HomeMy WebLinkAboutItem 7.1 Downtown SP Exhibit A
c it y
of
dublin
~. -J, \.;..... ",1 J I
submitted by:
dO\l'nlown solutions
with:
fehr & peers
keyser marston associates
mark thomas & company
april 3. 2007
gFneral plan community design
e I e'm e n t + d 0 w n tow n s p e c i f i c P I a n
17 c9f I',,]
'I
~ECEIVED
APR 0 5 loot
Wttitm.(I1tNNING
1<3 oJ JJ'1
section 1
cover letter
section 2
introduction I scope of work
section 3
schedule
section 4
project team
section 5
qualifications + references
section 6
fee schedule
section 7
statement of offer + signature
.
city of dublin
general plan community design element +
downtown dublin specific plan
/q ~ ~ I '" ir
Q)
Q
0
U
V1 r V1
---- Q)
C C c
.Q 0 0 ::) -+-
-+- Q) CD -+- D C
U -+- 0 Q) Q)
::) ::) -+- U -.C E
D D U :;;:: U
Q) CD V1 2
2 -.C '2 0 Q)
. -+- U ::) 2 E
c V1 Q U V1
April 3, 2007
Jeff Baker
Senior Planner
City of Dublin
Community Development Department
100 Civic Plaza
Dublin. CA 94568
Re: Proposal to Prepare General Plan Community Design Element and
Downtown Specific Plan/Design Guidelines
Dear Jeff:
The City now has a historic opportunity to shape Dublin's urban fabric on both a
large and small scale. The city is experiencing significant growth in undeveloped
and developed areas and a Community Design Element dramatically shapes
how all types of projects function internally and with respect to other projects
and other areas. The Downtown Specific Plan and Design Guidelines will
address how Downtown Dublin and Village Parkway can become the heart of
the community once again. The new BART station and related development
provides a strong foundation for reestablishing that center. We believe that
developing participatory. comprehensive. and easy-to-understand documents
is a critical step in creating an exceptional city for residents. businesses. workers.
and visitors.
We have made revitalizing downtowns the focus of our work and know how great
downtowns are developed and sustained over time. Our experience has shown
us that a revitalization effort requires not only keen insight into what is possible. but
also proficiency in the tools necessary to make that dream a reality. downtown
solutions wishes to provide the City of Dublin with a Downtown Specific Plan that
makes successful implementation the ultimate goal.
While our Community Design Element will delineate a strong design vision for
the city as a whole. the Downtown Specific Plan will provide a solid regulatory
structure that takes advantage of Downtown I s transit access. Plan elements will
promote a variety of uses. traffic calming. high walkability. and will ensure that
Downtown Dublin is economically vital and fosters community pride. We will utilize
downtowncode. our regulatory approach that blends Euclidean zoning. form-
based zoning. municipal (non-zoning) ordinances. and SmartCode elements
while emphasizing graphics. clarity. and customization.
downtown solutions is a small. focused practice. with extensive hands-on expertise
with hundreds of downtowns across the United States. We have served the smallest
20 t, -l )j '1
Q)
Q
0
U
V1 V1
---- E Q)
c c
0 0 ,Q ::) -+-
:.;: !12 2 -+- D c
U 0 Q) Q)
::) ::) -+- U .-.C E
D D U :;;:: U
Q) Q) V1 2
0 -.C '0 0 Q)
-t: U Q ::) 2 E
c V1 . U V1
downtowns in Arizona to some of the fastest growing cities in California. Our
planners and designers are all dedicated urbanists for whom urban design and
downtowns are their passion. We are "hands-on" practitioners of the Main Street
Approach and I serve on the Board of the California Downtown Association.
Why should the City of Dublin select downtown solutions?
Dublin is assured of the following:
. Directlv related oroiect exoerience. The downtown solutions team has
extensive experience writing urban design principles. regulatory downtown
specific plan. and design guidelines documents that are responsive to the
unique environmental and geographical challenges of Dublin.
. Talented and exoerienced sub-consultants. We have teamed with very
talented consulting firms who will bring added value to our expertise.
Specifically, Keyser Marston Associates will examine development opportunity
sites and funding and Fehr and Peers will provide a circulation and parking
strategy.
. Urban Desian and Downtown References. Please see letters included in this
proposal in support of my background and downtown solutions for design
guidelines and regulatory downtown specific plans.
. Princioallnvolvement. I will be the project manager for this assignment and
our team will be dedicated and committed to this project and to Dublin.
The downtown solutions team is eager to begin the process of creating a stronger
and more economically vibrant Dublin. We are hopeful that you will review our
qualifications and will find that few firms have the depth of planning experience
preparing urban design frameworks and downtown specific plans. Please feel
free to call me if you have any questions or require further qualifications. We look
forward to hearing from you.
Sincerely,
downtown solutions
~
Mark J. Brodeur. FIUD
Director of Urban Revitalization
downLown solutions 2
21
f>
~.....
".
I I
'.
ill
I~
1!12
I~
Q)
,>
10
U
E,e Q),
o 2 -6lc'
!12 .22 0 Q) Q)
::) -+-u' U -.C 1 C
D'Q) ~,u c
Q) ,~! a V1 I .22
-.C 2:::) Q),o
~ Q' u 2 "t:;
introduction
Our scope of work illustrates our understanding of the Request for Proposal. We
know that the City of Dublin wishes to develop a community design element
that describes a design vision for the city and provides the foundation for other
planning efforts, including the Downtown Specific Plan and Design Guidelines.
The City wants the Specific Plan and Design Guidelines to encourage future
development around the future transit station and foster a walkable, mixed-use
city center. The planning process will not only utilize community involvement to
determine the preferred design principles and downtown plan. but will consider
community support essential.
downtown solutions will prepare a Community Design Element, Downtown
Specific Plan, and Downtown Design Guidelines that will address all of the issues
raised in the RFP and those gleaned from research efforts, field work, and public
input. Specifically. the downtown solutions' scope of work. outputs, and efforts
will encompass the following elements:
. Emphasizing High Quality and Distinctive Urban Design: As Dublin experiences
significant growth. the new Community Design Element and Downtown
Design Guidelines should ensure that new development utilizes high quality
design. materials. and construction and is enmeshed in the history and
character of the community. Guidelines should be easy to understand for a
variety of audiences, simplify the design review and entitlement process, be
flexible, and be fair. downtown solutions has significant experience in writing
and illustrating design guidelines that meet all of these criteria.
. Utilizing a Variety of Methods to Implement the Vision. We pride ourselves on
developing specific plans that have teeth. We are not interested in creating
plans that sit on a shelf or are implemented by others. The best way to
implement a downtown vision is with a regulatory specific plan. This is a plan
that contains the myriad of zoning regulations and design controls necessary
to achieve the vision.
. Establishing a downtowncode, a regulatory approach created and used
exclusively by downtown solutions. If we believe downtowns are special
places, then we need to regulate them differently than other parts of the city.
.
city of dublin
general plan community design element +
downtown dublin specific plan
~ 7 ?' r: j} (,,7
. 'f
Therefore. downtowncode is a hybrid format of regulatory control that blends
Euclidean zoning. form-based zoning, municipal (non-zoning) ordinances,
and Smart Code regulations. This approach blends several ingredients
seamlessly into a specific regulatory approach that is custom-designed for
Dublin I s Downtown and Village Parkway environment. downtowncode is very
graphic and easy to understand. We will develop zoning with minimal text
supporting the graphics. One picture tells a story and illustrates the desired
aesthetic better than pages of written material can.
. Securing Funding. There is little value in getting the community excited about
the vision unless you can fund these ideas. downtown solutions is strategically
partnered with the only company in California whose sole purpose is to find
grants for public agencies to pay for public improvements. If selected, we will
encourage the City to enter into a separate agreement with this company
during the planning process. This is valuable since they can tell us what
types of improvements have the greatest likelihood of being funded through
special grants and other funding sources.
. Making People and Organizations Accountable. All of our specific plan
documents include detailed implementation sections. We not only discuss
the nature of the project. we define who is responsible to make it happen,
when it is supposed to happen, where it is going to happen, and finally who
is going to pay for it. The community can be assured that the implementing
actions are well thought-out and feasible.
. Having Direct Principal Involvement. We promise each client community
that our Principal-in-Charge will be directly involved with all aspects of
their project. For this to occur. our Principal is always named as the Project
Manager. This ensures day-to-day contact with the City staff, decision-
makers. and stakeholders. To be this involved. we can only engage a certain
amount of contracts on an annual basis so that we never have to choose
one client over another. Every community deserves our fullest attention.
. Responding to Development Reality. Since our clients often need support
with creating a favorable business climate for new development. we have
teamed with experts in urban infill development. Scott Choppin. Managing
Partner of Urban Pacific Builders. has focused his work on adaptive reuse.
in-fill. affordable housing, and mixed-use projects in cities across the western
United States. His specialized experience with regulatory incentives and
obstacles, infrastructure. development financing, and entitlement can serve
as a valuable asset for cities who want to lure commercial and residential
projects into their downtown.
downLown solutions 2
2- 3 '1 )/'-7
phase one-discovery + project
management
Our review of relevant background information, existing conditions, and historic
development patterns and project management duties will apply to the
Community Design Element. Downtown Specific Plan. and Downtown Design
Guidelines.
task one visual reconnaissance and background
research
DS will spend approximately three days in Dublin to gather and review background
information and conduct interviews. One of the assignments during this period
will be a parcel-by-parcel "context" inventory of Downtown Dublin and Village
Parkway conducted by DS staff.
The DS Team will review various background materials to be provided by the
City. including the General Plan. Specific Plans (Eastern Dublin, Downtown Core,
Dublin Downtown Plan, West Dublin BART. Village Parkway. San Ramon Road. and
the Dublin Village Historic Area). Parks and Recreation Master Plan, Streetscape
Master Plan, proposed Bikeways Master Plan, and Village Policy. The team can
take advantage of this prior work and also ensure that the Community Design
Element. Downtown Specific Plan. and Downtown Design Guidelines are sensitive
to the city context in relation to other City development strategies and policies.
This task will also include data collection necessary to establish baseline conditions
for land uses, natural resources, circulation, demographic data, and the economy.
DS will prepare a summary memorandum that recapitulates the relevant findings
and provides any necessary recommendations to the City.
Output:
Contextual inventory; Interview notes; and Background
information memorandum
Schedule:
Two weeks
Cost:
$8,000
task two review for consistency with existing city
documents
Throughout the planning process. DS will review the Community Design Element
and Downtown Specific Plan to ensure that they are consistent with existing City
documents mentioned in Task One. DS will prepare a memorandum that identifies
any inconsistencies and determines what changes are necessary.
downlown solutions 3
24 q 0"7
"I
Output:
Inconsistencies memorandum
Schedule:
One week
Cost:
$1,500
task three project management
Mark Brodeur will manage this assignment. This task covers the day-to-day
elements of running this phase. These may include but are not limited to:
. Conversations. emails. faxes with client
. Scheduling of professional staff
. Quality control and proofreading
. Developing main ideas and unique thematic elements
. Billing
. Contract disputes
. Subconsultant coordination
Output:
Varied
Schedule:
18- 19 Months from project start
Cost:
$ 1 1.1 00
phase two-community design element
The City of Dublin wants a Community Design Element that will assure "high
quality" development. downtown solutions has developed a comprehensive
approach to accomplishing the community design element. The following
Scope of Services assumes that the City staff will be responsible for preparing
all staff reports, public meeting notices. and mailing lists and notifying property
owners/developers of the public workshops.
task one project kickoff
Subtask 1.1 Scope Refinement and Schedule
Mark Brodeur. Project Manager-in-Charge. will teleconference with City staff
to communicate the final scope modifications and to develop the first three
(3) months of the project schedule. Various project "start up" decisions will be
discussed and implemented. This first meeting will include a city tour with the City
Development Team to review the City Districts and Villages.
downLown solutions 4
25
of
1
} I c;
Output:
Modified scope of work and schedule
Schedule:
Concurrent
Cost:
Covered in Phase One - Discovery + Project Management
Subtask 1.2 Review Background Information
Downtown Solutions will review all pertinent City documents with a potential
bearing on the Community Design Element. These documents may include, but
are certainly not limited to:
. Zoning Code
. General Plan
. Eastern Dublin Scenic Corridor Policies and Standards
. Specific Plans
. Parks & Recreation Master Plan
. Streetscape Master Plan
. Proposed Bikeways Master Plan
. Village Policy
. Search in Library of Historic Pictures or Written Documentation
Output:
Brief memorandum on significant findings that affect guidelines
Schedule:
Concurrent
Cost:
Covered in Phase One - Discovery + Project Management
Subtask 1.3 Urban Design Analysis
We will conduct a citywide opportunities and constraints analysis based upon
a Kevin Lynch approach. A variety of urban design features will be considered,
including entries, gateways, edges, nodes, districts, and neighborhoods as well as
natural features such as creeks, hills, valleys and landscape features. In addition,
any cultural, political or economic factors would also be noted.
Output:
Memorandum (four to five pages) and/or a map graphic
Schedule:
Four to six days
Cost:
$3,300
.1m, 1110" II solutions 5
2.c~ t;1
i '
Subtask 1.4 Meeting with Staff to Review Findings
Mark Brodeur will meet with City staff to review the findings of our report and to
receive direction from Staff regarding the opportunities and constraints analysis.
Output:
None
Schedule:
One day
Cost:
$1,600
Subtask 1.5 Planning Commission/City Council Study Session 1
DS will develop a PowerPoint presentation to be given at a joint meeting of the
Planning Commission and the City Council. The presentation will focus on DS
findings to date. DS will present a short visual preference survey of high quality
developments from other communities and will explain how iconic elements
enhance these developments. These project elements will become known as
"icon" project elements and will become examples for the right way to develop
"quality" developments.
As part of the Workshop, the public will also be asked to provide testimony on
any urban design issues. Staff may elect to postpone this meeting until later in
the process.
Output:
PowerPoint (Visual Preference Survey) presentation, List of "icon"
project elements
Schedule:
Three days
Cost:
$5,200
Subtask 1.6 Online Visual Preference Survey
The City will work with DS to develop a visual preference survey that will be placed
on the City's website. DS will select up to 100 images from Dublin and/or from other
communities for inclusion in the survey. Using Survey Monkey, DS will develop the
visual preference survey, the introduction to residents and will work with City staff
to have the survey located on the Main Page of the City's website. City staff will
be asked to add or delete images from the survey as they feel is appropriate. The
City will be responsible for advertising and promoting the survey.
Output:
Visual Preference Survey creation and maintenance
Schedule:
Two weeks
Cost:
$7,000
.10\\1110\\11 solutions 6
'"") . }
? .. ,Y
J / C1
task two community design element components
Subtask 2.1 Detailed Outline of the Community Design Element
DS will develop a multi-page, annotated outline of the Community Design
Element to be electronically submitted to staff. Staff will revise and transmit one
(1) revised outline back to DS.
Output:
Outline of the Community Design Element, including one revision
Schedule:
One week
Cost:
$1,000
Subtask 2.2 final Document Style/Layout
DS will electronically submit five (5) alternative document layouts. The text and
graphics transmitted will be generic and not meant to convey the actual design
policies. All five (5) alternatives will be 8 1/2 x 11 or 11 "x17". Staff will select one
(1) style and return it to DS.
Output:
Five alternative page layouts
Schedule:
Two days
Cost:
$800
Subtask 2.3 New Goals, Objectives, and Policies
DS will develop a new "standard" for how the Design Element language will
be written for maximum effectiveness. Rather than repeat the way the current
General Plan policies are written, the new document would contain subject
headings that are desian oolicv, such as "It is desirable for buildings not to appear
overly bulky and massive" followed by mandatory design objectives (minimum
requirements) and then a section of design policies (discretionary).
Output:
General Plan goals, objectives, and policies
Schedule:
Three weeks
Cost:
$1,800
Subtask 2.4 Design Policy for Existing and Proposed Villages
DS will prepare policy language and illustrations for each of the existing villages
and generalized policies for the proposed villages (East & West). The policies
will contain as much mandatory versus discretionary language as possible to
minimize interpretation and confusion. Photographs of actual design guidance
.10\\1110\\11 solutions 7
28 or jJcl
will be included wherever possible. These objectives and policies will focus on
the following:
. Acceptable bulk and height
. Acceptable architectural materials palette
. Site planning policies
. Parking lot policies
. Landscape
. Open space retention area policy
. Compatibility between adjacent uses
. Historic character defining element policy
Output:
Draft village design policies
Schedule:
Three weeks
Cost:
$4,200
Subtask 2.5 Highway Adjacent Design Policies
Dublin is seen from two freeways and a major state highway (1-580 and 1-680). There
are also numerous entry areas in the City. As such, most people are introduced
to Dublin by highway adjacent development. DS will write additional policies
(to the General Policies) to articulate what new development shall incorporate
when immediately adjacent to a freeway. The policies will contain as much
mandatory versus discretionary language as possible to minimize interpretation
and confusion. Cross section sketches that provide design guidance will be
included wherever possible. These policies will focus on the major design
components included below:
. Fac;:ade Facing Freeway
. Full Architectural Elevations
. Site Planning
. Roof Articulation
. Desirable Signage Locations
. Loading and Storage Areas
Output:
Freeway adjacent design policies
Schedule:
Three weeks
Cost:
$3,000
.10\\1110\\11 solutions 8
2<::)
(!;)/i
I
-:
, i
~?
r
Subtask 2.6 Residential Design Policies
DS will produce upgraded design policies primarily for multi-family residential
development. Text and illustrations/ photographs will be utilized throughout
this section. These policies will contain as much mandatory versus discretionary
language as possible to minimize interpretation and confusion. Photographs of
actual design guidance will be included wherever possible. These policies will
focus on six (6) major design components included below:
. Maximum unit configuration
. Acceptable height and bulk
. Prohibited exterior architectural materials
. Site planning policies
. Parking/garage design policies
. Desirable architectural features
. Provision for additions to single-family detached homes
Output:
Residential design guideline policies
Schedule:
Two to three weeks
Cost:
$2,400
Subtask 2.7 Sign Design Policies
No other element of the visual environment can do more to damage a
community's collective aesthetic than bad signs. DS will start by reviewing the
appropriateness of the current sign zoning standards. DS will then develop future
policies to help guide any future amendments to the sign standards.
Output:
Sign design policies
Schedule:
Two weeks
Cost:
$ 1 ,400
Subtask 2.8 "Uniquely Dublin" Signature Elements (Needed Publici
Private Improvements for Urban Design>
Every well-designed community with an established sense of place has a
"look" that is memorable. In some cases, it just happened that way. In newer
communities such as Dublin, it needs to be articulated as part of the public
and private developments most visible to motorists and pedestrians. These are
elements that would be added to new developments and would not be applied
to existing developments.
dO\\IIIO\\1I solutions 9
..., {-'r' J I ~1
,..:50 Ii /
I'-{
DS will develop a palette of required design elements that will be incorporated
into each Village or new development in Dublin. These may include:
. One or two building/architectural elements (gable roof, exposed
rafter tails, etc.)
. One or two building materials (stone/wood)
. A signature trim color for site furnishings
. A signature paving element or pattern
. A signature landscape palette
. Any other elements identified by the community or staff
Output:
Signature elements palette
Schedule:
Two to three weeks
Cost:
$8.700
task three develop the draft documents
Subtask 3.1 Initial Administrative Draft
DS will develop a table of contents, introductory chapters, glossary and other
policy language. These will be added to completed element chapters after
modifying them per Staff comments. DS anticipates that the Design Element
will be between 15-20 pages. Seven (7) black-and-white, partially illustrated
documents will be transmitted to the City Development Team for their review.
City staff will be responsible for collecting and combining all comments into one
(1) red-ink modified version to transmit to DS.
Output:
Administrative draft, one (1) electronic copy and seven (7) B&W
print copies
Schedule:
Four weeks
Cost:
$6,200
Subtask 3.2 Community Meeting
DS will facilitate one community meeting and present the draft Community
Design Element to all those that are invited by City staff. Mark Brodeur will address
specific concerns and will solicit general input.
do\\ 1110\\ II solutions 10
31~
.1
I i Sf
I I /
Output:
Memorandum of meeting results
Schedule:
One week
Cost:
$3,500
Subtask 3.3 Planning Commission/City Council Study Session 2
DS will facilitate a study session with the Planning Commission and the City Council
to present the draft Community Design Element. Mark Brodeur will address
specific concerns and will solicit general input.
Output: Memorandum of meeting results and delivery of 20 color copies
Schedule: One week
Cost: $3,000
task four public hearings and project closeout
Subtask 4.1 Planning Commission Hearing
DS will attend and present at one (1) Planning Commission hearing. Suggested
modifications will be noted and put into a matrix or memorandum to the City
Council.
Output:
City staff will develop a matrix articulating comments received
and DS response. DS will deliver 16 color copies.
Schedule:
One week
Cost:
$2,400
Subtask 4.2 City Council Hearing
DS will present the Draft and Planning Commission "suggested modifications"
matrix at one (1) City Council Hearing. Mark Brodeur will make the presentation.
DS will deliver 25 color copies.
Output:
City staff generated matrix of any last minute comments and DS
response
Schedule:
One week
Cost:
$2,400
do\\ 1110\\ II solutions 11
32 ~f ;;;
Subtask 4.3 final Community Design Element
DS will develop the final element based upon the outcome of the Council
hearing.
Output:
Forty (40) color copies, one (1) master color copy and one (1)
electronic version
Schedule:
Three weeks following Council approval
Cost:
$2.700
phase three-downtown specific plan
The City of Dublin wants a Downtown Specific Plan that is comprehensive and
will foster development and redevelopment in conjunction with the West Dublin/
Pleasanton Bay Area Rapid Transit station. The desire is to create a "there" there.
Currently, Downtown Dublin and Village Parkway has a suburban shopping
center environment. The main goal is to create a redevelopment scenario for
many of these key shopping centers and how Smart Growth principles might be
applied to them and to the area in general.
It is anticipated that significant development proposals may be submitted to the
City during the term of the Downtown Specific Plan. In order to move these
development proposals ahead, DS will prepare a one- to two-page design
review analysis of the proposal. This service is free. It is suggested that only major
development proposals be forwarded to DS.
task one project kickoff
Subtask 1.1 Scope Refinement and Schedule
Mark Brodeur, Project Manager-in-Charge, will teleconference with City staff
to communicate the final scope modifications and to develop the first three
(3) months of the project schedule. Various project "start up" decisions will be
discussed and implemented.
Output:
Modified scope of work and schedule
Schedule:
Concurrent
Cost:
Covered in Phase One-Discovery + Project Management
.10\\ 111m, II solutions 12
,.r) ;') Ii C1
1.--"'" ~-J f
Subtask 1.2 Review of Background Information
Downtown Solutions will review all pertinent City documents with a potential
bearing on the Specific Plan. These documents may include, but are certainly
not limited to:
. Zoning Code
. General Plan
. Specific Plans
. Parks & Recreation Master Plan
. Streetscape Master Plan
. Proposed Bikeways Maser Plan
. Search in Library of Historic Pictures or Written Documentation
Output:
Brief memorandum on significant findings that affect guidelines
Schedule:
Concurrent
Cost:
Covered in Phase One - Discovery + Project Management
Subtask 1.3 form and Content of the Specific Plan
The appearance and organization of the Specific Plan is critical to communicating
project goals to a variety of readers. After developing a draft of the potential
format, DS staff will meet with City staff to review and determine the final outline
for the plan.
Output:
Specific plan format, final
Schedule:
One week
Cost:
$800
Subtask 1.4 Boundary Refinement
DS will review and modify the Specific Plan boundaries and locate any subdistricts
in consultation with City officials. Modifying this boundary early will keep the
project on schedule and avoid the need for a budget augmentation to make
any mapping/text changes.
Output:
Revised boundaries
Schedule:
One week
Cost:
$1,200
do\\ 1110\\ II solutions 13
("") I, f
.....::):..1 i:~ t.
.1
! !. !
i i i
Subtask 1.5 Composite Base Map
The base map will be set on an aerial photo background and be prepared in
AutoCAD 2004 format. Information on the base map will be obtained from the
City GIS property line database as available. Information included on the base
map will include the following:
. Existing street names, creek locations, railroad locations, and other prominent
features within the project limits;
. Existing utilities, including water, sewer, storm drain, overhead and underground
electric, cable, and fiber optic, natural gas, and other existing facilities within
the project area;
. Existing property lines;
. Property owner information including owner's name, address, and Assessor's
Parcel Number as obtained from Assessor's Rolls; and
. Aerial photo, utility lines, and property lines will not be rectified with this
option.
Output: Master base map, one (1) 24" x 36" hard copy and one (1)
electronic file in AutoCAD format
Schedule: Two to three weeks
Cost: $6,900
task two opportunities and constraints analysis
The City of Dublin is seeking a document that identifies potential opportunities
and constraints for the plan area. The report will incorporate economic and
infrastructure analysis along with several maps and exhibits that accurately
and succinctly summarizes the wishes, desires, and needs of the community for
Downtown. The maps are as follows:
Subtask 2.1 future Development Map (proposed, new, protect,
keep, rehab/reuse, remove, and acquire)
DS will develop a color map graphic that will identify on a parcel-by-parcel basis
the intended future disposition of each property in the plan area. DS staff will
meet with City staff to develop the exhibit jointly. Site photos will be consulted
when certain properties are reviewed.
Output:
Electronic color map graphic
Schedule:
Two to three weeks
Cost:
$3,200
d(m III(m It solutions 14
35 ~f:1
Subtask 2.2 Development Map Modifications
Based on data and input gleaned from the previous step, DS will modify the
Development Map following a half-day tour of Downtown and Village Parkway
with selected City staff members.
Output:
Revised electronic color map graphic
Schedule:
One to two weeks
Cost:
$500
Subtask 2.3 Multiple Ownerships Exhibit
An important aspect of any revitalization effort and specific plan process is
whether every parcel is separately held or owned by one or two major owners. We
ask the City's cooperation in creating a separate exhibit that identifies the name
of each property in Downtown and Village Parkway. The names of absentee
landowners and their contact information will also be needed.
Output:
Electronic color map graphic
Schedule:
Two weeks
Cost:
$3,200
Subtask 2.4 Urban Design Opportunities & Constraints Analysis
DS will develop an analysis of Downtown and Village Parkway's urban design
improvement potential by evaluating existing streetscapes, sidewalks,
neighborhoods, districts, focus nodes, and important path opportunities. Current
streetscape and infrastructure projects will be included in our analysis to create
design criteria that is cohesive and comprehensive.
Output:
Revised electronic color map graphic
Schedule:
Two weeks
Cost:
$4,100
Subtask 2.5 Transportation Opportunities and Constraints Analysis
(Fehr & Peers)
Fehr & Peers will assemble and review available transportation data and conduct
an opportunities and constraints analysis of the Specific Plan area. They will:
. Obtain all pertinent data from City staff. including the General Plan and
related Specific Plans for the area, recent traffic counts and forecasts
including LOS calculations, pedestrian and bicycle counts, traffic impact
do\\ 1110\\ II solutions 15
3(~ t) I
I
analysis guidelines, aerials, area maps, BART station area access layout, etc.
. Conduct weekday PM peak period (4 to 6 PM) traffic counts at 8 intersections
within the specific plan area. The final intersection list will be determined in
consultation with City staff. As an alternative to data collection we could use
recent counts if available from the City.
. Inventory the travel lane widths, bicycle and pedestrian facilities on roadways
within the Specific Plan area. Fehr & Peers will observe general levels of
bicycle and pedestrian activity within the area and note general areas of
on- and off-street parking.
. Review the General Plan and Specific Plan policies and objectives pertaining
to transportation and land use for the Specific Plan area.
. Calculate intersection service levels for the study intersections using the
methodology approved by the City of Dublin. Fehr & Peers recommends
using the 2000 Highway Capacity Manual methods for signalized and
unsignalized intersections, which relates intersection level of service (LOS) to
the average vehicle control delay.
. Obtain the existing and forecast traffic volumes from the area-related specific
plans and environmental documents. Using the available data, Fehr & Peers
will prepare traffic growth estimates for the key routes and intersections within
the specific plan area. They will calculate the future baseline intersection
service levels using 2000 Highway Capacity Manual methods, for the baseline
(No Plan) condition.
. Prepare graphics using the team base map showing the existing transportation
infrastructure within the Specific Plan area, including number of travel lanes,
lane widths, presence and general width of pedestrian and bicycle facilities,
presence of parking facilities, and traffic control type at intersections. Fehr
& Peers will prepare a traffic volume map showing collected hourly traffic
volumes and a LOS map showing the AM and PM peak hour intersection
service levels calculated.
. Prepare a technical memorandum making liberal use of graphics and tables
summarizing the existing and future baseline conditions in the specific plan
area. This memorandum will be suitable for supporting the specific plan
documentation.
. Respond to one round of editorial and administrative comments on the draft
by updating the technical memorandum. New technical analysis is not
included in this task.
Output:
A technical memorandum addressing transportation opportunities
and constraints
Schedule:
Six weeks
Cost:
$17,825
do\\ 1110\\ II solutions 16
:,! . } :) /' ) / ~f
'-...) i I I ./
Subtask 2.6 Infrastructure Background Analysis
Using the information collected in earlier tasks, the DS Team shall perform an
analysis of the future utility and infrastructure needs for the project area. These
future needs will be based upon input provided by City officials, the various private
utility companies, and the project team on the anticipated developments and
future needs within the project area. This analysis will include the following:
. Water, sewer, and storm drain upgrades, including the replacement of existing
facilities, upgrades due to anticipated future development, and upgrades
to meet current fire flow requirements (including new fire hydrants);
. Dry utility upgrades or undergrounding (electric, cable, telephone, fiber
optic);
. Potential roadway and parking lot improvements (roadway rehabilitation/
overlay, proposed re-alignments);
. Potential infrastructure improvements (curb, gutter, sidewalk, bikepath
upgrades); and
. Conceptual layouts for bridge structures.
Output:
Infrastructure background analysis, one draft and one final (one
hard copy and one electronic file)
Schedule:
One month
Cost:
$9,200
Subtask 2.7 final Opportunities & Constraints Analysis
DS will consolidate the economic, natural resources, land use, and urban
design analysis into an overall Downtown and Village Parkway opportunities
and constraints analysis. This document will be revised after consulting with City
staff .
Output:
Opportunities and constraints analysis, two drafts and final, one
(1) hard copy and one (1) electronic copy
Schedule:
One week
Cost:
$900
task three market analysis (keyser marston
associates)
The purpose of this task is to evaluate existing market conditions and assess
the development/redevelopment potential for a range of land uses within the
dO\\lIlcmll solutions 17
'/ /;
Downtown Dublin Specific Plan area, with focus on uses that have demonstrated
success in a transit and/or pedestrian development. The findings from this analysis
will guide the development of policies, programs, and a land use plan for the
Specific Plan area.
Subtask 3.1 Initial Kick-Off Meeting/Work Session with City staff
We will meet with City staff to refine the Team's scope, as needed; to review key
issues with the City, confirm at the outset the potential land uses to be studied,
and receive an update on the status of major projects in/near the Specific Plan
area from the city. This will also be the opportunity to tour the plan area with the
team.
Subtask 3.2 Market Opportunities Assessment
For this subtask, KMA will provide a focused market assessment of the following
uses: retail (including "big box" and smaller retail/service tenancies frequently
found in downtown settings), residential, office, and hotel. The goal is to evaluate
the opportunities for these uses and the demand/supply balance in the Dublin
market. The work will be keyed to potentials as of a specific build-out date (such
as ten years), as agreed to with the client.
Specific KMA work activities will include the following:
Mixed Use
KMA will review the experience of recent vertical mixed uses in southern Alameda
County market, such as residential and/or office with ground floor retail, and
residential with ground floor office, for their applicability to Downtown Dublin
and Village Parkway. Special emphasis will be on the types of mixed uses that
have demonstrated success in a transit-oriented and/or pedestrian-oriented
development in an urban setting. The purpose is to identify products that can
maximize the locatio no I advantage of the new BART station and potentially
maintain and enhance the sales tax base of the Downtown and Village Parkway
area.
Retail
. Identify the trade area(s) for the specific types of retail, including "big
boxes" and smaller retail service uses, based on the accessibility factors,
demographics, location and nature of existing competition, and overall site
availability for major tenants.
. Estimate the expenditure potential available in the trade area for the target
retail types using taxable retail sales data from the State Board of Equalization
or special tabulations of that data that may be provided by the city.
. Based on the preceding subtasks, estimate the share of trade area expenditure
potential that could likely be captured by the Plan area for the target tenant
do\\ 1110\\ II solutions 18
csC; C/( /j?
types evaluated. The purpose is to identify the retail products with the most
market potential and the amount of retail space supportable.
. Quantify square footage supported and associated land requirements.
Residential
The residential analysis will be based on an assessment of existing and planned
attached housing products in the city, including: the type and mix of units, unit
density, pricing, and absorption timing. Based on this review, we will identify
products in respect to density, pricing and building type that will be supported
in the market, assuming achievable market shares for the Specific Plan area.
The work will take into account the recent literature regarding factors influencing
households to locate in TODs (Journal of the American Planning Association,
June 22, 2006).
Office
KMA will review office market trend data available from industry reports, such
as total building inventory, vacancy rates, lease rates, absorption, etc. We will
project future office space demand based on the share of employment that will
be accounted for by office employment, with reference to projections by ABAG
and EDD. We will interview local brokers to supplement our information on office
market activities and performance as well as our assumptions on the strength
and nature of potential office space demand in the Specific Plan area.
Hotel
KMA will review occupancy and room rates in area hotels and the generation of
demand from population and employment growth and location to transit. We
will discuss trends with the hotel and convention center group in the Tri-Valley.
The work will conclude the overall magnitude of facilities, rooms, and land
requirements needed to accommodate the demand for transient lodging in the
Specific Plan area.
Subtask 3.3 Review of Opportunity Sites
Based on the results of our market assessment, KMA will provide input to the Team
regarding potential development of approximately five opportunity sites. This will
be an iterative process, whereby KMA will work with the Team/City staff to identify
an optimum mix for each site that will meet objectives to maximize pedestrian
activity in Downtown and Village Parkway and generate positive fiscal impacts
to the City.
Output:
Focused market findings, with associated statistical tables
Schedule:
Within 60 days from receipt of written contract authorization
Cost:
$27,025, inclusive of the kick-off meeting and one additional
meeting
.10\\ 1110\\ 11 solutions 19
Lf 0 of /1-.:1'
.J i
task four stakeholder outreach + preparation of
conceptual land use plan
Public participation should be integral to the Specific Plan because stakeholder
support can facilitate future implementation.
Subtask 4.1 Stakeholder Interview Meetings
DS will attend and facilitate up to twenty interviews with property owners,
developers, residents and other stakeholders. These interviews will be arranged
and coordinated by the City to provide credence to the process. Interviewees
will be approximately 45 minutes in length.
Output:
Interview notes
Schedule:
As arranged by the City
Cost:
$7,500
Subtask 4.2 Stakeholder Walking Tour
As part of the process of gathering valuable input from stakeholders, the City will
arrange to have 15-20 stakeholders join DS on a walking tour of the project area.
This tour gives DS and stakeholders the opportunity to exchange information
about the area. The tour will be held on the day after the interviews.
Output:
Brief meeting notes, 2 1/2 hour walking tour
Schedule:
As arranged by the City
Cost:
$1,000
Subtask 4.3 Conceptual Land Use Plan Alternatives
The DS team will produce up to three development plan alternatives based on
the technical studies, the constraints and opportunities analysis, and feedback
from City staff.
Output:
Conceptual land use plan alternatives (up to 3), one (1) hard
copy and one (1) electronic copy
Schedule:
Three weeks
Cost:
$2,900
.10\\ 1110\\ It solutions 20
LI! e \' II ~
,
Subtask 4.4 Creation and Evaluation of Transportation Systems
Alternatives (fehr & Peers)
In coordination with Subtask 4.2, Fehr & Peers will work collaboratively with the
DS Team in the development of up to three alternative transportation systems,
including roadway, pedestrian/ bicycle, parking and transit systems. They will
construct a TRAFFIX traffic generation and assignment model detailing the Specific
Plan area, including the existing roads and intersections noted above and enter
the existing and future baseline traffic volumes into the TRAFFIX model.
The TRAFFIX model is a static bookkeeping tool that manages vehicle trips
associated with planned and proposed development. The model includes:
a) existing intersection traffic counts, b) land use from approved, planned and
proposed development within the specific plan area, c) vehicle trip generation
rates, d) vehicle trip percentages leaving the study area, and e) vehicle trip
paths for the land uses. The model is manually developed as the existing traffic
counts, land use, trip rates, trip distribution, and trip paths are all hardcoded into
the model. It provides a static representation of the likely traffic forecasts.
This analysis will incorporate planned roadway improvements within the Specific
Plan area. This model will be used to prepare local traffic growth estimates due
to Specific Plan development, using trip distribution patterns determined with
City staff. The process will include the following steps:
. Adding Specific Plan land use growth to the TRAFFIX Model, and generating
traffic growth estimates on a link and intersection level
. Determining the trip distribution patterns for the different land uses in the
Specific Plan area based on discussions with City staff
. Applying the trip distribution patterns to the TRAFFIX model assignment
of Specific Plan trips, using ITE trip generation rates and internalization
percentages based on the mix of land uses and an analysis of the effects of
Plan density, land use diversity, design, and distance to nearby destinations.
The Team will use the TRAFFIX Model to develop and refine Specific Plan land use
and circulation alternatives and conduct sensitivity analyses to test the traffic
effects of different roadway connections, intersection configurations, land use
densities, or layouts, etc.
Fehr & Peers will prepare a technical memorandum making liberal use of graphics
and tables describing the alternatives evaluation. The memorandum will address
general intersection, pedestrian, bicycle, parking and transit operations.
Output:
Technical memorandum addressing alternatives analysis
Schedule:
Six weeks
Cost:
$14,375
.10\\ 1110\\ It solutions 21
Ll:-; ,cf J! C)
Subtask 4.5 Stakeholder Meeting
DS will prepare for and conduct a stakeholder meeting with subconsultant
assistance. The meeting will allow the DS Team to present the technical studies
and opportunities and constraints analysis created in Tasks 2 and 3. The Team will
then discuss with the audience how these form the basis for the conceptual land
use plan alternatives.
The audience will select the preferred plan. The final land use plan will consider
appropriate densities and intensities for development along with development
types that promote the very best neighborhood qualities and exceptional
planning and design principles.
Output:
Agendas, presentations, and any necessary materials; and
Conceptual land use plan (one draft and one final version), one
(1 ) hard copy and one (1) electronic copy
Schedule:
As arranged by the City
Cost:
$5,000
Subtask 4.6 Study Sessions (2)
DS will attend and facilitate two joint study sessions between the Planning
Commission and the City Council. The first meeting will solicit initial Commission
and Council input on the Specific Plan. The second session will be used to present
the draft Downtown Dublin Specific Plan.
Output: Agendas, presentations, and any necessary materials
Schedule: As arranged by the City
Cost: $4,000
task five prepare the specific plan
Subtask 5.1 Specific Plan framework with Policies
Once the Task Force and City officials have finalized the preferred conceptual
land use plan, the DS Team will further develop the Specific Plan outline finalized
in Task 1.2 to include detailed policy direction.
Output:
Specific Plan framework with policies, seven (7) hard copies and
one (1) electronic copy
Schedule:
Two weeks
Cost:
$3,400
.10\\ 1110\\ II solutions 22
I.J3 c'f I/'}
I
Subtask 5.2 Conceptual Infrastructure Plan
The Conceptual Infrastructure Plan will include the locations of existing sanitary
sewer, water and storm drain facilities to remain, the locations of utility upgrades
as identified in Task 2.3, and cost estimates for any utility upgrades.
Output:
Conceptual infrastructure plan
Schedule:
Three weeks
Cost:
$11.500
Subtask 5.3 Recommendations for Regulatory Changes-
downtown code
DS will work with the City to expand mixed-use development and diverse
commercial uses within a transit-oriented and pedestrian-friendly environment.
This vision requires downtown-friendly zoning. However, Euclidean zoning and
form-based zoning are both ill-suited for downtown settings.
The DS Team will review zoning applicable to Downtown and Village Parkway
and will develop a brief report suggesting changes. The usual culprits are the
allowed and prohibited uses, density, signs, and parking regulations. We suspect
that we will develop new zoning categories in our downtowncode format, which
is a hybrid type of regulatory control geared for downtowns that utilizes some
Euclidean zoning, form-based zoning, municipal (non-zoning) ordinances, and
SmartCode regulations.
The Dublin downtowncode will likely consist of two components: (1) At-A-Glance
Sheets that convey regulations for specific areas in an easy-to-understand
format (regulations can include principally allowed uses, parking requirements,
building placement and height, allowed building types, allowed frontage types,
and allowed sign types); (2) a detailed land use matrix; and (3) ordinances and
provisions specifically crafted for Downtown and Village Parkway (such as a
mixed use ordinance, outdoor dining ordinance, etc.).
Output:
Development standards assessment; downtowncode regulations
Schedule:
Three to four weeks
Cost:
$12,000
Subtask 5.4 Downtown Design Guidelines
The DS Team will develop a partially illustrated Downtown Design Guidelines
based upon the approved table of contents. Based on our experience, we
anticipate that we will be including the following elements:
. Introduction and Purpose
.10\\ Illo\\ Il solutions 23
UU of
I
"
1(1
I
. Illustrated Definitions
. The Development Review Process
. How to Use the Manual
. Pedestrian Orientation and Design Features
. Ground floors
. Design features
. Upper floors
. Access and circulation
. Site Layout and Design
. Front "Build-To" Lines
. Major Access
. Rear Access
. Grading/Drainage
. Parking
. Vehicular Design
. Driveway
. On-site parking
. Curb
. Sidewalk interface
. General Commercial Design and Architecture (new)
. Style/materials/color/scale/mass
. Articulation
. Solid-to-void ratios
. Fenestration
. Guidelines for rehabilitation
. Specific guidelines for sub-districts
. Storefront Basics (Sign age, awnings, windows, doors, bulkheads,
transoms)
. Public Streetscape Amenities
. Mechanical and Solid Waste Screening
. Amendments to Zoning Ordinance and existing Specific Plans
do\\ "' 0\\ II solutions 24
tr51 fli
Output:
Administrative Draft of the Downtown Design Guidelines, seven
(7) hard copies and one (1) electronic copy
Schedule:
Four weeks
Cost:
$30,000
Subtask 5.5 Focused fiscal Impact Analysis (Keyser Marston
Associates)
The purpose of this analysis is to evaluate the potential fiscal impacts of the
proposed land uses/programs on the City's General Fund. KMA will prepare
a focused Fiscal Impact Analysis based on the proposed use elements in the
Specific Plan, using our proprietary fiscal impact model, using average and
marginal costing.
The significant potential revenue sources include property tax, sales tax, property
tax, motor vehicle license fee, transient occupancy tax, utility tax, business license
taxes, and intergovernmental subventions. The projection methodologies include
the following:
. City property tax revenues from new development will be based primarily on
development costs, which will be based on industry ranges for the type of
land use products envisioned.
. Sales tax revenues will be based on projected target sales levels for the
relevant types of retail users. Transient occupancy tax will be based on
assumptions regarding achievable room rates and occupancy.
. Motor vehicle license fees will be estimated based on the anticipated
assessed valuation of the new development and the allocation formulas
currently specified in the California Revenue and Taxation Code.
. Other annual city revenues will be estimated using a per capita approach.
The analysis of service costs will focus on police, fire, public works, and general
government. Personnel in key departments such as fire will be interviewed to
determine whether service needs arising out of the Specific Plan will result
in marginal costs (for example, requirement to procure additional fire fighting
equipment).
We will prepare a single year (stabilized) analysis to reflect the impact of these
revenue and cost factors on the city's General Fund at program build out in
constant (2007 or other) dollars.
Output:
Fiscal impact memorandum, with back-up materials
Schedule:
Within 45 days from completion of Task 3
Cost:
$30.475, inclusive of one meeting at the end of this subtask with
City staff to review the draft
do" 1110\\ II solutions 25
U0 ~( II;
Subtask 5.6 Transportation Plan (fehr & Peers)
Fehr & Peers will help develop the transportation components of the Specific Plan
by creating a technical memorandum that makes liberal use of graphics and
tables. The memorandum will provide the following relevant information:
. The internal roadway system and connection to existing roadway system,
including suggested roadway cross sections by roadway type, lane
configuration and control at key intersections, projected cumulative traffic
volumes on key roadways, projected peak hour service levels at key
intersections;
. Locations and design standards for pedestrian facilities, including typical
sidewalk widths, pathway widths, crossing design for mid-block and at-grade
crossings;
. Locations/alignment of bicycle facilities (Class I, II and III), including
connections to existing facilities and locations of bicycle amenities;
. Proposed connections and extensions to bus transit routes;
. Guidelines, design standards, and management for parking and accessibility
by all modes for land use projects developed within the specific plan area,
with emphasis on maximizing the viability of transit use, bicycling, and walking;
and
. Policies and objectives tiered from the general plan, including specific
direction for the specific plan area regarding design of access for different
land use types, minimum driveway spacing, etc.
Output:
Technical memorandum of transportation components
Schedule:
Six weeks
Cost:
$17,825
Subtask 5.7 Administrative Draft Specific Plan
DS will be responsible for combining outputs from our past tasks with new
components to form the body of the Downtown Dublin Specific Plan. The plan will
rely on photographs and illustrations to convey the urban design and regulatory
approaches.
DS staff will develop the cover, table of contents, figures, maps, diagrams,
appendices, and all other needed publishing elements to develop the
Administrative Draft of the Specific Plan. This is not a public draft and is intended
for staff review only.
The Administrative Draft will include the following components:
do\\ 1110\\ 11 solutions 26
4 7 e~.(
)!q
I I I
1. Introduction
2. Executive Summary
3. Existing Conditions (including Economic Study)
4. Conceptual Plan
. Land Use
. Circulation
. Infrastructure
5. Parking and Transportation Management Program
6. downtowncode (Land Use and Development Regulations)
7. General Plan Amendments
8. Implementation
Output:
Administrative Draft Specific Plan (three drafts), seven (7) hard
copies and one (1) electronic copy
Schedule:
Six weeks
Cost:
$24,000
Subtask 5.8 Public Draft Specific Plan
DS will make staff recommended modifications and will produce a version of the
Specific Plan for public dissemination.
Output:
Public Draft Specific Plan, seven (7) hard copies and one (1)
electronic copy
Schedule:
Two to three weeks
Cost:
$9,000
task six
ceqa compliance
In its Request for Proposals, the City of Dublin has indicated that environmental
review (under the California Environmental Quality Act, or CEQA) will be required
for the proposed specific plan, but the extent of this review cannot be determined
at this time. The fee and schedule for this task will be contingent on the extent
of review necessary. which will be determined when the extent of the "project"
is defined.
dm, 1110" II solutions 27
y 8 0/ I/i
task seven
public hearings and project closeout
Subtask 7.1 Planning Commission Public Hearing
DS will attend and present at one (1) Planning Commission hearing. Suggested
modifications will be noted and put into a matrix or memorandum to the City
Council.
Output:
City staff will develop a matrix articulating comments received
and DS response, 20 color copies
Schedule:
One week
Cost:
$3,100
Subtask 7.2 City Council Public Hearing
DS will presentthe Draftand Planning Commission "suggested modifications" matrix
at one (1) City Council Hearing. Mark Brodeur will make the presentation.
Output:
City staff generated matrix of any last minute comments and DS
response, 20 color copies
Schedule:
One week
Cost:
$3, 100
Subtask 7.3 final Draft Specific Plan
DS will make recommended modifications based on public hearing input and will
produce the final version of the Specific Plan.
Output:
Forty copies, one master color copy and one electronic version
Schedule:
Three weeks following Council approval
Cost:
$6,900
dO\\1I10\\1I solutions 28
:.' , ~' I} 1
1(1)
D-
iO
IU
V'l
i ~\C
I~ 2
(1) U
I-I ::>
I ~ U
(1)10
>I~
10 \-+--
U .~
E C ~
o 0'::>'
(1) .- U -+--
-+-- -0 (1) C
-+-- U .c (1)
U = U E
(1) = V'l (1)
O-+--
'0 ::> (1), 0
Q C)'2 if;
The following schedule is based on a project kickoff in April 2007:
TASK TASK NAME COMPLETION
DATE
PHASE I Discovery + Project Management
1.0 Visual Reconnaissance and Background Research May 1, 2007
2.0 Review of Consistency with Existing City Documents Ongoing
3.0 Project Management Ongoing
PHASE /I Community Design Element
1.1 Scope Refinement and Schedule March 2007
1.2 Review of Background Information May 7, 2007
1.3 Urban Design Analysis May 7. 2007
1.4 Meeting with Staff to Review Findings May 25. 2007
1.5 Planning Commission/City Council Study Session 1 June 6, 2007
1.6 Online Visual Preference Survey May 25, 2007
2.1 Detailed Outline of the Community Design Element May 25, 2007
2.2 Final Document Style/Layout June 1, 2007
2.3 New Goals. Ojectives. and policies July 1, 2007
2.4 Design Policy for Existing and Proposed Villages July 1. 2007
2.5 Highway Adjacent Design policies July 1. 2007
2.6 Residential Design policies August 1, 2007
2.7 Sign Design policies August 2007
2.8 "Uniquely Dublin" Signature Elements August 2007
3.1 Initial Administrative Draft September 2007
3.2 Community Meeting September 2007
3.3 Planning Commission/City Council Study Session 2 October 2007
4.1 Planning Commission Public Hearing November 2007
4.2 City Council Public Hearing December 2007
4.3 Final Community Design Element January 2008
.
city of dublin
general plan community design element +
downtown dublin specific plan
(:)0 0/ /J 1
"[
TASK TASK NAME COMPLETION
DATE
PHASE /1/ DownrownSpecmCP~n
1.1 Scope Refinement and Schedule March 2007
1.2 Review of Background Information June 2007
1.3 Form and Content of the Specific Plan June 2007
1.4 Boundary Refinement June 2007
1.5 Composite Base Map June 2007
2.1 Future Development Map July 2007
2.2 Development Map Modifications August 2007
2.3 Multiple Ownerships Exhibit August 2007
2.4 Urban Design Opportunities and Constraints Analysis August 2007
2.5 Transportation Opportunities and Constraints August 2007
Analysis
2.6 Infrastructure Background Analysis August 2007
2.7 Final Opportunities and Constraints Analysis September 2007
3.0 Market Analysis September 2007
4.1 Stakeholders Interview Meetings Sept-Oct 2007
4.2 Stakeholder Walking Tour Sept-Oct 2007
4.3 Conceptual Land Use Plan Alternatives October 2007
4.4 Creation and Evaluation of Transportation System November 2008
Alternatives
4.5 Stakeholder Meeting Dec 2007
4.6 Study Sessions (2) October 2007-
January 2008
5.1 Specific Plan Framework with Policies December 2007
5.2 Conceptual Infrastructure Plan December 2007
5.3 Recommendations for Regulatory Changes January 2008
(downtowncode)
5.4 Downtown Design Guidelines January 2008
5.5 Focused Fiscal Impact Analysis January 2008
5.6 Transportation Plan January 2008
5.7 Administrative Draft Specific Plan March 2008
5.8 Public Draft Specific Plan April 2008
6.0 CEQA Compliance October 2007-
February 2008
7.1 Planning Commission Public Hearing May 2008
7.2 City Council Public Hearing June 2008
7.3 Final Draft Specific Plan July 2008
do\\ 1110\\ II solutions 2
51 ~I (! '1
(])
'--- :::J
2 +--
(]) . D c
+-- (]) (])
(])
:::J ~ E
'--- D U
(]) (]) . V) 2
> ~ (])
0 u 2 0
u +-
V) v,
Downtown Solutions, Lead Consultant
Mark Brodeur, Lead Project Manager will be responsible for quality control,
workshop facilitation, meeting presentations, and ideating.
Kendra Stevens, Urban Designer, will prepare graphic products.
Blake Roberts, Associate Planner, will prepare text and graphic products, attend
workshops and meetings, and prepare meeting materials.
Subconsultants
Fehr & Peers: Seleta Reynolds will serve as Project Manager and Rob Rees will
serve as Principal-in-Charge.
Keyser Marston: A. Jerry Keyser of KMA's San Francisco office will be the principal-
in-charge of the KMA staff. Jerry will be assisted by Marilyn Chu, a Manager in
KMA's San Francisco Office. The KMA team will also include Jennifer Johnston
(Associate), who will provide assistance in the market work, and David Doezema
(Manager), who will participate in the fiscal evaluation.
Mark Thomas & Company: John Hart, Associate/Division Manager, will serve as
Project Manager.
.
city of dublin
general plan community design element +
downtown dublin specific plan
29 years of experience
education
as, Landscape Architecture,
S.U.N.Y.
College of Environmental Science
& Forestry
Graduate Studies, Urban Design
and Architecture, University of
Massachusetts, Amherst
professional affiliations
'Fellow, Institute for Urban Design
Vice President, California
Downtown Association
Member, Congress for the New
Urbanism
Member, American Planning
Association
Member, National Trust Main
Street Cen ter
Member, California
Redevelopment Association
Member, California Preservation
Foundation
Member, California Historic Route
66 Associa tion
'- r)" r
?~ (I,
,i
/Ji
Throughout Mark's twenty-nine years of urban design and planning experience, he
has focused on the "revitalization" of downtowns, outdated commercial corridors
and neighborhoods. Rather than concentrate on various areas of urban planning,
Mark prefers to work in the neglected areas of our communities hoping to make a
difference in peoples lives. He also prefers to work with public agencies, as both share
a desire to improve and recycle existing urban and town environments.
Mark has assisted over 150 communities, from Marco Island, Florida to Roseburg,
Oregon to Chula Vista, California. He was influenced in his formative years in the
historic downtown areas of New England. His first professional positions were as a
revitalization-focused city planner in two such towns.
Mark cites a distinct preference to reduce consumption of less constrained greenfield
areas by redesigning and intensifying the urban area to function more efficiently.
Mark is passionate about what he does and is a frequent speaker and lecturer on the
subject of downtown revitalization, design guidelines, and downtowncode.
relevant project experience
specific plans
. Downtown Vernon Street and Historic Old Town Specific Plan. Roseville, CA
. Village Specific Plan, Big Bear Lake, CA
. Downtown Specific Plan Design Guidelines/Streetscape, Encinitas, CA
. Downtown Specific Plan, Escondido, CA
. Orange Avenue (downtown) SpecifiC Plan, Coronado, CA
. Historic Downtown Specific Plan, Murrieta, CA
. Downtown Specific Plan, Pismo Beach, CA
. Downtown Specific Plan, Redding. CA
. Old Town Specific Plan, Temecula, CA
. Downtown Specific Plan, Temple City, CA
. Downtown Revitalization Specific Plan, Corona, CA
. Downtown Specific Plan, Lompoc, CA
. Downtown Specific Plan, Galt, CA
. First Street Specific Plan, Tustin. CA
. North Montclair Specific Plan, Montclair, CA
. Foothill Boulevard Specific Plan, Rancho Cucamonga, CA
. Downtown Revitalization Strategy, Inglewood, CA
,111"1111)"11'( lU'I, I,~
!J3 01 n 1\
design guidelines
· Citywide Design Guidelines Update, Irwin dale, CA
· Citywide Design Guidelines, Antioch, CA
· Rosemead Mixed-Use Design Guidelines, Rosemead, CA
· Piru Smart Growth/Mixed-Use Study/Design Guidelines, Piru, CA
· Yucaipa Freeway Corridor Specific Plan Design Guidelines, Yucaipa, CA
· Single-Family Code Ammendments, Downey, CA
· Historic Downtown Design Guidelines, Eureka, CA
· Citywide Urban Design Guidelines, Huntington Beach, CA
· Downtown Zoning & Design Guidelines, Arcadia, CA
· Citywide Design Guidelines and Update, Temecula, CA
· Old Escondido Historic District Design Guidelines, Escondido, CA
· Citywide Design Guidelines, Westminster, CA
· Citywide Design Guidelines, Simi Valley
· Downtown Design Guidelines, Blythe, CA
· Citywide Design Manual, Corona, CA
· Community Design Plan. San Martin, CA
· Main Street Historic District Design Guidelines, Yuma, AZ
· Community Design Plan, Templeton, CA
· Citywide/Downtown Design Guidelines, Henderson, NV
· Town Center Design Guidelines and Facades, Bellflower, CA
· Uptown Design Guidelines, Sedona, AZ
· C-R Area Design Guidelines Manual, Anaheim, CA
· Goodyear Citywide Design Guidelines, Goodyear, AZ
· Residential Zoning & Design Standards, Redondo Beach, CA
· Balboa Sign Overlay, Newport Beach, CA
· Residential Design Guidelines Manual, Gulfstream, FL
corridor revitalization
· West Calabasas Master Plan Guidelines, Calabasas, CA
· EI Toro Road Revisioning Project, Lake Forest, CA
· Prescott Valley Parkway Redevelopment Plan, Prescott Valley, AZ
· Hawthorne Boulevard Specific Plan, Torrance, CA
· North 10 J Corridor Specific Plan, Encinitas, CA
· Barton Road Corridor Specific Plan, Grand Terrace, CA
vision plans
· San Dimas 20/20 Vision, San Dimas, CA
· Downtown Hemet Vision Plan, Hemet, CA
· Palomar Transit Oriented Development Plan, Chula Vista, CA
· Vision Plan for the Imperial-Commercial Corridor, San Diego, CA
.10\\ 111(1" II ~oIUrIOf))
education
B.A., Political Science, Western
Washington University,
Bellingham, Washington
M.A., Political Science, University
of Arizona, Tucson
Ph.D., Urban and Regional
Planning, University of California,
Irvine
professional affiliations
Member, American Planning
Association
Member, Association of Collegiate
Schools of Planning
54 1 1/1
Blake has been committed to revitalizing communities as a researcher, writer. speaker,
and hands-on planner. He brings his experience with public agencies and public
participation and understanding of local and regional planning issues to redeveloping
downtowns, neighborhoods, and existing commercial corridors. He has the proven
ability to grasp concepts quickly, solving problems with minimal direction, while
contributing excellent ideas and recommendations.
His work at downtown solutions has concentrated on establishing vibrant, safe,
pedestrian-scaled live/work/play environments by utilizing visioning techniques, design
guidelines, and the downtowncode approach. Although much of his professional
experience has taken place in Southern California, Blake has developed a varied
perspective to community revitalization by drawing on his own personal experiences
growing up in the Midwest and Northwest.
relevant project experience
specific plans
. Downtown Vernon Street and Historic Old Town Specific Plan, Roseville. CA
. Urban Core Specific Plan, Chula Vista, CA
design guidelines
. Citywide Design Guidelines Update, Irwindale, CA
. Citywide Design Guidelines, Antioch, CA
. Piru Smart Growth/Mixed-Use Study/Design Guidelines, Piru, CA
vision plans
. San Dimas 20/20 Vision, San Dimas, CA
. Downtown Hemet Vision Plan, Hemet. CA
streetscape I urban design
. Single-Family Code Amendments, Downey, CA
. Etiwanda Railway Station, Rancho Cucamonga, CA
public parHcipatfon
. San Dimas 20/20 Visioning Charrette, San Dimas, CA
. Piru Smart Growth/Mixed-Use Study/Design Guidelines, Piru, CA
dO'''llo,," ~C!ll'IUI(
t:J J ct( \ \ ~
other projects
. Single-Family Code Ammendments, Downey, CA
. Palomar Gateway TOD District Vision Plan, Chula Vista, CA
. Town Center Smart Code Regulations, Yorba Linda, CA
articles I publications
Planning Advisory Service Report.
2006, "Placemaking on a Budget." Assisted in research and writing
Environment and Behavior.
July 2005, Book Review. "Assessing Contemporary Design."
do" 1110" II ~olutiol'l)
education
8.S.ARCH, Architecture, University
of Cincinnati, College of Design,
Architecture, Art, and Planning
M.ARCH, Architecture, University
of Cincinnati, College of Design,
Architecture, Art, and Planning
professional affiliations
Member, Congress for the New
Urbanism
Member, Urban Land Institute
5~ ~:Jr II ~
Kendra Stevens is a result-oriented professional who brings a unique view to downtown
solutions with experience in the fields of urban design and architecture. She has found
great success in her pursuit of streetscape design, master planning, design guidelines
development, visioning, and community revitalization. Kendra continues to build
upon her experience by meeting with community members for design workshops,
filling a wide range of roles in her projects, and working with a variety of client types.
Kendra began her professional career in the historically rich cities of the East Coast
where revitalizing existing communities is often the focus. She moved to the West Coast
to gain more experience in both new and existing community design work. Kendra is
always eager to lend an ear and hand to a community's concerns, projections, and
ideals. For she believes that the people, after all, are our greatest resource in creating
quality community environments.
relevant project experience
specific plans
. Downtown Vernon street and Historic Old Town Specific Plan, Roseville, CA
. Palmdale Transit Village Specific Plan, Palmdale, CA
design guidelines
. Citywide Design Guidelines Update, Irwindale, CA
. Citywide Design Guidelines, Antioch, CA
. Rosemead Mixed-Use Design Guidelines, Rosemead, CA
. Piru Smart Growth/Mixed-Use Study/Design Guidelines, Piru, CA
. Yucaipa Freeway Corridor Specific Plan Design Guidelines, Yucaipa, CA
. Vallejo Waterfront Design Guidelines, Vallejo, CA
corridor revitalization
. West Calabasas Master Plan, Calabasas, CA
vision plans
. San Dimas 20/20 Vision, San Dimas, CA
. Downtown Hemet Vision Plan, Hemet, CA
. Palomar Gateway TOD District Vision Plan, Chula Vista, CA
streetscape I urban design
. Vallejo Waterfront Streetscape Design, Vallejo, CA
lie", 11111\\11 '( IU;;c "
C....) t" ) \~...,.f
J (.... I
. Stapleton Redevelopment Plan, Denver, CO
. Brentwood Village, Baltimore, MD
design review
. City of Oceanside
. City of Antioch
. City of Laguna Niguel
public participation
. State Highwoy to Mulit-Modal Main Street, Brawley, CA
. San Dimas 20120 Visioning Charrette, San Dimas, CA
. Piru Smart Growth/Mixed-Use StudylDesign Guidelines, Piru, CA
. West Calabasas Master Plan, Calabasas, CA
other projects
. Coliseum BART Station Area, Oakland, CA
. Park Avenue Hope IV Redevelopment Plan, Denver, CO
. Contra Costa County: Shaping Our Future, Contra Costa, CA
. Dona Ana Masterplan Revitalization, Dona Ana, NM
do\\ 1110\\ II ~olutlOrlS
ROBERT REES, P .E.
Principal
PROJECT EXPERIENCE
Traffic Enaineerina - Roads and Hiahwavs
Provide engineering services using local and state guidelines as
well as recent research on context sensitive design parameters
to develop transportation systems. Services include planning,
preliminary engineering and coordination with consultant teams,
agency staff, community members, and decision-makers.
.
Route 84 Expressway Study, Livermore, CA
1-580/1-680 Connector Study, Alameda County, CA
11th Street, Union City, CA
Campus Drive, Stanford, CA
Route 4 Bypass, Contra Costa County, CA
Holman Highway, Monterey, CA
US 101, San Mateo County, CA
Lone Tree Way Corridor, Antioch, CA
Orinda Way Streetscape and Library Access, Orinda, CA
Northgate Neighborhood Roundabout, Walnut Creek, CA
Bay Street Retail Corridor, Emeryville CA
North Main Street Corridor, Walnut Creek, CA
Doyle Street Greenway, Emeryville, CA
Palo Alto School Safety Study, Palo Alto, CA
Residential Street Design Guidelines, Anderson, CA
Green Streets, Portland, OR
Hall I Donald Roundabout, Orinda CA
Sign Justification and Engineering Studies,
Pebble Beach, CA
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
.
Traffic Enaineerina - Bikes and Pedestrians
Provide support services using local and state guidelines to
develop transportation systems for bikes and pedestrians.
Services include planning, preliminary engineering and
coordination with consultant teams, agency staff, community
members, and decision-makers.
.
West Street Pedestrian and Bike Path, Berkeley, CA
Lawrence Hall of Science Parking and Roadway
Improvements, UC Berkeley, CA
City of Dublin Bicycle Plan, CA
Orinda Intermediate School Bus Improvements, Orinda CA
Jones I Treat Pedestrian Overcrossing, Contra Costa, CA
Palo Alto School Safety Study, Palo Alto, CA
Monument Corridor Bikeway, Pleasant Hill, CA
Albany, Berkeley, Emeryville Regional Bike Signing, CA
.
.
.
.
.
.
.
5g ~r/ J/q
tp
FEHR & PEERS
TRANSPORTATION CONSULTANTS
WORK EXPERIENCE
.
Years of Experience - 19
Years with Fehr & Peers - 11
.
EDUCA TION
· Bachelor of Science in Civil
Engineering, University of
California. Davis, 1987
CERTIFICA TIONS
.
Licensed Civil Engineer, State
of California (C49620)
Licensed Traffic Engineer,
State of California (TR2053)
Professional Traffic
Operations Engineer
Certification, Transportation
Professional Certification
Board, Certificate #309
.
.
AFFILlA TIONS
.
Institute of Transportation
Engineers (lTE)
PUBLICA TIONS
· Re-engineering Streets to
Balance Today's Need,
California Planner, May/June
1997
· A Computer Assisted Parking
Model for West Berkeley,
1998 ITE District 6
Conference
· A Unique Bicycle Signing
Program for the East Bay,
1998 ITE District 6
Conference
· Planning a Multi-Modal
Circulation System for
University Campus Using the
Microscoptic Traffic Simulation
Tool CORSIM, 19991TE
District 6 Conference
· All-Way STOP Sign
Installation Criteria,
Westernite, January/February
1999
Robert Rees, P.E.
Page 2
fP
FEHR & PEERS
TRANSPORTATION CONSULTANTS
51 ,91 ))'-1
, . /
. Presidio Safety Improvements, San Francisco, CA
. Sand Creek Pedestrian Tunnel and Trail, Brentwood, CA
. Botanical Garden Pedestrian Crossing, Berkeley, CA
· San Leandro Road Diets, San Leandro CA
Transportation and land Use
Managed and prepared transportation planning and circulation
studies for specific plans and general plans. Representative
projects include:
· Brentwood General Plan, CA
· Moraga General Plan, CA
· Emeryville General Plan, CA
· Berkeley Southside Plan, Berkeley, CA
· Moraga Town Center Plan, Moraga, CA
· West Berkeley Plan, Berkeley, CA
· Del Monte Forest Plan, Pebble Beach, CA
· Northeast Antioch Circulation Plan, Antioch, CA
· Sand Creek Specific Plan, Antioch, CA
· Oak Knoll, Oakland, CA
· South Bayfront, Emeryville, CA
· East Baybridge Center, Emeryville, CA
· Oak to Ninth Residential Community, Oakland CA
Transit Planning
· Concord, Del Norte, EI Cerrito, and Pleasant Hill BART
stations - Provided specialized services including station
re-configuration for joint development, parking supply
expansions, consolidate bus transit facilities and general
improvement of station access for cars, bikes, buses, and
pedestrians.
· Union City Intermodal Station, Union City, CA - Performed
site access and circulation studies for Bay Area multi-
modal station facility planning and design integrating
timed-transfer bus systems and multiple passenger rail
system operations, including the Capitol Corridor and
Altamont Commuter Express.
· Jack London Streetcar, Oakland, CA - Performed corridor
and operational assessment for providing a streetcar
system connecting downtown Oakland with Chinatown
and Jack London Square.
· Lamorinda School Bus Program, Contra Costa County, CA
- Provided services for development, routing, contracting
and implementation.
SELETA J. REYNOLDS, AICP
Associate
EXPERIENCE
March 2001 to present
Fehr & Peers Associates - Proiect Manaeer
Transportation Planning Experience
· Alameda Point Transportation Strategy, Transit Study, and
Travel Demand Forecasting
· Alameda Landing EIR
· Northgate Boulevard Streetscape [mprovement Plan
· Sonoma Traffic Calming and Pedestrian Improvement Plan
· Benicia Traffic Calming Plan
· Rice McMurtry EIR, City of Vacaville
· Activspace Transportation Impact Analysis, City of San
Francisco
Bicycle Facility Planning/Design Experience
.. Dublin Bicycle Master Plan
.. San Jose Bicycle Master Plan
· Santa Clara Bicycle Master Plan and Suitability Map
· Stockton Bicycle Master Plan
.. PS&E for five miles of bicycle improvements in Santa Clara
.. Morro Street Bicycle Boulevard Concept Plan
.. Lake Tahoe Regional Bicycle and Pedestrian Master Plan
.. MTC Bicycle and Pedestrian Safety Technical Assistance
.. Sacramento Air Quality Collaborative Bicycle Planning and
Design Best Practices
Pedestrian Facility Planning/Design Experience
.. City of San Leandro Pedestrian Plan
· Pedestrian crossing improvement concept plans for the Cities
of Sonoma and Santa Clara
· Sacramento Pedestrian Safety Guidelines
· City of Sacramento Pedestrian Master Plan
· Fruitridge Road Pedestrian Improvements
· City of Santa Clara Pedestrian Plan
. Sacramento Air Quality Collaborative Pedestrian Planning
and Design Best Practices
Grant Writing
· BT A grants for Santa Clara, San Jose and Oakland
· Safe Routes to School grants for Santa Clara, Elk Grove and
Sonoma
· Transportation Fund for Clean Air, Congestion Mitigation and
Air Quality, and Transportation for Livable Communities
grants for the City of Oakland
June 1998 through February 2001
Bicvcle and Pedestrian Coordinator for the City of Oakland. CA
09/08
fP 0,0 @f 1!1
FEHR & PEERS
Transportation Consultants
EDUCA nON
· Bachelor of Arts with Honors in
American History,
Brown University,
Providence, RI, 1998
AFFILlA TIONS
Association of Pedestrian and
Bicycle Professionals
· Institute of Transportation
Engineers, Bicycle and
Pedestrian Council
PRESENTATIONS
Pro Walk/Pro Bike 2006,
"Impacts of New Development
on Bicycles and Pedestrians"
'. Pro Bike/Pro Walk 2004, "Safe
Crossings"
ITE International 2004, Presider,
"Designing with the Pedestrian in
Mind"
Safe Crossings Symposium,
W ALKSacramento 2004
Walk Bike California 2003 "The
Crosswalk Conundrum: Why,
Where, and How?"
APBP Professional Development
Seminar, 2003 Panelist "Bicycle
and Pedestrian Improvements in
New Developments"
ITE Intermountain, 2003
"Innovative Bicycle Treatments"
ITE Western Region, 2002
"Flight of Fancy: Aerial
Gondolas in U.S. Cities"
COMPUTER SKILLS
Proficient with software including:
· Microsoft Word
· Microsoft Access
· Microsoft Excel
· ArcGIS
, I f
.'" I (13
./
) 1'1
A. JERRY KEYSER
Mr. Keyser, Chairman of the Board of Keyser Marston, has spent his entire
professional life in evaluating the feasibility of real estate projects and
consulting on development. He is a founding principal of Keyser Marston and
is a recognized authority in the real estate and redevelopment community.
Key Role
In the past twenty years, Mr. Keyser has been at the center of many of the West's distinguished and high
impact developments including Horton Plaza in San Diego, California Plaza in Los Angeles and Yerba
Buena Gardens in San Francisco. His experience, knowledge and work with industry and professional
groups combine to give Mr. Keyser unique insight in real estate trends, what works in real estate
development, and contacts within the development and financial community throughout the United States.
Areas of Specialization
Downtown Strategies
Mr. Keyser has had extensive experience in assisting cities and towns in their efforts to develop downtown
retail and/or revitalization strategies that can be implemented. A significant part of these assignments is
the need to identify opportunities for new uses that complement an existing mix. Examples include the
preparation of strategies for the cities of Oakland, Pleasant Hill, Concord, Riverside, Spokane, and
Portland.
Real Estate Feasibility Analysis and Negotiations
Throughout his career, Mr. Keyser has been extensively involved in analysis and negotiation multi-use
projects. His most recent focus is on the inclusion of new urbanism concepts in the repositioning of
existing developments as well as new developments. As examples, he is consulting on three large land
development projects at Fort Ord: East Garrison for Monterey County, Marina Heights and University
Village for the City of Marina. These three developments involve over 1,000 acres of land.
Additional Areas of Specialization
Military Base Conversion
Mr. Keyser has worked on Hamilton Air Force Base in Marin County, Alameda Naval Air Station, and the
Presidio of San Francisco on leasing, finance and related strategies to assist in the transition from military
to civilian use.
Sports facilities
. San Francisco Giants, SSC Park. Mr. Keyser was integrally involved in the planning and
implementation of a spectacular 42,000-seat waterfront baseball stadium in downtown San Francisco.
His work included an initial feasibility for a baseball stadium and sports arena combined with a major
retail/entertainment complex.
~{V>
~~I
Keyser Marston Associates, Inc.
Resumes/San Francisco/Jerry Keyser.doc; 3/15/2007
62 '1 fI ~
" !
Later, Mr. Keyser served as co-project manager for the Giants feasibility assessment prior to bringing
the project forward for voter approval. He worked with national experts in sports finance and ballpark
construction and design to define a feasible project for the Giants.
Acting as an extension to Giants staff to implement the project, KMA prepared the project source and
use of funds projection, advised the Giants on developer selection, assisted with ground lease
negotiations for the ballpark and parking sites. and advised on the retail mix that might be included as
part of the project.
.
Oakland Economic Development Agency - Oakland A's. Mr. Keyser assisted the City in
formulating a downtown ballpark finance plan and revitalization strategy with particular focus on a site
subsequently under development for housing by Forest City.
Centre City Development Corp. - Petco Park Ballpark District. Mr. Keyser and KMA assisted
CCDC in evaluating development of the mixed-use community around the Padres (Petco Park) new
ballpark in San Diego. KMA's role included market and financial analyses of residential, office, and
specialty retail/restaurant uses adjacent to the Ballpark proper. Policy-makers used the KMA
analyses to guide the master planning and negotiations with the Padres.
.
.
Sacramento Sports Arena, City of Sacramento. KMA, along with other consultants, conducted a
two-phase study to assess the feasibility and economic impacts of a new sports and entertainment
district, "SED", anchored by a new sports arena for the Sacramento Kings, and other destination-type
attractions in downtown Sacramento on the site of the Union Pacific (UP) Railyards.
.
Anacostia (Washington, D.C.) Waterfront Corp. - Washington National Ballpark District. Mr.
Keyser served on the Selection Committee for developers of property to be developed next to a new
ballpark for the Washington Nationals.
Complex negotiations
Recent examples of complex project negotiations on which Mr. Keyser worked include three projects at
former military bases: two at Ft. Ord, involving 2,500 residential units and over 1,000,000 sq. ft of
commercial space; and also at the Tustin Marine Base, which involves 2,000 residential units and
6,000,000 sq. ft of commercial.
Professional Credentials
Mr. Keyser is a member of the Urban Land Institute, has chaired both a ULI Mixed Use Council and a
Public Private Partnership Council. He is currently a member of the Public Private Partnership Council.
He has been a board member of the Bay Area Economic Forum, an organization composed of leaders in
business, education and government to assist in the region's growth, and a past board member of SPUR,
a San Francisco leadership organization formed to promote planning and government initiatives. Mr.
Keyser holds a master's degree in real estate and finance from Columbia University, and a bachelor's
degree in economics and political science from Cornell University.
~~>
~~J
Keyser Marston Associates, Inc.
Resumes/San Francisco/Jerry Keyser.doc; 3/15/2007
.'" 3
:" /")
'0./
~r
I
II~
/I I
Marilyn Chu
Ms. Chu is a Manager in Keyser Marston Associates' San Francisco office.
She has worked in urban planning in the cities of Seattle, Boston, San
Francisco, and Oakland prior to joining the firm in 1984.
Key Role
Ms. Chu specializes in assessing the market potential and financial feasibility of real estate development
projects. Given Ms. Chu's training in architecture, urban planning and economics, she is able to apply an
interdisciplinary perspective to many of the firm's real estate assignments. She has also worked
extensively in both the private and public sector and thus is familiar with the respective goals and
technical requirements of each. With her bilingual skills, her expertise is especially applicable in the Asian
communities.
Areas of Specialization:
Downtown Revitalization
Ms. Chu assisted cities and towns in developing workable downtown strategies that both acknowledge
and preserve existing retail uses as well as identify and create opportunities for new uses to enhance,
revitalize, and complement the existing mix. She has been involved in the conceptualization of strategic
plans for downtown Portland, Spokane, Concord, Pleasant Hill, Oakland, San Mateo, and more recently,
Belmont and Santa Clara. She has also worked on market studies for the development of major retail and
entertainment projects in a number of downtowns, including Modesto and Sunnyvale.
Real Estate Feasibility Analysis
Ms. Chu has extensive experience in identifying market opportunities and evaluating the financial
feasibility of development proposals. Assignments have included residential and commercial projects
specifically oriented to the Asian community such as Phoenix Plaza and Pacific Renaissance Center, two
completed projects in downtown Oakland.
Assignments have been as diverse as assessing market potential for three major retail sites in Osaka,
Japan, to pro forma analysis of investment, cash flows, and returns for the Bloomingdale's project in
downtown San Francisco and the Town Center Mall in Sunnyvale.
Economic Development/ General/Specific Plans
Ms. Chu worked with municipalities to prepare economic development, general and/or specific plans to
identify opportunities for job creation, tax base expansion and business retention/attraction in their
communities. She has worked on projects with the Port of San Francisco (Piers 90-94), San Francisco
Public Utilities Commission, Napa County (Airport Industrial Area), and the City of Emeryville (General
Plan Update).
These assignments often include developing a realistic and timely implementation strategies that identify
the financing resources available (debt, equity, public/private funds), the priorities of allocation, the
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 3
6 '-! ~f 1/1
. I
,
entities responsible, and a schedule of implementation actions. Examples include a leasing and financing
plan for the Presidio of San Francisco and an infrastructure financing plan for the City of West
Sacramento.
Professional Credentials
Ms. Chu received a SA in architecture from the University of California, master's degrees in urban
planning and business administration, and a certificate in urban design. She is also a member of the
American Institute of Certified Planners, Northern Chapter of the American Planning Association and
Women in Real Estate.
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 4
Cs LT /I~
David Doezema
Mr. Doezema is a Manager in Keyser Marston Associates' San Francisco office. He joined KMA in 2002
and has participated in fiscal impact analysis, redevelopment finance, economic benefits assessment, and
economic nexus analysis.
Areas of Specialization
Economic Nexus Analysis.
Mr. Doezema completed an update and restructuring of KMA's proprietary jobs housing nexus model.
The model calculates the nexus between commercial and residential development and affordable housing
demand by merging local and national data on occupations and wages by land use.
An assignment for the City of San Carlos involved application of the nexus model to the proposed Palo
Alto Medical Foundation Hospital and East San Carlos Specific Plan to quantify demand for affordable
housing generated by development of a 500,000 square foot hospital complex and 2.6 million square feet
of commercial space. The analysis is currently being used by the City of San Carlos in support of
entitlement negotiations.
Recent assignments for the cities of Seattle and San Francisco involved calculating the nexus between
market rate residential development and affordable housing demand by accounting for employment
growth associated with consumer expenditures. The analyses will be used to support fee programs in
both cities.
Other Nexus assignments have included the cities of San Diego, St. Helena, Walnut Creek, and Napa
County.
Fiscal Impact Analysis
Assessment of the general fund revenue and expense impacts of development projects that have
included master planned residential communities, military base reuse plans, medical facilities, and mixecl-
use projects in jurisdictions including Los Angeles, Santa Fe Springs, Modesto, Santee, Alameda, Dublin,
Santa Paula, Marina, and Monterey County.
Recent fiscal analysis assignments have included military base reuse plans for the former Alameda Point
Naval and the East Garrison and University Villages projects on the former Fort Ord. Each of these
projects are large-scale mixed-use developments. Analyses were prepared in support of disposition and
development agreement negotiations and for financial planning purposes. In each case, the resulting
projection of fiscal impacts supported a financing plan for conversion of the base to civilian uses while
satisfying the fiscal neutrality goals of our clients.
Redevelopment Finance and Tax Increment Projections
Projection and analysis of redevelopment agency finances including tax increment revenues, bonding
capacity, debt service, and other obligations. Agency assignments include tax increment and cash flow
projection in relation to disposition and development agreement negotiations, issuance of bonds,
redevelopment plan adoption and redevelopment implementation plan amendment, and long term
planning.
Recent experience includes the University Villages, East Garrison, and Cypress Knolls projects within the
former Fort Ord. PrOjections of tax increment cash flow and bonding capacity were completed to support
disposition and development agreement negotiations and financing plans for public facilities and
affordable housing.
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 5
~0 111'1
I
Mr. Doezema assisted with preparation of Fiscal Consultant Reports in relation to recent tax allocation
bond sales by the Alameda Community Improvement Commission, and the San Ramon Redevelopment
Agency.
Redevelopment plan adoption and Amendment financial feasibility analysis experience include
assignments for Redevelopment Agencies in the Cities of West Sacramento, Santa Rosa, King City,
Milpitas, San Ramon and Modesto.
Economic Benefits Assessments
Analysis of economic benefits including economic output, employment, payroll and local tax impacts.
Assignments have included analyses for a medical center expansion, fixed-base operator, two tech
companies, several master planned communities, a ship builder, and a liquid natural gas shipping
terminal and power plant.
Professional Credentials
Mr. Doezema holds a master's degree in urban planning and a bachelor's degree in civil and
environmental engineering from the University of Michigan, Ann Arbor.
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 6
/~~I ~; JlCj
Jennifer Johnston
Ms. Johnston is an Associate in Keyser Marston Associates' San Francisco office. She has been
involved in a variety of projects including studies for affordable housing programs, developer fees,
economic development strategies, market assessments, financial feasibility analyses, land use studies,
fiscal impact analyses, and Redevelopment Area implementation plans.
Selected Project Experience
Inclusionary Housing Ordinance Amendment Sensitivity Analysis, City of San Francisco
Analyzed the potential effects on residential project financial feasibility of proposed increases in
inclusionary requirements. Developed construction cost data for four building prototypes and modeled
the possible impacts of increased requirements on returns and residual land value.
Affordable Housing Shared Appreciation Loan Structure Evaluation, Monterey County
Evaluated seller and Agency returns under various deed-restricted and shared appreciation sales
scenarios, as well as the resulting gap to fund new affordable units.
Inclusionary Requirement Economic Evaluation, City of San Bruno
Assessed the economic value oJ a developer's affordable housing obligation under its development
agreement with the City and evaluated on-site, off-site, and covenant purchase options to meet the
obligation.
Developer Arts Fee, City oJ Santa Monica
Researched and compared developer arts fee programs in cities throughout California and nationwide to
assist the City in evaluating its options for instituting a private development fee for arts.
Economic Development Strategy, City of Belmont
Assisted in the evaluation of key sites and preparation of recommendations for their strategic
development. Gathered background data and maps; conducted site visits; reviewed City policy
documents; met with client, legal counsel, real estate consultants, and urban designers to discuss and
refine objectives; and prepared Economic Development Strategy report.
Market Assessments
Evaluated population and employment trends, economic outlook, and key market segment performance
for the City of Emeryville General Plan Update and a Station Area Plan for the City of Santa Clara.
Assessed the market potential for retail development of a strategically-located site owned by Santa Cruz
County, including identification of retail competition and demographic characteristics within the trade area,
and suggesting feasible uses and illustrative tenancies for the property.
Financial Feasibility Analyses
Analyzed the financial feasibility of various residential and hotel projects as a basis for advising clients on
developer negotiations. Evaluated costs, revenues, and returns in relation to similar projects and industry
surveys. Projects have included market rate, affordable, and mixed residential proposals, and a first-of-
its-kind luxury hotel proposal, for the cities of San Jose, Union City, Richmond, and Sacramento.
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 7
as or /1 DJ
#" I
Industrial Land Use Study, Napa County
Assessed supply and potential future demand for industrial land in Napa Valley to assist the County in
evaluating five EIR alternatives as part of its General Plan Update.
Cypress Knolls Fiscal Impact Analysis Update, City of Marina
Estimated the potential revenues and expenditures the Cypress Knolls project (part of the former Fort
Ord) will generate for the City based on Marina's 2006/07 Budget, and individual analyses of specific
items such as potential taxable sales capture, tax increment and assessed value growth, park and public
safety programs, and motor vehicle in-lieu fees.
Redevelopment Area Implementation Plans
Prepared housing and non-housing sections of five-year implementation plans required by California
Redevelopment Law (CRL). Plans report on blight elimination accomplishments to date and compliance
with affordable housing production and spending requirements, and set forth goals and objectives for the
future. Clients have included the cities of Seaside, Marina, Santa Rosa, Novato, and King City, and Lake
County.
Professional Credentials
Ms. Johnston holds a master's degree in architecture from the Harvard University Graduate School of
Design, and a bachelor's of science degree in civil engineering from Stanford University. She is a
member of the San Francisco Planning and Urban Research Association (SPUR), and co-wrote the
article "Accidental Spaces" for Planning magazine in 2005.
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 8
{/7 ~r II ~
history and philosophy
Downtown Solutions, a division of Civic Solutions, lnc, provides planning and
urban design services to public sector clients. Civic Solutions, Inc. is a community
development consulting firm providing comprehensive urban planning and
entitlement services to public agencies. The firm is established around the
principle that community planning and development ultimately serves the public
interest.
Civic Solutions, was established in 1991, and has maintained its focused commitment
ro serve public agencies for the last 15 years. Our company's headquarters are
located in San Juan Capistrano, with satellite offices in Riverside, Ventura. and
the City of Fullerton. Guided by the company philosophy that planning is for
people, Civic Solutions is ideally equipped to successfully complete community
development projects to the satisfaction of our clients and the cornmunities
they serve. The Downtown Solutions Division is currently located inrhe San Juan
Capistrano office.
range of services
We provide "added value" service in all city-planning functions. The experienced
professionals, who staff our firm, have extensive backgrounds in public sector
service. The firm presently has municipal planning service contracts with the cities
of Brea, Rancho Cucamonga, Malibu, Culver City, Santa Monica, San Gabriel,
Whittier, West Hollywood, San Juan Capistrano, Encinitas, Orange, Lake Forest,
Irvine, Colton, Commerce, Imperial Beach, Calabasas, and Norwalk.
We are providing CEQA, grant administration, housing, specific plans, design
guidelines, general plan and facilitation services for the cities of Malibu, Arcadia,
Burbank, Costa Mesa, Newport Beach, Nevada County, Rancho Cucamonga,
Culver City, Fontana, San Gabriel and Orange. The following summary of our
services provides more information regarding our approach and qualifications
for providing municipal planning department services.
don Jj I dn Jj solutions
10 OJ 1/1
I
summary of services
Civic Solutions
Downtown Solutions
Discretionary Case Processing
Permit Review
Case Management
Code Amendments
Environmental Documentation
Training
Code Enforcement
Public Information
Code Compliance
Plan Checking
Site Inspections
Urban Planning and Design
Specific Plan/Strategic Plans
Design Guidelines
Development Regulations
Vision Plans
Charrettes
Public Outreach
Design Review
We provide support services in the form of gmphics, design eVClluaiion C1nd
clnCllysis of alternatives, report writing, annexations and grant writing.
distinguishing quanties
Unique qualities of our firm that contribute most to oUr success with municipal
clients are:
I. Civic Solutions Inc. does not contrad with private sedor clients in the
development industry, eliminating any potential conflict of interest or
appearance of impropriety.
2. We use a sophisticated computerized tracking system for cost
containment with municipal contracts providing the administrative and
fiscal capability to provide and manage the proposed services and to
ensure an adequate audit trail.
3. Civic Solutions Inc. has depth in the form of thirty-five professional planners
that have extensive municipal experience at various levels and billing
rates.
4. Everyone in the firm considers working in the public interest to be their
primary focus. We understand what it means to serve the public interest
in the practice of urban planning and design, and perform our work from
that perspedive.
I do" ,,""''' solutions
II 1 /11
5. Our staff have served in various levels of municipal planning agencies,
including county, city and special districts, giving the firm expertise in
such fields as regional planning, design review, urban revitalization, Local
Coastal Programs, housing, environmental. economic development,
hillside development, specific plans and architectural guidelines.
6. We have extensive experience in working with citizen groups, and provide
visioning, facilitation and neighborhood outreach services for our clients.
core values
In working to serve the public interest, the guiding principles of Civic Solutions,
Inc. are:
. To always promote the public interest, work for the betterment or lhe
community, and mointclin the integrity of i'I1e firm.
,. To serve our municipal clients without cOnllict of interest or even tile
appearance of impropriety.
. To provide the highest possible standard of quality in the work we do for
our clients.
. To be responsive to our clients, returning phone calls immediotely and
meeting all deadlines.
,. To do our work efficiently, while keeping the cost of our services
competitive.
III To use the latest "state of the art" technology, computers and work
methods in our work.
These principles are promoted at Civic Solutions, in order to reach our goal of
making the firm a leader in the profession and the best in its field. For additional
information about Civic Solutions, Inc" its projects and staff, please visit the firm's
web site at www.civicsolutions.com. Inquiries regarding the firm's management
policies and practices should be directed to Mr. Thomas G. Merrell, AICP,
Principal. Mr. Merrell can be reached at, (949) 489-1442, or bye-mail at merrell@
civicsolutions.com.
Downtown Solutions Contact: Mark J. Brodeur, FIUD
Director of Urban Revitalization
Tel: 949.489.1442 Fax: 949.240.8068
brodeur@downtownsolutions.com
I do\\ nlo\\ n solotions
/2- 01 1/ '1
, t
,nLU","PL"DO .
r'D15'MU.'lrliL...Il.......Cf.\II''''' . . . ,,-'
l'to:o.."'..~~-..,....,.......,_. I '..
?!.~:~:...~1a ..:~ :':..';~'
:::::=...~==~=;. ~'dToWfl tom";;;
..........,,...t..AI..........~- 20flLJ "'IsIUlll
...., =.........-....,. (........~...
.-----------1
--_._--_._-+._------------~-------_._-------
RfJ)l"CL CO.\lAoU.Jl:(UL 0
IJ'fR(!~ION 1/\'0
RDIOI:/\TU,1. .U~F.'"
'.........,.11'"""..."'''_0<1
''''"o'..r........l,.,...-.T
.-i'-",.._....~-"
,...,-."'.........-
'-i_"'.~_"
;......."..--..-...
..,...,..<1.......................
lOWU."WSlRfT.TO
UlUf)....\-'A"f1()~ 1I1.)(li:
t..lJ""......I...I.......u._...
,.,......... .........- . Ow
C.........-...J...t--4_
'I~".......-,.,n._....._
.....~.,C),....--
,"OR III ,,"un 0
~~:.;;=~:,~~'"
....."'-.,....,...,I.'...s.-w,
.~.-"....
0r.I"'-1.......
CJ bi..,"It 11.0I11...
4...&...."'01;....._..........._1.....
.....1t.1.......................................
.".O'
.....
-~;...."
.io\""',#
~~.'?'Q
.,..""... OlD ,n"',"'"-4:" 0
('"...._'f~;L....~,h...,..... h
................,............""'1<-.
),...../......1;....'100 .....~.""
,..........Jor ,Lo~..""" ...i....
(.....I.""""'-"...~
,............nora......l......n..........
DUI.'IrIi'f.\ )TIONG1K
nnn \Hfl 0
:::~~~:=~::;:
=:::'.,::'~Z
'~pWw__ ...........,.-- <1.......
...l/...~""Iw "",,"J<aI""Io..
..._.........~........o'YI<},......~.
......0/1.......'.......4.....<>1_....
~..""'.........I'
OCl:A.:YJ1RILT[XTItUQ
p.,..Wi....-"'.....;_
.....-.....-.................
:,:=:=;,,"=='~
\...............,.......
~.t.......j..oot..i,""....~.!.,....,..."
.,../0.............."......,....1.....0..'
c:::.J ~ .""...
._..~..-.............----_............._,.._...-......-
~.........-............._,../l""
.r1_D"'................gH,........
downtown specific plan
lompoc, co
To address the issues related to the Old Town Specific Plan (economic vitality,
historic preservation, circulation, infrastructure, parking, and design), the
only proven formula for successful downtown revitalization, the "Main Street
Approach", was utilized. The foundation of this program was preservation: using
those elements of quality that survived as assets in Old Town to build a lasting,
positive physical and emotional image for everyone who uses Old Town. Linked
with organization, promotion, design, and economic restructuring, the Main
Street Approach orchestrated these vital elements to create a blueprint for an
economically vibrant and aesthetically pleasing Old Town. A four-day charrette,
workshops, and extensive community outreach were integral parts of this planning
process. Specific products also included a vision poster articulating the land use
and urban design goals for Old Town; streetscape palette, design guidelines and
development standards; and detailed implementation and funding strategies.
~
!\
.
contact: Arleen T. Pelster, project lead: Mark BrOdeur
'--:: tv P'()nner ( JOSl
::I"c,ne: '-3(;.5 '3 '5.8274
"",ebslt~:_ none _ - --
_.:- " "'~~,.-
..
'. __," 0; . "." __ ~~
I ~~~":""~;''''''''~ . f-\'ij
~"'~~__::2~ -'~~~
-, -
" .. r.
downtown specific plan
galt, co
73 r:( 1/ /
r
A railroad town south of Sacramento, Galt's commercial developments radiated
from the center of town. First, the traditional Downtown next to the railroad lines
running directly through town. Next came the suburban shopping center further
to the east. Finally, new commercial developments were occurring further to
the east. Through a series of stakeholder interviews, town hall type meetings and
outreach to local service clubs, the community outreach on this plan was very
comprehensive.
This regulatory specific plan contains development regulations, design guidelines
and streetscape improvements. The Plan was adopted by the City Council after
12 months of work. The Plan was revised in 1998 by City staff and incorporated by
reference in the Zoning Code.
.
contact: Curt Campion project lead: Mark Brode'..:r
Assistant City Manager (LCS1
phone: 209.366.7100
website: none ._
7Lf 1 /1'1
urban core specific plan
chulo vista, co
Coming on the heels of a series of transit-oriented
General Plan goals and objectives, the Plan sought to
implement urban densities in a historically suburban
setting. The plan process included developing a
popular vision for the area before embarking on the
regulatory heart of the Specific Plan. The plan was
supported by a full traffic study, economic analysis
and extensive outreach process. Several meetings
and workshops were held with an advisory group and
the public. A project website was also incorporated
for additional public input.
The Plan was crafted using 10 Key Principles that
included everything from pedestrian friendliness to
Transit Oriented Development. The most prominent
part of the Plan was the development of a Smart
Code (form-based hybrid) zoning section and
illustrative design guidelines. Each used the district
basis for their formation.
'2---
.~--
..---
.00-.'-
.-
.....-
liThe [vision] posters have become an invaluable tool to help the community as well as
future investors imagine what the Gty's urban core could become."
- Mary Ladiana, Planning Manager
.
contact: Mary Laaiana. P1annlr1g or'el ;.:>rC'jecr 'ead: Mark Brodeur
EnVlronmerrr.1 ',..>rvl(''''' \'\(wnr.er ~RM + DS)
prone: 619.409.5432
_ webslte: www chulavlsla gc:~ _. _ ,__ _ _
75c;f //1
~
11".."..'...;...... .~.
....r
~'l;
i,'. ~.
;0: {'
~\,
.it:
f)
, '1>~
z-J
downtown (orange avenue) specific plan
coronado, co
.......
What does Coronado do to celebrate winning the Year 2000 Best Main Street
Community? It goes out and writes a plan on how to protect this delicate Village
area. Following extensive public outreach involving interviews, workshops, and
image preference surveys, a Specific Plan was created that effectively protects
the valuable historic and economic resources of the Downtown area. Specific and
unique development standards and a set of design standards were developed
to supplement and replace those of the City's Zoning Code. Two major issues
were prohibiting further mixed use and lowering the building height. The Specific
Plan guides future land uses permitted along the length of Orange Avenue to
preserve the quaint commercial character that is a favorite of local residents and
tourists alike. The Design Guidelines are intended to promote a desired level and
intensity of future development that does not overwhelm the street.
Our project has been successful due in large part to the experience and skill of Mr. Mark
Brodeur. Controversial and sensitive planning efforts need to have team leaders who
exude confidence and an ability to dialogue with diverse individuals. That is the primary
reason we selected Mr. Brodeur.
- Tony A. Pena, Community Deveopment Director
contact: Tony Pena. Director of Community project lead: Mark Brodeur
Development (UDS + RRM)
'Jhcne' 619.522.7330
website: www coronado co us/OrangeAve asp
76 ::( /lCf
:.g;:~ .
.,,--.~-
.a.o.;t_.-,.._
:~::-..~~
""rtAfIt\l_",",
"......Il~ --
~J!!d-1!L~~
~
...."-~~
'O'...-oI~
.=,.._......~
.l_.u........
._u-...--,
~~:==:7~=
~I'!!!!!.
....-..............
.~_.....
...-............-._.~....-.
.......c_'-
:=::::-=::=
........----
._--.!(".-.....,
. "- v.- -..-.- \"""
~--
. '" fl......... _.. Wr>
...........
'_l.Mo'-"-._lot_
.~-.
::::::~~..-.'-
:~~
..-...-....-..
~.':-_~~_IlJS~UJ~.L!J~~~ll~!-~JH!!~.~
-....
AlTtlli'l."TI\i( SIlE PlA\i'"
r~ "" Ilod6c
downtown redding specific plan
redding, co
This Specific Plan for the traditional Downtown district in Redding serves to
implement the General Plan. By enhancing pedestrian orientation, and improving
parking and circulation, this plan aimed at encouraging private investment in the
Downtown area. A major feature of the plan was dealing with the disposition of
the aging indoor Downtown Mall. Built in the 1970's, thrift stores and government
office uses dominated the occupancies. To make matters worse, unlike most
cities, which simply closed their Main Streets to traffic, Redding took that one step
further and actually enclosed the Mall with a roof.
The final Plan proposed bold, significant changes to this outdated structure. As
controversial as the proposals seemed, the City Council backed the Plan knowing
it had to do so to save the Downtown from further economic decline.
Plan features include specific district zoning regulations, sign overlays and a
specific implementation program for the eventual demolition and replacement
of the Mall.
"The Specific Plan is comprehensive, understandable, and lays the foundation of
transforming our downtown through a number of policies geared to enhancing pedestrian
orientation, improving the physical appearance of the area, and stimulating investment in
downtown." - Michael Warren, City Manager
.
ccntact: Larrv ''''orgon. Senior Redevelop- projecllead: Mark Brodeur
rn.=-r i ;:-r'~lect Coordinator (UDS)
~ ~Gr~ -:1) ~..':: 4393
webslte: .......0; c, reddlng co us/em/renovations hIm
~ ---- ~--- - -- -
71'1 11'1
.. .
old town specific plan
temeculo, co
The City of Temecula adopted a specific plan for the Old Town area in order to
help guide revitalization efforts and to provide a firm basis for planning future
redevelopment. The specific plan brings together general plan policies, a land
use plan, design plans and guidelines, zoning standards, environmental sensitivity,
infrastructure and circulation needs, and long-term economic development
strategies to capitalize on the area's unique strengths. "How to" illustrative
drawings were prepared to demonstrate acceptable ways to implement the
"Old West" architectural theme. Special streetscape designs were also prepared
which reinforce this unique architectural theme.
1995 Outstanding Specific Planning Project, APA, Inland Empire Section
1993 Award of Distinction, Inland Empire Design Institute
.
ccntact: Gary Thorrrl!l. project lead: Mcrk Brcde\.:r
ASSl51rwr ,::'t'l 'N-:r/-:qer (LieS)
::::rcre: '):1.:C6.:':':C
website: www c t'lcftemec,~lc cro/c.t'lhaIl/CammDevDlvlslon/PlannlnqIOTsp",clf:s:Plan.ttm_. __
- www ,,,nn "nrlOv-/livnhlp/morlfll hlm#nlrl
Allowable
Building Types
Terraced
(.~~
~~~';
.~~~)//
Podium
//'0~
h:'~/..b"l
.~~>~/~
"~t-.t~;~ '
Full Btock Liner
....-::;"......
/.;"" -'."
,,~, /<;;/.-;J'
...w)""
Half Block Liner
''',
~v>
'~/
Qwrtcr Block!
Infill Lot
<0
~?Y'
18 1/ICJ
Allowable Sign Types for Non-Rc.~ldcntlal
_ J , ,".~
\A r~~TT1)I~UJ'U!
QII
" -. i
\~ J
..'~
Under Canopy Projecting
~~~
LJ:J ~ --
Allowable Parking Types (Preferred Types In Bold)
town center planned development zone regulations
yorbo linda, co
For over 15 years, the residents of Yorba Linda knew they wanted something
better for their sleepy town center. After several false starts, the community finally
coalesced behind a graphic vision plan.
Once the vision was in place, the City needed the necessary zoning and
design regulations to implement the atmosphere residents saw in the vision. The
consultant selected would need to be sensitive to the design nuances of what
makes a downtown pedestrian environment work.
Downtown Solutions prepared a visually appealing Smart Code (form-based
hybrid) for the Town Center. By taking the key vision sites and preparing the
regulations that were more form based, the solution was a series of easily
understood regulations that guide future intensity and building design.
Planning Commissioners and City Council members alike praised the final product.
Cited for its ease of use and downtown sensitivity, the plan was unanimously
supported by both bodies.
"[The format of the Downtown Solutions document] allows the City a maximum of
flexibility, within a context that allows the City to work with a variety of developers,
but which still meets the City's needs in terms of use compatibility, regulations, and the
vitalization of the City's downtown."
- Patricia Haley, Community Development Director
.
contact: Patricia Haley. Retired Community project lead: Mark Brodeur
Development Director (OSl
phone: 714.961.7130
website: www CI yarba,hnda co us/ gavernmenf/lowncenfer/lawncenter ph~.
79 ~ IJcr
lo.._
downtown roseville specific plan
roseville, co
Over the last decade, Roseville community leaders have been committed to
fostering a dynamic, pedestrian-friendly, mixed-use city center with the revision
of the City's General Plan, the initiation and completion of several public projects,
and the creation of a Downtown vision plan. The purpose of the Downtown
Vernon Street and Historic Old Town Specific Plan is to make the City's vision for
the area concrete by developing an economically and environmentally sound,
practical, and easy-to-follow regulatory framework.
Downtown Solutions is currently working with City officials, a citizen steering
committee, and the public to create a Specific Plan that incorporates our
proprietary downtowncode, private and public design guidelines, implementation
strategies, and environmental documentation. The downtowncode approach,
which blends Euclidean zoning, form-based zoning, municipal (non-zoning)
ordinances, and Smart Code regulations in a graphics-heavy format, recognizes
that Downtown Roseville is a distinct place and, therefore, should have distinct
regulations. Plan strategies are supported by economic, transportation, and
environmental analyses.
.
contact: Kevin Payne. Assistant Director time frame: June 2006 -
Roseville P'c:nnlr'(~, KI-'CP'VI-',ncmp.r'f )resent
phone: 916.774.52.:50
webslte: wwwrosevdle:::: _::;:'c~~ ~8':~Z. e-'c;:-'&C~ -
go ,111/
~~.'
.~. - . --"
aUILQI~Hi::I..~!!.(l-"- A
BUILDING-I O,nON B
BUILDING-I O'TION 9
_.~ J:~~IJ ,~",'.a.:;
~U.-!J""'''''I'':.o..jo..U
-II,ltl'..:lo~
...". ,t." .....~......... ......~
....,....~..tlol.'
~..~ I~..t...._~
....ra....... ~l""" ..........
.~C.~I...,.,lll-...VUol
,. ~~ ':f-;,: .._ ;.,.,
....-
~"]
r~
Xo.ro:-:':;
downtown design guidelines
blythe, co
'--
As with many downtowns across the country, the fortunes of Downtown Blythe
began to falter in the 1970s when commerce shifted to areas near the recently
completed Interstate 10. The City showed a commitment to revitalizing the
Downtown when they initiated both a beautification effort along a critical street
and the development of design guidelines. A survey of community members and
regular communication with City staff and elected officials helped establish a
design strategy for the area. Since the Downtown already contained a number
of historic structures, the guidelines focused on preserving these buildings and
ensuring that new construction enhanced the existing "Main Street" fabric. The
guidelines were heavily illustrated and followed a simple, easy-to-follow format to
meet the needs of a diverse group of users.
.
contact: Councilmemeber Charles Groixe project lead: Ivlark Brodeur
phone: 760.922.0251 (RRM)
'Neb' Ie: 'ne
9} ~ 'l~
downtown design guidelines
eureka, co
The City of Eureka, called the "Victorian Seaport", is blessed with natural beauty
and historic architecture. The City wanted to ensure that new structures, changes,
and additions maintained the integrity of the 50 block historic waterfront, Old
Town, and Downtown area. City staff, the Eureka Main Street Program, the
Eureka Heritage Society, local merchants, and architects contributed to the
creation of the guidelines and reviewed drafts. The finished guidelines addressed
architecture, site planning, signs, streetscape, and developed an easy-to-follow
glossary to assist those with less background in architecture and design.
'r;('i1J! ; q:i ::::.~;:.-::::.
ii:' J~"~ AI ~--.
! !.: tt" ,: ,:;-;'::::;-'
..-- ljl~ " _ ,ihI;)~
_._".._~!IV, i,llliJ"i '1 ::;:-:=~-
~:::~_.,: :,L r.j~p,_:;;<'\
.4.} ,.-
---. y;-..' ,,"
k
._",.r"""
.
contact: Larry Mintier. J.Laurence. ere-lee! lead: Mark Brodeur
Mintier and Associates (UDS)
phone: 016 440 0522
website: none
- ----
81- ~ //1
.1:
:.:.-:-=s-.
l~ ~-:or_~ :-il:
~
_ :a-..::.o:z- {-~ J.....;.--
C--i'''lr~~~-
=--:::u::=~
l;;. , _rzi'--~J- ,
,
,
~. _~!.REET-Sq
citywide design standards and guidelines
henderson, nv
The City of Henderson created citywide design standards and guidelines to ensure
that the area's rapid growth would not cause lower quality development. The
standards and guidelines possessed a strong public participation component,
which included a survey designed to assess local values and discussion with a
committee of architects and builders. One product from this process was a poster
of images that illustrated community preferences. The standards focused on
problematic uses such as service stations, drive-through businesses, hotel casinos,
and franchise architecture. The guidelines supplemented the zoning standards
and encouraged innovative design that relied on strong architectural and urban
design principles. Streetscape furniture, median, and parkway design concepts
also integrated xeriscaping to accommodate local climatic conditions.
.
contact: Mary Kay Peck. Communily project lead: Mark Brodeur
Development Director (UDS)
phone: ~02.::')7.1500
websile: none
8311/ i
uptown sedona design guidelines
sedono, oz
For more than a half-century, filmmakers, tourists, recreation enthusiasts, retirees,
and artists have flocked to Sedona for the staggering natural beauty and mild
climate. The Uptown area, located at the crossroads of State Highways 89A and
179, is the historic center of the City. The built environment is strongly influenced
by local red rock material, Territorial style architecture, and other southwestern
design elements. The distinct historic character of Uptown strongly contributes to
the City's primary image.
Therefore, the City and the public sought a design guidelines manual that would
ensure that new development and renovation within Uptown was compatible
with the existing historic fabric and contributed to a high standard of design
quality.
In addition to the design guidelines, the City requested a study of on-street
parking and how it affected pedestrian safety. Mr. Brodeur made several
recommendations, ultimately leading to the crosswalk design project. Since the
thoroughfare is a State Highway, the Arizona Department of Transportation had
to sign off on the design. The plans were approved and the City moved forward
with construction.
.
contact: Lisa Henderson. State Coordinator oroject lead: ,'-'ark i3rodeur
Arizona Main Slreet \..,CS~
phone: 602.771.1134
website: none
-----
2lt~ f(CJ
freeway corridor specific plan - design guidelines
yucaipa, co
Like many other communities in Southern California's Inland Empire, Yucaipa has
experienced steep growth in home construction over the last decade. The City
of Yucaipa has recently promoted new commercial development to serve this
growing residential population. In particular, the City began preparation of a
specific plan for 1,200 acres of property adjacent to busy Interstate 10, which
offered the opportunity for a mix of commercial and residential uses.
Downtown Solutions worked with a citizen advisory committee to provide
design guidance for new development in the Freeway Corridor Specific Plan
area. Products included design guidelines for single-family residential. multi-
family residential. and commercial uses and a design workbook that illustrated
preferred architectural and site planning details. The guidelines and workbook
emphasized Yucaipa's rural. agricultural heritage and sought to communicate
the appropriate design character with images rather than words. City officials
and committee members enthusiastically received both documents, which are
expected to be approved in Spring 2006.
.
contact: John McMains. project lead: Mark Brodeur
Community Development Director (OS)
phone: 909.797.2489 ext.23 1
website: www yucaipa org/commlsslonsCammmilteesRda/SpeClfcPlanAdvlsloryCammlltee php
hemet downtown vision
hemet, co
85 O;j J/1
Hemet's 2005-2006 General Plan Update has come at an important juncture
for the city. Over the past decade, the city had suddenly shifted from a small
agricultural and retirement town to a family-oriented bedroom community. The
next ten to twenty years - the timeframe for the update - possessed the potential
for even more dramatic changes. The City's General Plan, which serves as the
controlling document for planning in California municipalities, would need to
tackle thorny traffic, economic development. housing, and quality of life issues.
As part of the update, the City determined that Downtown Hemet. which serves
as the heart of the community, required special attention within the General Plan.
Officials wanted to retain Downtown's small town atmosphere while providing
residents and visitors with a vibrant place to work, shop, play, and live. Downtown
Solutions has worked with elected officials, staff, and the community to develop
an illustrated vision for the area. Two downtown workshops, including one with
the City Council. have engaged the public in discussions about preferred uses
and design of public spaces. Updating the General Plan is expected to last
through 2006.
II
:or t.::c~: ~;chcrc .~.;1c~yc:ek project lead: Mark Brodeur
Planninq Director (OS)
:Jhone: 951.7 65.2375
website: www hpm",f'y,n8rn1oln" "'"
,&G ~t Jr1
:.;-~~!'
~~}!:~j
r~ j
" j
llll;
, ~ ~ D'C!NOO
'it 1;t1UVlnll ~ ~
. ~ ~lln E..4t ;~'~~:1_
:<:",,>-,' .,.: -. '~iir=rl;-r;.p'~ l~~'~W.iif,a;:~~~-. ,.:-' T
~::.:~i~~~ :d~ITF '! c. -" '~.,~' ..,! .. -. .' ",,' :,-.>
, - ~.\.
)Y(\IorlJll' Sh-.:I. 'cd+'i! ~'h !,....~~"(,t Sl1:.:
:~ ,I Sl.~t:l. ';w.i'9 J'O' 11 ~l.I ^',ui.. ~r''''II:
l"U:,.S"~"<lI. ;..-ci.~r"J lI'Jl'...o fOl.l!t. S."ll'el
downtown.santa ana vision plan
santa ana, co
Mark Brodeur collaborated with senior City staff for this Downtown Vision Poster
for the City of Santa Ana. The planning process behind this urban design and
land use effort consisted of an extensive review of valuable, but unimplemented
Downtown studies over the past fifteen years. The Poster's goal was to reveal the
solid recommendations behind these past planning efforts and bring them to
bear in one comprehensive development concept.
.. -
The purpose of the project was two-fold. The poster was used primarily as a
marketing tool to create enthusiasm among Downtown investors and City
officials, and to stimulate development and redevelopment in Santa Ana's
Downtown Core. The second function of this product was a comprehensive tool
for the future direction of Downtown Santa Ana. The final product illustrates a
clear vision of Downtown's anticipated future and indicates specific goals and
improvements and how they will be implemented.
The Vision Poster illustrates diffused mixed-use, live/work units, artistic and cultural
uses, festive retail environments, regional transportation features, regional
government, and enlivened urban intensity while protecting the historic traditions
of this County seat. The reverse side of the poster incorporates marketing language
as well as key planning language discussing how the poster will be used as a tool
to implement the General Plan.
2003 Honorable Mention, APA, Orange County Section
.
contact: Cynthia Nelson, project lead: Mark Brodeur
Former Redevelopment Agency Director (RRM)
Nexus Development Company
phone: 714.546.5600
g1 , /I,
* ENCINITi\S, CALIFORNIA *
......
'--
In 1988, a group of motivated
business owners decided to
breathe some life back into
their downtown. They formed
the Downtown Encinitas
Merchants' Association,
planned street fairs, and raised
funds for improvements. Later
that year, the group applied and
was accepted into the California
Main Street Program. After
changing its name to the
Down- tOwn Encinitas
MainStreet Association, which
retained its acronym, DEMA,
the organization quickly went
to work building stronger con-
nections among stakeholders,
offering f~ade improvement
grants, creating a streetscape
improve- ment plan, and pro-
viding an array of initiatives
...D ";1 \,N ST'=lEET NEWS N9207 MAY 2004
L' . , .-
ij--- E.
,p..,.,:" . _ _ Cllt(, J
~, ",~ 's..
(. ~~ .....
~,( fj :~. ' . .(.. ..
r , ,/__1 ~.'" I
%I "..,'
~ " - ,. " ".
...... l. .~i,~- ,.-.'~'.l'
""~ ~, ;'. ,.',
. ' I ... I' j' ,. .'
...,.... ~' - .
, ,"','V. ,,,,' ,"
'lfr .
An icon for visitors and residents alike, the "Encinitas" sign, which hung over
Highway 101 from 1928 to 1937, was returned to its perch in 2001, restoring
a powerful symbol of the town's identity.
and special events that turned
the once faded town into a
vibrant arts center.
"I have lived here for more
than 25 years and remember
downtown Encinitas as a place
to drive through," says Barbara
Cobb of the Cardiff-by-the-Sea
Town Council. "Now it is
a destination."
Downtown Enciniras has
seen tremendous growth in
the last decade. It has gained
67 businesses, slashed 30
percent (and higher) vacancy
rates to zero, created 355 net
new jobs, and helped realize
almost 70 public and private
projects totaling $23 million
in improvements.
Another sign of the town's
revitalization is, well, a sign.
A sign that read "Encinitas"
was mounted over Highway
101 in 1928 and immediately
became an icon for visitors
and residents alike. When the
highway was widened, the sign
was taken down, taking with it
a part of the town's identity.
DEMA lobbied the city for
funds to refurbish the sign,
and it was returned to the span
over the highway in 200 I.
DEMA secured the rights
to this famous emblem for
merchandise branding and
helped turn it into a powerful
branding campaign for all
the coastal communities along
Highway 101, which was
designated a historic route in
1998. Encinitas also teamed
up with its neighbor,
Oceanside, and created the
Highway 101 Association to
promote local cultural and
historic assets and drive busi-
ness to the coastal towns. As a
result, San Diego County allo-
cated $80,000 in grant money
to help promote the area.
The Highway 101 brand
reHects the community's dedica-
tion to its history and unique-
ness. DEMA has been adamant
in its determination nor to
turn Encinitas into something
it is not. Preserving character
and authenticity has been as
much a revitalization goal as
business development.
"Ir is about putting
community spirit first," says
Peder Norby, DEMA's executive
director. "And letting economic
prosperity mold itself around
that spirit, instead of the other
way around."
DEMA has successfully
harnessed the community's
artistic spirit to develop a well-
known arts niche. Local artists
approached DEMA in 1998 to
find a space for artists ro work
and display their pieces. They
realized their dreams and
occupied a once-vacant store-
fronc. After holding events
during the spring and summer,
101 Arts Colony needed room
it became less of a gallery and
more of a pillar of the commu-
nity. The arts group has relo-
cated downtown and now
holds events all year, from art
shows to poetry readings to
perf(}rmances. DEMA and the
arts group have worked as a
team to further promote this
strong arts image with art-
related events and programs.
The Arts Alive banner
program, which adorns light
posts with original works of
art, has expanded into orher
coastal towns and features an
auction when the artworks are
taken down to compensate the
artists and raise funds for 101
Arts Colony. One of its special
events, the Art of Dessert,
has become a way to connect
members of the community f{}r
one event. This "Indulgence of
the Culinary and Visual Arts"
matches an artist with a
restaurant to feature cooking
gg ~ 11'1
and arts demonstrations, dessert
samplings, and art showcases in
addition to live mLl<;ic.
Unlike other California towns
along Highway 10 I, Encinitas
retains its classic beach town
look and feel. Instead of recre-
ating itself like some of its
neighbors, it refused to sacrifice
revitalization for new develop-
ment. It also retains many of
its historic buildings, including
La Paloma Theater, an 1883
school house, and an early
motor lodge.
To help these treasures
stand out, DEMA has created
a fa~ade improvement program
that offers rebates and works
to demystify the construction
permirting process and build
better relationships between area
merchants and the city.
Applicants can receive up to
$2,000 for fa~ade improve-
ments and up to $1,000 back
for contracting the services of
design or architectural profes-
sionals. So far, 45 business
owners have taken advantage
of this program, investing more
than $84 million in improve-
ments to accentuate Encinitas'
buildings and personality.
One of DEMA's most
importal1C building projects,
however, didn't involve a his-
toric structure but instead a
critical public institution that
had outgrown its current loca-
tion. When faced with the
possibility of building a new
library at its original site or
moving it to a residential
neighborhood, DEMA led
the fight to keep the facility
downtown. A special committee,
authorized by the board of
directors, employed the help
of political consultants and
initiated a grassroors campaign
to rally the support of the
community. The committee's
advocacy efforts, much of it
going door-to-door, proved
highly effective as 64 percent
of the community voted to keep
the library in the civic core.
Right now, an $11 million,
25,000 square foot "green"
Clockwise from top left: (1) A S5.7 million streetscape project. along with 45 storefront fa~de grants, has turned
downtown Endnitas Into a thriving shopping district once again; (2) the "Boathouses," once ridiculed by the local
paper, are today the most revered and photographed of all of Endnitas' preserved architecture; (3) citizens voted
down a proposition to move the library out of the downtown; (4) once a downtown eyesore, this award-winning,
mixed-use building now houses offices and apartments, while retaining its core use as an automotive repair facility.
II
M"I... ST~EETN~WS NQ207 YlA(2004
r~~p~~~~:~'.~~:c.t~:. .
COMMERCIAL, 9~Cf ~fZf; , w:-..............~...._14 ~quafe blocks
I "e'. >>, ~..1;." .'
i CLOSEST ~qroUTAN AREA: .___...;.....'..~~an Piego (30 miles)
I BUDGET; ,....::}-~ ':3; ~___~___"':_,...~,..$360:000
I WEBSITE: ...................~._..__._....__.__..____._.www.encinitas101.com
Encinitas has worked hard to
maintain its identity as a classic
California beach town. Here
100 classic woodie automobiles
cruise Historic Highway 101
in a motorcade organized by
Downtown Encinitas Main
Street.
building, with grand ocean
views, is under construction.
The Downtown Encinitas
Streetscape Project is another
effort to lure the community
to the heart of downtown. This
project was envisioned in the
Downtown Encinitas Specific
Plan adopted by the city. DEMA
dedicated itself to soliciting
the input of stakeholders to
devise the plan. The first phase
of the streetscape project was
completed in 2002 and
improved traffic flow, created
a more pedestrian-oriented
environment, decorated now-
wider sidewalks with mosaics,
dressed up trash receptacles,
installed lampposts, and pro-
vided landscaping. The $5.7
million project was a major
undertaking that dug up side-
walks and created detours for
weeks. Despite the disruption,
many businesses reported
increased sales during that
time and have reported strong
post-construction sales and
foot traffic increases. County
sales tax revenues show a 20
percent increase for the area
during the last twO quarters
of 2002 and the first two
quarters of 2003!
As local business owners
Leo and Julie Macaluso say:
"Being on the coast has one
disadvantage-the radius you
have to draw from...it's only
a half circle. But DEMA makes
it a full circle."
...
__ MAIN STREET f-lE-;;S NQ 207 'VI'\( 2004
Cfo ~ HI
CALIFORNIA CHAPTER or THE AMERICAN PLt\cNNKNG ASSOClATrON
lie
JHIUARY. :=EElRUARV lOOS
anner
Debunking Time
12 Myths About
Downtown
111 Mrri ~ FIIJO
Successful downtown~ .;ue distinctive and
impulsi\.e, en.loticnal., or copied from other
successlu[ downtowns luve very limited
application.
Myth #1: \.Vltllt \lVe Need lli a. Film
Festival
Some d.owntown advocates take the
Silver Bullet :r.pproach to revitalization.
The,'lnse iut el1tit:e revit:rliza,tiOll effort on
. Eroding a department
store, b:I~ebill team,
library, ur major event
like a film testivaI.. This
re'vitali-zatiqns are the result approa.ch is 1. house of
cards becll.u~e if th,lt one
thiag doesn't come
dGwn.tQwn, the rest of
c()mmunity, city governmmt, the pLm doem't work.
Ul11que.
Still, nuny communities seeking to
improve their downtowm hold 11 set of
beliefs about problems ilnd solutions which
may - or may not - be consistent with the
way their specific downtowns function.
One dozetl myths abou.t down town
redevelopment are so persistent that they
regul1ll"ly re~peu. By
examilling them, it's The most stlccessfid
possible to ~:ret ou.t
what C~l.l he truly
useful in downtown
devdoptnent.
Moroovcr. it'~ possible
to discem that
appl"Oltches to
revitiliz::tt!Oll. ({tat ace and local clevelopel:';.
of partnerships between the
((}lltim.!<.J 011 pugl! 4
~71 1 1/1
CAlIJ;ORNIA
CHAPTER
De&uilkiftg ntttt!
wntirllltdFom I'{jg~ t
Many con'tmtmiuelt h.av~ proven this m~t1:h by :lctud1y
<l.l1:racting the film f.~.tivd or department store :lnd. then
thinking tlut t11.ei.c c:evtUlizatton work walt dOlle. TIleY w1.ited
fot" .cuiwmefli:uui ltlVe$ton. to return. And they waited fur
customerlt and [uvelttOfi 00 return. And they wilited.
fJnrortUlutety, melie communities discovered tfur
attracti.ng one au,jof Uief doelt not resltlt in renew~cf &.KVtttawn
vitality. [nstea.d, dIe t~i~on to be learned is tna.t a Silyer Bullet
only works whol. it'~ in .co[~unctiol1 with economic. d.eltigll, and
other protnotion..d .c1eiuent" to support revita1izaxwll.
Mydt $2: Zatte t&t Vertical M~d U;e
Think. of thilt :I.:>> Silver 8uUet, Paft Deux. [t'S.1
revitali.za.t:wn str:ltegy ba.sed on the norion that one tvpe of bnd
use solves every tiling.
Due in put to Cilifomia's nousmg sboctage, new urbatUftts
think that mixed use ii the new panacea. Mixed us.; can be
good for :l downtown if it im't [arced into a....eas where it m~y
ha.ve never been [u:;torlClUy.
A downtOWll without
mixed use is not
~)redet:ermined lU the. There
are ~even.t succe;;lll:ul
dow(ltOWW; wahol!( mixed
Llse 'loning ia ?1:Lc.~. TIli;;
occurs [)rimaruy whet~ (here
is ;;ingle-stOll' l'eta.i1.on M:l.lfl
Street, <lnd hou:>>ttl,g i;; in dose
[)l'Ol:imity. Typtcilly. (f
residenti<l1 w.es ue ~1(}\~ed.
dose to Ma.in Street, then
introducing vertkal mixed us':;
for the sake of nm>tugu z:a.n
be ;I controverltial tarced
ct!:c)rt. What's Q'lticu i:i to
h,lve a local feS{.dell.tt~l
populace Withlll willciug
disunce, sa.y t'iflrltitl roor Of five blocks.
---- "
~~'*~.~;:~~~~..
t ... '
Myth ~J: Get:l 'I"hetne
The OiSlleyuc',l-t.on approach to downtown revitalizuion is
rarely successfu1. Downtowns are a reflection of:l community's
past. and the 1'b1: ,:m hoe transla.ted into ,! nriety of
afchitectura! huii&ing styles. People consistently l-erucn t'O wba.t's
fea.1, to :J.rel.~ with I. ~l"Se of place and scale, not ~m:!tic
.hopping cetl.ter~ lNidl. tta[l{;hises and plastic si.gn:s ~l~cted aoa
Gnished mm etg{tt-m,Om:h .construction spa.n.
Of L"OUl'ie, d.3waluwu men:hants sonletime~ eqU3.te the
economic ~ucc~s oOf :>uh'.I.rl>:ltl m,dIs and ItrelttVle cente("~ wid,
themltic ,m:hit-ectl!l'e~..nd consistent sign pro~nmii. Tbey
beli.eve tiut if ~ pUt.'\: hl~ order and control, dren. :Ill tItey lli..~ad.
do to ~it bcJ.dc. ~fi\f re:p th~ beneti.ts.
lwo not:l,bte oowntowns have used the ({-tetne .1{splU;iCh
successfully. t"d bodt ue principally touriststOf:ls. One is
Solv<1ng, CIlifom.!tL, Jl..1!d the other is Leaven,wa€th, \V<tswng,toll.
,0 ,iP.-I Cali/omit/. PI""'M'
One is Bavarian. and the other is Danish. It has to be the
pastry!
Myth #4: Parking is the Pioblem
Every downtown likes to blame its woes on parking.
Frequently, people perceive that there is a parking problem
if they cannot park directly in front or behind the ,lcrual
business that they ,ire visiting. Often, the supply of parking in
downtown i:i adequate; yet, the directional sigm\g>.: to the
parking is non-existent. In those instances, i( is only the smrt'iest
of residents who know where the best parking spots ,we.
This circumstance surely makes the case r01 better
downtown parking management, comistent demo s!gnage, and
enforcement: of parking regulations. It's almost ne~:"ei" about more
spaces.
Myth :IiS: i\lJ.cDonald's 'Will Rujn Our (blrontnes.;
Thir. atdtude is another version of DCN,.,;d '(:'. Goliath: if we
keep Goliath out, we'll be fine!
Turns ,':om {hut (Iuite the
contrary is aue.
Franchise businesses
weigh cheit locu{ion selec'cions
very Care!llny bcl~)re
. " '1""1,
COmfftHnng [0 an ,Hea. l!'.c
fad that a n:purable !T',mchise
wams to make its home in
YOllr dmyntown should be
viewed as a very positive
economic indicator. vVhat VOl\!
downtO\1f11 has to do \5 make
sure that the fnmchise
storefront fits liVith the
architectural character of its
location. 'Yoll certainly don"[
wane your downtown
transformed into a row of
gaudy plastic signs, talse mansard roofs, and illuminated blue
awnings. You have the right to control it.
So how does a downtown stay true to its unique cnaracter,
retain local business, and be successful?
Downtown Coronado, California is a National Main Street
"Best Downtown." It has adopted zoning reguhltions limiting
the number of franchise establishments allowed in its
downtown. Coronado's approach was to allow enough tranchises
to show a healthy economic picture, but not so many as to
homogenize the flavor of local entrepreneurial establishments
Coronado 'ldopted design guidelines and standards that
essentially prohibit the corporate took of chain stores.
Myth #6: Everyone Should Open During the Same Houts
During the last ten years, downtowns across the country
. have attempted to standardize the hours of operation kept by
retailers. Think about it for a min-ute.
c:Ol7ti/lllfd Oil pug,: 8
qz,- ~ lIe;
CALIFORNIA
CHAPTER
D~hunldng nma
ShouW the children's toy store ~tay open <110 late as the
Starbuc~? Or aii late as the local tavern? Thilt is the "Let'ii-
Pret~nd-We'ce-a-MaU" approach.
Gi\'en the independent nature of focal ousineslt owners at'
welt as the COltCS invulved in "taring open late, this approach
has failed repeatedly.
Recognizing that a singte see or uniform business hours is
dimcuh to achieve, and possibly not advantageous to the
district'!; retailer!; as a whole, the most
successful eHons <lre promoting
"cuswm~r-drivei1" bUlOines. hours. With
this apP(o;lch, l'etail busine~re:> stay open
late onc evening per week.. Once
cusil:omers get comfor[3b[e with those
hours, expand the hours later on other
nightS. Uniform retail hourll are
impossible to achieve in a downtown
seirtng. Instead, cllstomer-driven hours,
kept and coordinated by ousineises that
can share cusmmers, ate the secret w
suc:.:eaS.
Myrh:,j1: Competition i~ Bad for Bmine:;s
This is rtle "Head-Io-The-Sand" plan ror revitalization; a
Oecter .lpproach would be "Head-!o-Head."
The most ~ucce5:;ful commercial discricts have compatible
bus~nes5e5 located side by side ill con1ien!en~ dusters, proving
that groupings or wmpatible merchants Clre actually good tor
husine:;:;.
Rather than providing dangerous competition, retail
dustering expands and magnifies the focused audience that
retailers want to draw. This occurs because convenience and
<fane()o' anract cllstomers.
Prime examples of slIccessful downtown retail dusters
indude the Jft galleries clustered in Laguna Beach or Palm
Springs, offbeat clothing boutiques on rVlelrose in Los Angeles,
a~d antique shops in Pomona, Calitornia.
l\'1yth ,:18: Bright;er iii Better
'Vhile an unsate downtown is bad for business. making
streets as bright as a prison yard is certainly not the answer
either. There is a fine line between ?roviding an adequate
,101ount of light and giving the appearance of solving a crime
problem.
The approach to lighting public spaces has to consider two
elemems.
First, lighting sources must be varied. Simply providing
streetlights is not enough, and streetlights alone are often not
attractive to pedestrians. The warmest type of light is reHected
offbuitding surfaces. This light is more sensual and avoids
overly bright hot spots. Look tor alternative light sources such
as storefronts, bollards. and architectural wall wash lighting.
Second, the brightness and color of the light must be
correctly matched to the public space. Super bright streetlights
with a yellow tinge make pedestrians cringe and give otf the
wrong message about a place.
e /1/H C,t/{/orni,! 1'1",/(/,,,,
c:allf;lll1i:d'/rom /,(!l(t: .f.
Myth ft:9: Dowllrowtt wm Re-emcrge as; the Comt\tnnity'~
Retail Heart
[e ill ti.me we aU start admitting due for most dQ\Kfl1tOWtllO,
reesta~lillhing or becoming th.e retail heart of the community is
unattamable. Once the malls opetled and then the biQ' box
CostCOIt and Walmart; moved in, the game waG pre; much
over for most small independent retailers who sold si~nilar O'oods
and didn't offer extraordina.rv service t3
, .
Some downtown organizatiolts ilre
just too stubborn; they refuse ta lice the
writing on the walt. The tact i~ that
unles; the small, independent downtown
retailer otters unique product lines: or
superior customer r.ervice, the big retailers
maintain a huge price point advantage.
While we all like to chink we "buy
downtown," we still go to K-~.lart to buy
anti-freeze tor our car.
Americans love our big boxes. They
give Ult discounted prices, easy parking.
and endless retail choices. Making
matters worse is th<1t many of us are now shopping online.
Turning our downtowns into culturaVentertainment or
specialty retail areas will dominate the restructuring of our inner
cities, and create a truly thriving Jestination for communities,
Abo, housing in and around an urban center has suddenly
become vogue. Empty nesters, young urban protessi()nll::;, and
two-income couples will stabil.ize the market rlJr downtowns,
Inner cities that C<iter to this market segmem can provide
entertainment, government, specialty retail, culture imd
restaurants that are i.nteresting imd upbeat.
Myth #10: Oesign Controls Scare Developer:; Off
Pure nonsense. In fact. quality devdopers prefer to do
business in communities that denund quality projects. By using
design t.;uiddines, they know their investment will be protected.
Developers do not want to create ,l beautiful building design if
they suspect that the V<I.cant lot next door is going to be an
architectur-al i!trocity.
The most successflll revitalizations are the result of
p,trtnerships between the commuuity, city government, and tocal
developers. These partnerships can be highly successfut in
providing a quality project tor the community and an
ecanomically successful project for the developer. The essentia[
ingredient for maki.ng the p:J.rttlcrship work is attitude. l\U
parties in the partnership must agree to coopera.te, sn tha.t:l. '
mutually beneticial project derives from ill the hard work.
Myth #11: Doo't Do Anything Until We Have a Market Study
\Vhile tltiii m~tth presumes "A Technical Study Will Protect
Us," it's more 1i.~ ;l CYA apilt'oach. [nlltead of first perf o Cll.1.i.ng
a nurket sl'U.dy. downtown stakeholders should envislml w(U,t
types of uses th(~5' Wil.nt. This serves tWO purposes. ['test, ex
cOlltimxc! Olf page 9
AMERICAN J.lLANNING ASSOCIATION
Dahunking Time
...
shortens the list of potenci:r.! targets rhe
cconolnist wtH iti:t1dy, an.d. it aho :lvaidlO
ha.ving the eCOnOi\'1l.t report to the
downtown a..socia.tion tlta.t a. CO&tw.
HOtue Depot, or auto dell1erihip lOhows
real promise in dowlltown. Yikeit!
Keep in mind thilt it is the mix of
retail uses that is most tmpon::mt In.
making a. downtown successful All
~<:onomilit Cllll rarely pinpoint the actu<J.1
uses that are specitkilly needed fl.lr a
~uccessfu1
downtown
district. \Vhat: an
economist does is
tcport the market
segments that
;.:ould be fulfiUed
within the city
lirnits. The
~conomist can
,;ugge~t bu~iness
:;ector~ dut are
';,lturated, neutral, or needed. So, tlgure
(}ut what mix of use~ you w;mt in \'{lur
JOWtltOWfl, imd tne!l hire an eCOl:H~mi:ir
to ;1~ccrr;lin if the milrket wilt SUppOrf
rhat mix.
Myth 1#12: Downtown Need~ Dri\re-Rv
T mffic .
This l:i the largest myth Out there! It
presume~ tlur the more ew. [ha.t drive by
;i busiLH~~!;, the better retail ~ate~ <lee. Thi~
i~ the higll\V'ay ~trip approach to
downtown revit:tlizati(JU. ThE:> premise is
p,lrtiaUy true but for only a. few setect
market sectors, Sltch ~ts ~ot1Veniellce
stores or gas stations.
What is import,lnt is w ha.ve cars
that have downtown as thcir destin-a.tion,
not a place they drive t!:trough to get to
another place. Pcdcstri~1-tiiendl V
downtown:> need .
wJ.lkabte, human-scale
streets, with easy
pa.rking, not tw~-l;Ute
mini highwllYs.
Coundess cities
ltcross the United St<!tes
h<1.ve state highw<l.Ys
running through the
he"l't of their
downtowns. In ffiQst
places, the highw:f.Y
C'7ih<i;lI!i.sd..ti<(}itt lJ.J3Y 8
commercial U.~i chiLi: oftgun.lly klCiLtell
along the itate hi.gltway h~ue rdoc:tte-d.
ow::;ide of down,towa.
Add im CdlldulilOtl . . .
Mythi <Ire exa.edy th<l.t - mythii -
<l11d are not re-.lt ;;olutu.m!;. A. cLtUahorltlve
:io!utwn between p1a.uner:>, d.e!tignerl>, d,e
commulti~/, ,md. public agencr J.eCt~i.on-
makers i~ the ~UlSwer w .. commUllil:Y\
tleeds. CammwlicatiOll throughout: ~b.e
process is tne key to a sl!.CCe:iiful
.. '. dowl1to\...n
revitdiz:Uton
cB-.n!.1:.
Though
solution." to an~'
downtown
revlraHzatiol1 lre
a:,; varted <l~ th~
downtuwns thar
impiemenr them,
it l;; critic:il fOt'
cKh downtown to
st:lrl: t'llith ,1.11 OPCl\ and hOltc~t dialogue
abottr it!> strengrhli and. wc;lk!1~~5e~.
Ad.opting 5otutions rhat auv ll<lsre been
right in Timhuktu olre t(Jreign tQ rom
community'~ environmem. '
Remember. by eng:lgtllg downtmvn
sttkeholders to find lOCll':l.mwcrs, the
communi.ty i~ le:;:i likely to- fill pre\-' to
the m(}~t ClKtu110n rtir:&Us. '
IH{/,..~ Bf'oJ.:ur' F[(JD i,' Din..-tor 1(Urt.,m
N..<!'UilaliZtlciott 1-r..ill, DOr.fINTOfVN
SOLUTIONS, -II ilhtcialix<,ti Urftil1l
if!.vitalixatio1! J!1Ua!(>! kt:at<J<l' ill Cali/Ofilia.
Cor1(.'lt:t :',im rJ:t 949.499.1442 t;;'
vro/{t1u /@t!')'WJtp;wll)'O!utiriJlj..y;m.
; 1.:..-- ../II
:vt
/'~
do" nlo" n
sdL~cns
q$ ~ U~
J.!Il11ar~iF"bruary 2006 .
-
'--
Ten Tips for Designing
Friendly Downtown
By Mark Brodeur, FIUD
For the first tinle in several years, downtowns
are making substantial gains in the national
retail market. A reaction is setting in against
the monotony of the nation's Ihopping malls.
"-
......
-
....
Ee, malls are being built, and
statistics from the National Main Street
Program show that people are spending a
lot less time in them today than in 1990.
It is clear that the market for malls is
saturated.
All of this is good news for
traditionaL downtowns and Main Streets.
The one-of-a-kind look of downtowns is
attracting an entirely new market. Signs
of the boom can be found throughout
California and the rest of the U.S.;
however, preparing downtowns to
compete with malts is a big challenge.
Unfortunately, some downtowns
have over-glamorized their public
spaces to the point that people ignore
the storefronts. Simply making a pretty
downtown is not enough. Streetscapes
should be appealing, but they should
not compete for attention with the retail
function of downtown businesses.
Bottom line: If the urban designer
does not understand the role or purpose
of a design solution, the resulting trees,
benches, paving, and lights may not be
offset by increased sales revenues.
A recent event prompted me to
write this article. A small city had just
fired a big name urban design firm for
over designing its Main Street. When
the local people got a whiff of the initial
cost estimate for putting the design
into effect, they made their displeasure
known in a hailstorm of protest at the
next city counciL meeting.
Merchant friendly streetscape
design should focus on a high degree
of pedestrian comfort and how every
element between the storefronts on both
sides of the street affect the retailers'
ability to sell products, whether they are
bagels, beer, or books. The following tips
are rules of thumb that any community
should consider before embarking on
an extensive downtown streetscape
redesign.
Tip #1: Don't split the street in
two
Let's face it: Real people jaywalk.
Everyone does. While it would be
unwise to support lawlessness on our
main streets, it should be recognized that
most streets have shops on both sides
and that it's easier to get from one side
to another if mid-block jaywalking is not
hampered.
Retail sales will surely decrease
if the convenience of "cross street"
shopping are controlled by traffic
controls such as a median or a fence
or wall. TIle goal should be to promote
a pedestrian route that allows shoppers
to walk by each storefront only once. A
closed loop pedestrian route is best.
Some cities seek to channel
jaywalkers by using a mid-block
crosswalk with curbs that extend out
into the street by six to 10 feet. On busy
roadways, these crosswalks may have
a traffic signal. The popular thinking is
that jaywalkers will be attracted to these
centralized locations and that sales will
increase for businesses right next to
them. But in most cases, a better solution
would be to seek ways to slow traffic
down to tbe point where jaywalking is
not an unsafe full contact sport.
a
qS ~ 1)1
ConSllmer
Tip #2: Light the way
Effective streetscape design is difficult
to create if resources are limited. When
clients ask what to install if they can
afford only one streetscape element, I
always answer the same way: "Improve
your pedestrian lighting and your
merchants will see higher sales during
evening hours." I qualify the answer this
way because many downtowns are too
small to have extended evening hours.
A well-light: sidewalk is a safe
sidewalk. If people feel unsafe
downtown, they will not go there or
frequent local businesses. Crime is not
the only thing that makes a place unsafe.
Inadequate lighting produces more trip
and fall injuries and, ultimately, more
lawsuits.
Surprisingly, lighting levels that are
too bright also have a negative effect.
The city of Reno, Nevada, recently had
to lower light levels downtown so as to
avoid nighttime ballpark levels.
It is tricky to find the happy medium
of foot-candle leveL. High light levels
may produce safe environments, but at
the risk of making places unpleasant for
strolling and shopping.
A hint: Order your light poles
with factory installed banner brackets.
Banners are a great tool for advertising
special events and promotions, which
help drive up retail sales.
Tip #3: Keep sidewalks basic,
smooth, and clean
This is a no brainer: Enhanced paving
is the most overrated, expensive
streetscape improvement. Over the past
-,;;.If.....,
'~.~
"V-
-
," '-.
2. Light the way
two decades, more capital improvement
dollars have been spent on special
paving than on any other upgrade. A
review of the highest income-producing
downtowns in California over that 20-
year period shows that clean, smooth
poured-in-place concrete sidewalks
work best.
The last place you want shoppers'
eyes are on the sidewalk. Their attention
should be focused on the window
displays and the goings on inside
businesses. If a plain gray concrete
sidewalk doesn't have enough sizzle for
your downtown, you can choose from
many concrete patterns that will add
interest but still cost less than special
pavers.
....
Tip #4: Design for three distinct
sidewalk zones
I like to think that every downtown
sidewalk has three zones, defined by
how they are used.
The first zone, closest to the curb, is
the "utility zone." In most downtowns,
this zone is about four feet wide. It is
the "busiest" (the most complex) and
most difficult to design. It contains
most of the streetscape appurtenances:
streetlights, trees, tree grates, benches,
and handicapped ramps. The area may
also contain raised planters, drinking
fountains, parking meters, bicycle racks,
parking signs, and newspaper vending
machines. While people generally don't
walk in the utility zone, they must cross
it to get from a car to a store.
The second zone is the "thru way
zone." This portion of the sidewalk is
typically devoted to steady walking.
On average a 25-foot-wide storefront
has about six seconds to grab the
pedestrian's attention.
The thru way zone varies in width
from town to town. Most downtown
sidewalks are already built, and
their dimensions cannot be changed
affordably. However, sidewalk width
is vital because it affectlO the density of
pedestrians and creates the appearance
of emptiness, vitality, or overcrowding.
Pedestrian density can 'be modified by
installing or removing fixed streetscape
elements in this zone.
The third zone is the "browsing
zone." This is the two- to three-foot
area right next to the storefronts. The
browsing zone contains the pedestrians
most likely to make a purchase. Their
pace afoot is much slower than that in the
thru way zone. These individuals should
be given the greatest levels of pedestrian
amenity: weather protection, enhanced
tactile paving, pedestrian scale signage,
and movable seating for dining.
Tip #5: On-street parking
On~street parking is often sacrificed if
Main Street needs to move traffic more
efficiently. Those who support removing
on street parking often say that safer ofT-
street parking is available nearby. That
may be tme, but shoppers shop where
they can park. According to the National
Main Street Program, each on-street
parking spot that is lost costs an adjacent
business about $l(),OOO a year in sales.
Safety is another issue. Shoppers
do not feel as safe on a sidewalk with
nothing between them and moving
vehicles except for a six-inch curb.
For these reasons, it is important to
maintain or increase on street parking
whenever possible. Diagonal parking
may be the solution.
Tip #6: Pick the perfect street tree
Street trees are always debated. That's
why it is important to balance the
looks and growth patterns of trees with
pedestrian safety and comfort. Trees can
be attractive, but signs and buildings are
important, too. Face it: (f every merchant
could personally prune the trees in front
of his business, we might have only
artistic looking stumps left over.
Tnere are easily 10 to 15 good
qb~ 1/;
choices of street trees, depending on
climate. A few things to consider:
· Will you be able to see signs through
the tree canopy?
· Will the tree thrive in intense urban
conditions?
· What is the eventual canopy height
above pedestrians?
· Does the tree have a non-invasive root
system that won't destroy sidewalks,
curbs, and other utilities?
· Will the tree produce droppings that
will make the sidewalk seem grimy?
· Where will the tree be placed?
The perfect street tree does not
exist. If it did, everyone would be using
it and a single pest or disease could wipe
out an entire urban tree community (as
Dutch Elm disease did).
Tip #7: Think of public art in a
different way
We often think of public art as some
sculptural pieces plopped down into
the streetscape. Statues of conquering
heroes are traditional examples, kinetic
art and mosaics more recent ones.
But how can public art help the
retailer? An example of retail-friendly
public art may be a unique way to display
street names or addresses. Another idea
would be a custom banner program that
educates pedestrians about downtown
history or brands. A way to help smaller
storefronts in alleys or on side streets
could be a decorative directional sign
program with a look unlike anything
else on Main Street.
3. Keeps sidewalks basic,
smoolh, and clean
-
-
-
Tip #8: Pump more cars into
downtown
Slowly, downtowns are coming to grips
with the automobile. After the miserable
social planning eKperiences known as
pedestrian malls failed throughout the
V,S. (yes, there are exceptions), planners
have been devising ways to attract the
right kind of traffic into downtown.
Drive-by traffic is impOliant to
retailers. [n fact the "right kind" of traffic
could be defined as destination shoppers
or residents traveling at a reasonable
speed. The wrong kind of traffic could
be defined as through traffic, with a
destination other than downtown in
mind.
Tip #9: 22 mph is the perfect
speed
When clients ask what is the ideal speed
for cars to move along Main Street, I
say, "It depends whom you're talking
-
"'~~...-n.
,_ ';~:"'~," "";,, ::~.6~;,',,>; c..~.' ,,!~' ~
e~+-~,:~f~<q; ':. :~'" '''~:~ ::.{!5;~
6. Pick the perfect street tree
to." Most public works directors would
say they want to move cars through as
fast as the mad design will safely permit.
Most city councils would say 25 to 35
miles per hour.
But ask a merchant on Main Street
and the speed drops way down. They
want cars to move through fast enough
not to frustrate drivers into taking an
alternate route, but slow enough to see
storefronts and appreciate the fact that
everything is 30 percent oir
What is that speed?
[n most small downtowns with a
two-lane Main Streets, cars should move
below 25 miles per hour. [f you want
to assure that type of slower pace, do
what is done in Captiva [sland, Florida.
To protect its endangered deer, the city
posts a speed limit of 22 miles per hour.
Drivers will be so surprised to see such
an odd number on a road sign that they
will actually obey it.
Tip #10: Establish an awesome
way-finding program
You've been to the local mall. Do
you know where the AIM machine is
located-or the restrooms?
One thing downtowns can do better
than indoor malls is to provide a graphic
way finding program. TIllS is especially
important to the elderly. [nformational
kiosks and maps are a key streetscape
element and can even become bits of
public art.
Other must do's illcludeclear parking
signage and a map of downtown.
This IS where many municipalities
take an. us-versus-them appmach. Some
17 1//1
city council members feel that creating
a way finding program aimed at getting
potential customers to downtown
businesses is somehow robbing non-
downtown businesses of the same
benefit. They have no problem directing
residents and tourists to civic uses, only
to commercial ones.
It is important for planners and
architects to redesign our traditional
downtowns with an eye toward the
commercial sensibility. A "build it
and they will come" approach is
inappropriate. Main Street is-and should
be seen as-a commercial space.
There has never been a better time
for downtown shopping districts to
retrieve customers lost to strip shopping
centers and regional malts. Create a
consumer-friendly downtown and more
than your trees wiih survive!
10. Establish an awesome way-
finding program ~
Mark Brodeur is Principal of RRM Design
Group in San Juan Capistrano, California.
98 ~1"1l1
-
";>~ q
.~.
',('~,',;r:1
. :1"; j
~:~
"t':,.'~ i~'
'1 i<
,.,'", ,.#",.;,',.....,~I
~. . ;e.;......,
"'1' .~!'
-
:.. 2!~: ,
~::..
-,._.-_.....~....,
....
...
~
Mobile Source
AJi- P!Jlfutian Reduction
Re'Vfer.y Camtn,ttt!t!
~~
SOUTHERN CALIFORNIA
ASSOCIATION of GOVERNMENTS
1'1 :t /1;
About the Profile
This profile is sponsored by the Land Use Education Program
of the Mobile Source Air Reduction Review Committee. The
goal of this program is to show how cities and their regions
can undertake an integrated planning process to implement
transportation, air quality and land use development initiatives
leading to quality of life and environmental benefits. The
Southern California Association of Governments in partnership
with the Local Government Commission prepared this profile
for the Mobile Source Air Reduction Review Committee with
funds authorized under AS 2766.
SCAG Reaional Council Officers:
President: Mayor, Bob Bartlett, City of Monrovia
First Vice President: Supervisor Yvonne Brathwaite Burke, Los Angeles County
Second Vice President: Mayor, Ronald Bates, City of Alamitos
Immediate Past President: Supervisor Judy Mikels, Ventura County
Information and ohoto9raohs were orovided bv:
Western Riverside Council of Governments
City ofTemecula Community Development Department
City ofTemecula Redevelopment Agency
Graohic desian and oroduction by:
Harian West, SCAG, Laura Quick and Neal Hancock
For ill/orlllalhlll. (~(ml(l(~l:
~J SOUTHERN CALIFORNIA
"'" ASSOCIATION of GOVERNMENTS
.1/ r. .10(' Carr(.ra..,
J/wUlgcr
('olllprl'lu'lI.o;it."t. PlwlIlillg
SOIl/IIt'rll ('ali/omill
A.o;.w/f;iatiml 0/ r;ot'(!r'"""lIl,o;
(:1 1.1) :1.1(,-1 \:;(,
'" .
Old Town has something for eveybody.
Poised
or
)t7D ~( 11,/
....
Farmers Market
Revitalization
Situated on the Interstate 15 corridor in western
Riverside County between Corona and Escondido,
the City of Temecula stands distinguished from its
adjacent historical rural and bedroom communities
by its strong industrial and commercial economic
base. A city that only recently incorporated in
1989, its history dates back to the early 1800's
with the arrival of missionaries from Mission San
Luis Rey. In 1880, Temecula's historic downtown,
now known as "Old Town", came into being with
the coming of the railroad and the town post office.
Today, Old Town's main street, Front Street,
resembles an authentic early-California, western-
motif downtown with a mix of turn-of-the-century
structures. Newer commercial developments are
architecturally mastered and designed to be con-
sistent with their historic counterparts.
As a result of the conscientious efforts of the pri-
vate and public sectors to maintain an historical
western experience in Old Town, the downtown is
poised to experience an economic revitalization
that can support abundant specialty retail, com-
mercial and recreational activity typical of a full-
fledged redeveloped "main streee. Specialty retail
shop owners are optimistic regarding Old Town's
fledgling revitalization, and are experiencing
growth by selVing tourists, out-of-state shoppers,
and local residents alike.
.
j()/
~
JI'1
City plans
Preserve History.
.......
The City of Temecula's Community
Development Director, Gary Thornhill, is an
advocate of incorporating livable community
concepts into Temecula's development plans
and codes. One of the City's forefront actions
was to create the Village Center Overlay within
their General Plan, which resulted in an
Ahwanhee Community Design award from the
Local Government Commission in 1994. The
Village Center Overlay promotes the develop-
ment of a concentrated mix of human activity in
the form of residential, retail, office, public facili-
ties and recreational land uses within walking
distance of one another. The accent, of
course, is on pedestrian, bicycle and transit
forms of transportation. Old Town Temecula is
one of those areas of the City designated for
Village Center development patterns.
...
Long-range planning principles sometimes fall
short in their "real world" application because
there is a lack of supporting implementation
tools. In the case of Old Town, however,
Temecula has additional implementation tools
which include the Citywide Design Guidelines
and the Old Town Temecula Specific Plan.
Both plans support enhanced livability through
development and design criteria. For example,
the Village Center Overlay district uses perfor-
mance standards in lieu of traditional develop-
ment minimums and maximums. Land use
intensity is encouraged, providing a mix of land
uses, amenities. and architectural compatibility
is achieved. The Village Center also provides
design guidance with respect to building scale
and design, parking, circulation, and transit, all
with an eye toward pedestrian activity and
comfort.
.
..
_ .u. .., __ ..... _, _ -,,_ ....~~ .:'<IIlI _711 ~
Clocktower Building
As a second cornerstone of development, the
City-Wide Design Guidelines reinforce the
development of "village center" characteristics
by defining those aspects of design that will
be common to all Village Centers throughout
the community. An example of this is the de-
emphasis on auto use by reducing the number
of required parking spaces, siting off-street
parking at the rear of structures, and encourag-
ing shared and subterranean parking. Streets
are to be designed with the pedestrian and
bicyclist in mind, in addition to the automobile;
for instance, traffic calming devices are recom-
mended, such as reducing the walking distance
for pedestrians at intersections.
L._
...-
....
/v2 ~( /I~
Temecula Specific Plan
The Old Town Temecula Specific Plan is the
final cornerstone to establish Old Town
Temecula as a vital core of "Village Center"
living. The Specific Plan, developed with
extensive citizen participation and adopted
by the City in February 1994, has received
four awards to date including the 1993
Inland Empire Design Institute Award, the
1995 Inland Empire Association of
Environmental Professionals (AEP) award
for Public Involvement - Outstanding Public
Educational Document, the 1995 Inland
Empire American Planning Association
(APA) Comprehensive Planning Award, and
the 1995 AEP Outstanding Environmental
Resource Document for the Old Town
Specific Plan/EIR Mitigation Monitoring
Program.
A "floating zone", called "The Shootout
Zone", can be used anywhere within the
Tourist Retail Core District where a turn-of-
the-century shopping experience is desired.
The "Shootout Zone" contains development
and design guidelines governing store appearance and streetscape design to re-create an 1890's
"main street" shopping atmosphere. The streetscape guidelines call for dirt streets, hitching posts,
watering troughs, raised board sidewalks, and area 'nodes' for special events.
Chaparral Antique Mall
The Spec!/ic Plan established ten Land Use Districts with associated design and
development criteria that ensures the preservation of Old Town's historical char-
acter while promoting its derelopment for tourism and comrrlluli~J. activi~y: The
Land [Tse Districts include allowances for a mLr of retail commercial uses along
with provisions for residentialllses.
Old Town Specific Plan also recommends multi-year promotional and marketing strategies. For
example, the Specific Plan suggests the formation of a Main Street organization and the hiring of a
main street coordinator to act as a liaison between the organization and the City. Other implemen-
tation strategies include obtaining recognition through the California Main Street program, estab-
lishing a business improvement district, ongoing special event coordination, the production of mar-
keting materials, cooperative business advertising and a business recruitment assistance program.
.
103 ~ 1/1
.......
Investment
~-
Rancho West Apartments
Recently, the City has become more aggressive in its public investments to revitalize
oldtown Temecula. The City is about to embark on a $4,000,000 streetscape project
along Front Street that will feature a wooden boardwalk interspersed with a concrete
sidewalk, rolled curbs, landscaping, benches, and lantern-style light standards incor-
porating a speaker system.
The City has also stepped up its incentive programs for private businesses.
Previously, the City had offered a low interest loan of $5,000 for facade improve-
ments. For a three-year period, there were no participants. The City recently amend-
ed the program to include a $5,000 grant in addition to the loan, and allowed the loan
to be forgiven if the property was not sold within five years of loan approval. Soon
after, the city had its first participant, and within three months, five additional applica-
tions were filed to participate in the program. Participants in the program place a sign
on their property identifying the redevelopment program.
Redevelopment programs addressing main street revitalization often give a back seat
to addressing the economic and social health of surrounding residential
.
Tot lot and new landscaping for Rancho West Apartments
.. -
neighborhoods in relation to the commercial core. Temecula has invested in Old Town's
adjacent residential neighborhoods, particularly an established Hispanic community
along Pujol Street. Within this residential community, there are many multi-family hous-
ing projects. The City has used redevelopment set-aside funds to repaint, re-Iandscape
and construct a child's play area for an existing multi-family residential project. The City
also operates a community center on Pujol Street. Not far from the center on Pujol
Street, there is a community policing field office operating out of an antique railroad
car caboose.
These are on{y a fell) of the rnan,Y sllccessjitl examples ofpublic/privette
partnerships and investlllents which are pioneering the relJitalization
of Old TOWIl Temecula. They also reflect the "pision-in-practice"
established b.)' the Ci~y's planning and redevelopment efforts to build a
solid foundation for Old Town by incorporating livable CO/TUllll11it)'"
concepts into Temecula's development plans and codes.
}1)2I f( If cr
.
lOG 1 }/~
Transportation
and Access
Old Town
is accessed
from Interstate
15 via Rancho
California
Road on the
north and
Highway 79 on
the south, trav-
eling west to
Front Street.
Both freeway
exits are intended to be upgraded with
additional westbound travel lanes to
increase access, in part, to the Old Town
planning area. A park-n-ride is proposed
south of Rancho California Road and
west of Interstate 15. Class II and III
bicycle routes are planned to selVe the
Old Town Area, and a bridge is proposed
on Main Street to selVe pedestrian and
bicycle traffic. Transit runs directly on
Front Street, and bus turnouts are pro-
posed at the intersections of Rancho
California Road and 6th Street. A bus
stop is also proposed at the intersection
of Front and Main Streets in the down-
town core.
\, ~
r, ;i
1
- -
_.
OldTown's newTransportation Center.
The City intends to take the lead in acquiring
property and constructing downtown parking.
Constructed with a public/private cooperative
effort the City has already has one parking lot
providing 78 parking spaces, which also
serves as a Greyhound and Tour Bus Station.
The Old Town Transportation Center will
enhance regional transit, access and tourism
in the vicinity of Old Town Temecula.
-.....-;~.)11 r
. r ""'~
" ~,. :
;r ~~::-.:~o.iA::'~
."
The Old Town Specific Plan indicates that
upon build out of the Tourist Retail Core
District, there will be a parking shortfall. The
Specific Plan discusses various financing
options to provide for the additional parking
and identifies a Village Square Parking
Assessment District as the preferred option.
j
.
I ~ J ~( ) I~
..
Activities
and Events
The Redevelopment Agency also
promotes Old Town regularly
through annual and seasonal
events. During the Christmas
holidays, the Redevelopment Temecula's 4th of July Parade.
Agency is promoting A Dickens
Christmas that includes children's theater performances, authentic Victorian singers, and
Victorian carriage rides. Annual events include a Rod Run in February that features a display of
antique cars; Western Days in April; a Fourth of July Celebration culminating in a hometown
parade down Front Street and Heritage Days in August.
'Y
1Ji!t~t.. _ _ '.,..,~ '
'S""'~-"'" , ~ ,,:~,:'~ .,]
~ .":- . ".- ..:.'.i~ .~~~~ ~~,. JO-~ -:.
=-'~~~' -
"'~ ," .. , ' 1"c '
'-: ..~~,.,,..~.., "'-~::~"~IJ~f~
" "'".r'~' . '"., . "', ''". -t
J ~ ',~~~~>:, ' ' " "\;,' ,': ,:"~
"" ~ .-r .. ",," p . .' ~" ~
. ~ ~~.~,,.;:f~ .'~~
\ .. X "~,l]
~~\ ] \~ r '..:.. ~'. ~ J
-" \ ~... . ~
- - _...'--'i... ___----=.:..
Old Town offers opportunity for
fine restaurants and outdoor din-
ing, small concerts, art galleries,
specialty retail and curio shops.
Any weekend night you'll hearlive
music, most often County, as you
stroll along Front Street.
The City's next marketing venture involves a study to determine the most appropriate large-scale
user with the potential to increase pedestrian activity in Old Town. The City will use the study's
findings to approach the right users', offering assistance as necessary for their location into Old
Town.
.
107 ~ /77
.....
City of Ternecula
Lessons Learned
.. .
A Empowering residents and/or stakeholders in a community is the
most effective way in which to improve the quality of life.
A Revitalization efforts should be comprehensive and multi-faceted,
with the participation of many City, County, and school district staff
members.
A Public agencies need to conduct comprehensive interviews and
surveys with affected residents and stakeholders in order to clearly
identify what people really need before initiating any programs or
projects.
A Serious revitalization effort require a major commitment of staff
time and effort. Do not underestimate the level of commitment that
may be required.
A Follow through by public agencies is absolutely critical on promis-
es or commitments made by the agency in order to ensure trust
and credibility. Programs and project need to be completed within
agreed upon timeframes.
A Ongoing educational and outreach programs are essential in main-
taining the integrity of redeveloped areas. It is vital to maintain com-
munication with stakeholders long after projects and/or programs
are in place.
I I
1
I.
I,
I I
.
]
I v& 1 /II
I
I
-
J
FEHR & PEERS - PROJECT DESCRIPTIONS
.....
....
Fehr & Peers has worked on a variety of projects that demonstrate our passion and commitment to
improving communities:
Union Citv Intermodal Station Area Plan. Union Citv. CA
-
Fehr & Peers was part of a multi-disciplinary team assessing alternatives and selecting a preferred
improvement plan for the Union City Intermodal Station area. The end product was a mix of about 200
single family and 600 multi-family homes combined with about 1.2 million square feet of commercial uses
surrounding a multi-modal transit station serving bus and BART transit as well as commuter rail. The
project, led by the City of Union City, was split into two phases: the first was to formulate a program for
the station (e.g., number of bus berths, square footage of development, etc.) and develop concept plans;
and the second was to develop a more detailed description of the preferred concept including preliminary
engineering drawings. Although the technical component of the study was significant, the most important
part of the first phase was building consensus among the key stakeholders including AC Transit, BART,
Union City Transit, the City of Union City, Caltrain, other transit operators and land owners. Fehr & Peers'
role included participating in the consensus-building process and providing technical vehicular, pedestrian
and transit operations analysis. The first phase resulted in the preparation of a master plan and
associated environmental clearance. Site layout, bus and commuter rail connections; non-motorized
access connections and circulation were all addressed. The second phase of the program involved a
refinement of the technical vehicular and transit operations analysis using computer traffic simulation
(VISSIM). Computer traffic simulation provided the ability to assess the implications of pedestrian flows to
and from the adjacent parking structures, bus transit facility, BART and other rail stations, commercial
buildings, kiss-n-ride shuttles and taxis. The findings were used to define the necessary pedestrian
treatments to incorporate into the site including queue areas, street furniture, access corridors and other
design elements. The computer simulation was also used to identify the optimal location for parking
garage accesses, the quantity of kiss-n-ride spaces and their impact on traffic flow through the station
area, bus transit circulation and the implication of on-site staging, and site access intersection layouts.
....
-
-
Contact: Joan Malloy, City of Union City, (510) 675-5327
Alameda Point TransDortation Strateav - Alameda. CA
....
-
The former Naval Air Station at Alameda Point is planned to be home to 2,000 new housing units and four
million square feet of commercial development. Because the City of Alameda is an island with
constrained entry and exit points, the transportation strategy for this major new development was vital to
a successful land use program. Development of the transportation strategy, led by Fehr & Peers,
combined progressive land use, Transportation Demand Management, and transit strategies to
aggressively reduce auto trips. An innovative package of transportation improvements was identified,
including transit queue-jumping lanes, a Bus Rapid Transit system, carsharing, a bicycle station, monthly
transit subsidies, and mixed use transit nodes. Rigorous trip generation analysis and travel demand
forecasting techniques were used to assess the transportation impacts of land use alternatives and the
effects on roadway connections between Alameda and Oakland. The goal of the transportation program
is to reduce off-site vehicle trips by 30 percent for commercial uses and by ten percent for residential
uses, when compared to typical developments.
Sacramento Pedestrian Master Plan - Sacramento. CA
-
The Sacramento Pedestrian Master Plan contains an exhaustive review of existing City policies, codes,
and standards; a new set of programs to improve pedestrian access and walkability; a GIS-based
Pedestrian Capital Improvement Program for installing new sidewalks and street crossings; and a set of
pOlicies designed to promote walkable communities through new land use designations. A detailed set of
Pedestrian Safety Guidelines were developed to address Sacramento's pedestrian safety policies and
recommend Best Practices for safe crossings (including trails, crosswalk placement, and crosswalk
treatments at signalized, unsignalized, and mid-block locations), and new development design policies.
'I
-
'J
I
I-
']
loC] ~ ncr
'"
For the Capital Improvement Program, Fehr & Peers used the PedlNDEX GIS tool to measure walkability
(the potential for walking) as well as pedestrian infrastructure deficiencies. The PedlNDEX process,
adapted from the EPA's Smart Growth INDEX, was used to identify, rank, and develop cost estimates for
high-priority pedestrian projects. The outcome was a detailed set of projects that will be implemented
where pedestrian improvements are needed the most.
'1
Petaluma General Plan - Petaluma. CA
"-
Fehr & Peers updated the General Plan Circulation Element, prepare a citywide pedestrian plan, update
the City's bicycle plans; and develop a Neighborhood Traffic Management Plan for the City of Petaluma,
California. The project involved a comprehensive analysis of all transportation modes, construction of a
GIS-based travel demand forecasting model, use of the GIS platform to conduct and display other
aspects of the planning work, a comprehensive collision analysis, application of Smart Growth Index
concepts (developed by Fehr & Peers for the Environmental Protection Agency), and assessment of
mode potential to determine alternative transportation improvements that would be needed to support
significant growth in non-automobile transportation.
-
I...
1
1
~
-
-
i-
I...
i-
"-
~
i-
-
.1
~
/)0 ~ J /1
KEY S E R MAR S TON ASS 0 C I ATE S, I N C
KEYSER MARSTON ASSOCIATES. INC.
(KMA) has one of the largest real estate and
redevelopment advisory practices on the West
Coast, with experience in all types of commercial
and residential real estate. Founded in 1973, the
firm has served over 600 clients on more than
2,000 projects,
Iro ..
Representative public sector clients include nearly
every major municipality in California, cities, ports
and military bases throughout the west, county
and special districts, as well as public and private
colleges and universities. While we are best known
for our role as advisors to pUblic sector and
institutional clients, our extensive private sector
practice includes major corporations, financial
institutions, life insurance companies. major
corporations, law firms, landowners and developers,
A unique strength of Keyser Marston is the depth,
continuity and availability of our principals, Our
principals bring an average of more than 20 years
of practical experience in worl<ing with business and
government, and provide convenient and personal
service to our clients. KMA provides services
through its
three offices
in California:
San
Francisco, Los
Angeles and
San Diego.
r-....':s:.....~i:
\', ' ".' " ~, f{....-,. -Ii'., \, ;~ ;
~-' -~~--<.
~~Wf.J6 >i" .d'r~
~~--'-1?'~_.._-.
" , -.. .t~l'<!'j
~..:::'<t..'., ';....1
.' "':t';''':- '".
Pillr! AI'r!.. L(JlIg Br!(/clr
KMA's principals are frequent speakers to
industry groups such as the Urban Land
Institute. International Council of Shopping
Centers, League of Cities, California
Community Redevelopment Association.
and other similar organizations, KMA's
principals have served on the Governor's
Task Force on Military Base Reuse and have
advised both the California Legislature's
Committee on Economic Development and
the California Redevelopment Association
(CRA),
SERVICES
'. REAL ESTATE
Market Assessment
Financial Feasibility
Strategic Plans
Public/Private Partnerships
. REDEVELOPMENT
. AFFORDABLE HOUSING
. ECONOMIC DEVELOPMENT
VISIT US AT: WWW.KEYSERMARSTON.COM
SAN FRANCISCO
Keyser Marston Associates. Inc.
Golden Gateway Commons
55 Pacific Avenue Malr
San Francisco. CA 94111
(415) 398-3050
fax: (415) 397-5065
LOS ANGELES
Keyser Marston Associates, Inc.
500 South Grand Avenue
Suite 1480
Los Angeles, CA 90071
(213) 622-8095
fax: (213) 622-5204
SAN 01 EGO
Keyser Marston Associates. Inc.
1660 Hotel Circle North
Suite 716
San Diego, CA 92108
(619) 718,9500
fax: (619) 718.9508
'1
L
tJl 111cr
1
I
"
SELECT DUBLIN AND ALAMEDA COUNTY PROJECTS
i.-
'-
Dublin Crossings, City of Dublin
KMA, as a member of a Master Planning consultant team, prepared a market overview to assist the City
of Dublin in its effort to develop a concept plan for the 182-acre Dublin Crossings property. As one of last
large parcels of undeveloped land in Dublin, the Army Reserve wanted to market the property to the
private sector with the goal of achieving substantial economic value while the City was seeking a mixed-
use development that would be consistent with city and community goals for the area. KMA prepared
market findings and recommendations based on a review of relevant demographic, economic, and
development trend data for potential key land uses for the site, including residential, office, retail,
industrial and hotel.
...
Santa Rita Property, County of Alameda
Analyzed a proposed plan for the development of a 600:t acre site formerly occupied by the Santa Rita
detention facility near Dublin. The major issues are fiscal impacts on the County and City of Dublin on the
plan and plan variations, including accelerated opening of a BART station. KMA's fiscal impact model
and results are were to alter the plan and restructure the annexation agreement between the City of
Dublin and the County.
...
Price ClubNalue Retail Center, County of Alameda, Dublin
KMA assisted in establishing a retail disposition strategy for a 68 acre property to be developed as a
value oriented retail destination. KMA established land value and ground lease terms, contacted retailers
and developers, prepared an RFQ/RFP for both warehouse clubs and developers and assisted client, the
County of Alameda, in negotiating a ground lease with Price Club and the developer.
...
Pleasanton Property, San Francisco Public Utility Commission
KMA provided an evaluation of intended plans for the development of a 520-acre site in Pleasanton
owned by the San Francisco Public Utilities Commission. Evaluation included consideration of proposed
Development Agreements between the two jurisdictions as well as market, product mix and financial
considerations.
...
10...
Proposed Target Store: Urban Decay Analysis, City of Alameda
KMA provided an evaluation of urban decay issues related to the proposal to develop a Target store at
Alameda Towne Centre. Work included an analysis of market potential for a general merchandise store,
as well as review of existing business and survey of local business owners.
...
-
Financial Feasibility, Historic Theater, City of Alameda
KMA provided a financial feasibility analysis of a proposed rehab of a 1932 Art Deco-style historic
Alameda Theater, as well as construction of an adjacent multiplex (Cineplex)and a new multi-level public
parking structure, on separate parcels but on a combined site. The Cineplex and Historic Theater would
also include ground floor retail space fronting Central Avenue. In a related project, KMA provided a review
of the proposed alternative, consisting of restoration and conversion of the Theater into a multiplex, rather
than rehabbing the historic theater in combination with a new theater building. The parcel adjoining the
historic theater would instead see development of a new commercial building and plaza.
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 9
, 1
'-
~1
r
L
JI~ ';f IJ~
. ,
!
SELECT TRANSIT -ORIENTED DEVELOPMENT PROJECTS
i-
'-
, 1
Santa Clara VTA
KMA assisted Dyett & Bhatia in the creation of a Station Area Plan for the Santa Clara Transportation
Center, an area within a half-mile radius of the proposed future BART station and the existing Cal Train
Station. KMA's study focused on development potential in the study area based on underlying
demographic and economic trends, and the requirements for successful development of residential, retail,
office, R&D, and entertainment uses.
...
'-
Transit Village Area Plan, South San Francisco
KMA, together with Van Meter Williams Pollack and Dyett & Bhatia, produced a Transit Village Area Plan
for the new South San Francisco BART station. The consultant team worked with the City as well as
property owners and the community to formulate an appropriate land use, development and urban design
strategy, including zoning classifications, for the critical area surrounding the BART station. Keyser
Marston Associates evaluated the market opportunities primarily for high density residential supported by
neighborhood serving retail and strategies to implement the Plan. As part of this, KMA completed a
survey of prototype transit-oriented developments in the Bay Area, particularly those with an affordable
housing component.
, 1
...
-
Fruitvale Transit Village, BART
Keyser Marston assessed the market opportunities for a proposed "Transit Village" at the Bart Fruitvale
station. We examined the potential for a mixture of residential, retail, and community service uses located
on a site ranging in size from 10 to 24 acres. The analysis required assessing the magnitude of support
from BART patrons as well as residents of the surrounding community.
...
Pittsburg/Baypoint Specific Plan
As part of a consultant team led by Cannon Design, KMA prepared a Specific Plan to guide the
development of the area surrounding the Baypoint BART station. The Plan was sponsored by a
consortium consisting of BART, the City of Pittsburg and Contra Costa County. KMA's assignment
involved: (1) evaluating market conditions for the development of new residential, commercial, retail, and
entertainment uses within the Specific Plan Area; (2) testing the financial feasibility of various
development scenarios; (3) identifying a realistic development program for key sites within the Specific
Plan Area; and (4) preparing a financing plan for funding both recommended public capital improvements
and key real estate developments.
-
...
'-
Bay Area Rapid Transit (BART)
BART selected a team headed by KMA to undertake an analysis of development and value capture
opportunities for all the station properties system wide. The initial work program entailed comparative
market evaluation of station properties, financial feasibility, and evaluation of other factors in order to
establish the appropriate time frame for the development of each station. Seven sites were identified for
near term development, of which three were designated as highest priority. Since the initial analysis, KMA
provided ongoing services to guide BART in the development of several of its station properties. The
Pleasant Hill, Concord, Montgomery Street, and Powell Street stations have all involved active developer
interest and negotiation.
'-
...
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 10
J
i.-
'1
r"
L
J
1/3 ~ II~
"-
Bay Area Water Transit Initiative - Joint Development and Transit Readiness, Bay Area Council
KMA examined local"interface" issues related to implementing a regional water transit system. The
issues included compatibility with land use plans, ability to meet landside requirements, and factors
supporting ridership growth. KMA also identified potential to generate capital support for facility
construction and leasehold income through joint development. And last, we presented the results of a
survey of transit providers regarding their ability to provide transportation services to ferry facilities.
L
'1
...
i.-
Los Angeles County Transportation Commission (LACTC)
Keyser Marston was retained by LACTC to prepare an economic development strategy for the recently
opened 23-mile, $350 million LRT line between downtown Los Angeles and downtown Long Beach.
Services included real estate analysis of development climates in the areas adjacent to the transit
corridor, preparation of market reports on station locations, physical planning descriptions of public
development programs in areas adjacent to the transit corridor, an inventory of public financing programs
available for joint development, preparation of an economic development strategy including value capture
and assessment district potential and formulation of policy issues and implementation procedures related
to legal considerations.
...
Economic Revitalization Strategy, Third Street Corridor Light Rail Project, San Francisco
KMA was part of a consultant team lead by ICF Kaiser that prepared a strategy to use the Third Street
light rail project to revitalize the Third Street commercial core, create physical urban design
improvements, and encourage employment and business opportunities for community residents and local
merchants.
...
"-
"-
i.-
" I
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 11
1
....
/11./.
~. iJ '1
'.1
L
"1
I
SELECT FISCAL IMPACT ANALYSIS PROJECTS
L
1
. !
...
Old Emporium Building, Bloomingdale's Project, San Francisco Redevelopment Agency
KMA evaluated the fiscal and economic impacts to be generated from the development of a 1.6 million-
square foot mixed use development in downtown San Francisco. KMA assessed annual City tax
revenues, regional jobs, and regional economic output to be generated from both the project's
construction and on-going operations.
...
'-
Events Center at California State University, Fresno
KMA evaluated the economic and fiscal benefits to be generated from the construction of a state of the
art sports complex and a 100,000-square foot office/research center. The sports complex will seat
18,000 people and will be home to numerous athletic events. It will also host concerts, family shows, and
other events. KMA's analysis addressed the annual tax revenues, jobs, and economic output to be
generated from the project.
'-
...
Economic Impact of Proposed County Offices in Ashland Business District
For Alameda County, KMA evaluated the benefits on the surrounding commercial district including
projecting potential new investment and tax increment as well as comparing the revitalization benefits of
the Ashland site to expansion at the existing County complex in Hayward.
...
-
-
Springfield at Whitney Oaks, Pulte Homes, Rocklin
KMA evaluated the fiscal and economic impacts to be generated by the development of an 870-unit
active adult community in Rocklin. The analysis was prepared on the behalf of Pulte Homes for
presentation to the City of Rocklin. KMA assessed annual city revenues and service costs to be
generated by the project, including property tax revenues, sales tax revenues from residential spending
subventions, fire protection service costs, city security costs, and jobs generated. Key issues related to
assessing the unique attributes of a retirement community relative to a typical subdivision, including:
spending patterns and incomes of retirees, emergency medical service calls, household size, and number
of residents that are new to a community.
j
. ;
...
-
City of San Jose, San Jose Redevelopment Agency
KMA measured the principal economic benefits which have been produced by development activity in the
downtown and industrial redevelopment areas in San Jose over a 10-year period; examined (1) the
amount of new development, (2) total capital invested, (3) the number of new jobs created and (4) the
new tax revenues generated; then projected these economic benefits over a 15-year period to
demonstrate the continued benefit of redevelopment activity.
l..
...
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/1112007
Page 12
....
~1
L
1
, I.
JIll 1 )) '1
SELECT RESIDENTIAL, RETAIL AND MIXED USE PROJECT EXPERIENCE
L
, \
l-
i
,
City Center Plaza, Redwood City Redevelopment Agency
City Center Plaza is composed of 81 affordably-priced family apartments over ground floor retail and
community space at Main and Middlefield in downtown Redwood City. This new urban village is adjacent
to a new City Hall. KMA provided assistance to the Agency in evaluating the developer proposals and
determining the need for Agency assistance and the risks to the Agency.
...
....
"1
. '
i-
Downtown Pleasant HiII- Development Feasibility
KMA advised the Agency on the feasibility of a mixed-use project for a 28-acre site in downtown Pleasant
Hill. KMA provided the Agency with current research on trends in tenant mixing, mixed-use project
profiles and configuration. This newly created town center, adjacent to the City Hall, contains a mix of
retail tenants including Albertsons, Ross Dress for Less, Borders Books & Music, and Bed, Bath and
Beyond,
...
Neighborhood Shopping Analysis, Whisman Area, City of Mountain View
Our assignment for the City included the following: (1) identifying market potential for a food store; (2)
defining the trade area, (3) estimating food expenditure potential of residents and employees; and (4)
identifying competition.
...
'-
Retail Market Assessment Elmwood Site, BRIDGE Housing Corporation, Milpitas
Keyser Marston assessed the market feasibility of including 50,000 sq.ft. of convenience retail in a mixed-
use project. Study examined the trade area demographics, expenditure potential and current retail market
conditions.
i-
...
i
....
--
Downtown San Ramon, City of San Ramon
On behalf of the City of San Ramon, Keyser Marston provided a market analysis of existing retail in
downtown. We also estimated the expenditure potential to identify a retail program that will complement
planned civic uses while minimizing competition with the existing base. Our focus was on eating and
drinking establishments, specialty retail, and entertainment uses. For a follow-up assignment, KMA
evaluated alternative ways to parcelize and finance the planned civic center.
...
--
101 San Fernando Apartments, San Jose Redevelopment Agency
This downtown mixed-use project on 2.96 acres consists of 316 luxury apartments with below grade
parking and 9,600 square feet of retail space. Additionally, 20% of the units are set aside for low income
households. Our assignment consisted of performing a reuse analysis.
...
~
Tenth Street Place, Modesto
The Tenth Street Place project is a high quality, mixed-use entertainment and retail center in the
downtown anchored by a Brenden Theatre, retail space, and an Administrative Office Building. KMA
provided assistance in structuring the negotiations between the City and the developer.
...
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/1112007
Page 13
I-
"1
[
'.1
115 ~ II;
i
"-
'1
i
Bay Street, Emeryville Redevelopment Agency
KMA was retained by the Agency to lead the negotiating team in structuring the business terms for
development of a mixed-use project in Emeryville. We also provided a review and analysis of the
developer's financial proposals. Plans for this $125 million, 340,000 square feet development include
entertainment and lifestyle retail shops, 230 residential lofts and apartments, a 200-room hotel and a
2,OOO-car parking structure.
...
Birch Street Promenade, Brea
KMA provided expertise in developer selection, negotiations, and valuation. By completion, this mixed-
use project will contain 180,000 sq.ft. of retail, residential, office and restaurant space, and 30 loft-style
apartments. Other additions include: Gateway Center (200,000 sq.ft. shopping complex), the Ash Street
Cottages, and two Edwards Theater complexes (12-screen and 10-screen).
'-
...
'-
The Rotunda Building, Oakland Redevelopment Agency
KMA determined the fair reuse value of the historic Rotunda Building, based on a redevelopment
agreement proposed between the developer and the Agency. The redevelopment plan calls for a mixed-
use commercial development, including retail and office space, in this historic structure overlooking City
Hall Plaza.
...
-
University Gardens, San Jose Redevelopment Agency
Keyser Marston developed an equity participation financial model that allowed moderate income buyers
to qualify for residential ownership. In this model, the Agency would provide a deferred, low interest
second mortgage; this loan would then be repaid upon disposition.
...
"-
Market Gateway Plaza Condos, San Jose Redevelopment Agency
KMA prepared an assessment of financial feasibility and land value for 98 condominium units in two 4-
story buildings and 181 parking spaces on a 53,000 sq.ft. site. Project location was one with considerable
risks due to pioneering location, competition, and high-density design concept.
...
-
Parkway Estates, North Richmond Community Development Corporation
For a non-profit developer, Keyser Marston analyzed the market potential for residential development in
an extremely depressed neighborhood impacted by high crime and high unemployment rates. We also
identified a feasible development concept, the required critical mass, and phasing strategy. A key issue
was to identify the level of potential demand from within the community vs. from people who now live
outside of the area.
.....
...
.....
EI Cerrito BART Station - EI Cerrito
Keyser Marston analyzed the financial feasibility of construction market rate and affordable rental housing
on two sites currently used as BART parking lots. The analysis included an evaluation of the impact of tax
exempt financing and low income housing tax credits. We also developed a workable financing package
for the projects. The findings of the analyses were used by KMA in preparing a RFQ to submit to potential
developers.
...
Keyser Marston Associates, Inc.
99900/900b-586a.doc; 1/11/2007
Page 14
"-
}Jt ~/ IJi
-
downtown solutions
Project Name Contact
Yorba Linda Town Center Patricia Haley (Retired)
Planned Development City of Yorba Linda
Regulations 714.961.7130
Mary Ladiana
City of Chula Vista
Department of Community Development
276 Fourth Avenue
Chula Vista Urban Core Chula Vista, CA 91910
Specific Plan 619.409.5432
Larry Morgon
Redevelopment Manager
Redding Redevelopment Agency
777 Cypress Avenue
Redding Downtown Specific Redding, CA 96001
Plan 530.225.4393
do\\ n lo\\ n solutions
1/7 ~f JJ~
~ .
-Tf rr- -1
Is\ I I
Vl I I
- E Vl I
c- eel
ill 0 0 0 +-
:t:: :,=, ill:,=. C I
ill ul~ +- 0 I ill
-:)I:)+-U E
c-uU U4-
-~ ~ 0 I ill l'~ a 2 j
I o,~L..c 0:) 0
C U c-
U ._ ~ _0. CY ~
The fee schedule is attached.
.
city of dublin
general plan community design element +
downtown dublin specific plan
FEES PER TASK
Fehr & Peers Keyser Marston Mark Thomas &
Company
$8.000
$1.500
11.100
$20.600 $0 SO SO
$0
$0
$3.300
$1,600
$5.200
$7.000
$1,000
$800
$1,800
$4,200
$3.000
$2.400
$ 1 .400
$8.700
$6.200
$3.500
$3,000
$2.400
$2.400
2.700
$60,600 $0 $0 SO
$0
$0
$800
$1.200
$6,900
DUBLIN FEE SCHEDULE
PHASE I Discovery + Project Management
1,0 Visual Reconnaissance and 8ackground Research
2.0 Review of Consistencies with Existing Documents
3,0 Pro'ect Mana ement
PHASE I SUBTOTAL
PHASE II Community Design Element
1,1 Scope Refinement and Schedule
1.2 Review of Background Information
1,3 Urban Design Analysis
1.4 Meeting with Staff to Review Findings
1.5 Planning Commission/City Council Study Session 1
1.6 Online Visual Preference Survey
2,1 Detailed Outline of the Community Design Element
2,2 Final Document Style/Layout
2.3 New Gaols. Ojeclives. and Policies
2,4 Design Policy for Existing and Proposed Villages
2.5 Highway Adjacent Design Policies
2.6 Residential Design Policies
2.7 Sign Design Policies
2.8 "Uniquely Dublin" Signature Elements
3.1 Initial Administrative Draft
3.2 Community Meeting
3.3 Planning Commission/City Council Study Session 2
4.1 Planning Commission Public Hearing
4.2 City Council Public Hearing
4.3 Final Communit Desi n Element
PHASE II SUBTOTAL
PHASE III Downtown Specific Plan
1.1 Scope Refinement and Schedule
1.2 Review of Background Information
1.3 Form and Content of the Specific Plan
1,4 Boundary Refinement
1.5 Composite Base Map
2.1 Future Development Map
2,2 Development Map Modifications
2.3 Multiple Ownerships Exhibit
2.4 Urban Design Opportunities and Constraints Analysis
2.5 Transportation Opportunities and Constraints Analysis
2.6 Infrastructure Background Analysis
2,7 Final Opportunities and Constraints Analysis
3,0 Market Analysis
4.1 Stakeholder Interview Meetings
4.2 Stakeholder Walking Tour
4.2 Conceptual Land Use Plan Alternatives
4.3 Creation and Evaluation of Transportation System Alternatives
4.4 Stakeholder Meeting
4.5 Study Sessions (2)
5.1 Specific Plan Framework with policies
5.2 Conceptuallnfrastruclure Plan
5.3 Recommendations far Regulatory Changes (downtowncode)
5.4 Downtown Design Guidelines
5.5 Focused Fiscal Impact Analysis
5.6 Transportation Plan
5.7 Administrative Draft SpeCific Plan
5.8 Public Draft Specific Plan
6,0 CEQA Compliance
7.1 Planning Commission Public Hearing
7.2 City Council Public Hearing
7,3 Final Draft S ecific Plan
PHASE III SUBTOTAL
$3,200
$500
$3,200
$4,100
$0
$0
$900
$0
$7.500
$1.000
$2.900
$0
$5.000
$4.000
$3.400
$0
$12.000
$30,000
$0
$0
$24.000
$9,000
$0
$3.100
$3,100
6.900
$125.800
$17.825
$9,200
$27.025
$14.375
$11.500
$30.475
$17.825
fjl. --:-~1..
~" ' fflViFJ ~ ..~, ,'. "~' c.",.:q~
$50.025
$57.500
$27.600
REIMBURSABLES
TOTAL FEE PER CONSULTANT
~~
$356,6151
. Reimbursables far subcansultants are contained within the task fees.
..
$50,025
$57,500
$27.600
TOTAL FOR PROJECT
JI 9 ,1 1/ '1
$8.000
$1.500
11.100
$20.600
$0
$0
$3,300
$1.600
$5.200
$7.000
$1,000
$800
$1.800
$4.200
$3.000
$2.400
$ 1 .400
$8.700
$6.200
$3.S00
$3.000
$2.400
$2.400
2.700
$60.600
$0
$0
$800
$1.200
$6.900
$3.200
$500
$3.200
$4.100
$17,825
$9,200
$900
$27,025
$7.500
$1,000
$2.900
$14.375
$5.000
$4.000
$3.400
$11.500
$1 2,000
$30.000
$30.475
$17.825
$24,000
$9,000
$0
$3.100
$3.100
6.900
$260.925
lIe; ;f II 1
(])
Q.
0
u Eie
V)
-
'- c
(]) 0 0 0
+- += (]) (]) +=
..... +- +- 0
~ u
::) ::) +- U
ill u u u ~
2 (]) (])
> .c .~ 0
0 +- U ::)
--- u c V) Q. IT
---
1. This proposal is valid for sixty (60) days as of April 3, 2007.
2. The proposed work will be performed at the "not-to-exceed" price contained
in the fee schedule.
~A~
Thomas Merrell. Principal. Civic Solutions, Inc.
31726 Rancho Viejo Road, Suite 223
San Juan Capistrano, CA 92675
Telephone: 949.489.1442
Email: merrell@civicsolutions.com
.....
-
-
.'
city of dublin
general plan' community design element +
downtown dublin specific plan