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HomeMy WebLinkAboutDowntown Civic Core Vision & Action Plan - RES 4330 - Adopted 1-8-2018RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN (ADOPTED JANUARY 8, 2018) CITY OF RENTOP (D WA �^ PREPARED BY: © 0 JANUARY2018 Acknowledgments A special "thank you" to all who participated in this planning process. We appreciate your comments and support. Mayor Denis Law Chief Administrative Officer Jay Covington City Council Council President Armondo Pavone Council President Pro-tem Ed Prince Randy Corman Ryan Mclrvin Ruth Perez Don Persson Carol Ann Witschi Planning Commission Chair Angelina Benedetti Vice Chair Kevin Poole Michael Drollinger David Fleetwood Roxanna Johnson Michael O'Halloran Martin Regge Charles Seil Jamian Smith Community Advisory Committee Vicky Baxter Renton Chamber of Commerce Angelina Benedetti City Center Community Plan Advisory Board Dave Brethauer Cortona Building Mary Clymer Renton Municipal Arts Commission Ray Giometti North Renton Neighborhood Dalen Harrison Renton Downtown Partnership Nick Hill Renton Downtown Partnership June Lu Eagle Home Mortgage Bruce McIntyre South Renton Neighborhood Armondo Pavone Renton City Council Betsy Prather Renton Historical Society Martin Regge Renton Planning Commission Cheryl Scheuerman Piazza Renton Tim Searing Renton Parks Commission Gene Sens Red House Beer & Wine Shoppe Dave Smith Western Hotel and Old City Hall Dr. Linda Smith SKY Urban Empowerment and Transformation Center Pam Teal Renton School District Pat Tucker -Dolan Piazza Renton Rolanda Vineyard -Baker Wasatch (Metropolitan Place, Revo 225, Burnett Station) Rich Wagner Baylis Architects Technical Advisory Committee Chris Arkills King County Department of Transportation Misty Baker City Finance Division Leslie Betlach City Parks Planning & Natural Resources Division Kelly Beymer City Community Services Department John Collum City Downtown Liaison Jan Hawn Administrative Services Department Jennifer Henning City Planning Division Lys Hornsby City Utility Systems Division Cailin Hunsaker City Parks and Golf Course Division Michael Kirk City Facilities Division David Korthals King County Metro Cliff Long City Economic Development Division Angie Mathias City Planning Division Maggie McGehee King County Metro Carrie Nass City Neighborhoods, Resources & Events Division Carrie Olson Renton Farmers Market Jon Schuldt City Police Department Jim Seitz City Transportation Systems Division Maryjane Van Cleave City Recreation Division Chip Vincent City Community and Economic Development Department Gregg Zimmerman City Public Works Department Project Team Project Lead John Collum Community Development Project Manager Leslie Betlach Parks Planning and Natural Resources Director Jim Seitz Transportation Systems Director Focus Group Attendees Business & Property Owners Dave Brethauer, Cortona Building Charles Divelbiss, St. Charles Place Antiques Nick Hill, Antiques 4U, Renton Downtown Partnership Ross Hudspeth, Four Generals Brewing David Kimura, King's Chapel Church Katrina Koruga, Salvation LLC Melinda Lawrence, Whistle Stop Ale House Jennifer Leverton, 4 Sisters Holistic Remedies June Lu, Eagle Home Mortgage Aleana & Scott McMurray, Chaun Tao Kung Fu Larry Mroczek, MBA Seattle Auction House Tiffany Penton, Sweet P Beauty Gene Sens, Red House Beer & Wine Shoppe; Renton Downtown Partnership Gary Slotnik, Garland Jewelers Bernie Thueringer, Pacific Glass, Inc. Focus Group Attendees Renton Chamber of Commerce & Renton Downtown Partnership Angelina Benedetti, City Center Community Plan Advisory Board Brent Camann, SECO Development Nick Hill, Antiques 4U Cliff Long, City of Renton Paul McFadden, Paratex Pest Control Focus Group Attendees Focus Group Attendees Focus Group Attendees Focus Group Attendees Commercial/Residential Brokers Downtown Civic Activities Downtown Civic Activities Renton High School Students Group (City Staff Only) (Non -Profit and Event Organizers) Lloyd Ball, Anomaly Commercial (Keller Williams) Leslie Betlach, Ben Andrews, Renton Downtown Partnership, Consultants Parks Planning & Natural Resources Division Renton Municipal Arts Commission, Reba Haas, Team Reba-Re/Max Metro Eastside Renton Chamber of Commerce MIG Inc. Kelly Community Justin Sult, AnomalyCommercial es Department Services Department Laurie Baden, Fehr and Peers (Keller Williams) Maryjane Van Cleave, Recreation Division Renton Library Advisory Board Leland Consulting Group Focus Group Attendees Developers for 1:1 John Collum, Economic Development Division Angelina Benedetti, City Center Community Plan Advisory Board Strategic Planning Concepts International, LLC Dave & Monica Brethauer, Cortona LLC Jennifer Henning, Planning Division Laura Clawson, Renton Historical Society Charlie Conner, Conner Homes Elizabeth Higgins, Arts Liaison Amy Eggler, Emily Heenan, Winson Investment Cailin Hunsaker, Parks and King County Library System Kevin Sokoloski, BDCLDesign International Golf Course Division Paul Hebnon, Arts Unlimited Rocale Timmons, SECO Development Michael Kirk, Facilities Division Don Hunsaker, Renton Historical Society Wei Zhang, Winson Investment Cliff Long, Economic Development Division Lynne King, Angie Mathias, Long Range Renton Library Advisory Board, Planning Division Renton Historical Society Carrie Nass, Lawrence Reymann, Neighborhoods, Resources & Events Division Renton Parks Commission Carrie Olson, Farmers Market Dana Rochex City Center Community Plan Advisory Board Millie Phung, Marsha Rollinger, Economic Development Division Renton Municipal Arts Commission, Jon Schuldt, Police Department Arts Unlimited Liz Stewart, Renton History Museum Mitch Shepherd, Renton Municipal Arts Commission Chip Vincent, Community and Economic Pat Tucker -Dolan, Development Department Piazza Renton Sybil Turner, City Center Community Plan Advisory Board Kim Unti, Renton Library Advisory Board, Renton River Days Johnny Williams, Hands forthe Nations Marlene Winter. Renton Parks Commission Table of Contents Executive Summary...............................................................i Introduction..........................................................................1 Context................................................................................2 Community Generated Solutions.........................................3 Vision for the Renton Civic Core and Downtown .................5 Organizing Themes..............................................................7 Sustain Activate Create Strategies............................................................................13 Design and Development Strategies DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest........................................................ 14 DDS 2: Provide Active and Engaging Public Spaces ....................... 17 DDS 3: Integrate Art into the Civic Core and Downtown ................32 DDS 4: Create Safe, Green and Attractive Streets ..........................34 DDS 5: Support Small Businesses and Downtown Living ................. 34 DDS 6: Increase Economic Activity and Business Attraction .............36 Transit Planning Strategies..........................................................38 Parking Management Strategies................................................41 Public Facilities Management Strategies...................................43 Organizational Strategies............................................................44 Implementation...................................................................47 LIST OF FIGURES Fig 1.1 Level of Intervention........................................................ 9 Fig 1.2 Urban Form + Opportunities .......................................... 15 Fig 1.3 Parks and Open Space....................................................18 Fig 1.4 Renton Connector Plan View..........................................26 Fig 1.5 Bicycle Access + the Arts Trail........................................33 Fig 1.6 Street Types + Parking Access........................................35 Fig 1.7 Downtown Transit // Short -Term Routing ......................39 Fig 1.8 Downtown Transit // Long -Term Routing .......................40 StreetSections.....................................................................65 Wayfinding...........................................................................71 Downtown Renton Layover Alternative Locations ................79 UNDER SEPARATE COVER Public Engagement Summary Additional Resources (Food Carts Memorandum, Boise Downtown Housing Strategy and Market Analysis, Public and Business Improvement Areas (PBIAs)) -1 =ctetl fresh RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN (ADOPTED JANUARY 8, 2018) OEM Executive Gn C 3 3 Introduction and Context The Renton Downtown Civic Core Vision and Action Plan (Plan) began as a request from the City of Renton Mayor and City Council to address plans to relocate transit layovers (where buses park and wait until service continues) to a new station at Rainier Avenue S. and S. Grady Way. This focused question about an important location in the Civic Core expanded into a much broader conversation about not only the future possibilities of the Transit Street, but about Downtown public spaces, streets, connections to the Cedar River and trails, and increasing the attractiveness for new business activity in the entire Civic Core and Downtown area. To South Renton Tr —it Center and City Hall The Plan provides specific actions that takes advantage of the future possibilities and opportunities for Renton's Downtown. Some of which include: • Assessing and re -imagining public spaces like the Piazza and Pavilion, and connecting those spaces through an expanded regional trail system to local destinations. • Building upon the emerging restaurant and retail clusters that can support the significant population growth predicted for the area. • Celebrating the racial diversity of Renton as an opportunity to become a cultural center. ,r,en . use P�.4r Conceptual view of the Renton Connector (looking north) that integrates the North and South Burnett Linear Parks to the Civic Core and Downtown, Cedar River, and City Hall. Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Vision and Plan Framework The Plan is based on extensive community input using a range of interactive in -person and online events. Residents and businesses were clear in their desire for an attractive and economically diverse Civic Core and Downtown. The Plan envisions the Civic Core and Downtown as a place to ride a bike, catch the bus, get a bite to eat and see a show. Achieving the vision will require leadership from residents, businesses, schools, non- profits and community organizations, and the City of Renton. Most important is providing the energy and creativity to make the Civic Core and Downtown the true heart of Renton. It should showcase the city's rich history, include great public spaces, art and cultural attractions, and offer year-round activities and nightlife. The Plan identifies actions for the public spaces and destinations in the Civic Core and Downtown Renton. Sets the Stage Organizes the Effort Identifies the Actions ................ "The Civic Core and Downtown .................. ............ are places where people of all ages and abilities � live, work, shop, recreate e Activate and gather, connected by art and public spaces that encourage investment and " Create creativity. Plan Framework Diagram M I G City of Renton Organizing Themes Existing spaces within the Civic Core and Downtown are not created equally, nor do they have the same amenities available. Different levels of intervention will be needed to achieve the community's vision. These interventions have been organized into three themes: Sustain, Activate and Create. Sustain requires the least amount of intervention, while Activate and Create may require extensive public and/or private investment over time to reach the desired result. Images and block faces are color -coded to show the level of intervention. Focus on supporting and improving upon what is happening now: • Remove mirrored glass and other Fr_ — — storefront improvements. • Increase shelter for pedestrians from the Sustain' elements, such as awnings and trees. • Provide seating, food carts, and pop-up retail. • Activate the alleys Focus on redevelopment that creates a better pedestrian environment: • Renovate existing buildings, adding windows, if appropriate. • Develop the Former Big 5 site, Transit Activate Street and the existing Bank of America sites. • Develop public spaces to encourage more pedestrian activity. Focus on actions to improve overall conditions, including publicly - funded projects that improve existing deficiencies and catalyze development potential: • Inprove parks and urban trails like the Piazza and Renton Connector. • Upgrade streetscapes to improve the Create pedestrian experience. • Upgrade infrastructure and assist in consolidating small lots to attract developers. M I G Interactive art features Streets designed to host festivals/events Streetscapes designed to improve pedestrian and biking experiences Fresh paint improves visual interest Renton IKEA H.S. Performing Arts �• Aw� T Increase seating on the sidewalk m Improve urban trails and parks Renton Downtown Civic Core Vision and Action Plan January2018 aA.I Design and Development Strategies Design and Development Strategies (DDS) identify specific actions necessary to meet the project vision and organizing themes, focusing on increasing economic viability, improving pedestrian walkability and visual interest, and increasing the diversity of land uses. Strategies are also phased. Quick Wins are projects or actions that can be implemented now and/ or with limited financial resources. Other strategies and actions are broken into Short - Term Actions (within five years) and Mid/ Long -Term Actions (five to 10 years). DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest Actions for DDS 1 are focused on improving visual interest and developing easy to understand travel patterns through the Civic Core and Downtown. Specific actions include signage and wayfinding, facade improvements, and establishing a food cart pod. DDS 2: Provide Active and Engaging Public Spaces Each public space described below includes strategies to achieve the desired vision and design for the site. Many strategies are Quick Wins that can happen quickly. THE PAVILION becomes a year-round market/ food hall while continuing to serve as an event space with regular programmed activities. It is redesigned with exterior access to restrooms and becomes an important gathering space. THE PIAZZA is redesigned as a more flexible event space for performances and cultural activities, including play opportunities for kids. Potential programming concept for the Pavilion and Piazza Vop-up spaces in the backyard Renton Downtown Civic Core Vision and Action Plan January 2018 THE BACKYARD is a pop-up plaza space on the former Transit Street with a dog park/ cafe, picnic tables and porch swings under the existing transit shelters. Eventually, it will be redeveloped with mixed -use buildings. THE CITY CENTER PARKING GARAGE is retrofitted with ground floor retail and is well used for parking. THE FESTIVAL STREET is where the Farmers Market and public events happen. When not used for events, it would be open to vehicles. THE RENTON CONNECTOR is a new multimodal "art" greenway and signature element that ties many of the Plan elements together as it connects the Cedar River to City Hall. THE JUNCTION connects Tonkin Park, the Renton Connector and the Chamber of Commerce property into an explorable district with restaurants, bars, and art. THE GATEWAYS become important entry nodes to Downtown where S. 2nd and S. 3rd Streets intersect with Main Avenue S. THE LIBRARY is leveraged by improving connectivity and wayfinding between the Library and other destinations in the Civic Core and Downtown. POP-UP ALLEYS AND STOREFRONTS are used for seating, small-scale incubator spaces for cultural events, small-scale retail, art, music, outdoor movies and eateries. THE CEDAR RIVERWALK becomes a major attraction for residents with better connections from the Civic Core and Downtown. City of Renton Tonkin Park as part of the Junction The Renton Connector as an important connection m I IN n r. / Pop-up alleys become important public spaces DDS 3: Integrate Art into the Civic Core and Downtown Art is one of the most important elements of the Plan and should represent the community, celebrating and incorporating the diversity of voices that make up Renton. Art should occur at a variety of scales, variations in design, and tell multiple stories. Strategies focus on engaging local schools and arts organizations to create opportunities for artists and developing an Arts Trail in the Civic Core and Downtown. DDS 4: Create Safe, Green and Attractive Streets Safe and attractive streets improve mobility for everyone. Future improvements must prioritize the creation of a highly walkable, urban environment that increases economic activity and creates a distinct street environment. Designing "River Streets" that conned the Civic Core and Downtown to the Cedar River, and providing bicycle and pedestrian access from surrounding areas, means people will not always have to drive and park. Several of the recommendations will be included in the updated City of Renton Trails and Bicycle Master Plan, currently in development. Strategies focus on street design and overcoming safety perceptions in some areas. DDS 5: Support Small Businesses and Downtown Living Increasing the attractiveness and desirability of the area will attract more businesses and residents. These can be provided either in permanent locations or as pop -ups. Strategies include focusing on redeveloping the Former Big 5 site, creating marketing packages, and incentivizing housing development. M I G Art along an Arts Trail Intersection painting to increase visual interest Pop-up alleys become important public spaces DDS b: Increase Economic Activity and Business Attraction Flexibility is key to increasing economic development activities, focused specifically on food service and drinking establishments, particularly fast casual dining. Vibrant retail today can take many forms, including food trucks, shipping containers, pop-up shops and exhibits, kiosks, and special events and activities. Strategies focus on business outreach and attraction, improving street life in front of businesses, and marketing the Civic Core and Downtown to potential businesses. Transit While transit routing may change in the future, the level of service is expected to remain the same or better than what currently exists in the Civic Core and Downtown. Restructuring routes will address the gaps in transit stop amenities such as shelters, lighting, and signage and open up the Transit Street for new development. Short-term strategies include relocating layovers outside of the area, and restructuring Transit Route 101 that provides express service to and from Downtown Seattle. Longer term strategies include routing changes as streets convert to two-way traffic. Parking Management According to a 2017 parking audit completed for the project, parking usage varies depending on location. Most on -street spaces have two-hour time limits, while the City Center Parking Garage is free for up to two hours, but is mostly vacant except for the park -and -ride spaces. Parking strategies focus on better managing of on -street parking, City of Renton improving lighting and safety features, and changing on -street time limits to encourage use of the City Center Parking Garage. Public Facilities Public facilities include City -owned assets within the Civic Core and Downtown and should be managed comprehensively to optimize each facility's use, whether it is a developed site or a vacant parcel. The City of Renton is already developing a citywide Strategic Facilities Plan that will identify best uses for publicly -owned facilities. Related to the Civic Core and Downtown, those findings will inform this Plan. Other strategies include recommendations for soliciting a developer for the Transit Street, consolidating park -and -ride spaces and providing 24-hour security in the City Center Parking Garage, and restructuring the Pavilion's lease agreement to provide the City of Renton more flexibility in how it is used and maintained. Organizational Strategies Identifying new opportunities and partnerships is an important element of the Plan that will improve how existing organizations can maximize their resources and support their constituents. Strengthening the Renton Downtown Partnership by merging with other related organizations like Piazza Renton would help leverage funding and visibility. Hiring staff, coordinating with the City of Renton, and actively pursuing its own funding sources through Washington's Main Street Program will improve the Renton Downtown Partnership's ability to develop a coordinated marketing program and increase the visibility of the Civic Core and Downtown. Renton Downtown Civic Core Vision and Action Plan January 2018 V City of Renton Other Sections In addition to the sections listed previously, the Plan also includes the following: • Implementation matrix summarizes the strategies and actions identified in the Plan, and identifies responsible parties and costs, where applicable; • Street sections illustrate the proposed changes to specific streets that are needed to implement the Plan vision; and • Wayfinding presents a hierarchy of signs that will be placed in the Civic Core and Downtown, as well as other locations, to direct people and provide navigational assistance within the area. MENIM 06 Wayfinding and directional signage help get people to Renton Downtown and Civic Core destinations Renton Downtown Civic Core Vision and Action Plan January 2018 Introduction What should the Civic Core and Downtown become? How should we get around and what experiences create great public spaces? How should it grow? How well do the Civic Core and Downtown represent the diversity of Renton and provide opportunities for new and emerging businesses? These are some of the questions residents and businesses, students, non -profits and churches, and other civic organizations have been asking. The Renton Downtown Civic Core Vision and Action Plan (Plan) is the culmination of these discussions, providing focused actions and strategies and providing a path to creating a Civic Core and Downtown that the community desires. This document is organized into the following sections: • Community Generated Solutions provide a summary of the public engagement process and the results of those discussions. The Plan is based on the extensive community input provided since the start of the planning process in early 2017; • Vision for the Civic Core and Downtown are the essential elements of an active and engaging Civic Core and Downtown. The Vision is the foundation of the Plan; • Organizing Themes identify the potential level of intervention needed by location to achieve the Plan Vision; • Design and Development Strategies identify specific projects and actions that address the challenges identified in the Civic Core and Downtown. The Design and Development Strategies include urban M I G design and public space programming, incorporating the arts into the urban form, focusing on active and engaging streets, small business attraction, and increased economic development activity; • Transit Strategies identify the proposed interim and long-term changes for transit while considering how other projects, such as two-way street conversions, will impact future bus routing; • Parking Management Strategies recommend how to manage on -street and off-street public parking; • Public Facilities Management and Organizational Strategies address use of the City Center Parking Garage and other publicly -owned assets such as the Renton Pavilion Event Center and the Piazza. Organizational strategies identify ways to enhance existing Downtown Renton organizations, offer recommendations for restructuring where needed, and introduce new organizations where gaps exist; • Implementation summarizes the strategies and actions identified in the Plan, and identifies responsible parties and costs, where applicable; • Street Sections illustrate the proposed changes to specific streets that are needed to implement the Plan Vision; and • Wayfinding presents a hierarchy of signs that will be placed in the Civic Core and Downtown, as well as other locations, to direct people and provide navigational assistance within the area. City of Renton Existing conditions in the Civic Core and Downtown Renton Downtown Civic Core Vision and Action Plan January 2018 Context In the late 1990s and early 2000s, the City acquired property within the Civic Core area to revitalize Downtown with higher density mixed -use development supported by public amenities. Several multistory residential projects with street level retail space were developed around a city -owned block with key civic facilities, including a transit center, parking garage, event center, and central park/public plaza. Immediately to the south, other City -owned property along Burnett Avenue S. was repurposed with a clocktower plaza and public parking lot. In the decade since completion of these improvements, the area has struggled with issues such as long-term retail space vacancies, safety perceptions, over -use of curb space for idling buses, and underutilization of many of the civic facilities. In early 2016, the City of Renton Mayor and City Council requested that City staff begin work on developing a visionary master plan for the Civic Core and Downtown area to address plans to relocate transit layovers to a new station at Rainier Avenue S. and S. Grady Way. Reconfiguring the existing transit layovers provided the perfect opportunity to talk with the Renton community about the future of the Civic Core and Downtown. As part of the Plan development, the community discussed what strengths and opportunities exist today, and how change should occur overtime. Supporting existing businesses, building spaces for families, and creating opportunities for new businesses that reflect the racial and cultural diversity of Renton were all central themes ofthe discussion. The Civic Core and Downtown are in the ideal position to grow as true community hubs. The Piazza and the Pavilion are public investments that can be built upon and designed to be better public spaces. Regional trails connect the Civic Core and Downtown to local destinations, and emerging restaurant and retail clusters create opportunities to further cultivate special places through strategic investments. The area's location and demographics also highlight several opportunities: • The Civic Core and Downtown are close to Seattle -Tacoma International Airport (Seatac Airport) and major transportatior corridors. Plus, access to employment, natural amenities, and the regional trail system make it an attractive location to live. • Regional planning studies predict significant growth in the area. Some of that is likely to include housing options in and near the Civic Core and Downtown. • Renton is a diverse community. This is an opportunity for the Civic Core and Downtown to become a key cultural center. • Downtowns attract younger people and baby boomers. Renton's population is young and is well -positioned to capitalize on its younger population. • Renton is affordable. As the more urbanized parts of the Seattle metropolitan area continue to grow and home values and rental costs increase, residents will look to other areas in the region that offer similar urban amenities. Renton can capitalize on this market, given its proximate location to Seattle. Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton The Civic Core and Downtown (in red, above), provide many opportunities. Renton is exceptionally well - located in the southern Seattle Metropolitan area. Close proximity to SeaTac Airport, major transportation corridors, employment, and recreation opportunities makes it an attractive place to live and work. The area's housing is also more affordable than other locations in the area, which benefits families and young Professionals. Community Generated Solutions The people of Renton have been integral to developing the Plan, both in person and online. Three public events held at the Renton Pavilion Event Center (Pavilion) during each major phase of the project were especially noteworthy. Hundreds of participants provided enthusiasm and ideas about the Civic Core and Downtown at the Public Kickoff (March 2, 2017), Design Day (June 6, 2017) and the Design Priorities Workshop (October 11, 2017). Community members are passionate about their Civic Core and Downtown. Over the last year they have explained what makes Downtown great and what will be needed to make it better. Many of these ideas from community members, described below, have been translated into key elements of the Plan: • Addressing issues facing the Civic Core and Downtown today: There are several obstacles that prevent the Civic Core and Downtown from realizing their full potential. The street environment is perceived to be challenging for pedestrians with high traffic speed, lack of safe crossings and streets that are not designed to meet accessibility standards. One-way streets, disconnected bike lanes and a general lack of parking management also lead to confusion when getting around. Community members have also stated that poor lighting, litter, vacant or underused spaces, and a perceived lack of police presence create an unwelcoming and unsafe environment. It is also challenging to find Downtown from 1-405 or surrounding streets, and there is a general lack of clear wayfinding signage or visual cues to navigate to and around the Civic Core and Downtown. • Exploring opportunities for the future: Despite these challenges, the Civic Core and Downtown also have many strengths and a long list of opportunities to build upon. Some of the Civic Core and Downtown's greatest assets include a unique history and many cultures, connections to the natural environment, and the Cedar River. There is an opportunity to increase the number of great restaurants and public spaces, as well as expand housing options that are close to amenities. The additions of green streets and well -designed landscaping, connected sidewalks with wayfinding, and improved transit linkages will result in places that are walkable, interconnected, and welcoming. The resulting vision is a place where people and families are living, working, and enjoying a true urban experience. River traf f 1C spaces theater river street park Table artevents Cedar (L 1 old market lightingcbetter ity buildings Park Burnett NeedArt space uSeRenton parking 3r center library sidewalks retail public streets �owntown night hall Public Public Kickoff Workshop (March 2, 2017). Key themes quickly emerged from the discussions. M I G City of Renton How the Community was Involved The project's Public Engagement and Communications Plan provided the direction for community involvement throughout the planning process, identifying specific opportunities for engagement at different scales and formats. Staying informed online MGM The project website Id fma h (rentonciviccore.com) served as an easily accessible source for project information and upcoming events. The City also provided social media updates, invitations to public events, and broadcasting information about the project to a wider network. Informing the Plan in person The City hosted three major public events at the Pavilion. The Public Kickoff Workshop engaged community members about their perceptions of the Civic Core and Downtown. Next, Downtown Design Day, held in conjunction with the 2017 opening of the Farmers Market, was a chance for participants to voice their opinion on potential ideas for the future design of the Civic Core and Downtown. The final event, a Design Priorities Workshop, focused on the recommended concept for the Civic Core and Downtown, allowing participants to test ideas through electronic polling, while transformation of the Pavilion into an indoor public market and play space provided a glimpse of how this space could function in the future. The City advertised each of these events through a range of print and online materials to maximize turn out. 000 Understanding specific topics and interests %-104 Small group meetings helped to identify major opportunities, challenges and potential partners early in the process from stakeholders with a specific interest in, or understanding of the Civic Core and Downtown. Participants included business and property owners, real estate brokers and developers, non- profit and civic organizations, high school students, program administrators, the Renton Chamber of Commerce, the Renton Downtown Partnership, and City staff. Providing project oversight and direction The Community and Technical Advisory Committees met at key milestones to review materials and provide direction. Representatives spanned a range of interests in and around the Civic Core and Downtown, including public agencies, business and property owners, community - based non -profits, and community leaders. The project team also conducted two joint work sessions with the Renton Planning Commission and City Council to provide project updates and gather feedback during the Plan development process. City staff also provided interim updates to Planning Commission and City Council. Renton Downtown Civic Core Vision and Action Plan January 2018 3 • Focusing on priorities that strengthen the Civic Core and Downtown: The Civic Core and Downtown can overcome obstacles and leverage strengths by prioritizing a set of specific actions. The downtown area should maximize the use of underused or vacant spaces to create a more cohesive street front and generate more activity. Specific uses should be encouraged that attract more residents and visitors, draw more businesses, including a community market space, modern work spaces, mixed -use and affordable housing, and active ground floors. Public spaces should be designed Downtown Design Day Open -House (June b, 2017) and programmed for year-round and all ages activities, creating places that are more inviting, accessible, playful, and functional. Specific refinements should include redesigning the Piazza with amenities and programs for kids, teens, and adults, connecting Burnett Linear Parks North and South, renovating the City Center Parking Garage ground floor, and adding public restrooms. Green infrastructure along with better -connected trails and public spaces should tie spaces together. To sustain long- term investment, a strong network of public and private partners should be assembled. 4 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton What would an indoor public market look like in the Civic Core? On October 11, 2017, the City hosted the third and final public event for the project to present the recommended alternative for the Civic Core and Downtown and create a fun and entertaining space to dine, play, and think about the future. Working with local vendors and business owners, the City helped to transform the Pavilion into an indoor market, complete with food, drinks, boutique retail, an indoor play area, and live music. For the second half of the event the project team presented the recommended alternative, leading event participants through a real-time electronic polling exercise to test design elements using example images from other cities. Based on polling results, there was general agreement on the majority of design elements, specifically: • Providing an excellent pedestrian experience and creating a stronger connection to the Cedar River, including integration of green storm water facilities, and connecting Burnett Linear Parks North and South. • Prioritizing economic development with active and round-the-clock ground floor spaces and public areas, temporary or creative use of vacant or underused spaces, and businesses or small-scale retail shops. • Improving public safety and the design and function of public spaces through better lighting, parklets, integrated sidewalk or street art, and play for all ages. Downtown Design Priorities Workshop (October 11, 2017) -A E r es nn IN=— Strategies '0 Vision Vision for the Civic Core and Downtown Renton residents and businesses have been clear that they desire great places and quick action in the Civic Core and Downtown, requiring a plan and vision that is more than just a list of actions. The path forward must address existing challenges and support the best parts of the Civic Core and Downtown that already work well. Today, popular events like the Farmers Market make the Civic Core and Downtown a destination, but it can be more. Inspiring public spaces, safe and welcoming streets, and bustling storefronts are all part of the community's vision for a more desirable place for residents and businesses. Each step ofthe planning process has focused on creating a community -focused plan. Discussions have been extensive and collaborative, beginning at the Public Kickoff Workshop with a lively discussion of community values, collaborating on potential design elements during Design Day, and real-time polling on recommendations and a pop-up food hall at the final Design Priorities Workshop. This input is the basis for the Civic Core and Downtown, organized by levels of intervention and specific strategies and actions for design and development, parking management, transit planning, organization, and public facilities management. Sets the Stage ............................. "The Civic Core and Downtown are places where people of all ages and abilities live, work, shop, recreate and gather, connected by art and public spaces that encourage investment and creativity." Plan Framework Diagram 6 Renton Downtown Civic Core Vision and Action Plan January 2018 Organizes the Effort .............................. Sustain L_ __,� Activate E The future Civic Core and Downtown is a place to ride a bike, catch the bus, get a bite to eat and see a show. Businesses, non -profits, schools and community organizations interact in a way that generates creativity and sustains social support services, allows people to make connections with one another on the street, and fosters innovation by encouraging new voices and ideas. The future Civic Core and Downtown offers opportunities for all ages and abilities and is a fun and welcoming place for families. As the heart of Renton, it showcases the city's rich history, with great public spaces, art and cultural attractions, and offers year- City of Renton round activities and nightlife. The future Civic Core and Downtown is energetic and exciting, with places to live, work, and enjoy all the conveniences of urban living. Identifies the Actions Design &Development Strategies 1. Improve Urban Design to Encourage Strolling and ' ' ' ' ' ' ' ' ' ' ' ' Increase Visual Interest 2. Provide Active and Engaging Public Spaces 3. Integrate Art Into the Civic Core and Downtown 4. Create Safe, Green and Attractive Streets 5. Support Small Businesses and Downtown Living 6. Increase Economic Activity and Business Attraction M I G urganizi,n s N Organizing Themes Existing spaces within the Civic Core and Downtown are not created equally nor do they have the same amenities available. Different levels of intervention will be needed to achieve the community's vision and vary depending on location (Figure 1.1). These interventions have been organized into three themes: Sustain, Activate and Create. Sustain requires the least amount of intervention while Activate and Create may require extensive public and private investment over time to reach the desired result. SUSTAIN The Civic Core and Downtown have many businesses, although there are also several vacant storefronts. Interventions in areas identified as Sustain should focus on supporting and improving upon what's happening now, including: • Focusing on storefront improvements such as removing mirrored glass to increase visibility, repainting and restoring facades; • Increasing the number of awnings and/ or continuous tree canopy to shelter pedestrians from the elements and improve the pedestrian experience. Worn awnings should be replaced, if possible; • Increasing seating either on the sidewalk or through parklets; • Using small off-street parking lots for temporary uses, such as food trucks, pop-up retail, or seating; • Adding edge treatments, such as landscaping or art installations on vacant lots; • Where applicable, incorporating alleys and alley entrances into the streetscape environment by using gateway elements, murals, lighting, or other features to attract pedestrian interest; and • Blending new buildings with surrounding uses to the greatest degree practicable. Implementation: Primarily private investment with support from the City through storefront improvement grants, flexibility in how vacant areas and parking lots are used for temporary/ pop-up uses, and streetscape improvements. Lighting and art installations help to attract pedestrians Increase seating on the sidewalk 8 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Fresh paint improves visual interest and contrast Awnings provide shelter and a pleasant experience Temporary pop-up uses revitalize vacant lots and alleys CONCEPT DIAGRAM + LEVEL OF INTERVENTION FOR ADJACENT PARCELS LEGEND (=1 DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS f++ RAIL SUSTAIN ACTIVATE CREATE CONCEPTUAL BUILDING FOOTPRINT •• *..• FOCUS ATTENTION ON CREATING PEDESTRIAN INTEREST Sustain • Private investment • Support what's happening now • Focus on storefront and fa4ade improvements, murals, seating, parklets, and improved pedestrian experience • Limited infill potential A• • Public/private investment • Moderate interventions needed • Good bones but lacks cohesion • Focus on infill and supporting surrounding businesses • Moderate infill potential Create • Public investment • Major interventions needed • Focus on streetscape and placemaking to create identity • Major development opportunities on parking lots and vacantland • Potential gateway opportunities on 2nd Street • Focus on creating a pedestrian experience FIGURE 1.1 Various levels of intervention will be needed depending on location and the desired improvements or amenities required. These interventions have been organized into three themes: Sustain (minimal intervention), Activate, and Create (both of these may require public/private investment). N 0 3I 60 Feet M I G e Renton IKEA H.S. Performing Arts .' •.: I _ N 2nd St ce ad R• �e N 2nd St aj S Tillicum St S Tobin St �s 000 na � ti� oc ,p. sr oc5 � P s e� 9 O ''a�, d m 9Ir1P O LF I�_1 1 iy ` ��♦ 1 i Library S 2nd St �•% v > i Q Q i Pavi w i i Piazza n m' 3 Mus um I � ----------------------- a`1 > I NooSet N Q 1 s I � 1 / 1 S4thSt s� it •••• 0 31__-- I 1 s � I I 10. S 5th St I nt N Brooks St 2 y ZJ x \ p • 0 m a> 0 i u, � m v Q Q U ..i Renton Downtown Civic Core Vision and Action Plan January 2018 ACTIVATE Activate areas have good bones with older buildings and functional sidewalks, but many buildings need facade improvements and large vacant lots reduce the visual appeal of these areas. Locations identified as Activate need a higher level of redevelopment or renovation than Sustain locations. Potential interventions could include: • Any of the Sustain interventions; • Focusing infill development that improves the street environment. New buildings should complement the surrounding built environment, using similar materials at least for the first two floors where pedestrians interact with the building facade. This includes use of brick or material meant to convey permanence or that match some of Downtown's most prominent buildings; • Encouraging renovation of existing buildings to increase the percentage of windows on the primary facade; • Incorporating transit service and stops into the urban form at the street, including extended bulb -outs that place the shelter closer to the street, minimizing encroachment into the pedestrian walking area; • Focusing on development (or redevelopment) of the Former Big 5, Transit Street and the existing Bank of America sites; and • Developing public spaces to encourage more pedestrian activity. 10 Implementation: A combination of public and private investment, particularly public investment in streetscape and utilities. Redeveloping some City -owned sites, such as the Former Big 5 site and Transit Street will require City support, potentially through infrastructure investment or facilitating developer selection. Interactive art features Wayfinding and branding elements City of Renton The addition of a protected bike lane isjust one of the potential streetscape improvements to Burnett Ave. S., shown in this northeast facing view at the intersection with S. 3rd Street Renton Downtown Civic Core Vision and Action Plan January 2018 IM M 1 G CREATE Areas identified as Create will require the greatest effort and funding. Many parcels along S. 2nd Street, for example, are either vacant or underdeveloped with surface parking or small building footprints and could be redeveloped. Focused actions will need to occur in Create areas to improve overall conditions, including publicly funded projects that can improve existing deficiencies and create catalytic potential for future development. Potential interventions to spur activity could include: • Interventions identified in the Sustain and Activate categories; • Making public investments proposed for parks and urban trails like the Renton Connector to energize and catalyze development in the Civic Core and Downtown; • Improving the use of existing ground floor spaces and changes in streetscape design to create a more engaging pedestrian environment, including repurposing the park -and -ride spaces of the Metropolitan Apartments as ground floor retail; • Focusing on street design and the pedestrian experience. This could include upgraded streetscapes, a festival street on Logan Avenue S. and S. 3rd Street, improved branding and wayfinding, and traffic calming to make it safer for pedestrians to cross; • Improving sewer/water and stormwater infrastructure, as needed, to reduce the burden on developers or landowners to develop property; M I G • Re -master planning the Piazza and Gateway Parks to enhance use, functionality, and safety; • Actively marketing City -owned properties, like the Transit Street, and assisting landowners and developers specializing in mixed -use. Efforts should be focused on locations near where significant public investments are proposed. This could include public/private partnerships or other development incentives; and • Considering lot consolidation, where possible. Many existing parcels are too small to attract developers, are oddly shaped, or have other infrastructure challenges. There are several parcels along S. 2nd Street (or other areas beyond what is currently shown), for example, that could be consolidated to be more attractive to developers. Implementation: Areas designated as Create will require a higher level of public intervention and focused design management to create the walkable environment Renton residents and businesses envision. Implementation will require a combination of public and private investment, focused strategic and ongoing outreach to existing landowners, businesses, and developers. Unlike Sustain and Activate, areas where public investment is helpful but not necessarily essential, Create areas will likely require a high degree of public investment in streetscape, parks and trails development, utilities, marketing, and development assistance. City of Renton Redesigned Inflll development Redesigned gmund Renton Connector alon ground floor (Flexible space in Floor with active uses 9 with active uses theshort term) Burnen Avenue S. linking Public Reconfigured Pavilion with increased Burnett Linear Park North to green space ansparency and access to the Pl Burnett Linear Palk South Beginning of festival connection Redesigned building is along Logan Pavilion to Garage with residential andretail Avenue and 3N Street Re -mane, planned P.— that j incorporates adjacent Gateway Park and festival streets Inflll development - Y New development ? %� Conceptual aerial rendering of the Civic Core renovations Conceptual view of proposed changes on Burnett Ave S. between 2nd and 3rd, facing north Renton Downtown Civic Core Vision and Action Plan January 2018 Revo 225 Apartments Festival Street along Logan Avenue S. Conceptual rendering of festival street along Logan Ave. facing the Pavilion 12 Renton Downtown Civic Core Vision and Action Plan January2018 New infill Re -master planned Piazza City of Renton Burnett Avenue S. (trail and pedestrian connections to Burnett Linear Parks N. and S.) Strategies Design and Development Strategies Design and Development Strategies (DDS) identify specific actions necessary to meet the project Vision and organizational themes with the focus on increasing economic viability, improving pedestrian walkability and visual interest, and increasing the diversity of land uses. The Civic Core and Downtown should be an environment that encourages active living for all age levels and physical abilities, establishing the Civic Core and Downtown as the true center of Renton. Opportunities in the Civic Core and Downtown are shown on Figure 1.2. While some projects or programs can be started today, others will need time and money to implement. Transformation of the Civic Core and Downtown is already occurring with the addition of new businesses and an increased community interest in the area. These strategies must support what is already happening Street designed to host festivals and events by creating new economic development opportunities and attracting new residents. Quick Wins are projects or actions that can be implemented now and/or with limited financial resources. Other strategies and actions are broken into Short -Term Actions (within five years) and Mid/Long-Term Actions (five to ten years). Increasing visual interest using paving patterns and art Festival street environment 14 Renton Downtown Civic Care Vision and Action Plan January 2018 DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest The Civic Core and Downtown already have a good sidewalk network built on the historic grid street pattern. Improving the urban design of the area to encourage more walking will require specific actions. Actions for DDS 1 are focused on building form and developing easy to understand travel patterns through the Civic Core and Downtown. QUICK WINS DDS 1.1 Implement pedestrian- and vehicle - scale wayfinding recommendations contained in this plan. DDS 1.2 Using Figure 1.2 as a starting point for potential fagade improvement locations, coordinate with businesses and landowners to publicize the existing fagade improvement program and recommend how the program could assist businesses and property values. DDS 1.3 Identify walls or facades that could incorporate murals or other unique storefront art (see also DDS 3 for arts - related recommendations). DDS 1.4 Prohibit window screens or murals that block or reduce window or door transparency. DDS 1.5 Develop a pilot program to allow a food cart pod to be located in the Civic Core and Downtown where trucks or trailers would be permitted to stay for more than one day. City of Renton SHORT-TERM ACTIONS DDS 1.6 Implement the complete wayfinding recommendations identified for the Civic Core and Downtown. DDS 1.7 Implement the adopted Downtown Streetscape Design Standards and Guidelines. DDS 1.8 Consider reductions or deferrals of permit fees for adaptive reuse of buildings. DDS 1.9 Provide reductions in fees for developments that create affordable housing in the Civic Core and Downtown. "Affordable" shall be defined by the City. DDS 1.10 Provide height bonuses above the existing 95-foot height (consistent with the Renton Municipal Code and FAA height regulations in effect at the time of project approval) if the developer provides affordable housing, contributes to parks or public amenities funding, or constructs a public amenity within the Civic Core and Downtown. DDS 1.11 Consider developing a sign permitting process that would allow rooftop signs. Traditional billboards or electronic reader signs should not be permitted. DDS 1.12 Encourage blade signs where multiple tenants occupy a single building; materials should be metal or wood (applied or painted letters/graphics are acceptable). z a a v, T � F= Q I St N c URBAN FORM + OPPORTUNITIES LEGEND 1=1 DOWNTOWN BUSINESS DISTRICT IIIIIIIIIN RIVER IIIIIIIIIN BUILDING FOOTPRINT BLOCKS �++ RAIL IIIIIIIIIN OPPORTUNITY SITE/NEW DEVELOPMENT RENOVATE EXISTING BUILDING/GROUND FLOOR +rrrr• FACADE/EDGE UPDATE POP-UP RETAIUFOOD CARTS INFILL HOUSING/LIVE WORK IIIIIIIIIN OTHER VACANT LAND/PARKING CONCEPTUAL BUILDING FOOTPRINT PARKS & OPEN SPACE • INTERACTIVE ALLEY IIIIIIIIIN EXISTING DOWNTOWN SERVING PARKS I• NEW DOWNTOWN PARKS IIIIIIIIIN OTHER PARKS/OPEN SPACE 11111 FESTIVAL STREET BURNETT LINEAR PARK EXTENSION/M-U PATH IIIIIIII RIVER STREET CONCEPTUAL BUILDING FOOTPRINT EXTERIOR ACCESS TO PAVILION RESTROOMS AND CONNECTING USES ON BLOCK FIGURE 1.2 There are several strategies developed for urban form interventions and potential opportunities which provide the foundation for transforming the urban form of the Civic Core and Downtown. These include wayfinding, bicycle connections, re -master planning the Piazza and Gateway Park, festival streets, Pavilion improvements, and River Street connections. N 0 31 60 Feet Renton H.S. Fields Renton H.S. \±- Fields � \? Q \ 1= Renton IKEA \_ H.S. Performing o Arts M Now 1 I Pavilion II1s`" ao Piazza (re-mastr (mester ��1 lay Clocktower Plaza - - (activated) N m a' 1 s 1 r� J 3 �i Jset _i 1 No Connection to City Hall, Transit Center, and S 7th Street for Lake to Sound Trail I Ji °°nn S 4th St= r I 1 o � 1Oa WS 5th St Perk maim hhh 4 ��I Mq1 I ,it N Brooks St, Renton Downtown Civic Core Vision and Action Plan 15 January 2018 For individual businesses, painted signs on buildings should also be encouraged. DDS 1.13 Scale signs appropriately to the building context (i.e. signs should fit on the flat face of awnings or in the clerestory above entrances). DDS 1.14 Illuminate signs by discreet lighting technologies (e.g. rear uplighting, exposed tube neon, or projected light); illuminated awning signs are discouraged where used to mitigate otherwise opaque windows or inactive facades). MID/LONG-TERM ACTIONS DDS 1.15 When reconstructing streets, consolidate off-street parking access to the greatest degree practical. Focus parking access onto alleys or single driveways. Minimize off street parking in front or to the sides of buildings along S. 2nd Street, S. 3rd Street, Williams Avenue S., Wells Avenue S., and Main Avenue S. 1. ffl—. r i � f Discreet lighting technologies such as neon lighting should be encouraged Simple art installations enhance pedestrian experiences Large windows and the entrance should face the street 1 Renton Downtown Civic Care Vision and Action Plan January 2018 Covered seating makes it possible to be outside year-round. An environment that incorporates placemaking and play City of Renton Wayfinding and placemaking through well - designed paths and trails Historically -inspired signs painted directly on building facades Well -designed blade signs where multiple tenants Appropriately scaled signs on building facades are located M 1 G DDS 2: Provide Active and Engaging Public Spaces Parks, trails and open space are important components of an active and playful Civic Core and Downtown. It is essential that as residential and mixed -use development increases in the Civic Core and Downtown, residents have well designed places to gather, exercise, play, build community and be part of the urban experience. The plan for parks and open space (Figure 1.3) includes both traditional park spaces and experiential environments that incorporate placemaking, children's activities, and spaces for small gatherings and large civic events. This plan incorporates an additional 1.25 acres of park area with the addition of the Renton Connector and Burnett Linear Parks North and South expansions. There are also programming recommendations for existing facilities that use redesigned park spaces more efficiently and effectively. Transforming public spaces in the Civic Core and Downtown will require programming, placemaking and activation strategies. While some of the recommendations will require longer -term investments, many of the strategies can be started immediately with minimal costs to jumpstart the process and transform the Civic Core and Downtown Renton's public spaces into fun and lively destinations, ultimately creating a more vibrant and welcoming Civic Core and Downtown. Additional public input will also be necessary during the design phases of each major project and coordination with local nonprofits, churches and other community organizations will be essential to ensure that the public spaces are designed to meet the needs of the diverse Renton community. M I G The Heart Block is the central civic meeting space in the Civic Core and Downtown and includes several public spaces. The Heart Block includes the Pavilion, Piazza and Gateway Park, the Backyard (existing Transit Street), the City Center Parking Garage, and the Festival Street (Logan Avenue S. is the primary festival street, while S. 3rd Street is a secondary location). The vision for each component of the Heart Block is described below along with strategies for each location, as applicable. Provide spaces to play and build community external Renton IKEA High Performing School Arts Center City of Renton rERTY IRK , R_A� KEY Bicycle Facility River Street Renton Connector IIIIIIIII Festival Street Map of key public spaces and destinations in the Civic Core and Downtown Renton Renton Downtown Civic Core Vision and Action Plan January 2018 17 Z M a i A , F� N Znd St m w W Ce c • `� ■ PARKS AND OPEN SPACE LEGEND C3 DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS t+t RAIL CIVIC CORE SERVING PARKS NEW CIVIC CORE PARKS OTHER PARKS/OPEN SPACE 11111 FESTIVAL STREET 11111111111 RENTON CONNECTOR IIIIIIII 'DOWNTOWN TO THE RIVER' GREENSTREET CONCEPTUAL BUILDING FOOTPRINT WATER ACCESS EXTERIOR ACCESS TO PAVILION RESTROOMS 0 REGIONAL TRAIL CONNECTION * PARKLET FIGURE 1.3 There are several public investments proposed for parks and urban trails which will offer residents the opportunity to have well designed places to gather, exercise, play, build community and be part of the urban experience. N G 0 300' 600' Feet 18 Renton Downtown Civic Core Vision and Action Plan a January 2018 I 'rp F ALAL w 0 3 nt INBrooks St, TABLE 1: FUTURE PROGRAMMING POTENTIAL IN DOWNTOWN RENTON'S PUBLIC SPACES �a �a m� a m at Q �00`ja�ac aaa a10 zya °co�Poc 'e 'ra 'ra era era 'ra 'e Qom° bra 'rz ,�r EVENT PROGRAMS (MUSIC, FARMERS • • • • • • • 0 • • • 0 MARKET) FOOD AND DRINKS • • • 0 • 0 • 0 0 • • 0 FLEXIBLE SEATING/ • • • 0 • • • 0 • • • 0 PICNIC TABLES SPORTS/GAMES 00 0 0 0 00 0 0 0 0 PLAY FEATURES 9 0 0 00 0 0 0 0 0 0 DOG FRIENDLY 0 • • 0 • • 0 0 • 0 • • ACTIVITIES NIGHT-TIME • • • • • 0 • 0 • • • 0 ACTIVITIES PUBLIC ART 0 • • • • • • 0 • • 0 BIKE FACILITIES 0 0 0 0 0 0 0 0 0 0 0 0 FOOD TRUCKS 0 0 • 0 • 0 • 0 0 • 0 0 OUTDOOR 0 0 • • 0 • • 0 • 0 • • EXERCISE BEER GARDEN • 0 • 0 0 0 • 0 0 0 0 GREEN SPACE/ NATURAL 0 • 0 0 • • • • • 0 • • FEATURES OUTDOOR 0 0 • 0 0 0 0 0 0 • 0 0 MOVIES 0 NOT RECOMMENDED • RECOMMENDED FOR FUTURE PROGRAMMING M I G City of Renton Year round food hall and marketplace in the Pavilion Flexible seating in the Piazza 2 VI Spaces for temporary galleries and incubator spaces Mobile library with seating in the Piazza in the City Center Parking Garage Riparian inspired elements along a River Street Interactive water features in the Piazza Renton Downtown Civic Core Vision and Action Plan 19 January 2018 Map showing potential programming for the Heart Block 20 Renton Downtown Civic Core Vision and Action Plan January 2018 THE PAVILION The Pavilion becomes a year-round market/ food hall while continuing to serve as an event space with regular programmed activities. While the Pavilion currently hosts many private events, converting part of the building into a public market/food hall with a cafe, children spaces, a dog -friendly cafe (tied to a small dog park in the Backyard), and a beer garden encourages activity when events are not occurring. The Pavilion could also be marketed to host more year-round public events, such as cultural events like the Multicultural Festival and Octoberfest, that would draw families to the Civic Core and Downtown. During nice weather, using both the Pavilion and surrounding public spaces together boosts visibility and the local economy during the summer months. Events could also be moved indoors during inclement weather. SHORT-TERM ACTIONS DDS 2.1 Use the Pavilion's garage doors to create an indoor/outdoor space during warmer months with picnic tables and flexible seating. DDS 2.2 Plan year-round cultural events such as Octoberfest and musical performances. DDS 2.3 Develop a marketing plan for the Pavilion and surrounding venues like the Backyard and Piazza. DDS 2.4 Provide outside access to public restrooms in the Pavilion. City of Renton DDS 2.S Redesign the Pavilion to provide transparency and access from the Piazza north to the redesigned Transit Street (either as a temporary pop-up or fully redeveloped space) and improved City Center Parking Garage. A portion of the Pavilion could be partitioned to allow for everyday active uses such as a year-round public market/food hall and/or small-scale services on the west side of the building, tied to a redesigned Piazza that adds covered seating. MID/LONG-TERM ACTIONS DDS 2.6 Plan and implement capital improvements for the Pavilion and those that increase interaction between the Piazza and the Pavilion. M I G THE PIAZZA The Piazza is redesigned to be a more flexible event space for performances and cultural activities. The Farmers Market could continue to operate in The Piazza (as well as on Logan Avenue S.). The redesign would include a new interactive water feature, a children's play area or climbing structure, flexible cafe seating and games to activate this prominent Civic Core space, and a new information kiosk to explore the Civic Core and Downtown. QUICK WINS DDS 2.7 Provide games such as ping pong, chess boards, and bean-bag toss. SHORT-TERM ACTIONS DDS 2.8 Coordinate marketing efforts with the Pavilion to increase the number of indoor/outdoor events. DDS 2.9 Increase event programming to include daily performances, food trucks along Logan Avenue S. and S. 3rd Street, and nighttime events such as outdoor movies. DDS 2.10 Re -master plan the Piazza to incorporate Gateway Park, the future festival street along Logan Avenue S. and S. 3rd Street, and the Renton Connector. Master planning should include restrooms.The future development of the Former Big 5 site should relate to the redesigned Piazza. DDS 2.11 Complete the reconstruction of the Piazza. Pop-up games Creative seating Interactive water feature and seating THE BACKYARD The existing Transit Street and the parking area behind the Pavilion are transformed into the Backyard, a pop-up plaza space with a dog park/cafe, picnic tables and whimsical porch swing seating under the existing transit shelters. The Backyard is an ongoing pop-up retail experience, but also ties into interests of high school students who have said they would come to the Civic Core and Downtown if there was youth -focused programming. The Backyard could also include a mobile library and bleacher style seating. In the long-term, the Backyard is redeveloped as a mixed -use development. SHORT-TERM ACTIONS DDS 2.12 Upon relocating transit operations from the Transit Street, test a temporary pop-up plaza concept with simple materials and paint that includes miniature golf or a beach themed event and dog park. DDS 2.13 Add seating next to existing cafe stand. Remove bars on the windows that make it uninviting. MID/LONG-TERM ACTIONS DDS 2.14 Attract a developer through a Request for Proposals process to redevelop the Backyard as a mixed -use development. This development should include public plazas, programming, and direct connections between the City Center Parking Garage and the Pavilion. Pop-up play activities Places to sit and hang out Potential swings under the transit stops City of Renton ® Renton Downtown Civic Core Vision and Action Pla January2018n 2 r-- Existing Transit Street r Y h_ "The Backyard," temporary pop-up plaza options on the Transit Street let 22 Renton Downtown Civic Core Vision and Action Plan January 2018 I%W ,,*I __ Temporary pop-up seating Dog -friendly cafe City of Renton M G THE CITY CENTER PARKING GARAGE The City Center Parking Garage is retrofitted to provide active spaces (in addition to parking). The roof deck provides some of the best views in the Civic Core and Downtown and could be retrofitted for public events, urban play like mini -golf, or outdoor yoga sessions. Ground floor uses could be retrofitted to provide spaces for small-scale retail and incubator spaces or after -school programming. Vertical elements could include a rock climbing wall. The focus on incubator and youth activities reflects the desire to have multi -generation activities in the area and create a connection to Renton High School. QUICK WINS DDS 2.15 Market and program uses of the rooftop for seasonal activities. Rock climbing on a parking structure M I G SHORT-TERM ACTIONS DDS 2.16 Relocate the Police station to another location. DDS 2.17 Remove mirrored glass on ground floor spaces to increase visibility. DDS 2.18 Add lighting to the area to increase safety for evening events. MID/LONG-TERM ACTIONS DDS 2.19 Retrofit ground floor spaces for small-scale retail that will spill out onto the Backyard or into new mixed -use development. Depending on space needs, the ground floor could also be converted to a commercial kitchen where spaces can be leased to small-scale businesses or Farmers Market businesses. Pop-up yoga on the roof THE FESTIVAL STREET Logan Avenue S. becomes a closeable, curbless festival street that hosts the weekly Farmers Market, food trucks and community events. When not used for events, Logan Avenue S. would be open to vehicles. While Logan Avenue S. would be the primary festival street closed most often, S. 3rd Street between Burnett Avenue S. and Logan Avenue S. would also be designed as a festival street and closed periodically for larger events. QUICK WINS DDS 2.20 Close Logan Avenue S. south of the Transit Street to cars for community events like the Farmers Market prior to the festival street redesign. SHORT-TERM ACTIONS DDS 2.21 Remove the center median to improve pedestrian access across the street when it is closed for events. DDS 2.22 Organize an annual food truck festival or Taste of Renton event. DDS 2.23 Organize regular music performances, dances or outdoor movies in the street. DDS 2.24 Design and construct a curbless festival street along Logan Avenue S. between S. 2nd and S. 3rd Streets, and along S. 3rd Street between Logan Avenue S. and Burnett Avenue S. City of Renton Temporary food cart - Streets closed for events Renton Downtown Civic Core Vision and Action Plan e� n January 2018 [ 3 THE RENTON CONNECTOR The Renton Connector, a new greenway envisioned along Burnett Avenue S., creates a signature Civic Core and Downtown green spine and regional trail connection between the Cedar River Trail, Lake to Sound Trail, Lake Washington Loop Trail, and the Eastside Rail Corridor for pedestrians and cyclists between the Cedar River, City Hall, and the South Renton Transit Center to the south. The new greenway extends the existing Burnett Linear Parks (North and South) into the Civic Core, cleanses stormwater runoff, and provides a healthy 'green spine' that will catalyze new family -friendly development in the Civic Core and Downtown. Several key elements include: • Providing a multi -use path and protected bicycle lane for cyclists and pedestrians separated from the roadway that connects with the Lake to Sound and Cedar River Trails and regional transit connections. • Incorporating green stormwater planters to filter stormwater runoff before it reaches the Cedar River. • Planting street trees to increase tree canopy coverage in the Civic Core and Downtown. • Providing opportunities to incorporate art, play spaces, and resting areas along the connector. • Reconfiguring parking between S. 3rd and S. 4th Streets, keeping the existing space count. • Reconfiguring the public parking area between S. 4th and S. 5th Streets into a buffered multi -use path and bocce ball court, with parking being relocated onto both sides of Burnett Avenue S. Overall, approximately 25 spaces may be lost from the public parking area. Capacity to accommodate lost parking is available either in the City Center Parking Garage or elsewhere on surrounding streets. QUICK WINS DDS 2.2S Work with local artists to develop a plan for art installations (temporary and permanent) along the future Renton Connector alignment. Art should be relocatable if it is installed prior to the Renton Connector construction. SHORT-TERM ACTIONS DDS 2.26 Acquire property and develop an extension of Burnett Linear Park North from S. 2nd Street to the existing Burnett Linear Park North boundary. Include a small area for food carts or other temporary businesses. DDS 2.27 Design the Renton Connector as a phased project. Phasing should include specific actions that can be undertaken as soon as possible, including converting the existing parking spaces between S. 3rd and S. 4th Streets to accommodate the multi -use path, versus longer -term, more expensive components that may take time to secure funding resources. 24 Renton Downtown Civic Core Vision and Action Plan January 2018 DDS 2.28 Implement a preliminary design phase of the Renton Connector that can be accommodated with existing revenue. DDS 2.29 Develop parks masterplans for the area from S. Grady Way to S. 5th Street (Burnett Linear Park S.) and from S. 2nd Street to the Cedar River (Burnett Linear Park N.). City of Renton MID/LONG-TERM ACTIONS DDS 2.30 Construct the major elements of the Renton Connector. The design should incorporate art, distinctive branding, wayfinding and finishes to showcase it as a critical element of the Civic Core and Downtown parks system. Simulation of the Renton Connector between S. 3rd and S. 4th Streets Burnett'. • Linear ; Park , '. KI—+lk • To Cedar River fo Cedar Liver Trail To South Renton Transit Center and City Hall Conceptual view of the Renton Connector (looking north) that integrates the North and South Burnett Linear Parks to the Civic Core and Downtown, Cedar River, and City Hall M I G City of Renton `I 1 NORTH END \ \ Cedar River Trail ` • Parks, Trails, & Open Space t • Renton High School Z W Connection to Lake Y , I W a Washington Loop Trail Q O a I and Eastside Rail Corridor (via Loop Trail) • Burnett Linear Park North r=. 1 CENTRAL I I Pavilion Event Center • Piazza • Public Market/ Food Hall • Farmers Market I • Retail and Commerce • Logan Avenue 1 Festival Street 't SOUTH END 'I Burnett Linear Park South 1 and Playground • Tonkin Park • Mixed -Use Housing and I Retail I Future Transit Center • Connection to City Hall • Connection to Lake to Sound Trail Renton Connector Destinations Renton Downtown Civic Core Vision and Action Plan e� January 2018 :II Burnet% Linear ParkI ► North M Convert ground floor parking in the apartment Redesign the ground floor of building to small-scale retail the City Center Parking to ensure the success of Garage to permit incubator the street, add on -street or small-scale retail spaces. parallel parking. Redevelopment opportunity MAW r— Reprogram Pavilion with Add protected bike increased transparency, lanes and landscape public access to restrooms, improvements with connection to re -master bus stops on Burnett planned Piazza. Avenue. ® O� 0 O O O O 3' City JEL O O Renton O Re maste Center O O Pavilion planned Parking 0 00 O Piazza Garage O () n]t 0 0 i O i 4� t / LOGA AVE ' Link the n— velop an Acq7Parkboundary. r� Tans Develop Transit � ' Linear P exteurnett Street with new infill 0 buffered Linerth from development andIalong Bu S 2nthe Redevelopment public greenway VVV Jl. 01 jiljue I exist Linear opportunity connection (flexible Norndary. pop-up space in the Redevelopment Include a small area for food carts or other short-term). �j'� `^ opportunity temporary businesses. FIGURE 1.4 Plan view showing the Renton Connector that integrates Burnett Linear Parks (North and South) to the Civic Core and Downtown, Cedar River, and City Hall 2 Renton Downtown Civic Core Vision and Action Plan January 2018 Redevelopment opportunity Create a festival street along Logan Avenue S. between S. 2nd and S. 3rd Streets and alon, S. 3rd Street between Logan Avenue S. and Burnett Avenue S. M I G © Renton Downtown Civic Core Vision and Action Plan Je� anuary 2018 THE JUNCTION The Junction connects Tonkin Park, the Renton Connector and the Chamber of Commerce property into an explorable district with restaurants, bars, and art along Burnett Avenue S., Houser Way S. and S. 4th Street. The Junction includes improved intersection crossings to Tonkin Park across Burnett Avenue S. and S. 4th Street to improve safety and walkability. The Junction is also an important connection to the regional trail system along Houser Way S. that will connect the Cedar River Trail, the Lake to Sound Trail, and the Eastside Rail Corridor. Tonkin Park becomes an urban picnic grove under the existing mature canopy trees with dramatic lighting to under light them at night. An elevated deck allows visitors to sit and observe airplane fuselages traveling through the Civic Core and Downtown to the Boeing factory. QUICK WINS DDS 2.31 Activate area with pop-up retail and art to create a more engaging and walkable district. SHORT-TERM ACTIONS DDS 2.32 Enhance furniture elements in Tonkin Park (e.g. elevated deck to sit and observe passing fuselages). DDS 2.33 Improve lighting and pedestrian crossings at intersections. MID/LONG-TERM ACTIONS DDS 2.34 Construct the design and placemaking recommendations for Tonkin Park along with green space and art in the vicinity of the Chamber of Commerce. DDS 2.35 Implement the regional trail recommendation in the updated Renton Trails and Bicycle Master Plan along Houser Way S. o a j z O z z o m /` La Outdoor •.4- \� Seating PK � '•� Play l�fl/ ;, Parking /Food Trucks ublic Existing donkey =' Art sculpture relocated S4TH ST Public Art r� Proposed programming changes at Tonkin Park 2 n Renton Downtown Civic Core Vision and Action Plan �j January2018 Simulation showing potential improvements at Tonkin Park City of Renton Existing conditions at Tonkin Park (Brick structure removed and replaced by elevated deck for viewing passing airplane fuselages as shown in the simulation below) 1""7 THE GATEWAYS The gateways are important entry nodes to Downtown where S. 2nd and S. 3rd Streets intersect with Main Avenue S., particularly at S. 3rd Street where Veterans Memorial Park is located. Improving the pedestrian environment with wayfinding and art will enhance both intersections, including improvements for connecting pedestrians and cyclists from the Cedar River Trail to the Civic Core and Downtown, the Junction and the Renton Connector. QUICK WINS DDS 2.36 Improve wayfinding to destinations from Veterans Memorial Park and the Renton History Museum, particularly for the future bicycle connection on Houser Way S. DDS 2.37 Activate vacant adjacent storefronts with art or pop-up retail uses. Intersection painting to increase visual interest M I G SHORT-TERM ACTIONS DDS 2.38 Add art in the plaza or on adjacent corner in the vicinity of the S. 2nd Street " Downtown "gateway as part of the Arts Trail. DDS 2.39 Paint the intersection at Main Avenue S. and S. 3rd Street. Bulb outs to improve pedestrian safety THE LIBRARY The Library is already an iconic space and big draw for the area. This asset should be leveraged by improving connectivity and wayfinding between the Library and other destinations in the Civic Core and Downtown. QUICK WINS DDS 2.40 Create a temporary reading room with Library materials with movable chairs in the Pavilion and Piazza during summer events. SHORT-TERM ACTIONS DDS 2.41 Incorporate pedestrian scale wayfinding to direct bicyclists and pedestrians to the Civic Core and Downtown and the regional trail system from the Library. many users City of Renton Renton Downtown Civic Core Vision and Action Plan e� January 2018 POP-UP ALLEYS AND STOREFRONTS Alleys should be better incorporated into the Civic Core and Downtown, using these spaces for seating, small-scale incubator spaces for cultural events, small-scale retail, art, music, outdoor movies and eateries. Empty storefronts can also be converted into small scale temporary art galleries, show historic artifacts or information on the area's rich history, or as retail spaces until sites are leased more permanently. QUICK WINS DDS 2.42 Identify vacant storefronts with willing building owners to locate pop-up retail or craft uses with local retailers or craft industrial uses and artisan makers. SHORT-TERM ACTIONS DDS 2.43 Coordinate with the Renton History Museum to develop temporary installations for vacant storefronts. Alley between Main Avenue S. and Wells Avenue S. Pop-up programming 30 Renton Downtown Civic Care Vision and Action Plan January 2018 City of Renton v gramming DDS 2.44 Consolidate garbage and recycling into central, screened locations. DDS 2.45 Through the Renton Downtown Partnership and coordination with local businesses, create patio seating for temporary food carts in the alley between S. 2nd and S. 3rd Streets from Main Avenue S. to Wells Avenue S. DDS 2.46 Develop an alley programming plan that identifies specific recommendations for use, businesses coordination and ongoing management. This should include an improvement plan for lighting and paving. MID/LONG-TERM ACTIONS DDS 2.47 Improve backs of buildings where alleys are present. M I G THE CEDAR RIVERWALK The Cedar Riverwalk becomes a major draw to attract residents and visitors to experience the Civic Core and Downtown. Better connections to the Cedar River should include enhanced trails and multi -modal access from the Civic Core and Downtown and developing more recreational opportunities along the Cedar River, while also protecting salmon habitat. This includes jogging paths, and the potential for river viewing platforms, water access for kayaks and paddle boards, and expanded food and picnic areas along the greenspace. QUICK WINS DDS 2.48 Add pedestrian scale wayfinding to improve connectivity from the Civic Core and Downtown to the Cedar River. SHORT-TERM ACTIONS DDS 2.49 Add interpretive signage that describes the area's history and natural resources along the Cedar River. MID/LONG-TERM ACTIONS DDS 2.50 Improve visual and physical water access to the Cedar River at Main Avenue S. City of Renton Increase accessibility to the water with easy pedestrian access, viewing, and connected trails Wayfinding and directional signage help get people to recreational opportunities Renton Downtown Civic Core Vision and Action Plan January 2018 3 DDS 3: Integrate Art into the Civic Core and Downtown The community engagement process results indicated that art should be one of the most important elements in the Civic Core and Downtown. Art can play several roles, adding whimsy and excitement on the street and focused, curated installations that create a destination and attraction. Art in the Civic Core and Downtown should also represent the community, celebrating and incorporating the diversity of voices that make up Renton. Art should occur at a variety of scales, variations in design, and tell multiple stories. For those reasons, creating art in and for the area should include as many voices as possible, from the well -established Renton Municipal Arts Commission to school -age children. QUICK WINS DDS 3.1 Through local churches and nonprofits, develop a citywide outreach plan to encourage representation in art activities from the diverse racial, cultural and ethnic groups residing in Renton. DDS 3.2 Coordinate with the Renton Municipal Arts Commission and local property owners to provide free or low-cost space in vacant buildings for artist and gallery space. DDS 3.3 Create an "art gallery" in the alleys. These spaces would be open to all artists to create art on alley walls. While this strategy could be part of a larger alley activation program described in DDS 2, it could also be an organizing event for painters, muralists and spray -paint artists. DDS 3.4 Incorporate the recommendations of the 2010 City of Renton Arts and Culture Master Plan in the Civic Core and Downtown, as applicable. DDS 3.5 Incorporate art into the grounds of facilities such as the IKEA Performing Arts Center and the Renton Library, among others. DDS 3.6 Develop a mural program that integrates local arts and community - based organizations to create art that tells the past and current story of Renton. DDS 3.7 Develop a performing arts program with a list of musicians to perform at local events throughout the year. This strategy could also be part of the larger programming of events identified for the Heart Block. Art in alleys 3 Renton Downtown Civic Core Vision and Action Plan January 2018 SHORT-TERM ACTIONS DDS 3.8 Assign or hire an Arts Coordinator part-time for visual and performing a rts. DDS 3.9 Work with the local performing arts venues in Renton to create small theatrical events that can be set in the Civic Core and Downtown. This could include local or traveling artists. DDS 3.10 Engage the Renton School District and the Renton Municipal Arts Commission to collaborate on a Downtown Arts Studio. The art studio could be in a vacant space in the Civic Core or Downtown and would conned local students with practicing artists to learn about the business of art while also creating original work. DDS 3.11 Create an "Arts Trail"(See Figure 1.4) using art and interactive elements in key locations in the Civic Core and Downtown and along the Cedar River. The Arts Trail would consist of a series of existing and new art pieces, placed on streets or in parks. Each piece of art should have a brief description of the artist and piece of art. As part of the Arts Trail, develop information that can be downloaded to identify the Arts Trail route, information on the art, and connections to nearby businesses. City of Renton DDS 3.12 Hold an art competition that can be distributed locally and regionally to develop art for the Arts Trail. As part of the competition, organize an arts festival that showcases the pieces and draws attention to the Civic Core and Downtown. MID/LONG-TERM ACTIONS DDS 3.13 Create a non-profit gallery space that provides opportunities to showcase art. Space could be shared with the Downtown Arts Studio (DDS 3.10), but should eventually have a separate display space. Art along a trail route Z a o` T F'S � d St a d BICYCLE ACCESS + ARTS TRAIL LEGEND (=1 DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS ++ RAIL SHARED USE PATH PROTECTED BIKE LANE - SHARED ROADWAY • • • • • PROPOSED FUTURE BIKE LANE BIKE FACILITY CONFIGURATION TBD -•-•-•-•- PEDESTRIAN ONLY TRAIL PROPOSED ARTS TRAIL (Final Route TBD) CONCEPTUAL BUILDING FOOTPRINT EXISTING AND PROPOSED PARKS & OPEN SPACE © BICYCLE WAYFINDING LOCATION FOCUS ATTENTION ON CREATING 0 PEDESTRIAN INTEREST FIGURE 1.5 Improvements to bicycle and trail access will provide safe opportunities for residents to enjoy the Civic Core and Downtown and support a healthy, active lifestyle. Also included is an Arts Trail and pedestrian scale improvements to the streetscape. N 0 3I 60 Feet M I G . %m Cedar Riverwalk S Tillicum St BurnettunNor[hark S Tobin St s'P/ P s°, Renton H.S. Fields a Renton H. Long-term: 2 way protected Fields bike lane to Rainier. May m 1 require additional ROW. c 1( 1 IKEA 1' opertyacquisitionl Renton _ _I & reco fig red pr Vl� H.S. Performing o par�dg7 1 Arts .�. � _' I _ _ _1 1 ui N v v ,1 i a a al a I " �1 E o Pavilion sI - 1 1 --- -- i 1 Q 1 I `m 1 s 1 rn E 1 i r ^ 1 L New arkIs a e�� o merce parcel Commerce parceli %y `o Lake to Sound Trail (preferred alternative) N 2nci St a 1 �1 �1 1 N 2nd St; Park Avenue to Logan Avenue 1 (Configuration TBD) 1 1 ♦ •♦ •♦ 1 1 1 1 ♦♦♦ ♦♦♦ 'srs 1 c ♦ Ion .w �'Ri ♦,P� 1 1 s � ' C gay ed N°°yet /1 yyYjy JTonkin Park �JI �, S 4th St 1— II . _ . The Junction 4 1 -1 1 1 (reconfigured ! c 1 parking) S 5th St I! s! Connection to CityHall, Transit Center, and 7th a Street for Lake to Sound Trail u, Q vI nt a'' N Brooks St ul LLI 1 I 1 Factory Avenue To N. 4th 1 Street (Confiiguration TBD) / 1 Liberty Park Riverel ark Renton Downtown Civic Core Vision and Action Plan 3 3 January 2018 DDS 4: Create Safe, Green and Attractive Streets The City of Renton is already planning to implement a series of bold moves to improve circulation and access within the Civic Core and Downtown. Figure 1.5 illustrates these changes, which include converting one- way streets to two-way (Williams and Wells Avenues S., and S. 2nd and S. 3rd Streets). While the roadway reconfigurations will occur over several years, these changes will have a dramatic and positive effect on the area. Primary Streets are the major connectors for vehicles, transit, pedestrians and cyclists in the area that connect to the larger multimodal grid, as opposed to Secondary Streets, which provide essential connections, but may carry less traffic or have limited connections outside of the Civic Core and Downtown. While roadway design is an important element of creating an active Civic Core and Downtown, off-street access for parking and back of business services and deliveries is also essential. Future improvements must prioritize the creation of a highly walkable, urban environment. Bicycle and pedestrian access is important for getting around as well as to provide access from surrounding areas without having to drive and park. Several of the recommendations will be included in the updated City of Renton Trails and Bicycle Master Plan, currently in development. (See Figure 1.4). QUICK WINS DDS 4.1 Add pedestrian and vehicular wayfinding signage to direct pedestrians to attractions in the Civic Core and Downtown. DDS 4.2 Construct and install the information kiosk and pedestrian -focused wayfinding recommendations identified in this Plan. DDS 4.3 Increase the urban tree canopy either by replacing missing trees in existing tree grates or adding tree grates along primary streets, using appropriate street trees for urban areas. Depending on location, existing awnings may limit street trees to corners or spaces in between awnings. Where street trees are not feasible, consider planters or other low vegetation. SHORT-TERM ACTIONS DDS 4.4 Implement the adopted Downtown Streetscape Design Standards and Guidelines. Recommendations and standards from this plan should be used for general elements and streetscape improvements. DDS 4.5 Construct mid -block crossings at key locations along north/south streets, particularly for Williams and Wells Avenues S. where improvements to the alley system will draw increased pedestrian activity. DDS 4.6 Implement the two-way conversions of Williams and Wells Avenues S., and S. 2nd and S. 3rd Streets. 34 Renton Downtown Civic Core Vision and Action Plan January 2018 MID/LONG-TERM ACTIONS DDS 4.7 Increase lighting on streets, particularly west of Burnett Avenue S., using the adopted Downtown Streetscape Design Standards and Guidelines for streetlight design. Minimize the use of cobra head lighting or other high intensity, but low visual quality lighting features. DDS 4.8 Create three north/south "River Streets" (see page 36) to provide linear connections across from the Civic Core and Downtown to the Cedar River and park spaces, with educational features and interactive spaces that improve the understanding of urban water quality and the role the City plays in the larger watershed. River Streets, unlike other streets in the Civic Core and Downtown, include interpretive signage and a planting palette that reflects the ecology of the Cedar River, incorporates stormwater treatment as a celebrated element, educational and interpretive signage about green stormwater infrastructure and the Cedar River ecosystem, and a consistent and complementary street tree canopy and curb bulbs that calm traffic and create a safer street for pedestrians. DDS 4.9 Incorporate modern stormwater facilities into reconstructed streets. Green street treatments should focus on accessibility, function, ease of maintenance, and meet the National Association of City Transportation Officials (NACTO) City of Renton best practices for street design and stormwater (https://nacto. org/publication/urban-street- stormwater-guide). DDS 4.10 Provide bicycle facilities and regional trail connections as illustrated on Figure1.4. DDS 5: Support Small Businesses and Downtown Living More people are moving to the Civic Core and Downtown and new businesses are locating in previously vacant storefronts. To meet the increased needs of new residents and increase the attractiveness and desirability of the area, more amenities such as food, recreation and programmed opportunities will be needed. These can be provided either in permanent locations or as pop -ups. Existing and new park space should provide a variety of programming opportunities, both passive and active programmed events. QUICK WINS DDS 5.1 Revise existing City Code to permit food trucks closer to adjacent buildings on off-street parking areas. Focus first on areas with active nearby businesses and residences, such as the alley between S. 2nd and S. 3rd Streets from Main Avenue S. to Wells Avenue S. and in the vacant property near the corner of Burnett Avenue S. and S. 3rd Street. z z v a a F � St a N W STREET TYPES + PARKING LEGEND IIZI DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS r rt RAIL PRIMARY/TWO WAY CONVERSION SECONDARY/TWO WAY CONVERSION RIGHT-OF-WAY WIDTH REDUCE/RECONFIGURE PARKING ADD PARKING CONCEPTUAL BUILDING FOOTPRINT kk A STREET SECTION FIGURE 1.6 The City of Renton is already planning on implementing a series of bold moves to improve circulation and access with the Civic Core and Downtown. While the roadway reconfigurations will occur over several years, these changes will have a dramatic and positive effect on the area. 0 300' 600' 1 1 Feet 11 Renton Downtown Civic Core Vision and Action Plan 3 5 January2018 7 r: r rl�U4'1 9 ti Street section illustrating conceptual River Street along Wells Avenue between S. 2nd Street and S. 3rd Street - ;t Street section illustrating conceptual River Street along Wells Avenue between S. 2nd Street and Cedar River 36 Renton Downtown Civic Core Vision and Action Plan January 2018 DDS 5.2 Create a marketing package that provides incentives for those attending events at the IKEA Performing Arts Center, Carco Theatre, Renton Civic Theatre, and the Pavilion to patronize the Civic Core and Downtown businesses and restaurants. The marketing package could incorporate existing marketing materials for individual venues and should also include recommendations for joint marketing of existing facilities. SHORT-TERM ACTIONS DDS 5.3 Increase the number of parklets. DDS 5.4 Attract a developer through an Request for Proposal process to redevelop the Former Big 5 site (first priority for development) as a catalyst for increasing housing and retail options. Incorporate Gateway Park into the development as a plaza element. Consider professional office uses especially combined with housing. DDS 5.5 Promote the adaptive reuse of older Downtown buildings for makerspace and craft industrial uses. Identify existing properties that may be suited for small-scale manufacturers which can draw foot traffic and help fill retail spaces that are difficult to lease or are vacant. DDS 5.6 Develop a housing investment strategy (see example in Appendix) that identifies, at minimum, housing needs, targets, funding tools, and City of Renton marketing. Focus on using City - owned properties for housing or mixed -use development. MID/LONG-TERM ACTIONS DDS 5.7 Develop a Downtown Housing Incentives Program, encouraging development of mixed -income and mixed -use housing within the Civic Core and Downtown. DDS 6: Increase Economic Activity and Business Attraction Increasing economic activity in the Civic Core and Downtown should focus on increasing the attractiveness of buildings through existing programs, such as the City's facade improvement program, while also adding new incentives or programs that can further bolster the Civic Core and Downtown's emerging business and restaurant district. Economic development should prioritize food service and drinking establishments in the Civic Core and Downtown, particularly fast casual dining. Where food and beverage tenants made up about five percent of total space in retail centers nationwide about a decade ago, that number is forecast to reach 20 to 25 percent by 2025. A diverse mix of restaurants and bars are core amenities that attract workers and residents, spurring economic development. However, restaurant businesses can be extremely sensitive to disruptions in the regulatory environment, so ensuring that the Civic Core and Downtown are "restaurant -friendly" is critical. Focus on regional food and retail, not national chains to generate more local revenue. Local restaurants M I G recirculate an average of 79 percent of their revenue locally, compared to 30 percent for the chain eateries. This means a much larger share of the money spent at a locally owned restaurant stays in the local economy, supporting a variety of other businesses and jobs. Across both sectors, this translates into about 2.6 times as many local jobs created when spending is directed to independent businesses instead of chains. Flexibility is key to increasing economic development activities. Vibrant retail today can take many forms, including food trucks, shipping containers, pop-up shops and exhibits, kiosks, and special events and activities. These are also typically low- cost options that provide entrepreneurs easier access to a market while the retail environment in the Civic Core and Downtown is in its early stages of development. Ensure that regulations allow for these new retail innovations. Food trucks will be critical to this effort as will revised City regulations, and local restaurant owner education. Infrastructure needs are often minimal (only needing electricity and water) to accommodate these uses. Part of this effort should also include upgrading existing sewer, water, and stormwater as part of the City's current infrastructure improvement projects. Generally, with the infrastructure investment already planned by the City, identified opportunity areas will have adequate service, except where noted below with specific implementation actions. M I G QUICK WINS DDS 6.1 Focus facade improvement funds on specific areas, such as along S. 3rd Street, with active businesses and good foot traffic. DDS 6.2 Create a sign incentive program that encourages the use of historic- themed signs such as neon, once common in Downtown Renton, to increase the visibility of the historic features of the area. DDS 6.3 Promote sidewalk dining and/or parklets (identified as "streateries" in the adopted Downtown Streetscape Design Standards and Guidelines) through the Renton Downtown Partnership. The Renton Downtown Partnership, coordinating with the City, should be responsible for marketing and educating existing and future restaurant owners about the benefits of parklets and/or sidewalk dining. SHORT-TERM ACTIONS DDS 6.4 Develop a marketing and developer attraction campaign for publicly - owned development parcels in the Civic Core and Downtown. DDS 6.5 Coordinate with local landowners to assist with consolidating smaller lots to be more attractive to potential developers. This could include identifying specific regulatory needs and identification of infrastructure improvements that may be needed to redevelop the property. DDS 6.6 Hire a private retail broker to market the Civic Core and Downtown spaces to prospective tenants. DDS 6.7 Use and market development incentives such as permit fee reductions; systems development charges waivers; tax credit programs; accelerated/streamlined review process; pre -application meetings; and eliminated/reduced minimum parking requirements for new development to generate short-term investment. DDS 6.8 Develop a retail master plan, which includes both a vision and a detailed assessment of food service and retail needs in the Civic Core and Downtown. The assessment should include focus groups, administrative interviews, a competitive context analysis, surveys, a demand analysis, market research, and a preliminary analysis of the plan's financial feasibility. The retail master plan should identify and develop a program for pick up and drop off zones, deliveries, trash collection and removal. Such a plan would make it easier for tenants to operate, including pop -ups. The master plan would establish a logical retail district with distinct boundaries and prioritize improvements to spark desired retail sector growth. City of Renton DDS 6.9 Initiate a demonstration block program in Downtown on S. 3rd Street that prioritizes planned actions into a concentrated one- or two -block district to create a critical mass of investment that creates a visible impact and builds market momentum. MID/LONG-TERM ACTIONS DDS 6.10 Increase targeted private investment by encouraging infill of underutilized lots or remodeling existing structures, specifically high visibility locations such as the Bank of America site. DDS 6.11 As part of the current infrastructure planning process, ensure there is adequate sewer, water, and stormwater capacity for future development in the Civic Core, particularly the Former Big 5, Transit Street and Bank of America sites. NOTE: See DDS 2.14 for future development of the Transit Street. Parklets and sidewalk dining Renton Downtown Civic Core Vision and Action Plan January 2018 3 Transit Strategies A primary focus of the transit strategies is to restructure transit operations to activate the Civic Core and Downtown while ensuring the same or better level of transit service in the area and address current gaps in transit stop amenities such as shelters, lighting, and signage. As the area continues to grow and new regional transit investments are completed (such as 1-405 BRT and new RapidRide routes), transit will take on a larger role in providing access into and throughout the Civic Core and Downtown. The plan for transit includes short-term and long-term implementation phases (Figures 1.6 and 1.7) that leverages improvements to the underlying roadway network. QUICK WINS TS 1 Restructure Transit Route 101 to start and end at the South Renton Park & Ride while serving the Downtown Renton area on its way to and from Downtown Seattle. SHORT-TERM ACTIONS TS 2 Move bus layover currently on the Transit Street and Burnett Avenue S. to new on -street spaces west of the Civic Core and Downtown, and to on -street spaces along Shattuck Avenue S and/or to the South Renton Park & Ride (See Appendix). This will require coordination with King County Metro to identify appropriate capital, operation, and funding constraints and requirements as relocation of the layover will require an investment in additional layover hours and possible facility investments such as additional comfort stations, sidewalks, and/or paving to accommodate new layover locations. The coordination process with King County Metro can begin immediately upon adoption of the Plan. TS 3 Restructure route alignments to use new on -street stops on S. 3rd Street, S. 2nd Street and consolidated stops on Burnett Avenue S. Close the Transit Street and only use Logan Avenue S. for F line westbound routing. Closure of the Transit Street will require close coordination with King County Metro and possible coordination with the Federal Transit Administration and Federal Highway Administration to identify the appropriate operational and capital implications of the modification. TS 4 Establish minimum design standards for all stops within the Civic Core and Downtown to include amenities such as covered shelters, informational signage, litter receptacles, seating, and lighting. While King County Metro standards stipulate a minimum ridership level to warrant a shelter, the City of Renton may partner with King County Metro to fill in the gaps and ensure shelter coverage and amenities at all of the Civic Core and Downtown transit stops. TS 5 Ensure the same or better level of transit service in Downtown Renton. Evaluate transfer walk 38 Renton Downtown Civic Core Vision and Action Plan a January 2018 distances under revised routing to ensure riders can still make existing transfers between routes, although the easiest transfer may occur in areas not in the Civic Core and Downtown for some routes. MID/LONG-TERM ACTIONS TS 6 Consolidate bus layover at the new South Renton Transit Center constructed for 1-405 BRT. Using this area for layover will require the same layover hours as the short- term recommendations to reach the South Renton Transit Center. TS 7 Identify opportunities to coordinate stop locations and future development in the Civic Core and Downtown to better serve the area. This may include moving the current stop at Main Avenue S. and S. 4th Street to be closer to destinations in the Civic Core and Downtown. FUTURE CONSIDERATIONS In the future, S. 2nd Street and S. 3rd Street will be converted to two-way operations from their current one-way configuration. Additionally, the Plan identifies a two-way protected bicycle lane on S. 2nd Street as a long-term action that may require additional right-of-way. Many alternatives are available to efficiently route transit through the Civic Core and Downtown with the conversion of two-way operations including: 1. One-way alignment of routes with all trips using westbound S. 2nd Street City of Renton and eastbound S. 3rd Street. No use of Burnett Avenue S. for transit. 2. One-way alignment of routes with all trips using the new eastbound capacity on S. 2nd Street and westbound S. 3rd Street. No use of Burnett Avenue S. for transit. 3. Two-way operations on both S. 2nd Street and S. 3rd Street with some routes using S. 2nd Street and other routes using S. 3rd Street. No use of Burnett Avenue S. for transit. 4. Mix of one-way and two-way operations on S. 2nd Street and S. 3rd Street with the continued use of Burnett Avenue S. 5. Removing transit from Burnett Avenue S. would limit delays from turning and would improve the speed and reliability of transit through the Civic Core and Downtown. However, with split operations on S. 2nd Street and S. 3rd Street, this would likely create longer transfer distances between routes. Depending on where route alignments intersect in the future, better transfer opportunities between routes may exist at the new South Renton Transit Center or at points north or east of Downtown Renton. This long-term implementation provides the same or better level of transit service into the Civic Core and Downtown as today and offers the potential to construct transit priority treatments along S. 2nd Street and portions of S. 3rd Street using queue jumps, signal priority, and off -board fare payment at stop locations. DOWNTOWN TRANSIT SHORT-TERM ROUTING LEGEND (=1 DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS rr� RAIL O POTENTIAL OR EXISTING BUS STOP — DOWNTOWN BUS ROUTES CONCEPTUAL BUILDING FOOTPRINT ® BUS LINES FIGURE 1.7 A primary focus of the transit recommendations is to restructure transit operations in order to open the area to additional uses and opportunities while ensuring the same, or better, level of transit service in the area. N 0 300' 60 Feet PP. N znd St CP a R `P T N 2nd Bass S Tillicum St S bY.T7 S Tobin St % s, a ao� ti c CF 'a O m Only F Line southbound � \---- I \ 'R routing on ; I 1— i 1 Renton tIKEA on Performing 10 \ � Arts Potential for > n N consolidation to one Q d stop northbound and Q Q one stop sorthbound on Burnett Ave S. Pavilion _ 3 � � 3rd St O ut Opportunky for new ----------- y > on -street parking in 2y Q front of retail on VI Vf Burnett Ave S. oJSet v >> > I E I Q _ I m o U1 :5 C N a 0 3 S 5th St S 4th St Library N V1 j N Q Q -a ,it N Brooks St, 4f Renton Downtown Civic Core Vision and Action Plan 39 1anuary 2018 St DOWNTOWN TRANSIT LONG-TERM ROUTING WITH 2-WAY TRAFFIC ON SOUTH 2ND AND 3RD STREETS LEGEND I�1 DOWNTOWN BUSINESS DISTRICT RIVER BUILDING FOOTPRINT BLOCKS F++ RAIL O POTENTIAL OR EXISTING BUS STOP DOWNTOWN BUS ROUTES CONCEPTUAL BUILDING FOOTPRINT BUS LINES FIGURE 1.8 As the area continues to grow and new regional transit investments are completed, transit will take on a larger role to provide access into and throughout Downtown Renton. N 360 I I Feet 40 Renton Downtown Civic Core Vision and Action Plan January 2018 N Znd St cP ad e N 2nd S d� S Tillicum St S Tobin St Sn`'�P s, ado a ti c �P 7sr OCyp E � Q SaP _ FP I-- (� Q 1 1--I 1 ice♦ �w IKEA m _ t I `��/ `♦ Renton Performing o _1 1 a� Library Arts oc / S 2nd St `.Z Id > d i i �n `o Pavilion Is 3 Museum 1� 1 �- n _ -_- - -_ > 1 ® I Q > 1 Q I - w n , 1 - - ---e— - __- 3rd St 1 1 a`J i I S 4th St I 1 -------------1 1 1 I S 5th St > Q ( N Brooks M I G Parking Management Strategies Effective parking management in the Civic Core and Downtown will provide improved access to businesses and activities. Parking management strategies are based on a parking audit conducted in early 2017 that included data collection, parking code review, and discussions with parking enforcement to provide a clear indication of current parking use and capacity in the Civic Core and Downtown. Existing supply is illustrated on Figure 1.8. Utilization during the peak time (5:00 pm to 6:00 pm) is shown on Figure 1.9 and includes: • 350 on -street spaces • Lower parking turnover occurs after 4:00 pm as vehicles can stay in the same space after 6:00 pm until 8:00 am the next day. • On -street spaces are less utilized west of Burnett Avenue S., with many blocks having less than 70% utilization. • Off-street surface lots are well -used, particularly from 3:00 pm to 6:00 pm, with over 85% utilization during that time. • In general, motorists adhered to the parking time limits, however some were observed moving their vehicles to a new block to park. • 320 public off-street surface spaces • There is confusion in the City Center Parking Garage because a ticket is required even if • 562 public garage spaces (150 are reserved for the patron is parking for less than two hours park & ride use) (which is free). Most on -street spaces have two-hour time limits from 8:00 am to 6:00 pm. The off-street lots limit parking to a maximum of between two and eight hours from 8:00 am to 6:00 pm. The City Center Parking Garage is free for up to two hours, with additional time priced at two dollars for every two hours. Key findings from the parking audit include: • The City Center Parking Garage has substantial excess capacity, with only 10-20% of current non -park & ride spaces being used throughout the day. • On -street spaces are more utilized within the core of Downtown, particularly along S. 3rd Street, Williams Avenue S., Wells Avenue S., and S. 4th Street, with over 85% utilization during the midday and PM periods. • While the municipal code restricts someone from moving a vehicle to park on the same block to avoid the two-hour limit, it is not clear in the code whether someone can park on the same block on the same day (such as parking in the morning on a block and parking in the evening on the same block). This leads to confusion for residents, business patrons, employees, and parking enforcement. • As development continues in the Civic Core and Downtown, there will be an increase in freight loading/unloading and passenger drop-off activity with additional residents and businesses. This increased activity may require converting some parking spaces to loading/unloading zones. Implementing a comprehensive parking management strategy will involve many trials and steps to identify a preferred solution. Wrkin9 Rnlricllans � 1 M1our: 8-fi 2 M1our: 1-15 min � l M1our: R-3; No Derkirg:3-6 � 2 M1our: R�fi � 9 M1our: B-fi off 2—Lot Figure 1.9 On -street Parking Restrictions and Off-street Parking Availability by Location I, s� '. Figure 1.10 On -Street and Off -Street Parking Demand (5pm-6pm) City of Renton ® Renton Downtown Civic Core Vision and Action Plan January2018 Trials should last at least three months PS 4 to provide enough time for patrons to understand the shift in parking strategy and for the City to effectively measure the implications to utilization and supply. G- QUICK WINS PS 1 Provide pedestrian and vehicular wayfinding signage and improved marketing that directs both motorists and pedestrians to the location of available parking in the City Center Parking Garage or other off-street lots. Post on -street signage and other notifications to inform residents and businesses of the new strategies and the availability of alternative parking supply. SHORT-TERM ACTION PS 2 Improve streetscape connections with better lighting to/from the City Center Parking Garage and under-utilized off- street lots. PS 3 Extend the free parking time from two to four hours in the City Center Parking Garage. This would enable more "park once, shop twice" activity by extending the free time. It may also lower demand of highly utilized surface lots. However, extending free parking time may lower potential revenue and may not generate additional users if other strategies are not implemented. Evaluate parking demand and revenue change three months after implementation to adjust this strategy, as needed. Change on -street and off-street time limits: Shorten parking maximums to 90 minutes for on -street spaces and two hours for off-street lots and extend the time limit for on -street and off- street spaceSto 8:00 pm to increase parking turnover during the peak time at night and potentially increase parking usage in the City Center Parking Garage for people that need to park for longer than the on -street time limits. Parking management could be handled by City staff or contracted through a private company, similar to how Redmond and Tacoma, WA manage parking. Evaluate parking demand and enforcement feasibility three months after implementation to adjust strategy as needed. PS 5 Revise the parking code. Parking code updates should add clarity to how parking is enforced, both for patrons and enforcement officers. Certain parking code elements may still require some interpretation for enforcement. PS 6 Increase enforcement. This could improve parking turnover with vehicles more likely to park within the time limits. It may require additional resources for staffing and parking enforcement vehicles. PS 7 Implement employee parking programs through reduced monthly pricing or other means to increase the use of the City Center Parking Garage. That strategy uses excess capacity within the garage and opens closer on - street and off-street spaces to patrons. 4 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton PS 8 Identify potential parking spaces for the garage to adjust development short-term (up to 15 minute) time limits standards as needed to ensure to allow for freight and goods delivery sufficient parking for other needs and passenger pick-up and drop-off. such as business patrons, employee parking, and park & ride users (if this MID/LON TERM ACTION remains a priority in the future). PS 9 Install parking meters that can control multiple spaces on a block and charge hourly rates for on -street parking. Hourly charges would be higher than the hourly charge in the City Center Parking Garage and would help increase parking turnover. This would also increase parking revenue that can be invested in wayfinding and streetscape improvements. PS 10 Remove or reduce the minimum parking standard for residential development within the Civic Center and Downtown Zone. Other options include in -lieu fees that may support other parking management strategies as a substitute for building additional parking with development. This strategy would reduce the cost of construction and potentially increases the number of residential units that may be built. PS 11 Evaluate the feasibility of enacting parking agreements with new development to use excess space at the City Center Parking Garage. A parking management program can track residential parking demand in Public Facilities Management Strategies Public facilities strategies leverage city- PF 2 owned assets to enhance the Civic Core and Downtown. While the City of Renton owns several Civic Core and Downtown properties, there is an overarching need for a comprehensive approach to maintain and utilize all facilities and properties. The following strategies identify the optimal role for each facility, improvements or changes that would allow for this optimization, and PF 3 programming recommendations for key vacant opportunity sites. SHORT-TERM ACTIONS PF 1 Complete the Strategic Facilities Plan (SFP) that is currently underway. The City's facilities, owned or leased, have a long-term impact on the City's ability to deliver its mission and vision to its constituents. The SFP should include the location, capability, utilization, and condition of all City -owned or leased assets to ensure that the goals of the City's public facilities are aligned with the City's strategic objectives. The plan should demonstrate that each facility supports the City's core vision and that the recommendations will yield the highest value to the community. The plan should apply to all City real estate assets, not just those in the Civic Core and Downtown, and include: a summary of the asset's existing conditions and current and future needs; and an action plan for investment, including dispositions, repositioning, acquisition, consolidation orjoint use, and public - private partnerships, among others. Include 24-hour City Center Parking Garage security patrols and cleanups using police patrols or a private security service. This should ultimately be funded through a parking and business improvement area (PBIA). The City should enhance existing police patrols in the short- term. Restructure the Pavilion lease agreement as a management contract. The Pavilion is currently operated under a lease structure that has some elements of a typical tenant lease (full tenant control of the space such as in a retail lease) but with some features that are more like a management contract (e.g., City retains preferential rights for public events). A more common model is for the City to solicit an events center manager that gives the City full control of the building itself, with a professional events manager responsible for day-to-day management, event coordination, and promotion. This allows the City the flexibility to retain the building's primary function as an events center while reapportioning the western section as a public market/food hall. A management contract would include performance standards such as revenue and utilization targets. It could include an incentive pay structure to ensure the Pavilion is filled with frequent and high -quality events and to reduce the City's risk that revenues fall short of expenses. For the public market/food hall, the City would lease space directly to food service tenants, and optionally hire an experienced food hall operator to manage and oversee operations per the City's overall direction. Other elements of a management contract would include: • City having responsibility for tenant improvements and capital improvements. In conventional tenant/ landlord lease structures, the landlord typically makes improvements to the structure, which usually includes everything that would stay in the structure if the tenant were to move on, such as light fixtures; heating, ventilation, and air conditioning (HVAC) system; and heavy kitchen appliances (e.g., dishwashers). This helps align the manager's activities with their core strengths (promotion and organization), while leaving the City in charge of long- term asset improvements. • Expanded list of approved caterers so customers have a wider choice for events, improving the Pavilion's marketability. MID/LONG-TERM ACTIONS PF 4 Convert the King County Metro Park and Ride parking spaces in the Metropolitan Place Apartments to active retail space. While the existing lease agreement between King County Metro and Metropolitan Place is valid until 2030, the opportunity should be timed so that active retail space can be created on Burnett Avenue S. in conjunction with the relocation of City of Renton the layover on the Transit Street and creation of the Renton Connector. This would require a renegotiation of the agreement that may relocate the park - and -ride spaces to the City Center Parking Garage, allowing Metropolitan Place to repurpose the ground floor park -and -ride spaces. The City could support this transaction by helping broker the negotiations and assisting with the design and cost estimations of the converted space. PF 5 Plan and implement capital improvements to the Pavilion. Regardless of the uses, the structure requires improvements to its HVAC system, lighting, bathrooms, and audio/visual components. Consult the current tenant to help develop a comprehensive list of required or desired improvements. An exterior entrance to restroom facilities should be considered. PF b Solicit a developer and redevelop the Transit Street once the transit layover functions move to the South Renton Park -and -Ride. This requires its own planning process prior to soliciting a developer. Begin with a conceptual planning study and market analysis to understand what is feasible. As part of that process, develop core program criteria for the site, including physical and visual connection to and between the City Center Parking Garage, the Pavilion and Piazza (e.g., active public spaces, retail, or housing). Finally, solicit a developer through a request for qualifications (RFQ) process. Other nearby improvements may occur ® Renton Downtown Civic Core Vision and Action Plan 4 3 January2018 simultaneously to minimize disruption (e.g. the Renton Connector). While most new development will not require incentives for the project to be feasible, the marketing packet may include any available incentives and tools, such as: 1. Favorable land sale pricing, permitted in the State of Washington if the development is proven to benefit the public interest. 2. Impact fee waivers. The City of Renton currently waives fees for new "for sale" multifamily housing projects (greater than 30 units) within the Civic Core and Downtown, but not for rental properties. The City may want to look at whether extending the fee waiver program to Downtown for rental housing. 3. Tiered impact fees. The impact of compact urban developments on utilities and other infrastructure is generally lower. The City's impact fees could therefore be tiered to reflect the lower impact of a downtown environment. This would require a new rate study. King County Metro Park -and -Ride parking spaces in the Metropolitan Place Apartments City Center Parking Garage with King County Metro Park -and -Ride spaces on top levels 44 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Organizational Strategies Improving organizational capacity and 1. Target marketing and social function will help the existing Civic Core media to tell the story of the Civic and Downtown organizations achieve the Core and Downtown. Plan's goals by providing new opportunities and partnerships. Identification of 2. Transition primary special event where partnerships or consolidation coordination from the City and are recommended could enhance the Piazza Renton to the Renton coordination and missions of existing Downtown Partnership. The City organizations. Recommendations for specific would still manage the permit media and target audiences with the goal of process but would coordinate developing a coordinated marketing program, through the Renton Downtown are provided below. Partnership. This group has already created a series of annual SHORT-TERM ACTIONS events, so the transition should OS 1 Strengthen the Renton Downtown be relatively seamless. Ideally, the Partnership (See Appendix for organization would help recruit examples). events to ensure the Civic and Downtown is active throughout OS 1.1 Merge with other relevant the year. Potential events include organizations, hiring salaried wine walks, food fairs, sports staff as possible and increasing events, car shows, art shows, and funding. A dedicated, well- live music. Citywide events that funded, and efficient downtown serve the entire community but organization helps promote the occur Downtown, such as the Civic Core and Downtown Vision Multicultural Festival and Cruise and encourage new businesses to the Loop will continue to be led locate in Downtown. The Renton by the City of Renton. Downtown Partnership should be strengthened and merged 3. Modify the with other organizations, such www.rentondowntown.com as Piazza Renton, to leverage website to become the primary existing relationships, local portal for the Civic Core knowledge, and familiarity with and Downtown information. Downtown. The Renton Downtown The website would include Partnership's recent designation information on retail, events, as a 501(c)(3) organization allows it organizations, etc. It should also access to additional grant sources include a single calendar for all (see OS 1.2). A PBIA would ideally activities in the Civic Core and fund the organization. The Renton Downtown. Ideally, the website Downtown Partnership should be would provide information on directly responsible for: living in the Civic Core and Downtown and the area as a live, work, and play neighborhood. Responsibility should fall to the person responsible for overall marketing at the Renton Downtown Partnership. 4. Hire an Executive Director for the Renton Downtown Partnership. Hire a staff person to head the organization who has professional experience operating a downtown organization and/or a 501(c)(3). The staff person, as well as the general operations of the organization, would require funding to be fully effective. Funding may come from event revenues, membership dues, sponsorships, and grants and funding programs from the City, State, or federal government (or other private/public/non- profit sources). For the latter, the City may implement a special dedicated fund, particularly while the PBIA is yet to be formed in Year 1. OS 1.2 Designate Downtown Renton as a Main Street through Washington's Main Street program. Once designated, businesses can contribute and get a tax credit against their State B&O taxes through the Main Street tax credit incentives program. With the Renton Downtown Partnership's recent designation as a 501(c)(3), this tool allows the donor to receive 75 percent back from State B&O tax credits and the remaining 25 percent is tax M I G City of Renton deductible on federal income 3. Supporting business and tenant OS 3 Perform a study to determine the taxes. recruitment efforts, especially feasibility of forming a Parking retailers and restaurants and Business Improvement Area OS 2 Assign existing City staff or hire and, where appropriate, (PBIA), where the Civic Core and new staff in a role as a Downtown professional office or craft Downtown business owners assess Manager responsible for managing industrial/makerspace users. themselves to provide funding for and implementing City activities The Downtown Manager should extended services aimed at the in the Civic Core and Downtown; also introduce potential tenants economic enhancement of the area. initiating and promoting programs to developers or buildings Funds generated by the PBIA (often that improve, preserve, and enhance for sale or lease. In addition also called a business improvement the Civic Core and Downtown; to connecting these parties, district, or BID) would support and marketing the improvement, relationships should be fostered actions identified in the Plan, overall appearance, and economic with retail brokers in the Seattle or future actions established by vitality of the area. The Downtown metro region so that Renton is Renton Downtown Partnership and Manager should report directly considered a potential location Downtown Manager. Funds could to the Economic Development for prospective tenants. In provide the following services: Director and work in conjunction undesirable locations for retail, with Community and Economic restaurant, or housing, such as 1. Security. PBIAs can hire private Development, Community periphery vacant storefronts or security patrols to supplement Services, other City departments, difficult to lease properties, target existing police patrols and deter local stakeholders, and the wider small scale craft manufacturers crime. Renton community. The Downtown or makerspace users to support Manager would be tasked with: reinvestment and build up the 2. Cleaning. PBIAs can provide the attraction and energy in an area. funding necessary to hire street, 1. Being a liaison for Downtown Provide matchmaking services sidewalk, and plaza cleaning organizations and business for potential tenants with local crews to provide an enhanced and property owners, including developers interested in this level of service over the City's assisting with property sector. basic functions. This can also improvement projects and include "on -call" services for building relationships with 4. Facilitating redevelopment graffiti removal, broken glass, partner organizations (e.g. of key opportunity sites. This or other needs. While cleaning Chamber of Commerce and should include contacting could also be handled by City other economic development owners to explore options for staff, the purpose of a PBIA is to organizations). redevelopment and public- go above and beyond the level of private partnerships. Another cleaning that would be provided 2. Serving as an advocate for major component would be by local authorities. the Civic Core and Downtown marketing City -owned properties at the local and state levels, (specifically identified opportunity 3. Marketing. A core function of which would include working to sites) and assisting landowners the PBIA would be to provide improve public policy relating to and prospective developers. enhanced funding for promotion Downtown issues. of the Civic Core and Downtown. Funds raised through the PBIA Renton Downtown Civic Core Vision and Action Plan 4 5 January 2018 City of Renton would be directed by the Renton with AWC to explore potential arterial retrofits to improve safe needs of the public, and will Downtown Partnership. funding programs at the state access for all road users. result in increased residential level. opportunities and stimulate the 4. Other services can include 6. Apply for, utilize, and market construction of new/ rehabbed constructing and operating 3. Parking Meter Revenues. Use housing incentives to increase multifamily housing. The City parking facilities, installation curb parking revenue to fund the supply of multifamily housing. of Renton currently provides and maintenance of flower various capital improvement Explore tax exemption programs limited, eight or twelve-year baskets and banners, and event projects in the Civic Core and for certain developments and exemptions from property promotion. Downtown. Ultimately, drivers implement local regulatory taxation for qualified new who park in Downtown can incentives to encourage multifamily housing located OS 4 Apply for and utilize funding for capital finance capital improvements development. Many local in Downtown. Aggressively improvements, such as grants, and at no cost to the businesses, incentives already exist, such as marketing this program can other programs. There are several property owners, or taxpayers. expediting certain regulatory help attract new residential grant options available: Business owners are also more processes (permitting and development to the Civic Core likely to accept metered parking plan review), providing density and Downtown. 1. Community Economic if the revenue is used in the Civic bonuses, and selling city -owned Revitalization Board (CERB) Core and Downtown. land for development. While the B. Low Income Tax Credit. Grants. CERB is a state market is currently strong and is Created by the Tax Reform Act board focused on economic 4. Local Option Sales Tax. A likely to further improve, limiting of 1986, the LIHTC program development through job local option sales tax (often the need for incentives, select gives State and local LIHTC- creation in partnership with local abbreviated LOST) is a special- available programs include: allocating agencies the governments. The Board has purpose tax implemented and equivalent of nearly $8 billion the authority to finance public levied at the city or county level. A. Multifamily Tax Exemption in annual budget authority infrastructure improvements that The State of Washington has Program (MFTE). MFTE is to issue tax credits for the encourage new private business a Commercial Parking Local issued by Washington State. acquisition, rehabilitation, or development and expansion. In Option for general transportation RCW 84.14 has enabled new construction of rental addition to funding construction purposes (including city street) multi- family property owners housing targeted to lower - projects, CERB provides and a County Fuel Tax for to get tax exemptions for income households. limited funding for studies that "highway purposes" including up to 12 years in exchange evaluate high -priority economic the construction, maintenance, for a minimum of affordable C. Impact fee waivers. Renton development projects. and operation of city streets. units for income- and rent- currently has the option Eligible projects include domestic restricted households. The of waiving impact fees for and industrial water, storm water, 5. Other State Programs and Grants. program has established residential projects, but the wastewater, public buildings, Pedestrian and Bicycle Program eligibility areas to include Renton Municipal Code telecommunications, and port grants are for improvements to any property zoned for multi- currently only enables waiving facilities. the transportation system which family residential. Under RCW fees for new "for sale" enhance safety and mobility 84.14, an urban center may multifamily housing projects 2. Working with the Association of for people who choose to walk be designated as a residential greater than 30 units in size in Washington Cities (AWC). AWC or bike. The Complete Streets targeted area if it is found Downtown. The City should engages state elected officials to Programs funds local government to lack sufficient available, revise the code to make push local authority's legislative desirable, and convenient Downtown rental multifamily agendas. Renton should work residential housing to meet the projects eligible for fee waivers and market these incentives. 46 Renton Downtown Civic Core Vision and Action Plan January 2018 Implementation Implementation ACRONYMS, DEFINITIONS, POTENTIAL FUNDING SOURCES Definition/Funding CDBG Community Development Block Grant CIP Capital Improvement Program COR City of Renton Event Revenue General Fund Includes existing funding for current staff, funding for future staff, City department funding, Renton Municipal Arts Commission funding, etc. K Thousands (dollars) KCLS King County Library System KC Metro King County Metro King County M Millions (dollars) Main Street Tax Credit Program A statewide program that assists in funding designated Main Street programs in Washington. Membership Dues Dues paid to an organization. N/A Not Applicable. N/A, But Could Affect Revenue Non -Profit Assistance Non-profit assistance would require a non-profit entity to assist in funding the strategy. 1%for Arts Program 1%for Arts Program is a funding source where some capital improvements allocate 1 % of the cost of the project to public art. Outside Funding Sources Includes Legislative Member Request, Grant, Bond Issue, Levy Pavilion Lease PBIA Parking and Business Improvement Area or Business Improvement District Private Development or Funding 4 n Renton Downtown Civic Core Vision and Action Plan a January 2018 City of Renton ACRONYMS, DEFINITIONS, Acronym/Symbol/Title RSD AND POTENTIAL Definition/Funding Source (if applicable) Renton School District Sound Transit TBD To Be Determined QW Quick Win (immediate) ST Short -Term (one to five years) MLT Mid/Long-Term (five to ten years) For further study. This could include additional planning studies or plans related to specific recommendations. NOTES: 1. Depending on the strategy, some additional staff resources may be needed. This could include reclassified staff and/or new positions. 2. As identified action items move into project management in the future, project budgets should include operating, maintenance, replacement, and long-term capital costs. 3. There are several capital improvement recommendations (parks, roads, trails etc.) that will require future community engagement to identify specific project elements and final design of the project. 4. Capital project costs are in 2017 dollars, except for major roadway improvements that include escalation (assumed 3% per year for 6 years). M I G Implementation NOTE: Strategy descriptions are abbreviated versions of those contained in the body of the Plan Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources DESIGN D DEVELOPMENT DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest Monument (per sign): $20K-$40K Adv. Directional (per sign): 1 K-$2K DDS 1.1 Implement Veh. Directional pedestrian- and (per sign): vehicle -scale QW $2K-$4K COR CIP wayfinding Ped. Directional recommendations. (per sign): 2K-$3K Ped. Kiosk (per sign): $5K-$8K Interpretive (per sign): $1 K-$2K DDS 1.2 Coordinate with businesses and COR, Renton landowners to QW N/A Downtown CDBG publicize the existing Partnership facade improvement program. DDS 1.3 Identify walls or COR, Renton General Fund, facades that could Downtown Outside incorporate murals QW N/A Partnership, Funding or other unique Arts Sources storefront art. Commission DDS 1.4 Prohibit window screens or murals that block or reduce QW N/A COR N/A window or door transparency. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study Action Items DDS 1.5 Develop a pilot Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources program to allow COR, Renton a food cart pod QW N/A Downtown TBD to be located in Partnership the Civic Core and Downtown. DDS 1.6 Implement the complete wayfinding recommendations ST SEE DDS 1.1 COR CIP identified for the Civic Core and Downtown. DDS 1.7 Implement adopted Downtown CIP, Private Streetscape Design ST N/A COR Development Standards and or Funding Guidelines. DDS 1.8 Consider reductions COR, Renton N/A, But or deferrals of permit ST N/A Downtown Could Affect fees for adaptive Partnership Revenue reuse of buildings. DDS 1.9 Provide reductions in fees for developments that N/A, But create affordable ST N/A COR Could Affect housing in the Revenue Civic Core and Downtown. Renton Downtown Civic Core Vision and Action Plan January 2018 49 Study Action Items DDS 1.10 Provide height Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources bonuses above the existing 95-foot height (consistent with the Renton Municipal Code and FAA height regulations in effect at the time of project ST N/A COR N/A approval) if the developer provides affordable housing, contributes to parks or public amenities funding, or constructs a public amenity within the Civic Core and Downtown. DDS 1.11 Consider developing a sign permitting process that would ST N/A COR N/A allow rooftop signs. DDS 1.12 Encourage blade signs where multiple tenants occupy a single building; ST N/A COR N/A materials should be metal or wood. DDS 1.13 Scale signs COR, Renton appropriately to the ST N/A Downtown N/A building context. Partnership QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 50 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Study Action Items DDS 1.14 Illuminate signs by Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources discreet lighting ST N/A COR N/A technologies. DDS 1.15 Consolidate off- street parking access and focus parking MLT N/A COR N/A access onto alleys or single driveways. DDS 2: Provide Active and Engaging Public Spaces The Pavilion DDS 2.1 Use garage doors to create an indoor/ outdoor space during warmer ST $250K COR General Fund months with picnic tables and flexible seating. DDS 2.2 Plan year-round cultural events such COR, Renton General as Octoberfest ST TBD Downtown Fund, Event and musical Partnership Revenue performances. DDS 2.3 Develop a marketing COR, Renton plan for the Pavilion ST $35K Downtown General Fund, and surrounding Partnership PBIA venues. DDS 2.4 Provide outside CIP, Outside access to public restrooms in the ST See DDS 2.5 COR Funding Pavilion. Sources Study Action Items DDS 2.5 Redesign the Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources Pavilion to provide transparency and CIP, Outside access from the Funding Piazza north to a Sources redesigned Transit Some of the Street and improved ST $500K COR cost to be City Center Parking amortized Garage. Partition from lease a portion of the revenues from Pavilion to allow newly -created for active uses on retail spaces the west side of the building. DDS 2.6 Plan and implement capital CIP, Outside improvements for Funding the Pavilion and MLT $4.5M COR Sources those that increase Lease interaction between Revenues the Piazza and the From Pavilion Pavilion. The Piazza DDS 2.7 Provide games such as ping pong, large QW $20K COR General Fund chess boards, and bean-bag toss. DDS 2.8 Coordinate marketing efforts with the Pavilion to ST see DDS 2.3 COR General Fund increase the number of events. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study Action Items DDS 2.9 Increase event Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources programming to include daily COR, Renton performances and ST TBD 10 Downtown General Fund nighttime events Partnership such as outdoor movies. DDS 2.10 Re -master plan the Piazza to incorporate Gateway Park, $150K Master CIP, Outside the future festival ST Plan COR Funding street along Logan $600K Design Sources Avenue S. and S. 3rd Street, and the Renton Connector. DDS 2.11 Complete the CIP, Outside reconstruction of the ST $3.8-$5M COR Funding Piazza. Sources The Backyard DDS 2.12 Upon relocating transit operations from the Transit $50K COR, RentonST Downtown General Fund, Street, testa PBIA Partnership temporary pop-up plaza concept. DDS 2.13 Add seating next to existing cafe stand. ST $10K COR General Fund Remove bars on the windows. Renton Downtown Civic Core Vision and Action Plan January 2018 51 Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources DDS 2.14 Attract a developer through a Request for Proposals MLT $25-$50K COR General Fund process to redevelop the Backyard. The City Center Parking Garage DDS 2.15 Market and program COR, Renton General uses of the rooftop for seasonal QW TBD Downtown Fund, Event Partnership Revenues activities. DDS 2.16 Relocate the Police station to another ST TBD COR General Fund location. DDS 2.17 Remove mirrored glass on ground floor spaces to ST $65K COR General Fund increase visibility. DDS 2.18 Add lighting to the COR, Renton area to increase safety for evening ST $1OK per streetlight Downtown CIP, PBIA Partnership events. DDS 2.19 Retrofit ground floor spaces for small- scale retail that can be leased to small MLT $650-$850K COR CIP scale businesses or the Farmers Market businesses. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 52 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources The Festival Street DDS 2.20 Close Logan Avenue S. south of the Minimal (barriers COR, Renton General Fund, Transit Street to QW and traffic control Downtown Outside Funding cars for community likely needed) Partnership events such as the Sources Farmers Market. DDS 2.21 Remove the center median to improve pedestrian access ST $76K COR CIP across the street when it is closed for events. DDS 2.22 Organize an annual Renton food truck festival ST TBD Downtown Event or Taste of Renton Partnership Revenues event. DDS 2.23 Organize regular COR, Renton music performances, ST TBD Downtown General Fund, dances or outdoor Partnership PBIA movies in the street. DDS 2.24 Design and construct a curbless festival street along Logan Avenue S. General Fund, between S. 2nd and ST $8M COR Outside S. 3rd Streets, and Funding along S. 3rd Street Sources between Logan Avenue S. and Burnett Avenue S. M I G Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources The Renton Connector DDS 2.25 Work with local General Fund, artists to develop Outside art installations QW TBD COR, Arts Commission, Funding Sources, along the Renton Connector Non -Profits Private a alignment. Development or Funding DDS 2.26 Acquire and develop Range of $650K an extension of (estimated Burnett Linear Park market cost) CIP, Outside North from S. 2nd ST to $1.1 M (King COR Funding Street to the existing County assessed Sources Burnett Linear Park value) for acq. North boundary. DDS 2.27 Design the Renton CIP, Outside Connector as a ST $4.7M COR Funding phased project. Sources DDS 2.28 Implement a preliminary design phase of the Renton Connector that can ST $500K COR CIP, CDBG be accommodated with existing revenue. DDS 2.29 Develop parks masterplans for the area from S. Grady Way to S. 5th Street (Burnett Linear Park ST $150K COR CIP S.) and from S. 2nd Street to the Cedar River (Burnett Linear Park N.). QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study rime Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources DDS 2.30 Construct the major elements of the Renton Connector. CIP, Outside The design should MIT $26M COR Funding ncorporate art, Sources distinctive branding, wayfinding and finishes. The Junction DDS 2.31 Activate area with COR, Renton pop-up retail and Downtown General art to create a more QW N/A Partnership, Arts Fund, Private Development engaging and Commission, or Funding walkable district. Non -Profits DDS 2.32 Enhance furniture elements in Tonkin ST $40K COR CIP Park. DDS 2.33 Improve lighting and $200 K (per CIP, Outside pedestrian crossings ST intersection) COR Funding at intersections. Sources DDS 2.34 Construct the design and placemaking $11OK (design) recommendations MLT $700K COR CIP for Tonkin Park and (construction) vicinity. DDS 2.35 Implement the regional trail recommendations in COR, King CIP, Outside the updated Renton MIT TBD County Funding Trails and Bicycle Sources Master Plan along Houser Way S. Renton Downtown Civic Core Vision and Action Plan 5 3 January 2018 Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources The Gateways DDS 2.36 Improve wayfinding to destinations from Veterans Memorial QW see DDS 1.1 COR CIP Park and the Renton History Museum. DDS 2.37 Activate vacant COR, Renton General Fund, adjacent storefronts QW TBD Downtown Partnership, Outside with art or pop-up Arts Funding retail uses. Commission Sources DDS 2.38 Add art in the plaza or on adjacent corner in the vicinity COR, Arts General of the S.2nd Street ST TBD Commission Fund, 1%Arts "Downtown" Program gateway sign as part of the Arts Trail. COR, Renton DDS 2.39 Paint the intersection Downtown General Fund, at Main Avenue S. ST TBD Partnership, 1 % for Arts and S. 3rd Street. Arts Program Commission The Library DDS 2.40 Create a temporary COR, Renton reading room with Library materials Downtown with movable chairs QW $10K Partnership, Non -Profit in the Pavilion King County Assistance and Piazza during Library System summer events. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 54 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources DDS 2.41 Incorporate pedestrian scale wayfinding to direct bicyclists ST see DDS 1.1 COR CIP and pedestrians to the Civic Core and Downtown. Pop-up Alleys and Storefronts DDS 2.42 Identify vacant storefronts with willing building General owners to locate QW N/A COR, Renton Downtown Fund, Private pop-up retail or Development craft uses with local Partnership or Funding retailers or craft industrial uses and artisan makers. DDS 2.43 Coordinate with the Renton History COR, Renton Museum to develop temporary ST TBD Downtown General Fund installations for Partnership vacant storefronts. COR, DDS 2.44 Consolidate garbage Renton Private and recycling into ST $10K-$15K Downtown Development central, screened Partnership, or Funding, locations. Local PBIA Businesses DDS 2.45 Create patio seating for temporary food Renton carts in the alley Downtown PBIA, Private between S. 2nd and ST TBD Partnership, Development S. 3rd Streets from Local or Funding Main Avenue S. to Businesses Wells Avenue S. M I G Study Action Items Time frame Cost Staff Primary Impact Responsibility/ Partners Renton Potential Funding Sources Is DDS 2.46 Develop an alley ST $5K Downtown Partnership, PBIA, Private Development programming plan. Local or Funding Businesses Renton DDS 2.47 Improve backs of Downtown PBIA, Private buildings where MLT TBD Partnership, Development alleys are present. Local or Funding Businesses The Cedar Riverwalk DDS 2.48 Add pedestrian scale wayfinding to improve connectivity QW See DDS 1.1 COR CIP from the Civic Core and Downtown to the Cedar River. DDS 2.49 Add interpretive signage that describes the area's ST See DDS 1.1 COR CIP history and natural resources along the Cedar River. DDS 2.50 Improve visual and CIP, Outside physical water access MLT TBD COR Funding to the Cedar River at Sources Main Avenue S. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources DDS 3: Integrate Art into the Civic Core and Downtown DDS 3.1 Develop a citywide outreach plan to encourage representation in COR, Local General Fund, art activities from QW $50K Churches, Non -Profit the diverse racial, Non -Profits Assistance cultural and ethnic groups residing in Renton. DDS 3.2 Provide free or low- Arts Commission, General cost space in vacant QW TBD Local Fund, Private buildings for artist Property Development and gallery space. Owners or Funding COR, Renton General Fund, DDS 3.3 Create an "art QW TBD Downtown PartnArtship Outside gallery" in the alleys. Funding Commission Sources DDS 3.4 Incorporate the recommendations See 2010 of the 2010 City of City of See 2010 City Renton Arts and QW TBD Renton Arts of Renton Arts Culture Master Plan and Culture and Culture in the Civic Core Master Plan Master Plan and Downtown, as applicable. DDS 3.5 Incorporate art General Fund, into the grounds of facilities such as the COR, Arts RSD, KCLS, IKEA Performing QW TBD Commission, Non -Profits, Arts Center and Non -Profits, Outside the Renton Library, RSD Funding Dources among others. Renton Downtown Civic Core Vision and Action Plan 5 5 January 2018 Study Action Items DDS 3.6 Develop a mural Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources program that integrates local arts COR, Arts and community- Commission, General Fund, based organizations QW TBD Non -Profits, Non -Profit to create art that Renton High Assistance tells the past and School current story of Renton. DDS 3.7 Develop a performing arts COR, Arts General Fund, program with a list of QW TBD Commission, Non -Profit musicians to perform Non -Profits, Assistance at local events RSD throughout the year. DDS 3.8 Assign or hire an Arts Coordinator ST $30-$50K COR, Arts 1%for Arts part-time for visual Commission Program and performing arts. DDS 3.9 Work with the local performing arts venues in Renton COR, Arts to create small Commission, General Fund, theatrical events ST TBD Non -Profits, Non -Profit that can be set in Renton High Assistance the Civic Core and School Downtown. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 56 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Study Action Items DDS 3.10 Engage the Renton Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources School District and Renton Municipal Arts Comission to collaborate on a Downtown Arts Renton Studio located in Downtown General a vacant space in the Civic Core or ST TBD Partnership, Fund, Private Downtown that Arts Development would connect Commission, or Funding local students with RSD practicing artists to learn about the business of art while also creating original work. DDS 3.11 Create an "Arts Trail"using art and interactive elements COR, t Renon General in key locations in ST TBD Downtown Partnership, Fund, PBIA, the Civic Core and Arts Non -Profit Downtown and Commission Assistance along the Cedar River. DDS 3.12 Hold an art competition that can Renton General be distributed locally ST N/A Downtown Partnership, Fund, PBIA, and regionally to Arts Non -Profit develop art for the Commission Assistance Arts Trail. General DDS 3.13 Create a non- Renton Fund, PBIA, profit gallery space Downtown Non -Profit that provides MLT TBD 10 Partnership, Assistance, opportunities to Arts Outside showcase art. Commission Funding Sources M I G Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources DDS 4: Create Safe, Green and Attractive Streets DDS 4.1 Add pedestrian and vehicular wayfinding signage to direct pedestrians to QW see DDS 1.1 COR CIP attractions in the Civic Core and Downtown. DDS 4.2 Construct and install the information kiosk and pedestrian- QW see DDS 1.1 COR CIP focused wayfinding recommendations. DDS 4.3 Increase the urban tree canopy by QW $10K COR CIP replacing missing street trees. DDS 4.4 Implement the adopted Downtown CIP, Private Streetscape Design ST N/A COR Development Standards and or Funding Guidelines. DDS 4.5 Construct mid - block crossings at key locations along $75K per north/south streets, ST COR CIP particularly for crossing Williams and Wells Avenues S. DDS 4.6 Implement the two- way conversions of CIP, Outside Williams and Wells ST TBD COR Funding Avenues S., and Sources S. 2nd and S. 3rd Streets. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study Action Items DDS 4.7 Increase lighting on Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources streets, particularly west of Burnett CIP, Private Avenue S., using the Development adopted Downtown MLT see DDS 2.18 COR or Funding, Outside Streetscape Design Funding Standards and Sources Guidelines for streetlight design. DDS 4.8 Create three north/ south "River Streets" $30M to provide linear connections across MLT Only includes COR CIP, Outside Funding from the Civic Core blocks within Sources and Downtown to the Downtown the Cedar River and Business District park spaces. CIP, Private DDS 4.9 Incorporate modern Development stormwater facilities MLT $800 per LF COR or Funding, into reconstructed Outside streets. Funding Sources DDS 4.10 Provide bicycle COR, King CIP, Outside facilities and regional MLT TBD County Funding trail connections. Sources DDS 5: Support Small Businesses and Downtown Living DDS 5.1 Revise existing City Code to permit food trucks closer QW N/A COR General Fund to buildings on off- street parking areas. Renton Downtown Civic Core Vision and Action Plan January 2018 57 Study Action Items DDS 5.2 Create an marketing Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources package that provides incentives for those attending events at the IKEA General 40 Performing Arts Center, Carco QW $5K COR, RSD Fund, Private Theatre, Renton Development or Funding Civic Theatre, and the Pavilion to patronize businesses and restaurants. COR, Renton DDS 5.3 Increase the number ST TBD Downtown Partnership, CIP, Private Development of parklets. Private or Funding Businesses DDS 5.4 Attract a developer through an Request for Proposal process to redevelop the Former Big 5 site ST $25-$50K 0 COR General Fund as a catalyst for increasing housing and retail options. DDS 5.5 Promote the adaptive reuse of older downtown COR, Renton Private buildings for ST TBD Downtown Development makerspace and Partnership or Funding craft industrial uses. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 5 n Renton Downtown Civic Core Vision and Action Plan a January 2018 City of Renton Study Action Items DDS 5.6 Develop a housing Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources investment strategy COR, that identifies, at Affordable General Fund, minimum, housing Housing Outside needs, targets, ST $50K- $70K Partners, Funding funding tools, and Renton Sources marketing. Downtown Partnership DDS 5.7 Develop a Downtown Housing General Fund Incentives Program COR, (analysis and encouraging Affordable incentives), development of MLT TBD Housing Outside mixed -income and Partners Funding mixed -use housing Sources within the Civic Core (incentives) and Downtown. DDS 6: Increase Economic Activity and Business Attraction COR, DDS 6.1 Focus facade Businesses improvement funds and Property on specific areas, QW N/A Owners, N/A such as along S. 3rd Renton Street. Downtown Partnership DDS 6.2 Create a sign incentive program COR, Businesses that encourages and Property General the use of historic- QW TBD Owners, Fund, Private themsigns Renton' Development such as neon, Downtown or Funding once common in Partnership Downtown Renton. M I G Study Action Items DDS 6.3 Promote sidewalk Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources dining and/or COR, Renton parklets through the QW N/A Downtown N/A Renton Downtown Partnership Partnership. DDS 6.4 Develop a marketing and developer attraction campaign ST $25-$50K per COR General Fund for publicly -owned property development parcels. DDS 6.5 Coordinate with local landowners to assist with consolidating ST TBD COR General Fund smaller lots to be more attractive to potential developers. Monthly retainer DDS 6.6 Hire a private retail for services:$3- $5K per month, broker to market the Civic Core and ST or a one-time contract for COR General Fund Downtown spaces to a marketing prospective tenants. strategy: $10-$15K DDS 6.7 Use and market N/A, But development ST N/A COR Could Affect incentives. Revenue QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study Action Items DDS 6.8 Develop a retail Time frame Cost staff Impact Primary Responsibility/ Partners Potential Funding Sources master plan for ST $40K COR General Fund the Civic Core and Downtown. DDS 6.9 Initiate a demonstration block program in See other actions General Fund, Downtown on S. 3rd ST in the area COR Outside Street that prioritizes selected Funding planned actions into Sources a concentrated one - or two -block district. DDS 6.10 Increase targeted private investment by encouraging infill of underutilized lots or remodeling MLT N/A COR N/A existing structures, specifically high visibility locations such as the Bank of America site. DDS 6.11 As part of the current infrastructure planning process, ensure there CIP, Outside is adequate MIT TBD COR Funding sewer, water, Sources and stormwater capacity for future development. Renton Downtown Civic Core Vision and Action Plan 5 9 January 2018 Study Action Items TRANSIT MANAGEMENT STRATEGIES TS 1 Restructure Transit Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources Route 101 to start and end at the South Renton Park & Ride QW $150K in capital p KC Metro, KC Metro while serving the COR Downtown area on its way to and from Downtown Seattle. TS 2 Move bus layover currently on the Downtown Transit Street and layover: $900K- Burnett Avenue S. $1.8M capital to new on -street $850K-1.1 M spaces west of the annual operating Civic Core and ST costs K Metro KC Metro Downtown, and to South Renton COR on -street spaces layover: $600K- along Shattuck $1.2M capital Avenue S. and/or to $2.5M-$3.5M the South Renton annual costs Park & Ride. TS 3 Restructure route alignments to use new on -street stops on S. 3rd Street, S. 2nd Street and consolidated stops ST $570K - $820K KC Metro, KC Metro on Burnett Avenue COR S. Close the Transit Street and only use Logan Avenue S. for F line westbound routing. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 60 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Study Action Items TS4 Establish minimum Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources design standards for all stops within the Civic Core and Downtown to KC CCORro include amenities ST $100-$150K KC Metro such as covered shelter, informational signage, litter receptacles, seating, and lighting. TS 5 Ensure the same or better level of transit service in Downtown Renton. Evaluate transfer KC Metro, walk distances under ST N/A COR KC Metro revised routing to ensure riders can still make existing transfers between routes. TS 6 Consolidate bus $900K-$1.2M layover at the new capital KC Metro, KC Metro, South Renton Transit MLT COR Sound Transit Center constructed $2.5M-3.5M for 1-405 BRT. annual costs TS 7 Identify opportunities to coordinate stop locations and future MILT N/A KC Metro, N/A development in COR the Civic Core and Downtown to better serve the area. M I G Study Time Action Items frame Cost PARKING MANAGEMENT STRATEGIES PS 1 Provide pedestrian, Staff Impact Primary Responsibility/ Partners Potential Funding Sources vehicular wayfinding signage and improved marketing that directs both motorists and QW see DDS 1.1 pedestrians to the COR CIP location of available parking in the City Center Parking Garage or other off-street lots. PS 2 Improve streetscape connections with better lighting to/from the City Center Parking ST see DDS 2.18 COR CIP Garage and under- utilized surface lots. PS 3 Extend the free parking time from two to four hours in the City Center Parking Garage. Minimal in lost N/A, But This would enable ST parking revenues COR Could Affect more"park once, (< $1 K annually) Revenue shop twice" activity by extending the free time. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years M I G City of Renton Study Action Items PS 4 Change on -street Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources and off-street time limits. Shorten parking maximums to 90 $5K-$10K for minutes for on -street hours ST signs COR General Fund, spaces and two CIP for off-street lots and $15K for extend the time limit enforcement for on -street and off- street spaces to 8:00 pm. PS 5 Revise the parking ST N/A COR N/A code. $60K in vehicle PS 6 Increase enforcement costs to improve parking ST COR PBIA turnover. $35K in annual costs 0/2 FTE) PS 7 Implement employee parking programs through reduced N/A (reduced N/A, But monthly pricing ST revenue per permit COR Could Affect or other means to is balanced with Revenue increase the use of the increasing permits) City Center Parking Garage. PS 8 Identify potential parking spaces for short-term (up to 15 minute) time limits to ST Minimal (<$SK) COR General Fund allow for freight and goods delivery and passenger pick-up and drop-off. Renton Downtown Civic Core Vision and Action Plan n January 2018 0 Study Action Items PS 9 Install parking meters that can control multiple spaces on a block and charge hourly rates for on- street parking. Time frame MLT Cost $150-200Kto install $151(annual operations and maintenance Staff Impact Primary Responsibility/ Partners COR Potential Funding Sources PBIA PS 10 Remove or reduce the minimum parking standard for residential development within MLT N/A COR N/A the Civic Center and Downtown Zone. Other options include in -lieu fees. PS 11 Evaluate the feasibility of enacting parking agreements with new development to use MLT N/A COR N/A the excess space at the City Center Parking Garage. PUBLIC FACILITIES MANAGEMENT STRATEGIES PF 1 Complete the Strategic Facilities Plan (SFP) that is currently underway. It should In Process include the location, ST (completion in COR General Fund capability, utilization, 2018) and condition of all City -owned or leased assets. QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years 6 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Study Action Items PF 2 Include 24-hour City Time frame Cost Staff Impact Primary Responsibility/ Partners Potential Funding Sources Center Parking Garage COR, in security patrols and Business cleanups using police patrols or a private ST Up to $100K per • and Property General Fund, security service. The year Owners, PBIA City should enhance Downtown Residents existing police patrols in the short-term. PF 3 Restructure the Pavilion Event lease agreement as a ST TBD COR Revenues, management contract. Pavilion Lease PF 4 Convert the King Future Lease County Metro Park and TBD, Private Revenues from New Ride parking spaces in MIT potentially up to Property Retail Space, the Metropolitan Place $2M for property Owners, KC Private Apartments to active conversion Metro, COR Development retail space. or Funding PF 5 Plan and implement CIP, Pavilion capital improvements MIT See DDS 2.5 and COR Lease, Event to the Pavilion Event 26 Revenues Center. PF 6 Solicit a developer and redevelop the Transit Street once the transit layover functions move MLT See DDS 2.14 COR General Fund to the South Renton Park -and -Ride. M 1 G Study Time Staff Primary Potential Action Items frame Cost Impact Responsibility/ Funding Partners Sources ORGANIZATIONAL OS 1 Strengthen the Renton Downtown Partnership General Fund, OS 1.1 Merge with Renton membership other relevant Downtown dues,Event organizations, ST $50-$75K Partnership, Revenues, hiring salaried staff Piazza PBIA, Main as possible, and Renton COR Street Tax increasing funding. , Credit Program OS 1.2 Designate Downtown Renton as a Main Street through Washington's Main Membership Street program. Dues, Event Once designated, Renton Revenues, businesses can ST see OS 1.1 Downtown PBIA, Main contribute and get Partnership Street Tax a tax credit against Credit their State B&O Program taxes through the Main Street tax credit incentives program. OS 2 Assign existing City staff or hire new staff as a Downtown Manager. The Downtown Manager should report directly $50-$75K to the Economic ST annually COR General Fund Development Director and work in conjunction with City departments and the wider Renton community. 63 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton OS 3 Perform a study to determine the feasibility of forming a Parking and Business Renton Improvement Area Downtown (PBIA), where the Civic $50K for feasi- Partnership, Core and Downtown ST bility study and Business General Fund business owners assess implementation and Property themselves to provide Owners, funding for extended COR services aimed at the economic enhancement of the area. OS 4 Apply for and utilize funding for capital ST/ improvements, such MET TBD COR N/A as grants, and other programs. M I G 'T � �, ! , i ..-i?f� a� ' /�+' ; ., F� �� - -- �j a_ - �� -m:. �. -- -- - jam, - -- -_ .�"_�„ RIVER STREET TWO WAY CONVERSION Appendix A IN N n r+ O� N BURNETT BETWEEN 2ND ARD 3RD w.7YPICAL SECTION. , 1.. Fji EXISTING 88 ft. Total EXISTING 88 ft. Total City of Renton 66 Renton Downtown Civic Core Vision and Action Plan IMIIIIIII January 2018 City of Renton BURNETT BETWEEN 3RD AND 4TH EXISTING 140 ft. Total ® Renton Downtown Civic Core Vision and Action Plan n January2018 0 BURNETT BETWEEN 4TH AND 5TH EXISTING 68 Renton Downtown Civic Core Vision and Action Plan a January 2018 City of Renton 3RD STREET EXISTING ONE WAY 64 ft. Tota I 2ND STREET 2ND STREET SHORT TERM LONG-TERM ALTERNATIVEJ IL ALTERNATIVE T\A/C) \/VAY ('C)NI\/FRCICIN T\A/Cl WAY WITH EXISTING ONE WAY 60 ft. Total EXISTING ONE WAY 60 ft. Total City of Renton ® Renton Downtown Civic Core Vision and Action Plan 6 9 January2018 ME WILLIAMS // WELLS AVENUE EXISTING 60 ft. Total LOGAN AVENUE BETWEEN 2ND AND 3RD EXISTING 58 ft. Total ATA City of Renton 70 Renton Downtown Civic Core Vision and Action Plan IZIIIIIII January 2018 Appendix B City of Renton Renton Wayfinding System ADVANCE DIRECTIONAL DOWNTOWN GATEWAY MONUMENT VEHICULAR DIRECTIONAL PEDESTRIAN DIRECTORY I KIOSK INTERPRETIVE PANEL PEDESTRIAN DIRECTIONAL RENTON WAYFINDING SYSTEM SCALE: N'=1'4' ELEVATION 0 , 1' 2 72 Renton Downtown Civic Core Vision and Action Plan L January 2018 Downtown Gateway Monument FRONT �1 DOWNTOWN GATEWAY MONUMENT �_ Sf.P1E:1fi'=1'-0' ELEVATIIXJ 0 F 1' T City of Renton Renton Downtown Civic Core Vision and Action Plan n January 2018 3 City of Renton Vehicular Directional Painted steel panels with applied reflective vinyl letters, icons, and arrows mount to steel backer plate. PMS 7455 PMS 382 %,� VEHICULAR DIRECTIONAL _ � SCAlE: 1Y1"=1'-0' ELEVATION 0 6' 1' Y 74 Renton Downtown Civic Core Vision and Action Plan January 2018 Q Vehicular Advance Directiona Painted square steel tube Painted steel panels with applied reflective vinyl letters, icons, and arrows, bolt to steel tube. ff MrPMS 7455 BACK PMS 382 City of Renton ,MOO.& FRONT �`I1/ VEHICULAR ADVANCE DIRECTIONAL �/ SCALE.'=1'0' ELEVATION 0 6" 7' 2' ® Renton Downtown Civic Core Vision and Action Plan January2018 Pedestrian Directory / Kiosk FRONT BACK ()PEDESTRIAN DIRECTORY/ KIOSK SCPLE:1�'=1'-0' ELEVATION 0 , 1' T 1 Renton Downtown Civic Core Vision and Action Plan January 2018 City of Renton Q F - -ate" .. �r -• ..- '. y, �.�.. : .ibr.•�, sy M' a .1 LIL Painted square steel tube to /match Gateway monumentjam'._ frr• >• 0wf _ f Painted steel panels with ' i } reflective vinyl letters, icons, and arrows. .. E JPiazza _ - � T 8 Inlwmatlan E �iA Pavilion Pavilion r a uaa ar 8 Information Information T Public Library Public Library T - i _ - Interpretive Panel ;& i11 FRONT BACK ���/ INTERPRETIVE PANEL _ �I/ SCALE'12'=1'-0" ELEVATION 0 fi'11 2 7 n Renton Downtown Civic Core Vision and Action Plan a January 2018 City of Renton M❑ �— S 2nd St --� __ • Appendix _E D sPo tentianfor cn N lid ti to one Q > > stop top soon d and E Q thbound a nMOT Burnett Ave S. Pavilion `0 _ = 3 Museue) rs 5 3rd St I Q JI vo r- Paking'n fornew — ------------ v >tailonve S. / I r "I-----------.. O City of Renton 80 Renton Downtown Civic Core Vision and Action Plan January 2018 !t St This location previously was used S Tillicum i for layover prior to Renton TC� construction 105 60 106 100 107 60 . � � I N 153 100 167 60 169 100 Q 240 60 ' M o 342 60 ` m a' 907/908 60 .� i - p- j Likely requires protected _ 60ft o S 134tf1; $t - crossing and additional lighting Id St N N d a �i Rep ton a v Y 0 Transit a j Sw Center � �an9st°n R. _ 150ft � d iS .3rd iS/ j ' Swnset Blvd r Parking in front of unused 120ft 6p�C curb cut - Consider potential travel - �2� lane/curb cut conflicts a tie( N S 4th St ( e(` a dyer v h�ory v ;� may S w L N 0 0.125 0.2Mi1e 1� This concept is a near -term solution (possible in fall of 2018) for relocating existing Renton Transit Center layover by using on -street space in areas west of downtown Renton. The map highlights the available on -street areas that would provide suitable capacity for layover. Total layover need is approximately 600 to 700 feet. The estimated additional deadhead service hours required for this concept are approximately 6,000 to 8,000 annual hours. Additional time may be required due to added walk time for drivers to reach a comfort station. ��" 2 �_' - Existing on -street w layover �k'4 N �e Existing Transit N ® Civic Core Area at. ee Q Downtown Business District N Potential On -Street Layover Locations . Downtown Renton Layover Alternative Locations: Draft Concept Renton Downtown Civic Core Vision and Action Plan January 2018 81 4f� PREPARED BY: �� �'�'= �' J JANUARY 2018