HomeMy WebLinkAboutCommittee of the Whole Packet for 01/08/2018
AGENDA
Committee of the Whole Meeting
5:30 PM - Monday, January 8, 2018
7th Floor, Council Chambers, 7th Floor, City Hall – 1055 S. Grady Way
1. DOWNTOWN CIVIC CORE PLAN
Final Review
a) December 2017 Committee Presentation
b) January 2018 Memo
c) Draft Plan - January 2018
d) Presentation - January 2018
Co
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AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
In
s
e
r
t
Ph
o
t
o
s
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
De
s
i
g
n
an
d
De
v
e
l
o
p
m
e
n
t
St
r
a
t
e
g
i
e
s
1.
I
m
p
r
o
v
e
ur
b
a
n
de
s
i
g
n
to
en
c
o
u
r
a
g
e
st
r
o
l
l
i
n
g
2.
P
r
o
v
i
d
e
ac
t
i
v
e
an
d
en
g
a
g
i
n
g
pu
b
l
i
c
sp
a
c
e
s
3.
I
n
t
e
g
r
a
t
e
ar
t
in
t
o
Ci
v
i
c
Co
r
e
an
d
Do
w
n
t
o
w
n
4.
C
r
e
a
t
e
sa
f
e
,
gr
e
e
n
an
d
at
t
r
a
c
t
i
v
e
st
r
e
e
t
s
5.
S
u
p
p
o
r
t
sm
a
l
l
bu
s
i
n
e
s
s
e
s
an
d
do
w
n
t
o
w
n
li
v
i
n
g
6.
I
n
c
r
e
a
s
e
ec
o
n
o
m
i
c
ac
t
i
v
i
t
y
/
b
u
s
i
n
e
s
s
at
t
r
a
c
t
i
o
n
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
1.
Im
p
r
o
v
e
ur
b
a
n
de
s
i
g
n
to
en
c
o
u
r
a
g
e
st
r
o
l
l
i
n
g
1.
P
e
d
e
s
t
r
i
a
n
sc
a
l
e
wa
y
f
i
n
d
i
n
g
an
d
fa
ç
a
d
e
im
p
r
o
v
e
m
e
n
t
s
(Q
W
)
2.
D
o
w
n
t
o
w
n
St
r
e
e
t
s
c
a
p
e
De
s
i
g
n
St
a
n
d
a
r
d
s
and
Gu
i
d
e
l
i
n
e
s
(S
T
)
3.
P
e
r
m
i
t
fo
o
d
ca
r
t
po
d
s
(S
T
)
4.
P
o
t
e
n
t
i
a
l
de
n
s
i
t
y
bo
n
u
s
e
s
wi
t
h
pa
r
k
or
st
r
e
e
t
s
c
a
p
e
en
h
a
n
c
e
m
e
n
t
(S
T
)
5.
S
t
r
e
a
m
l
i
n
e
pe
r
m
i
t
t
i
n
g
pr
o
c
e
s
s
6.
E
n
c
o
u
r
a
g
e
mo
r
e
si
g
n
ty
p
e
s
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
2.
Pr
o
v
i
d
e
ac
t
i
v
e
an
d
en
g
a
g
i
n
g
pu
b
l
i
c
sp
a
c
e
s
1.
P
r
o
g
r
a
m
m
i
n
g
an
d
ma
r
k
e
t
i
n
g
(Q
W
/
S
T
)
2.
P
u
b
l
i
c
re
s
t
r
o
o
m
s
(S
T
)
3.
P
i
a
z
z
a
an
d
Pa
v
i
l
i
o
n
re
‐de
s
i
g
n
(L
T
)
Fo
c
u
s
e
d
ac
t
i
o
n
s
fo
r
ea
c
h
pu
b
l
i
c
sp
a
c
e
(Q
W
/
S
T
/
L
T
)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
3.
In
t
e
g
r
a
t
e
ar
t
in
t
o
Ci
v
i
c
Co
r
e
an
d
Do
w
n
t
o
w
n
1.
O
r
g
a
n
i
z
e
ac
t
i
v
i
t
i
e
s
th
r
o
u
g
h
ch
u
r
c
h
e
s
,
no
n
profits
an
d
ar
t
s
or
g
a
n
i
z
a
t
i
o
n
s
(Q
W
)
2.
C
o
o
r
d
i
n
a
t
e
wi
t
h
th
e
Ar
t
s
Co
m
m
i
s
s
i
o
n
an
d
building
ow
n
e
r
s
to
us
e
va
c
a
n
t
sp
a
c
e
(Q
W
)
3.
C
r
e
a
t
e
a Do
w
n
t
o
w
n
Ar
t
s
St
u
d
i
o
(S
T
)
4.
C
r
e
a
t
e
an
d
Ar
t
s
Tr
a
i
l
(S
T
)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
4.
Cr
e
a
t
e
sa
f
e
,
gr
e
e
n
an
d
at
t
r
a
c
t
i
v
e
st
r
e
e
t
s
1.
A
d
d
pe
d
e
s
t
r
i
a
n
wa
y
f
i
n
d
i
n
g
(Q
W
)
2.
I
n
c
r
e
a
s
e
tr
e
e
ca
n
o
p
y
(S
T
)
3.
I
m
p
r
o
v
e
li
g
h
t
i
n
g
(S
T
)
4.
P
r
o
v
i
d
e
de
d
i
c
a
t
e
d
bi
k
e
la
n
e
s
(S
T
/
L
T
)
5.
C
r
e
a
t
e
Ri
v
e
r
St
r
e
e
t
s
(L
T
)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
5.
Su
p
p
o
r
t
sm
a
l
l
bu
s
i
n
e
s
s
e
s
an
d
do
w
n
t
o
w
n
living
1.
C
r
e
a
t
e
ma
r
k
e
t
i
n
g
pl
a
n
to
li
n
k
pe
r
f
o
r
m
i
n
g
arts with
Do
w
n
t
o
w
n
bu
s
i
n
e
s
s
e
s
(Q
W
)
2.
I
m
p
l
e
m
e
n
t
Qu
i
c
k
‐Wi
n
pr
o
g
r
a
m
m
i
n
g
re
c
o
m
m
e
n
d
a
t
i
o
n
s
3.
D
e
v
e
l
o
p
th
e
Bi
g
5 pa
r
c
e
l
(S
T
)
4.
D
e
v
e
l
o
p
a ho
u
s
i
n
g
in
v
e
s
t
m
e
n
t
st
r
a
t
e
g
y
(S
T
)
5.
D
e
v
e
l
o
p
a ho
u
s
i
n
g
in
c
e
n
t
i
v
e
s
pr
o
g
r
a
m
(L
T
)
AGENDA ITEM #1. a)
6.
In
c
r
e
a
s
e
ec
o
n
o
m
i
c
ac
t
i
v
i
t
y
/
b
u
s
i
n
e
s
s
at
t
r
a
c
t
i
o
n
1.
F
o
c
u
s
st
o
r
e
f
r
o
n
t
im
p
r
o
v
e
m
e
n
t
s
on
S.
3 rd
(Q
W
)
2.
A
s
s
i
s
t
la
n
d
o
w
n
e
r
s
in
co
n
s
o
l
i
d
a
t
i
n
g
sm
a
l
l
pa
r
c
e
l
s
(ST)
3.
R
e
l
o
c
a
t
e
Po
l
i
c
e
De
p
a
r
t
m
e
n
t
(S
T
)
4.
D
e
v
e
l
o
p
bu
s
i
n
e
s
s
ou
t
r
e
a
c
h
pr
o
g
r
a
m
/
r
e
t
a
i
l
master
pl
a
n
(S
T
)
5.
I
n
i
t
i
a
t
e
a de
m
o
n
s
t
r
a
t
i
o
n
bl
o
c
k
pr
o
g
r
a
m
(L
T
)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
Tr
a
n
s
i
t
Pl
a
n
n
i
n
g
St
r
a
t
e
g
i
e
s
•
Ph
a
s
e
d
ac
t
i
o
n
s
,
st
a
r
t
i
n
g
wi
t
h
la
y
o
v
e
r
mo
v
e
s
•
Se
r
v
i
c
e
st
a
y
s
th
e
sa
m
e
or
be
t
t
e
r
th
a
n
to
d
a
y
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
Pa
r
k
i
n
g
Ma
n
a
g
e
m
e
n
t
•
Us
e
on
‐st
r
e
e
t
an
d
Pa
r
k
i
n
g
Ga
r
a
g
e
mo
r
e
ef
f
e
c
t
i
v
e
l
y
•
Im
p
r
o
v
e
d
si
g
n
a
g
e
(Q
W
)
•
Lo
n
g
e
r
fr
e
e
‐ti
m
e
in
th
e
Pa
r
k
i
n
g
Ga
r
a
g
e
•
Sh
o
r
t
e
n
on
‐st
r
e
e
t
li
m
i
t
s
•
Pu
r
c
h
a
s
e
a li
c
e
n
s
e
pl
a
t
e
re
a
d
e
r
(S
T
)
•
Pa
r
k
i
n
g
me
t
e
r
s
an
d
pe
r
m
i
t
pa
r
k
i
n
g
(L
T
)
En
f
o
r
c
e
m
e
n
t
is
es
s
e
n
t
i
a
l
•
Pu
b
l
i
c
or
pr
i
v
a
t
e
ma
n
a
g
e
m
e
n
t
po
s
s
i
b
l
e
AGENDA ITEM #1. a)
Pu
b
l
i
c
Fa
c
i
l
i
t
i
e
s
Ma
n
a
g
e
m
e
n
t
Sh
o
r
t
‐te
r
m
:
•
St
r
a
t
e
g
i
c
Fa
c
i
l
i
t
i
e
s
Pl
a
n
(i
n
pr
o
g
r
e
s
s
)
•
Se
c
u
r
i
t
y
Pa
t
r
o
l
s
an
d
Cl
e
a
n
u
p
•
Fu
n
d
e
d
by
Ci
t
y
an
d
/
o
r
a PB
I
A
•
Re
s
t
r
u
c
t
u
r
e
th
e
Pa
v
i
l
i
o
n
le
a
s
e
•
Ci
t
y
to
as
s
u
m
e
re
s
p
o
n
s
i
b
i
l
i
t
y
fo
r
im
p
r
o
v
e
m
e
n
t
s
•
In
c
l
u
d
e
pe
r
f
o
r
m
a
n
c
e
st
a
n
d
a
r
d
s
•
Ex
p
a
n
d
th
e
li
s
t
of
ap
p
r
o
v
e
d
ca
t
e
r
e
r
s
AGENDA ITEM #1. a)
Pu
b
l
i
c
Fa
c
i
l
i
t
i
e
s
Ma
n
a
g
e
m
e
n
t
Mi
d
/
L
o
n
g
‐te
r
m
:
•
Co
n
v
e
r
t
Ga
r
a
g
e
gr
o
u
n
d
fl
o
o
r
to
an
ac
t
i
v
e
us
e
•
Co
n
v
e
r
t
Me
t
r
o
p
o
l
i
t
a
n
Pl
a
c
e
pa
r
k
i
n
g
to
ac
t
i
v
e
retail
•
Re
c
o
n
f
i
g
u
r
e
Pa
v
i
l
i
o
n
wi
t
h
ac
t
i
v
e
st
o
r
e
f
r
o
n
t
s
•
Im
p
l
e
m
e
n
t
ca
p
i
t
a
l
im
p
r
o
v
e
m
e
n
t
s
at
th
e
Pa
v
i
l
i
o
n
•
Re
d
e
v
e
l
o
p
Tr
a
n
s
i
t
Ce
n
t
e
r
si
t
e
AGENDA ITEM #1. a)
Or
g
a
n
i
z
a
t
i
o
n
a
l
St
r
a
t
e
g
i
e
s
Sh
o
r
t
‐te
r
m
:
•
Do
w
n
t
o
w
n
ma
n
a
g
e
r
•
Li
a
i
s
o
n
fo
r
do
w
n
t
o
w
n
or
g
a
n
i
z
a
t
i
o
n
s
an
d
bu
s
i
n
e
s
s
e
s
•
Do
w
n
t
o
w
n
ad
v
o
c
a
t
e
•
Bu
s
i
n
e
s
s
re
c
r
u
i
t
m
e
n
t
•
Re
d
e
v
e
l
o
p
m
e
n
t
ef
f
o
r
t
s
•
St
r
e
n
g
t
h
e
n
ex
i
s
t
i
n
g
do
w
n
t
o
w
n
or
g
a
n
i
z
a
t
i
o
n
•
Ma
r
k
e
t
i
n
g
do
w
n
t
o
w
n
(w
e
b
s
i
t
e
,
ca
l
e
n
d
a
r
,
ad
v
e
r
t
i
s
i
n
g
)
•
Ev
e
n
t
co
o
r
d
i
n
a
t
i
o
n
•
Ex
e
c
u
t
i
v
e
di
r
e
c
t
o
r
•
Ma
i
n
St
r
e
e
t
Pr
o
g
r
a
m
,
ta
x
cr
e
d
i
t
AGENDA ITEM #1. a)
Or
g
a
n
i
z
a
t
i
o
n
a
l
St
r
a
t
e
g
i
e
s
Sh
o
r
t
‐te
r
m
:
•
Pa
r
k
i
n
g
an
d
Bu
s
i
n
e
s
s
Im
p
r
o
v
e
m
e
n
t
Ar
e
a
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AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
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AGENDA ITEM #1. a)
AGENDA ITEM #1. a)
DEPARTMENT OF COMMUNITY &
ECONOMIC DEVELOPMENT
M E M O R A N D U M
DATE: January 4, 2018
TO: Ed Prince, Council President
Members of Renton City Council
CC: Denis Law, Mayor
Jay Covington, Chief Administrative Officer
Jason Seth, City Clerk
FROM: C. E. “Chip” Vincent, CED Administrator
STAFF CONTACT: John Collum, Community Development Project Manager
SUBJECT: Renton Downtown Civic Core Vision and Action Plan
In advance of next week’s Committee of the Whole (COW) and Council meetings (which
include the subject project as an agenda item), Community and Economic Development
(CED) is providing the final draft of the Renton Downtown Civic Core Vision and Action
Plan, dated January 2018.
In addition to the final draft plan, staff is also providing:
1. The COW presentation from its December 11, 2017 meeting, which includes an
overview of the plan’s contents and background on its development over the past year.
2. The COW presentation for its January 8, 2018 meeting, which includes an update on
plan refinements since the December 11th COW meeting. Cost estimates for plan action
items are now included, where applicable, and can be found in the “Implementation”
section beginning on page 47 of the final draft. The January 8th presentation also
includes an overview of the action item costs.
3. COW Committee Report, which COW will be requested to approve on January 8th.
4. Resolution adopting the Renton Downtown Civic Core Vision and Action Plan, which
Council will be requested to approve on January 8th. The final draft plan, dated January
2018, is attached as Exhibit A to and incorporated by reference in the resolution.
CED staff is happy to respond to any questions that Councilmembers may have in
advance of next Monday’s meetings.
AGENDA ITEM #1. b)
CITY OF RENTON
DRAFT PLAN
RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN
JANUARY 2018
PREPARED BY:
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Acknowledgments
Mayor Denis Law
Chief Administrative Officer
Jay Covington
City Council
Council President Armondo Pavone
Council President Pro-tem Ed Prince
Randy Corman
Ryan McIrvin
Ruth Pérez
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
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
A special “thank you” to all who participated in this planning process. We appreciate your comments and support.
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Focus Group Attendees
Commercial/Residential Brokers
Lloyd Ball, Anomaly Commercial
(Keller Williams)
Reba Haas, Team Reba-Re/Max Metro Eastside
Justin Sult, Anomaly Commercial
(Keller Williams)
Focus Group Attendees
Developers for 1:1
Dave & Monica Brethauer, Cortona LLC
Charlie Conner, Conner Homes
Emily Heenan, Winson Investment
Kevin Sokoloski, BDCL Design International
Rocale Timmons, SECO Development
Wei Zhang, Winson Investment
Focus Group Attendees
Downtown Civic Activities
Group (City Staff Only)
Leslie Betlach,
Parks Planning & Natural Resources Division
Kelly Beymer, Community
Services Department
Maryjane Van Cleave, Recreation Division
John Collum, Economic Development Division
Jennifer Henning, Planning Division
Elizabeth Higgins, Arts Liaison
Cailin Hunsaker, Parks and
Golf Course Division
Michael Kirk, Facilities Division
Cliff Long, Economic Development Division
Angie Mathias, Long Range
Planning Division
Carrie Nass,
Neighborhoods, Resources & Events Division
Carrie Olson, Farmers Market
Millie Phung,
Economic Development Division
Jon Schuldt, Police Department
Liz Stewart, Renton History Museum
Chip Vincent,
Community and Economic
Development Department
Focus Group Attendees
Downtown Civic Activities
(Non-Profit and Event Organizers)
Ben Andrews, Renton Downtown Partnership,
Renton Municipal Arts Commission,
Renton Chamber of Commerce
Laurie Beden,
Renton Library Advisory Board
Angelina Benedetti,
City Center Community Plan Advisory Board
Laura Clawson, Renton Historical Society
Amy Eggler,
King County Library System
Paul Hebnon, Arts Unlimited
Don Hunsaker, Renton Historical Society
Lynne King,
Renton Library Advisory Board,
Renton Historical Society
Lawrence Reymann,
Renton Parks Commission
Dana Rochex
City Center Community Plan Advisory Board
Marsha Rollinger,
Renton Municipal Arts Commission,
Arts Unlimited
Mitch Shepherd, Renton
Municipal Arts Commission
Pat Tucker-Dolan,
Piazza Renton
Sybil Turner,
City Center Community Plan Advisory Board
Kim Unti,
Renton Library Advisory Board,
Renton River Days
Johnny Williams, Hands for the Nations
Marlene Winter, Renton Parks Commission
Focus Group Attendees
Renton High School Students
Consultants
MIG Inc.
Fehr and Peers
Leland Consulting Group
Strategic Planning Concepts
International, LLC
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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
Street Sections .....................................................................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))
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Executive
DRAFT PLAN
RENTON DOWNTOWN CIVIC CORE VISION AND ACTION PLAN
JANUARY 2018
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Draft Renton Downtown Civic Core Vision and Action Plan
January 2018
City of Renton
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.
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.
Introduction and Context 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
Junction
Burnett
Linear
Park
South
Burnett
Linear
Park
North To Cedar River
To Cedar
River Trail
Lake to
Sound Trail Tonkin
Park
To South Renton Transit
Center and City Hall
Plan Framework Diagram
Design
&
Development
Transit
Planning
Parking
Management
Public
Facilities
Management
Organizational
“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.”
Vi
s
i
o
n
Or
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s
St
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s
Sets the Stage Organizes the Effort
Activate
Sustain
Create
Identifies the Actions
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.
HEART BLOCK
C
E
D
A
R
R
I
V
E
R
THE JUNCTION
GATEWAYS
Lo
g
a
n
A
v
e
S
THE RENTON CONNECTOR
CEDAR RIVERWALK
RIVER STREETS
LIBERTY
PARK
Renton
High
School
IKEA
Performing
Arts Center
THE LIBRARY
POP-UP ALLEYS
Bicycle Facility
River Street
KEY
Renton Connector
Festival Street
The Plan identifies actions for the public spaces and
destinations in the Civic Core and Downtown Renton.
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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.
• Remove mirrored glass and other
storefront improvements.
• Increase shelter for pedestrians from the
elements, such as awnings and trees.
• Provide seating, food carts, and pop-up
retail.
• Activate the alleys.
• Renovate existing buildings, adding
windows, if appropriate.
• Develop the Former Big 5 site, Transit
Street and the existing Bank of America
sites.
• Develop public spaces to encourage
more pedestrian activity.
• Improve parks and urban trails like the
Piazza and Renton Connector.
• Upgrade streetscapes to improve the
pedestrian experience.
• Upgrade infrastructure and assist in
consolidating small lots to attract
developers.
Organizing Themes
Activate
Sustain
Create
S 3rd St
N 3rd St
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S 134th St
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N 2nd St
Renton Ave S
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S Tillicum St
S Tobin St
N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
Renton
H.S.
IKEA
Performing
Arts
Pavilion
Piazza
Library
Museum
Ca
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Co
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RECOMMENDED ALTERNATIVE // LEVEL OF INTERVENTION
LEGEND
CONCEPT DIAGRAM + LEVEL OF
INTERVENTION FOR ADJACENT PARCELS
SUSTAIN
ACTIVATE
CREATE
CONCEPTUAL BUILDING FOOTPRINT
FOCUS ATTENTION ON CREATING PEDESTRIAN
INTEREST
Sustain
• Private investment
• Support what’s happening now
• Focus on storefront and façade improvements,
murals, seating, parklets, and improved
pedestrian experience
• Limited infill potential
Activate
• 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
vacant land
• Potential gateway opportunities on 2nd Street
• Focus on creating a pedestrian experience
N 0 300’ 600’Feet
Focus on supporting and improving upon what is happening now:
Focus on redevelopment that creates a better pedestrian
environment:
Focus on actions to improve overall conditions, including publicly-
funded projects that improve existing deficiencies and catalyze
development potential:
Fresh paint improves visual interest Increase seating on the sidewalk
Interactive art features
Streets designed to host festivals/events
Improve urban trails and parks
Streetscapes designed to improve
pedestrian and biking experiences
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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.
Tonkin Park as part of the Junction
Pop-up alleys become important public spaces
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.
Renton Recommended Alternative
October 2017
City of Renton
1
DRAFT 10.26.17
URBAN GROVE
(FUN SEATING
AND TREES)
EVENT
SPACE/
MOVIES
Interactive
Water Play
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connection
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Service
Parking
Bike Parking
Stage
Sports
Court
Porch Swings
Porch Swings
Porch Swings
Porch Swings
INFO KIOSK /
S 3RD ST
Lawn Games
Deck
Pop-up
Shipping
Container
Retail
Mobile Library
and Seating
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The Renton Connector as an important connection
Potential programming concept for the Pavilion
and Piazza
Pop-up spaces in the Backyard
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Art along an Arts Trail
Pop-up alleys become important public spaces
Intersection painting to increase visual interest
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 connect 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.
DDS 6: 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,
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.
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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.
Wayfinding and directional signage help get people
to Renton Downtown and Civic Core destinations
Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 4
Downtown Gateway Monument
3/4 VIEWBACK
FRONT
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1DOWNTOWN GATEWAY MONUMENT
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
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Steel box, faux painted as
weathered steel. Renton
letters etched and paint
filled.
Powder coated aluminum
graphic panel back lit with
LEDs for halo illumination.
Acrylic letters pushed
through graphic panel are
illuminated from behind.
Monotone photo
features historic
image relevant
to downtown. A
different photo to
be used for each
gateway.
Blue color based
from Renton brand
guides: PMS 7455
Direct print
historic photo
with protective
clear coat.
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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
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.
Introduction
Existing conditions in the Civic Core and Downtown
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Des Moines
Issaquah
Mercer Island
SeaTac
Burien
Bellevue
Newcastle
Kent
Tukwila
Lake Washington
Cougar Mountain
Regional Wildland Park
Lake
Youngs
Renton
Municipal
Airport
Boeing
Field
Seattle-Tacoma
International Airport
Lake
Sammamish
Seattle
Renton
COUNTY
KING
COUNTY
KING
405
405
5
5
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90
90
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 over time. 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 of the
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
and major transportation 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.
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.
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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 I-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.
Staying informed online
The project website
(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.
Understanding specific topics
and interests
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.
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.
theater
River
Need
market
park
3rd
river
buildings
center
lighting Renton
downtown
street
sidewalks
Public
Cedar
night
library
city
Table
old
use
Park
traffic spacesart
betterparking
retail
hall
public streets
Burnett
events
spaceArt
Public Kickoff Workshop (March 2, 2017). Key themes quickly emerged from the discussions.
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Downtown Design Day Open-House (June 6, 2017)Downtown Design Priorities Workshop (October 11, 2017)
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.
• 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
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.
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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 of the 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.
Plan Framework Diagram
Design
&
Development
Transit
Planning
Parking
Management
Public
Facilities
Management
Organizational
“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.”
V
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Or
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g
T
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e
m
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s
St
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t
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g
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s
Sets the Stage Organizes the Effort
Activate
Sustain
Create
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
Identifies the Actions Design & Development Strategies
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-
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.
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N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
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Pavilion
Piazza
Library
Museum
Car
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RECOMMENDED ALTERNATIVE // LEVEL OF INTERVENTION
LEGEND
CONCEPT DIAGRAM + LEVEL OF
INTERVENTION FOR ADJACENT PARCELS
SUSTAIN
ACTIVATE
CREATE
CONCEPTUAL BUILDING FOOTPRINT
FOCUS ATTENTION ON CREATING PEDESTRIAN
INTEREST
Sustain
• Private investment
• Support what’s happening now
• Focus on storefront and façade improvements,
murals, seating, parklets, and improved
pedestrian experience
• Limited infill potential
Activate
• 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
vacant land
• Potential gateway opportunities on 2nd Street
• Focus on creating a pedestrian experience
N0 300’ 600’Feet
Organizing
T
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Activate
Create
Sustain
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• 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.
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;
Awnings provide shelter and a pleasant experience
Temporary pop-up uses revitalize vacant lots and alleys
Fresh paint improves visual interest and contrast
Organizing Themes
Increase seating on the sidewalk
Lighting and art installations help to attract pedestrians
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S 3rd St
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S Tobin St
N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
Renton
H.S.
IKEA
Performing
Arts
Pavilion
Piazza
Library
Museum
Car
c
o
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n
t
o
n
Co
m
m
u
n
i
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y
Ce
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t
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RECOMMENDED ALTERNATIVE // LEVEL OF INTERVENTION
LEGEND
CONCEPT DIAGRAM + LEVEL OF
INTERVENTION FOR ADJACENT PARCELS
SUSTAIN
ACTIVATE
CREATE
CONCEPTUAL BUILDING FOOTPRINT
FOCUS ATTENTION ON CREATING PEDESTRIAN
INTEREST
Sustain
• Private investment
• Support what’s happening now
• Focus on storefront and façade improvements,
murals, seating, parklets, and improved
pedestrian experience
• Limited infill potential
Activate
• 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
vacant land
• Potential gateway opportunities on 2nd Street
• Focus on creating a pedestrian experience
N 0 300’ 600’Feet
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).
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Interactive art features Wayfinding and branding elements
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 site,
Transit Street and the existing Bank of
America sites; and
• Developing public spaces to encourage
more pedestrian activity.
The addition of a protected bike lane is just one of the potential streetscape improvements to Burnett Ave. S., shown in this northeast facing view at the intersection with S. 3rd Street
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.
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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;
Reconfigured Bus Stops
Cycle Track
New infill development
Pavilion Event Center Activated Ground Floor (Retail)
Piazza
Reconfigured Pavilion with increased
transparency and access to the Piazza
Infill development
(Flexible space in
the short term)
Redesigned
ground floor
with active uses
Public green space
connection-
Pavilion to GarageBeginning of festival
streets along Logan
Avenue and 3rd Street
Burnett
Linear Park
North
Gateway
Park
Redesigned ground
floor with active uses
Re-master planned Piazza that
incorporates adjacent Gateway
Park and festival streets
New development
Redesigned building
with residential and retail
Renton Connector along
Burnett Avenue S. linking
Burnett Linear Park North to
Burnett Linear Park South
Infill development
Conceptual view of proposed changes on Burnett Ave S. between 2nd and 3rd, facing north
Conceptual aerial rendering of the Civic Core renovations
• 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.
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Reprogrammed
Pavilion Event
Center
New infill
development
(Flexible space in
short term)
New infill
development
Public green space connection
from Garage to Pavilion
(between new developments)
Festival Street along
Logan Avenue S.
Festival Street
along S. 3rd Street
Re-master planned
Piazza
Burnett Avenue S. (trail and
pedestrian connections to
Burnett Linear Parks N. and S.)
Revo 225
Apartments
Re-master planned
Gateway Park
Conceptual rendering of festival street along Logan Ave. facing the Pavilion
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HEART BLOCK
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GATEWAYS
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THE RENTON CONNECTOR
CEDAR RIVERWALK
RIVER STREETS
LIBERTY
PARK
Renton
High
School
IKEA
Performing
Arts Center
THE LIBRARY
POP-UP ALLEYS
Bicycle Facility
River Street
KEY
Renton Connector
Festival Street
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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).
Design and Development Strategies
Increasing visual interest using paving patterns and art
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
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 façade improvement
locations, coordinate with businesses
and landowners to publicize the
existing façade 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.
Street designed to host festivals and events Festival street environment
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).
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Renton Ave S
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N 0 300’ 600’Feet
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RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
RECOMMENDED ALTERNATIVE // URBAN FORM + OPPORTUNITIES
LEGEND
URBAN FORM + OPPORTUNITIES
OPPORTUNITY SITE/NEW DEVELOPMENT
RENOVATE EXISTING BUILDING/GROUND FLOOR
FAÇADE/EDGE UPDATE
POP-UP RETAIL/FOOD CARTS
INFILL HOUSING/LIVE WORK
OTHER VACANT LAND/PARKING
CONCEPTUAL BUILDING FOOTPRINT
PARKS & OPEN SPACE
INTERACTIVE ALLEY
EXISTING DOWNTOWN SERVING PARKS
NEW DOWNTOWN PARKS
OTHER PARKS/OPEN SPACE
FESTIVAL STREET
BURNETT LINEAR PARK EXTENSION/M-U PATH
RIVER STREET
CONCEPTUAL BUILDING FOOTPRINT
EXTERIOR ACCESS TO PAVILION RESTROOMSAND CONNECTING USES ON BLOCK
N 0 300’ 600’Feet
Renton
H.S.
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Performing
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Pavilion
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p
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f
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u
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d
pa
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k
i
n
g
Tonkin Park(reconfigured)
MemorialPark
JonesPark
BurnettLinear ParkNorth
BurnettLinear ParkSouth
Renton H.S.
Fields
Renton H.S.
Fields
LibertyPark
Cedar River Park
GatewayPark(re-master planned)
Connection to City Hall,
Transit Center, and S 7th
Street for Lake to Sound Trail
Piazza(re-master planned)
Clocktower Plaza(activated)
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.
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Simple art installations enhance pedestrian experiences
Well-designed blade signs where multiple tenants
are locatedLarge windows and the entrance should face the street
Discreet lighting technologies such as neon lighting
should be encouraged
Appropriately scaled signs on building facades
Historically-inspired signs painted directly on
building facades
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.An environment that incorporates placemaking and
play
Wayfinding and placemaking through well-
designed paths and trails
Covered seating makes it possible to be outside
year-round.
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Create spaces that can be both internal and
external
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.
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
HEART BLOCK
C
E
D
A
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THE JUNCTION
GATEWAYS
Lo
g
a
n
A
v
e
S
THE RENTON CONNECTOR
CEDAR RIVERWALK
RIVER STREETS
LIBERTY
PARK
Renton
High
School
IKEA
Performing
Arts Center
THE LIBRARY
POP-UP ALLEYS
Map of key public spaces and destinations in the Civic Core and Downtown Renton
Bicycle Facility
River Street
KEY
Renton Connector
Festival Street
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Tonkin Park
MemorialPark
JonesPark
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Renton H.S.
Fields
Renton H.S.
Fields
LibertyPark
Cedar RiveOff Leash
Connection to City Hall, Transit Center, and S 7th Street for Lake to Sound Trail
Piazza(re-master planned)
Cedar Riverwalk
Gateway Park(re-master planned)
New open spaceat Chamber of Commerce parcel
Public green space and plaza connection between Piazza and Garage
New park spacealong Renton Connector(reconfigured parking)
Reconfigured
existing park to
accommodate trail
Reconfigured
parking along
Renton Connector
New park spacefor Renton Connector and recreation uses
Connectionto City Hall
TT
S 3rd St
N 3rd St
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SW 2nd St
NW 2nd Pl
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Wh
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S Tillicum St
S Tobin St
N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
RECOMMENDED ALTERNATIVE // PARKS AND OPEN SPACE
LEGEND
PARKS AND OPEN SPACE
CIVIC CORE SERVING PARKS
NEW CIVIC CORE PARKS
OTHER PARKS/OPEN SPACE
FESTIVAL STREET
RENTON CONNECTOR
‘DOWNTOWN TO THE RIVER’ GREENSTREET
CONCEPTUAL BUILDING FOOTPRINT
WATER ACCESS
EXTERIOR ACCESS TO PAVILION RESTROOMS
REGIONAL TRAIL CONNECTION
PARKLET
N 0 300’ 600’Feet
Renton
H.S.
IKEA
Performing
Arts
Pavilion
Garage
Library
Mus
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r
Cedar River Park
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.
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Riparian inspired elements along a River Street
Spaces for temporary galleries and incubator spaces
in the City Center Parking Garage
Year round food hall and marketplace in the Pavilion Flexible seating in the Piazza
Mobile library with seating in the Piazza
EVENT PROGRAMS
(MUSIC, FARMERS
MARKET)
FOOD AND DRINKS
DOG FRIENDLY
ACTIVITIES
SPORTS/ GAMES
PLAY FEATURES
FLEXIBLE SEATING/
PICNIC TABLES
NIGHT-TIME
ACTIVITIES
PUBLIC ART
BIKE FACILITIES
OUTDOOR
EXERCISE
BEER GARDEN
GREEN SPACE/
NATURAL
FEATURES
OUTDOOR
MOVIES
FOOD TRUCKS
The
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t
- RECOMMENDED FOR FUTURE PROGRAMMING- NOT RECOMMENDED
TABLE 1: FUTURE PROGRAMMING POTENTIAL IN DOWNTOWN RENTON’S PUBLIC SPACES
Interactive water features in the Piazza
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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 café, children spaces, a dog-friendly café
(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.
Plan year-round cultural events
such as Octoberfest and musical
performances.
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.Map showing potential programming for the Heart Block
DDS 2.4 Provide outside access to public
restrooms in the Pavilion.
DDS 2.5 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.
Renton Recommended Alternative
October 2017
City of Renton
1
DRAFT 10.26.17
URBAN GROVE
(FUN SEATING
AND TREES)
EVENT
SPACE/
MOVIES
Interactive
Water Play
LO
G
A
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FE
S
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CO
N
N
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C
T
O
R
Indoor/
Outdoor Cafe
Seating
Public
restroom
Public green
space and plaza
connection
betweeen Piazza
and Garage
Cafe/ Bar
Dog Park/
Beer Garden
Pavilion
Service
Parking
Bike Parking
Stage
Sports
Court
Porch Swings
Porch Swings
Porch Swings
Porch Swings
INFO KIOSK /
S 3RD ST
Lawn Games
Deck
Pop-up
Shipping
Container
Retail
Mobile Library
and Seating
THE GARAGE
CO
NN
EC
TO
R
FOOD MARKET /
EVENT SPACE
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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.
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 café
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 games Pop-up play activities
Places to sit and hang out
Potential swings under the transit stops
Creative seating
Interactive water feature and seating
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Existing Transit Street
“The Backyard,” temporary pop-up plaza options on the Transit Street
Dog-friendly cafeTemporary pop-up seating
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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
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.
Pop-up yoga on the roof
Streets closed for events
Temporary food carts
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.
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Simulation of the Renton Connector between S. 3rd and S. 4th Streets
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 2.25 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.
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.).
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.
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The
Junction
Burnett
Linear
Park
South
Burnett
Linear
Park
North To Cedar River
To Cedar
River Trail
Lake to
Sound Trail Tonkin
Park
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 Renton Connector Destinations
CO
M
M
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&
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HO
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&
T
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I
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• Cedar River Trail
• Parks, Trails, & Open
Space
• Renton High School
• Connection to Lake
Washington Loop Trail
and Eastside Rail Corridor
(via Loop Trail)
• Burnett Linear Park North
• Pavilion Event Center
• Piazza
• Public Market/ Food Hall
• Farmers Market
• Retail and Commerce
• Logan Avenue
Festival Street
• Burnett Linear Park South
and Playground
• Tonkin Park
• Mixed-Use Housing and
Retail
• Future Transit Center
• Connection to City Hall
• Connection to Lake to
Sound Trail
NORTH END
CENTRAL
SOUTH END
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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
Renton
Pavilion
Piazza
Re-master
planned
City
Center
Parking
Garage
Tonkin
Park
S
2
ND
S
T
S
3
RD
S
T
S
4
TH
S
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S
4
TH
S
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BURNETT AVE S
LOGAN AVE S
SMITHERS AVE S SMITHERS AVE S
WILLIAMS AVE SWILLIAMS AVE S
H
O
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W
A
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S
H
O
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S
E
R
W
A
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S
South
Burnett
Linear
Park
Regional
Trail
Connection
Link the two Burnett
Linear Parks with a
buffered multi-use path
along Burnett Ave S.
Acquire and develop an
extension of Burnett
Linear Park North from
S 2nd Street to the
existing Burnett Linear
North Park boundary.
Include a small area for
food carts or other
temporary businesses.
Develop Transit
Street with new infill
development and
public greenway
connection (flexible
pop-up space in the
short-term).
Redevelopment
opportunity
Redevelopment opportunity
Redevelopment
opportunity
Redevelopment
opportunity
Redesign the ground floor of
the City Center Parking
Garage to permit incubator
or small-scale retail spaces.
Reprogram Pavilion with
increased transparency,
public access to restrooms,
connection to re-master
planned Piazza.
Add protected bike
lanes and landscape
improvements with
bus stops on Burnett
Avenue.
Convert ground floor
parking in the apartment
building to small-scale retail
to ensure the success of
the street, add on-street
parallel parking.
Create a 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.
Reconfigured parking
lot to accommodate
multi-use path,
additional parking
and/or pop-up use in
vacant lot.
Protected bike lanes
and pedestrian
improvements
including new
landscaping and
trail connection.
Increase green space
along the existing
railroad right-of-way
where the Chamber
of Commerce is
currently located.
Develop an extension of
Burnett Linear Park
South from Houser Way
S. to the existing Burnett
Linear Park South
boundary. Potential for
programming (bocce ball
etc.).
Reconfigured parking
between S 4th and 5th
Streets.
Re-master plan to
allow for protected bike
lanes and pedestrian path.
Protected bike lanes and
pedestrian improvements
including new
landscaping and trail
connection.
Redevelopment
opportunity
Link the two Burnett
Linear Parks with a
buffered shared use path
along Burnett Ave S.
North
Burnett
Linear
Park
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N
Renton
Pavilion
Piazza
Re-master
planned
City
Center
Parking
Garage
Tonkin
Park
S
2
ND
S
T
S
3
RD
S
T
S
4
TH
S
T
S
4
TH
S
T
S
5
TH
S
T
BURNETT AVE S
LOGAN AVE S
SMITHERS AVE S SMITHERS AVE S
WILLIAMS AVE SWILLIAMS AVE S
H
O
U
S
E
R
W
A
Y
S
H
O
U
S
E
R
W
A
Y
S
South
Burnett
Linear
Park
Regional
Trail
Connection
Link the two Burnett
Linear Parks with a
buffered multi-use path
along Burnett Ave S.
Acquire and develop an
extension of Burnett
Linear Park North from
S 2nd Street to the
existing Burnett Linear
North Park boundary.
Include a small area for
food carts or other
temporary businesses.
Develop Transit
Street with new infill
development and
public greenway
connection (flexible
pop-up space in the
short-term).
Redevelopment
opportunity
Redevelopment opportunity
Redevelopment
opportunity
Redevelopment
opportunity
Redesign the ground floor of
the City Center Parking
Garage to permit incubator
or small-scale retail spaces.
Reprogram Pavilion with
increased transparency,
public access to restrooms,
connection to re-master
planned Piazza.
Add protected bike
lanes and landscape
improvements with
bus stops on Burnett
Avenue.
Convert ground floor
parking in the apartment
building to small-scale retail
to ensure the success of
the street, add on-street
parallel parking.
Create a 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.
Reconfigured parking
lot to accommodate
multi-use path,
additional parking
and/or pop-up use in
vacant lot.
Protected bike lanes
and pedestrian
improvements
including new
landscaping and
trail connection.
Increase green space
along the existing
railroad right-of-way
where the Chamber
of Commerce is
currently located.
Develop an extension of
Burnett Linear Park
South from Houser Way
S. to the existing Burnett
Linear Park South
boundary. Potential for
programming (bocce ball
etc.).
Reconfigured parking
between S 4th and 5th
Streets.
Re-master plan to
allow for protected bike
lanes and pedestrian path.
Protected bike lanes and
pedestrian improvements
including new
landscaping and trail
connection.
Redevelopment
opportunity
Link the two Burnett
Linear Parks with a
buffered shared use path
along Burnett Ave S.
North
Burnett
Linear
Park
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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.
BU
R
N
E
T
T
A
V
E
S
HOUS
E
R
W
A
Y
S
S 4TH ST
Lawn
Stage
Play Hill
Protec
t
e
d
B
i
k
e
L
a
n
e
Picnic Grove
Elevated
Deck
Parking / Food Trucks
Public
Art
Existing donkey
sculpture relocated
Public Art
RE
N
T
O
N
CO
N
N
E
C
T
O
R
Outdoor
Seating
Proposed programming changes at Tonkin Park
Existing conditions at Tonkin Park
(Brick structure removed and replaced by
elevated deck for viewing passing airplane
fuselages as shown in the simulation below)
Simulation showing potential improvements at Tonkin Park
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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.
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.
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
Intersection painting to increase visual interest The Library acts as a community hub and draws
many users
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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.
Pop-up programming
Simulation of potential programming
in the alley
Alley between Main Avenue S. and Wells Avenue S.
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Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 6
Pedestrian Directory / Kiosk
FRONT BACK
1 PEDESTRIAN DIRECTORY / KIOSK
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
DowntownRenton
i
Where the Action Is
Downtown is the heart of Renton. It is now a thriving, urban
environment where people live, work, and play. It is a central
locale with access to restaurants, shops and other amenities.
The City-owned Pavilion Building, the Piazza and the Renton
IKEA Performing Arts Center are exciting new entertainment
venues in Downtown.
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i
DowntownRenton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, off-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
i
DowntownRenton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, off-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
Internally illuminated
steel box, faux painted as
weathered steel.
Icon is water jet cut out of
steel panel face and backed
with frosted acrylic
Powder coated aluminum
graphic panel
PMS 382
PMS 7455
Wayfinding and directional signage help get people to recreational opportunities
Increase accessibility to the water with easy pedestrian access, viewing, and connected trails
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.
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.
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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.
SHORT-TERM ACTIONS
DDS 3.8 Assign or hire an Arts Coordinator
part-time for visual and performing
arts.
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 connect 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.
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.
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 Art in alleys Art along a trail route
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Tonkin Park
MemorialPark
JonesPark
BurnettLinear ParkNorth
BurnettLinear ParkSouth (re-master planned)
Renton H.S.
Fields
Renton H.S.
Fields
LibertyPark
Cedar River Trail Off Leash Area
Cedar River Park
Piazza(re-master planned)GatewayPark(re-master planned)
(reconfiguredparking)
(property acquisition& reconfiguredparking)
New park spaceat Chamber of Commerce parcel
(reconfiguredparking)
S 3rd St
N 3rd St
R
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S 4th St
Ha
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A
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W
Wi
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S 5th St
Ma
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S 2nd St
Wells Ave N
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NW 2nd St
SW 2nd St
NW 2nd Pl
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N Brooks St
S 134th St
SW Sunset Aly
89
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I-40
5Access
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N 2nd St
Renton Ave S
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S Tillicum St
S Tobin St
Renton
H.S.
IKEA
Performing
Arts
Pavilion
Library
Museum
Car
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N 0 300’ 600’FeetRECOMMENDED ALTERNATIVE // BICYCLE ACCESS + ARTS TRAIL
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
LEGEND
BICYCLE ACCESS + ARTS TRAIL
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
PEDESTRIAN INTEREST
Long-term: 2 way protected
bike lane to Rainier. May
require additional ROW.
Park Avenue to
Logan Avenue
(Configuration TBD)
Factory Avenue To N. 4th
Street (Configuration TBD)
Lake to Sound Trail
(preferred alternative)Connection to City Hall,
Transit Center, and 7th
Street for Lake to Sound Trail
The Junction
N 0 300’ 600’Feet
Cedar Riverwalk
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.
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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.
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. 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)
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 to
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.
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NOTE: MINIMIZE OFF-STREET PARKING
ACCESS FROM 2ND AND 3RD STREETS
60’
60’60’
76’
64’
88’
136’
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58’56’
60’
58’
60’
70’
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S 3rd St
N 3rd St
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N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
N 0 300’ 600’Feet
RECOMMENDED ALTERNATIVE // STREET TYPES + PARKING ACCESS
LEGEND
STREET TYPES + PARKING
PRIMARY/TWO WAY CONVERSION
SECONDARY/TWO WAY CONVERSION
RIGHT-OF-WAY WIDTH
REDUCE/RECONFIGURE PARKING
ADD PARKING
CONCEPTUAL BUILDING FOOTPRINT
STREET SECTION
X’
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Remove ground floor park-and-ride
on Burnett Avenue S. and relocate
this parking to the City Center
Parking Garage. Add on-street
parking to East side of Burnett Avenue S.
Reconfigure one parking
aisle in lot for shared use
path design
For long-term road way
design, right-of-way width
to increase to 63’
Maintain on-street parking
along Burnett Avenue S.
and reconfigure parking lot
for the Renton Connector
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.
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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
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
RENTON RIVER STREETS
WELLS AVE BETWEEN S 2ND ST AND S 3RD ST
60’ RIGHT-OF-WAY
7’
SIDEWALK + SILVA CELL/
PLANTER
PARKING / PLANTERTRAVEL LANETRAVEL LANE
14’12’7’10’10’
SIDEWALK + AMENITY ZONE GSI /
PARKING
RENTON RIVER STREETS
WELLS AVE BETWEEN S 2ND ST AND CEDAR RIVER
SIDEWALK + PLANTER
PARKING / PLANTERTRAVEL LANE
60’ RIGHT-OF-WAY
TRAVEL LANE
21’12’7’10’10’
SIDEWALK + OPEN-FLOW STORMWATER PLANTER
Street section illustrating conceptual River Street along Wells Avenue between S. 2nd Street and S. 3rd Street
Street section illustrating conceptual River Street along Wells Avenue between S. 2nd Street and Cedar River
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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.
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.
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
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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 I-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
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 I-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
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.
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Opportunity for new
on-street parking in
front of retail on
Burnett Ave S.
Potential for
consolidation to one
stop northbound and
one stop southbound
on Burnett Ave S.
Only F Line
southbound
routing on
Logan Ave S.
S 3rd St
N 3rd St
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F Line
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N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT// MID-TERM ROUTING
LEGEND
DOWNTOWN TRANSIT
SHORT-TERM ROUTING
POTENTIAL OR EXISTING BUS STOP
DOWNTOWN BUS ROUTES
CONCEPTUAL BUILDING FOOTPRINT
BUS LINES#
Renton
H.S.
IKEA
Performing
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Museum
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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.
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240
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566
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20-25 buses per hour in each direction
20-25 buses per hour in each direction
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167
566
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N 3rd St
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DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
#
RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT // LONG-TERM ROUTING
LEGEND
DOWNTOWN TRANSIT LONG-TERM
ROUTING WITH 2-WAY TRAFFIC ON
SOUTH 2ND AND 3RD STREETS
POTENTIAL OR EXISTING BUS STOP
DOWNTOWN BUS ROUTES
CONCEPTUAL BUILDING FOOTPRINT
BUS LINES
Renton
H.S.
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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.
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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
• 320 public off-street surface spaces
• 562 public garage spaces (150 are reserved for
park & ride use)
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.
• 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.
• There is confusion in the City Center Parking
Garage because a ticket is required even if
the patron is parking for less than two hours
(which is free).
• 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.
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Data not collected for this hour for this lot. Utilization over 85% was observed from 11-12pm. Utilization under 55% was observed from 6-7pm.
Parking Utilization5pm-6pm< 55%55% - 70%70% - 85%> 85%
Figure 1.9 On-street Parking Restrictions and Off-street Parking Availability by Location
Figure 1.10 On-Street and Off-Street Parking Demand (5pm-6pm)
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Trials should last at least three months
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.
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 ACTIONS
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.
PS 4 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 spaces to 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.
PS 8 Identify potential parking spaces for
short-term (up to 15 minute) time limits
to allow for freight and goods delivery
and passenger pick-up and drop-off.
MID/LONG-TERM ACTIONS
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
the garage to adjust development
standards as needed to ensure
sufficient parking for other needs
such as business patrons, employee
parking, and park & ride users (if this
remains a priority in the future).
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Public Facilities Management Strategies
Public facilities strategies leverage city-
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
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 or joint use, and public-
private partnerships, among others.
PF 2 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.
PF 3 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
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 6 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
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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.
Organizational Strategies
Improving organizational capacity and
function will help the existing Civic Core
and Downtown organizations achieve the
Plan's goals by providing new opportunities
and partnerships. Identification of
where partnerships or consolidation
are recommended could enhance the
coordination and missions of existing
organizations. Recommendations for specific
media and target audiences with the goal of
developing a coordinated marketing program,
are provided below.
SHORT-TERM ACTIONS
OS 1 Strengthen the Renton Downtown
Partnership (See Appendix for
examples).
OS 1.1 Merge with other relevant
organizations, hiring salaried
staff as possible and increasing
funding. A dedicated, well-
funded, and efficient downtown
organization helps promote the
Civic Core and Downtown Vision
and encourage new businesses to
locate in Downtown. The Renton
Downtown Partnership should
be strengthened and merged
with other organizations, such
as Piazza Renton, to leverage
existing relationships, local
knowledge, and familiarity with
Downtown. The Renton Downtown
Partnership’s recent designation
as a 501(c)(3) organization allows it
access to additional grant sources
(see OS 1.2). A PBIA would ideally
fund the organization. The Renton
Downtown Partnership should be
directly responsible for:
1. Target marketing and social
media to tell the story of the Civic
Core and Downtown.
2. Transition primary special event
coordination from the City and
Piazza Renton to the Renton
Downtown Partnership. The City
would still manage the permit
process but would coordinate
through the Renton Downtown
Partnership. This group has
already created a series of annual
events, so the transition should
be relatively seamless. Ideally, the
organization would help recruit
events to ensure the Civic and
Downtown is active throughout
the year. Potential events include
wine walks, food fairs, sports
events, car shows, art shows, and
live music. Citywide events that
serve the entire community but
occur Downtown, such as the
Multicultural Festival and Cruise
the Loop will continue to be led
by the City of Renton.
3. Modify the
www.rentondowntown.com
website to become the primary
portal for the Civic Core
and Downtown information.
The website would include
information on retail, events,
organizations, etc. It should also
include a single calendar for all
activities in the Civic Core and
Downtown. Ideally, the website
would provide information on
living in the Civic Core and
Downtown and the area as a live,
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
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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
deductible on federal income
taxes.
OS 2 Assign existing City staff or hire
new staff in a role as a Downtown
Manager responsible for managing
and implementing City activities
in the Civic Core and Downtown;
initiating and promoting programs
that improve, preserve, and enhance
the Civic Core and Downtown;
and marketing the improvement,
overall appearance, and economic
vitality of the area. The Downtown
Manager should report directly
to the Economic Development
Director and work in conjunction
with Community and Economic
Development, Community
Services, other City departments,
local stakeholders, and the wider
Renton community. The Downtown
Manager would be tasked with:
1. Being a liaison for Downtown
organizations and business
and property owners, including
assisting with property
improvement projects and
building relationships with
partner organizations (e.g.
Chamber of Commerce and
other economic development
organizations).
2. Serving as an advocate for
the Civic Core and Downtown
at the local and state levels,
which would include working to
improve public policy relating to
Downtown issues.
3. Supporting business and tenant
recruitment efforts, especially
retailers and restaurants
and, where appropriate,
professional office or craft
industrial/makerspace users.
The Downtown Manager should
also introduce potential tenants
to developers or buildings
for sale or lease. In addition
to connecting these parties,
relationships should be fostered
with retail brokers in the Seattle
metro region so that Renton is
considered a potential location
for prospective tenants. In
undesirable locations for retail,
restaurant, or housing, such as
periphery vacant storefronts or
difficult to lease properties, target
small scale craft manufacturers
or makerspace users to support
reinvestment and build up the
attraction and energy in an area.
Provide matchmaking services
for potential tenants with local
developers interested in this
sector.
4. Facilitating redevelopment
of key opportunity sites. This
should include contacting
owners to explore options for
redevelopment and public-
private partnerships. Another
major component would be
marketing City-owned properties
(specifically identified opportunity
sites) and assisting landowners
and prospective developers.
OS 3 Perform a study to determine the
feasibility of forming a Parking
and Business Improvement Area
(PBIA), where the Civic Core and
Downtown business owners assess
themselves to provide funding for
extended services aimed at the
economic enhancement of the area.
Funds generated by the PBIA (often
also called a business improvement
district, or BID) would support
actions identified in the Plan,
or future actions established by
Renton Downtown Partnership and
Downtown Manager. Funds could
provide the following services:
1. Security. PBIAs can hire private
security patrols to supplement
existing police patrols and deter
crime.
2. Cleaning. PBIAs can provide the
funding necessary to hire street,
sidewalk, and plaza cleaning
crews to provide an enhanced
level of service over the City’s
basic functions. This can also
include “on-call” services for
graffiti removal, broken glass,
or other needs. While cleaning
could also be handled by City
staff, the purpose of a PBIA is to
go above and beyond the level of
cleaning that would be provided
by local authorities.
3. Marketing. A core function of
the PBIA would be to provide
enhanced funding for promotion
of the Civic Core and Downtown.
Funds raised through the PBIA
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would be directed by the Renton
Downtown Partnership.
4. Other services can include
constructing and operating
parking facilities, installation
and maintenance of flower
baskets and banners, and event
promotion.
OS 4 Apply for and utilize funding for capital
improvements, such as grants, and
other programs. There are several
grant options available:
1. Community Economic
Revitalization Board (CERB)
Grants. CERB is a state
board focused on economic
development through job
creation in partnership with local
governments. The Board has
the authority to finance public
infrastructure improvements that
encourage new private business
development and expansion. In
addition to funding construction
projects, CERB provides
limited funding for studies that
evaluate high-priority economic
development projects.
Eligible projects include domestic
and industrial water, storm water,
wastewater, public buildings,
telecommunications, and port
facilities.
2. Working with the Association of
Washington Cities (AWC). AWC
engages state elected officials to
push local authority’s legislative
agendas. Renton should work
with AWC to explore potential
funding programs at the state
level.
3. Parking Meter Revenues. Use
curb parking revenue to fund
various capital improvement
projects in the Civic Core and
Downtown. Ultimately, drivers
who park in Downtown can
finance capital improvements
at no cost to the businesses,
property owners, or taxpayers.
Business owners are also more
likely to accept metered parking
if the revenue is used in the Civic
Core and Downtown.
4. Local Option Sales Tax. A
local option sales tax (often
abbreviated LOST) is a special-
purpose tax implemented and
levied at the city or county level.
The State of Washington has
a Commercial Parking Local
Option for general transportation
purposes (including city street)
and a County Fuel Tax for
“highway purposes” including
the construction, maintenance,
and operation of city streets.
5. Other State Programs and Grants.
Pedestrian and Bicycle Program
grants are for improvements to
the transportation system which
enhance safety and mobility
for people who choose to walk
or bike. The Complete Streets
Programs funds local government
arterial retrofits to improve safe
access for all road users.
6. Apply for, utilize, and market
housing incentives to increase
the supply of multifamily housing.
Explore tax exemption programs
for certain developments and
implement local regulatory
incentives to encourage
development. Many local
incentives already exist, such as
expediting certain regulatory
processes (permitting and
plan review), providing density
bonuses, and selling city-owned
land for development. While the
market is currently strong and is
likely to further improve, limiting
the need for incentives, select
available programs include:
A. Multifamily Tax Exemption
Program (MFTE). MFTE is
issued by Washington State.
RCW 84.14 has enabled
multi- family property owners
to get tax exemptions for
up to 12 years in exchange
for a minimum of affordable
units for income- and rent-
restricted households. The
program has established
eligibility areas to include
any property zoned for multi-
family residential. Under RCW
84.14, an urban center may
be designated as a residential
targeted area if it is found
to lack sufficient available,
desirable, and convenient
residential housing to meet the
needs of the public, and will
result in increased residential
opportunities and stimulate the
construction of new/ rehabbed
multifamily housing. The City
of Renton currently provides
limited, eight or twelve-year
exemptions from property
taxation for qualified new
multifamily housing located
in Downtown. Aggressively
marketing this program can
help attract new residential
development to the Civic Core
and Downtown.
B. Low Income Tax Credit.
Created by the Tax Reform Act
of 1986, the LIHTC program
gives State and local LIHTC-
allocating agencies the
equivalent of nearly $8 billion
in annual budget authority
to issue tax credits for the
acquisition, rehabilitation, or
new construction of rental
housing targeted to lower-
income households.
C. Impact fee waivers. Renton
currently has the option
of waiving impact fees for
residential projects, but the
Renton Municipal Code
currently only enables waiving
fees for new “for sale”
multifamily housing projects
greater than 30 units in size in
Downtown. The City should
revise the code to make
Downtown rental multifamily
projects eligible for fee waivers
and market these incentives.
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Junction
South
Burnett
Linear
Park
North
Burnett
Linear
Park To Cedar River
To Cedar
River Trail
Lake to
Sound Trail Tonkin
Park
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ACRONYMS, DEFINITIONS, AND POTENTIAL FUNDING SOURCES
Acronym/Symbol/Title Definition/Funding Source (if applicable)
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
Implementation
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).
ACRONYMS, DEFINITIONS, AND POTENTIAL FUNDING SOURCES
Acronym/Symbol/Title Definition/Funding Source (if applicable)
RSD 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.
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Implementation
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DESIGN AND DEVELOPMENT STRATEGIES
DDS 1: Improve Urban Design to Encourage Strolling and Increase Visual Interest
DDS 1.1 Implement
pedestrian- and
vehicle-scale
wayfinding
recommendations.
QW
Monument (per
sign): $20K-$40K
Adv. Directional
(per sign): 1K-$2K
Veh. Directional
(per sign):
$2K-$4K
Ped. Directional
(per sign): 2K-$3K
Ped. Kiosk (per
sign): $5K-$8K
Interpretive (per
sign): $1K-$2K
COR CIP
DDS 1.2 Coordinate with
businesses and
landowners to
publicize the existing
façade improvement
program.
QW N/A
COR, Renton
Downtown
Partnership
CDBG
DDS 1.3 Identify walls or
facades that could
incorporate murals
or other unique
storefront art.
QW N/A
COR, Renton
Downtown
Partnership,
Arts
Commission
General Fund,
Outside
Funding
Sources
DDS 1.4 Prohibit window
screens or murals
that block or reduce
window or door
transparency.
QW N/A COR N/A
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 1.5 Develop a pilot
program to allow
a food cart pod
to be located in
the Civic Core and
Downtown.
QW N/A
COR, Renton
Downtown
Partnership
TBD
DDS 1.6 Implement the
complete wayfinding
recommendations
identified for the
Civic Core and
Downtown.
ST SEE DDS 1.1 COR CIP
DDS 1.7 Implement
adopted Downtown
Streetscape Design
Standards and
Guidelines.
ST N/A COR
CIP, Private
Development
or Funding
DDS 1.8 Consider reductions
or deferrals of permit
fees for adaptive
reuse of buildings.
ST N/A
COR, Renton
Downtown
Partnership
N/A, But
Could Affect
Revenue
DDS 1.9 Provide reductions
in fees for
developments that
create affordable
housing in the
Civic Core and
Downtown.
ST N/A COR
N/A, But
Could Affect
Revenue
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
NOTE: Strategy descriptions are abbreviated versions of those contained in the body of the Plan
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Potential
Funding
Sources
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.
ST N/A COR N/A
DDS 1.11 Consider developing
a sign permitting
process that would
allow rooftop signs.
ST N/A COR N/A
DDS 1.12 Encourage blade
signs where multiple
tenants occupy a
single building;
materials should be
metal or wood.
ST N/A COR N/A
DDS 1.13 Scale signs
appropriately to the
building context.
ST N/A
COR, Renton
Downtown
Partnership
N/A
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 1.14 Illuminate signs by
discreet lighting
technologies.
ST N/A COR N/A
DDS 1.15 Consolidate off-
street parking access
and focus parking
access onto alleys or
single driveways.
MLT N/A COR N/A
DDS 2: Provide Active and Engaging Public Spaces
The Pavilion
DDS 2.1 Use garage doors
to create an indoor/
outdoor space
during warmer
months with picnic
tables and flexible
seating.
ST $250K COR General Fund
DDS 2.2 Plan year-round
cultural events such
as Octoberfest
and musical
performances.
ST TBD
COR, Renton
Downtown
Partnership
General
Fund, Event
Revenue
DDS 2.3 Develop a marketing
plan for the Pavilion
and surrounding
venues.
ST $35K
COR, Renton
Downtown
Partnership
General Fund,
PBIA
DDS 2.4 Provide outside
access to public
restrooms in the
Pavilion.
ST See DDS 2.5 COR
CIP, Outside
Funding
Sources
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 2.5 Redesign the
Pavilion to provide
transparency and
access from the
Piazza north to a
redeveloped Transit
Street and improved
City Center Parking
Garage. Partition
a portion of the
Pavilion to allow
for active uses on
the west side of the
building.
ST $500K COR
CIP, Outside
Funding
Sources
Some of the
cost to be
amortized
from lease
revenues from
newly-created
retail spaces
DDS 2.6 Plan and
implement capital
improvements for
the Pavilion and
those that increase
interaction between
the Piazza and the
Pavilion.
MLT $4.5M COR
CIP, Outside
Funding
Sources
Lease
Revenues
From Pavilion
The Piazza
DDS 2.7 Provide games such
as ping pong, large
chess boards, and
bean-bag toss.
QW $20K COR General Fund
DDS 2.8 Coordinate
marketing efforts
with the Pavilion to
increase the number
of events.
ST see DDS 2.3 COR General Fund
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 2.9 Increase event
programming
to include daily
performances and
nighttime events
such as outdoor
movies.
ST TBD
COR, Renton
Downtown
Partnership
General Fund
DDS 2.10 Re-master plan the
Piazza to incorporate
Gateway Park, the
future festival streets
between S. 2nd
and S. 3rd Streets
on Logan Avenue
S. and the Renton
Connector.
ST
$150K Master
Plan
$600K Design
COR
CIP, Outside
Funding
Sources
DDS 2.11 Complete the
reconstruction of the
Piazza.
ST $3.8-$5M COR
CIP, Outside
Funding
Sources
The Backyard
DDS 2.12 Upon relocating
transit operations
from the Transit
Street, test a
temporary pop-up
plaza concept.
ST $50K
COR, Renton
Downtown
Partnership
General Fund,
PBIA
DDS 2.13 Add seating next to
existing café stand.
Remove bars on the
windows.
ST $10K COR General Fund
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Primary
Responsibility/
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Potential
Funding
Sources
DDS 2.14 Attract a developer
through a Request
for Proposals
process to redevelop
the Transit Street.
MLT $25-$50K COR General Fund
The City Center Parking Garage
DDS 2.15 Market and program
uses of the rooftop
for seasonal
activities.
QW TBD
COR, Renton
Downtown
Partnership
General
Fund, Event
Revenues
DDS 2.16 Relocate the Police
station to another
location.
ST TBD COR General Fund
DDS 2.17 Remove mirrored
glass on ground
floor spaces to
increase visibility.
ST $65K COR General Fund
DDS 2.18 Add lighting to the
area to increase
safety for evening
events.
ST $10K per
streetlight
COR, Renton
Downtown
Partnership
CIP, PBIA
DDS 2.19 Retrofit ground floor
spaces for small-
scale retail that can
be leased to small
scale businesses or
the Farmers Market
businesses.
MLT $650-$850K COR CIP
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
The Festival Street
DDS 2.20 Close Logan Avenue
S. south of the
Transit Street to
cars for community
events such as the
Farmers Market.
QW
Minimal (barriers
and traffic control
likely needed)
COR, Renton
Downtown
Partnership
General Fund,
Outside
Funding
Sources
DDS 2.21 Remove the center
median to improve
pedestrian access
across the street
when it is closed for
events.
ST $76K COR CIP
DDS 2.22 Organize an annual
food truck festival
or Taste of Renton
event.
ST TBD
Renton
Downtown
Partnership
Event
Revenues
DDS 2.23 Organize regular
music performances,
dances or outdoor
movies in the street.
ST TBD
COR, Renton
Downtown
Partnership
General Fund,
PBIA
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.
ST $8M COR
General Fund,
Outside
Funding
Sources
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Potential
Funding
Sources
The Renton Connector
DDS 2.25 Work with local
artists to develop
art installations
along the Renton
Connector
alignment.
QW TBD
COR, Arts
Commission,
Non-Profits
General Fund,
Outside
Funding
Sources,
Private
Development
or Funding
DDS 2.26 Acquire and develop
an extension of
Burnett Linear Park
North from S. 2nd
Street to the existing
Burnett Linear Park
North boundary.
ST
$650K
(estimated
market cost)
to $1.1M (King
County assessed
value) for acq.
COR
CIP, Outside
Funding
Sources
DDS 2.27 Design the Renton
Connector as a
phased project.
ST $4.7M COR
CIP, Outside
Funding
Sources
DDS 2.28 Implement a
preliminary design
phase of the Renton
Connector that can
be accommodated
with existing
revenue.
ST $500K COR CIP, CDBG
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.).
ST $150K COR CIP
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 2.30 Construct the major
elements of the
Renton Connector.
The design should
incorporate art,
distinctive branding,
wayfinding and
finishes.
M LT $26M COR
CIP, Outside
Funding
Sources
The Junction
DDS 2.31 Activate area with
pop-up retail and
art to create a more
engaging and
walkable district.
QW N/A
COR, Renton
Downtown
Partnership,
Arts
Commission,
Non-Profits
General
Fund, Private
Development
or Funding
DDS 2.32 Enhance furniture
elements in Tonkin
Park.
ST $40K COR CIP
DDS 2.33 Improve lighting and
pedestrian crossings
at intersections.
ST $200K (per
intersection)COR
CIP, Outside
Funding
Sources
DDS 2.34 Construct the design
and placemaking
recommendations
for Tonkin Park and
vicinity.
MLT
$110K (design)
$700K
(construction)
COR CIP
DDS 2.35 Implement the
regional trail
recommendations in
the updated Renton
Trails and Bicycle
Master Plan along
Houser Way S.
MLT TBD COR, King
County
CIP, Outside
Funding
Sources
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
The Gateways
DDS 2.36 Improve wayfinding
to destinations from
Veterans Memorial
Park and the Renton
History Museum.
QW see DDS 1.1 COR CIP
DDS 2.37 Activate vacant
adjacent storefronts
with art or pop-up
retail uses.
QW TBD
COR, Renton
Downtown
Partnership,
Arts
Commission
General Fund,
Outside
Funding
Sources
DDS 2.38 Add art in the plaza
or on adjacent
corner in the vicinity
of the S. 2nd Street
"Downtown"
gateway sign as part
of the Arts Trail.
ST TBD
COR, Arts
Commission
General
Fund, 1% Arts
Program
DDS 2.39 Paint the intersection
at Main Avenue S.
and S. 3rd Street.
ST TBD
COR, Renton
Downtown
Partnership,
Arts
Commission
General Fund,
1% for Arts
Program
The Library
DDS 2.40 Create a temporary
reading room with
Library materials
with movable chairs
in the Pavilion
and Piazza during
summer events.
QW $10K
COR, Renton
Downtown
Partnership,
King County
Library
System
Non-Profit
Assistance
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 2.41 Incorporate
pedestrian scale
wayfinding to
direct bicyclists
and pedestrians to
the Civic Core and
Downtown.
ST see DDS 1.1 COR CIP
Pop-up Alleys and Storefronts
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.
QW N/A
COR, Renton
Downtown
Partnership
General
Fund, Private
Development
or Funding
DDS 2.43 Coordinate with
the Renton History
Museum to
develop temporary
installations for
vacant storefronts.
ST TBD
COR, Renton
Downtown
Partnership
General Fund
DDS 2.44 Consolidate garbage
and recycling into
central, screened
locations.
ST $10K-$15K
COR,
Renton
Downtown
Partnership,
Local
Businesses
Private
Development
or Funding,
PBIA
DDS 2.45 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.
ST TBD
Renton
Downtown
Partnership,
Local
Businesses
PBIA, Private
Development
or Funding
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Potential
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Sources
DDS 2.46 Develop an alley
programming plan.ST $5K
Renton
Downtown
Partnership,
Local
Businesses
PBIA, Private
Development
or Funding
DDS 2.47 Improve backs of
buildings where
alleys are present.
MLT TBD
Renton
Downtown
Partnership,
Local
Businesses
PBIA, Private
Development
or Funding
The Cedar Riverwalk
DDS 2.48 Add pedestrian
scale wayfinding to
improve connectivity
from the Civic Core
and Downtown to
the Cedar River.
QW See DDS 1.1 COR CIP
DDS 2.49 Add interpretive
signage that
describes the area’s
history and natural
resources along the
Cedar River.
ST See DDS 1.1 COR CIP
DDS 2.50 Improve visual and
physical water access
to the Cedar River at
Main Avenue S.
MLT TBD COR
CIP, Outside
Funding
Sources
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 3: Integrate Art into the Civic Core and Downtown
DDS 3.1 Develop a citywide
outreach plan
to encourage
representation in
art activities from
the diverse racial,
cultural and ethnic
groups residing in
Renton.
QW $50K
COR, Local
Churches,
Non-Profits
General Fund,
Non-Profit
Assistance
DDS 3.2 Provide free or low-
cost space in vacant
buildings for artist
and gallery space.
QW TBD
Arts
Commission,
Local
Property
Owners
General
Fund, Private
Development
or Funding
DDS 3.3 Create an “art
gallery” in the alleys. QW TBD
COR, Renton
Downtown
Partnership,
Arts
Commission
General Fund,
Outside
Funding
Sources
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.
QW TBD
See 2010
City of
Renton Arts
and Culture
Master Plan
See 2010 City
of Renton Arts
and Culture
Master Plan
DDS 3.5 Incorporate art
into the grounds of
facilities such as the
IKEA Performing
Arts Center and
the Renton Library,
among others.
QW TBD
COR, Arts
Commission,
Non-Profits,
RSD
General Fund,
RSD, KCLS,
Non-Profits,
Outside
Funding
Dources
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
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.
QW TBD
COR, Arts
Commission,
Non-Profits,
Renton High
School
General Fund,
Non-Profit
Assistance
DDS 3.7 Develop a
performing arts
program with a list of
musicians to perform
at local events
throughout the year.
QW TBD
COR, Arts
Commission,
Non-Profits,
RSD
General Fund,
Non-Profit
Assistance
DDS 3.8 Assign or hire an
Arts Coordinator
part-time for visual
and performing arts.
ST $30-$50K
COR, Arts
Commission
1% for Arts
Program
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.
ST TBD
COR, Arts
Commission,
Non-Profits,
Renton High
School
General Fund,
Non-Profit
Assistance
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 3.10 Engage the Renton
School District and
Renton Municipal
Arts Comission to
collaborate on a
Downtown Arts
Studio located in
a vacant space in
the Civic Core or
Downtown that
would connect
local students with
practicing artists
to learn about the
business of art while
also creating original
work.
ST TBD
Renton
Downtown
Partnership,
Arts
Commission,
RSD
General
Fund, Private
Development
or Funding
DDS 3.11 Create an “Arts
Trail”using art and
interactive elements
in key locations in
the Civic Core and
Downtown and
along the Cedar
River.
ST TBD
COR, Renton
Downtown
Partnership,
Arts
Commission
General
Fund, PBIA,
Non-Profit
Assistance
DDS 3.12 Hold an art
competition that can
be distributed locally
and regionally to
develop art for the
Arts Trail.
ST N/A
Renton
Downtown
Partnership,
Arts
Commission
General
Fund, PBIA,
Non-Profit
Assistance
DDS 3.13 Create a non-
profit gallery space
that provides
opportunities to
showcase art.
MLT TBD
Renton
Downtown
Partnership,
Arts
Commission
General
Fund, PBIA,
Non-Profit
Assistance,
Outside
Funding
Sources
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
DDS 4: Create Safe, Green and Attractive Streets
DDS 4.1 Add pedestrian and
vehicular wayfinding
signage to direct
pedestrians to
attractions in the
Civic Core and
Downtown.
QW see DDS 1.1 COR CIP
DDS 4.2 Construct and install
the information kiosk
and pedestrian-
focused wayfinding
recommendations.
QW see DDS 1.1 COR CIP
DDS 4.3 Increase the urban
tree canopy by
replacing missing
street trees.
QW $10K COR CIP
DDS 4.4 Implement the
adopted Downtown
Streetscape Design
Standards and
Guidelines.
ST N/A COR
CIP, Private
Development
or Funding
DDS 4.5 Construct mid-
block crossings at
key locations along
north/south streets,
particularly for
Williams and Wells
Avenues S.
ST $75K per
crossing COR CIP
DDS 4.6 Implement the two-
way conversions of
Williams and Wells
Avenues S., and
S. 2nd and S. 3rd
Streets.
ST TBD COR
CIP, Outside
Funding
Sources
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 4.7 Increase lighting
on streets,
particularly west of
Burnett Avenue S.,
implementing the
adopted Downtown
Streetscape Design
Standards and
Guidelines.
MLT see DDS 2.18 COR
CIP, Private
Development
or Funding,
Outside
Funding
Sources
DDS 4.8 Create three north/
south “River Streets”
to provide linear
connections across
from the Civic Core
and Downtown to
the Cedar River and
park spaces.
MLT
$30M
Only includes
blocks within
the Downtown
Business District
COR
CIP, Outside
Funding
Sources
DDS 4.9 Incorporate modern
stormwater facilities
into reconstructed
streets.
MLT $800 per LF COR
CIP, Private
Development
or Funding,
Outside
Funding
Sources
DDS 4.10 Provide dedicated
bicycle lanes
and regional trail
connections.
MLT TBD COR, King
County
CIP, Outside
Funding
Sources
DDS 5: Support Small Businesses and Downtown Living
DDS 5.1 Revise existing City
Code to permit
food trucks closer
to buildings on off-
street parking areas.
QW N/A COR General Fund
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 5.2 Create an 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
businesses and
restaurants.
QW $5K COR, RSD
General
Fund, Private
Development
or Funding
DDS 5.3 Increase the number
of parklets.ST TBD
COR, Renton
Downtown
Partnership,
Private
Businesses
CIP, Private
Development
or Funding
DDS 5.4 Attract a developer
through an Request
for Proposal process
to redevelop the
Former Big 5 site
as a catalyst for
increasing housing
and retail options.
ST $25-$50K COR General Fund
DDS 5.5 Promote the
adaptive reuse of
older downtown
buildings for
makerspace and
craft industrial users.
ST TBD
COR, Renton
Downtown
Partnership
Private
Development
or Funding
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 5.6 Develop a housing
investment strategy
that identifies, at
minimum, housing
needs, targets,
funding tools,
and marketing for
housing or mixed-
use development.
ST $50K- $70K
COR,
Affordable
Housing
Partners,
Renton
Downtown
Partnership
General Fund,
Outside
Funding
Sources
DDS 5.7 Develop a
Downtown Housing
Incentives Program
encouraging
development of
mixed-income and
mixed-use housing
within the Civic Core
and Downtown.
MLT TBD
COR,
Affordable
Housing
Partners
General Fund
(analysis and
incentives),
Outside
Funding
Sources
(incentives)
DDS 6: Increase Economic Activity and Business Attraction
DDS 6.1 Focus facade
improvement funds
on specific areas,
such as along S. 3rd
Street.
QW N/A
COR,
Businesses
and Property
Owners,
Renton
Downtown
Partnership
N/A
DDS 6.2 Create a sign
incentive program
that encourages
the use of historic-
themed signs
such as neon,
once common in
Downtown Renton.
QW TBD
COR,
Businesses
and Property
Owners,
Renton
Downtown
Partnership
General
Fund, Private
Development
or Funding
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
DDS 6.3 Promote sidewalk
dining and/or
parklets through the
Renton Downtown
Partnership.
QW N/A
COR, Renton
Downtown
Partnership
N/A
DDS 6.4 Develop a marketing
and developer
attraction campaign
for publicly-owned
development
parcels.
ST $25-$50K per
property COR General Fund
DDS 6.5 Coordinate with
local landowners
to assist with
consolidating
smaller lots to be
more attractive
to potential
developers.
ST TBD COR General Fund
DDS 6.6 Hire a private retail
broker to market
the Civic Core and
Downtown spaces to
prospective tenants.
ST
Monthly retainer
for services:$3-
$5K per month,
or a one-time
contract for
a marketing
strategy:
$10-$15K
COR General Fund
DDS 6.7 Use and market
development
incentives.
ST N/A COR
N/A, But
Could Affect
Revenue
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
DDS 6.8 Develop a retail
master plan for
the Civic Core and
Downtown.
ST $40K COR General Fund
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.
ST
See other actions
in the area
selected
COR
General Fund,
Outside
Funding
Sources
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.
MLT N/A COR N/A
DDS 6.11 As part of the
current infrastructure
planning process,
ensure there
is adequate
sewer, water,
and stormwater
capacity for future
development.
MLT TBD COR
CIP, Outside
Funding
Sources
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
TRANSIT MANAGEMENT STRATEGIES
TS 1 Restructure Transit
Route 101 to start
and end at the South
Renton Park & Ride
while serving the
Downtown area on
its way to and from
Downtown Seattle.
QW $150K in capital
KC Metro,
COR KC Metro
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, to on-
street spaces along
Shattuck Avenue S.
and/or to the South
Renton Park & Ride.
ST
Downtown
layover: $900K-
$1.8M capital
$850K-1.1M
annual operating
costs
South Renton
layover: $600K-
$1.2M capital
$2.5M-$3.5M
annual costs
KC Metro,
COR KC Metro
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.
ST $570K - $820K
KC Metro,
COR KC Metro
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
TS 4 Establish minimum
design standards
for all stops within
the Civic Core
and Downtown to
include amenities
such as covered
shelter, informational
signage, litter
receptacles, seating,
and lighting.
ST $100-$150K
KC Metro,
COR KC Metro
TS 5 Ensure the same
or better level of
transit service in
Downtown Renton.
Evaluate transfer
walk distances under
revised routing to
ensure riders can
still make existing
transfers between
routes.
ST N/A
KC Metro,
COR KC Metro
TS 6 Consolidate bus
layover at the new
South Renton Transit
Center constructed
for I-405 BRT.
MLT
$900K-$1.2M
capital
$2.5M-3.5M
annual costs
KC Metro,
COR
KC Metro,
Sound Transit
TS 7 Identify
opportunities to
coordinate stop
locations and future
development in
the Civic Core and
Downtown to better
serve the area.
MLT N/A KC Metro,
COR N/A
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
PARKING MANAGEMENT STRATEGIES
PS 1 Provide pedestrian,
vehicular 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.
QW see DDS 1.1 COR CIP
PS 2 Improve streetscape
connections with better
lighting to/from the
City Center Parking
Garage and under-
utilized surface lots.
ST see DDS 2.18 COR CIP
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.
ST
Minimal in lost
parking revenues
(< $1K annually)
COR
N/A, But
Could Affect
Revenue
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
PS 4 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 spaces to 8:00
pm.
ST
$5K-$10K for
signs
$15K for
enforcement
COR General Fund,
CIP
PS 5 Revise the parking
code. ST N/A COR N/A
PS 6 Increase enforcement
to improve parking
turnover.
ST
$60K in vehicle
costs
$35K in annual
costs (1/2 FTE)
COR PBIA
PS 7 Implement employee
parking programs
through reduced
monthly pricing
or other means to
increase the use of the
City Center Parking
Garage.
ST
N/A (reduced
revenue per permit
is balanced with
increasing permits)
COR
N/A, But
Could Affect
Revenue
PS 8 Identify potential
parking spaces for
short-term (up to 15
minute) time limits to
allow for freight and
goods delivery and
passenger pick-up and
drop-off.
ST Minimal (< $5K)COR General Fund
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
PS 9 Install parking meters
that can control
multiple spaces on
a block and charge
hourly rates for on-
street parking.
MLT
$150-200K to
install
$15K annual
operations and
maintenance
COR PBIA
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.
MLT N/A COR N/A
PS 11 Evaluate the feasibility
of enacting parking
agreements with new
development to use
the excess space at the
City Center Parking
Garage.
MLT N/A COR N/A
PUBLIC FACILITIES MANAGEMENT STRATEGIES
PF 1 Complete the Strategic
Facilities Plan (SFP)
that is currently
underway. It should
include the location,
capability, utilization,
and condition of all
City-owned or leased
assets.
ST
In Process
(completion in
2018)
COR General Fund
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
PF 2 Include 24-hour City
Center Parking Garage
in security patrols and
cleanups using police
patrols or a private
security service. The
City should enhance
existing police patrols
in the short-term.
ST Up to $100K per
year
COR,
Business
and Property
Owners,
Downtown
Residents
General Fund,
PBIA
PF 3 Restructure the Pavilion
lease agreement as a
management contract.
ST TBD COR
Event
Revenues,
Pavilion Lease
PF 4 Convert the King
County Metro Park and
Ride parking spaces in
the Metropolitan Place
Apartments to active
retail space.
MLT
TBD,
potentially up to
$2M for property
conversion
Private
Property
Owners, KC
Metro, COR
Future Lease
Revenues
from New
Retail Space,
Private
Development
or Funding
PF 5 Plan and implement
capital improvements
to the Pavilion Event
Center.
MLT See DDS 2.5 and
2.6 COR
CIP, Pavilion
Lease, Event
Revenues
PF 6 Solicit a developer and
redevelop the Transit
Street once the transit
layover functions move
to the South Renton
Park-and-Ride.
MLT See DDS 2.14 COR General Fund
QW= Immediate; ST= 1 to 5 years, MLT= 5 to 10 years
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Sources
ORGANIZATIONAL STRATEGIES
OS 1 Strengthen the Renton Downtown Partnership
OS 1.1 Merge with
other relevant
organizations,
hiring salaried staff
as possible, and
increasing funding.
ST $50-$75K
Renton
Downtown
Partnership,
Piazza
Renton, COR
General Fund,
membership
dues, Event
Revenues,
PBIA, Main
Street Tax
Credit
Program
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.
ST see OS 1.1
Renton
Downtown
Partnership
Membership
Dues, Event
Revenues,
PBIA, Main
Street Tax
Credit
Program
OS 2 Assign existing staff or
hire new staff as a City
Downtown Manager.
The Downtown Manager
should report directly
to the Economic
Development Director
and work in conjunction
with the wider Renton
community.
ST $50-$75K
annually COR General Fund
Study Action Items Time
frame Cost
Primary
Responsibility/
Partners
Potential
Funding
Sources
OS 3 Perform a study
to determine the
feasibility of forming a
Parking and Business
Improvement Area
(PBIA), where the Civic
Core and Downtown
business owners assess
themselves to provide
funding for extended
services aimed at the
economic enhancement
of the area.
ST
$50K for feasi-
bility study and
implementation
Renton
Downtown
Partnership,
Business
and Property
Owners,
COR
General Fund
OS 4 Apply for and utilize
funding for capital
improvements, such
as grants, and other
programs.
ST/
MLT TBD COR N/A
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LOGAN AVENUE BETWEEN
2ND AND 3RD
EXISTING
CURBLESS PEDESTRIAN
PROMENADE WITH
TREE GRATES
10 ft.12 ft. 14 ft.14 ft.8 ft.
15 ft.15 ft.12 ft. 10 ft.10 ft.8 ft.
58 ft. Total
58 ft. Total
WILLIAMS // WELLS AVENUE
EXISTING
RIVER STREET
TWO WAY CONVERSION
12 ft.12 ft.11 ft.11 ft.7 ft.7 ft.
10 ft.10 ft.11 ft.11 ft.9 ft.9 ft.
60 ft. Total
60 ft. Total
SECTION LEGEND
0 5 10 15 25
FEET
SIDEWALK
BIKEWAY
TRANSIT ROUTE
VEHICULAR LANE
ON-STREET PARKING
STORMWATER PLANTER
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BURNETT BETWEEN 2ND AND 3RD
TYPICAL SECTION
PROTECTED BIKE LANE AND PEDESTRIAN SCALE IMPROVEMENTS
12 ft.4 ft.5 ft.8 ft.7 ft. 10 ft.12 ft.11 ft.8 ft.11 ft.
88 ft. Total
EXISTING
17 ft.17 ft.12 ft. 12 ft.12 ft.12 ft.6 ft.
88 ft. Total
12 ft.
BURNETT BETWEEN 2ND AND 3RD
CROSS SECTION AT BUS STOPS
8 ft.11 ft.10 ft.11 ft.
EXISTING
17 ft.17 ft.12 ft. 12 ft.12 ft.12 ft.6 ft.
88 ft. Total
12 ft.11 ft.13 ft.
88 ft. Total
12 ft.
SECTION LEGEND
0 5 10 15 25
FEET
SIDEWALK
BIKEWAY
TRANSIT ROUTE
VEHICULAR LANE
ON-STREET PARKING
STORMWATER PLANTER
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BURNETT BETWEEN 3RD AND 4TH
EXISTING
BUFFERED MULTI-USE PATH
WITH OFF-STREET PARKING
8 ft.
OFF-STREET PARKING 10 ft.12 ft.12 ft.10 ft.
12 ft.
9 ft.12 ft.
140 ft. Total
140 ft. Total
12 ft.11 ft.11 ft.12 ft.
width
varies
8 ft.12 ft.17 ft.21 ft.
(width and use varies)(compact 45˚)(full-size 45˚ angled)
16 ft.
SECTION LEGEND
0 5 10 15 25
FEET
SIDEWALK
BIKEWAY
TRANSIT ROUTE
VEHICULAR LANE
ON-STREET PARKING
STORMWATER PLANTER
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BURNETT BETWEEN 4TH AND 5TH
EXISTING
BUFFERED MULTI-USE PATH AND LINEAR PARK
WITH ON-STREET PARKING
LINEAR PARK
OFF-STREET PARKING 10 ft. 10 ft.10 ft. 10 ft.5 ft.5 ft.
17 ft. 7 ft.22 ft.
(60˚ angled) (8 ft.) (10 ft.)
7 ft. 11 ft.12 ft.8 ft. 18 ft. total 20 ft.12 ft.
(width varies)(width varies)
SECTION LEGEND
0 5 10 15 25
FEET
SIDEWALK
BIKEWAY
TRANSIT ROUTE
VEHICULAR LANE
ON-STREET PARKING
STORMWATER PLANTER
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3RD STREET
EXISTING ONE WAY
TWO WAY
CONVERSION
12 ft.8 ft.8 ft.12 ft.12 ft.12 ft.
12 ft.8 ft.8 ft.12 ft.12 ft.12 ft.
64 ft. Total
64 ft. Total
2ND STREET
LONG-TERM
ALTERNATIVE
11 ft.11 ft.12 ft.12 ft.10 ft.
TWO WAY WITH
CYCLE TRACK AND PARKING
63 ft. Total
EXISTING ONE WAY
8 ft.8 ft.11 ft.11 ft.11 ft.11 ft.
60 ft. Total
7 ft.
2ND STREET
SHORT TERM
ALTERNATIVE
11 ft.11 ft.12 ft.12 ft.
TWO WAY CONVERSION
WITH ON-STREET PARKING
60 ft. Total
EXISTING ONE WAY
8 ft.8 ft.11 ft.11 ft.11 ft.11 ft.
60 ft. Total
7 ft.7 ft.
SECTION LEGEND
0 5 10 15 25
FEET
SIDEWALK
BIKEWAY
TRANSIT ROUTE
VEHICULAR LANE
ON-STREET PARKING
STORMWATER PLANTER
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LOGAN AVENUE BETWEEN
2ND AND 3RD
EXISTING
CURBLESS PEDESTRIAN
PROMENADE WITH
TREE GRATES
10 ft.12 ft. 14 ft.14 ft.8 ft.
15 ft.15 ft.12 ft.10 ft.10 ft.8 ft.
58 ft. Total
58 ft. Total
WILLIAMS // WELLS AVENUE
EXISTING
RIVER STREET
TWO WAY CONVERSION
12 ft.12 ft.11 ft.11 ft.7 ft.7 ft.
10 ft.10 ft.11 ft.11 ft.9 ft.9 ft.
60 ft. Total
60 ft. Total
SECTION LEGEND
0 5 10 15 25
FEET
SIDEWALK
BIKEWAY
TRANSIT ROUTE
VEHICULAR LANE
ON-STREET PARKING
STORMWATER PLANTER
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Renton Downtown Core | Wayfinding Signage Design: Concept Phase | December 20, 2017 6
Pedestrian Directory / Kiosk
FRONT BACK
1 PEDESTRIAN DIRECTORY / KIOSK
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
DowntownRenton
i
Where the Action Is
Downtown is the heart of Renton. It is now a thriving, urban
environment where people live, work, and play. It is a central
locale with access to restaurants, shops and other amenities.
The City-owned Pavilion Building, the Piazza and the Renton
IKEA Performing Arts Center are exciting new entertainment
venues in Downtown.
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i
DowntownRenton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, off-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
i
DowntownRenton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, off-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
Internally illuminated
steel box, faux painted as
weathered steel.
Icon is water jet cut out of
steel panel face and backed
with frosted acrylic
Powder coated aluminum
graphic panel
PMS 382
PMS 7455
Appendix B
W
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72 Renton Downtown Core | | December 20, 2017 2
P
Piazza
Public Library
IKEA Arts Center
FRONT
1 RENTON WAYFINDING SYSTEM
SCALE: 3/8"=1'-0"ELEVATION 0 6'' 1' 2'
VEHICULAR DIRECTIONAL PEDESTRIAN DIRECTORY / KIOSK INTERPRETIVE PANEL PEDESTRIAN DIRECTIONALDOWNTOWN GATEWAY MONUMENTADVANCE DIRECTIONAL
Piazza
Information
Public Library
PavilionDowntown
Renton i
DowntownRen ton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, o-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
N
W
O
T
N
W
O
D
Cedar River
The Cedar River Trail follows the Cedar River
from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed.
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Downtown Gateway Monument
3/4 VIEWBACK
FRONT
R
1 DOWNTOWN GATEWAY MONUMENT
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
D
O
W
N
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O
W
N
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O
W
N
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O
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Steel box, faux painted as
weathered steel. Renton
letters etched and paint
filled.
Powder coated aluminum
graphic panel back lit with
LEDs for halo illumination.
Acrylic letters pushed
through graphic panel are
illuminated from behind.
Monotone photo
features historic
image relevant
to downtown. A
different photo to
be used for each
gateway.
Blue color based
from Renton brand
guides: PMS 7455
Direct print
historic photo
with protective
clear coat.
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Vehicular Directional
P
Piazza
Public Library
IKEA Arts Center
P
Piazza
Public Library
IKEA Arts Center
R
1 VEHICULAR DIRECTIONAL
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
BACKFRONT
Painted steel panels with
applied reflective vinyl
letters, icons, and arrows
mount to steel backer plate.
Steel backer plate
painted to match
gateway monument,
mounts to existing
light pole.
Direct print image
of historic photo.
Protective clear coat
applied.
PMS 7455
PMS 382
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Vehicular Advance Directional
BACK
FRONT
1 VEHICULAR ADVANCE DIRECTIONAL
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
Downtown
Renton
Downtown
Renton
Painted steel panels with
applied reflective vinyl
letters, icons, and arrows,
bolt to steel tube.
Painted square steel tube
PMS 7455
PMS 382
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Pedestrian Directory / Kiosk
FRONT BACK
1 PEDESTRIAN DIRECTORY / KIOSK
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
DowntownRenton
i
Where the Action Is
Downtown is the heart of Renton. It is now a thriving, urban
environment where people live, work, and play. It is a central
locale with access to restaurants, shops and other amenities.
The City-owned Pavilion Building, the Piazza and the Renton
IKEA Performing Arts Center are exciting new entertainment
venues in Downtown.
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i
DowntownRenton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, off-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
i
DowntownRenton
Cedar River Trail
Regional Trail
17.43 miles
12.55 miles paved
The Cedar River Trail follows the Cedar River from Lake
Washington in Renton upriver to the community of Landsburg
at Seattle’s Cedar River Watershed. At 17 miles in length the
CRT is a paved, off-road trail for the first 12 miles, and features
a soft surface for the last 5. The trail follows a historic railroad
route along the river and State Route 169, and passes through
or near Renton, Maplewood, Cedar Mountain, Maple Valley,
and Rock Creek.
4.80 miles soft-surface
0.08 miles on-street
Internally illuminated
steel box, faux painted as
weathered steel.
Icon is water jet cut out of
steel panel face and backed
with frosted acrylic
Powder coated aluminum
graphic panel
PMS 382
PMS 7455
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Pedestrian Directional
FRONT BACK
1 PEDESTRIAN DIRECTIONAL
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
Piazza
Information
Public Library
Pavilion
Piazza
Information
Public Library
Pavilion
Piazza
Information
Public Library
Pavilion
Painted steel panels with
reflective vinyl letters,
icons, and arrows.
Painted square steel tube to
match Gateway monument
PMS 7455
PMS 382
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Interpretive Panel
FRONT BACK
1 INTERPRETIVE PANEL
SCALE: 1/2"=1'-0"ELEVATION 0 6'' 1'2'
Cedar River
The Cedar River Trail follows the Cedar River
from Lake Washington in Renton upriver to
the community of Landsburg at Seattle’s Cedar
River Watershed.
Cedar Rive r
The Cedar River Trail follows the Cedar River
from Lake Washington in Renton upriver to
the community of Landsburg at Seattle’s Cedar
River Watershed. Powder coated aluminum
graphic panel
Painted square steel
tube
PMS 7455
PMS 123
Cedar River The Cedar River Trail follows the Cedar River
from Lake Washington in Renton upriver to the community of Landsburg at Seattle’s Cedar River Watershed.
Opportunity for new
on-street parking in
front of retail on
Burnett Ave S.
Potential for
consolidation to one
stop northbound and
one stop southbound
on Burnett Ave S.
Only F Line
southbound
routing on
Logan Ave S.
S 3rd St
N 3rd St
R
a
i
n
i
e
r
A
v
e
S
C
e
d
a
r
R
i
v
e
r
T
r
a
i
l
We
l
l
s
A
v
e
S
S 4th St
Ha
r
d
i
e
A
v
e
S
W
Wi
l
l
i
a
m
s
A
v
e
S
S 5th St
Ma
i
n
A
v
e
S
Sh
a
t
t
u
c
k
A
v
e
S
N
1
s
t
S
t
Re
n
t
o
n
A
v
e
S
Park Ave N
Bu
r
n
e
t
t
A
v
e
S
Lo
g
a
n
A
v
e
S
House
r
W
a
y
S
Mi
l
l
A
v
e
S
S 2nd St
Wells Ave N Factory Ave N
Ta
y
l
o
r
A
v
e
N
W
Meadow Ave N
Be
n
s
o
n
R
d
S
Bron
s
o
n
W
a
y
N
Sm
i
t
h
e
r
s
A
v
e
S
SW Victoria
S
t
SW 5
t
h
P
l
B
u
r
n
e
t
t
P
l
S
Ho
u
s
e
r
W
a
y
N
NW 2nd St
SW 2nd St
NW 2nd Pl
Nelson Pl NW
Li
n
d
A
v
e
S
W
SW 2nd Pl
Wh
i
t
w
o
r
t
h
A
v
e
S
S
R
i
v
e
r
s
i
d
e
D
r
NW 3rd St
N Brooks St
S 134th St
SW Sunset Aly
89
t
h
A
v
e
S
SW 4th Pl
I-40
5Acces
s
R
d
N 2nd St
Mi
l
l
A
v
e
S
Lin
d
A
v
e
S
W
Mo
r
r
i
s
A
v
e
S
N 2nd St
Renton Ave S
C
E
D
A
R
R
I
V
E
R
Bron
s
o
n
W
a
y
S
N
R
i
v
e
r
s
i
d
e
D
r
Ce
d
a
r
A
v
e
S
Re
n
t
o
n
A
v
e
S
S Tillicum St
S Tobin St
101
105
240
342
167
240
342
560
566
101
106
167
566
107
143
560
169
F Line
F Line
342
143
105
566
N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT// MID-TERM ROUTING
LEGEND
DOWNTOWN TRANSIT
SHORT-TERM ROUTING
POTENTIAL OR EXISTING BUS STOP
DOWNTOWN BUS ROUTES
CONCEPTUAL BUILDING FOOTPRINT
BUS LINES#
Renton
H.S.
IKEA
Performing
Arts
Pavilion
Library
Museum
Car
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Co
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m
u
n
i
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Ce
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t
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r
N 0 300’ 600’Feet
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Opportunity for new
on-street parking in
front of retail on
Burnett Ave S.
Potential for
consolidation to one
stop northbound and
one stop southbound
on Burnett Ave S.
Only F Line
southbound
routing on
Logan Ave S.
S 3rd St
N 3rd St
R
a
i
n
i
e
r
A
v
e
S
C
e
d
a
r
R
i
v
e
r
T
r
a
i
l
We
l
l
s
A
v
e
S
S 4th St
Ha
r
d
i
e
A
v
e
S
W
Wi
l
l
i
a
m
s
A
v
e
S
S 5th St
Ma
i
n
A
v
e
S
Sh
a
t
t
u
c
k
A
v
e
S
N
1
s
t
S
t
Re
n
t
o
n
A
v
e
S
Park Ave N
Bu
r
n
e
t
t
A
v
e
S
Lo
g
a
n
A
v
e
S
House
r
W
a
y
S
Mi
l
l
A
v
e
S
S 2nd St
Wells Ave N Factory Ave N
Ta
y
l
o
r
A
v
e
N
W
Meadow Ave N
Be
n
s
o
n
R
d
S
Bron
s
o
n
W
a
y
N
Sm
i
t
h
e
r
s
A
v
e
S
SW Victoria
S
t
SW 5
t
h
P
l
B
u
r
n
e
t
t
P
l
S
Ho
u
s
e
r
W
a
y
N
NW 2nd St
SW 2nd St
NW 2nd Pl
Nelson Pl NW
Li
n
d
A
v
e
S
W
SW 2nd Pl
Wh
i
t
w
o
r
t
h
A
v
e
S
S
R
i
v
e
r
s
i
d
e
D
r
NW 3rd St
N Brooks St
S 134th St
SW Sunset Aly
89
t
h
A
v
e
S
SW 4th Pl
I-40
5Acces
s
R
d
N 2nd St
Mi
l
l
A
v
e
S
Lin
d
A
v
e
S
W
Mo
r
r
i
s
A
v
e
S
N 2nd St
Renton Ave S
C
E
D
A
R
R
I
V
E
R
Bron
s
o
n
W
a
y
S
N
R
i
v
e
r
s
i
d
e
D
r
Ce
d
a
r
A
v
e
S
Re
n
t
o
n
A
v
e
S
S Tillicum St
S Tobin St
101
105
240
342
167
240
342
560
566
101
106
167
566
107
143
560
169
F Line
F Line
342
143
105
566
N 0 300’ 600’Feet
DOWNTOWN BUSINESS DISTRICT
RIVER
BUILDING FOOTPRINT
BLOCKS
RAIL
RECOMMENDED ALTERNATIVE // DOWNTOWN TRANSIT// MID-TERM ROUTING
LEGEND
DOWNTOWN TRANSIT
SHORT-TERM ROUTING
POTENTIAL OR EXISTING BUS STOP
DOWNTOWN BUS ROUTES
CONCEPTUAL BUILDING FOOTPRINT
BUS LINES#
Renton
H.S.
IKEA
Performing
Arts
Pavilion
Library
Museum
Car
c
o
Re
n
t
o
n
Co
m
m
u
n
i
t
y
Ce
n
t
e
r
N0 300’ 600’Feet
Appendix C
T
r
a
n
s
i
t
L
a
y
o
v
e
r
A
l
t
e
r
n
a
t
i
v
e
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"W RentonTransitCenter
!"#405
P e l l y
A v e
NS Tillicum St
W e l l s A v e N
S
6
t
h
S
t
Br on s on W a y S
SW Langston
R
d
S 134th St
Renton C
e
n
t
e
r
W
a
y
SW 2nd St
Pa
r
k
A
v
e
N
Sm
i
t
h
e
r
s
A
v
e
S
Wh
i
t
w
o
r
t
h
A
v
e
S
N 1
s
t
S
t
R a i n i e r
A v e
S W S u n s e t Blvd
Tobin St
Ce
d
a
r
A
v
e
S
Beacon
Way
S
Ho u s e r W a y N
Mo
r
r
i
s
Re
n
t
o
n
A
v
e
S
Houser Wa
y
S
Bronso
n
W
a
y
N
B u r n e t t
A v e
S
Re
n
t
o
n
C
e
n
t
e
r
W
a
y
S
W
L o g a n
A
v
e
S
M i l l
A v e
S
S 5th St
ai
n
A
v
e
S
S 4 t h St
We
l
l
s
A
v
e
S
S 2nd St
Wi
l
l
i
a
m
s
A
v
e
S
S 3rd St
Sh
a
t
t
u
c
k
A
v
e
S
R
ai
n
i
e
r
A
v
e
H a r d ie
A v e S W
6
0
f
t
30
0
f
t
150ft
120f t
Downtown Renton Layover Alternative
Locations: Draft Concept
Existing TransitCivic Core AreaDowntown Business DistrictPotential On-Street Layover Locations 0 0.125 0.25Miles
20
0
f
t
Consider potential travel
lane/curb cut conflicts
A v e
S
Parking in front of unused
curb cut
Existing on-street
layover
This location previously was used
for layover prior to Renton TC
construction
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.
W 2nd St
Route Maximum Layover
Need (feet)
105 60
106 100
107 60
153 100
167 60
169 100
240 60
342 60
907/908 60 Likely requires protected
crossing and additional lighting
60ft
60ft
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JANUARY 2018
PREPARED BY:
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Committee of the Whole
January 8, 2018
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Tonight’s Presentation:
Describes changes since the December 2017 draft
Plan presented to COW on December 11th
•Completed minor refinements, corrections and re-
ordering of drawings, labels and action language for
consistency
•Moved some actions into more logical timeframes
(Quick Win to Short-Term, etc.)
•Reformatted and streamlined the Executive
Summary as a pull-out marketing document
•Added cost estimates
The December 11, 2017 COW presentation is included in the packet for
reference
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Planning Commission Recommendation
•Renton Planning Commission recommended
adoption (12/6/2017) of the Renton Downtown
Civic Core Vision and Action Plan with the
understanding that cost estimates will be
incorporated into final plan.
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Process
•On December 11, 2017 and January 8, 2018, staff
and consultant briefed the Committee of the Whole
(COW) on the draft Renton Downtown Civic Core
Vision and Action Plan, as provided in the staff
presentations and draft plan document.
•Council will consider the draft Renton Downtown
Civic Core Vision and Action Plan, dated January
2018, on January 8, 2018.
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Recommendation
Committee of the Whole concur with the Planning
Commission and staff recommendation to approve
adoption of the Renton Downtown Civic Core Vision
and Action Plan, dated January 2018, by Resolution.
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Design and Development Strategies
1.Improve urban design to encourage strolling
2.Provide active and engaging public spaces
3.Integrate art into Civic Core and Downtown
4.Create safe, green and attractive streets
5.Support small businesses and downtown living
6.Increase economic activity/business attraction
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1. Improve urban design to encourage strolling
•Noted FAA compliance requirements for height
•Added images for various styles of signage
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2. Provide active and engaging public spaces
•Minor refinements to Table 1: Future Programming
•Minor reordering of some strategies
•Added detail to strategies regarding locations and
types of improvements
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3. Integrate art into Civic Core and Downtown
•Updated the proposed Arts Trail route
•Added Renton Municipal Arts Commission
recommendations regarding coordination and art
locations
•Recommendation to add an Arts Coordinator (DDS
3.8)
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4. Create safe, green and attractive streets
•Added River Street concepts
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5. Support small businesses and downtown living
•Minor reordering of some strategies
•Added detail for “maker space” (DDS 5.5)
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6. Increase economic activity/business attraction
•Minor reordering of some strategies
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Transit Planning Strategies
•Moved F Line to Burnett (short-term routing only)
using the Transit Street
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Implementation
•Quick Wins (QW): now or with limited resources
•Short-Term Actions (ST): within five years
•Mid/Long-Term Actions (LT): five to ten years
•Multiple partners for most projects
•Not all projects are City led
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Implementation
•Included complete list of potential funding sources
•Added “Notes” to aid understanding and use of the
matrix
•Refined primary responsibilities
•Refined funding sources (e.g. General Fund, bond,
PBIA, grants, etc.)
•Added “Cost” column
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Cost Estimates
Capital Project Costs
•Consultant-team generated with staff input
•Major roadway projects include escalation (6 years)
•Likely City led, except for transit projects
TBD Costs
•Requires additional study/project definition
•May or may not be City led
N/A Costs
•Primarily staff time within a normal work program
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Action Items
Time
frame Cost
Primary
Responsibility/
Partners Potential Funding Sources
DDS 2.6 Pavilion construction MLT $4.5M COR
CIP, Outside Funding
Sources
Lease Revenues From
Pavilion
DDS 2.11 Piazza construction ST $3.8-$5M COR CIP, Outside Funding
Sources
DDS 2.24 Festival street construction ST $8M COR General Fund, Outside
Funding Sources
DDS 2.30 Renton Connector
construction MLT $26M COR CIP, Outside Funding
Sources
DDS 4.8 “River Streets” construction MLT $30M COR CIP, Outside Funding
Sources
TS 2 Move bus layover to the South
Renton Park & Ride ST
Downtown layover:
$900K-$1.8M
South Renton layover:
$600K-$1.2M
KC Metro, COR KC Metro
TS 3 Restructure route alignments to
use new stops ST $570K -$820K KC Metro, COR KC Metro
TS 6 Consolidate bus layover at new
South Renton Transit Center MLT
$900K-$1.2M
KC Metro, COR KC Metro, Sound Transit
Example Capital Projects
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Example Capital Projects
Action Items Time
frame
Cost Primary
Responsibility
/ Partners
Potential
Funding
Sources
DDS 1.1 Implement
pedestrian-and vehicle-scale
wayfinding recommendations
QW
Monument (per sign): $20K-$40K
Adv. Directional (per sign): 1K-$2K
Veh. Directional (per sign): $2K-$4K COR CIP
Ped. Directional (per sign): 2K-$3K
Ped. Kiosk (per sign): $5K-$8K
Interpretive (per sign): $1K-$2K
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Example Small-Scale Projects
Action Items Time
frame
Cost Primary
Responsibility
/ Partners
Potential
Funding
Sources
DDS 2.7 Provide games QW $20K COR General Fund
DDS 2.13 Add seating ST $10K COR General Fund
DDS 2.18 Add street lighting ST $10K per streetlight
COR, Renton
Downtown
Partnership
CIP, PBIA
DDS 2.32 Enhance furniture
elements in Tonkin Park ST $40K COR CIP
DDS 4.3 Replace missing
street trees.QW $10K COR CIP
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Example Staffing Costs
Action Items
Time
frame Cost
Primary
Responsibility/
Partners Potential Funding Sources
DDS 3.8 Assign or hire an Arts Coordinator
part-time for visual and performing arts ST $30-$50K
annually
COR, Arts
Commission 1% for Arts Program
OS 1.1 Merge the Renton Downtown
Partnership with other relevant
organizations, hiring salaried staff as
possible, and increasing funding
ST $50-$75K
annually
Renton Downtown
Partnership, Piazza
Renton, COR
General Fund, membership
dues, Event Revenues, PBIA,
Main Street Tax Credit
Program
OS 2 Assign existing staff or hire new staff as
a City Downtown Manager ST $50-$75K
annually COR General Fund
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Appendices Under Separate Cover
•Public Engagement Summary
•Additional Resources
•Food cart pod memorandum
•Housing strategy plan example
•PBIA analysis example
Note: These items were researched and developed
separately for staff’s future use, not part of the Plan’s formal
adoption process
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Recommendation
Committee of the Whole concur with the Planning
Commission and staff recommendation to approve
adoption of the Renton Downtown Civic Core Vision
and Action Plan, dated January 2018, by Resolution.
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