HomeMy WebLinkAboutCity Center Final Adopted PlanAmended: June 12, 2017 and June 25, 2018
City Center Community Plan i
Table of Contents
1. Introduction .................................................................................................. 1
Land Use ........................................................................................................ 2
Description of Existing Conditions ............................................................................. 2
City Center Subareas ................................................................................................ 4
City of Renton Comprehensive Plan ......................................................................... 6
Community Planning ................................................................................................. 8
Population ...................................................................................................... 9
Demographics ........................................................................................................... 9
2. Public Outreach and Participation ............................................................ 11
Phase 1: Outreach ...................................................................................... 11
Neighborhood Meetings .......................................................................................... 11
Business Stakeholders ............................................................................................ 12
Summary of Initial Phase of Public Participation..................................................... 12
Phase 2: Public Open Houses ..................................................................... 14
Results of the City Center Vision Priority Dot Exercise ........................................... 15
Summary of Public Meetings ........................................................................ 16
Community Survey ....................................................................................... 20
3. Vision .......................................................................................................... 21
4. City Center Community Plan Elements .................................................... 25
Economic and Community Development ...................................................... 27
Transportation .............................................................................................. 59
Parks, Open Space, and Recreation ............................................................ 89
5. Action Strategy ........................................................................................... 99
Implementation Chart ................................................................................. 100
Conclusion ................................................................................................. 110
Creating a Vibrant Downtown................................................................................ 110
Enhancing Residential Neighborhoods ................................................................. 111
Connecting the City Center ................................................................................... 111
Transportation Plan ............................................................................................... 111
Oversight and Stewardship ........................................................................ 112
PSRC Certification and Consistency .......................................................... 113
Appendix A: Public Participation Results
Appendix B: PSRC Reporting Tool – Center Plans
ii City of Renton
Acknowledgements
Mayor
Denis Law
City Council
Terri Briere, Council President
King Parker, Council President Pro-tem
Randy Corman
Marcie Palmer
Don Persson
Greg Taylor
Rich Zwicker
Chief Administrative Officer
Jay Covington
Planning Commission
Ed Prince - Chair
Michael Drollinger - Vice Chair
Michael O'Halloran - Secretary
Michael Chen
Ray Giometti
Gwendolyn High
Nancy Osborn
Kevin Poole
Martin Regge
Community & Economic Development
Alex Pietsch, Administrator
Suzanne Dale Estey, Economic Development
Director
Chip Vincent, Planning Director
Jennifer Davis Hayes, Community Development
Project Manager
Angie Mathias, Senior Planner - Project Manager
Community Services
Terry Higashiyama, Administrator
Leslie A Betlach, Parks Planning and Natural
Resources Director
Elizabeth Stewart, Museum Manager
Karen E Bergsvik, Human Services Manager
Bonnie L Rerecich, Neighborhood Resource and
Events Manager
Todd Black, Capital Project Coordinator
Norma McQuiller, Neighborhood Program
Coordinator
Police
Kevin Milosevich, Chief
Timothy L Troxel, Deputy Chief
Paul Cline, Commander
Fire & Emergency Services
Mark Peterson, Chief
William J Flora, Deputy Fire Chief
Deborah Needham, Emergency
Management/Community Risk Reduction
Director
Public Works
Gregg A. Zimmerman, Administrator
Richard Perteet, Deputy Public Works
Administrator
Lys L. Hornsby, Utility Systems Director
Jim Seitz, Planning and Program Supervisor
Consultants
John Owen, MAKERS architecture
Dara O’Byrne, MAKERS architecture
Larry Toedtli, Transpo Group
City Center Community Plan 1
1. Introduction
The City of Renton is located in the Puget Sound region of Washington State at the
southern end of Lake Washington. Renton’s City Center is located in the heart of the
City of Renton. The City Center’s boundaries are generally Lake Washington to the
North, I-405 to the south and east, and Lind Avenue SW and Rainier Avenue to the
west. The City Center is made up of five geographic areas: the Regional
Employment Center, the Regional Retail Cluster, Downtown, Single-Family
Residential Neighborhoods, and the North Mixed-Use Area.
The City Center is expected to experience considerable growth and change in the
next 20 years, in part because of the anticipated growth of the Puget Sound region,
but also because a significant portion of the area is a designated Regional Growth
Center. This Community Plan is intended to help shape and direct that growth in a
way that reflects the vision and desires of the people who live, work, learn, and play
in the City Center, while acknowledging the role the City Center plays in the City as a
whole, as well as the entire region. This plan is intended to provide a strategy to
stimulate economic development, improve the livability of the neighborhoods,
preserve the City Center’s unique identity and create community character, prioritize
the provision of City services and investment in infrastructure, and provide the public
with the opportunity to participate in shaping the future of the City Center.
Chapter 1
2 City of Renton
Land Use
This Community Plan is intended to supplement and further refine
the City of Renton’s Comprehensive Plan, adopted November 1,
2004 and updated in 2005, 2006, 2007, 2008, 2009 and 2010.
Specifically, the Community Plan builds upon the direction laid
out in the Comprehensive Plan’s Land Use element. Where the
Community Plan provides specific guidance regarding land uses,
the policy language of this plan will govern over the
Comprehensive Plan.
Description of Existing Conditions
The City Center is a unique area that is comprised of diverse
activities and land uses ranging from airport industrial uses to
regional and local retail districts to single-family neighborhoods.
The City Center has numerous public facilities such as parks,
trails, and public art; a list detailing these public amenities is
included on page 5. In many ways, it is representative of the land
uses of the entire Puget Sound region in microcosm.
Existing Land Use Chart
Parcels Acres
Single-family residential 1265 199.5
Multi-family residential 174 109.2
Retail 243 270.1
Office 83 101.1
Government/Institutional 10 40.3
Industrial 34 287.3
Church/Welfare/Religious 12 4.8
Parks, Open Space, Recreation 12 128.5
Hotel/Motel, Other 10 14.5
Parking 86 43.6
Right-of-Way/Utility 16 59.9
Vacant 159 193.0
Air Terminal and Hangars 2 165.7
Miscellaneous 12 11.8
Introduction
City Center Community Plan 3
Chapter 1
4 City of Renton
City Center Subareas
Regional Employment Center
The Regional Employment Center consists of businesses that
provide jobs, services, and goods in and outside of the City. The
Boeing Company’s 737 production facility makes up a large
portion of this subarea of the City Center. Paccar and the Renton
Municipal Airport are also located in this area.
Regional Commercial Cluster
The Regional Commercial Cluster is located primarily in the
southern portion of the City Center and serves as a retail hub,
serving Renton and surrounding cities. This area consists of auto
dealerships and other large-scale retail that consumers are
generally willing to drive longer distances to reach. Offices and
hotels also exist in the cluster.
Downtown
Downtown Renton is located in the heart of the City Center. It
consists of a traditional retail “main street” on S 3rd Street with
restaurants and shops and a number of multifamily residential
developments. S 3rd Street is also designated as State Route
900. The Metro Transit Center, located at S 2nd Street and
Burnett Avenue S, provides regional bus connections for the City
Center and the City as a whole. The Renton Pavilion Event
Center and Piazza Park border the Transit Center and offer a
unique gathering space in the heart of Downtown. The
Downtown area is a commercial center, but it is also a residential
neighborhood that consists primarily of multifamily developments.
Single-Family Residential Neighborhoods
The City Center contains four main single-family residential
neighborhoods. Monterey Terrace and Renton Hill are separated
from the rest of the City Center by I-405 and are therefore not as
connected to the activities of the City Center, yet they are reliant
upon it for goods, services, and transportation. These two
neighborhoods consist primarily of single-family homes. The
North Renton Neighborhood, located just north of Downtown, and
the South Renton Neighborhood, located just south of Downtown,
are two intact residential neighborhoods. These two
neighborhoods consist primarily of single-family homes with
multifamily residential buildings interspersed. Residents in both
the North and South Renton Neighborhoods are well organized
and were engaged in this planning process.
The Boeing Company’s Renton
Plant is one of the large
properties that make up the
“Regional Employment Center.”
Downtown
Residential neighborhood
Residential neighborhood
Introduction
City Center Community Plan 5
North Mixed-Use Area
Much of this area is a large, newer development called The
Landing that consists of large and small-scale retail and
multifamily housing. The Landing has become an entertainment
destination for people within the City Center and within the City as
a whole because of its variety of restaurants and movie theater.
The area between The Landing and Lake Washington is also
expected to develop as a large scale mixed-use project.
Public Amenities
The City Center is an area rich with public parks, art, and
facilities. Parks like Gene Coulon Memorial Park and the Piazza
Park draw visitors from around the region. There are many other
parks and recreational opportunities in the area including the
City’s Skate Park and The Cedar River Dog Park, an off-leash
dog park . Natural amenities, such as the Lake Washington
shoreline and the Cedar River, are also attractive public
amenities. The City Center contains some of the most iconic
public art in the City, such as the statue “Interface” in Gene
Coulon Memorial Park. Additionally, the area is home to the Main
Library, The Renton History Museum, and City Hall. The public
amenities within the City Center are listed below.
The Landing.
Performing Arts Center.
The Landing.
Performing Arts Center.
City Center Public Amenities
Parks and Trails Public Art
Burnett Linear Park Balanced Cleaver - Renton Main Library
Cedar River Trail Benches – Renton City Hall
Gene Coulon Memorial Beach Park Bronze Owl - Renton City Hall
Jones Park Celebrate the Salmon - Renton Main Library
Kiwanis Bicentennial Air Park Chief Sealth – Renton History Museum
Liberty Park Chihuly Vase - Renton City Hall
Philip Arnold Park Donkey Run Away to the Mines - Tonkin Park
Piazza, Downtown Park Equii - Burnett Linear Park
Skate Park Fountain & Fountain Features, Piazza, Downtown Park
Tonkin Park Homework Comes First - Renton Main Library
Veterans Memorial Park Icosahedron - Kiwanis Bicentennial Air Park
Interface - Gene Coulon Memorial Beach Park
Public Facilities Our Adopted Community - City Center Parking Garage
Cedar River Boat House Rolling Waters - Skate Park
Liberty Park Community Building Stiltwalker - Liberty Park
Fire Station #11Summer Breeze - Piazza – Downtown Park
Renton History Museum The River - City Center Parking Garage
Renton Main Library Trees - Renton Senior Activity Center
Renton City Hall Untitled - Fire Station #11
Renton Memorial Stadium Untitled - Renton Main Library
Renton Senior Activity Center Untitled - Renton Senior Activity Center
Untitled - Renton Senior Activity Center
Untitled Fountain - 200 Mill Building
We Are All in This Boat Together - Renton Senior Activity Center
Wolves at Indian Baskets - Cedar River Trail
Chapter 1
6 City of Renton
City of Renton Comprehensive Plan
The Comprehensive Plan provides policy guidance for the growth
and the development of the City as a whole based on a
community vision. The City of Renton Comprehensive Plan
(Comprehensive Plan) is in compliance with the Growth
Management Act (GMA). The GMA requires that Comprehensive
Plans include policy direction for land use, housing, capital
facilities, utilities, and transportation.
The Comprehensive Plan incorporates statewide planning goals,
including provisions that discourage urban sprawl, support
affordable housing, protect the environment, and support
provision of adequate urban services. The Plan is designed to
accommodate 20 year growth forecasts, determined by regional
agencies and local jurisdictions. Regional or countywide planning
has defined regional growth centers in locations where
concentrations of people and uses that can be served by transit
are desirable.
A portion of the City Center is designated a
Regional Growth Center, a type of urban center
that consist of areas of higher-intensity
development and contain a mix of land uses and
services.
The Comprehensive Plan’s Land Use Element
has a section dedicated to Centers, which
includes the Regional Growth Center. The
stated goal for Centers is to:
“Develop well-balanced attractive, convenient,
robust commercial, office, and residential
development within designated Centers serving
the City and the region.”
Specifically, the area within the City Center that
was defined as the Renton Urban Center is
envisioned in the Comprehensive Plan as “the
dynamic heart of a growing regional city.” The
urban center is expected to “provide significant
capacity for new housing in order to absorb the
city’s share of future regional growth. This
residential population will help to balance the
City’s employment population and thereby meet
the policy directive of a 2:1 ratio of jobs to
housing.”
Introduction
City Center Community Plan 7
Relevant Comprehensive Plan Goals and Objectives
Goal: Develop well-balanced attractive, convenient, robust commercial, office,
and residential development within designated Centers serving the City and the
region.
Objective LU-NN: Encourage a wide range and combination of uses, developed at
sufficient intensity to maximize efficient use of land, support transit use, and create a
viable district.
Objective LU-OO: Implement Renton’s Urban Center consistent with the Urban
Centers criteria of the Countywide Planning Policies (CPP) to create an area of
concentrated employment and housing with direct service by high capacity transit and a
wide range of land uses such as commercial/office/retail, recreation, public facilities,
parks and open space.
Objective LU-PP. Zone areas within the Urban Center-Downtown designation to provide
a vibrant downtown district that provides a mix of high density urban land uses that
support transit and the further synergism of public and private sector activities.
Objective LU-QQ: Create a balance of land uses that contribute to the revitalization of
downtown Renton and, with the designated Urban Center - North, fulfill the requirements
of an Urban Center as defined by Countywide Planning Policies.
Objective LU-QQ: Encourage the evolution of downtown Renton as a regional
commercial district that complements the redevelopment expected to occur in the Urban
Center - North.
Objective LU-RR: Encourage additional residential development in the Urban Center -
Downtown supporting the Countywide Planning Policies definition of Urban Center.
Objective LU-SS. Attract large-scale redevelopment of residential and commercial uses
in order to implement the Urban Centers criteria of the Countywide Planning Policies to
provide housing and jobs.
Objective LU-TT: Create a major commercial/retail district developed with uses that
add significantly to Renton’s retail tax base, provide additional employment opportunities
within the City, attract businesses that serve a broad market area and act as a gathering
place within the community.
Objective LU-UU: Create an urban district initially characterized by high-quality,
compact, low-rise development that can accommodate a range of independent retail,
office, research, or professional companies. Support the continuing investment in and
transition of low-rise development into more intensive, urban forms of development to
support a vital mixed-use district over time.
Objective LU-VV: Support ongoing airplane manufacturing and accessory uses.
Objective LU-WW: If Boeing elects to surplus property in District Two, land uses should
transition into an urban area characterized by high-quality development offering
landmark living, shopping and work environments planned to take advantage of
access and views to the adjacent river and lake shorelines.
For more information, see the City of Renton Comprehensive Plan.
Chapter 1
8 City of Renton
Community Planning
The City’s 2008 amended Comprehensive Plan laid out a
community planning process to establish a vision for each
geographical subarea within the City. The City’s goal is to include
all of the neighborhoods of the City in a Community Plan.
The purpose of community planning in the City of Renton is to
improve the livability of Renton’s neighborhoods, preserve unique
identity and create community character, prioritize the provision of
City services and investment in infrastructure, and provide the
public with the opportunity to participate in shaping the future of
their community.
Working with businesses, residents, and other stakeholders, the
City will develop Community Plans that address local issues that
are more specific than what is included in the Comprehensive
Plan and work to enhance that which the community values.
All Community Plans will anticipate and accommodate future
growth and must be consistent with the overall Comprehensive
Plan and the Washington State Growth Management Act.
Community Plans will strive to incorporate other planning
initiatives, such as the Trails and Bicycle Master Plan, Museum
Master Plan, and transportation planning
efforts.
The Community Planning Areas Map (shown
to the left) has been adopted to show ten
Community Planning Areas in the City of
Renton and its Potential Annexation Area.
While the City Center is just one of ten
Community Planning Areas within the City,
the City began the community planning effort
with the City Center, in part, because of its
important role as a Regional Growth Center.
Another reason the planning effort began
with the City Center is because the area
plays a unique and important role within the
City. The area has regional employers,
regional commercial businesses, regional
parks that provide recreational opportunities,
natural features that provide open space, and
civic events, all of which serve as a magnet
that draws people to the City Center.
Introduction
City Center Community Plan 9
Population
Demographics
The City of Renton is the 9th most populous city in Washington
state, and the fifth most populous in King County. As of 2010, the
population of the City was approximately 90,927 people.
In order to envision the City Center 20 years from now, it is
important to first understand the current conditions. The following
demographic data is projected from the 2000 census.
Who lives in the City Center?
The approximate population in the City Center is 7,281 (8% of the
city’s total population). The median age of people living in the
City Center in 2010 was 40.8, with a fairly even distribution
between age groups (see chart to the right). In 2009, 66% of the
City Center population was white, 11.5% was Asian or Pacific
Islander, and 11% was black.
The estimated average household income in the City Center in
2010 was $65,776 while the median household income in 2010
was $49,972.
What do they do?
Fifty-eight percent of the people who live in the City Center have
white collar jobs, 19% have service related jobs, and 22% have
blue collar jobs. Unfortunately, many residents of the City Center
do not work in the City Center. 62% of the workers commute
alone in automobiles, 17% carpool, 9% take public transportation
to get to work, 7% walk to work, and 2% work from home. The
commute time for people who live in the City Center is
approximately 27 minutes.
Where do they live?
There are approximately 3,184 total housing units in the City
Center. Of those housing units, approximately 33% are owner
occupied, 58% are renter occupied, and 9% are vacant.
Approximately 38% of the housing units are single family
detached homes and 45% of the units are in buildings with five or
more units. 58% of the residential structures in the City Center
were built before 1969.
Commercial
There are approximately 1,112 businesses located in the City
Center with approximately 11,257 employees. Approximately
40% of those businesses are in the service industry, 27% are
retail, and 11% are in the finance, insurance, or real estate
industry.
Chapter 1
10 City of Renton
Growth Projections
The City Center is a designated Regional Growth Center and is
identified as such by the Puget Sound Regional Council (PSRC)
in their February 2008 Vision 2040 report. According to PSRC,
Regional Growth Centers are types of Urban Centers that consist
of areas of higher-intensity development and contain a mix of
land uses and services. PSRC assigns a certain level of growth
that Regional Growth Centers need to accept by 2040.
The overall adopted growth targets for the City of Renton are
14,835 new housing units and 28,700 new jobs. Because the
City Center is a designated Regional Growth Center, it is
anticipated that a significant portion of that growth will occur in the
City Center area.
This plan sets forth goals, policies, and implementation strategies
to ensure the City Center can accept the projected growth in a
way that is compatible with the vision of the community.
City Center Community Plan 11
2. Public Outreach and Participation
As part of the community planning process laid out in the City’s Comprehensive Plan,
the City worked with residents, business leaders, employees, and property owners to
understand their needs and desires to improve the City Center. In Phase 1 of the
public outreach, City staff and consultants attended a number of neighborhood
meetings to solicit feedback. In Phase 2, the City held a number of public meetings
to solicit input on the Community Plan.
Phase 1: Outreach
Neighborhood Meetings
The City solicited feedback from community residents at two different community
meetings. The first opportunity to solicit feedback was at the North Renton
community picnic at Jones Park on July 29, 2009 and the second opportunity was on
August 12, 2009 at the Piazza. At both meetings, the City set up a booth where
community members could chat with City staff and consultants about what they like
and don’t like about their neighborhood and the City Center as a whole. Participants
were asked the following questions:
What do you like about your neighborhood?
What would you like to see changed about your neighborhood?
What do you like about the City Center?
What would you like to see changed about the City Center?
North Renton Community Picnic – July 29, 2009
Chapter 2
12 City of Renton
As residents gave responses, the consultants wrote their
responses down and drew quick sketches representing the
concepts. These diagrams and ideas were then put on display for
all community members to see and comment. After the meetings
were over, all of the comments were recorded and summarized.
For detailed results of these meetings, please see Appendix A.
Business Stakeholders
The City also solicited feedback from the City Center business
community and property owners in two meetings, one held on
September 2, 2009 and the other held on September 18, 2009.
These meetings consisted of a brief introduction and overview
presentation of the City Center Community Plan and were
followed by a roundtable discussion of the business community’s
concerns and visions for the City Center. The detailed results of
these meetings can be seen in Appendix A.
Summary of Initial Phase of Public
Participation
1. The City Center has many strengths and assets
Regional employment base that any emerging city would envy
An active Downtown
Thriving neighborhoods (people really like living in the
neighborhoods)
A broad spectrum of retail activities appealing to a regional, city-
wide and local base
Several (hidden) attractions – Cedar River, Piazza
Public art investments by the City and other community groups
2. There are issues and opportunities that should be addressed
Create a better identity for the City Center
Improve connections and circulation between the different
activity centers in the City Center (e.g. The Landing, Downtown)
Protect the neighborhoods from intrusive development
Upgrade both real and perceived security, safety, maintenance
and environmental quality problems in the neighborhoods and
Downtown
Increase the “energy” in the Downtown business community
Improve regional transportation connections to support the
employment base and regional retail activities
The City Center’s most people friendly places and attractions
are hidden in the center of the area without visible and direct
access to highways. “Renton’s City Center is a well kept
secret,” was a comment heard in an outreach meeting.
Results and pictures from
neighborhood meetings.
Public Outreach and Participation
City Center Community Plan 13
3. Improvement ideas and suggestions
Keep through-traffic out of Downtown
Determine a preferred route for Bus Rapid Transit (BRT) and
light rail service
Continue to implement the pedestrian and bicycle plans
Create gateways at key entry points into the City Center
Re-evaluate the value/necessity of the one-way street system
Coordinate and consolidate regional retail activities in the south
end of the City Center
Support The Landing’s development and better connect it to
other parts of the city
Explore options for creating a multi-modal spine on Park
Avenue with streetscape improvements
Make a special effort to improve the identity and perception of
the City Center, especially regarding safety in the Downtown
“Naturalize” the Cedar River and improve access to leverage
this key asset
Improve and use the BNSF right-of-way
In the long term, connect the Cedar river and Coulon Park with
a shoreline trail
Adjust zoning to reflect existing single family nature of the
neighborhoods
Undertake a neighborhood improvement program to address
issues such as safety, security, property maintenance, local
services, and pea patch.
Establish (or strengthen) a Downtown business improvement
group
Summary
Build on the strengths of the employment and regional retail
base
Give high priority to circulation and connection improvements as
they are necessary to support most of the other actions
Continue to work on the City Center’s identity and visibility
Assist neighborhoods and the Downtown with a broad spectrum
of support and self-help programs to address security, housing
preservation, neighborhood services, and compatibility of new
development. Adjust zoning to support single-family
neighborhoods
Plan for near and long-term opportunities such as transit system
development, railroad ROW disposition, and potential large-
scale changes in land use.
Results and pictures from
neighborhood meetings.
Chapter 2
14 City of Renton
Phase 2: Public Open
Houses
On October 17, 2009 the City held a public open house at Renton
High School. The City also offered a second opportunity for
public input on the evening of November 12, 2009 at the Renton
History Museum. Valuable input was received at both meetings.
Based on the feedback from the earlier community and business
meetings, the City and consultant team put together a series of
proposals for the City Center, broken into four key categories:
transportation, economic and community development,
neighborhoods, and parks and greenspace. These proposals
were portrayed on a series of maps and participants were able to
rank the proposals on individual comment forms. An overall
vision map was also on display and participants were able to rank
their top priorities with a dot exercise (see the following page).
In general, participants were supportive of the proposals
portrayed on the maps during the two open houses. Detailed
results from these Open Houses are incorporated into the
Framework Plan Elements and can be seen in Appendix A.
Community members evaluate
alternatives at the October 17
Open House.
Public Outreach and Participation
City Center Community Plan 15
Results of the City Center Vision Priority
Dot Exercise
Support the Regional Employment Center by improving
regional transportation access, providing for employees’
needs, and providing necessary utilities
Enhance the Regional Retail Cluster
Continue to enhance Downtown
Provide additional space for small-scale, local retail
Retain single-family character of residential areas
Integrate North Mixed-Use Area
Initiate a City-sponsored traffic calming program and
improve safety (and perception of safety)
Enhance gateways entering the City Center, improve
visibility of Downtown, and implement a wayfinding system
Create a node to focus civic facilities, enhance identity, and
connect the City Center
Pursue possibility of future water taxi
Connect the City Center with pedestrian, bike, transit, and
streetscape improvements on Park Avenue N
Focus arterial traffic on Logan
Work with WSDOT to direct regional through-traffic to I-405
Consider potential route for future BRT/LRT line
Consider future streetcar line
Proposed Trail (including long-term goal of connecting
Coulon Park to Cedar River and connecting the Cedar
River Trail to the Green River Trail)
Preserve train tracks as rail and trail corridor
In the long term, enhance natural environment on the
shoreline of Lake Washington and the Cedar River
Chapter 2
16 City of Renton
Summary of Public Meetings
Based on what was heard at the public meetings, there are eight
key findings with associated goals for the City Center. The goals
will help guide the Community Plan.
1. The best parts of the City Center are hidden.
Many people that do not live or work in the City Center are
not aware of the many amenities that the City Center has to
offer. The City Center and Downtown are not visible and
identifiable from the regional transportation corridors, such as
I-405, that surround the City Center, so many people are not
even aware that it exists. In addition, the City Center
struggles with negative perception issues such as crime. The
distinct districts within the City Center do not form a cohesive
identity; therefore the City Center does not have a clear
identity to which people can relate.
Goal 1: Improve the visibility of the City Center and
Downtown, improve the perception of the City Center, and
create a distinct identity.
2. The City Center has a diverse economic base and
provides a good environment for small and large
businesses.
Participants in the business stakeholder meetings agreed that
the City of Renton, and the City Center in particular, is a great
place to do business. Stakeholders also discussed a number
of things the City could work on to continue to improve the
business environment for both employers and employees,
including transportation improvements, creating a clear vision
and identity for the City Center, and improving safety and the
perception of safety.
Goal 2: Continue to support Renton’s diverse economic
sectors.
Public Outreach and Participation
City Center Community Plan 17
3. Downtown has the potential to be a much more vibrant
civic center, but the City’s existing civic amenities
must be more visible and accessible.
In particular, the Main Library, the Renton History Museum,
the Cedar River and Cedar River Trails, and Liberty Park are
all located in close proximity to each other and could form a
cohesive civic activity node if accessibility and visibility of
these amenities were improved.
Goal 3: Improve access and visibility at this important
concentration of civic activities including Liberty Park, the
Main Library, the Renton History Museum, and the Cedar
River to create a dynamic civic node in Downtown.
4. The City Center’s residential neighborhoods are
strong and cohesive.
The residential neighborhoods located in the City Center are
strong residential neighborhoods whose citizens are well-
informed and involved in community activities. Residents
value their homes and their location within the City Center
and are energized about improving the City Center. These
neighborhoods have a connectedness to local businesses
and provide important support for economic development
within the City Center.
Goal 4: Protect and enhance the residential neighborhoods
in the City Center.
Chapter 2
18 City of Renton
5. The City Center serves as a regional employment and
retail base and has a central location, but can be
difficult to access due to traffic and connectivity
issues.
The City Center plays an important role in terms of regional
employment and retail, but it can be difficult to reach. Transit
improvements and improvements to I-405 interchanges would
greatly improve access and connectivity for the City Center.
Focusing through-traffic on I-405 and arterials will also help
reduce traffic congestion on streets in the heart of the City
Center.
Goal 5: Provide better regional transportation connections
for a range of transportation modes to improve access to and
from the City Center.
6. The City Center has a number of distinct activity
centers and attractions, but they are not well
connected. It is difficult to get from Lake Washington
to South Renton Neighborhood by car, transit, or foot.
The City Center consists of distinct destination areas
including Boeing, Lake Washington, The Landing, North
Renton neighborhood, Downtown, South Renton
neighborhood, and the regional retail area at the southern
end of the City Center. Throughout the public participation
process, participants mentioned that the City Center needs to
be better connected especially from The Landing to
Downtown or from the North Renton to South Renton
neighborhoods. Currently, the existing street grid can be
confusing for people who are not familiar with the one-way
streets and the complex intersections. It is critical that
improvements be made not only for vehicular traffic, but for
pedestrians, cyclists, and transit. This includes improving
pedestrian connections between key areas within the City
Center, improving pedestrian safety on sidewalks and at
intersections, and improving the pedestrian environment to
make walking an appealing mode of transportation in the City
Center.
Goal 6: Provide better internal connections between areas
within the City Center, especially Coulon Park/Lake
Washington, The Landing, North Renton neighborhood,
Downtown, and the South Renton neighborhood.
Public Outreach and Participation
City Center Community Plan 19
7. The City Center is adjacent to several regional trails,
but they are not well connected in the City Center.
The City Center lies at the crossroads of the Green River,
Cedar River, Interurban, and Lake-to Sound-Trails, all of
which extend for miles throughout the region. The necessary
connections through the City Center, however, have not been
made. Connecting these trails would make the City Center a
prominent (if not primary) hub of the region’s trail system and
could attract thousands of trail users annually. This, in turn,
could substantially enhance the City Center’s identity and
have a positive impact on economic development.
The City has completed a great deal of planning work to
layout future connections including the Lake-to-Sound Trail
Feasibility Study and the City’s Trails and Bicycle Master
Plan. The City should continue to work to implement those
plans.
Goal 7: Connect regional trails in the City Center and build
on these key connections as an economic development
strategy.
8. The City Center’s natural features and open space
make it a unique place to live, work, learn, and play.
The Lake Washington shoreline and the Cedar River provide
the City Center with excellent natural amenities that many
public participants mentioned as being very important to the
quality of life in the City Center. In particular, people
mentioned the need to improve the natural habitat and
environment of these areas. Existing parks and open spaces
also provide natural features within the City Center.
Goal 8: Protect and enhance the natural features and open
space in the City Center and improve public access to and
connections between the Lake Washington shoreline, the
Cedar River, and the variety of parks and open spaces
throughout the City Center.
Chapter 2
20 City of Renton
Community Survey
At the end of the first phase of the City Center Community Plan,
an online survey was created to receive feedback on the goals
and policies in the draft plan. Over 160 people responded to the
survey.
Of the 160 responses, over 70% of respondents felt the key
issues were identified in the draft plan and 92% of the
respondents felt that if the eight goals were accomplished, the
City Center would be improved. 80% or more of the respondents
felt that each goal was very or somewhat important.
Respondents also provided new ideas to be included in the plan,
such as a focus on historic preservation and universal
accessibility. They also provided feedback on draft vision
statements and had an opportunity to create their own vision
statement. The vision statement that got the most positive
feedback was:
“Renton’s City Center: To Live, To Work, To Enjoy”
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
How Important Are the City Center Community Plan Goals?
Very/Somewhat
Important
Neutral
Not Very/Not Important
City Center Community Plan 21
3. Vision
The vision for the City Center fits within the larger Citywide vision
which is:
“Renton – The center of opportunity in the Puget Sound Region where
families and businesses thrive.”
In the City of Renton, urban living provides both choice and balanced opportunities
for residents; employment and housing, recreation and religion, goods and services,
are all available in the community.
Based on the feedback received from the public during the development of this
community plan and the goals and policies set forth in the Comprehensive Plan, the
vision for the City Center is:
“Renton’s City Center: To Live, To Work, To Enjoy”
In the year 2030, the City Center is a cohesive, identifiable urban center where
people live, work, learn, play, and visit. The City Center is the focal point of the City,
with the City of Renton as a regional center in the triangle of cities on Lake
Washington: Seattle, Bellevue, and Renton. Large businesses help Renton retain
its identity as one of the region’s most important employment centers and smaller
businesses continue to add the innovation and diversity necessary for a vital
economy.
The City Center Vision.
Chapter 3
22 City of Renton
The City Center features a broad spectrum of retail businesses.
The regional retail cluster continues to attract shoppers from
around the region and is better connected to the rest of the City
Center. Downtown caters to both the City Center residents for
their everyday needs and to the larger city/regional population for
specialty and entertainment services. The North Mixed-Use Area
has expanded to the waterfront and offers both large scale stores
and smaller “lifestyle” oriented services.
The City Center’s central location, easy access, and amenities
have attracted a diverse, growing residential population.
Residents enjoy a wide range of housing opportunities from solid,
historic single family neighborhoods to new condos offering
lakefront views and an active urban lifestyle. The older
neighborhoods in particular, with their quiet streets and well kept
houses, are attractive to young families and include schools and
parks facilities for children.
In terms of transportation, “All modes lead to the City Center
Renton.” Building on the early successes of the late 20th century
transit center, the City Center is linked to the rest of the region
with high capacity transit. It is also a hub in the region’s bicycle
trail network. The City Center is characterized by five distinct
areas that are well connected by transit and a street network that
includes pedestrian and bike connections. As for internal
circulation, the Park Avenue N spine provides a cohesive,
attractive link for pedestrians, transit, and local traffic from South
Renton to Lake Washington and Coulon Park.
Parks and natural areas area a prominent feature in the City
Center. Cutting diagonally across the Center, the Cedar River
Trail, with a naturalized shoreline, ample open space, attractive
promenade, and appropriate commercial amenities provides a
backbone of green infrastructure. A new concentration of civic
facilities and open spaces in the Library/Liberty Park/Main
Avenue vicinity now comprise the city’s civic and cultural heart,
and trail connections further link local parks and amenities into an
integrated network.
In short, Renton can boast that more than any other city of its
size, the City Center has it all.
Another, more action-oriented way to state this vision is through
the goals presented below, which are the result of this plan’s
public participation activities.
Broad spectrum of businesses.
Growing residential population.
Regional employment center.
Multimodal transportation.
Parks and natural areas.
Vision
City Center Community Plan 23
The City Center Goals
Goal 1: Create a distinct identity for the City Center, as well as improve the visibility and
perception of the area.
Goal 2: Continue to support Renton’s diverse economic sectors.
Goal 3: Improve access and visibility of the concentration of civic activities including Liberty
Park, the Library, the Renton History Museum, and Cedar River to create a
dynamic civic node in Downtown.
Goal 4: Protect and enhance the residential neighborhoods in the City Center.
Goal 5: Provide better regional connections for the full range of transportation modes to
improve access to and from the City Center.
Goal 6: Provide better connections between areas within the City Center.
Goal 7: Promote and support the expansion of and improve access to regional trails in the
City Center and build on these key connections as an economic development
strategy.
Goal 8: Protect, enhance, and improve access to the natural features and open space in
the City Center including Lake Washington, the Cedar River, and its many parks
and open spaces throughout the City Center.
Chapter 3
24 City of Renton
City Center Community Plan 25
4. City Center Community Plan Elements
This plan sets the framework for actions to be taken by the City to achieve the vision
for the City Center over the next 20 years. In order to accomplish these actions, a
myriad of public and private partnerships will need to be made, the public will need to
be engaged, and business and property owners will need to take initiative. The
actions are separated into three main categories: Economic and Community
Development, Transportation, and Parks, Open Space, and Recreation.
Each category has goals and occasionally sub-goals, which were established through the
public participation visioning process. Each goal is then followed by a series of policies
that set the framework for achieving the goal. Each policy is followed by an
implementation strategy that includes additional details, the responsible party for
implementation, the necessary resources for implementation, strategies for engaging the
public, and a general timeframe for the City to implement the policy. The format is set up
as follows:
Goal
Sub Goal
1.1: Policy
1.1.1: Implementation Strategy
Additional Details:
Responsible Party:
Resources: $: $0-$10,000; $$: $10,000-$50,000; $$$: $50,000-
$100,000; $$$$: $100,000-up
Public Involvement:
Timeframe: Short-term: 1-3 yrs; Mid-term: 4-10 yrs; Long-term: 10-20 yrs
Lake Washington from Gene Coulon Memorial Beach Park
Chapter 4
26 City of Renton
Plan Elements – Economic and Community Development
City Center Community Plan 27
Economic and Community Development
Goal 1:
Create a distinct identity for the City Center, as well as
improve the visibility and perception of the City Center.
1.1 Improve the overall visual character of the City Center.
Currently, the City Center does not have a distinct visual character that allows
people to identify it as a cohesive area. In some cases, unmaintained buildings
take away from the visual appeal of the City Center. In addition, the area is not
visible or identifiable from the major regional corridors that surround the City
Center or from Lake Washington.
Updating design standards for private development and creating design
standards for the public realm are two key strategies to improve the overall
perception and image of the City Center.
1.1.1: Update existing design standards for the City Center to ensure
new development will fulfill the vision.
Additional Details: Update the design standards that apply to all the
different sub-areas within the City Center to ensure new development
fulfills the vision of a more attractive, cohesive, and vibrant City Center.
Particular attention should be given to design standards for infill
development and for transition areas between zones.
Perform an audit on existing guidelines for the North Mixed-Use Area to
identify areas that should be updated and to ensure existing standards
are being enforced. The twenty-year development agreement with the
Boeing Company should be recognized.
Consider tightening non-conforming regulations for signs and
edge/screening/landscaping treatments. While the guidelines or
standards would only apply to new development or redevelopment, the
City could provide incentives to existing businesses to incorporate some
elements.
Responsible Party: Lead: Planning; Support: Economic
Development, Community Services
Resources: $
Public Involvement: Work with residents and business and property
owners.
Timeframe: Short-term
Chapter 4
28 City of Renton
1.1.2: Create cohesive urban design standards for the public realm that
include standards for gateways, wayfinding, street trees, street
lighting, pedestrian-scaled lighting, landscaping, street furniture,
utilities and public art.
Additional Details: These design standards will help create a distinct
look for the City Center. There may be different standards for each
area within the City Center, but they should complement each other to
create a cohesive look for the City Center. The design standards
should include specifications for each urban design feature. Build on
the existing Downtown wayfinding system (discussed in 1.1.4).
Opportunities for Low Impact Development techniques such as rain
gardens and bioswales in these public areas should be pursued.
Responsible Party: Lead: Planning; Support: Transportation,
Community Services, Utilities, Economic Development, Fire &
Emergency Services
Resources: $$
Public Involvement: The City should work with constituents from each
area within City Center to determine the design standards for each
area and the City Center as a whole.
Timeframe: The design standards and specifications should be
determined in the short-term. The urban design features will be
implemented over time, as development occurs.
The City Center needs streetscape design standards that include standards for pedestrian-scaled lighting,
street trees, landscaping, street furniture, and public art.
Plan Elements – Economic and Community Development
City Center Community Plan 29
1.1.3: Create a distinctive gateway design standard to be implemented at
key locations throughout the City Center.
Additional Details: Gateway signs or features would help signify when
people are entering or leaving the City Center so they can begin to
identify the City Center as a distinct place. The gateways can be
features such as distinctive landscaping, artwork, lighting, signage or a
combination thereof. The gateway features should be coordinated with
the Downtown wayfinding program (discussed in 1.1.4) to ensure a
consistent and less cluttered approach. The City should create design
specifications and designate specific locations for the desired gateways.
Bronson Way and Rainier Avenue/Grady Way are key entries into
Downtown that would benefit from some special gateway and street-
scape treatments. Gateways will be installed as development occurs.
Responsible Party: Lead: Planning; Support: Community Services,
Transportation, Economic Development, Renton Municipal Arts
Commission
Resources: $$
Public Involvement: Engage the general public including residents and
business and property owners in public meetings to present proposed
locations for gateway features.
Timeframe: Short-term; gateways will
installed as development occurs
1.1.4 Build on the City’s proposed
wayfinding system for Downtown and
extend it throughout the City Center.
Additional Details: The City of Renton
already has a wayfinding program
designed and partially implemented for
Downtown Renton. This program could
be expanded to include the other areas of
the City Center. The signs and maps
could differ slightly in color or design
depending on which area of the City
Center they are in, but the overall theme
and design should be consistent to tie the
whole the City Center together. The
wayfinding system should be coordinated
with the gateways (discussed in 1.1.3)
and the urban design standards for the
public realm (discussed in 1.1.2). The
wayfinding features, gateway features,
and directional cues should work together
to facilitate the movement between sub-
areas and reduce the visual clutter of
signs.
Downtown’s existing wayfinding system.
Chapter 4
30 City of Renton
Responsible Party: Lead: Economic Development; Support: Planning,
Transportation, Community Services
Resources: $$
Public Involvement: The City should work with constituents from each
area within City Center to determine the wayfinding design for each
area and the City Center as a whole.
Timeframe: The design standards and specifications for wayfinding
should be determined in the short-term. The urban design features will
be implemented over time, as development occurs.
1.1.5: Work to implement the recommendations from the Arts and
Culture Master Plan to expand the presence of art, art activities,
and art facilities in the City Center.
Additional Details: The Arts and Culture Master Plan is a 5-year plan
that was adopted by City Council on August 9, 2010. The Renton
Municipal Arts Commission is responsible for facilitating the
implementation of the plan.
Art can be incorporated into the gateway and wayfinding features
discussed above. New development should be encouraged to
incorporate local artwork in plazas, on blank walls, and along the street.
The City should pursue opportunities such as including public art in
new and remodeled developments through
public/private partnerships.
One project that is currently being explored is an artistic
lighting of the bridges over the Cedar River.
Responsible Party: Lead: Economic Development,
Renton Municipal Arts Commission; Support: Planning
Resources: $ - $$$$
Public Involvement: The Renton Municipal Arts
Commission works in partnership with other community
members to begin implementation of the plan.
Timeframe: On-going. The Renton Municipal Arts
Commission is responsible for implementation.
The City of Renton’s Arts and Culture Master
Plan is an action plan for creating a thriving
creative sector.
Plan Elements – Economic and Community Development
City Center Community Plan 31
1.1.6: Create a building improvement program for buildings within the
City Center.
Additional Details: The City should work with financial institutions to
consider developing a building improvement program that identifies
low-interest loans or grants to improve building facades and other
improvements to help stimulate reinvestment in properties and to
address building maintenance concerns. A target area should be the
City Center’s historic downtown core. The City should pursue federal
and state funds to help fund the low-interest loans or pursue other
funding opportunities.
The building improvement program should also focus on improving the
structural safety of buildings. All unreinforced masonry and seismic
hazards should be identified for improvement. The building
improvement program should provide incentives for replacing and
improving unsafe structures.
Responsible Party: Lead: Economic Development; Support: Planning,
Fire & Emergency Services
Resources: $$$
Public Involvement: Work with financial institutions to identify low-
interest loans and with business and property owners in the downtown
core to develop the program.
Timeframe: Mid-term.
1.1.7: Underground utilities as development occurs.
Additional Details: Removing utility poles and overhead wires will
significantly improve the visual character of the City Center. All new
development within the City Center is required to underground utilities.
To get utilities underground in areas that are not likely to redevelop in
the near future, the City should work with property owners to
underground utilities as street improvement projects occur. The
BID/LID (discussed in 2.2.1) could also work to underground utilities in
Downtown.
Responsible Party: Lead: Utilities; Support: Planning, Economic
Development
Resources: $$$
Public Involvement: Work with business and property owners in the
downtown core.
Timeframe: Mid-term; private property owners and developers will
initiate undergrounding utilities.
Chapter 4
32 City of Renton
1.2 Preserve and maintain important historic features in the City
Center to enhance the identity of the City Center.
The City Center has important historic features, both land forms and buildings,
which are important to the quality and character of the City Center and the city
as a whole. These features should be preserved, maintained, and enhanced as
new growth occurs.
1.2.1: Consider adopting an historic preservation ordinance that would
protect significant historic features throughout the City Center.
Additional Details: The ordinance should put regulations and
incentives in place for the documentation, potential protection,
maintenance, and enhancement of historic features.
Responsible Party: Lead: Planning; Support: Community Services,
Renton History Museum, Economic Development
Resources: $$
Public Involvement: Solicit public feedback from the
general public on the ordinance.
Timeframe: Mid-term
1.2.2: Coordinate with the Museum Master Plan.
Additional Details: The Museum Master Plan
provides a vision for the Renton History
Museum’s next 15 years as the only local
heritage organization in Renton.
Responsible Party: Lead: Renton History
Museum; Support: Economic Development,
Planning
Resources: $
Public Involvement: Museum staff will continue
to work with the Renton Historical Society Board
of Trustees, volunteers, stakeholders, and the
general public to implement the plan.
Timeframe: Long-term. The Museum Master
Plan is a 15-year plan. The Renton History
Museum and Renton Historical Society Board of
Trustees should initiate implementation.
Renton’s history is an important part of its
identity.
The Renton History Museum Master Plan
provides a vision for the museum for the next
15 years.
Plan Elements – Economic and Community Development
City Center Community Plan 33
1.3 Improve overall safety in the City Center.
The City should continue to improve safety in the
City Center by focusing on crime prevention,
emergency management planning, and fire
prevention. The City should work with business
leaders and property owners, neighborhood
groups, Fire and Emergency Services, and the
Renton Police Department to come up with
targeted strategies to address both real and
perceived crime and emergency preparedness.
Some strategies may be targeted police activities
while others may be more community-based
approaches where business members and
residents work together to solve problems.
1.3.1: Continue efforts to provide a
coordinated crime prevention program
for Downtown and the City Center as a
whole to address crime (both real and
perceived).
Additional Details: Work with business
owners, property owners, residents,
human service organizations, and the
Police Department to develop the
program. The crime prevention program
should have an implementation strategy
that clearly indicates who is responsible
for implementing each strategy.
Continue to place special emphasis on the
Transit Center with policing strategies,
such as the Police Department’s Crime Prevention Unit which conducts
outreach Business Watch Services to businesses near the Transit
Center. Human Services and non-profit organizations should also be
engaged to address issues such as homelessness that also impact the
perceptions of safety. Other services and programs offered by the
Crime Prevention Unit should continue to be strengthened and be
provided Downtown, such as security surveys, crime prevention training
for managers and employees, Crime Prevention Through Environmental
Design (CPTED) recommendations to property owners, Crime Resistant
Multi-Family Housing consultations, a Bank Watch group, and quarterly
Business Watch newsletters. This strategy should be coordinated with
the proposed Downtown Business Improvement District or Local
Improvement District (discussed in 2.2.1)
Responsible Party: Lead: Police; Support: Economic Development,
Community Services, Human Services, Planning.
Resources: $$
The City should continue to focus policing
strategies at the Transit Center.
Safety can be enhanced using Crime
Prevention Through Environmental Design
(CPTED) measures such as guidelines to
“keep eyes on the street.”
Chapter 4
34 City of Renton
Public Involvement: Continue to engage business owners, property
owners, and residents with human service organizations and the Police
Department.
Timeframe: Short-term
1.3.2 Continue to work with neighborhood groups to strengthen
community policing and neighborhood crime watch programs to
improve the overall safety (and the perception of safety) and
reduce crime in the City Center neighborhoods.
Additional Details: The Police Department and other city departments
should continue to work with community groups, business owners, and
property owners to come up with a targeted strategy for improving
safety. The Police Department is currently working with the North and
South Renton Neighborhood associations on the block watch program.
The Police Department should continue to strengthen this program and
should continue to foster their relationships with community members.
Responsible Party: Lead: Police; Support: Community Services,
Economic Development, Planning
Resources: $$
Public Involvement: Continue to work with residents and neighborhood
groups
Timeframe: On-going.
1.3.3 Improve pedestrian-scaled lighting on
streets and trails in the City Center.
Additional Details: In order to improve safety for
pedestrians throughout the City Center, the City
needs to invest in pedestrian-scaled lighting on
streets and trails. The lights should be
attractive, distinctive, and consistent throughout
the City Center to help with wayfinding to
identify key pedestrian routes to connect various
parts of the City Center (discussed in 1.1.2 and
1.1.4). Lighting for trails, such as the Cedar
River Trail, should match the style of lights on
streets and sidewalks. Specifically, pedestrian-
scaled lighting should be added to areas such
as parking and activity areas, the access road
that extends beyond the City Center planning
area from Liberty Park to Renton Community
Center (RCC), and the pedestrian walkway from
RCC to the off-leash dog park.
Responsible Party: Lead: Transportation; Support:
Community Services, Economic Development, Planning
Neighborhood meeting participants stressed
the desirability of pedestrian lights, especially
on riverfront trails.
Plan Elements – Economic and Community Development
City Center Community Plan 35
Resources: $$$$
Public Involvement: Continue to work with neighborhood groups.
Timeframe: Long-term.
1.3.4 Continue to implement emergency management strategies
throughout the City Center to ensure the area is prepared for
natural disasters and other emergencies.
Additional Details: The Fire and Emergency Services department
should continue to work to prepare this area for emergency response.
Responsible Party: Lead: Fire & Emergency Services
Resources: $$
Public Involvement: Work with community members, businesses, and
property owners to educate them on emergency management and to
implement strategies.
Timeframe: On-going.
Goal 1 Summary:
Create a distinct identity for the City Center, as well as improve the visibility
and perception of the City Center.
1.1 Improve the overall visual character of the City Center.
1.2 Preserve and maintain important historic features in the City Center to enhance the
identity of the City Center.
1.3 Improve overall safety in the City Center.
Chapter 4
36 City of Renton
Goal 2:
Continue to support Renton’s diverse economic sectors.
2.1 Continue to support opportunities to create a more vibrant City
Center where people live, work, learn, and play.
In order to foster a City Center that is vibrant, new opportunities that attract
people and businesses to the City Center should be sought, and existing efforts
to recruit and retain businesses, to fill vacancies, and create retail opportunities
should be supported.
Continue to work with business leaders, property owners, employers, and
employees to better understand their needs and concerns. Continue economic
development efforts, including business retention, expansion, and recruitment
strategies to ensure a dynamic, diversified employment base.
2.1.1: Implement the City’s Economic Development Strategic Plan
Additional Details: The City’s Economic Development Strategic Plan
emphasizes recruiting and retaining businesses to ensure a dynamic,
diversified employment base. The City and its partners should work
with The Boeing Company and other aerospace companies to increase
the number of aerospace industry jobs in Renton. Additionally, the City
should continue to aggressively recruit new high-profile and high-wage
employers to locate in Renton, while working with existing employers to
retain and expand the number of jobs in the community.
Responsible Party: Lead: Economic Development
Resources: $$
Public Involvement: Existing businesses, Chamber of Commerce
Timeframe: Short-term
Artist rendering of a vibrant urban scene at The Landing.
Plan Elements – Economic and Community Development
City Center Community Plan 37
2.1.2: Continue to improve incentives that encourage investment and
employment in the City Center.
Additional Details: The City has a number of existing advantages for
businesses over surrounding jurisdictions, including no local Business
and Operating taxes, which should be better packaged and promoted.
The City should continue to improve the business environment and
pursue opportunities for new incentives.
Responsible Party: Economic Development
Resources: $$
Public Involvement: Continue to work with businesses and property
owners to better understand their needs.
Timeframe: Short-term.
2.1.3: Continue to support the Renton Small Business Development
Center.
Additional Details: The Renton Small Business Development Center
(SBDC), a partnership of the City, Renton Technical College, the
Renton Chamber of Commerce and business community, helps
address the needs of small businesses and strengthen Renton’s
economic vitality.
Responsible Party: Lead: Economic Development
Resources: $
Public Involvement: Continue to work with key SBDC partners and the
business community.
Timeframe: On-going.
The Renton Small Business Development
Center is a partnership with the City, Renton
Technical College, Renton Chamber of
Commerce and the business community.
Chapter 4
38 City of Renton
2.1.4: Support business district marketing efforts.
Additional Details: Consider coordinated branding opportunities for the
retail areas to create an identity that consumers recognize and
associate with the City Center. This effort should be coordinated with
the gateways strategy (discussed in 1.1.3) and the wayfinding strategy
(discussed in 1.1.4).
Responsible Party: Lead: Economic Development; Support: Planning
Resources: $$
Public Involvement: Work with business and property owners.
Timeframe: Mid-term.
2.1.5 Consider ways to identify and promote improved visual
appearance of long-term vacant properties.
Additional Details: The City should work with the arts community,
nonprofit organizations, and community members to activate vacant
spaces in the City Center. The City should also consider adopting
regulations to improve the visual appearance of long-term vacant
properties.
Responsible Party: Lead: Economic Development; Support: Planning,
Renton Municipal Arts Commission
Resources: $$
Public Involvement: Work with property owners, the arts community,
nonprofits, and community members to brainstorm innovative ideas for
activating vacant spaces.
Timeframe: On-going.
2.1.6: Continue to work to improve regional transportation access to the
regional employment center, and the City Center as a whole. (See
all Policies and Strategies under Goal 5 in the Transportation
section).
Additional Details: In order to ensure employers and employees can
easily get to the regional employment center, the City needs to
continue to improve regional transportation, including improvements to
arterials and freeway interchanges, as well as regional transportation.
Details can be found in the Policies and Strategies under Goal 5 in the
Transportation section.
Responsible Party: Lead: Transportation; Support: Planning,
Economic Development
Resources: $$; staff time only
Public Involvement: Work with regional employers.
Timeframe: On-going. WSDOT initiated.
Plan Elements – Economic and Community Development
City Center Community Plan 39
2.1.7: Determine necessary utilities and infrastructure to support the
regional employment center, and the City Center as a whole.
Additional Details: Perform an inventory to determine the utility and
infrastructure needs of the regional employers and the City Center as a
whole.
Responsible Party: Lead: Utilities; Support: Economic Development
Resources: $
Public Involvement: Work with regional employers, businesses,
property owners, and other key stakeholders.
Timeframe: On-going.
2.1.8: Continue to review parking management strategies.
Additional Details: As the number of residents, businesses, and offices
living, doing business, and visiting the City Center continues to
increase, it will be important to consider strategies that will successfully
manage the demand for parking.
Responsible Party: Lead: Transportation; Support: Planning
Resources: $-$$
Public Involvement: Business owners, property owners, regional
employers and area residents will need to be involved in order to
develop strategies that adequately meet the needs of the community.
Timeframe: On-going.
The City Center Parking Garage is available for park and ride, hourly, or monthly parking.
Chapter 4
40 City of Renton
2.2 Continue to support opportunities to create a more vibrant
Downtown.
In order to foster a Downtown that is vibrant, new opportunities that attract
people and businesses to the City Center should be sought out, and existing
efforts to retain businesses, to fill vacancies, and create retail opportunities
should be supported. Consider ways to identify and promote interim uses that
activate vacant spaces.
Pedestrian activity should be encouraged and uses such as sidewalk cafes
should be considered.
2.2.1: Create a Downtown Business Improvement District (BID) or Local
Improvement District (LID), or utilize other funding mechanisms,
to help implement the goals and priorities of businesses in
Downtown Renton.
Additional Details: Work with business leaders, property owners, and
the Renton Chamber of Commerce to establish the goals and priorities
for businesses in Downtown. The BID/LID could help organize and
fund joint marketing, joint parking strategies, property improvements,
community events, and streetscape improvements. Joint marketing
could include communication tools such as a Downtown Business
internet presence including a website, email groups,
and social networking sites. A LID is more appropriate
for funding joint public improvements such as
sidewalks, special lighting, etc. and should be
considered for these types of improvements.
Responsible Party: Lead: Economic Development;
Support: Community Services
Resources: $$
Public Involvement: Work with business and property
owners in the downtown core.
Timeframe: Short-term.
2.2.2: Better utilize the Renton Pavilion Event
Center.
Additional Details: The City should work to create a
preferred management agreement to ensure better
utilization of the space with more events that are open
to the public.
Responsible Party: Lead: Community Services;
Support: Economic Development
Resources: N/A
Public Involvement: N/A
Timeframe: On-going.
Support local businesses to create a more
vibrant Downtown.
Plan Elements – Economic and Community Development
City Center Community Plan 41
2.2.3: Initiate a sidewalk café case study and develop tailored
regulations to encourage sidewalk cafes in Downtown.
Additional Details: Work with an interested business owner to allow
sidewalk cafés on public right-of-way. Use the case study to better
understand potential issues and citizen concerns. After the case study,
develop regulations to allow and encourage sidewalk cafes.
Responsible Party: Lead: Planning,
Economic Development
Resources: $
Public Involvement: Survey community
after sidewalk café is installed to
determine any potential concerns and
possible mitigation.
Timeframe: Short-term.
2.2.4: Continue to support community events
in Downtown.
Additional Details: Community events
such as the Renton Farmers Market,
Holiday Tree Lighting, and IKEA Renton
River Days, should continue to be strongly
supported and new events should be
pursued.
Responsible Party: Lead: Community
Services, Economic Development;
Support: Planning
Resources: $
Public Involvement: Support efforts of
Downtown businesses, residents, non-
profits, and Piazza Renton. Continue to
work with community members to
understand their desires for public events.
Timeframe: On-going.
Renton Pavilion Event Center.
Renton Farmers Market.
Community meetings.
Chapter 4
42 City of Renton
2.3 Enhance and provide space for small-scale, mixed-use, local
retail on Park Avenue North connecting The Landing to
Downtown.
Small-scale, mixed-used development along Park Avenue would help create a
retail connection between Downtown and The Landing. Streetscape
improvements on Park Ave N (discussed in 6.1) and a possible streetcar
(discussed in 6.2) would also help improve this connection.
2.3.1: Consider changing the zoning along Park Ave N from Bronson
Way N to N 6th Street to allow small-scale, mixed-use buildings.
Additional Details: Consider changing the zoning along Park Avenue N
from Bronson Way N to N 6th Street to a consistent zone that allows
small-scale, mixed-use buildings. Currently, many portions of Park Ave
N allow for this type of development, but the zoning is not consistent.
Consistent zoning would help catalyze reinvestment in this area of the
City Center.
Perform a detailed study of the existing zoning and proposed zoning
changes to ensure the height and density are appropriate for this
location. Establish appropriate height limits and Floor Area Ratio
(FAR)/density standards for mixed-use and commercial buildings that
are appropriate with the surrounding single family neighborhood.
The streetscape standards (discussed in 1.1.2) should ensure a
cohesive streetscape along Park Ave N that provides visual continuity
between Downtown and the North Mixed-Use Area.
The design standards (discussed in 1.1.1) should ensure consistent
and complimentary neighborhood-scale development and provide for
appropriate transitions from development on Park Ave
N to the adjacent single-family neighborhood.
Update the Comprehensive Plan with relevant land use
changes.
Responsible Party: Lead: Planning; Support:
Community Services, Economic Development
Resources: $$
Public Involvement: Work with residents, business
owners, and property owners along Park Ave N and
surrounding area.
Timeframe: Mid-term.
Rendering of small-scale mixed-use buildings
on Park Avenue N.
Plan Elements – Economic and Community Development
City Center Community Plan 43
2.4 Pursue opportunities to locate a new City Hall in a central
location in the City Center.
Renton has three potential annexation areas that, if annexed, will increase the
City’s population to well over 130,000. Additionally, as one of ten core cities in
the Puget Sound, Renton may experience significantly more growth in
population than is currently anticipated. The existing City Hall may not be large
enough to accommodate the staffing levels necessary to provide services to a
city of that size. A new City Hall would present a unique opportunity to
contribute to a more vibrant City Center with likely nearly 1,000 employees who
would seek opportunities to shop and eat in the immediate area and other
users coming for public meetings throughout the day and evening. If these
annexations and growth occur, the City should pursue opportunities to locate a
new City Hall in a central location that would be more accessible by foot,
bicycle, and transit, and would contribute to a more vibrant City Center.
2.4.1: Consider initiating a feasibility study to select a location for a new
City Hall in a central location in the City Center.
Additional Details:
Identify site selection criteria to evaluate alternatives, such as:
Accessibility by foot, bicycle, and transit.
Cost, funding opportunities
Joint use opportunities
Adjacent land uses
Contribution to a vibrant City Center
Update Comprehensive Plan
Determine funding and scope for purchasing property for the new
City Hall
Responsible Party: Lead: Community Services; Support: Economic
Development, Planning
Resources: $$$
Public Involvement: The study should be developed in consultation
with the general public.
Timeframe: Long-term.
Goal 2 Summary:
Continue to support Renton’s diverse economic sectors.
2.1 Continue to support opportunities to create a more vibrant City Center where people live,
work, learn, and play.
2.2 Continue to support opportunities to create a more vibrant Downtown.
2.3 Enhance and provide space for small-scale, mixed-use, local retail on Park Avenue North
connecting The Landing to Downtown.
2.4 Pursue opportunities to locate a new City Hall in a central location in the City Center.
Chapter 4
44 City of Renton
Goal 3:
Improve access, circulation, and visibility of the
concentration of civic activities including Liberty Park,
the King County Library System (KCLS) Main Renton
Library, the Renton History Museum, and Cedar River to
create a dynamic civic activity node in Downtown.
3.1 Coordinate Liberty Park, the KCLS Main Renton Library, the
Renton History Museum, the Cedar River, and the proposed
greenway/promenade as a key activity node for the City Center.
The node should highlight and make visible this concentration
of civic activities and emphasize that this is a critical
crossroads connecting the north and south City Center areas.
Build on the wayfinding program (discussed in 1.1) to direct people to the civic
activities in this node. Consider using landscaping, water features, or artwork to
highlight the entries to the civic activities, such as
Lighting the Bridge, as referenced in the Arts and Culture
Master Plan. Incorporate the greenway/promenade
concept (discussed in 8.3) into this activity node.
Coordinate with the transportation improvements
(discussed in 6.5 – 6.7) to improve access and circulation
for pedestrians, bicyclists, and vehicles to this node.
3.1.1: Complete a conceptual plan for the civic
node.
Additional Details: A coordinated plan should be
developed to incorporate opportunities at the civic node,
including the Tri-Park Master Plan, transportation plans,
Museum Master Plan, and the greenway/promenade
along N 1st Street and the Cedar River.
Responsible Party: Lead: Planning, Community
Services; Support: Economic Development
Resources: $$
Public Involvement: Ensure that the public reviews the
plan and provides feedback.
Timeframe: Short-term.
Civic node (top) and KCLS Main Renton
library (below).
Plan Elements – Economic and Community Development
City Center Community Plan 45
3.1.2: Implement the Tri-Park Master Plan.
Additional Details: The City should continue to pursue opportunities to
implement the Tri-Park Master Plan. The goal is to unify the Tri-Park area,
which includes Liberty Park, Cedar River Park, and the NARCO Property,
with better circulation, wayfinding, and coordinated amenities. Currently,
implementation is dependent on WSDOT improvements to I-405
(discussed in 5.1).
Coordinate the implementation of the Tri-Park Master Plan with the
improvements to the greenway/promenade (discussed in 8.3), other
greenspace improvements in the City Center (discussed in 8.4), and
the transportation improvements in this area (discussed in 6.5-6.7).
Responsible Party: Lead: Community Services; Support:
Transportation, Economic Development, Planning,
Resources: $$$
Public Involvement: Not needed in this phase
Timeframe: Long-term. Dependent on WSDOT.
Tri-Park site plan.
Chapter 4
46 City of Renton
3.2 Ensure that the KCLS Main Renton Library building remains in
public use even if the Main Library relocates in the future.
Work with the King County Library System to better understand the long term
plans for the Main Library. If there is a plan to relocate the Library in the future,
the City should pursue other opportunities for this unique building that would
keep it in public use to continue to be a civic amenity in Downtown.
3.2.1: Work with KCLS to ensure that plans for the future of Main Renton
Library building remains in public use.
Additional Details: As a part of the plan in 3.1.1 above, consider the
future of the KCLS Main Renton Library building. Consider creating an
environmental or arts and cultural center at this location if the library
relocates.
Responsible Party: Lead: Economic Development; Support:
Community Services, Planning
Resources: $
Public Involvement: Not needed in this phase.
Timeframe: On-going.
Goal 3 Summary:
Improve access, circulation, and visibility of the concentration of civic
activities including Liberty Park, the King County Library System (KCLS) Main
Renton Library, the Renton History Museum, and Cedar River to create a
dynamic civic activity node in Downtown.
3.1 Coordinate Liberty Park, the KCLS Main Renton Library, the Renton History Museum, the
Cedar River, and the proposed greenway/promenade as a key activity node for the City
Center. The node should highlight and make visible this concentration of civic activities
and emphasize that this is a critical crossroads connecting the north and south City
Center areas.
3.2 Ensure that the KCLS Main Renton Library building remains in public use even if the
Main Library relocates in the future.
Plan Elements – Economic and Community Development
City Center Community Plan 47
Goal 4:
Protect and enhance the residential neighborhoods in
the City Center.
4.1 Ensure the housing stock is maintained and codes are enforced
in residential areas.
The City should work with landlords and other property owners to identify tools to
incentivize housing stock improvement. The City should also consider including
single-family home rentals in the nuisance ordinance to ensure landlords are
enforcing lease agreements and maintaining their properties.
4.1.1: Implement a property maintenance ordinance in the residential
areas of the City Center.
Additional Details: The City will need to build upon existing code
enforcement to create an ordinance focused on property maintenance.
Once the ordinance is adopted, the City will need to continue to enforce
the ordinance.
Responsible Party: Lead: Development Services, Planning; Support:
Community Services, City Attorney
Resources: $ - $$; Includes writing, adopting, and enforcing the ordinance
Public Involvement: Work with residents and neighborhood groups in
developing the ordinance. Educate residents about how to report problems.
Timeframe: Short-term to adopt the ordinance and on-going to enforce
the ordinance.
4.1.2: Develop self-help guides to assist property owners with
maintenance.
Additional Details: Self-help “how-to” guides could be developed, such
as how to: improve energy efficiency, hire a contractor, or apply for a
building/electrical/ plumbing permit. These guides would help property
owners make improvements to properties in the City Center.
Responsible Party: Lead: Planning, Development Services; Support:
Community Services
Resources: $ - $$; Includes developing guides.
Public Involvement: Work with residents and neighborhood groups in
developing the guides to ensure the right topics are addressed.
Timeframe: Short-term to develop the guides and on-going to provide
assistance.
Chapter 4
48 City of Renton
Plan Elements – Economic and Community Development
City Center Community Plan 49
4.1.3: Pursue the possibility of establishing a bank-operated low-interest
loan program to help initiate building improvements.
Additional Details: The City should work with local banks to encourage
development of a low-interest loan program.
Responsible Party: Lead: Economic Development; Support: Planning,
Community Services
Resources: $$$
Public Involvement: Work with banks to establish a program. If a
program is established, work with property owners and businesses to
promote the program.
Timeframe: Short-term, begin coordination with banks. Dependent on
bank participation.
4.2 Ensure that the single-family area of the South Renton
neighborhood remains cohesive and intact.
The South Renton neighborhood is currently zoned for high-density multi-
family, but there are areas of strong, cohesive single-family neighborhoods that
should be preserved. Rezoning this area to single-family zoning may help spur
reinvestment in this area by removing some of the uncertainty single-family
homeowners may have based on potential development that could occur in
their neighborhood. It may also lessen property speculation that may be
occurring.
4.2.1: Consider rezoning the intact, single-
family area of the South Renton
neighborhood.
Additional Details: Work with residents
and property owners to determine the
most appropriate boundaries for zoning
changes.
Responsible Party: Lead: Planning;
Support: Community Services
Resources: $
Public Involvement: Continue to work with
residents, businesses, and property
owners.
Timeframe: Short-term.
Working with neighborhood residents, the
City should consider rezoning portions of the
South Renton neighborhood.
Chapter 4
50 City of Renton
4.3 Enhance measures (such as setbacks, buffers, landscape
screening, and height restrictions) to protect edges of single-
family areas from adjacent development.
These measures can be incorporated into existing design standards or new
design standards/guidelines can be developed to address the transition areas
between commercial and multifamily development and single-family residential
areas.
4.3.1: Protect edges of single-family areas by improving design
standards for the transition areas between zones.
See 1.1.1: Update existing design standards for the City Center to
ensure new development will fulfill the vision. Analyze the areas where
higher intensity zones are adjacent to single-family zones to determine
the most appropriate design standards to lessen the impact on single-
family homes.
Regulations should be established to protect adjacent residences from the impacts of new development.
Plan Elements – Economic and Community Development
City Center Community Plan 51
4.4 Implement the City’s Urban Forestry Plan by initiating a street
tree planting program in the residential neighborhoods to
increase canopy cover, improving the streetscapes, and
promoting community building.
Work with community groups to establish goals and priorities for a street tree
planting program. The City could coordinate with local non-profit organizations
or local nurseries to secure appropriate trees for distribution. The City should
establish street tree planting guidelines and training for community groups.
4.4.1: Initiate a street tree planting program in the residential
neighborhoods.
Additional Details: The City should establish street tree planting
guidelines that include tree types, tree spacing, and tips for planting.
Training should also be provided for community groups. The
guidelines should coordinate with the street tree standards in the urban
design standards for the public realm (discussed in 1.1.2).
Responsible Party: Lead: Community Services; Support: Planning
Resources: $$ to establish program, does not include funding to
provide trees.
Public Involvement: Work with residents and community groups to
establish the tree planting program.
Timeframe: Mid-term. Dependent on community participation.
4.4.2: Implement the City’s Urban Forestry Plan.
Additional Details: Implementation of the Urban Forestry Plan will work
to increase canopy cover throughout the City Center, improve
streetscapes with street trees, and promote community building with
volunteer activities. It will also help to improve air quality and mitigate
the effects of greenhouse gas emissions.
Responsible Party: Lead: Community
Services; Support: Planning
Resources: $-$$$
Public Involvement: Work with community
members and businesses to implement
the Urban Forestry Plan.
Timeframe: Mid-term.
Volunteer efforts can play an important part in
neighborhood improvement.
Chapter 4
52 City of Renton
4.5 Increase neighborhood amenities, including neighborhood
gardens, greenspaces, and public art.
Work with community members to identify and prioritize the needs and desires
of the neighborhoods and develop strategies to provide new or improved
neighborhood amenities, especially those that increase the amount of
greenspace in the City Center. Perform a needs assessment in each
neighborhood and compare the available amenities to those amenities in other
communities.
4.5.1: Perform a needs assessment for public amenities in each
neighborhood.
Additional Details: Use the needs assessment to identify and prioritize
the needs and desires of the neighborhoods. Use the priorities to
create an implementation and funding schedule. Consider emergency
preparedness and potential locations for public art in the needs
assessment.
Responsible Party: Lead: Community Services; Support: Planning,
Fire & Emergency Management, Economic Development
Resources: $$
Public Involvement: Work with residents and
neighborhood groups to perform needs assessment.
Timeframe: Mid-term.
Examples of existing neighborhood
amenities.
Plan Elements – Economic and Community Development
City Center Community Plan 53
4.6 Improve residential streetscapes with
landscaping, street trees, and sidewalks.
The City should seek opportunities to increase the
amount of greenspace in the City Center by
utilizing planting strip areas between the sidewalk
and street. Improving landscape strip areas helps
to improve the aesthetics of the streetscapes and
helps filter stormwater drainage. Sidewalks help
to improve the pedestrian experience and safety
for all users including the elderly, disabled, and
children. New development will be required to
use the City’s complete streets standards.
4.6.1: Incorporate residential streetscape
improvements in the urban design
standards for the public realm.
Additional Details: The residential
streetscape standards should be included
in the urban design standards for the
public realm (discussed in 1.1.2). The
standards should coordinate with the
City’s complete streets standards.
Because the single-family residential
areas are unlikely to redevelop, the City
and community groups should work
together to pursue opportunities for
streetscape improvements that do not rely on redevelopment.
See also 4.4.1: Initiate a street tree planting program in the residential
neighborhoods.
Responsible Party: Lead: Planning; Support: Transportation,
Community Services, Utilities, Economic Development, Fire &
Emergency Services
Resources: $$
Public Involvement: Work with residential neighborhoods as a part of
the larger urban design standards updates (discussed in 1.1.2).
Timeframe: Mid-term.
Street trees can help improve the visual
appeal of residential streets.
Chapter 4
54 City of Renton
4.7 Work to keep trucks off residential streets.
Coordinate with Renton Police to ensure truck routes are enforced and that
trucks are kept off of residential streets. In addition, design residential streets
so that they are not conducive or attractive for trucks.
4.7.1: Sign and enforce truck routes.
Additional Details: Ensure that through truck traffic is staying on
designated truck routes and off of residential, non-arterial streets.
Responsible Party: Lead: Police; Support: Transportation, Fire &
Emergency Services
Resources: $
Public Involvement: None
Timeframe: On-going
4.7.2: Continue to improve truck routing in the City Center.
Additional Details: Ensure that trucks can get to the businesses they
need to serve with as little impact on residential streets as possible.
Responsible Party: Lead: Police; Support: Fire & Emergency
Services, Economic Development, Transportation
Resources: $
Public Involvement: None.
Timeframe: On-going
4.7.3: Implement traffic awareness strategies on
residential streets (discussed in detail in 6.10).
City’s existing truck routes map.
Plan Elements – Economic and Community Development
City Center Community Plan 55
4.8 Ensure that the City Center is a place for families and a place
that recognizes the diversity of the community.
Work to ensure that the City Center provides the full range of services and
infrastructure that meets the needs of all members of the community and
recognizes its diversity. Support uses such as day care centers and consider
users of all ages and varied physical abilities in the development of parks and
open spaces.
Work with the Renton School District to ensure that long-range plans address
educational facilities within the City Center, especially for elementary school
aged children.
4.8.1: Continue to work with the Renton School District to ensure the
City Center is adequately served by school facilities.
Additional Details: As the City Center Community Plan is implemented
and the City Center continues to become a more attractive place to live
and raise a family, the City should monitor the number of children
within the City Center to ensure school facilities will be able to meet the
future demand.
Responsible Party: Lead: Planning, Renton School District
Resources: N/A
Public Involvement: Renton School District will involve the public.
Timeframe: On-going. Dependent on the Renton School District.
Renton High School is located within the City Center. The Renton School District should continue to
ensure the City Center is adequately served by school facilities
Chapter 4
56 City of Renton
4.8.2: Continue to provide the full range of human resource services to
meet the needs of all members of the community.
Additional Details: Ensure that adequate social services continue to
serve the diverse population in the City Center.
Responsible Party: Lead: Human Services; Support: Planning
Resources: $ - $$$
Public Involvement: Human Services Committee will be engaged.
Timeframe: On-going.
4.8.3: Ensure universal design techniques are utilized throughout the
City Center.
Additional Details: The City should ensure all physical infrastructure is
designed to be accessible to both the able-bodied and the physically
disabled.
Responsible Party: Lead: Planning
Resources: $ - $$$
Public Involvement: NA
Timeframe: On-going.
Community events, like this neighborhood
picnic, can help ensure the City Center is a
place for families and a place that recognizes
diversity.
Plan Elements – Economic and Community Development
City Center Community Plan 57
4.8.4: Continue to support and promote a diverse population in the City
Center.
Additional Details: The City Center has a diverse population in terms of
age, race, and abilities. This diversity helps make the City Center a
unique, attractive place to live. In order to help maintain this diversity,
the City needs to ensure housing is available to all income ranges, as
well as special needs populations. The City should continue to support
this diversity in all of its policies and actions.
Responsible Party: Lead: Executive; Support: All Departments
Resources: $-$$$
Public Involvement: NA
Timeframe: On-going.
Goal 4 Summary
Protect and enhance the residential neighborhoods in the City Center.
4.1 Ensure the housing stock is maintained and codes are enforced in residential areas.
4.2 Ensure that the single-family area of the South Renton neighborhood remains cohesive
and intact.
4.3 Enhance measures (such as setbacks, buffers, landscape screening, and height
restrictions) to protect edges of single-family areas from adjacent development.
4.4 Implement the City’s Urban Forestry Plan by initiating a street tree planting program in
the residential neighborhoods to increase canopy cover, improving the streetscapes, and
promoting community building.
4.5 Increase neighborhood amenities, including neighborhood gardens, greenspaces, and
public art.
4.6 Improve residential streetscapes with landscaping, street trees, and sidewalks.
4.7 Work to keep trucks off residential streets.
4.8 Ensure that the City Center is a place for families and a place that recognizes the
diversity of the community.
Chapter 4
58 City of Renton
Plan Elements – Transportation
City Center Community Plan 59
Transportation
Goal 5:
Provide better transportation connections for the full
range of transportation modes to improve access to
and from the City Center.
Sub-Goal: Focus through traffic on arterials and improve
freeway interchange connections.
Focusing through-traffic on I-405 and arterials will help reduce traffic impacts in the
heart of the City Center. Key actions to accomplish this goal include:
5.1 Support Washington State Department of Transportation
(WSDOT) efforts to encourage all regional through-traffic to I-
405 by improving and reconfiguring interchanges and adding
capacity.
WSDOT currently has plans to improve the I-405
interchanges with SR 169, N 8th Street, and Park
Avenue, as well as to add an HOV access ramp
at N 8th Street for BRT and carpools access.
WSDOT recently completed construction of a half-
diamond interchange consisting of an on-ramp
from Talbot Road (SR 515) to northbound I-405
and a southbound ramp from I-405 to Talbot
Road. The I-405 project also includes future
construction of a new half-diamond interchange
with a new on-ramp from Lind Avenue to
westbound I-405 and an off-ramp from eastbound
I-405 to Lind Avenue. These new interchanges
will be connected with a system of frontage roads.
These changes will improve access to I-405 and
should reduce traffic congestion in the City
Center. The WSDOT improvements also will add
capacity for regional through-traffic on I-405. The
long-term access to, and circulation within
Downtown, depend on these new connections to
I-405. Several other circulation improvements
within the City Center cannot be implemented
until these new connections are constructed.
Therefore, the City should continue to coordinate
with WSDOT on these projects and should Renton to Bellevue Project proposed
improvements.
Chapter 4
60 City of Renton
continue to support full buildout of the I-405 master plan to ensure that the best
interests of the City Center are being pursued. The City also should work with
the State Legislature and Federal agencies to ensure timely funding for these
regional transportation system improvements.
5.1.1: Continue to coordinate with WSDOT to ensure through-traffic
uses I-405.
Additional Details:
City staff should review specific plans to assure they understand
how the improvements fit with other elements of the City Center
Plan.
The City will need to monitor the state budget and transportation
funding processes/programs.
City could support/lobby for additional state transportation funding
and federal funding (stimulus, transit, etc) to support advancement
of these improvements.
Responsible Party: Lead: Transportation; Support: City Council,
Mayor, Economic Development
Resources: $$; Staff and elected official’s time
Public Involvement: None in the coordination phase.
Timeframe: Long-term. Dependent on WSDOT initiation.
5.2 Consider designating Logan Avenue as a state route for sub-
regional through-traffic within the City Center.
The City should pursue this strategy in order to remove through traffic from
streets that provide access and circulation within the residential and
commercial areas of the City Center.
It will be important for the City to engage property and business owners
regarding costs and benefits of the possibility of re-routing through-traffic to skirt
the City Center if Logan is designated a State Route. The City should also fully
implement the gateway and wayfinding program (discussed in 1.1.3 and 1.1.4)
to ensure that Downtown and other commercial areas are well identified from
Logan.
5.2.1: Prepare a study to evaluate alternatives for SR 900 through
Renton.
Additional Details:
The planning study should include:
Traffic analyses, economic assessment, funding analysis, and
public outreach.
Comparison of potential alternatives would likely include maintaining
existing designation, Logan Avenue, and potential others.
Summarize potential benefits/impacts of options; coordinate with
WSDOT to identify strategies and requirements and improvements
needed for re-designating SR 900 through Renton.
Plan Elements – Transportation
City Center Community Plan 61
See 1.1.4 for wayfinding program that should be incorporated into
study.
Responsible Party: Lead: Transportation; Support: Planning,
Economic Development
Resources: $$; Staff time and possible consultants
Public Involvement: Engage WSDOT, transit providers, businesses
and property owners, downtown merchants, and residents in the
process. Consider a survey of existing users and businesses of couplet
and Logan options/issues/concerns
Timeframe: Long-term. Dependent on coordination with WSDOT and
transit providers.
5.2.2: Implement initial improvements to support re-designating SR 900
through Renton.
Additional Details:
Define short- to mid-term improvements and phasing program.
Develop funding program for intersection/roadway improvements
that includes cost estimates and a funding strategy for each
improvement.
Incorporate improvements into Six-year Transportation
Improvement Program (TIP) and Transportation Element, traffic
analyses, economic assessment,
funding analysis, and public outreach.
Develop designs, cost estimates, and
construction program.
Acquire rights of way and
systematically construct
improvements. Comparison of
potential alternatives would likely
include maintaining existing
designation, Logan Avenue, and
potential others.
Responsible Party: Lead: Transportation;
Support: Planning, Economic
Development (Intergovernmental
Relations)
Resources: $$$$; Staff time and possible
consultants
Public Involvement: Engage WSDOT,
transit providers, residents, businesses
and property owners, and downtown
merchants.
Timeframe: Long-term. Dependent on
WSDOT and major funding.
Logan Avenue is relatively separated from
residential neighborhoods. Its relatively few
cross-streets make it a potentially efficient
through-traffic route.
Chapter 4
62 City of Renton
5.3 Investigate the potential for re-routing through truck traffic from
Park Avenue North.
The north part of the City Center is served by several other designated truck
routes, including Logan Avenue/Airport Way, N 8th, Houser Way N, and Sunset
Blvd. If the City does remove the truck route designation on Park Avenue N for
through trucks, then the City’s official truck route map should be updated and
through truck routes should be clearly signed by putting up signs that indicate
that these streets are no longer designated as truck routes. The City should
work with businesses that could potentially be impacted by this change. The
Police Department should increase the enforcement of these truck routes
(discussed in 4.7).
5.3.1: Study potential impacts and alternatives for changing truck route
designation on Park Ave N.
Additional Details:
Identify truck current and future users/demands including origins
and destinations. Alternatives should be identified to serve the
existing and future demands.
Modify the Comprehensive Plan Map to show changes; amend the
City code.
Install signs.
Responsible Party: Lead: Transportation; Support: Police, Economic
Development
Resources: $$; Staff time and/or consultants
Public Involvement: Work with truck users, businesses, and property
owners served by truck route.
Timeframe: Short-term.
Plan Elements – Transportation
City Center Community Plan 63
Sub-Goal: Explore transit options and prepare for
opportunities as they arise.
5.4 Work with appropriate agencies and departments to identify a
preferred route for a future Rapid Ride bus rapid transit and/or
light rail transit (LRT) line that would best serve the City Center.
Thoroughly analyze a preferred route for mass transit service.
5.4.1: Continue working with an inter-agency work group to define and
evaluate the Rapid Ride F-Line bus service.
Additional Details:
Continue to work with King County Metro on the design for F-line
(Burien to Renton) Rapid Ride in 2011.
Explore strategies for extending F-line through City Center to The
Landing.
Review Bel-Red corridor analyses prepared by/for City of Bellevue
related to transit strategies/recommendations.
Prepare a white paper to define opportunities, impacts and
benefits, and potential costs for rapid Ride, LRT or other transit
strategies for City Center.
Responsible Party: Lead: Transportation; Support: Planning
Resources: $; Staff time
Public Involvement: None at this stage; presentations to Planning
Commission and/or City Council on options/status.
Timeframe: Short-term. Dependent of coordination with King County
Metro.
King County METRO’s RapidRide F-Line.
Chapter 4
64 City of Renton
5.4.2: Explore the City’s transit options and establish a preferred
strategy/option for BRT, LRT, and other transit strategies for the
City, especially a possible extension north from Downtown
Renton.
Additional Details:
Conduct a formal study to determine the preferred route. The
study should include funding options and implementation
strategies.
Incorporate study recommendations for the preferred strategy for
BRT, LRT, and other transit strategies into the Comprehensive
Plan and other regional plans. This may also include land use
changes along the preferred route.
Review and approve development permits along preferred route to
preserve potential needs for rights-of-way and non-motorized
accessibility.
Responsible Party: Lead: Transportation; Support: Planning,
Community Services
Resources: $$$-$$$$; Staff and consultants
Public Involvement: Solicit feedback on transit concepts and options
from the community, businesses, and property owners.
Timeframe: Mid-term. Study is short-term due to F-line design moving
forward; implementation is longer-term. Dependent on coordination
with King County Metro and Sound Transit. Implementation will
depend on major funding.
Regional transportation options. (Photos from Seattle-PI and Sound Transit)
Plan Elements – Transportation
City Center Community Plan 65
5.5 Continue to pursue opportunities for a future water taxi to
connect Renton to other Lake Washington cities, such as
Bellevue, Kirkland, Mercer Island, and/or Seattle.
Pursue potential funding opportunities, partnerships with other agencies, and/or
relationships with private firms that may be interested in providing water taxi
service to and from the city.
5.5.1: Explore financial feasibility and operational needs for a water taxi
service, facility needs in Renton, and possible routes.
Additional Details: A water taxi service would be a component of a
complete regional transportation network and the water taxi terminal
would be part of a transit hub in the area.
Audit and summarize all previous studies related to a water taxi.
Use this information to develop a white paper on feasibility of a
water taxi. Include how the service ties into transit, land use, and a
potential parking garage.
Update Comprehensive Plan to incorporate study
recommendations for the water taxi service based on white paper
results. Also update regional, Sound Transit, and Metro plans with
the recommendations from the white paper.
Responsible Party: Lead: Economic Development (Intergovernmental
Relations); Support: Transportation, Planning, Community Services
Resources: $$; Staff time
Public Involvement: General public, business and property owners,
King County Metro, and Sound Transit, and possible private operators
as necessary.
Timeframe: Mid-term.
5.5.2: Implement recommendations for a Renton water taxi
Additional Details:
Develop potential agreement for operating water taxi with private or
public provider.
Fund, design, and construct needed dock or other facilities for water
taxi.
Responsible Party: Lead: Economic Development; Support:
Transportation, Planning, Legal, Community Services
Resources: $$$$
Public Involvement: Include the general public, residents, businesses
and property owners in planning process.
Timeframe: Mid-term. Dependent on agreement with a private or
public provider and on major funding.
Chapter 4
66 City of Renton
5.6 Encourage Sound Transit and/or Metro to build and operate a
public parking garage in The Landing/Coulon Park vicinity.
A parking garage at Park Avenue N and N 8th Street is part of the Sound
Transit Master Plan and part of WSDOT’s I-405 Master Plan and could be used
as a park-and-ride facility for future Rapid Ride or other BRT or LRT and for
commercial uses in the northern portion of the City Center. The City should
initiate a feasibility study to identify the ideal location for the garage based on
the location of transit lines, I-405 interchange improvements, a possible future
water taxi, and to support transit-oriented development. It will be important to
ensure that the potential garage be integrated into the built environment in a
manner that fosters the growth of the area as a destination rather than a point
of transfer. The Puget Sound Energy property near Coulon Park could also be
a potential location for a park-and-ride facility if the streetcar (discussed in 6.2),
or other transit system, extends to that location and the water taxi locates in
that area.
5.6.1: Conduct a feasibility study to determine the necessity for and
choose a location for a potential parking garage in the north end
of the City Center to support transit, water taxi, and other
transportation needs.
Additional Details:
The feasibility study should include:
Current and future parking demand in the general area
Identification of potential users
Analysis of access to transit services and facilities
Proximity to commercial areas, parks, and other supporting land
uses
Opportunities for transit-oriented development
Access to/from the freeway for users and transit
Pedestrian and bicycle access
Safety and operations
Potential funding opportunities
Responsible Party: Lead: Transportation; Support: Planning,
Community Services
Resources: $$$$; Staff time, probably a consultant team
Public Involvement: Engage property owners, transit providers,
businesses, property owners and neighborhood residents.
Timeframe: Long-term. Dependent on coordination with Sound Transit
and/or King County Metro and dependent on major funding.
Plan Elements – Transportation
City Center Community Plan 67
5.6.2: Work with Sound Transit and King County Metro to fund, design,
and construct the parking garage.
Additional Details:
Coordinate on grants or other funding programs.
City to review plans and issue permits.
Responsible Party: Lead: Transportation; Support: City Council,
Finance, Planning, Economic Development (Intergovernmental
Relations)
Resources: $$$$; Staff time; other agencies include King County
Metro and Sound Transit
Public Involvement: Work with transit agencies and involve public as
part of annual budget process.
Timeframe: Long-term. Dependent on coordination with Sound Transit
and/or King County Metro and dependent on major funding.
Goal 5 Summary
Provide better transportation connections for the full range of transportation
modes to improve access to and from the City Center.
Sub-Goal: Focus through traffic on arterials and improve freeway interchange
connections.
5.1 Support Washington State Department of Transportation (WSDOT) efforts to encourage
all regional through-traffic to I-405 by improving and reconfiguring interchanges and
adding capacity.
5.2 Consider designating Logan Avenue as a state route for sub-regional through-traffic
within the City Center.
5.3 Investigate the potential for re-routing through truck traffic from Park Avenue North.
Sub-Goal: Explore transit options and prepare for opportunities as they arise.
5.4 Work with appropriate agencies and departments to identify a preferred route for a future
Rapid Ride bus rapid transit and/or light rail transit (LRT) line that would best serve the
City Center.
5.5 Continue to pursue opportunities for a future water taxi to connect Renton to other Lake
Washington cities, such as Bellevue, Kirkland, Mercer Island, and/or Seattle.
5.6 Encourage Sound Transit and/or Metro to build and operate a public parking garage in
The Landing/Coulon Park vicinity.
Chapter 4
68 City of Renton
Goal 6:
Provide better connections between areas within the
City Center.
Sub-Goal: Establish Park Avenue N as a multi-modal
transportation corridor between Coulon Park and Burnett
Avenue S.
Park Avenue N should serve as a key north/south connection for travel within the
City Center, providing mobility and circulation for pedestrians, vehicles, and transit.
This would provide strong connections between Lake Washington, The Landing,
North Renton, Downtown, and South Renton. A variety of funding strategies should
be considered, such as a Local Improvement District (LID) or a Transportation
Benefit District (TBD), to help fund systematic improvements instead of incremental
improvements, as development occurs. The City could tie the funding strategy to the
potential increase in zoning capacity of Park Avenue N (discussed in 2.3.1). The City
should conduct an urban design study for Park Avenue N that combines the potential
rezone of this area with new design standards and guidelines (discussed in 1.1.1 and
2.3.1) and a street design study (in coordination with 1.1.2) to pursue the following
key strategies to implement the vision for Park Avenue N.
6.1 Improve Park Avenue N as a key pedestrian connection between
Coulon Park, The Landing, North Renton, Downtown, and South
Renton with sidewalks, landscaping, wayfinding, public art, and
other amenities.
In addition to ensuring the zoning and development standards along Park
Avenue N encourages pedestrian-oriented retail along Park Avenue N
(discussed in 2.3.1), improve the streetscape of Park Avenue N to create a
pedestrian-friendly environment that will provide a key pedestrian connection
between Downtown and Lake Washington. The City should develop a
streetscape design for Park Avenue N that will be consistent from Bronson
Way N all the way to Lake Washington. The streetscape design should include
wide sidewalks, consistent pedestrian-scaled lighting, street trees, wayfinding
signs, and a variety of other pedestrian amenities. These specific streetscape
standards should be coordinated with the public realm standards (discussed in
1.1.2).
Plan Elements – Transportation
City Center Community Plan 69
Chapter 4
70 City of Renton
6.1.1: Conduct a detailed design study for Park Ave N.
Additional Details:
Prepare design concepts, cost estimates, and funding program for
Park Avenue N corridor.
Define right-of-way needs and development requirements.
Establish funding strategy.
Adopt corridor plan and funding strategy.
Responsible Party: Lead: Transportation; Support: Planning,
Community Services, Economic Development
Resources: $$-$$$; City staff and consultants
Public Involvement: Engage the general public, residents, businesses,
and property owners in public meetings that may include design
charettes, open houses, or workshops. Consider creating a corridor
advisory committee.
Timeframe: Mid-term. Dependent on major funding.
6.1.2: Implement design for Park Ave N.
Additional Details:
Obtain funding to implement the Park Ave N design:
Incorporate into Capital Facilities Plan, Six-Year TIP, and annual
budget.
Establish a TBD or LID process/scope/assessments.
Pursue grants.
Design and Construct Park Ave N improvements
Prepare final design and engineering, right-of-way, phasing plans,
and traffic control plans.
Hire contractor.
Construct improvements.
Responsible Party: Lead: Transportation; Support: Economic
Development, Planning, Finance
Resources: $$$$; Staff time, consultants
Public Involvement: Engage the general public, residents, and
business and property owners in design charettes or workshops.
Perform scoping for environmental review requirements.
Timeframe: Long-term. Dependent on major funding.
Plan Elements – Transportation
City Center Community Plan 71
Chapter 4
72 City of Renton
6.2 Consider a streetcar/trolley line, with the first phase running
along Park Avenue N connecting Coulon Park, The Landing,
Downtown, and the Transit Center. Future phases should
connect the South Renton area, Grady Way, and the Sounder
station at Longacres.
A streetcar/trolley would be a permanent transit connection between the Transit
Center and Lake Washington. It would provide a clear, visible connection
between the areas of the City Center that are currently not well connected.
This permanent investment in transit could be a significant catalyst for new
private development along Park Avenue N and in the City Center as a whole.
The City should pursue this concept by initiating a feasibility study to better
understand the costs associated with building and running a streetcar. The
study could pursue various funding opportunities and look at different ways of
operating the line once it is built. A rubber wheeled trolley could be
considered as an interim step to a fixed rail trolley.
A transfer facility or transit center near Park Avenue N and N 8th Street would
provide transfer connections from the streetcar to express busses on I-405 via
the HOV access and potential BRT/LRT stops. This facility could be in
conjunction with the parking garage (discussed in 5.6) or could be a separate,
much smaller facility that would not require parking or significant infrastructure
investment.
Rendering of a streetcar on Park Avenue N.
Plan Elements – Transportation
City Center Community Plan 73
6.2.1: Conduct a feasibility study exploring the financial feasibility and
operational needs for a streetcar along Park Avenue N with
potential expansion in the future.
Additional Details:
The study should identify capital needs, operational needs and
options, funding opportunities, and ridership analyses.
Update Comprehensive Plan, Capital Facilities Plan, and TIP to
incorporate study recommendations for streetcar service.
Responsible Party: Lead: Transportation; Support: Planning,
Economic Development
Resources: $$; Staff time and possible consultant
Public Involvement: Include general public, residents, and business
and property owners in public process as part of the feasibility study to
help determine potential ridership.
Timeframe: Long-term.
6.2.2: Implement the recommendations from the streetcar feasibility
study.
Additional Details:
Develop potential agreement for operating streetcar with private or
public operator.
Fund, design, and construct needed facilities for streetcar.
Responsible Party: Lead: Transportation; Support: Planning, Legal,
Administration, Economic Development (Intergovernmental Relations)
Resources: $$$$; Staff time, legal, and consultants
Public Involvement: Possibly include the general public as part of City
Council review.
Timeframe: Long-term. Dependent on major funding and coordination
with a private or public operator.
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74 City of Renton
6.3 Pursue opportunities to extend Park Avenue N north of
Logan Avenue N to the waterfront to connect to Southport,
future development, potential future water taxi terminal, and
Coulon Park.
Providing an extension of Park Avenue N to Lake Washington will help
complete the linear spine of the City Center. The City should develop a
preferred alignment and concept for the new connection. The City should also
work with property owners and potential developers to ensure that the new
connection can be completed with a consistent streetscape to the rest of Park
Avenue N.
If a roadway extension proves infeasible in the near-term, the construction of
a pedestrian bridge that also serves as an iconic gateway to the City Center
should be explored.
6.3.1: Develop preliminary design concepts and implementation strategy
for Park Ave N extension.
Additional Details:
Preliminary design concept should build off of
ongoing studies and should include:
Roadway cross-section and intersection needs,
based on prior traffic analyses.
Summary of new and existing requirements for
private development to ensure adequate right-
of-way and a consistent streetscape design.
Development standards to support park access
and water taxi needs (coordinate with water taxi
white paper).
Options for alternative pedestrian bridge.
Implementation strategy to include:
Strategy to secure funding.
Detailed construction designs and phasing plan.
Responsible Party: Lead: Transportation; Support:
Economic Development, Planning, Community
Services
Resources: $$$$; Staff time, possible consultant
Public Involvement: Coordination with property
owners and potential developers.
Timeframe: Short-term. Implementation dependent
on coordination with property owners and potential
developers.
Pursue opportunities to extend Park Avenue
N. to the waterfront to connect to Southport,
future development, potential future water
taxi terminal, and Coulon Park.
Plan Elements – Transportation
City Center Community Plan 75
6.4 Provide connections that allow multiple circulation routes from
the Bronson/SR 169 area to the vicinity of The Landing.
As envisioned in this plan, Park Avenue will be a pedestrian, transit and local
vehicle access oriented street. Therefore, it is important to provide alternate
routes for through traffic not destined for a site within North Renton. It is
particularly important that not all traffic from northbound I-405 and westbound
SR 169 travelling to the north be directed along Park Avenue. The planned
interchange and frontage roads between SR 169 and Sunset Boulevard will
facilitate northbound traffic movement to the Sunset Boulevard interchange.
From there, vehicles can travel north on Houser or west on N 4th Street. In
general, the I-405 access improvements will reduce congestion in the
Bronson/SR 169 area which will facilitate local circulation and pedestrian
improvements. In the implementation of street improvements serving the new
interchanges, the City should ensure that through traffic is not necessarily
funneled onto Park Avenue N and that there are multiple north/south
connections.
6.4.1: Develop study to define recommended circulation plan with I 405
widening improvements in place.
Additional Details:
See also 5.1 ( I-405 project) and 5.2
(SR 900 re-designation)
Identify options
Evaluate based on:
Traffic circulation and operations
Property impacts / redevelopment
opportunities
Safety
Transit routing
Wayfinding
Pedestrian and bicycle circulation
Costs
Funding
Update Comprehensive Plan to
incorporate study recommendations
Responsible Party: Lead: Transportation;
Support: Planning
Resources: $$$$; Staff time and possible
consultant
Public Involvement: Engage the
community, businesses, property owners,
WSDOT, and transit agencies.
Timeframe: Long-term. Dependent on
WSDOT actions.
Provide connections from Bronson/SR 169 to
The Landing.
Chapter 4
76 City of Renton
Sub-Goal: Improve connectivity and mobility within the
City Center.
Throughout the public participation process, participants mentioned that the City
Center needs to be better connected and it needs to be easier to get from the
southern end of the City Center to Lake Washington. Currently, the existing street
grid can be confusing for people who are not familiar with the one-way streets and
the complex intersections. The City should pursue the following opportunities to
improve traffic circulation and safe vehicular movement, as well as improve
connectivity and safety for bicycles and pedestrians in the City Center.
6.5 Evaluate necessity and benefits of the one-way streets within
the City Center.
Williams Avenue and Wells Avenue:
Pursue changing one-way designations on Williams
Avenue and Wells Avenue to two-way streets to
improve north/south connectivity in the City Center.
This change could occur in the short term and
should not require major infrastructure changes.
These streets are both currently designated bicycle
routes. If the streets are converted to two-way, the
City should consider both north and south bicycle
routes on one of the streets instead of maintaining
the split route.
N 3rd Street and N 4th Street:
Pursue changing one-way designations on N 3rd
Street and N 4th Street to two-way streets. This
change will likely need to be tied to improvements
made to the I-405 interchange at Maple Valley
Highway (SR 169) and Sunset (SR 900). A
reconfigured two-way street system could provide
an excellent connection between the I-405
interchanges and the Park Avenue N corridor.
S 2nd Street and S 3rd Street:
In the long term, pursue changing one-way
designations on S 2nd and S 3rd Streets to two-way
streets to facilitate vehicular circulation and mobility.
This change could impact transit traffic patterns and
could be tied to changing the designation of SR 900
from Downtown to Logan Avenue/Airport Way. The
City should continue to work with property and
business owners on how to best study and evaluate
this option. The planned improvements at the I-405
interchanges with the Maple Valley Highway (SR
169) and Sunset Way (SR 900) should also be
studied in regard to this potential change.
One-way streets in the City Center.
Plan Elements – Transportation
City Center Community Plan 77
Main Avenue S and Mill Avenue S:
The planned WSDOT improvements of I-405 just south of the Cedar River
will result in the closure of Houser Way S, which currently serves
northbound traffic access to the I-405/SR 169 interchange. Closure of
Houser Way S and modification of the crossings of I-405 via S 3rd Street/Mill
Avenue S and at Renton Avenue S provides an opportunity to consider two-
way traffic on Main Avenue S between Bronson Way S and S 3rd Street. This
could improve local circulation within the Downtown area. Based on
WSDOT studies, converting Main Avenue S to two-way operation would
require property acquisition. The studies showed that the property
acquisition could come from the east side of the corridor. Alternatively, Main
Avenue S would be maintained as the southbound route, with northbound
traffic using Mill Avenue S one block to the east. The latter alternative could
reduce the potential needs for property acquisition. WSDOT’s studies
show that both options could provide adequate capacity. The City should
revisit and update the WSDOT studies and implement changes
concurrently with or following construction of the changes to I-405 and
closure of Houser Way S.
WSDOT study for Main Street.
Chapter 4
78 City of Renton
6.5.1: Conduct detailed traffic and circulation analyses for each one-way
corridor/ couplet and select preferred action.
Additional Details:
Evaluate transportation circulation options, traffic operations, land
use, safety, costs, and public support
Select preferred action for each couplet and update
Comprehensive Plan, Capital Facilities Plan and TIP
Establish funding, timing, and implementation strategy
Responsible Party: Lead: Transportation; Support: Community
Services, Planning, Economic Development
Resources: $$$$; Staff time and possible consultants
Public Involvement: Engage property owners, residents, business
owners, and the general public in public meetings and focus groups.
Timeframe: Phased – select priorities and conduct studies
sequentially.
6.6 Prioritize improvements to vehicular and pedestrian safety,
connectivity, and traffic flow at the following key intersections:
Airport Way S and Logan Avenue N.
Evaluate opportunities to upgrade this intersection to improve traffic safety,
pedestrian connectivity, and aesthetically enhance this important gateway
to the Downtown.
S 2nd Street, Bronson Way N, and Main Avenue S.
Evaluate opportunities to upgrade this intersection to improve traffic flow.
This intersection improvement needs to be tied to the decision for
converting S 2nd Street/S 3rd Street and Main Avenue S/Mill Avenue S to
two way operations (discussed in 6.5).
SW Langston, SR 900, and Hardie Avenue SW.
Create a four-legged intersection by evaluating the possibility of realigning
SW Langston.
Plan Elements – Transportation
City Center Community Plan 79
6.6.1: Conduct operations and safety evaluation to define
recommendations for each key intersection.
Additional Details:
Operations and safety evaluation to include:
Traffic volumes and forecasts
Traffic safety/collision analyses
Pedestrian needs/safety
Costs/ impacts/feasibility
Incorporate recommendations in Comprehensive Plan, Capital
Facilities Plan and TIP, as needed
Responsible Party: Lead: Transportation; Support: Planning,
Economic Development (Intergovernmental Relations)
Resources: $$$$; Staff time, possible consultant
Public Involvement: Present analyses,
alternatives and recommendations to the
public and solicit feedback at public open
houses.
Timeframe: Short-term. Dependent on
major funding.
6.6.2: Design, fund and construct
intersection improvements.
Additional Details:
Obtain funding to implement the
intersection improvements:
Incorporate into Capital Facilities Plan,
Six-Year TIP, and annual budget
Establish funding (impact fees, other)
Pursue grants
Design and construct intersection
improvements
Prepare final design and engineering,
right-of-way, phasing plans, traffic
control plans
Hire contractor
Construct improvements
Responsible Party: Lead: Transportation;
Support: Economic Development
(Intergovernmental Relations)
Resources: $$$$; Staff time, possible
consultant; funding for construction.
Public Involvement: Solicit input on
design concepts from the residents,
businesses, and property owners and
provide public information for construction.
Intersection o f Airport and Logan.
Intersection of Bronson and Main.
Intersection of Langston and Hardie.
Chapter 4
80 City of Renton
Timeframe: Following 6.6.1 for each location and as funding is
available.
6.7 Improve streets, intersections, and wayfinding at the key civic
node located at Bronson Way N, Park Avenue N, N 1st Street, N
Riverside Drive, Houser Way S to enhance multi-modal
circulation.
The City should pursue opportunities to make street and intersection
improvements that would improve circulation at this key node (including the
intersection at N 1st Street, Park Avenue N, and Bronson Way N). The City’s
complete streets standards should be incorporated into all improvements. The
City should prepare conceptual designs and traffic studies to evaluate closing
of N 1st Street and realigning Park Avenue N to intersect Bronson Way at
closer to a 90 degree angle. Access to adjacent properties needs to be
facilitated. Pedestrian crossings from the park and civic node to Park Avenue N
and to the trail along the Cedar River also should be enhanced.
All improvements should be coordinated with the improvements to the civic
amenities (discussed in 3.1 and 3.2). Improvements at this intersection should
also be coordinated with the closure of Houser Way S which is part of the I-405
improvements just south of the Cedar River.
6.7.1: Conduct design, operations, and safety evaluations to define
recommendations for the Civic Node.
Additional Details:
Conduct preliminary planning study as a part of this Community
Plan.
Operations and safety evaluation to include:
Traffic volumes and forecasts
Traffic safety/collision analyses
Pedestrian needs/safety
Costs/ impacts/feasibility
Incorporate recommendations in Comprehensive Plan, Capital
Facilities Plan and TIP, as needed,
Responsible Party: Lead: Transportation; Support: Community
Services, Economic Development (Intergovernmental Relations)
Resources: $$$$; Staff time, possible consultant
Public Involvement: Present analyses, alternatives, and
recommendations at public open houses for feedback. Engage the
general public, residents, businesses, and property owners.
Timeframe: Mid-term. Dependent on major funding.
Plan Elements – Transportation
City Center Community Plan 81
6.7.2: Design, fund and construct intersection improvements at the Civic
Node.
Additional Details:
Obtain funding to implement the intersection improvements:
Incorporate into Capital Facilities Plan, Six-Year TIP, and annual
budget
Establish funding (impact fees, other)
Pursue grants
Design and construct intersection improvements
Prepare final design and engineering, right-of-way, phasing plans,
traffic control plans
Hire contractor
Construct improvements
Responsible Party: Lead: Transportation, Economic Development
(Intergovernmental Relations); Support: Community Services
Resources: $$$$; Staff time, possible consultant; funding for
construction
Public Involvement: Solicit public input from the general public,
residents, and business and property owners on design concepts and
provide public information for construction.
Timeframe: Following 6.7.1 as funding is available.
Improve streets, intersections, and wayfinding at the key civic node located at Bronson Way N, Park
Avenue N, N 1st Street, N Riverside Drive, Houser Way S.
Chapter 4
82 City of Renton
6.8 Consider a ‘road diet’ on Rainier Avenue N between the City’s
northern boundary and N Airport Way, which would reduce the
right-of-way dedicated to vehicular traffic and provide right-of-
way space for an enhanced multi-use path for the Lake
Washington Loop Trail.
The City should consider a roadway configuration that would add a multi-use trail
along Rainier Avenue N, improving bicycle connections from the west side of Lake
Washington.
Coordinate with King County’s plans and configuration for Rainier to plan for
possible annexation of the West Hill.
6.8.1: Conduct analyses of operations, safety, and non-motorized needs
evaluation to define recommendations for Rainier Ave N.
Additional Details:
Alternatives analysis to include:
Traffic volumes and forecasts
Traffic safety/collision analyses
Pedestrian/bicycle needs/safety / separate trail
Costs/impacts/feasibility
Incorporate recommendations in Comprehensive Plan and TIP, as
needed
Responsible Party: Lead: Transportation
Resources: $$; Staff time, possible consultant
Public Involvement: Present analyses, alternatives, and
recommendations at public open houses for feedback. Engage the
general public, residents, businesses, and property owners.
Timeframe: Short- to mid-term
An example of a road diet could work on Rainier Ave N.
Plan Elements – Transportation
City Center Community Plan 83
6.8.2: Design, fund and construct improvements on Rainier Ave N.
Additional Details:
Obtain funding to implement the improvements:
Update into Capital Facilities Plan, Six-Year TIP, and annual
budget
Establish funding
Pursue grants
Design and construct intersection improvements
Prepare final design and engineering, right-of-way, phasing plans,
traffic control plans
Hire contractor
Construct improvements
Responsible Party: Lead: Transportation, Economic Development
(Intergovernmental Relations)
Resources: $$$$; Staff time; possible consultant; funding for
construction
Public Involvement: Present design concepts to public for feedback
and provide construction information. Engage the general public,
residents, businesses, and property owners.
Timeframe: Following 6.8.1 – Mid to long-
term. Dependent on major funding.
Rainier Avenue N could benefit from a road
diet.
Chapter 4
84 City of Renton
6.9 Consider the enhancement of S/SW 7th Street between Rainier
Avenue S and Talbot Road S, with bus access improvements, an
improved intersection at Talbot Road S, neighborhood traffic
calming, and a separated bicycle trail.
King County Metro is considering improvements and route changes involving
SW 7th Street to facilitate bus circulation and potentially accommodate a new
Bus Rapid Transit (BRT) route. The intersection of S 7th Street and Talbot
Road S warrants a signal but is not well configured for one. The City Bicycle
Plan identifies S/SW 7th Street as an alignment for a future regional bicycle
trail. Finally, S 7th Street is the southern edge of the South Renton
neighborhood and the community will want to ensure that any improvements to
that street enhances the neighborhood edge and does not result in increased
traffic or encroachment into the area. Given this spectrum of objectives, there
is increasing impetus for a street improvement project. The City should explore
opportunities for a multi-objective project, perhaps with intersection and lane
improvements with a separated bikeway/greenway on the north side and traffic
calming measures that would discourage cut through traffic.
6.9.1: Complete analyses and document recommended concept for
improvements for S/SW 7th Street between Rainier Avenue S and
Talbot Road S
Additional Details:
Study to include:
Traffic volumes and forecasts
Traffic safety / collision analyses
Transit needs
Pedestrian/ bicycle needs/ safety
Costs/ impacts/ feasibility
Incorporate recommendations in Comprehensive Plan and TIP, as
needed
Responsible Party: Lead: Transportation; Support: Planning, King
County Metro, Community Services
Resources: $$; Staff time, King County Metro; possible
consultant
Public Involvement: Engage property owners,
businesses, residents, and other stakeholders.
Timeframe: Short- to mid-term. Dependent on
coordination with King County Metro.
S 7th Street between Rainier Avenue S and
Talbot Road S.
Plan Elements – Transportation
City Center Community Plan 85
6.9.2: Design, fund and construct improvements on S/SW 7th Street
between Rainier Avenue S and Talbot Road S.
Additional Details:
Obtain funding to implement the improvements:
Update into Capital Facilities Plan, Six-Year TIP, and annual
budget
Establish funding
King County Metro
Pursue grants
Design and construct intersection improvements
Prepare final design and engineering, right-of-way, phasing plans,
traffic control plans
Hire contractor
Construct improvements
Responsible Party: Lead: Transportation; Support: Planning, King
County Metro, Economic Development (Intergovernmental Relations)
Resources: $$$$; Staff time; possible consultant; funding for
construction
Public Involvement: Present design concepts to public for feedback
and provide construction information. Engage residents, businesses,
and property owners.
Timeframe: Mid-term, following 6.9.1.
6.10 Initiate a traffic awareness program for
residential streets.
A traffic awareness program would help residents
and the City understand what the key traffic
issues are and would help improve safety for
pedestrians and vehicles on residential streets.
6.10.1: Develop a City-wide traffic awareness
program.
Additional Details: Develop a City-wide
traffic awareness program to better
understand the specific traffic issues on
residential streets. Traffic awareness will
help the City and residents understand if
the issues are related to speeding, traffic
volume, cut-through traffic, or other
possible issues. Once the key issues are
understood, the City can work with
neighborhood groups to identify strategies
to help calm traffic. Coordinate with
public safety officials to ensure the
techniques are compatible with providing
emergency services. Create a program in
Examples of traffic-calming techniques.
Chapter 4
86 City of Renton
which neighborhoods can apply to the City for the traffic awareness
program and traffic calming measures.
Responsible Party: Lead: Transportation; Support: Fire & Emergency
Services
Resources: $$
Public Involvement: Work with residents and the general public.
Timeframe: On-going.
6.11 Continue to improve the overall safety and connections for
bicyclists within the City Center.
Bike connections to future BRT/LRT stops, as well as to current and future park
and ride lots should be provided. The City should ensure that the City’s Bike
and Trails Master Plan is consistent with future plans for BRT and LRT stops.
The City should also continue to implement the goals and strategies set forth in
the City’s Trails and Bicycle Master Plan and the Lake-to-Sound Trail Study.
6.11.1: Establish priority for bicycle improvements consistent with the
Trails and Bicycle Master Plan within City Center subarea
Additional Details:
Define priority criteria such as connectivity, safety,
and costs. Prepare a matrix of projects versus
criteria that ranks each project. Use this ranking to
prioritize projects.
Incorporate recommendations in Comp Plan and
TIP, as needed
Responsible Party: Lead: Transportation; Support:
Planning, Community Services
Resources: $; Staff time
Public Involvement: Engage public through existing
forums. Possibly meet with key stakeholders.
Timeframe: Short-term to establish project priorities.
City’s existing Trails and Bicycle Master Plan.
Plan Elements – Transportation
City Center Community Plan 87
Goal 6 Summary:
Provide better connections between areas within the City Center.
Sub-Goal: Establish Park Avenue N as a multi-modal transportation corridor
between Coulon Park and Burnett Avenue S.
6.1 Improve Park Avenue N as a key pedestrian connection between Coulon Park, The
Landing, North Renton, Downtown, and South Renton with sidewalks, landscaping,
wayfinding, public art, and other amenities.
6.2 Consider a streetcar/trolley line, with the first phase running along Park Avenue N
connecting Coulon Park, The Landing, Downtown, and the Transit Center. Future
phases should connect the South Renton area, Grady Way, and the Sounder station at
Longacres.
6.3 Pursue opportunities to extend Park Avenue N north of Logan Avenue N to the
waterfront to connect to Southport, future development, potential future water taxi
terminal, and Coulon Park.
6.4 Provide connections that allow multiple circulation routes from the Bronson/SR169 area
to the vicinity of The Landing.
Sub-Goal: Improve connectivity and mobility within the City Center.
6.5 Evaluate necessity and benefits of the one-way streets within the City Center.
6.6 Prioritize improvements to vehicular and pedestrian safety, connectivity, and traffic flow at
the following key intersections:
6.7 Improve streets, intersections, and wayfinding at the key civic node located at Bronson
Way N, Park Avenue N, N 1st Street, N Riverside Drive, Houser Way S to enhance multi-
modal circulation.
6.8 Consider a ‘road diet’ on Rainier Avenue N between the City’s northern boundary and N
Airport Way, which would reduce the right-of-way dedicated to vehicular traffic and
provide right-of-way space for an enhanced multi-use path for the Lake Washington Loop
Trail.
6.9 Consider the enhancement of S/SW 7th Street between Rainier Avenue S and Talbot
Road S, with bus access improvements, an improved intersection at Talbot Road S,
neighborhood traffic calming, and a separated bicycle trail.
6.10 Initiate a traffic awareness program on residential streets.
6.11 Continue to improve the overall safety and connections for bicyclists within the City
Center.
Chapter 4
88 City of Renton
Plan Elements – Parks, Open Space, and Recreation
City Center Community Plan 89
Parks, Open Space, and Recreation
Goal 7:
Promote and pursue the expansion of, and improve
access to, regional recreational trails in the City Center,
and build on these key connections as an economic
development strategy.
7.1 Continue to increase bike connections within the City Center
and work to provide a trail connection between the Green River,
Cedar River, and East Lake Washington Trails and implement
over time.
Build upon the work done in the City’s May 2009 Trails and Bicycle Master Plan
and the February 2009 Lake-to-Sound Trail Study to create coordinated bike
connections throughout the City Center and to regional trail facilities. A
separated trail between the Green River, Cedar River, and East Lake
Washington Trails would make Renton’s City Center the hub of Puget Sound
regional trails and bring hundreds of thousands of cyclists through the City
Center each year.
7.1.1: Continue to work with BNSF, King County, the Port of Seattle, and
The Boeing Company to ensure the BNSF corridor is preserved
and eventually converted to a rail and trail corridor.
Additional Details: The City should continue to work to implement the
strategies set forth in the Lake-to-Sound Trail Feasibility Study. In the
near term, the rail corridor within the City Center area is needed for use
by The Boeing Company. Opportunities to enhance the corridor may
be sought, but should not interfere with Boeing’s usage. The City
should continue to work with BNSF, King County, Port of Seattle and
rail users to ensure that the corridor is preserved and can eventually be
converted into a rail and trail corridor.
Responsible Party: Lead: Community Services, Transportation;
Support: Planning, Economic Development
Resources: $$$
Public Involvement: Primarily internal meetings with other public
agencies.
Timeframe: On-going, Long-term. Dependent on other public and
private agencies.
Chapter 4
90 City of Renton
7.1.2: Continue to work with the Port of Seattle and King County on
providing rail and trail access in the northern area of the City
Center, near Coulon Park and Lake Washington Blvd.
Additional Details: Working with the Port of Seattle and
King County, the City could continue to enhance the
bicycle connection to the East Lake Washington Trail.
Responsible Party: Lead: Community Services,
Transportation; Support: Planning, Economic
Development
Resources: $$$
Public Involvement: Primarily internal meetings with
other public agencies at this initial stage.
Timeframe: Mid-term. Dependent on Port of Seattle
and King County
7.1.3: Create a conceptual plan and implement a
streetscape design for a trail on Houser Way
from Burnett to I-405.
Additional Details: The City should pursue
interim steps to improve the connection
between the Green River, Cedar River, and
East Lake Washington Trails. Improving the
streetscape with bike facilities on Houser Way
would improve the bicycle connection in the
short-term.
Responsible Party: Lead: Community
Services; Support: Planning, Economic
Development (Intergovernmental Relations),
Transportation
Resources: $$$
Public Involvement: Engage residents,
businesses, and property owners to provide
feedback on the conceptual plan and
streetscape design.
Timeframe: Short-term.
7.1.4: Implement the City’s Trails and Bicycle
Master Plan.
See the Trails and Bicycle Master Plan for
specific implementation details.
BNSF corridor.
City’s Trails and Bicycle Master Plan.
Plan Elements – Parks, Open Space, and Recreation
City Center Community Plan 91
7.2 As a long-term goal, provide a
connection between the Cedar River and
Gene Coulon Memorial Beach Park.
7.2.1: Continue to work with key property
owners (The Boeing Company) to
pursue opportunities to provide a trail
connection between Coulon Park and
the Cedar River Trail.
Additional Details: This connection would
provide excellent public access to the
waterfront as well as provide a key bike
and pedestrian connection between the
Cedar River Trail and Coulon Park. The
City should continue to work and
coordinate with The Boeing Company on
possible implementation in the future.
Responsible Party: Lead: Community Services; Support:
Transportation, Planning, Economic Development
Resources: $$$$
Public Involvement: Key property owners.
Timeframe: Long-term. Dependent on actions of key property owners.
Goal 7 Summary:
Promote and pursue the expansion of, and improve access to, regional
recreational trails in the City Center, and build on these key connections as
an economic development strategy.
7.1 Continue to increase bike connections within the City Center and work to provide a trail
connection between the Green River, Cedar River, and East Lake Washington Trails and
implement over time.
7.2 As a long-term goal, provide a connection between the Cedar River and Gene Coulon
Memorial Beach Park.
Lake Washington shoreline at Coulon Park.
Chapter 4
92 City of Renton
Goal 8:
Protect, enhance, and improve public access to and
between the natural features in the City Center
including Lake Washington, the Cedar River, and its
many parks and open spaces.
8.1 Provide a natural shoreline on the Cedar River and Lake
Washington shorelines.
The City should coordinate with the Shoreline Master Program (SMP) and
planning done for the Water Resource Inventory Area (WRIA) to create a plan
for restoring the Cedar River shoreline that balances increasing the ecological
functions of the river while providing greater public access opportunities. The
plan should prioritize short-term and long-term actions. Similarly, for the Lake
Washington shoreline, the City should coordinate with the shoreline property
owners to implement the local SMP to create a plan for restoring the shoreline.
8.1.1: Create a plan for the Cedar River and the Lake Washington
shorelines that balances the goals of ecological restoration with
public access and community development.
Additional Details: Coordinate restoration planning efforts with the
restoration plan in the City’s SMP.
Responsible Party: Lead: Surface Water, Community Services;
Support: Planning, Economic Development
Resources: $$
Public Involvement: Engage the general public and property owners in
public workshops and open houses. Work with neighborhood groups
and shoreline property owners in targeted meetings to develop the plan.
Timeframe: Mid- to long-term. Dependent on coordination with private
property owners.
Aerial view of the Lake Washington shoreline.
Plan Elements – Parks, Open Space, and Recreation
City Center Community Plan 93
8.2 Improve the Cedar River Trail with
additional access trails, lights, public
art, and amenities.
The Cedar River Trail is a very important
community amenity, but many participants at the
public meetings noted that the trail could be
improved to increase the number of people who
use the trail and improve the overall safety of the
trail. Pedestrian-scaled lights along the trail could
help improve safety and increase the number of
people who use the trail, especially in the darker
winter months.
Walkways that connect parking and activity areas
should have improved lighting. Priority walkways
are the access road that extends beyond the City
Center planning area from Liberty Park to Renton
Community Center (RCC) and the pedestrian
walkway from RCC to the off-leash dog park. The
City should also consider increasing the number
of access points to the trail and expanding the trail
to the opposite side of the river.
8.2.1: Improve Cedar River Trail with
additional access points, lights, public
art, and amenities.
Additional Details: Improving this amenity
will increase the usability and safety of the
trail. CPTED techniques should be used.
Responsible Party: Lead: Community
Services; Support: Planning, Public
Works
Resources: $$$
Public Involvement: Work with the
general public, trail users, and residents to
identify key access points and desired
amenities.
Timeframe: Mid-term.
Cedar River Trail.
Chapter 4
94 City of Renton
8.3 Create a greenway/promenade along the Cedar River.
The greenway/promenade would provide additional greenspace for the City
Center, improve access to the Cedar River, and provide potential restoration
opportunities.
8.3.1: Complete an initial conceptual plan for a greenway/ promenade
along the Cedar River.
Additional Details: The City should complete a conceptual plan
greenway/promenade to naturalize the river corridor, improve
recreational opportunities, and increase greenspace. The conceptual
plan should balance the goals of naturalizing the river corridor,
improving recreational opportunities, increase greenspace, and
providing opportunities to experience the water. Permitting
requirements, maintainability, and costs will also be considerations in
the conceptual design development. The design of the
greenway/promenade should utilize existing publicly owned land and
existing right-of-way at North and South Riverside Drive as shared
roadways. It should also be coordinated with the planning and design
of the Civic Node area, which includes Liberty Park, the KCLS Main
Renton Library, the Renton History Museum, and the Cedar River
(discussed in 3.1), as well as, the Parks, Recreation, and Natural Areas
Plan. The City shall not utilize eminent domain in the furtherance of this
policy.
Responsible Party: Lead: Planning; Support: Community Services,
Transportation
Resources: $
Public Involvement: This initial phase would not involve a great deal of
public engagement and would focus on gathering information for the
detailed design. The detailed design (discussed in 8.3.3) would involve
the public.
Timeframe: Short-term.
Artist rendering of what a potential
greenway/promenade could look like.
Artist rendering of what North and South Riverside Drive(s) could look like.
Plan Elements – Parks, Open Space, and Recreation
City Center Community Plan 95
8.3.2: Complete a detailed design and implementation strategy for the
greenway/promenade based on the conceptual design.
Additional Details: Further refine the conceptual plan with ecological
restoration goals, cost estimates, and implementation timelines. The
detailed plan should also explore opportunities for providing public
water access, connecting the pathway to the library, addressing safety,
and lighting concerns, integrating pedestrian and bicycle connections,
and ensuring properties at North and South Riverside Drive can be
accessed.
Responsible Party: Lead: Transportation; Support: Community
Services, Planning
Resources: $$$
Public Involvement: The community should be engaged in the design of
the greenway/promenade. The City should work closely with property
owners, business owners, and residents.
Chapter 4
96 City of Renton
8.4 Increase the amount of both passive and active recreational
greenspace in the City Center.
The City should seek opportunities to increase greenspace in the City Center.
Potential opportunities include extending Burnett Linear Park north to the
Cedar River and implementing the Tri-Park Master Plan (discussed in 3.1.2).
8.4.1: Initiate a plan to study the feasibility of extending Burnett Linear
Park from S 5th Street to Houser Way.
Additional Details: Currently, Burnett Linear Park extends from S 6th
Street to S 5th Street and provides valuable greenspace and a small
playground for the South Renton community. The City owns the area to
the north of S 5th Street, which is currently used as a parking lot. The
City should evaluate the parking demand in this area and determine if
there is enough parking capacity without the existing parking lot. If there
is enough parking capacity, the City should convert this area into a linear
park, extending Burnett Linear Park north from S 5th Street to Houser
Way. If parking capacity is a problem in this area, the City should
consider a combination of park space and parking areas.
Responsible Party: Lead: Community Services; Support:
Transportation, Planning, Economic Development (Intergovernmental
Relations)
Resources: $$
Public Involvement: Work with residents, businesses, and property
owners that use the existing parking lot.
Timeframe: Mid-term.
Burnett Linear Park currently provides
excellent neighborhood-scale green space
and a children’s playground.
Plan Elements – Parks, Open Space, and Recreation
City Center Community Plan 97
8.4.2: Create a conceptual plan to connect
Burnett Linear Park north to the Cedar
River.
Additional Details: The City should
develop a plan to purchase the BNSF
property between Burnett Place and
Burnett Avenue S and develop an
extension of Burnett Linear Park north of
S 2nd Street to connect to the Cedar
River.
Responsible Party: Lead: Community
Services; Support: Planning, Economic
Development (Intergovernmental
Relations)
Resources: $$$
Public Involvement. Work with residents, neighborhood groups,
property owners and the nearby business community to solicit
feedback on the conceptual plan.
Timeframe: Mid-term.
Goal 8 Summary
Protect, enhance, and improve public access to and between the natural
features in the City Center including Lake Washington, the Cedar River, and
its many parks and open spaces.
8.1 Provide a natural shoreline on the Cedar River and Lake Washington shorelines.
8.2 Improve the Cedar River Trail with additional access trails, lights, public art, and
amenities; and as a long-term goal, expand the trail to the opposite side of the river.
Burnett Linear Park currently ends at S 5th
Street.
Chapter 4
98 City of Renton
This page intentionally left blank.
City Center Community Plan 99
5. Action Strategy
While many of the goals, policies, and implementation strategies laid out in this
community plan may take longer to implement than the 20-year horizon for this plan
and will require additional city resources that currently do not exist, the purpose of
this plan is to lay the framework for City actions to create a vibrant City Center. The
implementation table on the following pages lists the strategies, who is responsible
for implementing each strategy, the resources required, and the time-frame to
implement the action. This condensed list can be used by the City and community
members to track the progress of this community plan.
View of downtown Renton.
Chapter 5
100 City of Renton
Implementation Chart
Resources: $: $0 - $10,000; $$: $10,000 - $50,000; $$$: $50,000 - $100,000; $$$$: $100,000 – up
Stakeholders: General Public; Residents; Business stakeholders; Property owners; Other Public Agency
Timeframe: Short-term: 1-3 yrs; Mid-term: 4-10 yrs; Long-term: 10-20 yrs
Other Related Plans: CP: Comprehensive Plan; PP: Parks Plan; ED: Economic Development Strategy;
TIP: Transportation Improvement Plan; CIP: Capital Improvement Plan; RMC: Renton
Municipal Code; MMP: Museum Master Plan; A&C MP: Arts and Culture Master Plan; UFP:
Urban Forestry Plan
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans Economic and Community Development
1.1.1 Update existing design standards for
the City Center to ensure new
development will fulfill the vision.
Lead: Planning
Support: Economic
Development, Community
Services
$ Yes Residents,
Businesses,
Property owners
Short-
term
RMC
1.1.2 Create cohesive urban design
standards for the public realm that
include standards for gateways,
wayfinding, street trees, street
lighting, pedestrian-scaled lighting,
landscaping, street furniture, utilities,
and public art.
Lead: Planning
Support: Transportation,
Community Services,
Utilities, Economic
Development, Fire &
Emergency Services
$$ Yes Residents,
Businesses,
Property owners
Short-
term
RMC
1.1.3 Create a distinctive gateway design
standard to be implemented at key
locations throughout the City Center.
Lead: Planning
Support: Community
Services, Transportation,
Economic Development,
Renton Municipal Arts
Commission
$$ Partial General Public,
Residents,
Businesses,
Property owners
Short-
term
RMC
1.1.4 Build on the City’s proposed
wayfinding system for Downtown and
extend it throughout the City Center.
Lead: Economic
Development
Support: Planning,
Transportation, Community
Services
$$ No Residents,
Businesses,
Property owners
Short-
term
1.1.5 Work to implement the
recommendations from the Arts and
Culture Master Plan to expand the
presence of art, art activities, and art
facilities in the City Center
Lead: Economic
Development, Renton
Municipal Arts Commission
Support: Planning
$ -
$$$$
Partial Renton Municipal
Arts Commission,
General public
On-going A&C
MP
Action Strategy
City Center Community Plan 101
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 1.1.6 Create a building improvement
program for buildings within the City
Center.
Lead: Economic
Development
Support: Planning, Fire &
Emergency Services
$$$ No Businesses,
Property owners,
Financial
institutions
Mid-term
1.1.7 Underground utilities as development
occurs.
Lead: Utilities
Support: Planning,
Economic Development
$$$ Yes Businesses,
Property owners
Mid-term RMC
1.2.1 Consider adopting an historic
preservation ordinance that would
protect significant historic features
throughout the City Center.
Lead: Planning
Support: Community
Services, Renton History
Museum, Economic
Development
$$ No General public,
Renton Historical
Society Board,
stakeholders
Mid-term
1.2.2 Coordinate with the Museum Master
Plan.
Lead: Renton History
Museum
Support: Economic
Development, Planning
$ No General public Long-
term
Museu
m MP
1.3.1 Continue efforts to provide a
coordinated crime prevention
program for Downtown and the City
Center as a whole to address crime
(both real and perceived).
Lead: Police
Support: Economic
Development, Community
Services, Planning, Human
Services
$$ Yes Residents,
Businesses,
Property owners
Short-
term
1.3.2 Continue to work with neighborhood
groups to strengthen community
policing and neighborhood crime
watch programs to improve the
overall safety (and the perception of
safety) and reduce crime in the City
Center neighborhoods.
Lead: Police
Support: Community
Services, Economic
Development, Planning
$$ Yes Residents,
Neighborhood
groups
On-going
1.3.3 Improve pedestrian-scaled lighting
on streets and trails in the City
Center.
Lead: Transportation
Support: Community
Services, Economic
Development, Planning
$$$$ Partial Residents Long-
term
1.3.4 Continue to implement emergency
management strategies throughout
the City Center to ensure the area is
prepared for natural disasters and
other emergencies.
Lead: Fire & Emergency
Services
$$ Yes Residents,
Businesses,
Property owners
On-going
2.1.1 Implement the City’s Economic
Development Strategic Plan
Lead: Economic
Development
$$ Yes Businesses,
Property owners,
Chamber of
Commerce
Short-
term
Chapter 5
102 City of Renton
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 2.1.2 Continue to improve incentives to
encourage investment and
employment in the City Center
Lead: Economic
Development
$$ No Businesses,
Property owners
Short-
term
2.1.3 Continue to support the Renton
Small Business Development Center.
Lead: Economic
Development
$ Yes Businesses,
SBDC partners
On-going
2.1.4 Support business district marketing
efforts.
Lead: Economic
Development
Support: Planning
$$ Yes Businesses,
Property owners
Mid-term
2.1.5 Consider ways to identify and
promote improved visual appearance
of long-term vacant properties.
Lead: Economic
Development
Support: Planning, Renton
Municipal Arts Commission
$$ Partial Property owners,
Residents, Arts
community,
nonprofits,
On-going
2.1.6 Continue to work to improve regional
transportation access to the regional
employment center, and the City
Center as a whole.
Lead: Transportation
Support: Planning,
Economic Development
$$
Yes Regional
Employers
On-going
2.1.7 Determine necessary utilities and
infrastructure to support the regional
employment center, and the City
Center as a whole.
Lead: Utilities
Support: Economic
Development
$ Partial Regional
Employers,
Businesses,
Property owners
On-going
2.1.8 Continue to review parking
management strategies.
Lead: Transportation
Support: Planning
$-$$ Yes General public,
Regional
Employers,
Businesses,
Property owners
On-going
2.2.1 Create a Downtown Business
Improvement District (BID) or Local
Improvement District (LID), or utilize
other funding mechanisms, to help
implement the goals and priorities of
businesses in Downtown Renton
Lead: Economic
Development
Support: Community
Services
$$ No Businesses,
Property owners
Short-
term
2.2.2 Better utilize the Renton Pavilion
Event Center
Lead: Community Services
Support: Economic
Development
N/A Yes N/A On-going
2.2.3 Initiate a sidewalk café case study
and develop tailored regulations to
encourage sidewalk cafes in
Downtown.
Lead: Planning, Economic
Development
$ Yes General public Short-
term
2.2.4 Continue to support community
events in Downtown.
Lead: Community
Services, Economic
Development
Support: Planning
$ Yes General public,
Businesses, Non-
profits
On-going
Action Strategy
City Center Community Plan 103
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 2.3.1 Consider changing the zoning along
Park Ave N from Bronson Way N to
N 6th Street to allow small-scale,
mixed-use buildings.
Lead: Planning
Support: Community
Services, Economic
Development
$$ Yes Residents,
Businesses,
Property owners
Mid-term
2.4.1 Consider initiating a feasibility study
to select a location for a new City
Hall in a central location in the City
Center
Lead: Community Services
Support: Economic
Development, Planning
$$$ No General public Long-
term
3.1.1 Complete a conceptual plan for the
civic node
Lead: Planning,
Community Services
Support: Economic
Development
$$ No General public Short-
term
Museu
m MP
3.1.2 Implement the Tri-Park Master Plan Lead: Community Services
Support: Planning,
Transportation, Economic
Development
$$$ No No Long-
term
PP
3.2.1 Work with KCLS to ensure that plans
for the future of Main Renton Library
building remains in public use.
Lead: Economic
Development
Support: Community
Services, Planning
$ Yes No On-going
4.1.1 Implement a property maintenance
ordinance in the residential areas of
the City Center
Lead: Development
Services, Planning
Support: Community
Services, City Attorney
$-$$ Yes Residents,
Neighborhood
Groups
Short-
term
RMC
4.1.2 Develop self-help guides to assist
property owners with maintenance.
Lead: Planning,
Development Services
Support: Community
Services
$-$$ No Residents,
Neighborhood
Groups
Short-
term
4.1.3 Pursue the possibility of establishing
a bank-operated low-interest loan
program to help initiate building
improvements.
Lead: Economic
Development
Support: Planning,
Community Services
$$$ No Banks,
Businesses,
Property owners
Short-
term
4.2.1 Consider rezoning the intact, single-
family area of the South Renton
neighborhood.
Lead: Planning
Support: Community
Services
$ Yes Residents,
Businesses,
Property owners
Short-
term
RMC
4.3.1 Protect edges of single-family areas
by improving design standards for
the transition areas between zones.
See 1.1.1
4.4.1 Initiate a street tree planting program
in the residential neighborhoods.
Lead: Community Services
Support: Planning
$$ No Residents,
Neighborhood
Groups
Mid-term
Chapter 5
104 City of Renton
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 4.4.2 Implement the City’s Urban Forestry
Plan
Lead: Community Services
Support: Planning
$-
$$$
No General public,
Businesses,
Property owners
Mid-term UFP
4.5.1 Perform a needs assessment for
public amenities in each
neighborhood
Lead: Community Services
Support: Planning, Fire &
Emergency Management,
Economic Development
$$ No Residents,
Neighborhood
Groups
Mid-term
4.6.1 Incorporate residential streetscape
improvements in the urban design
standards for the public realm
(Discussed in 1.1.2).
Lead: Planning
Support: Transportation,
Community Services,
Utilities, Economic
Development, Fire &
Emergency Services
$$ No Residents,
Neighborhood
Groups
Mid-term RMC
4.7.1 Sign and enforce truck routes Lead: Police
Support: Transportation,
Fire & Emergency Services
$ Yes No On-going RMC
4.7.2 Continue to improve truck routing in
the City Center
Lead: Police;
Support: Fire & Emergency
Services, Economic
Development,
Transportation
$ Yes No On-going RMC
4.7.3 Implement traffic awareness
strategies on residential streets See 6.10.1
4.8.1 Continue to work with the Renton
School District to ensure the City
Center is adequately served by
school facilities
Lead: Planning, Renton
School District
NA Yes Renton School
District to engage
public
On-going
4.8.2 Continue to provide the full range of
human services to meet the needs of
all members of the community
Lead: Human Services
Support: Planning
$ -
$$$
No Human Services
Committee
On-going
4.8.3 Ensure universal design techniques
are utilized throughout the City
Center.
Lead: Planning $ -
$$$
No NA On-going
4.8.4 Continue to support and promote a
diverse population in the City Center.
Lead: Executive
Support: All Departments
$ -
$$$
Yes NA On-going
Action Strategy
City Center Community Plan 105
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans Transportation
5.1.1 Continue to coordinate with WSDOT
to ensure through-traffic uses I-405
Lead: Transportation
Support: Economic
Development, City Council,
Mayor
$$ Yes No Long-
term
5.2.1 Prepare a study to evaluate
alternatives for SR 900 through
Renton.
Lead: Transportation
Support: Planning,
Economic Development
$$ No Other Public
Agencies,
Residents,
Businesses,
Property owners
Long-
term
TIP
5.2.2 Implement initial improvements to
support re-designating SR 900
through Renton
Lead: Transportation
Support: Planning,
Economic Development
$$$$ No Other Public
Agencies,
Residents,
Businesses,
Property owners
Long-
term
TIP
5.3.1 Study potential impacts and
alternatives for changing truck route
designation on Park Ave N.
Lead: Transportation
Support: Police, Economic
Development
$$ Yes Businesses,
Property owners,
Truck users
Short-
term
TIP
5.4.1 Continue working with an inter-
agency work group to define and
evaluate the Rapid Ride F-Line bus
service.
Lead: Transportation
Support: Planning
$ Yes No Short-
term
TIP;
unfund
ed
5.4.2 Explore the City’s transit options and
establish a preferred strategy/ option
for BRT, LRT and other transit
strategies for the City, especially
possible extension north from
Downtown Renton
Lead: Transportation
Support: Planning,
Community Services
$$$-
$$$$
No General public,
Residents,
Businesses,
Property owners
Mid-term
5.5.1 Explore financial feasibility and
operational needs for a water taxi
service, facility needs in Renton, and
possible routes.
Lead: Economic
Development
Support: Transportation,
Planning, Community
Services
$$ No General public,
Property owners,
KC Metro,
Private operators
Mid-term
5.5.2 Implement recommendations for a
Renton water taxi
Lead: Economic
Development
Support: Transportation,
Planning, Legal,
Community Services
$$$$ No General public,
Residents,
Businesses,
Property owners
Mid-term
5.6.1 Conduct a feasibility study to
determine necessity for and choose
a location for a potential parking
garage in the north end of the City
Center to support transit, water taxi,
and other transportation needs
Lead: Transportation
Support: Planning,
Community Services
$$$$ No Other Public
Agencies,
Residents,
Businesses,
Property owners
Long-
term
Chapter 5
106 City of Renton
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 5.6.2 Work with Sound Transit and King
County Metro to fund, design, and
construct the parking garage
Lead: Transportation
Support: City Council,
Finance, Planning,
Economic Development
$$$$ No General Public,
Other Public
Agencies,
Long-
term
6.1.1 Conduct a detailed design study for
Park Ave N.
Lead: Transportation
Support: Planning,
Community Services,
Economic Development
$$-
$$$
No General Public,
Residents,
Businesses,
Property owners
Mid-term,
6.1.2 Implement design for Park Ave N Lead: Transportation
Support: Economic
Development, Planning,
Finance
$$$$ No General Public,
Residents,
Businesses,
Property owners
Long-
term
6.2.1 Conduct a feasibility study exploring
the financial feasibility and
operational needs for a streetcar
along Park Avenue N with potential
expansion in the future
Lead: Transportation
Support: Planning,
Economic Development
$$ No General public,
Residents,
Businesses,
Property owners,
Long-
term
6.2.2 Implement the recommendations
from the streetcar feasibility study
Lead: Transportation
Support: Planning, Legal,
Administration, Economic
Development
$$$$ No General public Long-
term
6.3.1 Develop preliminary design concepts
and implementation strategy for Park
Ave N extension
Lead: Transportation
Support: Economic
Development, Planning,
Community Services
$$$$ No Property owners,
Potential
developers
Short-
term
In Six-
Year
TIP
6.4.1 Develop study to define
recommended circulation plan with
I-405 widening improvements in
place
Lead: Transportation
Support: Planning
$$$$ No Other Public
Agencies,
Residents,
Businesses,
Property owners
Long-
term
6.5.1 Conduct detailed traffic and
circulation analyses for each one-
way corridor/ couplet and select
preferred action
Lead: Transportation
Support: Economic
Development, Community
Services, Planning
$$$$ No General Public,
Residents,
Businesses,
Property owners
Phased
6.6.1 Conduct operations and safety
evaluation to define
recommendations for each key
intersection
Lead: Transportation
Support: Planning,
Economic Development
$$$$ No General Public,
Residents,
Businesses,
Property owners
Short-
term
6.6.2 Design, fund and construct
intersection improvements
Lead: Transportation
Support: Economic
Development
$$$$ No General public,
Residents,
Businesses,
Property owners
Following
6.6.1 for
each
location
Action Strategy
City Center Community Plan 107
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 6.7.1 Conduct design, operations and
safety evaluations to define
recommendations for Civic Node
Lead: Transportation
Support: Community
Services, Economic
Development
$$$$ No General public,
Residents,
Businesses,
Property owners
Mid-term
6.7.2 Design, fund and construct
intersection improvements at Civic
Node
Lead: Transportation,
Economic Development
Support: Community
Services
$$$$ No General public,
Residents,
Businesses,
Property owners
Following
6.7.1 for
each
location
6.8.1 Conduct analyses of operations,
safety, and non-motorized needs
evaluation to define
recommendations for Rainier Ave N
Lead: Transportation $$ No General public,
Residents,
Businesses,
Property owners
Short to
mid-term
6.8.2 Design, fund and construct
improvements on Rainier Ave N
Lead: Transportation,
Economic Development
$$$$ Yes General public,
Residents,
Businesses,
Property owners
Following
6.8.1
TIP
6.9.1 Complete analyses and document
recommended concept for improve-
ments for S/SW 7th Street between
Rainier Avenue S and Talbot Road S
Lead: Transportation
Support: Community
Services, Planning, King
County Metro
$$ Yes Residents,
Businesses,
Property owners
Short to
mid-term
In
current
TIP
6.9.2 Design, fund and construct
improvements on S/SW 7th Street
between Rainier Avenue S and
Talbot Road S
Lead: Transportation
Support: Planning, King
County Metro, Economic
Development
$$$$ No Residents,
Businesses,
Property owners
Mid-term,
following
6.9.1
TIP
6.10.1 Develop a City-wide traffic
awareness program.
Lead: Transportation;
Support: Fire & Emergency
Services
$$ Yes General public,
Residents
On-going
6.11.1 Establish priority for bicycle
improvements consistent with the
Trails and Bicycle Master Plan within
City Center subarea
Lead: Transportation
Support: Planning,
Community Services
$ Yes General public Short
term
TIP
Chapter 5
108 City of Renton
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans Parks, Open Space, and Recreation
7.1.1 Continue to work with BNSF, King
County, the Port of Seattle, and The
Boeing Company to ensure the
BNSF corridor is preserved and
eventually converted to a rail and trail
corridor
Lead: Community
Services, Transportation
Support: Planning,
Economic Development
$$$ No Other public
agency
On-going,
Long-
term
7.1.2 Continue to work with the Port of
Seattle and King County on providing
rail and trail access in the northern
area of the City Center, near Coulon
Park and Lake Washington Blvd
Lead: Community
Services, Transportation
Support: Planning,
Economic Development
$$$ No Other public
agency
Mid-term
7.1.3 Create a conceptual plan and
implement a streetscape design for a
trail on Houser Way from Burnett to
I-405
Lead: Community Services
Support: Planning,
Economic Development,
Transportation
$$$ No Residents,
Businesses,
Property owners
Short-
term
PP
7.1.4 Implement the City’s Trails and
Bicycle Master Plan See plan for details
7.2.1 Continue to work with key property
owners (The Boeing Company) to
pursue opportunities to provide a trail
connection between Coulon Park
and the Cedar River Trail.
Lead: Community Services
Support: Transportation,
Planning, Economic
Development
$$$$ No Key Property
owners
Long-
term
PP
8.1.1 Create a plan for the Cedar River
and the Lake Washington shorelines
that balances the goals of ecological
restoration with public access and
community development.
Lead: Surface Water,
Community Services
Support: Planning,
Economic Development
$$ No General public,
Residents,
Businesses,
Property owners
Mid- to
long-term
PP
8.2.1 Improve Cedar River Trail with
additional access points, lights,
public art, and amenities.
Lead: Community Services
Support: Planning, Public
Works
$$$ No General public,
Residents,
Mid-term PP
8.2.2 Create a plan to expand the trail to
the opposite side of the river.
Lead: Community Services
Support: Planning
$$$$ No General public Long-
term
PP
8.3.1 Complete an initial conceptual plan
for a greenway/ promenade between
the Cedar River and N 1st Street.
Lead: Community Services
Support: Planning,
Transportation
$ No None in this initial
phase
Short-
term
PP
8.3.2 Consider zoning changes to
properties to allow for small-scale
retail and concessions as a part of
the promenade.
Lead: Planning $ Residents,
Businesses,
Property owners
Mid-term RMC
Action Strategy
City Center Community Plan 109
Strategy Who $ Are resources currently available? Key Stakeholders Time-frame Other related plans 8.3.3 Complete a detailed design and
implementation strategy for the
greenway/ promenade based on the
conceptual design
Lead: Community
Services, Planning
Support: Transportation
$$$ No General public,
Residents,
Businesses,
Property owners
Mid-term PP
8.4.1 Initiate a plan to study the feasibility
of extending Burnett Linear Park
from S 5th Street to Houser Way
Lead: Community Services
Support: Transportation,
Planning, Economic
Development
$$ No Residents,
Businesses,
Property owners
Mid-term PP
8.4.2 Create a conceptual plan to connect
Burnett Linear Park north to the
Cedar River
Lead: Community Services
Support: Economic
Development, Planning
$$$ No Residents,
Neighborhood
Groups,
Businesses,
Property owners
Mid-term PP
Chapter 5
110 City of Renton
Conclusion
The past two decades have seen dramatic changes in Renton’s
City Center. The City’s commitment to the Downtown and new
growth in other parts of the City Center make it one of the liveliest
and well-balanced urban centers in south King County. These
accomplishments leave Renton poised to address future
challenges and opportunities, which promise to be just as
dramatic as those of the past 20 years. This community plan is a
modest first step toward a more in-depth effort that will require
significant engagement between the City and its partners in the
business community and the neighborhoods, among others,
which will help Renton achieve its vision.
In order to implement the vision of this community plan, the City
and community should focus on the following four elements:
Creating a vibrant Downtown.
Protecting and enhancing the residential neighborhoods.
Connecting activities and attractions within the City Center.
Taking advantage of the emerging opportunities related to
regional transportation.
Within these four elements is a broad spectrum of activities that
the City and its partners can initiate. All of the implementation
strategies set forth in this plan are important, but focusing on
these four concepts will have the greatest transformational impact
on the City Center.
Creating a Vibrant Downtown
Focusing energy Downtown and creating a place where people
want to spend time will help make the rest of the City Center a
more attractive place where people want to live, work, learn, and
play. As discussed in this plan, the City should focus on the
following actions for Downtown:
Establishing an LID or BID (or other funding mechanism) for
Downtown businesses for physical improvements, parking
strategies, security, community events, and marketing programs
Improve safety
Expand wayfinding program
Support events that draw people to Downtown such as the
Farmers Market, the arts, Holiday Lights, and IKEA Renton
River Days. Add additional activities at the Renton Pavilion
Event Center
Action Strategy
City Center Community Plan 111
Enhancing Residential Neighborhoods
The residential neighborhoods in the City Center should continue
to be supported and enhanced to ensure there is a strong, stable
residential population in the City Center. The following
neighborhood improvement actions and programs should be
pursued:
Initiate traffic awareness program
Initiate a tree planting program
Implement small-scale street and park improvements
Provide assistance programs for home improvements and
establishment of a maintenance ordinance
Expand block watch program
Update development regulations
Connecting the City Center
Currently, the City Center is not well-connected, making it difficult
to get from one place to another to enjoy the amenities in the City
Center. Improving connectivity and access in the City Center will
be critical to make it a more vibrant and livable area, including
pedestrian, bike, transit, and vehicular improvements. The
improvements on Park Avenue North, including a potential
streetcar, will be critical to improve connectivity in the City Center.
Transportation Plan
Transportation is a keystone issue to the success of this
community plan, including enhancing regional access, serving
local activities, or mitigating congestion and traffic safety impacts.
Implementation of the transportation actions, in particular, is
complicated because they are often dependent upon the activities
of other agencies and organizations such as WSDOT, Sound
Transit, major employers, and BNSF. It is also complicated by
the fact that actions by these agencies all impact each other in
different ways. The City should undertake the City Center
transportation plans that prepare it to engage other agencies and
organizations as they undertake their actions. Such plans may
include:
Comprehensive study of how changes to I-405 interchanges,
SR-900, and the one-way streets would work together.
Exploration of highway designation and arterial improvement
options, including alternative truck routes
Evaluation of preferred BRT and LRT routes
Parking and access strategies, including evaluation of parking
structure options for the northern part of the City Center
Addressing the City Center’s
complex transportation
challenges is the keystone of a
sound redevelopment strategy.
A multi-modal perspective, as
already initiated with the Transit
Center, is critical.
Chapter 5
112 City of Renton
Evaluation of internal circulation options including
reconfiguration of one-way streets and addressing circulation
around the Main/Park/Bronson node
Identification of preferred BNSF track configuration
Implications of future land use changes, especially
redevelopment of large industrial sites
Recommendations on the interface between travel modes
(i.e. between Sound Transit and a streetcar or between
bicyclists and King County Metro)
Discussion of a water taxi and incorporation of existing
feasibility studies Identification of other intersection and
roadway improvements
Oversight and Stewardship
Implementing this plan will be an on-going process that will take
the vigilance of City staff, residents, property owners, employers,
and employees. Formally designating a body to oversee this plan
will be an important factor in ensuring implementation. The body
should be empowered to have oversight of the implementation,
including monitoring and evaluating the progress of
implementation. The body should be made up of key community
stakeholders. If these key stakeholders are successful at
implementing the steps laid out in this community plan, the City
Center will be a vibrant, attractive place to live, to work, and to
enjoy.
The recommended form of oversight is a Community Plan
Stewardship Committee (Committee) that consists of residents,
small business owners, large business representatives, property
owners, social service organizations and non-profit groups, and
at-large community members. The Committee will meet a few
times a year to review the progress of implementation of the plan.
The main responsibility of the Committee will be to prioritize the
strategies within the plan and to ensure the City takes action on
these priorities. Based on these priorities, the Committee will
make recommendations to City departments on their annual work
plans, budget allocations, Capital Improvement Program, and
Transportation Improvement Program. The Committee will make
formal recommendations on the key work items and related
budgets to the City Council once a year.
Action Strategy
City Center Community Plan 113
PSRC Certification and
Consistency
A portion of the City Center is a designated regional growth
center (see map below). As part of the mandatory certification
and consistency review of designated centers, the City is
obligated to address and respond to the Centers evaluation and
criteria as shown in Appendix B.