain 100 spaces ■ Resurfacing and improving City lot at 3rd and Walnut for employee parking – net gain 65 spaces ■ Entering into agreements with nearby bank locations for usage of their parking lots on nights and weekends for plaza, restaurant, and theatre usage – net gain 80 spaces ■ Expand on -street parking options on 2nd Street, 3rd Street and A Street – net gain 56-60 spaces The temporary strategy adds a total of 300 spaces for retail and employee parking. To supplement additional retail customer parking, spaces would be leased by the City in the Yakima Mall parking structure for retail, special event and downtown employee parking. To facilitate better utilization of this structure, a new auto entry ramp and pedestrian vertical circulation (elevators and stairways) access should be constructed. The location for the new entry would be along Third Street. Long -Term Strategy—The initial long-term startegy would be to acquire and assemble the parcels south of the existing alley bounded by Second Street, First Street and Chestnut Avenue and construct a new municipal parking lot (160 spaces approximately) at this location. As retail demand grows, the parking lot would be replaced with a 400 -space municipal parking structure. The parking structure would include ground -floor retail space lining Chestnut Avenue. A separate mixed-use building with ground -floor retail oriented to the Plaza and Second Street would be constructed. 26 1 PROJECTS LONG-TERM STRATEGY A STREET New Parking Supplemental Entrance Parking YAKIMA AVENUE 011131.191:1141 CHESTNUT AVENUE SHORT-TERM STRATEGY New Parking Entrance EXISTING CONDITIONS CITY PARKING LOT .. S r-----%017)' ..�. %..i .. 1 F •o CITY i7, •1 o Z 1 .' PARKING i _ LL ce o, r-�ji 8 1 .. LOT C ;.. - CHESTNUT A Replacement Parking Site Area: Existing Use: 74,652 SF (1.7 AC) Parking Lot (Key Bank) Retail/Dining (Golden Wheel Restaurant) Retail//Dining (Sky Bar & Lounge) Service Financial (Federal Savings Bank) Alley (City of Yakima) Yakima Mall Parking Area: 74,000 SF (1.7 AC) Existing Use: Parking Structure (Mall) YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 27 DIVERSION STUDY Intent Preliminary traffic assessment of Yakima east -west arterials—Yakima, Walnut, MLK, and Lincoln Avenues indicates that there is excess roadway capacity to meet travel demand today and in the future 2035 planning horizon. To reduce the current Yakima Avenue roadway capacity from four travel lanes to two will require transferring 25% of the vehicles that use the street for trips through Downtown to an alternative route(s). To identify what 'by-pass' route(s) is most appropriate and effective will require additional traffic analysis and land use planning to assess the impacts and benefits. The Diversion Study should identify methods and locations where diversion would occur. Potential diversion elements may include: • Wayfinding • Physical diverters such as roundabouts, channelized right turn lanes or trap lanes 28 1 PROJECTS TRAFFIC CONCEPT `A-• ivs enu �e- ._ _ ,471 PRELIMINARY TRANSPORTATION ASSESSMENT POLICY UPDATES Intent In compliance with the Washington Growth Management Act this Master Plan document will need to be adopted by City Council as an amendment to the Yakima Urban Area Comprehensive Plan 2025. This Master Plan will form the basis for staff -initiated and -prepared Comprehensive and Transportation Plan text amendments, necessary code adjustments within the Central Business District (CBD) Zone, and the completion of a SEPA checklist. Comprehensive Plan Update Necessary text changes to the 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 as needed for each element of the Comprehensive Plan ■ Complete a SEPA checklist Transportation Plan Update Sections of the Yakima Urban Transportation Plan 2025 will need to be updated to include consideration of the Master Plan. City Council should approve funding for the Diversion Study to more definitively determine necessary updates to the Transportation Plan. The study should: ■ Identify and incorporate the necessary routes and infrastructure changes required to distribute traffic to parallel routes that allow for the conversion of Yakima Avenue from a 4 -lane section to a 3 -lane section ■ Include a list of necessary capital projects and costs for roadway capacity improvements, streetscape enhancements, bicycle and pedestrian improvements and way finding ■ Consider re-classifying Yakima Avenue's functional classification based on proposed cross-section changes Yakima Urban Area Comprehensive Plan 2025 December 2006 Final Adopted Version YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 29 ZONING ORDINANCE UPDATES Intent The intent of the zoning ordinance updates is to clarify and strengthen essential permitted land use types, site design and improvementstandards. 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 PROJECTS 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 Front 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. First Street Second Street � r Yakima Plaza r Required Ground -Floor Retail / Build -to -Lines City Center Mixed Use Yakima Avenue Chestnut Avenue YAKIMA DOWNTOWN MASTER PLAN — DRAFT 131 Site Design and Improvement Standard Updates To ensure that the Retail Main Street framework is active and animated, requiring additional 'form -based' building site design and facade design standards should be enacted: BUILD -TO -LINES 7 dt INV �rd�`WaIIr 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 to these '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 be reviewed for: • Dining and entertainment uses that intend to use the setback area for outdoor seating • Interruptions for accommodation of passageways, building lobbies, or private courtyard entrances 32 1 PROJECTS ACTIVE EDGES f Active edges are building frontages with direct sidewalk entries and a high degree of transparency. Active 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 following active -edge criteria should be met for all ground floors throughout the City Center District: • A minimum of 70 percent transparent glass along ground -floor facades; frosted, tinted, reflective or other types of glass that diminish transparency should be prohibited • Primary ground -floor uses must be oriented to the public right-of-way The following active -edge criteria should be met for all other land uses throughout the Downtown: • Primary entrances must be oriented toward the street • Windows should be provided along facades; but no minimum percentage of transparency should be required • Art walls, flower booths, newsstands or other activating uses are appropriate throughout DESIGN GUIDELINES Intent Yakima Downtown Design Guidelines would aid designers and developers in understanding the City's urban design expectations by providing a framework for an orderly discretionary review process that would supplement and strengthen downtown regulatory codes. The guidelines would ensure a degree of order, harmony and quality within the built environment; they would foster the development of buildings and projects that are attractive individually yet contribute to a downtown that is unified and distinctive as a whole. Role of Design Guidelines There should always be many ways of meeting a particular guideline. The guidelines should not prescribe specific design solutions, nor should they be rigid requirements without flexibility. The design guidelines should provide a descriptive template for maintaining and improving the urban character of Downtown, without dictating or prescribing a specific style or theme. The guidelines should however foster the evolution of Downtown Yakima from an auto - dominated to a pedestrian -friendly downtown where buildings should be built edge -to -edge and 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 should respect and build upon the few remaining unique qualities of Yakima's existing historic downtown. Design Guideline Content The guideline document should be the primary tool for the design 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 the following: ■ Pedestrian Emphasis ■ Architecture ■ Lighting ■ Signs For each of these guideline elements, there should be an introductory page describing the intent of that section of guidelines, followed by specific guidelines. Each specific guideline should contain a descriptive statement of the guideline itself as well as examples of recommended and not recommended applications, both listed in text form and illustrated in photo examples. The visual examples should be included in each guideline element, as models for design and review purposes. They would provide designers, developers, and the Design Commission a means to effectively judge a building relative to appropriate and inappropriate design criteria. YAKIMA DOWNTOWN MASTER PLAN — DRAFT 133 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 town which is hospitable and family-oriented. They should address what gives Yakima this feeling, this 'character' as a unique collection of spaces and buildings, not simply a group of individual projects that could be anywhere. PEDESTRIAN EMPHASIS ARCHITECTURE In Downtown Yakima, the pedestrian should be the 'priority.' These guidelines should address the ways in which buildings and spaces may be designed to create a convenient, comfortable, human -scaled environment where people will want to be. 34 1 PROJECTS The Architecture Guidelines should promote quality development while reinforcing the individuality and spirit of Yakima. The guidelines should promote architectural types indigenous to Yakima and/or the Northwest. Buildings inYakima should seem to be 'at home', reflecting its character and heritage, suiting its climate, landscape, and downtown urban setting. LIGHTING SIGN Lighting should not only provide nighttime security, but also 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 to getting around and doing business in Downtown. However, signs should never overwhelm either building or landscape. Moreover, signs should provide information in a highly graphic format that is complementary to downtown architecture. Tasteful logos, symbols and graphics are encouraged. A strong pedestrian orientation should be encouraged for all signs. Design Review Process Projects should be evaluated for consistency with the Yakima Downtown Master Plan, the Yakima Zoning Ordinance and the proposed Design Guidelines. The Design Guidelines should be applied during City review of development applications. City staff should review development proposals in the Downtown and determine the appropriate review procedures. Decisions to approve, approve with conditions, or denying a proposal should be made by staff or by an appointed 'Design and Landmarks Commission'. Development projects should be reviewed 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 or the Design and Landmarks Commission may impose conditions of approval requiring the project to be modified, or it can be established that design details or other site factors warrant finding for approval of the project without meeting the particular design guidelines. For those 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 be subject to design review for determination of consistency with the Design Guidelines. The process for design review might be based on the extent of work proposed and whether it 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' (see example). GUIDELINES 'CHECKLIST' EXAMPLE Project No.: Project Address: Date: CONTEXT AND SITE CS1 Natural Systems and Site Features A. Energy Use B. Sunlight and Natural Ventilation C. Topography D. Plants and Habitat E. Water CS2 Urban Pattern and Form A. Location In the Oty and Neighborhood ❑ B. Adjacent Sites, Streets, and Open Spaces ❑ C. Relationship to the Block ❑ D. Height, Bulk, and Scale ❑ CS3 Architectural Context and Character NOT HIGH COMPLIES APPLICABLE PRIORITY No Yes A. Emphasizing Positive Neighborhood Attributes B. Local History and Culture PUBLIC LIFE PL1 Open Space Connectivity 1 A. Network of Open Spaces LSI ❑ B. Walkways and Connections ❑ ❑ C. Outdoor Uses and Activities ❑ ❑ PL2 Walkability A. Accessibility ❑ ❑ B. Safety and Security ❑ ❑ C. Weather Protection ❑ ❑ D.Wayfmding V ❑ ❑ PL3 Street -Level Interaction A. Entries L ❑ ❑ B. Retail Edges ❑ C. Residential Edges ❑ ❑ PL4 Active Transportation A. Entry Locations and Relationships ❑ ❑ B. Planning Ahead for Cyclists ❑ C. Planning Ahead for Transit ❑ DESIGN CONCEPT DC1 Project Uses and Activities A. Arrangement of Interior Uses ❑ B. Vehicular Access and Circulation C. Parking and Semice Uses DC2 Architectural Concept A. Massing ❑ B. Architectural and Facade Composition ❑ C. Secondary Architectural Features ❑ D. Scale and Texture ❑ E. Form and Function ❑ DC3 Open Space Concept A. Building -Open Space Relationship B. Open Space Uses and Activities C. Design DC4 Materials A. Exterior Elements and Finishes B. Signage C. Lighting D. Trees, Landscape and Hardscape Materials ��❑yam/ YAKIMA DOWNTOWN MASTER PLAN — DRAFT 135 DOWNTOWN STREET STANDARDS 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 a unified, consistently applied design of streetscape improvements are constructed throughout Downtown. The City, other public agencies, private utility companies and private developers would be required to adhere to the Standards when constructing all new street improvements and any major replacement or repairs. The Standards document should include general requirements and design elements. General Requirements The General Requirements should classify and locate downtown 'street types', describe the required street type plan and section, and dimension all essential design elements of each street type for all public rights-of- way. The General Guidelines should generally describe the: ■ Roadway— measured from face -of -curb to face -of -curb within the right- of-way; the roadway includes travel and turn lanes, curbside parking and protected bikeways, bike lanes, bus, accommodation for potential future trolley infrastructure, landscaped medians, etc. ■ Sidewalk— measured from development property line to face -of -curb within the right-of-way; in some instances sidewalks may extend into development easements or setbacks 36 1 PROJECTS GENERAL REQUIREMENTS EXAMPLE RIGHT-OF-WAY GENERAL REQUIREMENTS EXAMPLE STANDARD SECTION ELEMENTS Traffic: Two-way; Two 11 -ft. travel lanes, one 11 -ft. left -turn lane Parking: 7 -ft. 6 -in. parallel lane, each side of street Sidewalk: 26 ft. wide, each side of street Bicycle: 7 -ft. protected bikeway, each side of street Intersections: Laid -down corners, staggered continental crosswalks, bike boxes Curbs: 1 -ft. concrete Paving: Scored concrete, tinted concrete, accent pavers and asphalt Trees: Canopy, accent Landscape: Shrubs and groundcover in 4 -ft. x 6 -ft. tree wells and curb extensions Lighting: Roadway and sidewalk Furnishings: Benches, trash receptacles, bike racks 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 Retail Street Plan YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 37 Design Elements The design elements prescribe specific design and specifications of all roadways and sidewalks for each street type. The design elements are the following: ■ Sidewalk and Roadway Zones— identify the character and arrangement of 'functional zones' within sidewalks and roadway lanes. Provide detailed dimensioned layouts (plans and sections) for all elements within each sidewalk zone and roadway lane ■ Sidewalk 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. SIDEWALK AND ROADWAY ZONES EXAMPLE Building Zone (BZ) The area immediately adjacent to the building facade. This zone accommodates retail displays, cafe tables/seating, and minor building projections such as downspouts. This zone is interrupted at doorways, corners and driveways. 38 1 PROJECTS Pedestrian Zone (PZ) An unobstructed area for pedestrian through - movement, free of cafe seating, sandwich boards, signal poles, utility poles, etc. This zone should not be interrupted by driveways on the Retail Street. Furnishings/Landscape Zone (FLZ) This is the location of all elements supporting 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. SIDEWALK AND ROADWAY DETAILS EXAMPLE 11#1###111 0 N Landscaped Planting Bed Scored Concrete Concrete Band (Typ.) Accent Pavers Medium Broom Finish Direction Shown (Typ.) apt Q o, < ▪ >< > 1'I 2' 1 3' .4 t• f• Expansion or Construction Joint (Typ.) -Concrete Protected Bikeway Concrete Banding (Typ.) Scored Concrete Medium Broom Finish irection Shown (Typ.) Concrete Curb Tree Well with Grate 6' K 1 ', 4' , 'IX X 5' 1 � jr2' 2' j1 4' BZ PZ FLZ ' PBZ / DZ 7' i 7' 5' 26' STREET FURNITURE ELEMENTS EXAMPLE Sidewalk Lighting • Manufacturer–Kim Lighting • Model—Bounce, single luminaire, 10 -ft. pole height • Finish—Platinum Silver YAKIMA DOWNTOWN MASTER PLAN — DRAFT 139 IMPLEMENTATION 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 Yakima will require the expenditure of City financial and staff resources to 'prime the pump' for private development. The Implementation Strategy identifies a concise list of manageable game -changing and essential projects that best address the project objectives and in turn will result in significant positive change and substantial private investment. The implementation measures, primarily investments in physical infrastructure improvements (including associated planning, programming, design, engineering and construction) should be initiated substantially by the City of Yakima and in some instances through coordination with the private development sector as public-private partnerships. Additionally, to ensure consistency with the Yakima Downtown Master Plan proposals, regulating policies, plans, ordinances, guidelines and financing strategies will need to be either updated or created by the City and consultants. Adoption of these documents will be required of the Yakima City Council, or other 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 be established. It is recommended that a single point -of contact staff position be created to coordinate and manage these projects through implementation. As an oversight body, it is recommended that the Yakima Downtown Master Plan Steering Committee be repurposed into an 'Implementation Oversight Committee'. This committee would review plan implementation proposals and provide recommendations to the City Council for any expenditure of public resources throughout the life of the implementation plan. 42 1 IMPLEMENTATION The implementation strategy details the keysteps the City will need to take to establish immediate momentum and maintain a focused revitalization effort over a five-year timeframe. Elements of the implementation strategy include: Implementation Oversight Appointing an Implementation Oversight Committee provides the necessary ongoing advocacy for implementation of the Master Plan. An outline of the committee's roles and responsibilities are provided. Schedule The schedule outlines the sequence for implementing the game -changer, essential projects and necessary regulatory updates within the first five years. 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 project, and subsequent steps needed to complete the project within specific timelines and with assigned responsibilities. Where applicable, probable cost or fee estimates are provided. Retail Strategy Recommended actions, a timeline, and responsibilities for encouraging retail revitalization and establishing priority areas for incentivizing specific retail development concentrations along the Yakima Avenue corridor is provided. The complete Downtown Yakima Retail Market Study is included in the Appendix. Finance Financing implementation of the Downtown Master Plan will likely come from a variety of sources. A list of Federal, 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 be finalized. IMPLEMENTATION OVERSIGHT In an effort to shepherd the Master Plan and implementation projects through to completion an Implementation Oversight Committee made 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: ■ Be formally appointed by City Council ■ Receive support from City staff regarding necessary data and information needs, scheduling of regular meetings and preparation of an annual report and briefing materials ■ Meet at regular intervals throughout the life of the Master Plan implementation to review and provide recommendations to the 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 The Oversight Committee should include a diverse and representative group of downtown members including property and business owners, representatives of downtown business associations and advocacy groups, and City departments, agencies, and commissions. Oversight Committee members might be representatives 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 Committee should meet regularly to review implementation progress, and identify opportunities for advancing implementation efforts. Tasks of the Oversight Committee should include: ■ Meeting Monthly ■ Keeping the Master Plan 'Alive and Breathing' ■ Tackling topics and components of the Master Plan, setting goals, finding community members to engage in goals, advocating for goals, and creating committees to achieve goals ■ Seeing this plan through ■ Recognizing that City support is essential for plan success ■ Recognizing that accomplishments of the Master Plan are the result of a community -wide effort Committee Annual Report The Oversight Committee should prepare an annual report. An annual report and briefing to City Council identifies implementation progress and provides a basis for establishing partnerships and prioritization of City funds for implementation projects. The annual report should include: ■ An update on accomplishments for the last year ■ An updated list of Master Plan accomplishments since the start of the plan ■ The committee's immediate goals for the near future YAKIMA DOWNTOWN MASTER PLAN — DRAFT 143 SCHEDULE Implementation of all identified projects should be initiated within five years of Yakima Downtown Master Plan adoption. PROJECTS TIMELINE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 a Yakima Plaza Start Construction Documents 'Retail Main Street' * `Ar on Start Co enctcs ents OPublic Market** Start O Yakima Avenue Start Construction Documents ODowntown Parking Strategy Replacement Parking Lot Start Construction Construct Documents ' ODiversion Study Start ' 70 Policy Updates OZoning Ordinance Update 1 QDesign Guidelines 0 Downtown Street Standards * The streetscape concepts and preliminary conceptual cost estimates should ** Following Plan adoption a Public Market FeasibilityS udyshould be initiated be developed concurrently with the development of the Plaza design. 44 1 IMPLEMENTATION and a Request for Qualifications should be solicited by the City. ACTION PLANS YAKIMA PLAZA The plaza is a Game -Changer. Retail revitalization starts with the plaza. 1) INITIATE PROJECT . Appoint Plaza Oversight Committee Finalize Project Scope & Improvement Area Map Identify Plaza Management Structure Identify Operating Fund Requirements & Sources Prepare Construction Budget Estimate Identify & Secure Construction & Operating Funds 2) SELECT DESIGN TEAM Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Design Team MONTHS TO PRIMARY PRELIMINARY COST/ COMPLETE RESPONSIBILITY FEE ESTIMATE CITY Plaza, $10 Mill. - 3 Blocks, $3 Mill. 4 CITY 3) PREPARE CONTRACT DOCUMENTS 8 CONSULTANT Consultant Fees (4010% - $1.3 Mill. Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents Bid Project 4) CONSTRUCT IMPROVEMENTS Develop & Approve Construction Phasing Plan Construct Street Improvements Construct Plaza Improvements 18 CONTRACTOR 1 YAKIMA DOWNTOWN MASTER PLAN — DRAFT 145 'RETAIL MAIN STREET' The 'Retail Main Street' is the centerpiece for new retail development in the Downtown. 1) INITIATE PROJECT Appoint Main Street Oversight Committee Finalize Project Scope & Improvement Area Map Prepare Construction Budget Estimate Identify & Secure Construction Funding 2) SELECT DESIGN TEAM MEL Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Design Team • MONTHS TO PRIMARY PRELIMINARY COST/ COMPLETE RESPONSIBILITY FEE ESTIMATE CITY 4 Blocks @ $1 Mill. Per Block 4 CITY 3) PREPARE CONTRACT DOCUMENTS 8 CONSULTANT Consultant Fees @10% - $400,000 Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents Bid Project 4) CONSTRUCIIDVEMENTS Develop & Approve Construction Phasing Plan Construct Street Improvements 46 1 IMPLEMENTATION 18 CONTRACTOR PUBLIC MARKET The public market will serve as a retail anchor and Downtown visitor destination. 1) INITIATE PROJECT Appoint Public Market Oversight Committee Secure Site MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE 12 CITY To Be Developed 1 2) DETERMINE FEASIBILITY 12 CONSULT. Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Consultant to Prepare Feasibility Study Review Consultant Recommendations Identify & Secure Construction & Operating Funds Consultant Fees @ $75,000 3) SELECT DESIGN TEAM MI 4 CITY Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Design Team 4) PREPARE CONTRACT DOCUMENTS M. 8 CONSULTANT To Be Developed Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents for Roadway Improvements Bid Project 5) CONSTRU CONTRACTOR Develop & Approve Construction Phasing Plan Construct Improvements YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 47 YAKIMA AVENUE Streetscape improvements, to calm traffic, will create a 'signature street'. MONTHS TO PRIMARY PRELIMINARY COST/ COMPLETE RESPONSIBILITY FEE ESTIMATE 1) INITIATE PROJECT Appoint Yakima Avenue Oversight Committee Finalize Project Scope & Improvement Area Map Prepare Construction Budget Estimate Identify & Secure Construction Funding 2) SELECT DESIGTEAM 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 IMPIIVEMEN Develop & Approve Construction Phasing Plan Construct Street Improvements 48 1 IMPLEMENTATION 4 8 24 CITY CITY CONSULTANT CONTRACTOR 16 Blocks @ $700,000 Per Block Consultant Fees @10% - $1.1 Mill. 1 DOWNTOWN PARKING STRATEGY The strategy will address short-term and long-term retail parking needs. 1) INITIATE PROJECT Appoint Parking Oversight Committee Secure Replacement Parking Site West of Plaza MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE CITY 12 To Be Developed 2) DEVELOP SHORT-TERM RETAIL PARKING CITY Identify Locations for Increasing Parking Restripe and Make Improvements 4 12 1 IATE SUPPLEMENTAL PARKING STUDY 'TY Select Consultant Investigate Feasibility of New Entrance to Mall Parking Investigate Potential for Leasing Employee Parking 4) DEVELOP LRM RETAIL PAAM.P 12 Identify & Secure Construction & Operating Funds Select Design Team Prepare Contract Documents for Parking Structure Construct Retail Parking Structure Consultant Consultant To Be Developed To Be Developed IMPY To Be Developed Consultant Contractor YAKIMA DOWNTOWN MASTER PLAN — DRAFT 149 DIVERSION STUDY A transportation and land use study will identify a strategy for diverting Yakima Avenue traffic to alternative by-pass routes. 1) INITIATE PROJECT Appoint Diversion Study Oversight Committee Finalize Feasibility Project Scope & Study Area Map MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE 4 CITY 2) DETERMINE FEASIBILITY 12 CONSULT. Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Consultant to Prepare Feasibility Study Review Consultant Recommendations Identify & Secure Construction Funding Consultant Fees @ $75,000 3) SELECT DESIGN TEAM r4 CITY Prepare Request for Qualifications (RFQ) Review Qualifications (Oversight Committee) Select Design Team for Roadway Improvements 4) PREPARE CONTRACT DOCUMENTS ire CONSULTANT Prepare Design Alternatives Refine Preferred Alternative Prepare Contract Documents for Roadway Improvements Bid Project 5) CONITRUCT IMPROVEMENTS 12 CONTRACTOR Develop & Approve Construction Phasing Plan Construct Improvements 50 1 IMPLEMENTATION POLICY UPDATES The Downtown Plan will be incorporated into the Comprehensive Plan. 1) INITIATE PROJECT Develop Scope of Work MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE 2 CITY 2) UPDATE POLICY 6 CITY Prepare Draft Update Review Update Finalize Update and Adopt YAKIMA DOWNTOWN MASTER PLAN — DRAFT 151 ZONING ORDINANCE UPDATE Regulating plans will be consistent with the Downtown Plan vision. 1) INITIATE PROJECT Develop Scope of Work MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE 2 CITY 2) UPDATE ZONING ORDINANCE 6 CITY Prepare Draft Update Review Update Finalize Update and Adopt 52 1 IMPLEMENTATION DESIGN GUIDELINES Discretionary design guidelines supporting zoning ordinances will ensure Downtown projects are constructed as envisioned. ACTION MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE 1) INITIATE PROJECT Develop Scope of Work 2 CITY 2) SELECT DESIGN GUIDELINE CONSULTANT 2 CITY Prepare Request for Qualifications (RFQ) Review Qualifications Select Consultant 3) PREPARE DESIGN GUMLINES 6 CONSULTANT Consultant Fees @ $75,000 Prepare Draft Design Guidelines Review Design Guidelines Finalize Design Guidelines YAKIMA DOWNTOWN MASTER PLAN — DRAFT 153 DOWNTOWN STREET STANDARDS Requirements for all public right-of-way improvements will ensure that a high-quality public realm is constructed. 1) INITIATE PROJECT Develop Scope of Work MONTHS TO PRIMARY PRELIMINARY COST/FEE COMPLETE RESPONSIBILITY ESTIMATE 2 CITY 2) SELECT STANDARDS CONSULTANT 4 CITY Prepare Request for Qualifications (RFQ) Review Qualifications Select Consultant 3) PREPARE STREET STANDARDS CONSULTANT Consultant Fees @ $150,000 Prepare Draft Street Standards Review Draft Street Standards Finalize Street Standards 54 1 IMPLEMENTATION 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. ■ 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. *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 YAKIMA DOWNTOWN MASTER PLAN — DRAFT 155 The Retail Strategy for Downtown Yakima should be guided by a retail zoning framework that identifies three specific retail zones within the Downtown, each with different retail characteristics and priorities, as follows: ■ Zone 1—should be positioned as a lifestyle zone, and encourage activity generating uses and retail that fosters a vibrant atmosphere. Retail focus should be on food and beverage, local products/retail businesses, 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 and comparison shopping, culture and arts. ■ Zone 3— is a less vibrant area intended for general retail needs that serve the Yakima population, such as housewares, interiors, furniture, lighting, electronics, DIY, grocery and other comparison goods. Q Zone 1 Q Zone 2 Zone 3 ACTION MONTHS TO COMPLETE PRIMARY RESPONSIBILITY 1) Set up a Retail Task Force City & Council 2) Draft retail related zoning and design guidelines 3 City Planning Department 3) Establish policies criteria that providenework for retail incentives City Plantment 4) Establish short-term and discounted leases for vacant or underutilized municipal property to encourage retail growth in the Downtown. (City should lead by example and encourage private developers/landlords to do similar) Ongoing once policies are in place City & Council 5) Develop a marketing strategy 6) City officials attend retail conferences or trade shows such as the annual Retail Convention (RECON) in Las Vegas Ongoing City & Council 7) Identify potential sponsors/spons opportunities for catalyst projects (eg. expansion of Millennium Plaza park) 56 1 IMPLEMENTATION FINANCE 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. The following are a list of possible federal, state, and local funding sources: FEDERAL Community Development Block Grants (CDBG) Federally -funded through the Department of Housing and Urban Development, this grant program provides funding for housing, infrastructure improvements, and economic development and must serve the interests of low and moderate -income populations. New Market Tax Credit Program (NMTC) 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 create jobs. 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 in an historic building is credited back against federal income taxes, in exchange for certain federal (Department of Interior) renovation standards being followed. Low -Income Housing Tax Credits (LIHTC) and HOME Investment Partnership Program This federal tax credits program created in 1986 under Section 42 of the IRS code encourages the development of affordable multifamily rental housing. Moving Ahead for Progress in the 21st Century Act (MAP -21) Moving Ahead for Progress in the 21st Century Act (MAP -21) MAP -21 is a milestone for the U.S. economy and the Nation's surface transportation program. By transforming the policy and programmatic framework for investments to guide the system's growth and development, MAP -21 creates a streamlined and performance-based surface transportation program and builds on many of the highway, transit, bike, and pedestrian programs and policies established in 1991. TIGER Grants The Transportation Investment Generating Economic Recovery, or TIGER Discretionary Grant program, provides a unique 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 $1.5 billion for TIGER I, $600 million for TIGER II, $526.944 million for FY 2011 and $500 million for the FY 2012 round of TIGER Grants to fund projects that have a significant impact on the Nation, a region or a metropolitan area. Economic Development Administration- U.S Department of Commerce (EDA) The EDA provides funds for technical assistance, planning and the development of projects that result in the creation of new employment. Technical assistance grants usually average about $25,000 and require a 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 to millions of dollars. YAKIMA DOWNTOWN MASTER PLAN — DRAFT 1 57 STATE AND LOCAL Special Districts for Business Improvement, Parking & Other Infrastructure Neighborhood residents and downtown property owners can elect to levy special taxes on themselves for special activities and capital improvements within an established special district. Business Improvement Districts, for example, can fund downtown revitalization activities, 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 streetscape. Cities and Counties may also create special improvement districts to pay for projects with bond repayment to be made by the adjoining landowners receiving the benefit of the improvement. General Obligation Bonds The sale of general obligation bonds can be used to finance specific public infrastructure and facilities improvements. A G.O bond sale, subject to voter approval, can provide the financing initially required for major projects. Road Improvement Districts RIDs can be used to finance a wide range of public improvements, such as upgrading substandard residential streets. RIDs involve the issuance of special assessment bonds with a pledge of repayment by the benefited property owners or developers. The County can partially offset the cost of RIDs by contributing a staff person to help organize and promote the RIDs and by paying some of the preliminary engineering design work for determining the types and cost of improvements needed. RIDs are typically not a funding source for general transportation improvements. Gas Tax A portion of gas tax receipts are allocated to cities and counties for street and road system maintenance and improvements. 58 1 IMPLEMENTATION Real Estate Excise Tax 1 (REET 1)14 RCW 82.46.010 authorizes cities and counties to levy a quarter percent (0.25%) excise tax on the sale price of real estate. Cities and counties with a population of 5,000 or more that are planning under GMA may spend these funds only on capital projects listed in the capital facilities plan element of their comprehensive plans. Real Estate Excise Tax 2 (REET 2)15 Cities and counties that are required to or choose to plan under the Growth Management Act may levy a second quarter percent (0.25%) excise tax on the sale price of real estate. In 2004, the Yakima City Council authorized the second quarter Real Estate Excise Tax. The City uses these funds for to purchase materials for crack filling and chip sealing local access streets. The revenues have also been used for street maintenance and repair purposes, as well as other projects listed on the Capital Facilities Plan. Property Tax Property tax funds the day-to-day operations of the City's street and traffic operations division. Programs may be mandated, provide for the safety of the citizens, 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 to be used for targeted areas such as the focused public investment areas, safety projects, paving gravel roads, & alternative mode improvements. A local option fuel tax is another potential revenue source. Congressional Direct Appropriations State appropriation bills may include funding for particular local or state transportation projects. Downtown Development Incentives Fund Philanthropic support can provide a significant one-time grants or funds over a sufficiently long period of time to capitalize financing for private investment through such means as: ■ Revolving loan fund offering interest rate write downs ■ Matching funds for contributions to downtown projects ■ Direct incentives for targeted retailers - would provide a "negotiation fund" for target retailers or categories Washington Department of Transportation (WSDOT) The WSDOT distributes a variety of federal funds and provides state matching funds requirements for a variety of auto, pedestrian, bicycle and rail infrastructure projects. Other Funding Types Another method that may be available to Yakima for implementation of projects is to structure a range of public and private incentives for downtown retail, business development, and affordable housing. These "indirect funding" mechanisms might typically include: ■ Granting bonus densities under the zoning code in exchange for provision of a public amenity or benefit ■ Special permitting for uses such as sidewalk cafes to animate street life ■ Allowing sponsorships of public space programming to encourage pedestrian activity ■ Below -market -rate land sales or ground leases ■ Fast track approval processes for downtown housing development to lower developer costs while at the same time providing a benefit at little or no cost to the city ■ Below -market -rate public bond financing to reduce the cost of capitol for designated development projects ■ Property tax deferrals in exchange for provision of public amenities Grants Both Yakima County and the City of Yakima actively seeks grant funds for capital projects. In the past, funding sources have included Transportation Improvement Board, Washington Traffic Safety Commission, Hazard Elimination, Freight Mobility, Congestion Management and Air Quality, Surface Transportation Program, County Road Administration Board (CRAB), Urban Arterial Trust Account (UATA), Transportation Improvement Account (TIA), 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 -Year Transportation Plan list. Rates are based on a formula that assesses a proportionate share of the total project cost relative to the trip rate. Miscellaneous Local Revenue The City of Yakima receives local revenues from miscellaneous sources. These include mitigation payments and transfers of funds from other jurisdictions for reimbursable work. YAKIMA DOWNTOWN MASTER PLAN — DRAFT 159 Crandall Arambula PC vwwv.ca-city.com Revitalizing America's Cities DOWNTOWN YAKIMA RETAIL MARKET STUDY DRAFT REPORT 1 johl Thomas Consultants August 2013 REPORT STRUCTURE EXECUTIVE SUMMARY PROJECT INTRODUCTION 1.0 LOCAL MARKET INDICATORS 5 2.0 SITE ANALYSIS I I 3.0 COMPETITIVE RETAIL REVIEW 19 4.0 DEMAND ANALYSIS 29 5.0 PROJECT POSITIONING & DEVELOPMENT OPPORTUNITY 51 6.0 RETAIL STRATEGY & IMPLEMENTATION 71 APPENDIX I: LOCAL MARKET INDICATORS 2: SITE ANALYSIS 6 COMPETITIVE RETAIL REVIEW 4: DEMAND ANALYSIS 5: PROJECT POSITIONING & DEVELOPMENT OPPORTUNITY 1 6: RETAIL STRATEGY & IMPLEMENTATION 2 EXECUTIVE SUMMARY + Downtown Yakima is currently plagued with a high rate of retail vacancy, and while new retail developments and tenants continue to come to Yakima, most of this new retail development is escaping the Downtown. + The current retail landscape in Yakima is dominated by big box retailers, power and strip centers, and one regional serving enclosed mall, all of which offer no "experience" to the consumer which is an important factor in attracting and retaining footfall. + Downtown Yakima has good potential to create a distinctive retail experience that capitalizes on its built heritage, local agri and viticulture, local talent and entrepreneurship, local food and beverage, community facilities and events programming, all of which are necessary ingredients and demand drivers to support a viable and sustainable Downtown retail environment. + It is unlikely that Yakima Mall, in its current form, will ever contribute significantly to the retail experience of a revitalized Downtown Yakima, and should be repurposed for other uses that could serve as additional demand drivers for downtown retail. Such uses could include office, or other commercial, civic or community uses. + Recent local efforts to improve the Downtown environment, enhancements to the streetscapes, employment of "downtown ambassadors", a number of successful local retailers, as well as some small additions to the residential stock, indicate that renewed momentum and interest in the Downtown is emerging. + Retail demand in Yakima is expected to grow by approximately 200,000sf / year, but in order for the Downtown to capture some of that retail demand, a concerted and proactive approach must be taken by the City to direct some of that demand into the Downtown by facilitating retail development through policy, zoning, incentives, and marketing and other direct engagement of stakeholders and interest groups. + A retail framework needs to be embedded into local zoning ordinances and design guidelines to help reinforce a distinctive and unique retail identity for the Downtown that not only serves the local community needs, but also creates a vibrant, attractive and memorable retail experience for visitors. + Initially, retail revitalization should be focused on a central area in the heart of Downtown Yakima, and perhaps around a catalyst or "game changing" project such as expansion of Millennium Park Plaza, to create the necessary critical mass or "body heat" of activity that will help to attract investment and catalyze further retail growth . The retail focus should, initially, be on food and beverage, local products / retail businesses, convenience, and entertainment and leisure to help create a vibrant and local identity. A downtown grocer would be necessary to serve the needs of the local resident population, especially as this grows. + Once an attractive and vibrant retail environment in the heart of Downtown establishes itself, coupled with growth in the Downtown resident population, retail investment from regional and national retailers can be expected and help to further expand the retail offer in the Downtown. The focus can expand to more comparison retail shopping and hard goods at this time. 7/mas 3 PROJECT INTRODUCTION + The subject site is located in Downtown Yakima running east west from 9th St and 7th Ave, and north south from A St to Chestnut Ave, encompassing an area covering approximately of approximately 150 acres with a buffer zone of influence of 358 acres. + While new retail developments and tenants continue to come to locate in Yakima, most of this is new retail is escaping the Downtown, which is currently troubled by high vacancy rates including a 650,000 sf former mall that has not served a retail function for more than 8 years. + The City of Yakima currently seek to revitalize their downtown core through a master planning exercise, which includes a market study to determine where gaps lie in the market and identify the possible retail opportunity for the Downtown. As such, Thomas Consultants was retained to examine the local and regional retail marketplace to provide an objective analysis on the site's potential development opportunity with respect to: • Supportable new retail floorspace (if applicable); • Retail development format option(s); • Role and function of retail project; • Target customer segment(s); and • Target tenant types and brands. 7/mas 4 I .0 LOCAL MARKET INDICATORS . I REGIONAL CONTEXT . 2 DEMOGRAPHIC TRENDS IN YAKIMA . 3 DEVELOPMENT TRENDS IN YAKIMA . 4 TOURISM TRENDS IN YAKIMA . 5 HISTORY OF RETAIL IN YAKIMA 6 7 8 9 I0 I: LOCAL MARKET INDICATORS 2: SITE ANALYSIS [3: COMPETITIVE RETAIL REVIEW 4: DEMAND ANALYSIS (5: PROJECT POSITIONING & DEVELOPMENT OPPORTUNITY [6: RETAIL STRATEGY & IMPLEMENTATION 5 1.0 LOCAL MARKET INDICATORS 1.1 Regional Context + Located in southern Washington State, Yakima is the county seat of Yakima County and is located 142 miles south east of Seattle and 185 miles north east of Portland. + Yakima is the 9th largest city in Washington State by population. + Yakima has a growing tourism market fed by visitors from Seattle and Portland. + Yakima is a leading agricultural center, producing around 80% of the nation's hops, and has a reputation for apple production and a flourishing wine production industry. Manufacturing, primarily relating to food processing is another huge industry hiring 10,000 people and generating sales of $1.4 billion. + Alaska Airlines connects Yakima to Seattle -Tacoma International Airport three times daily. + Its position east of the Cascades creates a rain shadow, meaning that Yakima has around 300 days of sunshine a year; however, it also presents a challenge to tourists navigating the mountain passes during winter, impeding access to Yakima. 7/mas 1111 A. Or St e- IBJ .I.=w."gr ..•y if Tom' ., ' -~ 1.0 LOCAL MARKET INDICATORS 1.2 Demographic Trends in Yakima + Yakima County's current population of 251,481 is expected to rise to 266,012 by 2018. + Yakima County has a very high Hispanic population estimated at over 47% compared to a statewide average of 1 1.6%. + Median household income level is estimated at around 25% less than state average at $43,313. + 16.4% of Yakima residents have a bachelor's degree or higher compared to state average of 31.4% + Yakima is highly dependent on automobiles with 90% of residents commuting to work by car. 7/mas • 7 1.0 LOCAL MARKET INDICATORS 1.3 Development Trends in Yakima Just over a mile north east of Downtown Yakima, Cascade Mills is a 21 1 acre brownfield site, once home to a landfill as well as a sawmill and plywood plant which is understood to be currently under consideration for redevelopment. Should the site be developed for retail usage it could hinder revitalization attempts in Downtown Yakima; however, with complementary usages such as commercial office space and recreational facilities Cascade Mills could act as a significant driver of passing trade for Downtown Yakima. From our understanding there are currently proposals to demolish Track 29 Mall, and "wild west" themed retail boardwalk, with the developer intending to create a parking lot. It is understood that the empty lot at SE corner of 2nd and Yakima Ave, currently used as open space, has been bought and will be developed as a restaurant + 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 there is still positive retail demand in Yakima. A proactive approach by the City needs to be taken to try to capture some of this continued retail demand, that is otherwise by-passing the Downtown (although it should not try to attract big -box retailers). 7/mas 1.0 LOCAL MARKET INDICATORS 1 .4 Tourism Trends in Yakima + Statewide tourism is the fourth biggest industry accounting for $16.4 billion spending in 2011. + $354.4 million is spent annually by visitors to Yakima county, supporting 3,580 local jobs. + Wine production is a I<ey industry with over 80 wineries in Yakima Valley and 16,000 acres of vineyards producing award winning wines. Wine production in Yakima is acting as a catalyst for tourism within the Yakima region. + Conferences are another important source of visitation, with over 125,000 people hosted in 2012. + Daily rate room occupancy in Yakima averaged at 52% with an average stay of 2.5 nights. 7/mas I1VN 1/4*.y. �✓' any- ti LI* ti'°4` titin. •.aa i " bi; • w 7 . .; UM W ill_II' woe e41X1PadEl�. wy . 4s1evil.a :- 9 1.0 LOCAL MARKET INDICATORS 1.5 History of Retail in Downtown Yakima + 1971: Yakima Mall opens anchored by J.C. Penney's and The Bon Marche (now Macy's) and by 1974 38 stores were present within the mall. + 1985: Yakima Mall renovated for first time with new ceilings, walls, floors, benches and lighting. + 1996: Yakima Mall renovated for second time with the addition of a new food court and western entrance. + 2000: J.C. Penney's announces closure after 74 years in Downtown Yakima due to falling sales. + 2001: Nordstrom, located opposite Yakima Valley Mall closes citing a 34% decrease in sales since 1994. + 2002: Bon Marche follows suit, relocating to Valley Mall. + 2003: Yakima Mall finally closes with the majority of national comparison retail either relocating to Union Gap or departing Yakima completely. Since the closure of Yakima Mall there has been a slow but steady growth of smaller independent retailers throughout Downtown Yakima. Currently there are no national comparison retailers operating in Downtown Yakima, with the majority now located In Union Gap, south of the study area. 7/mas i0 2.0 SITE ANALYSIS 2.I SUB -REGIONAL CONTEXT 12 2.2 STUDY AREA CONTEXT 13 2.3 CORE AREA OVERVIEW 14 2.4 EXISTING DOWNTOWN COMPARISON RETAIL 17 2.5 SWOT 18 I :LOCAL MARKET INDICATORS A. 2: SITE ANALYSIS s W 3: COMPETITIVE RETAIL REVIEW 4: DEMAND ANALYSIS (5: PROJECT POSITIONING & DEVELOPMENT OPPORTUNITY 6: RETAIL STRATEGY & IMPLEMENTATION 11 2.0 SITE ANALYSIS 2.1 Sub -Regional Context Location + The study area is focused along Yakima Ave, between 9th St and 7th Ave, and includes the areas bounded by A St to Chestnut Ave, to the north and south, respectively. Adjacencies + Immediately adjacent to the study area lies the 1-82 to the east. + Industry tends to line the BSNF freight railroad that dissects Yakima north -south. Either side of this industrial concentration is detached lower income low density housing. + To the west of Downtown Yakima is more low density housing with comparatively higher income housing. Visibility & Exposure + 16,000+ vehicles pass daily along the 1.2 miles of Yakima Avenue that lie within the study area and although this provides excellent visibility there is presently little incentive to stop; therefore allowing Yakima Avenue to act as a high speed 'runway' between west Yakima and the 1-82. Accessibility + Downtown Yakima is easily accessible by car with little congestion in the study area. Recent studies identified an abundance of both on and off street parking. + Whilst automobile accessibility is good, pedestrian movements are hindered by hostile road crossings and constrained sidewalks which help contribute to an undesirable walking environment. `t!9 + 1 1.601 1.70 MIMI 40 7/mas 12 2.0 SITE ANALYSIS 2.2 Study Area Context + The map to the right identifies the existing retail within the Downtown Yakima Study Area. The highlighted area shows both the study area and the study influence area. + Stores and services are primarily located along Yakima Avenue, with two areas with slightly higher concentrations of retail; — A concentration of antique/ home wear retail, shown highlighted on the left of the map composed of independent local retailers. — A concentration of independent food and beverage shown on the right of the map. 7/mas Food & Beverage Concentration Antique/ Homeware Concentration —111111P— Retail Category ▪ Mixed Use ▪ Comparison ▪ Convenience ▪ Food & Beverage �l �a rif �'7 `r - �. 13 2.0 SITE ANALYSIS 2.3 Core Area Overview + Due to the sheer size of the study area it is important to find an area to concentrate growth and development in order to provide a trickle down effect to peripheral parts of the Downtown. + The area identified as the core of Downtown Yakima can be seen on the map to the right and has been identified as the most vibrant area of the Downtown for a variety of reasons; — It is a center of employment of the Downtown- The City, Department of Ecology and a variety of office space. — Concentration of heritage buildings that give the town its distinct character can be found here such as the Larson Building. — Focal point for a variety of events. — Sentimental identity of Yakima such as Millennium Plaza. — High concentration of food and beverage — Location of civic facilities such as the library, theatres, and the YMCA. OYakima Train Depot 7/mas 14 2.0 SITE ANALYSIS 2.3 Core Area Overview Retai + Yal<ima's existing retail is currently limited and peppered throughout the city. + It is predominantly composed of independent retailers and lacks national chains, the majority of which are located in Union Gap. The map to the right identifies the current make up of retail in the identified heart of the City. + The 650,000 sf Yakima Mall has stood vacant without retailers for a number of years. Yakima has not functioned as a retail centre for sometime and as such there is a large number of vacant stores, giving visitors a negative first impression. 7Kmas Retail Category • Clothing & Accessories • Banks • Electronics • Health & Beauty • Miscellaneous 15 2.0 SITE ANALYSIS 2.3 Core Area Overview Food & Beverage + Concentrated over six blocks, Yakima has a vibrant food & beverage district catering to a variety of different tastes and budgets. + The majority of restaurants, cafes and bars within this district are independent businesses giving Yakima a unique local identity for both residents and visitors to enjoy. + Talk about the type of food and beverage providers, price points and key attractions.. 7/mas 1/4 ARTISAN BAKERY and CHOCOLATERIE Restaurant & Blstro A METROPOLITAN KITCHEN AND LOUNGE • lErr NM' 16 2.0 SITE ANALYSIS 2.4 Existing Downtown Comparison Retail Whilst the majority of national retailers are absent from Downtown Yakima there is currently a peppering of local comparison outlets throughout the study area: + Clothing: — Garden Dance- Womenswear — Rain Dance- Menswear — Lin Paul's- Occasion wear — YakCity- Menswear — Fashionforless- Womenswear + Specialty: — The Little Soap Maker- Cosmetics — Bella Fiore- Florist — Garden Girl- Florist — Anytime Fitness- Gym — Ron's Coin & Book Center- Miscellaneous — 24/7 PC- Electronics — The Beer Shoppe- Alcohol — Stems- Alcohol — Yakima Sunglass- Accessories — Deja Vu- Antiques — Walgreens- Pharmacist — 7- Eleven- Convenience — Salvation Army- Thrift Store — Browse 'n' Buy- Antiques — Pieces of the Past- Antiques — Inland Lighting- Home Furnishings — Fossen's Home & Hearth- Home Improvement — Ace Hardware- Home Improvement 7/mas 17 2.0 SITE ANALYSIS 2.5 SWOT Assessment STRENGTHS + Downtown Yakima is a core area for business, government and as an employment center. + Downtown has some significant architectural heritage that will contribute to its attractiveness for retail investment. + A variety of food and beverage outlets already operate in Downtown Yakima suggesting appeal for downtown dining. + Good accessibility to larger cities including Seattle and Portland, with journey times of two and three hours, respectively. + Yakima Avenue provides Downtown Yakima with excellent visibility for street retail. + Yakima is emerging as a high quality wine making region that is attracting international attention and tourism potential. + Recent urban design improvements have enhanced Downtown Yakima's retail environment (e.g.. Performance Square, pocket parks and plazas). WEAKNESSES - High number of empty shops, particularly along Yakima Avenue. - Lack of cohesive identity to Downtown Yakima. - Limited selection of comparison retail and national brands in downtown. Significantly lower than average per capita income than Washington. Yakima Avenue traffic volumes and flow could pose conflicts with increase in pedestrian and street level retail activity. - Lack of upscale hotels within Yakima contributes to tourist leakage to other locations. - Retail environment in Yakima is widely dispersed over a wide area which encourages car use. - Downtown core is peppered with a number of large blocks of industrial/ institutional developments and car parks that disrupt a tightknit cohesive retail environment. OPPORTUNITIES + Yakima Mall presents good redevelopment opportunity. + Yakima's growing status as a wine tourism destination is an opportunity for attracting additional investment into the Downtown retail landscape. + Vacant lots and buildings immediately available for occupancy. + Downtown Yakima Committee has initiated support for Downtown improvements and maintenance + Recent new developments, such as Orion Theater provide additional attraction and contribute to injecting increased demand in Downtown retail. + Currently limited supermarket options in Downtown Yakima and Terrace Heights. THREATS - Proposed Boise Cascade Mill Development as a lifestyle center could compete directly with Downtown Yakima. - Other cities such as Walla Walla, Tri Cities and Spokane have a strong tourist draw and detract interest away from Yakima. - Construction of new retail developments in primary trade area would threaten Downtown Yakima. - Seasonal nature of tourism presents challenge to local businesses. - Perception of rampant crime even by locals could continue to deter locals from visiting Downtown Yakima. 7/mas 18 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6. I OVERVIEW 72 6.2 IMPLEMENTATION STRATEGIES 73 6.2.1: SETTING UPA RETAIL TASK FORCE 73 6.2.2: RETAIL INCUBATION 74 6.2.3: TEMPORARY USE OF UNDERUTILIZED PARKING LOTS 76 6.2.4: RETAIL INCENTIVES 77 6.2.5: MARKETING 78 6.2.6: TARGET TENANT TYPES AND BUSINESSES 79 6.2.7: TENANT TYPES AND SIZES 81 6.3 OTHER IMPORTANT CONSIDERATIONS 6.4 RECOMMENDED ACTIONS 82 83 I :LOCAL MARKET INDICATORS 2: SITE ANALYSIS 3: COMPETITIVE RETAIL REVIEW 4: DEMAND ANALYSIS (5: PROJECT POSITIONING & DEVELOPMENT OPPORTUNITY 6: RETAIL STRATEGY & IMPLEMENTATION 7I 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.1 Overview + Retail in Downtown Yakima has already gained some momentum with the efforts of groups like the Committee for Downtown Yakima, Downtown Yakima Business Improvement District, and Block by Block (a Downtown service program that provides cleaning, safety and parking management services to the DYBID). + Improvements in the quality of space in Downtown, such as public art, landscaping, attractive street furnishing, and the presence of Downtown Ambassadors enhance the Downtown experience, and are a necessary step towards attracting new retailers and building a vibrant Downtown. + A recent local initiative by some local entrepreneurs called "I Heart Yakima" has been started to help build civic pride, build business and strengthen the local economy, by setting up a conduit through which local businesses can get a hand -up through funding, and establish a foothold in the community. This will be an important driver for retail revitalization in Downtown Yakima. + Moving forward, a retail development strategy must take a focused and practical approach for building a vibrant and sustainable Downtown Yakima, that builds on Yakima's existing assets, nascent local business initiatives and events, and can provide a unique and enjoyable retail experience not otherwise available in Yakima. + Concerted effort must be made by the City in stakeholder engagement, marketing, City policies that incentivize and direct retail growth to the Downtown, and funding / sponsorship opportunities. 7/mas F ;AA!1/L(M1 BLOCK AN SIMS HOLDINGS COMPANY 72 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2 Implementation Strategies + Riding on the momentum already taking place for Downtown Yal<ima's revitalization so far, early implementation of some specific strategies to encourage retail development and enhancement in the Downtown need to be carried out. + Some of these strategies could be initiated quickly, with little cost, yet have a significant effect on strengthening the image of the Downtown and creating a vibrant and attractive environment. + The following strategies should be considered / supported by the City: + Set up of a Retail Task Force + Retail Incubation: Pop-up retail / short term leasing / arts in windows + Temporary use of underutilized parking lots + Retail development incentives + Marketing + Targeting specific tenants and businesses 6.2.1 Setting up a Retail Task Force + The City of Yakima should consider setting up a dedicated Retail Task Force that takes a proactive role in promoting and facilitating retail growth in the Downtown. + The main role of the Retail Task Force should be, at minimum, to undertake the following: + Take a proactive role in marketing and promotion of Downtown Yakima; + Stakeholder Engagement: + engage with local real estate professionals, developers and property owners to understand issues and concerns related to retail development in Yakima, and to encourage flexible and innovative approaches to retail leasing strategies (eg. short term leasing); + Other key stakeholders to engage include Committee for Downtown Yakima, Rotary, Chamber of Commerce, community groups + Facilitate the planning process for retailers wanting to locate in Downtown. This should be extended to both local retailers and non -local retail businesses.; + Draft and recommend policies for the City that facilitates retail development in Downtown (eg review of building/design codes to make it easier for retailers to locate in the Downtown); + Support City initiatives in direct recruitment of retail activities (eg. attending national retail trade shows). 7/mas 73 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.2 Retail Incubation Retail Incubation + Yakima's abundance of vacant shops and storefronts provides the opportunity to rapidly implement schemes that will create momentum for urban renewal in Downtown Yakima. Activating empty shops and dressing up storefronts will help to reinvigorate the downtown experience and create a vibrant, positive pedestrian environment. + Retail incubation is generally encouraged to provide low -rent space and business support services for entrepreneurs, and to attract a certain tenant mix that encourages customer visits to a specific area, like the Downtown. + Various approaches can be considered for retail incubation, that include the following: + Favourable rents + Flexible leasing terms + Business coaching assistance + Use of vacant storefronts for short-term occupation to test out new ideas + The City, possibly through a retail task force, will need to engage directly with real estate professionals and developers to encourage and support such schemes. 7/mas Types of Retail Incubators Tvpe Description Pup -I. ps Temporary space to reduce chronic or rising vacancy and bolster retail in an area Floating Assistance to retailers to locate in a district and receive specialized training Incubator Encourage start-up retail businesses through discounted space, shared supplies and training Retail Firms Served Established Established/Start- Up Start -Up Location Willing building owner with long- term vacant space Wherever retailer chooses in a defined district Specialized operating facility Services None Traininglentoring Training and other assistance as needed Supplies None None Shared- Internet, accounting., etc. Possible Subsidies Rent, Tenant improvements (temporary) Rent, Training Rent, Supplies, Training Occupancy Time 1-3 months 12-18 months 18-36 months Challenges Finding willing owners, return policy for temporary stores Establishing training and operating guidelines Generating foot traffic, suitable '`graduate" space, managing public areas of incubator Management Public -Private partnership Private space, public subsidy, training provided by local agencies Public or private, professional manager and business assistance required 74 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.2 Retail Incubation Pop -Up Retail + An emerging and innovative retail trend capable of providing flexible retail space, pop up retail would be ideally suited to Downtown Yakima. Pop-up retail is suitable for both small emerging retailers who want to test out ideas and products, as well as well-established retailers who need extra space to either sell off extra product or for certain retail events. + Pop up retail concentrated within Zone I, where much of the existing empty stores are located, would create more contiguous retail experience, filling many of the vacant storefronts, and encouraging footfall to the downtown. + Pop up retail delivers an exciting and creative retail experience for consumers without the need for retailers to make long term commitment. Arts In Windows + By creating art displays in windows Downtown Yakima will alleviate the negative association of empty storefronts and help create a more positive and interesting perception of Downtown Yakima. + Such as strategy also helps to provide exposure to local talent and business. 7/mas 75 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.3 Temporary Use of Underutilized Parking Lots Temporary Use of Underutilized Parking Lots + Whilst adding to the streetscape of Downtown Yakima, many of the patios that line the streets are either located along highly trafficked roads or restrict pedestrian movement and encroach onto sidewalks. Moving these patios off sidewalks and into underutilized and street -fronting parking lots would help to stitch the retail fabric together to a more contiguous experience along Yakima Ave, enhance the vibrancy and visibility of activity, and enhance the pedestrian experience of Downtown Yakima. 7/mas Example of a restaurant patio extended into the open space at the side, rather than taking up space on the front sidewalk (Napa, California) X • 76 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.4 Retail Incentives Incentivizing Development As suggested in Section 4.14, a conscious effort needs to be made to capture new retail growth and direct it to downtown, as a way to breathe new life into Downtown Yakima. Suggestions of how this could be initiated include; + Implementation of planning policy to encourage retail growth into Downtown Yakima. With a target of capturing 25% of new retail growth for the Downtown, this could be as high as 50,000sf per annum, based on the demand, and will help to build up a critical mass of retail growth within the downtown. + Financial incentives should be made available for the restoration of heritage buildings. These buildings reflect Yal<ima's history and act as an attraction in themselves, particularly to tourists. Significant regeneration projects that incorporate ground floor retail and enhance the pedestrian environment through active retail fronts should be given grants or low interest loans to encourage investment. + Liaising with landlords and brokers to provide discounted rates for new tenants through a retail incentive scheme would provide the opportunity to a wave of entrepreneurs and business start ups, as well as enticing more established retailers to start operating in downtown Yakima. Suggested Retail Incentives Description Retail building improvement loans / grants Revitalization Grants Planning Application Fees Grants Public Art Grants No interest loans to cover a percentage of the cost of eligible interior / exterior improvement works A financial incentive that reduces the property tax increase that can result from development improvement works. Can also help to assist in securing project funding. Grant is offered only once the development has been completed and all inspections been completed and permits granted. For murals, sculptures, paintings, local heritage based art pieces and displays, interpretive and interactive art pieces and displays. 7/mas 77 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.5 Marketing + It is very important that upon adoption of the Downtown Master Plan, that the City's incentive programs and its role be effectively communicated to property owners, business owners, developers, and potential tenants/end users. + The purpose of marketing is to proactively and regularly advertise and market the City's Master Plan, planned improvements, and incentives programs, as well as other actions taken by the City itself to support the Downtown revitalization. + The City should budget for and implement a Marketing Strategy that: + Provides direction to the public on how to obtain information on available incentive programs, including guides, forms as well as assistance that is available from the City + Informs property owners, business owners and developers with regards to the actions planned by the City to improve the investment environment + Publicizes recent development and business activity and success stories + Target Audience — business owners, developers, real estate brokers, business associations, banks and other lending institutions, planners and architects, general public + Marketing Tools + Multi -media publication (newsletters, City of Yakima "Newroom" webpage) + Stories in local news featuring improvements, processes, or success stories + Periodic presentations / town hall meetings + "Road trips" — City staff to attend real estate / retail trade shows, such as the International Council of Shopping Center's annual Retail Conference (RECON) to advertise that Yakima is Open for Business + Through established business associations and grass roots groups such as "I Heart Yakima" help fund the creation of "Visit Yakima" literature/advertisement that showcases local retailers and businesses and is targeted towards regional tourists. CIN OF THE HEART OF CENTRAL WASHINGTON E GLOBAL RETAIL REAL ESTATE CONVENTION ay 19-22, 2013 is Vegas Convention Center is Vegas, NV Sc #RECon13 7/mas 78 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.6 Target Tenant Types and Businesses + A retail development incentive can be linked to a merchandise "wish list", which targets a particular type of tenant and retail mix, and which should be focused on street -oriented retail. + To build on Yakima's existing strengths, and create visibility, identity, vibrancy, and local convenience the following retail types should be encouraged initially: + Full-service restaurants + Cafes + Produce market + Specialty food and beverage (delis, bakeries, butchers, fish mongers, wine bars and shops + Locally based bespoke apparel / artisan shops + Florists + Art galleries / emporiums + Services (dry cleaners, tailors, shoe repair, salons) — on secondary streets + What NOT to encourage: + Banks + Large format "big box" chain retailers + Fast food and "corner stores" (especially in prime retail locations) + Electronics + More surface parking lots! 7/mas TOP US BRANDS Food and Beverage Rank Company . Headquarters Sales Growth (11 v'10) USA Retail Sales (000) 1 Five Guys/ Lorton, Va. 48.0% 921,000 2 Jimmy John's./ Ct-arrip•aign, 111. 28.3 953;C CC 3 Chipotle Mexican Grill' Derr'..er 23.5 7,2 61,,000 4 BJ's Restaurants ' Huntington Beach; Calif. 70.8 621;00101 5 Cheddar's Casual CafeI Ine.ing; Tuas 20,5 438;000 6 Buffalo Wild Wings / Minneapoli_, 19.8 2..040..000 7 Panda Restaurant Group Rosen -read; Calif. 17.1 1 A57,0;;0010 8 Noodles& Company Broomfield; Colo. 17.0 304,000 9 Wingstop Restaurants' Richardson,. Te.:. a=• 16.4 361;000 10 Chick-fil-Al.A.tlant•a 13.1 4.051..000 11 Panera Bread Company St. Loui_, 12.8 ;,.?,96..000 12 Papa Murphy's . \"anco_r...er, ''JVaTh 10.0 694,000 13 Dunkin' Brands;` Canton. Mass. 8.7 6.4 8.0i00 14 Culver Franchising System;` Rairie du Sac; \"/is. 8.2 718;0 00 15 Darden Restaurants/ Orlando 8.1 7,.905..000 Grocers Company 2011 Sales (000) 2010 Sales (000) Kroger $76;992;000 $70,213,000 Costco 62.215.0 00 57.18 3.00 Dollar General 14757.0110 13.035.00 0 H -E -B 16,820,000 15,036,000 Wakgreen 54,951,0001 60..96'7,000 Whole Foods Market 9794.000 8,736,000 Publix 76.6006.000 24778.000 Dollar Tree 6;533..000 5,803,00101 Akli 9,218;000 8.35 000 Wakefern 1 ShopRite 12;800,C00 11;800,000 BJ's Wholesale Club 11 J07.000 111.805.000 Wegrnan's Food Markets 6;199;100 5;599,0000 Family Dollar 8;548;000 7,867,000 Safeway 36;497;000 34;605,000 3,489.010 Burlington Coat Factory 38 7;000 Source: Kantar Retail Soft Goods Company 2011 Sales (000) $9,364,000 2010 Sales (000) $8,560,000 Nordstrom Ro% Stores 8.605.000 7.860.000 Limited Brands 4.567.000 4.024.0100 Michael Kors Holdings 521;000 315;000 Genesco 1;853;000 1 .595.000 Foot Locker 2.615.0000 2. 348 00000 Lululemon Athletica 416;000 259;000 Chico's 1 985 000 1 768.00000 D SW 1;942;000 1 ,749„000 Ralph Lauren 1;607,000 1.4 33 „0 0 0 Neiman Marcus =,278,000 3,041 .010 American Eagle Outfitters 2,656,.000 2;454;0000 Ann Inc. 1 .964.000 1 .791 0Cu0 Ascena Retail Group 2,857,000 2,690,000 Belk 3..66--; .0 00 3,489.010 Burlington Coat Factory 38 7;000 3,658;000 79 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.6 Target Tenant Types and Businesses With an increase in retail activity and enhanced identity and image in Downtown Yakima, by Phase 2 Yakima is expected to become an attractive setting for national retailers to return to. The tables below provide an overview of popular and potential retailers that could be considered for the Downtown Yakima, and their existing presence in Yakima and the surrounding region helping to identify target retailers that would align with the Downtown's retail positioning. Apparel Abercrombie & Fitch Aeropostale ALDO American Apparel American Eagle Outfitters Anthropology Banana Republic The Body Shop Ch i co's Champs Sports Eddie Bauer Express Foot Locker Foreve r21 Foreign Exchange Gap Guess Gymboree H&M JC Penney's Hollister Journey's Lids Macy's Nordstrom Nordstrom Rack Papaya Sears Sunglass Hut Urban Outfitters Vans Victoria's Secret Price Point Premium Mid -Market Mid -Market Premium Mid -Market Premium Premium Mid -Market Mid -Market Mid -Market Mid -Market Mid -Market Mid -Market Mid -Market Mid -Market Mid -Market Premium Mid -Market Mid -Market Department Mid -Market Mid -Market Mid -Market Department Department Premium Mid -Market Department Mid -Market Premium Mid -Market Premium Location 0 c 0 a cu Y cu >- o c' o cu0 >- ce__. 0 H d c Y 0 0- U) Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes LNo Yes Yes Yes Yes Yes Yes Yes 1 No Yes No Yes ` No Yes Yes Yes I No Yes No Yes . No Yes Yes Yes No No Yes No Yes L. No_ Yes Yes Yes Yes Yes Yes .No Yes Yes Yes INo Yes Yes Yes I No Yes No Yes No Yes Yes Yes No Yes No Yes No Yes r No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No No Yes Yes No No Yes No No Yes Yes No Yes No Yes No No Yes Yes Yes Yes Yes Yes Yes No No No Yes No No Yes No No Yes No No Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 7/mas F&B Vendors Arby's Applebee's Baja Fresh Ben &Jerry's Burger King Burgerville California Pizza Kitchen The Cheesecake Factory Chili's Chipotle Cinnabon Elmer's Fatburger Five Guys Famous Burger and Fries GarlicJim's Jack in the Box Jamba Juice McDonalds Olive Garden Old Spaghetti Factory Outback Steakhouse Panera Bread Panda Express P.F. Chang's Sbarro Starbucks Wetzel's Pretzels Yogurtland Price Point Fast -Food Mid -Market Fast -Food Fast -Food Fast -Food Fast- Casual Fast -Casual Fast -Casual Fast -Casual Fast -Food Cafe Fast- Casual Fast -Casual Fast- Food Fast- Casual Fast- Food Fast- Food Fast- Food Fast -Casual Fast- Casual Fast -Casual Cafe Fast -Food Fast- Casual Fast- Food Cafe Fast- Food Fast- Food 0 a Y >- o O c >- C) 1 - au Y O 0- U) Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No Yes No No No No No No No No No No Yes No Yes Yes 0 Yes 0 Yes No No Yes No No No No No No No No No No No No No No No No No No No No Yes No No No No No No No No No Yes Yes Yes Yes No No Yes No No No No No No No No Yes No Yes No Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 80 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.2.7 Tenant Types and Sizes Typical retail shop sizes for various retail tenant types are shown in the table below: 7/mas Retail Type Use Typical Floor Area (avg) Anchor Grocery / Supermarket 25, 000 - 50,000 sf Anchor Drug Store / Pharmacy 20,000 sf Anchor Liquor Store 7,000 sf In-line Restaurants 5,000 - 10,000 sf In-line Coffee Shop 1,500 - 3,000 sf In-line Bakery 1,500 - 3,000 sf In-line Deli 4,000 sf In-line Boutique Fashion 5,000 sf In-line Butcher / Fish shop 4,000 sf In-line Hair Salon I ,500 sf In-line Barber I ,000 sf In-line Dry Cleaner 1,500 sf In-line Medical/Dental Clinic 10,000 sf In-line Florist 1,000 sf 8! 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.3 Other Important Considerations Landscaping + An abundance of parking lots currently creates both a physical and psychological barrier to pedestrians in Downtown Yakima. Repurposing these lots to have active uses, or using landscaping to create a more pleasant environment for pedestrians is vital to increasing demand for downtown retail. + Widening sidewalks and using softscaping to provide a more pedestrian scale environment including trees to deliver shade from climatic extremes will help to encourage walking throughout the downtown and create a safer and more enjoyable experience. + Utilizing sculptures and art work inspired by Yakima's heritage by local designers will create visual landmarks reinforcing Yakima's sense of identity and creating a sense of excitement for travelers arriving in Downtown Yakima. + Ultimately, the more attractive, appealing and comfortable the public realm in the Downtown is, the more people will be drawn to visit and linger. People will be drawn to the Downtown just because it is a great place to hang out, which then creates energy and vitality, and with that the greater the opportunity for retail emerges. 7/mas 82 6.0 RETAIL STRATEGY AND IMPLEMENTATION 6.4 Recommended Actions 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 suggested in Section 5.3 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. + 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. + 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 Downtown Yakima Master Plan and proactively engage in specific marketing strategies aimed at key stakeholders / real estate professionals / investors / retailers to promote the Downtown Yakima Master Plan. This should include attendance by City officials at retail conferences / 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. 7/mas 83 APPENDIX - CASE STUDIES A LEAVENWORTH- WASHINGTON 85 B ATLANTIC GARDENS- BROOKLYN, NEWYORK 86 C ROCHESTER MAIN STREET- ROCHESTER, MICHIGAN 87 D CORONADO MAIN STREET- SAN DIEGO, CALIFORNIA 88 E PADUCAH- KENTUCKY 89 84 APPENDIX — CASE STUDIES A. Leavenworth- Washington + Less than two hours north of Yakima, Leavenworth recreated itself as a Bavarian themed village in the 1960's after decline in traditional industries. + Although small with a population of 2,000, Leavenworth manages to attract 2.5 million people a year with 1,528,000 nights stayed in hotels/ motels in 2012 compared to Yakima's 849,000 nights. + Traffic is calmed throughout Leavenworth with angled on street parking. + The character of the city is preserved through extensive coding including a dedicated design review board. + Leavenworth is primarily devoid of national retailers with the exceptions of MacDonald's, Starbucks and Safeway, all of which having to adapt their "cookie cutter" format to adhere to coding. 7/mas APPENDIX — CASE STUDIES B. Atlantic Gardens- Brooklyn, New York Located within downtown Brooklyn, Atlantic Gardens has acted as a catalyst for retail development in the area. Utilizing innovative techniques such as "pop up" stores, art instillations and scheduling events in vacant retail units in order to create a buzz and strengthen community. Increased rental rates from $ 10- 1 5sf to $50-70sf over five year period. Creation of high quality public green space has helped act as an anchor and created income through use as an events space for residents and retailers. 7/mas 86 APPENDIX — CASE STUDIES C. Downtown Rochester- Rochester, Michigan + Implemented in 2000, Rochester's Downtown Development Authority has revitalized their small Detroit suburb into a vibrant center for retail and tourism. + In thirteen years vacancy rates were reduced from 38% to 4% with over 350 shops, restaurants, salons and services, 85% of which are independent merchants. + Recent "Main Street Makeover" introduced improved pedestrian design including high quality street furniture, public art, widened pedestrian sidewalk helping to win the city the 20 13 Great American Main Street Award. Xmas 87 APPENDIX — CASE STUDIES D. Coronado Main Street- Coronado, California + Started in 1988, "Coronado MainStreet" revitalization program has helped transform an ailing Main Street with over 35% vacancy rates into a vibrant, successful retail and leisure district. + A variety of strategies have been used including facade improvements of heritage buildings, renovation of a theater and the creation of a palm tree lined meridian in order to add destination appeal to Orange Avenue. + Within the first ten years of programming 62 businesses moved to the area creating 619 jobs and increasing sales tax revenues 93% and lowering vacancy rates to almost zero. scrumptious delicious succule tempting vet delectable ec:Icing allur urun;ti:.s [x &t 4 :ender Nt..-7 moist at .w st ror r err. ewep Maim p 7/mas 88 APPENDIX — CASE STUDIES E. Paducah- Kentucky + Launched in 2000, Paducah's "Artist Relocation Program" has helped to reinvent Paducah's downtown into a creative community, attracting over 70 artists, which has in turn acted as a catalyst for development and bought over 200 new businesses downtown and created over 1,000 jobs. + Various incentives used to entice business development including the City's support to businesses such as helping retailers market nationwide and help building websites. + Independent specialty stores, galleries, restaurants and cafes have flourished in Paducah, which now boasts a yearly tourism income of $200 million. 7/mas 89 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/mas 90 Nancy Adele Kenmotsu, Ph.D. 101 N 48th Av, #6B Yakima, WA 98908 November 5, 2013 City Council 129 North Second Street Yakima, WA 98901 Distributed at the Meeting r(-543 Re: Draft Yakima Downtown Plan Dear City Council Members: I have reviewed the draft report by Crandall Arumbula for a Master Plan for the City of Yakima and offer the following comments: • I applaud the City Council and city staff for undertaking an effort to develop a Downtown Master Plan; currently there is no plan resulting in ad hoc decision making that leaves the city and its citizens with willy-nilly planning. • Other cities and towns have developed downtown master plans: Fort Worth, Spokane, Dayton (WA), Vancouver (WA), and Ellensburg, among others; in each case the Plan has provided a blueprint for the/future and that future has been realized. • The City hired a firm that has significant credentials, having created similar Master Plans for downtowns in other cities of similar size; most of those cities have seen significant revenue invested in their downtowns and success in revitalizing stagnant economies. • Ample public input was sought by the City and its consultant; I saw audiences at these meetings that were larger than those at some of the controversial West Valley WalMart public meetings indicating significant public interest. • The draft Plan capitalizes on Yakima's strengths, specifically the Farmer's Market, historic districts, and opportunities for street -level businesses with above -story economic growth. • As a member of the Yakima Historic Preservation Commission, I am delighted that the draft Master Plan recognizes the value of the historic fabric (read historic -age structures) in the downtown and the Yakima Trolley; many of these are already on Washington Register of Historic Places or the National Register of Historic Places. I urge the City Council to approve and move forward with the draft Downtown Master Plan. Nancy A. Kenmo su Distributed at the 1� Meeting -S4 Dear Yakima City Council Members, Yakima is suffering from the effects of urban sprawl. Our downtown has become less and less of a destination, even to our citizens, and certainly from visitors. It is not from a lack of effort or money invested from the public and private purse that we have arrived here. Research shows that the money and effort was either mistakenly spent or did not go far enough to change the trend. We watch as our bright energetic young adults leave and become productive citizens of other cities and we fail to harvest their'strength and talent for our community. This does not need to be our future. Other cities have and are facing the same problems. Some are addressing it as Yakima has, but some are rethinking their strategies and finding success. Downtowns that are welcoming, vibrant, and safe centers of business, culture and economic promise. These "new" downtowns are attracting urban professional residents and doing it by making the urban environment more "livable". The key to the "livableness" for these young professionals centers on making their neighborhood more walkable, bikeable, and interesting. One of the keys to this is the limiting of automobile traffic speed and volume and the increase of alternate forms of personal transport, especially of public transit and bicycling. Studies show that the more walkable an area is, corresponds to increases in the value of the real estate and the profits of retail business. We need just look to the experience of other cities including Boulder Colorado, -Pasadena California, Indianapolis Indiana, Portland -Oregon, Seattle and many more. We can profit from their experience and quit spending unwisely. Please direct city staff to research the organization Walk Score and Jeff Specks book "The Walkable City". We can turn our city's downtown into the desirable safe exciting destination that we all wish it were, by using many of the assets we currently possess and expanding them to build a brighter future for Yakima and our fellow citizens. Thank you, Robert Strader Yakima MEGALODON LLC Property Management 901 SummitviewAve., Suite 250, Yakima, WA 98902 Email: megalotIonllc@awestoffice.net Distributed at the Meeting Telephone (509) 453-816 Facsimile (509) 453- 8189 Yakima City Council October 23, 2013 Dear Council, We the owners of the A.E Larson Building have been asked for our opinion on whether we believe that the proposed Millennium Plaza Expansion project is a good thing for Downtown Yakima. We have reserved our public statement on this matter until we could thoroughly review the proposed Plaza's merits as well as its faults. After careful investigation of the facts, we find that we are in strong support of this project as it will greatly enhance our Downtown and will be the catalyst for future revitalization of our city. While the parking is a concern, it is not our belief that it should be the deciding factor as we believe that all of the issues downtown, including the parking, can be resolved. This is provided that we, the business community, and the city of Yakima work together for the solutions that will benefit the greatest number of people and not just our own personal and financial objectives. That being said, please add our support to this project. Sincerely, Larry Hull Megalo• c,` LLC Dear Yakima City Council, RECEIVED CITY OF YAKIMA OCT 252013 OFFICE OF CITY COUNCIL October 22, 2013 Thank you for your support of our city and for your support of the planned expansion to Millennium Plaza. We are sending this letter as an expression of our support in this matter. We are professionals, voters, and Yakima home owners whose choice to live in Yakima has been greatly influenced by the efforts to keep Yakima attractive, unique, and vibrant. We applaud the efforts toward revitalization of downtown Yakima, and will support our town's leadership in the search for creative and resourceful solutions to parking or other challenges that may arise. Sincerely, 441 Leah and Frank Hieber 2406 W. Chestnut Ave. Yakima, WA 98902 Yakima City Council 129 N. 2nd Street Yakima, WA, 98901 Yakima City Council: RECEIVED CITY OF YAKIMA OCT 252013 OFFICE OF CITY COUNCIL Wednesday, October 23, 2013 I am writing today to voice my SUPPORT of the creation of a public plaza by extending Millennium Plaza between Second and Third streets south of Yakima Avenue. My support is based on three key points: Health, Community and Pride. Health According to CountyHealthRankins.Com, Yakima County currently ranks 35 out of the 39 counties in Washington State'. We are more inactive and more obese than our counterparts in the state. We should be considering plans that reduce car traffic which encourage sedentary habits and create pollution. By creating walkable spaces, the City of Yakima has the opportunity to be a significant factor in the wellness revolution of this community. Community I am a proud member of my neighborhood and community. In May of this year, my neighbors came together for a block party on 24th Avenue. The block party committee created the space for our neighbors, but the heavy lifting of creating a community was performed by everyone who came. I am very proud to say that I know all of my neighbors, we know when someone is sick, we know when someone is out of town, and we know when there are people in the neighborhood who don't live here. We are watchful, supportive and friendly. A medical student at the University of Philidephia, who did research on the benefits of Block Parties found: When neighbors know one another, they know who belongs on the street and are more likely to respond to suspicious activity. [One] examination of the effects of family ties shows that respondents who know more families in their neighborhoods are more likely to engage in neighborhood improvement activities; block parties facilitate the creation of those relationships." This plaza can serve the same function for our city. We need to come together, break bread, share our families and solidify our commitment to one another as Yakima residents. Open spaces within the downtown corridor illustrates the city's commitment to this endeavor. Pride In 2005, I moved from Ellensburg -where I had been for 13 years—to Yakima. In 2010, my employer relocated me to Spokane, Washington. After two years, I couldn't wait to go back "home." I truly and deeply love this community. I love our diversity of people, thoughts and seasons. There is a modesty verging on self-deprecation that I don't understand. I still hear people saying things like "we are the drug capital of the world," and "the gang bangers have taken over the town." You know that's not true. I know that's not true. I want a project, in addition to the many wonderful projects we've already undertaken like the beautiful public art, to show that in spite of what some may say... Yakima is a beautiful place to live. In closing, I want to acknowledge that there are detractors who site parking as an issue. New and better parking options are planned as part of this plaza development. Other possibilities include renovating existing parking garages and transitioning street level parallel parking to angled parking. Thank you for your time and your support. Sincerely, A, Mu, Gina Popovic 210 5. 24th Ave Yakima, WA 98902 (509)494-3860 http://www.countyhealthrankings.org/app/washington/2013/yakima/county/outcomes/overall/snapshot/by-rank http://www.streetsblog.org/2009/08/21/block-parties-bring-long-term-neighborhood-benefits/ IM October 23, 2013 Yakima Valley Visitors & Convention Bureau 10 North 8"' Street Yakima, WA 98901 T. 509-575-3010 F: 509-575-6252 800-221-0751 www.visityakima.com Mayor Micah Cawley City Council City of Yakima 129 N. 2nd Street Yakima, WA 98901 Honorable Mayor and Council: RECEIVED CITY OF YAKIMA OCT 2 0 2013 OFFICE OF CITY COUNCIL On behalf of the Board of the Yakima Valley Visitors & Convention Bureau, we are proud to endorse and support the Yakima Downtown Master Plan and stand ready to assist with its development. We believe the plan has vision and is what the community needs to thrive and grow. A vibrant downtown is not only important for our residents, but also the thousands of visitors who come to the region each year. A healthy downtown is also important for the success of the Yakima Convention Center. When selecting event venues, meeting planners seek a vibrant, thriving destination for their delegates. This plan recognizes the important role the Convention Center plays in the health of downtown and has strategies to bridge the Center with the central core. It will help us in our efforts to attract and serve conventions and groups. Naturally there are many issues to work out. We believe those items are well addressed in the plan. The consultants who have devised the plan have an extensive history and knowledge of what works for downtown redevelopment. We believe the overall strategies are on track and what Yakima needs. We hope you agree too and fully support the plan. Sincerely, c62)64., Ryan Beckett Chair of the Board DEVELOPMENT REAL ESTATE, INC. THE TOWER, LLC MORRIER HOTEL, LLC MORRIER RANCH, INC BON LOFTS. LLC JEM PROPERTIES, LLC 402 E.YAKIMA AVE. SUITE 1200 YAKIMA, WA 98901 PHONE (509) 248-4040 FAX (509) 457-8361 November 1, 2013 Tony O'Rourke,. City Manager Yakima City Council 129 N. 2"d Street Yakima, WA 98901 Dear Mr. O'Rourke and Councilpersons: As one of the major downtown property owners, we are writing to express our gratitude for making downtown advancements a.priority and to acknowledge our support of changes necessary to do so. Due diligence will be necessary as government, business entities and community members form a strong network and engage in creative communications exploring viable segments of the Yakima Downtown Master Plan. Everyone in our city will benefit from the increased growth and improved economy that these changes will bring. Sincerely yours, www.jemdevelopment.com ,C AJfrr- Joseph R. Morrie Elizabeth McGree I ro Gourmet Mexican Cooking 111 East Yakima Avenue P.O. Box 1567 Yakima, WA 98907 (509) 453-1644 www.santiagos.org email: tacos@santiagos.org www.facebook.com/santiagosyaki ma Micah Cawley v' Sara Bristol Maureen Adkins Kathy Coffey Dear City Council Member, Rick Ensey Dave Ettl Distributed at the Meeting I November 5, 2013 7 pm Public Hearing YAKIMA DOWNTOWN PLAN Bill Lover My apology for not being present to express my concerns. Some may take that as a relief with blessing. Having operated a downtown business for the past 30 some years and as Past Chair of the Yakima Downtown Association (formerly D.A.R.C.), I have acquired knowledge and experience of Downtown Yakima. I have great concerns of the recent proposed downtown plan by a consulting firm. As part of their research, I expected to have been interviewed of my experiences and opinions. Contrary, I have never been contacted by these consultants. This greatly concerns me because recently, I have discovered many downtown business operators have also not been contacted within this research and development. This plan is incomplete that it omits the majority of downtown business experiences. Their input is valuable. It appears to have been an oversight. Everyone benefits from a prosperous downtown. It is the focal point and pride of a community. Without it, we suffer the effects of a fragmentation. Our direction to adopting a future plan is critical and an essential factor of making our future successful. However, we must be cautious in a plan to be sure that we are achieving our goals of prosperity. I firmly believe that this plan before us needs more considerations. I urge this City Council to be cautious of moving too fast and respectfully request that more input from the many downtown businesses be heard and considered. Santiago's does not support the "taking" of the D.A.R.C. parking lot located between 2" St and 3`d St and North of Chestnut Avenue. It was purchased, developed and maintained by a LID and PBIA assessments of downtown property owners and business owners. Thank you ,Jar Arcand Cc: City Manager Tony O'Rourke RECEIVED CITY OF YAKIMA NOV 0 5 2013 OFFICE OF CITY COUNCIL Yakima City Council Yakima City Hall 129 N 2nd St. Yakima, WA 98901 Dear Yakima City Council: P. 0. Box 183 Harrah, WA 98933 November 4, 2013 I am writing concerning the article in the Yakima Herald Republic, Tuesday, October 29, 2013 regarding your plans to extend Millennium Plaza and eliminate 220 parking spaces. Eliminating those particular parking places would cause a tremendous inconvenience and discourage people from coming downtown. It disturbs me that Sarah Hansen of Seattle would say "Still, for those living in smaller, more rural areas, walking farther to get to an event or business will take getting used to...." Yakima is not Seattle. We don't take the elevator down from our high-rise apartments to the curb and catch the city bus to go downtown. Everyone who goes to downtown Yakima has to drive there, and needs a place to park. I'm concerned for the elderly and the physically challenged. It can be painful just to walk a block. "Getting used" to walking three to four blocks won't happen. Doing so will only increase the pain . I, for one, will not walk three blocks in order to cross another block -wide plaza just to visit a shop and then lug all of my "big" purchases all the way back to my car four blocks away. Regarding events at the Capitol Theater: I thoroughly enjoy attending the Yakima Symphony concerts. Because the available close parking is inadequate even now, I plan to arrive there by 4:30 (the concert starts at 7:30) just to find a parking place. Since I have to drive myself there alone as no one else in my little town is interested in going with me, letting myself off at the front door of the theater then driving four blocks away to find a place to part would be impossible. I have a friend who lives in Sunnyside who actually tries to arrive in the morning the day of the concert for the same reason. Then there's the problem of the symphony getting out at 10:00 at night. It's dark. It's dangerous! I don't like even walking two blocks by myself in the dark. I remember one such night when 1'd parked two blocks away catching up with a young lady, a member of the orchestra, dragging her cello behind her on the way to her car. Truly concerned for her, when I got to my car I watched her continue on, alone, for another block until she disappeared in the dark. For any of you council members who think my concern is unwarranted, I suggest that you attend an evening event at the Capitol, then at 10:00 p.m. walk by yourself three to four blocks to your parked vehicle. You might change your mind. And regarding parking in the old mall parking garage, it's hard to get to. And it's dangerous whether it's day or night. Any type of person could be hiding among those parked cars waiting for a vulnerable victim. I, personally, will never park there. I never did when the mall was in business for the same reason. I'm concerned that people will quit attending events at the Capitol just because of the parking problem. It'd be a shame if the Capitol would have to close its doors, and I would sorely miss the symphony. Regarding the little shops at the west end of the plaza: they may prosper for a time because of the novelty of the idea. But what happens when the novelty wears off? Please take a long, hard look at the Track 29 situation. (And there was close parking there!) Please get your heads out of the stars and come back to reality before spending your taxpayers' millions of dollars on a fiasco. Thank you for your time. Sincerely, Walkszr Mrs. Linda Walker Price, Cally From: Miok Ruok <miok.ruok@gmail.com> Sent: Tuesday, November 05, 2013 2:48 PM To: City Council Subject: Downtown Master Plan Having attended all of the Downtown Master Plan meetings, providing feedback through Crandall Arambula, listening to our friends, neighbors and other interested parties ideas, it is clear to us that the desire for the city to proceed with a plan is wanted, needed and supported. We understand the comprehensive nature of a plan of this scale exists in tandem with difficulty and conflict, and that the difficulties of complete consensus, that one might desire, will not be met. We congratulate the City of Yakima for making the effort to do something wonderful and difficult, because we believe that the communities greatest assets are not bound to fear of the unknown but the strength to overcome adversity. With direct regard to parking availability, we have been downtown a few times since this discussion began and found no trouble parking outside of the parking areas discussed, and have found little difficulty walking from The Colonel Statue to North Front Street and back. As recently as Nov 1, 2013 (First Friday), we were able to move back and forth from place to place having parked on Yakima Ave in an area a couple of blocks in from wherever we wanted to go. We've also encountered ample availability when going Downtown for the "Windows Alive" art walk. The focus of making the downtown more pedestrian friendly only enhances this experience and relaxes the need people have for finding "the parking spot". We vigorously endorse the Downtown Master Plan's focus on a meeting place or "square", pedestrian focused streets, and re -invigoration of the Downtown area as a place for living, visiting and as an attraction. Mike Isaacs & Jan Lowell 1 Price, CaIly From: web@yakimawa.gov Sent: Tuesday, November 05, 2013 2:38 PM To: City Council Subject: Council Contact Web Submission Name Kristina Carmack Address 215 N 26th Ave Yakima, Washington 98902 United States Map It Email kristv(@.leelandlaw.com Subject Expansion of'Millennium Plaza Message It has been brought to my attention that the expansion of the millennium plaza will be a topic of this evening's City Council meeting Having worked in the downtown area for over 15 years, specifically in the Larson Building, this idea seems as short- sighted as some of the other ideas proffered in recent years. I'd like to first compliment Yakima for the continued efforts to encourage and expand business and commerce in our downtown, but it always seems to be at the loss of some common sense With any idea and proposition comes the necessity for a well thought out and forward thinking approach to what it will look like down the road, not just what it means in the short term. First, with the concentration of the downtown core being what it is, there goes hand in hand with this a limited and sporadic parking situation. We are limited to two large, main city parking areas and street parking in our most populated area downtown. The already existing businesses (and those being erected) in these immediate locations already are vying, more often than not, for those limited spaces for clientele, be it during day time hours or in the evening Secondly, comes the safety factor at issue here. Our downtown area is on the cusp of several less than friendly areas of town I can absolutely tell you that as a woman and as an adult I would not feel comfortable having to park farther away to reach any of these businesses, or participate in any special events Should that be! come the case I believe it will be a hindrance to continuing to revitalize our downtown. Lastly, having been downtown for so many years, I can honestly say that these locations that are meant for people to stroll and enjoy are often overrun with our homeless (and other more nefarious) populations. Expanding these areas invites a problem that the City of Yakima doesn't have a firm grasp on combating. Please continue to approach any and all improvements, expansions or additions with a reasonable and level-headed mind, one that realizes that the key to success in our town is a balance of options, both retail/entertainment wise and parking wise followed always by safety Any successful combination will include a balance between centrally -located parking and desirable services. 1 Comments received (for/against) downtown master plan (comments typed as they were received....errors and all) tbIticiiiii,W Wag_ri.,t,: 7, .., i 1,k-'617SkiglitAV:;A Wir:-'44,0- - tkiiir :t -la' 7-Wrili&iiilg'4,F4:n,-;4-U-14-PrfaiP,4' Against Craig & Molly Carroll No craiqmollycomail.com Check out KIMA TV.com to see just how much people are wanting their money spent on this nutty idea. Many of the business owners in this area are planning a get together to discuss this issue. No one we have talked to thinks this makes any sense. We are happy to see improvements in the downtown, but this one is just DUMB!!! Please read comments from others as mentioned... Against Brice Todd Yes bi901@mac.com Please, have your brains replaced before you replace the Capitol Parking Lot with a Plaza. We use that lot once or twice a week to attend the Sunday Market, go to the Capitol Theatre, or shop elsewhere. There is no way that you are going to make downtown more usable or pleasant by taking that parking away. Not only is this lot right where it is needed, but it is relatively safe compared to other locations. Furthermore, older people with walkers or other mobility issues need that kind of close -in parking. Altematives include removing Blues and Cues (a low class dive) and the rest of that block for a plaza. Install high speed light rail so people can use public transit to get downtown. Yes, the downtown needs improvement, but this is the least reasonable way to go. Against Brenda Rolfs Yes bkrolfs1 Acharter. net You want to remove parking and then build more parking? This makes no sense to me at all, especially when the parking will be farther away from a business that needs it the most - the Capitol Theatre. No one I know is going to want to have to walk farther, especially at night, maybe in heels, as well as snow and ice, to attend events at the Capitol. This would make it especially more difficult for the elderly to attend events there as well. The only thing that bring me downtown is the Capitol Theatre, Seasons and Olive Garden. I don't want to have to walk, especially alone, several blocks to get to those places. If you want another or a bigger plaza area -build it somewhere else. Track 29 would have been perfect. Long ago there used to be a beautiful park like/plaza area there. It just seems like there are plenty of places for another plaza. Ther!e's only so much close, free parking. Against Beverly Knapp No hartcreekskiqrandmaayahoo.co I am very up set with the idea of not having parking across from the Capital. I will not renew my tickets if it means I must walk 4 or 5 blocks at night time to get to my car. There are a lot of seniors who attend the concerts at the Capital. The Capital is finally starting to turn things around. There is not enough reason for me to walk two, three or four blocks at night. Against Thomas Bothwell Yes thomas(a.bothwellhamill.com Do not reduce the parking availability Businesses need more not fewer parking availability. It is utter insanity to suggest people will at night in downtown Yakima, not to mention in bad weather, be willing to walk a few blocks. Expanding the plaza and reducing parking is the stupidist idea anyone has ever floated, at least by anyone purporting to be encouraging downtown business, cutuire (e.g., Capitol Theatre and Mercy theaters which need more not less parking), entertainment, etc. Especially now in the face of another new restaurant being built adjacent to that downtown parking area. There's a public safety issue involved as well. Think, just for a moment, about waitresses walking out to their cars at 2:00 a.m.. They deserve to have their cars right there in the parking lot. Not have to walk two blocks for heaven's sake Against Michael Hill Yes hillsrv(a�gwestoffice.net I am totally against the plan for the downtown revamp . Parking downtown is terrible and would only be worse with your proposal . I for one will never park at Morriers garage , on a side street or in the Dragon Inn . Another thing, walking around downtown at night is dangerous , who would want to walk three to five blocks to attend an event at the Capitol , etc . There is no shopping downtown and no major anchor store will ever relocate in that area . The parking lot your proposing to eliminate is the only parking in that vicinity that I am comfortable with . Take it out and I personally will only venture downtown to conduct business , then I will hightail it out of there . I know that your only trying to stimulate business but I fear that this will only make things worse . Also , what about the crime downtown , the surrounding area is somewhat of a ghe! tto . It would be nice to wave a magic wand and make it go away but that is not going to happen . So please shelve this idea , it's bad . Put it before the people if your that sure about it , if it fly's then that's the way it is but to push ahead is most unwise . Against Jim Dodge Yes jimdodgeskis@.charter.net Sorry that I am unable to attend the public hearing for the Downtown Master Plan. I attended all three of the public presentations by the consultants and sat through their two presentations to city Council work session's. Concerning Yakima Avenue, I am disappointed that the consultants did not respond to or evaluate citizen input. It seems that they only tabulated the votes on the six options that they presented presented at the first public hearing. It is very important to come up with a plan for traffic on Yakima Avenue that meets the objectives outlined, while taking into consideration the suggestions of citizens who live, work, shop and recreate in Yakima. The topic is too complex to cover in this message. All I will say at this point is that I am disappointed with the consultants work product regarding a traffic plan for downtown. I hope that the downtown traffic plan remains open for further consideration. Against Becky Merritt No 462merritt@gmail.com The parking lot between 2nd and 3rd Streets is very important. It took a lot of effort to get it built there and it now has helped "the arts" grow in our downtown. Because of the parking lot, the Capitol Theatre has been able to get going again. Mercys have built a nice new dinner theatre by it. The Sunday Farmers' Market has thrived because of it. Numbers of city-wide events have been able to stage there on 3rd Street - Christmas Tree Lighting, political events, celebrations, announcements, etc. It helps the local businesses such as Olive Garden, Jimmy Johns, Kana Winery. Please do not forget how many years and how much effort was spent to get the lot in the first place. Do not take its importance for granted and ruin all our downtown has gained from it. This parking lot and the one on N 2nd Street are the key ingredients to any vitality our downtown has so far. Second Street Grill, Santiagos, Subway, banks, and businesses are all helped by having places for customers to park and visit and spend money. If either of these lots are taken away, it will be a huge backwards step downtown may not be able to recover from. I hope and urge that more effort to hear from core downtown local business people would be put forth, instead of listening to outsiders. Maybe inviting business owners to a website survey, or sending a survey to them by mail. When I think back to the last outsider consultants we have listened to and acted on, the underpass, the Yakima Avenue banner fiasco, Summitview restriping into three lanes instead of four come to mind. All were costly events that did not fit the needs of the residents and had to be canned, redone, or refinanced in the end. Can we please pay attention to our own peoples minds, needs, and opinions on downtown first? Against Nyal Brantner Yes nvifb@aol.com I disagree with your current plan of removing our only main downtown parking area with a "plaza". It was stated in the newspaper article that "most" people would be willing to walk several blocks to get to an event or business. I don't believe that this is true, we don't live in a big city where this is to be expected, we live in a lovely town when you can get where you are going fairly quickly. If I had to walk several block to get to the Olive Garden or Sports Center to eat lunch or dinner, I would opt for someplace that has their own parking lot. If I have to circle the block looking for a place to park, or weave in and out of parking lots waiting for someone to leave, I will just go somewhere else. My time is much to valuable to me to want to waste it looking for a place to park. I feel that the downtown businesses will suffer the loss of this parking lot, as it will be much easier to go to Union Gap, park, eat, shop and leave. Not everyone is looking for an "experience", some just want to do their business and move on. One would assume that the two parking garages listed in the article are "for profit" businesses, so would I like to pay to park .. absolutely not. We have done this before, I used to drive from Wenatchee to go to the Yakima Mali, that no longer exists as Union Gap became a much friendlier area to park and shop. Why not leam from past mistakes and move forward, not repeat a bad decision. Against Craig Carroll Unknown craigmollyc@gmail.com I am the owner of the Yakima sports center and I just want all of you to know my wife and I are scared to death over What you are talking about. We have our life savings tied up in the business and we need a lot of customers every day 150/200 just to pay our bills and payroll forget trying to make a profit. I'm totally confused, why didn't the counsel Contact the businesses that are most closely effected by all of this? We are sure you are well intentioned but this is really not The way to approach this. I have invested in Yakima we need some real help here. For Came Snider Yes carrieksniderqmail.com I fully support this project! I think it will be great for Yakima. For Gina Popovic Yes ginapopovic@a,gmail.com I am writing today to voice my SUPPORT of the creation of a public plaza by extending Millennium Plaza between Second and Third streets south of Yakima Avenue. My support is based on three key points: Health, Community and Pride. HEALTH: According to CountyHealthRankins.com, Yakima County currently ranks 35 out of the 39 counties in Washington State [i]. We are more inactive and more obese than our counterparts in the state. We should be considering plans that reduce car traffic which encourage sedentary habits and create pollution. By creating walkable spaces, the City of Yakima has the opportunity to be a significant factor in the wellness revolution of this community. COMMUNITY: I am a proud member of my neighborhood and community. In May of this year, my neighbors came together for a block party on 24th Avenue. The block party committee created the space for our neighbors, but the heavy lifting of creating a community was performed by everyone who came. I am very proud to say that I know all of my neighbors, we know when someone is sick, we know when someone is out of town, and we know when there are people in the neighborhood who don't live here. We are watchful, supportive and friendly. A medical student at the University of Philadelphia, who did research on the benefits of Block Parties found: when neighbors know one another, they know who belongs on the street and are more likely to respond to suspicious activity. [One] examination of the effects of family ties shows that respondents who know more families in their neighborhoods are more likely to engage in neighborhood improvement acitivites; block parties facilitate the creation of those relationships. [ii] This plaza can serve the same function for our city. We need to come together, break bread, share our families and solidify our commitment to one another as Yakima residents. Open spaces within our downtown corridor illustrates the city's commitment to this endeavor. PRIDE: In 2005, I moved from Ellensburg-where I had been for 13 years-to Yakima. In 2010, my employer relocated me to Spokane, Washington. After two years, I couldn't wait to go back "home." I truly and deeply love this community. I love our diversity of people, thoughts and seasons. There is a modesty verging on self-deprecation that I don't understand. I still hear people saying things like "we are the drug capital of the world," and "the gang bangers have taken over the town." You know that's not true. I know that's not true. I want a project, in addfition to the many wonderful projects we've already undertaken like the our public art, to show that in spite of what some may say...Yakima is a beautiful place to live. In closing, I want to acknowledge that there are detractors who site parking as an issue. New and better parking options are planned as part of this plaza development. Other possiblities include renovating existing parking garages and transitioning street level parallel parking to angled parking. For Craig Harris Yes craig harrisna.me.com I am relatively new to Yakima. I grew up in the Lower Valley but I have spend the last 10 years in Seattle, Vancouver BC, and most recently in Bellingham. One of the deciding factors for me moving back was a) there was a job for me and b) with a new city manager it looked like positive change was on the horizon. I am very much in support of the new downtown plan. I have a family of 5 (soon to be 6) and I want to be proud of my downtown and raise my children here. I would be very disappointed if this doesn't go through. It is time for Yakima to do something great. For Lan-y Hull Yes megalodonllc(a)gwestoffice.net We the owners of the A.E Larson Building have been asked for our opinion on whether we believe that the proposed Millennium Plaza Expansion project is a good thing for Downtown Yakima. We have reserved our public statement on this matter until we could thoroughly review the proposed Plaza's merits as well as its faults. After careful investigation of the facts, we find that we are in strong support of this project as it will greatly enhance our Downtown and will be the catalyst for future revitalization of our city. While the parking is a concem, it is not our belief that it should be the deciding factor as we believe-that all of the issues downtown, including the parking, can-be resolved. This is provided that we, the business community, and the city of Yakima work together for the solutions that will benefit the greatest number of people and not just our own personal and financial objectives. That being said, please add our support to this project. For Leah & Frank Hieber Yes Thank you for your support of our city and for your support of the planned expansion to Millennium Plaza. We are sending this letter as an expression of our support in this matter. We are professionals, voters, and Yakima home owners whose choice to live in Yakima has been greatly influenced by the efforts to keep Yakima attractive, unique, and vibrant. We applaud the efforts toward revitalization of downtown Yakima, and will support our town's leadership in the search for creative and resourceful solutions to parking or other challenges that may arise. For Ryan Beckett, YVVCB Yes On behalf of the Board of the Yakima Valley Visitors & Convention Bureau, we are proud to endorse and support the Yakima Downtown Master Plan and stand ready to assist with its development. We believe the plan has vision and is what the community needs to thrive and grow. A vibrant downtown is not only important for our residents, but also the thousands of visitors who come to the region each year. A healthy downtown is also important for the success of the Yakima Convention Center. When selecting event venues, meeting planners seek a vibrant, thriving destination for their delegates. This plan recognizes the important role the Convention Center plays in the health of downtown and has strategies to bridge the Center with the central core. It will help us in our efforts to attract and serve conventions and groups. Naturally there are many issues to work out. We believe those items are well addressed in the plan. The consultants who have devised the plan have an extensive history and knowledge of what works for downtown redevelopment. We believe the overall strategies are on track and what Yakima needs. We hope you agree too and fully support the plan. For Armand Doucette Yes adoucette@wfafinet.com My vote is yes move forward and do something great with Yakima...Finally!! For Ed Marquand Yes ed(a)mightytieton.com Gertrude Stein once said about Oakland, "There is no there there," and right now, that is THE problem with attracting people to downtown Yakima. A lack of core, a lack of civic engagement, a lack of a place to congregate. The Downtown Master Plan addresses those problems.he plan needs and should get your endorsement and support. That keeping a parking lot instead of an exciting, vibrant, and obvious civic center is so 1950s. Anyone who thinks that the city is better with more parking and fewer attractive amenities doesn't get out to other successful, revitalized cities. Please throw your support behind this important step forward. For Barry & Jan Rosenkranz Yes bandirosena,aol.com We would like to voice a comment in favor of going ahead with the improvement and development of downtown Yakima. It I exciting to see the possiblities of crawling out of the stagnant condition downtown Yakima has been in for so long. I think if downtown Yakima doesn't progress, progress will continue outside the downtown area leaving it behind. For Sally Tonkin sallytonkinl @yahoo.com I'd like to express my support for the master plan. I am enthusiastic about the plaza concept -- right now the downtown is a ghost town of empty buildings, parking lots and blank walls -- rd love to see the vitality return. That said, the plaza needs things like a coffee shop with outdoor seating, perhaps a bike rental bar, tables for people to_ play checkers or chess; it needs to be an active space on a consistent basis or it will another empty space. Narrowing Yakima Ave. and adding shade trees while encouraging outdoor seating at restaurants is crucial to establishing street traffic. I believe the downtown needs to welcome and encourage visitors. My vision involves elevating culture and rebranding the town as a place to stop and see art, ride a bike along the river, buy gifts and food at the Mercado, and stop by the plaza for a glass of wine. I'm currently seeking support and private funding to establish Yakima as the center for the Northwest Latino Museum of Art and Culture. Seattle has the immensely popular Wing Luke Museum and it may become the location For John Gasperetti Yes jmgasperetti@charter.net I believe your Master Plan is a great start with a much needed change for the core of our community. For as many years as_the Farmers Market has been going on...l've enjoyed the feeling you get walking around purchasing great local produce and meeting friends or just watching families sitting on the lawn having lunch as young people play in the water features in the Millennium Plaza. This is what brings a community together a center core for all sorts of events ....This is hardly a new concept for cities in our Country .... Large or small....New York , San Francisco, Portland or Seattle ... Most cities in Europe have a town square where all sorts of events and gatherings happen. This idea will be good for business....Look at the recent Hop Fest happening.... thousands of people came to the town from all over the State. This wasn't only good for downtown businesses but for the whole community. Change is sometimes hard but we need to continue to move forward and think of what's best for our Community now and for future generations ... Parking issues are important I agree but look at the Big Picture .... this is way to important a decision for the future of our community. Parking should be addressed with responsibility and consideration of all business . With a Hopeful wish for a exciting future... For Gail Fast gail.fast(c�charter.net Please support the newly proposed plan for the downtown and help us become the city we have the potential to be! I wish I could attend the meeting but unfortunately I will be in Olympia next week. Thank you for all you do on our behalf. For Karl Vanevenhoven Yes karl.vanevenhovenyakimachie I am very pleased with the downtown master plan that the team has presented. Yakima desperately needs something to revitalize our wonderful city. It seems to me that the people opposed to the plan are uninformed and uninvolved. It's likely they will not become involved, but I think it is all of our jobs to educate them about the benefits the plan can bring to our city (and about the parking plan). And once it's built, hopefully our citizens can become more involved in the events we can host in the improved location. It will be something Yakima can be proud of. Sean Hawkins has been doing a great job with this effort and I hope we can provide the support that is needed. I have been on the committee for the Fresh Hop Ale Fest for several years now and I think this would be a great use of downtown space for the fresh hop and other events. For - Shirley Strader Yes biophilicgrace@gmail.com Thank you for the intense efforts and decisions you are required to make to move ideas and projects forward. Here is a book which I found an enjoyable rad with a wealth of information. "WALKABLE CITY" by Jeff Speck. I would encourage you to keep in mind that our downtown needs a strong does of a "big mixing bowl of humanity." Please take a few minutes (enjoyable) viewing these websites. While these sites focus on bicycles, another very intended theme that quanitifes it's self is a city's livability. http:///www.streetfilms.org/hop-skip- and-jump-aboard-a-boulder-bus http://blumenauer.house.gov/bike-and-pedestrian-issues http://www.streetfilms.org/meet-mayor-greg- ballard-making-bicycling-a-priority-in-indianapolis http://www.streetfilms.org/voices-from-the-national-bike-summit-2013 http://www.streetfilms.org/cycling-copenhagen-through-north-american-eyes For Carol Vanehoven Yes carollyns@msn.com . I am writing to express my support of the proposed downtown master plan. I am a young professional who settled in Yakima around 12 years ago. Although I am not originally from Yakima I have decided to make it my home and place where I am raising a family. I have had the pleasure of promoting, leading, and volunteering for many events in this community and I must say that my heart is in down town Yakima. I want to see it continue to evolve into a space that I can enjoy and proudly share with visitors. People don't realize how lucky we are to have the beautiful facilities such as the capital theater and amazing outdoor events like the fresh hop ale festival. I believe that the new proposed space will be the game changer that helps to change public perception and create momentum to stimulate investment in our community. Yakima has so much hidden potential and I would love to see growth of our downtown. I support the proposed downtown master plan and I hope that you hear our voice loud and clear and move forward with this project. For Joe Morrier/ Liz McGree As one of the major downtown property owners, we are writing to express our gratitude for making downtown advancements a priority and to acknowledge our support of changes necessary to do so. Due diligence will be necessary as government, business entities and community members form a strong network and engage in creative communications exploring viable segments of the Yakima Downtown Master Plan. Everyone in our city will benefit form the increased growth and improved economy that these changes will bring. For Mina Worthington Yes mworthington@solaritvcu.or I am writing to tell you how very excited I am about the prospect of the recent downtown revitalization project. As a member of Downtown Rotary's Centennial Committee, I had the pleasure of watching one of the initial presentations by the outside consultants. I was impressed with the bold ideas. When Solarity Credit Union expanded its drive up facility in May 2012, we eliminated a large employee parking lot. In order to satisfy our need for employee parking, we purchased a few surrounding lots and created more spaces. These lots were a block or two further away than the old employee lot. Needless to say, our employees complained about this change; even though it represented "progress" for our organization. They were concemed primary about safety and about theft. Although those concerns are valid, they were based in fear, not fact about crime statistics in our 3 block radius. The worry and fretting by employees lasted about 4 months, until all the fear of change subsided and everyone just got over it. That was almost 18 months ago. Since then, traffic in our drive up facility has more than doubled. Although not entirely related, and we have gained net 1500 new memberships this year alone. Building the drive up was a great business decision. The point I'm trying to make is that we cannot allow the fears and concems of a few loud opponents ruin a great opportunity for Yakima. For Michael Sieg Yes michaelsieg40@gmail.com I currently live in Yakima and I believe we as a community should implement the Downtown Master Plan. I believe that our community could be brought together by this plan, and that it will increase the local economy. Our community has the ability to do so much more. Having a central gathering place, as well as a more pedestrian friendly downtown, will allow us to take pride in our community and increase the flow to downtown businesses. Our community needs to be more "walkable" and I believe this plan will entice people to relocate to the downtown area. For Dr. Adam Hoverman Unknown ahoverman@pnwu.edu In brief, walkable cities are livable cities. They are thriving, prosperous, healthy cities. We know this, the examples abound! Now is the time for Yakima to be the same. Http://www.mercer.com/press-releases-quality-of-living-report-2012#Americas. let's bring life, vitor, productivity and en economic path to prosperity back to downtown Yakima. For project/ against parking Ralph Proudfoot Yes ralphAsilverheelsinfo.com I am writing today in regards to the master plan for downtown As a whole the idea is a good one but I do have a few concems over a couple things .Let me start by saying I have had my business downtown for more then twenty five years and my family has had a business downtown before that where I went after school everyday. Parking has always been a problem downtown partially do to the people that work there. The idea of using the dragon inn as a parking garage I don't see as being viable do to the people that already use it and moving around inside that building is difficult at best if there are to cars inside coming and going one has to stop and get out of the way of the other not to mention a couple pickups. I know this I parked in there as a high school student working at sears. Next would be using the mall parking that would be fine if you can get the people that work downtown to use it.As soon as the lot on south second is removed all the people that park there now are going to shift over to north second because it is the closest lot witch would make it totally impossible for customers to find a place to park and they don't want to walk to get to work if they would it would clear up the problem of the two Tots in the core that are FULL everyday except weekends. Just so you know I ether ride my bike to work and park inside my building or use the free lot on south second st witch is never more then half full.So where else are you going to put all the cars. My idea is to add a second layer where the lot that the proposed park is going and put the open space on the second layer and build that second layer strong enough to be able to park cars on it if the parking is ever needed just remove the grass and stripe it. I also vegely remember my parents self imposing a tax on there business for the parking lot so there would always be parking there. Now for narrowing Yakima ave. and having a bike lane the only people I ever see downtown on bikes are the police and the parking attendant and they use the side walks also I heard someone one the council say that by changing the ave it would get the traffic that is just going from one side of town to the other to use a different rout and the only people that would use the ave. would be the people that are shopping. Well that's just not what I would want I want the people that are going to just pass by to have to get slowed down and look around they are potential customers At one time we had the lights changed to slow traffic down so they would have time to look around and see what is downtown. One more thing if the mall is being used to replace the parking on south second st. and this whole project is to bring more retail downtown where are the new people going to park when the mall is renovated to accommodate all the new businesses if its being use to replace what is being taken away now For project/ against parking Steve Laresn slarsen@olivegarden.com We at Olive Garden do not oppose the downtown plan as a whole. We do however strongly object to the Toss of 220 parking spaces adjacent to our building. The proposed new parking is unacceptable to us and we will have to fight this part of the plan with all our resources. It would be a JOB KILLER for the Olive Garden. We will lose approximately 40 to 50% of our business with the loss of parking. At this point our legal team is waying our options. At this point we employ 110 Yakima residents. I would hate to lose half of them to unemployment or even worse all of them to a business closure. We are taking this matter very seriously. For project/ against parking Nancy Colleran Yes colleran8765@msn.com I am writing in order to voice some comments and thoughts I have regarding the "Downtown Revitalization Plan," which will be discussed November 5, 2013 as part of the regular city council meeting. First of all, I am very encouraged and pleased with what I have seen and read concerning the proposal before the council. The one issue that seems to gamer the most comments is losing the parking lot at South 3rd street and Chestnut. I understand how some find that to be a problem; however, it's much more beneficial if we look at that loss of parking as a challenge which can be solved if people work together rather than choosing sides. What will help the future of Yakima more, I ask you? A parking lot, or a vibrant city core? The answer is easy, and anyone who has visited a revitalized downtown knows that a central plaza is essential. The second area of comment I have is conceming the aesthetic appearance of our downtown area and buildings, especially that of North 1st Street. Whenever this issue is raised, I think of my initial visit to Walla Walla in 2001. My immediate impression was its visual pleasance. When in a small shop eating lunch, I shared my favorable impression with the owner, and he explained that a number of years before, during a series of heated meetings surrounding their plans for revitalization and marketing their nascent wine business, some recommendations were made. One was: the building owners should retum their buildings' facades to their pre-1950's appearance. The community found that after the facades were removed they discovered interesting and attractive brick, turn- of-the-century building fronts. Thus after the undesired expense of changing back to their "roots," Walla Walla became a highly attractive city. Further, the merchants were exceedingly pleased with the! results. Now it seems that Walla Walla has an easily recognized reputation as a great wine area in Washington State. I think that this story is exemplary of community efforts of working together to positively change their city's appearance. We have a wonderful wine industry in the Yakima Valley and new breweries (Yakima Craft Brewery and Bale Breaker Brewery) are finding their niche here, too. Further we have energetic, creative new civic pride movements that have come on the scene this past year (The Yakima Maker Space, Idea Jam and I Heart Yakima, for instance). Plus we have committed community leadership, diverse citizens and an interesting history. With more vision, creativity and cooperation we are fully capable of achieving what we all want Yakima to become. For project/ against parking Laurie Mosher No waggentail@aol.com I am writing to voice my opinion regarding the removal of the parking lot between 2nd and 3rd streets and Yakima ave. and Chestnut in downtown Yakima. I strongly oppose this idea. As I understand it, alternate parking "garages" would include the Dragon Inn Garage and the parking garage at the former Yakima Mall. In my opinion neither of these are logical or quality replacements for the lot that serves many small business in that area. The Dragon Inn Garage, although fairly close is old, dark, dirty, and has no elevator service. The stairwells are small, dingy and steep. I do not believe many people would be willing to use this altemative during the day (If there is enough room, as many of the Larsen Building employees and others use this facility), and certainly not at night. The Yakima Mall parking garage does have elevator service (or at least it did) but is farther away. The entrance is behind the mall and I am unsure where the public would exit to walk to the businesses, as the elevators used to drop you inside the mall. Again, I do not believe anyone going to lunch at the Olive Garden, Jimmy Johns, Subway etc. would use this alternative due to the distance from those businesses when on a lunch hour. I also do not believe many would choose to use this altemative after dark when going to either of the Theaters in the area. If there is a charge for this parking I believe the few that might use either garage would drop dramatically. There is mention of valet service. I can't imagine that as a viable option either and would think there would certainly be some sort of charge for that. Yakima, while growing, is not in the same position at Vancouver or Portland as we have no mass transit system to deliver us around town at any hour of the day or night. You may say, "do it and people will adjust", but I disagree. While I am all for reviving our downtown area to bring more commerce to our city, I am not in favor of taking away the one large parking lot that serves so many current thriving small businesses. Ample, available parking, in my opinion is a crucial component for any small business to succeed and I believe this proposal will negatively impact these small businesses.