HomeMy WebLinkAbout01/19/2016 12 Yakima Central Plaza Update and Next StepsITEM TITLE:
SUBMITTED BY:
BUSINESS OF THE CITY COUNCIL
YAKIMA, WASHINGTON
AGENDASTATEMENT
Item No. 12.
For Meeting of: January 19, 2016
Yakima Central Plaza Update and Next Steps
Sean Hawkins, Economic Development Manager, 575-6274
SUMMARY EXPLANATION:
The attached memo provides Council a brief status update on the Yakima Central Plaza project
including how the project was initiated, why a plaza was identified in the revitalization process, a
description of key project elements, an update where we are today in the design process, an
update on the public private partnership process and next steps towards the completion of the
design process.
ITEM BUDGETED:
STRATEGIC PRIORITY: Economic Development
APPROVED FOR SUBMITTAL: Interim City Manager
STAFF RECOMMENDATION:
BOARD/COMMITTEE RECOMMENDATION:
ATTACHMENTS:
Description
DI Yakima G: ear al° IPII<am r i ane Mom°
Upload Date
1/13/2016
Type
Cover Memo
Memorandum
To: Yakima City Council and City Manager
From: Sean Hawkins, Economic Development Manager
Date: January 19, 2016
Subject: Yakima Central Plaza Update and Next Steps
How We Got Here
In 2013, the Yakima City Council initiated a multi -step public process to create a Downtown Master
Plan to guide future development activity in Yakima's downtown district. Over the course of several
months, five comprehensive public meetings involving hundreds of people, numerous small
stakeholder sessions, and an extensive examination of available opportunities to enhance the
ongoing revitalization of Yakima were conducted. As a result, a downtown plaza was identified by
community members as the highest priority project to be implemented as part of the plan.
In 2014, the Yakima City Council initiated a competitive RFP process and selected Gustafson,
Guthrie, Nichol (GGN) and Graham Baba Architects to design a downtown plaza. The principals of
both firms are Yakima natives. GGN and Graham Baba conducted five public meetings and received
over 1,600 public comments, which influenced the concept and current design of the Yakima
Central Plaza. The entire project, including design and engineering for not only the plaza but
associated upgrades to surrounding streets and sidewalks, is estimated to cost $14 million. On
November 10, 2014, the Yakima City Council voted 6-1 to approve including the Yakima Central
Plaza project in a $17 million capital improvement strategy that also includes the SOZO Multi -
Sports Complex and the YMCA Aquatics Center.
Why A Plaza
While a plaza certainly serves as a gathering place, its primary benefit is as an economic
development tool. A plaza is a magnet that draws people to a downtown district, people who need
and want to visit surrounding businesses. As stated in the Yakima Downtown Retail Plan completed
by Thomas Consultants in 2013, "Downtown Yakima has a 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. Initially, retail revitalization should be focused on a central area in
the heart of Downtown Yakima and perhaps around a game -changing project such as a plaza to
create critical mass or 'body heat' of activity that will help attract investment and catalyze further
retail growth."
Yakima Central Plaza Key Elements
1) Flexible plaza space - As designed, the Yakima Central Plaza will be an "outdoor
convention center", flexible enough to host a wide variety of events ranging from
concerts to markets to ice skating. A great deal of time has been invested by GGN and
Graham Baba to ensure adequate infrastructure will be available to host events that
take place in Downtown Yakima today as well as new events.
2) Performance Stage - A permanent stage will be part of the Yakima Central Plaza and will
be available for concerts, speeches, fundraising events and more. All the necessary
power sources will available to host activities as large as the Yakima Symphony or as
small as a one-person band.
3) Fountains - 15,000 square feet of fountains will be a main feature of the Yakima Central
Plaza. The fountains are designed for children and families to cool off, relax and simply
have fun. When a large event is held, the fountains can be turned off to add significantly
to the available event floor space.
4) Market Hall - The Market Hall will be a shaded, open-air venue designed to host the
Yakima Farmers Market and other outdoor markets throughout the year. Market Hall
will contain full power options for vendors and men's and women's restroom facilities.
5) Parking - When not in use for events, the Market Hall will accommodate 54 parking
spaces. Reconfiguring a portion of South 2nd Street will also provide 12 new angled
parking spaces.
6) Other details - Alley access as it exists today will remain unchanged and provide for
deliveries and other business services. A trash service area for nearby businesses and
the plaza itself is also designed into the project.
Where We Are Today
As of January 12, 2016, 75% of the engineering work for the Yakima Central Plaza had been
completed. Engineering work is expected to be completed in early spring. Construction costs for
the entire project are estimated at $11,500,000, which includes a $735,000 contingency fee. The
construction cost estimate does not include soft costs or construction supervision services.
Public Private Partnership
This Yakima Central Plaza is conceived as a public-private partnership under which the investment
of public funds will be matched equally by private sector donations. As of January 4th, 2016, private
sector pledges from a total of 21 local Yakima families and businesses to the Yakima Central Plaza
totaled $3,938,000. Additional private sector pledges will be announced soon.
Next Steps
In mid-March, the Yakima Central Plaza project engineering work will reach its 90% completion
milestone. At that point, it is suggested that bringing Kathryn Gustafson from GGN to make public
presentations to the Yakima City Council and the community to discuss the full details of the design
and its estimated costs would be appropriate.
Distributed at the.t•
Meeting- ()
January 19, 2016
Comments regarding the plaza
(typed as submitted and in order received)
Thursday, January 14
Patrick Smith, Patrick smith@loftusranches.com
Dear Council,
I am Patrick Smith, Vice President at B T Loftus Ranches In addition to our hop
farm here east of the City, my family owns and operates Bale Breaker Brewing
Co in Moxee and is involved in the ownership groups of many other companies
in and around the Yakima area, such as Olympic Fruit Co , Sage Fruit, and
Yakima Chief Hopunion ("YCH") which is headquartered at 203 Division St in
Yakima, located in Council District 4 Our family, through B T Loftus Ranches,
has pledged $250,000 in support of the Gustafson -designed plaza and I expect
YCH to make a significant contribution at its next board meeting
I wanted to introduce myself to you, and also voice my clear support for this
plaza at this time I have been working with members of the plaza committee to
raise funds from other leading businesses in the Yakima area, including YCH and
John I Haas, and hope to build on the tremendous success we have had in
private fundraising in recent weeks
I was inspired to contribute to this project not only financially, but with my
personal time and energy, for many reasons First and foremost, it's about quality
of life I grew up here, but left after high school to pursue a degree at the
University of Washington and lived in Seattle for nine years In 2009, I made the
decision to move back home to Yakima, rejoin my family's businesses, and start
my own family here Like many families in this valley, we have deep roots here
My family has been farming this same land just east of the City since 1920
When I decided to leave Seattle, a city I love, and move home I knew I was
making the right decision but also a permanent one What I see in Yakima is
what many others see, a land of tremendous gifts and opportunities But also a
place that has let many opportunities slip by Yakima has been left behind
economically at various times through the years and consequently our downtown
core has suffered I believe, as many others do, that we are currently in the early
stages of a wonderful transformation here in our valley Small towns all over this
country are finding out the same things we are, that the quality of life in our small
and mid-sized cities often exceeds that found in places like Seattle and Portland
The transformation of small and mid-sized cities takes a lot of work and often that
change is led by private industry partnering with forward -thinking political leaders
In this plaza project, we have an amazing opportunity There is nothing else that
could galvanize such a large group of Yakima business leaders in such a short
period of time In barely one month, we have raised over $2 5 million, in addition
to the original $2 million donation from -the Plath family, and we expect many
more contributions in the coming weeks We are far from done Here, we have
the present and future leaders of our community coming together and pledging
millions of dollars for what will be an amazing, City -owned, public space to
benefit all of the citizens of our City for generations to come The future economic
impact of this project is incredible, as this is but the first big step in the
transformation of our City's heart. It's incredible, really, that we have seen such
support in such a short period of time As mentioned previously, I'm assisting the
plaza committee with the fundraising effort and the success of that effort has
exceeded even my most optimistic projections This is hard proof that the city's
-private business leaders strongly back this plan and I have little doubt that the
remainder of the $7 million in private funding will be pledged in the coming
weeks Whatever stance you campaigned on with respect to the plaza project,
you have to admit that the fundraising effort has been impressive During the
election, no one could have foreseen a show of support like this from the
business community Let's build on that. As politicians and business leaders, we
all maintain the right to change our minds as we are presented with new
information, new facts In my business, I do it all the time While politics is not
business, we all learn as we go and the opinions we hold and decisions we make
evolve over time
If you watched both the President's State of the Union address and the
Republican response earlier this week, you may have picked up on some themes
that are applicable to this project and our collective efforts to improve the quality
of life here in Yakima First, the President spent a significant part of his address
talking about cooperation If we want to accomplish the goals we commonly
share we will need to work together The Council and private industry no doubt
share the common goal of wanting more for Yakima To accomplish this we will
have to work together Private industry has voted on this project with their dollars
and the results are overwhelmingly in favor We need your cooperation to make it
happen In Gov Haley's response to the President's speech, she stated that in
times of change, "it can be tempting to follow the siren call of the angriest voices
We must resist that temptation " Certainly there have been a number of loud,
angry voices opposing this plaza from day one While these members of the
community are entitled to their opinions, so far they have contributed little in the
way of solutions or alternatives that have even a fraction of the promise that the
current plan has Meanwhile, a broad consortium of Yakima's leading businesses
and citizens have quietly and respectfully voted in favor of this plaza by
contributing over $4 million in private funding It's one thing to say that you are in
favor or oppose something, and maybe taking 10 minutes to write a letterto the
newspaper, but there is no vote as meaningful as putting one's money where
their mouth is And Yakima's business leaders are putting their money behind
this project.
No one, even the biggest supporters of this plaza such as myself, believes that
the plaza is a panacea for Yakima's current (and temporary) shortcomings We
have a lot of work to do in other areas and fortunately the City is very strong
financially Project such as parks especially in East Yakima, public safety, and
road and infrastructure improvements are areas of interest to us all But none of
these projects are mutually exclusive and accomplishing all of the City's goals is
going to take the cooperation of private industry This is the largest single
financial contribution my family has ever made to any cause The same can be
said for a number of other supporters of this project. My fear is that if the City
tells many of its leading businesses that their money is unwanted, the
collaborative relationship required between the City and its industry leaders may
be set back for some time, making it harder for all of us to accomplish the things
we want to accomplish for the City we share and call home
All of us have a common goal and share a love and optimism for our City Let's
work together to take this project over the finish line while looking for other places
we can work together and build a City we can all be proud of for decades to
come Thank you for your time I look forward to working with you on this project
and others to come in our future
Dan Plath and Leslie Johnson, leslieplath[@gmail.com
Dear City Council,
I am Leslie Johnson, and my brother, Dan Plath, and I have pledged $80,000 to
the Gustafson -designed plaza The money we are hoping to donate will come
from a fund at the Yakima Valley Community Foundation The fund, the Lynn
Hanses Katz Fund, was established after our mom passed away a few years
ago We are proud of the other contributions we have made through my mom's
fund to local organizations such as the YWCA, Carroll Children's Center, the
Yakima Valley Hearing and Speech Center, and the Yakima Union Gospel
Mission to name a few Donations have always been focused on local
organizations with the hope of primarily benefitting women and children in the
community
We were inspired to donate to the plaza for many reasons Dan and I feel the
plaza would be a family friendly catalyst for growth and economic development
downtown, providing affordable and accessible entertainment and recreation for
all community members It would draw people in for events, promote Yakima as
a regional travel location, and encourage businesses to open to serve the
increased population downtown
My mom was lively and social She brought people together and made
everything she touched brighter and happier We feel the plaza will be a great
representation of who she was and an asset for all of our community
We look forward to following this project towards completion
Saturday, January 16
Mike Poppoff and Gay Dorsey, gaydooRyahoo.com
To the members of the City Council
We are Mike Poppoff and Gay Dorsey, owners of Poppoff, Inc Concrete
Contracting in Moxee We have pledged $100,000 from our business as well as
$50,000 personally to advance the plaza project in Yakima
Why do we support the plaza? We've been lucky enough to travel a lot in the
past 10 years, both internationally and here in the U S Everywhere we've gone,
the most memorable, beautiful cities and towns are the ones with vital', well-
planned gathering spaces squares in the center of the city that are filled with
flowers, with trees, with restaurants and bars, with fountains, and most
importantly with people
A plaza in the center of Yakima would be a meaningful, beautiful, action -packed
gathering place that would elevate our city into a place where people who live
here want to gather, and where people who visit here would want to live
We love Yakima, and we want to see it become a hub for entertainment, sun,
wine -tasting, and fun The plaza can help us achieve these goals, and entice
more and more people to move here, work here, and raise their families here
Please carefully consider this project and all the positive things it can bring to our
community!
Dave Edler, 1504 S 34th Avenue, pastordave@yakimafoursquare.org
Dear Yakima City Council Members,
As a former City Council member and former Mayor I want to thank you for your
service to our community first. Second I want to get right to the point and
encourage you to continue to support and pursue to reality the Downtown Plaza
Your position today as council members is similar to the position I was in as
entered the council in that the Downtown Streetscape project was not completely
funded but moving towards that place At that time the Front Street Merchants
were also pursuing the project that transformed that Historic District. What was
not on the table was the continuing of the street enhancements on the west side
of Yakima Avenue As representative to the West Side Merchants at an early
meeting I asked them why they were not asking to be included? That began a
process that led to the expansion of the downtown improvements through the
west side of Yakima Avenue I'm reminded of two things that drove my thinking
as I served as a council member The firm helping us rethink what we wanted out
community to look like and experience telling us that the "downtown" is the living
room of any community and needs represent what you want people to know
about you and your community And, that the cities investment of public dollars
will be followed by multiple times more private dollars
As a former council member I take great pride in driving into downtown Yakima
ma and especially the west side or Yakima Avenue There are many businesses
there today that were not there before these street projects were completed And
if I remember the math correctly there was close to five times the private
investment in the downtown as compared to the public dollars invested
I'll close with this I represented the 3rd District. None of these projects were in
my district. But there were people who owned those businesses, worked in those
businesses, and others who just enjoyed those new businesses and the other
amenities that lived in my district. Please continue to support the Downtown
Plaza
Sunday, January 17
Richard DeZarn, 3701 Gun Club Road, YAKIZARN(c�yahoo.com
Holly,Dulce, and Avina,
Hold the line against the current plaza plan We attended the wonderful "Million
Quartet" at the Capitol Theatre last Tuesday evening (Jan 12) We arrived an
hour and fifteen minutes early Still we had to walk more than two blocks in snow
& rain Not good for the elderly and or handicapped Imagine that parking area
removed Not a pleasant thought. If a plaza is actually desired by the paying
customers of central Washington area, approve the alternate plan (with parking)
Richard & Judy DeZarn and Friends
P S The show was delayed as folks struggled in from distant parking in bad
weather
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SEPTEMBER 2015
News at
SPUR
Muni Forward Keeps Moving Forward
As of September 26, Muni has deployed new buses, more
service and new connections in San Francisco This latest
set of improvements is part of the Muni Forward program,
a series of capital projects and service changes — including
new coaches, increased frequency on ten lines, extended
hours of express service on two lines and faster travel times
SPUR Studying the Future
of 101 and Caltratn
Highway 101 and Caltrain are
essential arteries for every sort
of trip through the Peninsula's
three counties yet both have
become completely congested.
What actions can we take to move
more people to their jobs, homes,
schools and other important
destinations? Together with the
Silicon Valley Leadership Group
(SVLG), Stanford University and
the San Mateo County Economic
Development Association
(SAMCEDA), SPUR has initiated
a major convening and policy
research project to build consensus
about the next steps for Caltrain
and the corridor it serves. Our
Peninsula/Caltrain Corridor Vision
Plan will determine what the next
generation of rail investments and
highway policies could be and
how we might pay for them
Focusing on
Downtown Oakland
In September SPUR released
its first major policy report
in Oakland "A Downtown for
Everyone," which is excerpted
here. We believe downtown
Oakland is poised to take on an
2 OCTOBER 2015
even more important role in the
region and propose five big ideas
for how to grow a downtown that
reflects Oakland's character and
provides benefits to all of the
city's residents. SPUR s report
frames key policy issues for the
City of Oakland s newly launched
Plan Downtown Oakland process
which will provide guidance on
downtown s future, linking land
use, transportation, economic
development, public spaces,
cultural arts and social equity In
October, SPUR will host nine days
of public charrettes where the
public will have an opportunity to
weigh on downtown s future Held
at our new Oakland office at 1544
Broadway, these charrettes run
October 20 through 27 from 9 a.m
to 6 p.m All are invited to attend.
SPUR Kicks Off New Housing
Initiative in San Jose
The City of San Jose is located
in one of the most unaffordable
regions in the entire country As
more new jobs are created in
Silicon Valley and regional housing
production fails to keep pace,
housing prices will continue to rise
And after the elimination of state
redevelopment funding affordable
across the city transit network — all geared toward making
Muni service more useful The Muni Forward projects were
developed through the Transit Effectiveness Project, inspired
by SPUR's 2005 report "Reversing Muni's Downward Spiral "
We are pleased to see Muni taking these major steps toward
providing San Franciscans with a safer, more reliable and
more efficient way to get around
housing resources have become
scarcer than ever Despite this,
San Jose is projected to add more
housing units than any other city
in the region over the coming
decades. What is San Jose s role
in addressing the Bay Area's
housing crisis? And what steps
need to be taken to achieve the
San Jose's housing goals? SPUR's
newly launched housing strategy
initiative will address these
important questions as they relate
to the region's largest city Please
check spurorg for project updates.
The Urbanist is edited by Allison Arieff and designed by Shawn Hazen hazencreative.com
T Vote Yes on Prop A
Prop A will provide $310
million in bonds for the
construction of new projects
like this one (Mercy Housing
on 4th Street designed by
Mithun - Solomon and Kennerly
Architecture) as well as the
rehabilitation of low -and
moderate -income housing; the
repair and reconstruction of
public housing and the creation of
middle-income rental and home
ownership opportunities for the
city of San Francisco •
THE URBANIST
Photo by Bruce Damonte
After years of
struggling to ,,.ti•
attract in
downtown T{X;k and s �►
is en- ying
rens a _
OAKLAND
A Downtown for
Everyone
Downtown Oakland is an opportunity to demonstrate that equity
and economic growth can go hand in hand
After years of struggling to attract investment,
downtown Oakland is enjoying a renaissance Organic
bottom-up growth and targeted public investment
are resulting in new cultural events, art galleries,
restaurants, bars and retail stores. The population
and job base are growing companies are relocating
or expanding downtown (including Uber which in
September announced its purchase of the former
Sear's building) and commercial vacancies are
declining
Oakland's urban center is poised to take on a more
important role in the region. We believe that the best
path forward is to plan for growth — and to shape
that growth to make downtown Oakland a great place
that provides benefits to all Downtown Oakland is an
opportunity to demonstrate that equity and economic
growth can go hand in hand
Downtown faces key challenges today While the
number of lobs is growing the economy remains
fragile. Institutional lenders have been hesitant to
invest in downtown projects, large anchor tenants are
scarce and commercial rents are rarely high enough
to cover the cost of new office construction Many in
downtown, and Oakland generally, struggle to secure
affordable housing and high quality employment
Downtown s parks, plazas and streets need upgrading
and maintenance Its centers of activity — such as City
Center and Jack London — are spread out and density
is uneven, contributing to a final challenge Public
4 OCTOBER 2015
safety concerns deter some from spending time and
investing in downtown.
SPUR's new report "A Downtown for Everyone
Shaping the Future of Downtown Oakland " from
which this article is excerpted looks at solutions to
these challenges, as well as ways to take advantage
of unique opportunities Unlike many urban centers,
downtown Oakland has the infrastructure in place
to support growth It is at the center of the Northern
California rail network and has more BART trains pass-
ing through it than any city in the region. Downtown's
streets are largely without congestion and could be
reimagined to provide more space for buses, bicycles
and pedestrians There are also many acres of vacant
land and surface parking lots right in the middle of
downtown This means downtown could add thou-
sands of new jobs and residents without displacing
any current homes or businesses. Add to these oppor-
tunities the creativity and energy of Oakland s resi-
dents, and there is an opening for downtown Oakland
to demonstrate a new path forward for cities.
Our Vision. A Downtown for Everyone
Oakland s downtown should reflect what is great
about the city We believe it should be an economic
engine that serves all of Oakland It should be a place
where people from all over the city — and all over the
Bay Area — come to spend time It should be a center
for many of the city's jobs, institutions, governmental
Summary: Downtown Oakland
is poised to take on a more
important role in the region But
the future is not guaranteed SPUR
proposes five big ideas for how
downtown Oakland can grow while
providing benefits to all
By Egon Terplan
FIGURE 1
The Geography of
Downtown Oakland
SPUR defines downtown as the area that
stretches north from the Oakland Estuary
to 27th Street and west from Lake Merritt
to Interstate 980 Within this geography
are numerous distinct neighborhoods, such
as Jack London, Chinatown, Old Oakland,
City Center, Uptown, Koreatown/Northgate
(KONO), the Lakeside or Gold Coast and
the Lake 880 Merritt Office District SPUR's
boundaries for downtown overlap with
three of the city's specific plan areas, all
of the Downtown Specific Plan, the Valdez
Triangle portion of the Broadway/Valdez
Specific Plan and the western portion of the
Lake Merritt Station Area Plan
Egon Terplan is SPUR's Regional
Planning Director
THE URBANIST
Source: Perkins 8 Will.
DOWNTOWN OAKLAND
35 000
30 000
25 000
20 000
15 000
10 000
5 000
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agencies and cultural resources
To achieve this vision of a downtown for everyone,
we have articulated a set of principles to guide new
growth and change as they come to downtown over
time
• Downtown should welcome everyone.
• Downtown should encourage a wide mix of jobs,
residents nightlife and cultural activities
• Downtown should strengthen its history culture
and character as it grows.
• Downtown should generate taxes and investment
that allow everyone to benefit from economic
growth downtown
• Downtown should prioritize getting around by
walking, biking or taking transit for everyone
regardless of income
• Downtown should embrace its role as an
increasingly important regional center
With these principles in mind, we propose five big
ideas for how downtown can grow to better serve
Oakland and its residents
Big Idea 1• Grow 50,000 more jobs in
downtown and create pathways to get
people into them
There are many ways Oakland can make its downtown
a better place to form and grow businesses, including
providing support to start-ups, establishing a "jobs
squad" to help with hiring and bringing on a chief
economist to analyze the economic impact of new
legislation One important opportunity is the large
amount of publicly owned property downtown
The city and other public sector landowners should
6 OCTOBER 2015
All of Oakland
Downtown
I 1
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develop a strategic vision for how to best use public
land to meet goals like creating new jobs and raising
revenue for city services Of equal importance to lob
growth is job access and making sure new jobs are
broadly available As companies and jobs grow, we
recommend that the city and its partners work to
create strong alignment between the education and
workforce systems so that students and workers can
get on pathways to these opportunities
Big Idea 2 Bring 25,000 more residents
to downtown at a range of incomes, and
enable existing residents to remain
Adding more housing and more residents downtown
will make it more active particularly during evenings
and on weekends. This will increase local amenities
and public safety Over time it will also help lead to
the growth of retail a critical gap To meet the goal
of 25,000 new residents the city should update its
zoning to allow more housing and improve amenities
to attract new residents To make sure that downtown
remains accessible the city should experiment with
new housing models and secure more funding from
a wide variety of sources to preserve and expand
affordable housing downtown. The city must also do
a better job enforcing current rent protections so that
existing residents can stay in downtown as it evolves
Big Idea 3: Set clear and consistent rules
for growth to make downtown a better
place for everyone.
To add new residents and jobs, downtown
Oakland will need a lot of new development The
FIGURE 2
What Jobs Are in
Downtown Oakland?
Downtown's 84,000 jobs make up
about 38 percent of Oakland's nearly
220,000 jobs (For the purposes of the
SPUR report, the Kaiser Permanente
medical complex located around Broadway
and MacArthur Boulevard is not considered
part of downtown Oakland.)
Ninety-three percent of the city's jobs
in public administration are located in
downtown Major public sector tenants
include the City of Oakland, the State of
California, the federal government, BART,
the University of California Office of the
President, Alameda County, AC Transit
and the East Bay Municipal Utility District,
among others Additionally, 86 percent
of the city's total jobs in management of
companies, 69 percent of jobs in informa-
tion and 65 percent of jobs in professional
services are located downtown
THE URBANIST
Source SPUR analysis of 2014 data from Hausrath Economics Group and City of Oakland
Soul Festival
Off the Grid food truck pod, Uptown
What Are Downtowns For?
In previous SPUR publications we've
made the case that downtowns are
one of the greatest achievements
of American urbanism' No other
society has concentrated so much
of a city's commercial activity —
both business and retail — in a tight
urban core
Downtowns provide important
benefits for both the surrounding
city and the broader region They
serve three key functions cultural
and civic economic, and physical
and spatial
The Cultural and Civic Function
Downtowns are a meeting ground,
a stage
Downtowns are a place to welcome
everyone, a place to celebrate city
life. They're where we gather to seek
solace in times of crisis and where we
come to speak our political opinions
They re where people of different
economic racial and cultural
backgrounds spend time and share
together In a downtown, there is no
single civic voice it's a place where all
voices representing the city's diverse
communities have room to express
their opinions
The Economic Function
Downtowns are an economic driver,
revenue -generator and place of
opportunity
Downtowns are where many
businesses locate, particularly those
that value face-to-face interaction
The density in downtowns supports
the clustering of industries, putting
companies in close proximity to
many of their customers, clients,
competitors, partners and suppliers
This economic activity also provides
revenue to support city services.
And because downtowns attract
a variety of industries, they
provide a wide range of lobs and
opportunities to a city's — and
region's — residents
The Physical and Spatial Function
Downtowns are a place to
concentrate higher densities
around transit.
Downtowns are places that support
density and growth with the
potential for lots of jobs and lots
of housing Downtowns are where
we usually focus our transit and
encourage most people to arrive
and move around without a car
Growth in downtowns has a smaller
environmental impact than growth
in lower -density areas
Downtowns are also where citizens
and civic leaders accept and
expect more experimentation and
a greater mixture of uses. Other
neighborhoods even dense urban
ones would not permit a high-rise
next to a one story historic building,
a nightclub next to an apartment
complex or a high school on top
of a music venue Downtowns
are fundamentally different from
traditional neighborhoods and
should be treated as such
DOWNTOWN OAKLAND
Downtown San Francisco
Downtown Oakland
Downtown San Jose
20%
30%
rules governing new construction must take into
consideration the needs of the community as well as
the financial realities of development We recommend
that the city set financially feasible impact fees
in order to maximize revenue while enabling new
investment to take place We think the city should take
a market-oriented approach toward land use decisions
in most of downtown but hold out for office uses near
BART and maintain industrial uses in Jack London We
also recommend that the city set performance targets
and standards for downtown and adjust policies to
keep Oakland on track to meet them over time
Big Idea 4: Create inviting public spaces
and streets as part of an active public
realm
Great downtowns are comfortable, clean and safe
The ground floors of buildings are inviting the parks
and public spaces are beautiful and visitors can easily
understand how to get around To achieve great
downtown status on these measures, we recommend
that the city strengthen its urban design guidelines
for buildings especially ground floors, and redesign
its streets to be more functional and welcoming for
pedestrians, cyclists and transit riders. The city should
invest in new and existing public spaces, improve
wayfinding, and adopt Vision Zero policies to reduce
traffic -related deaths and injuries
Big Idea 5 Make it easy to get to and
around downtown through an expanded
transportation network
Downtown Oakland is one of the most transit -
accessible places in the region Yet only 24 percent of
downtown employees take transit to and from work.
Over time, downtown should strive to increase the
share of commuters who take transit, walk or bike to
more than 50 percent To achieve this we recommend
the city and transit operators redesign the local bus
system, build out the East Bay bus and bus rapid
transit network, create a world-class biking network,
and close or remove some freeway off -ramps to regain
land in downtown It will also be crucial for the city's
new Department of Transportation to create a capital
plan to prioritize and identify funding for the many
8 OCTOBER 2015
40% 50% 60% 70% 80% 90% 100%
Infrastructure projects currently under consideration
downtown
Big Ideas for the Future
While Oakland and downtown have many immediate
concerns that should be addressed right away, we
think there are four game -changing long-range ideas
that are worth beginning to plan for now These are
the design and routing of a second Transbay rail
tube, the redesign and reuse of interstate I-980 the
undergrounding of freight and passenger rail in Jack
London and the undergrounding of Interstate I-880.
The freeways and associated auto -oriented
planning of the postwar decades did significant
damage to downtown Oakland and its surrounding
areas. Turning those physical and psychological
barriers into something positive will go a long way
toward reconnecting downtown with West Oakland
and the waterfront In the case of 1-980 the freeway
right-of-way itself can be used to help bring vitality
to areas west of downtown We encourage Oakland
to think long term about the positive opportunity to
remake its infrastructure
These four big ideas for the future are not the
only potential major investments or changes for
Oakland but they would open up new possibilities
for a city that bore the negative Impacts of freeway
building urban renewal and other planning policies
in the 20th century We put them forward to start the
conversation about what is possible for Oakland and
its downtown
Citymaking is difficult It takes a long time It
requires many different actors. And there is no silver
bullet. Viewed against our current culture s celebration
of disruption, downtown planning and revitalization
can feel like an anachronism. But patience and long-
term thinking are the key to creating and maintaining
great cities.
Downtown Oakland is already a great place
within a great city But we believe it can be much
better providing greater benefits to the residents of
downtown the city and the region *
To read all 30 of the report's recommendations,
please visit spur org/downtownoakland
FIGURE 3
How People Get to
Work in Downtown
Oakland
Despite the confluence of transit in
downtown Oakland, nearly 60 percent
of workers drive alone to their jobs in
downtown Oakland, with less than one-
quarter of workers commuting on transit
In comparison over half of commuters to
downtown San Francisco take transit to
work and only 8 percent take transit to their
jobs in downtown San Jose
= Drive Alone
= Carpool
= Bus
•� = Rail / Streetcar / Ferry
= Bicycle
— = Walk
= Other
THE URBANIST
an Community Survey 2006-2010, Five Year Estimates Special Tabulation Census Transportation Planning
Source U S Census Bureau, Ame
Source Colliers International
FIGURE 4
Office Rents in
Downtown Oakland
and San Francisco
Since 1993, rents in downtown Oakland
have ranged from 8.4 percent to 77 percent
below rents in downtown San Francisco
They are also typically below what is
needed to justify new Class A high-rise
construction (which in 2015 is $5 per square
foot per month)
Downtown San Francisco
MN Downtown Oakland
$1
0
- Smallest Spread 8% Largest Spread 77%
($2 71 vs $2.50 per square foot) ($5 75 vs $3 25 per square foot)
44) ,�c,b ,9�5 ,946 �0j ��40 fop ,1‘0 9,0 �Oo� 1,0 1,0
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�o�� LOCO �oDA �C�o I,��"� 1,��'L 9,��'S
Why It's Hard to Develop Office Buildings in Oakland
Downtown Oakland faces challenges in getting
new office development, even during booms.
Between 2000 and 2015 only one Class A53
speculative office building was built. 55512th
Street, a 485,000 -square -foot 21 -story tower
completed in 2002
Its original anchor tenant was Ask.com
A smaller commercial development the
217,000 -square -foot addition to 2100 Franklin
Street, was built in 2008.54 This means that
over a 15 -year period, downtown saw an
increase of only 700,000 square feet of new
commercial office space.
Getting major new office development
requires three things of a market: a strong
tenant base with growing firms, rents that are
higher than construction costs, and investors
who are willing to lend capital to finance new
construction Each of these is a challenge for
downtown Oakland. Here's why
1. There are too few potential anchor ten-
ants to reliably fill new buildings. Downtown
Oakland has only a few large firms, such as
Kaiser Clorox and Pandora. Most tenants are
typically not large enough, nor are they grow-
ing fast enough, to be an anchor tenant for a
new office building.
This makes it harder to justify building a
new speculative building, because it's not clear
who will fill the space and how long it will take
to secure a tenant. The result is a Catch-22: The
small size of the office market makes down-
town less desirable for potentially fast-growing
firms, but the lack of growing tenants makes it
harder to add new space
2. Market rents are lower than construction
costs. Construction costs for new Class A space
are approximately $550 per square foot (as of
THE URBANIST
2015) which requires rents of $60 per square
foot to be profitable to build In the middle
of 2015, downtown Oakland rents remained
below $45 per square foot.55 Construction
costs reflect the combined costs of land, labor
and materials. While land in Oakland is slightly
cheaper than in other parts of the region, prices
for labor and materials are comparable. There-
fore, high-rise office construction in Oakland
costs almost the same as in San Francisco, even
though rents are as much as 77 percent less
in Oakland Adding to the challenge strong
demand in downtown San Francisco drives up
labor costs across the Bay Area, thereby rais
ing the minimum rent bar even higher for new
construction in Oakland.
3 Institutional investors have been wary to
lend in downtown Oakland. Developers can't
build without financing. Institutional investors
(such as pension funds or major banks) are
typically the ones providing capital for major
office developments. Many such investors are
risk -averse and only want to lend where there
is a strong past history of success. Oakland has
had few commercial developments, and the
last two (in 2002 and 2008) opened to markets
where rents were dropping. This makes po-
tential investors view downtown Oakland as a
riskier investment that requires an even higher
rate of return than more proven markets like
downtown San Francisco or the South Bay.
Perceptions about public safety and political
leadership have impacted investment
The good news is these historic challenges
are changing. If several high-profile tenants
sign leases at a competitive rate, market dy-
namics can shift, increasing confidence among
lenders and developers
-4
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it
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11`.4th Street
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- MIN
ternatior
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Embarcadero West Amtrak Station
0 1/4 1/2 Ferry Terminal
N Miles
FIGURE 5
Surface Parking Lots
and Vacant Lots in
Downtown Oakland
SPUR has identified 40 acres of surface
parking lots and vacant parcels in
downtown that, under current zoning
rules could accommodate up to
36,000 additional office jobs and
'Terplan Egon "Shaping Downtown An emphasis
on placemaking and focused growth," The Urban-
ist, February 1 2010 Available at: http://www
spur (Ng/publications/article/2010-02 01/shaping
downtown
19,000 new residents without displacing
existing development! Allowing taller
buildings could increase the total
potential number of jobs and/or residents
in downtown
To identify possible sites for development, we
analyzed satellite images accessed using Google
Earth (on June 6, 2015) and identified parcels that
were either vacant or surface parking lots.
OCTOBER 2015 9
GOVERNANCE
It's Official: SPUR is a
Regional Organization!
By Gabriel Metcalf
This month marks a significant milestone in
the transformation of SPUR Effective October
1 SPUR is operating under new bylaws that
legally incorporate our San Jose and Oakland
offices together with San Francisco Into our
organizational governance structure
This is the biggest change in SPUR's 105 -year
history and a major step forward in the vision of
SPUR as a regional organization that does deep
work in the three major cities of the Bay Area.
What started as an idea is now reality We see
this evolution as a scaling -up of our work en-
abling us to have a bigger impact on the things
we care about This kind of change brings many
challenges, of course but we believe that SPUR
is now positioned to be even more effective as
an organization over the next century
The Central City Strategy
Ten years ago the SPUR Board of Directors
made a strategic decision to expand to take
our knowledge of how to make successful
urban places to San Jose and Oakland and
strengthen our regional work through a central -
city strategy We see these three central cities
as critically important places for our region to
grow in a way that increases sustainability and
access to opportunity
In January 2012, we launched a SPUR office
in San Jose as a prototype We were incubated
in the offices of 1stACT and received tremen-
dous support from civic leaders, elected of-
ficials, foundations businesses and residents
in San Jose The last three years have been a
huge learning experience for SPUR, and we
are proud to have been able to contribute to
important efforts in San Jose We ve published
several major policy reports and weighed in on
dozens of policy issues ranging from mobility to
urban design to San Jose s 2040 General Plan.
With increasing growth in membership and
major support from the Knight Foundation, we
10 OCTOBER 2015
opened a SPUR San Jose Urban Center where
we have thus far convened over one hundred
educational forums and numerous workshops
for a growing community of urbanists in the
South Bay
This year we launched SPUR Oakland We
have a large community of Oakland members
and our forums in Oakland are selling out weeks
in advance Our first report, "A Downtown For
Everyone," released in September presents a
comprehensive set of strategies to help guide
the evolution of downtown Oakland. This fall,
we are opening a groundfloor space on Broad-
way which will allow us to provide many more
events educational programs and gathering
space for partners to come together to hold
essential conversations and debates about the
city's future
We enter into our work in Oakland as we
did in San Jose, with great humility about how
much we have to learn We are doing out best
to bring our own knowledge about problems
and solutions from cities all over the country
and all over the world to bear on the key issues
we face here in the Bay Area.
The new organizational model
SPUR's unique Board of Directors model has al-
ways been a major source of our organization's
strength In addition to performing the legal
functions of a board and raising the money that
allows us to do our work, SPUR Board members
are active contributors to the task forces that
develop SPUR's policy recommendations and
support our education and advocacy efforts.
The SPUR Board brings together many different
voices and viewpoints to hold serious civic con-
versations and exercise judgment about how to
solve the issues our cities face
The working board model is one SPUR wants
to hold on to The organizational challenge
was how to scale up SPUR's board governance
model to a larger geography How do we
converse on our large, diverse board to make
decisions across three cities, as well as ones of
regional import"? How do we stay coordinated
across the region while recognizing that the real
action is at the local level? How do we provide r�
regionally consistent vision while still empower-
ing leaders in each community to work out their
own solutions?
The model we've arrived at strives to find
this balance The SPUR Board of Directors has
now been expanded to formally include three
City Boards — one each for San Francisco
San Jose and Oakland — overseen by one
regional Executive Board Each City Board has
responsibility for setting strategy for the work
done in their respective city and for raising
the funds to support that work. The Executive
Board brings together leaders from all cities to
coordinate our work across the region
We believe this model can support our vision
to do deep work in the three central cities of
the Bay Area while simultaneously working
towards a coherent regional vision We will
continue to fine-tune it as we grow and learn
SPUR remains one organization, with one
staff one board and one mission to promote
good planning and good government.
We are so grateful to our members for
supporting this regional expansion, and it's
because of the generosity of thousands
of SPUR members and donors who have
understood the potential of this vision
This is only the beginning We've built
an organization that will be able to have an
enormous impact on the city and regional scale
to promote a livable sustainable, prosperous
urban Bay Area
Thank you
Gabriel Metcalf is President and CEO of SPUR
THE URBANIST
r-
2015 Sponsors:
geti
Jeffrey M. Johnson
Publisher San Francis
Event Chair
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FORESTCITY
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CONSTRUCTORS BUILDERS
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BANKT°iEWEST . c ' Dignity Health.
BNP PARIBAS GROUP
John Goldman
WELLS
FARGO
SHOR
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TEIN
Airbnb / Arup / Coalition for Better Housing / Deutsche Asset & Wealth Management / Emerald Fund, Inc / Facebook /
David A Friedman & Paulette J Meyer / Genentech / Gensler / Gibson Dunn & Crutcher LLP / Google / David & Jane Hartley /
Hathaway Dinwiddie Constructio Co / Hines / HOK / Kilroy Realty Corporation / Lennar Urban / Levi Strauss & Co / Lyft /
Microsoft / Nibbi Brothers General Contractors / Perkins + Will / Port of San Francisco / Prado Group / Presidio Bank /
Recology / Related California / Reuben, Junius & Rose, LLP / Riverbed Technology, Inc / San Francisco Giants /
San Francisco International Airport / Skidmore, Owings & Merrill LLP / Solomon Cordwell Buenz / Tishman Speyer /
Union Bank / Diane Wilsey
AGI Avant Inc / Alexandria Real Estate Equities Inc / Andy & Sara Barnes / Arent Fox / Bentall Kennedy / Boston Properties /
BRIDGE Housing Corporation / Burke, Williams & Sorensen, LLP / Cahill Contractors Inc / Cannon Constructors North Inc. / Carollo Engineers /
Cathedral Hill Plaza, an ADCO Company / Charles Salter Associates / CMG Landscape Architecture / Coblentz, Patch, Duffy & Bass LLP / Comcast /
Cox Castle & Nicholson LLP / David Baker Architects / EHDD / Rob Evans & Terry Micheau / Farella Braun + Martel LLP / Gerson Bakar & Associates /
Heller Manus Architects / Diane Fllippi & Ephraim Hirsch / Linda Jo Fitz / Anne Halsted & Wells Whitney / Hanson Bridgett LLP /
Amanda & Vince Hoenigman / The John Stewart Company / John Kriken & Katherine Koelsch Kriken / Laborers Local 261 / Ann & Jim Lazarus /
Lendlease / Richard & Marilyn Lonergan / MBH / MCK / Beverly Mills / MJM Management Group / Moscone Emblidge & Otis / Parsons Brinckerhoff /
Perkins Cole LLP / Pillsbury Winthrop Shaw Pittman LLP / ROMA Design Group / Paul Sack / San Francisco Municipal Transportation Agency /
San Francisco County Transportation Authority / San Francisco Parks Alliance / San Francisco Public Utilities Commission / San Francisco Travel /
Lynn & Paul Sedway / SOHA/MEI Joint Venture / Steinberg / Sutter Health/CPMC / The Swig Company / TEF / TMG Partners / TRC /
Turner Construction Company / Union Square Business Improvement District / Universal Paragon Corporation / WSP I Parsons Brinckerhoff
A.R. Sanchez -Corea & Assoc, Inc / AECOM/Parsons / BCCI Construction Company / Black & Veatch / Brown and Caldwell / Jim Chappell / Claudine Cheng /
EPC Consultants, Inc / Jean Fraser / Goodyear Peterson Hayward & Associates / Handel Architects LLP / Nina Hatvany / Stanley D Herzstein & Lynn Altshuler /
Jurika Mills & Keifer Private Wealth Management / Keyser Marston Assoc, Inc. / Susan Leal & Susan Hirsch / Mercy Housing Inc / Mithun I Solomon /
Jeanne Myerson / Northern California Community Loan Fund / One Vassar LLC / Pfau Long Architecture / N Teresa Rea / Red and White Fleet /
Sack Properties / SF Electrical Construction Industry / Michael Teitz & Mary Comeria / Allison G Williams FAIA & Walter S. Cohen
Bruce Agid / Veronica Bell / Fred W Clarke, FAIA, RIBA, JIA / Elizabeth Colton / Dr Laurie A Johnson / Toby & Jerry Levine / Tom Lockard / Marsharika Preiean Maddison / Adhi Nagra1 /
Tom O'Connor / Regina Phelps / Raymond R Sullivan / Irene Lindbeck Tibbits / Will Travis / Jennifer Wolch
Sponsors as of 9/25/75
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/ `I ( Silver SPUR 20151 Pledge today at spurorg/silverspur For more
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oGUSTiSON GUTHRIE NICHOL
Graham Baba Architects
Magnusson Klemencic Associates
, City of Yakima,
How We Got Here
• Downtown Planning Process
—Five public meetings
—Numerous small stakeholder sessions
—Examination of opportunities for
downtown
—Downtown Plan identified plaza as first
project as part of Downtown Master
Plan
How We Got Here —Plaza
Design
• RFP process to hire Gustafson Guthrie
Nichol and Graham Baba Architects
• Five public meetings
• 1,600 participants in survey process
• Council voted to include plaza in $17
million capitol improvement strategy that
also included SOZO and YMCA.
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Parks and Plazas
Why a Plaza
• Yes a gathering place but Economic ROI
• Plan to induce demand for additional retail,
restaurant activity
• Downtown must generate "body heat"
before retail and traffic will return
• Product and experience are key
Plazas — A Draw for People
• Caras Park —Downtown Missoula, MT
— Drew nearly 1,000,000 people to downtown
Missoula in 2013. Event each Thursday,
Friday, Saturday and Sunday all summer
• Main Street Square — Rapid City, SD
— Drew 700,000 visitors to Downtown Rapid
City in 2013. Movies, concerts, ice skating rink
are biggest draws
Yakima Central Plaza Key
Elements
• Location
• Flexible Plaza Space
• Performance Stage
• Fountains
• Market Hall
• Parking
• Other details
PROJECT CONTEXT
The plaza site—currently a surface parking lot—is
aced by some of the City s most significant historic
buildings the Larson Building, Capitol Theater, and
the Federal Courthouse
YAKIMA CENTRAL PLAZA
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PLAZA ELEMENTS - FLEXIBLE EVENT SPACE
The team analyzed spatial programming for a variety of
events. These diagrams represent Just two of the possible
event scenarios that were evaluated
N
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Farmers Market
100-10 x 10
Vendor spaces
YAPUNA CENTRAL PLAZA
I tr fl
PLAZA ELEMENTS - WATER
Channel Water Feature
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Spray Water Feature
NTS
Elegant and playful water features are designed with efficient recirculating systems to optimize
water consumption while evoking this important element of Yakima's agricultural landscape
MARKET HALL
STRUCTURE
The 13 00C SF Market Hall provides much
needed shade and anchors the south edge of
the plaza It will become home to the weekly
farmers market
Li at,
scale 1/8" = 1 -0"
0 4 8'
16'
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0 25' 50'
100'
200'
O
YAKIMA CENTRAL PLAZA
9
MARKET HALL
STRUCTURE
The structure s form and materials take
inspiration from the region s agricultural and
warehouse vernacular architecture
NTF.
NTS
YAKIMA CENTRAL PLAZA 10
Market Hall
Other Details
• Built to last
• Men's and Women's Restrooms
• No loss of alley access
• Trash location for business and plaza is in
design phase and will be part of the final
design
Where We Are Today
• Design is 75% complete
• Hard cost estimate of $11.5 million
including $735,000 contingency
Public Private Partnership
• $7,000,000 to be raised from private
sector
• As of January 4th, $3,938,000 has been
pledged with more to come
Next steps
• Mid March — 90% completion
• Gustafson Guthrie Nichol and Graham
Baba Architects to host public session for
community and council to see full details
of design