Downtown Master Plan Section 06

81connecting to the lake

implementation 06

82 downtown master plan draft july 01 2009

A new waterfront district is the cornerstone of the Downtown Master Plan, which strives to achieve viability through a mixture of uses and an improved public realm. The creation of high quality mixed use development, together with the restoration and renovation of the historic Main Street, will create a livable, viable and memorable place for residents and visitors alike.

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88 downtown master plan

This Framework outlines the Vision for re-establishing

downtown as the heart of the City. A revamped waterfront

and new civic projects are the cornerstones of the

Framework, which strives to achieve viability through a mix

of uses. Residential development will support retail and

entertainment uses, activating an improved streetscape and

creating a livable and safe environment. The high quality of

new development, along with the restoration of the historic

value of the existing downtown, will create a vibrant and

memorable place for residents and visitors alike.

taking the plan forward

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1. Re-align Main Street to Lakeshore Dr.

2. Connect old Main Street to Library Street

3. Create new town square/park with land lost from realigned Main Street

4. Purchase land for new right-of-way

5. Improve quality of retail shops

6. Provide space for outdoor dining

7. Restore historic facades

8. Provide earthquake retrofitting

9. Infill vacant lots with quality new development

10. Allow residential units on historic Main Street

11. Convert cultural center back to community playhouse

12. Develop business incubator with retail on ground floor

13. Develop retail/storefront criteria manual to enhance pedestrian/retail

experience

14. Build a pier as an extension of Main Street

15. Create a “Waterfront District”, with mixed use developments to create

an active waterfront district

16. Develop a memorable waterfront park featuring public art and

recreational uses (purchase as necessary land)

17. Encourage mixed-use development and Spa Hotel (purchase as

necessary land)

18. Improve pedestrian access by creating a lakefront boardwalk and

enhancing creek edge

19. Dredge the lake at the pier

20. Program water activities, farmers market, events, etc. at lakefront park

21. Enhance downtown identity to passing traffic at I-15; modify zoning to

allow Class A office buildings in the Gateway District

22. Develop new city facilities, City Hall, within close proximity to Lake

Elsinore

23. Utilize city facilities as catalysts for infrastructure improvements and

the development of multiple districts

24. New Civic Center anchored by City Hall

25. New town square/park

26. Create a New public circle on Main Street, with cultural uses

27. Purchase land for Cultural District development

28. New library and museum as part of Cultural District

29. Celebrate the environment through lake and creek improvements,

Environmental Nature Center

30. Protect historic building character while augmenting it with new

architecture

31. Implement artful district markers

32. Encourage quality, mixed-income residential development

33. Attract quality office development

34. Encourage a mixed-use projects

35. Provide for a variety of quality programming that will draw all citizens

to downtown

36. Enhance retail/entertainment offerings; encourage new development

that meets current and future retail requirements

37. Improve reality and perception of public safety; use CPTED principles

38. Celebrate gateway opportunities

39. Provide sidewalks, curbs, streetscaping, and quality lighting in

downtown

40. Connect Lakeshore Drive via new bridge over creek

41. Provide alternative transportation options

42. Provide adequate downtown parking pools with easy access

43. Create a downtown parking district

44. Allocate land for strategic public/private parking partnerships

45. Re-align Main Street to create a gateway intersection at Lakeshore

Drive

46. Develop a wayfinding and signage program that addresses all access

points to downtown

47. Create downtown districts based on 5-minute walking zones to

minimize perceived length of Main Street

48. Build pedestrian bridge at Flint and/or Pottery

49. Restore Main Street to its historic cross section; parallel parking

rather than angled to improve traffic management on Main Street

52. Develop system for enhancing water quality with riparian zones

53. Encourage community activism and participation in public gardening,

street-tree planting, supplemental maintenance of the public realm, etc.

90 downtown master plan TM


ceOFFICE development Downtown will be increasingly viable as the population grows.

ce market, ers adequate transportation access and

ce tenants.

In addition to public sector jobs, businesses that provide direct services to local residents (professionals, health care,

er strong potential for Downtown.

t for ce development prospects.

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ndingsReal estate opportunities are mid- to long-term due to current recession.

After years of rapid growth throughout the Inland Empire, recent housing bust, credit crunch, and job losses make near term prospects weak for the next few years.

National and regional economic recovery is expected over the next several years, and Lake Elsinore is poised to capture

cant growth.

Continued local population growth is the key to most development opportunities.

Lake Elsinore has ample land supply and is expected to grow to over 90,000 people by 2035, while also increasing local jobs by nearly 50 percent.

Additional people and jobs mean more demand for housing, ce, and hotels.

Unless major transportation improvements occur (high speed rail?), the City is unlikely to be a regional employment hub.

Lake Elsinore is a working-class family town, with positive economic trends.

The City has high percentage of children and parents, and low percentages of “young adults” and seniors.

The City’s income levels and educational attainment are modest, but getting higher.

Downtown has some real and perceived issues to address, but also unique opportunities.

Concerns about crime, homelessness, and parking deter some potential patrons from coming Downtown, and local spending power is modest due to low incomes.

ers authentic historic character and cant amounts of developable land, especially near

the waterfront.

retailRETAIL in Downtown will gain increased vitality through local population growth and new attractions.

More people living within easy walking distance from Main Street will increase the retail sales volumes achievable within Downtown, but it will still need to attract patrons from the whole City and the larger region.

Public improvements to cultural attractions, safety, and parking can bolster Downtown retail, but retailers should also work together on merchandising and hours of operation to create a vital destination throughout the day and week.

The Downtown plan should be conservative about where retail is allowed or required, so that the existing historic core

ts of sales growth.

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potential public funding sourcesThe following sources and mechanisms could potentially

ed within the City of Lake Elsinore (City) Downtown Master Plan. The following list is a preliminary set of funding sources and mechanisms and is not exhaustive.

Mello-Roos Community Facilities Districts.

Development Impact Fees.

Tax Increment Revenue.

Special Assessments.

General Obligation Bonds.

ll Infrastructure Grant Program.

Mechanisms for Public Investment.

Land Write Downs.

Direct Investment or Low Interest Loans Applied to Development Costs.

Rent Subsidy.

Tax Allocation Bonds.

Revenue Bonds.

cates of Participation.

tnemercnI xaT ro dnuf lareneg fo noitairporppa launnArevenue.

Federal/State Grants/Low Interest Loans.

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housingHOUSING opportunities Downtown include higher density developments focused on attainable prices with neighborhood conveniences.

Multifamily and mixed-use developments are increasingly marketable in Riverside County as the population grows.

As Downtown improves through public investment, proximity to commercial, cultural, and recreational opportunities should make Downtown living attractive.

ordable housing is in demand, and may be easier to nance in near-term than market-rate projects.

hotelHOTEL development Downtown can take advantage of unique waterfront opportunities.

cant investments in recent years, but at modest price points.

Improved integration with the lake and Downtown for recreation and culture will bolster opportunities for upscale hotels, which have performed well regionally.

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• Prepared by: Economic & Planning Systems, Inc., (EPS), in , Cooper Carry

and key stakeholders

92 downtown master plan TM


1 CELEBRATE THE LAKE• Build a pier as an extension of Main Street• Build new City Hall near the lake• Create a “Waterfront District”• Develop a Waterfront Park (purchase necessary land)• Encourage mixed-use development and Spa Hotel (purchase necessary land)• Improve pedestrian access by creating a lakefront boardwalk and enhancing creek edge• Dredge the lake at the pier• Program water activities, farmers market, events, etc. at lakefront park

2 EXTEND MAIN STREET TO THE LAKE1. Re-align Main Street so that it runs straight to Lakeshore Drive.2. Connect old Main Street to Library Street3. Retain and enhance the majority of the existing City Park 4. Create a larger and revitalized City Park with land lost due to realignment of Main Street on other side of existing park5. Purchase land for new right-of-way


3 RESTORE HISTORIC MAIN STREET• Improve quality of retail shops• Provide space for outdoor dining• Restore historic facades• Provide earthquake retrofitting• Infill vacant lots with quality new development• Allow residential units above the existing retail on 2nd and 3rd floors of the historic Main Street• Convert cultural center back to community playhouse• Develop business incubator with retail on ground floor

4 CREATE CIVIC IDENTITY• Develop new city facilities, City Hall• Utilize city facilities as catalysts for infrastructure improvements and the development of multiple districts i.) New Civic Center anchored by City Hall ii.) New town square/park iii.)Purchase land for Cultural District development iv.) New library and museum as part of Cultural District v.) Celebrate the environment through lake and creek improvements, Environmental Nature Center vi.) Protect historic building character while augmenting it with new architecture vii.) Develop a memorable waterfront park featuring public art and recreational uses

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5 CREATE 18-24 HOUR ENVIRONMENT• Encourage quality, mixed-income residential development• Attract quality office development• Encourage a mixed-use projects• Provide for a variety of quality programming that will draw all citizens to downtown• Enhance retail/entertainment offerings; encourage new development that meets current and future retail requirements• Improve reality and perception of public safety; use CPTED principles

6IMPROVE CONNECTIVITY• Provide sidewalks, curbs, streetscaping, and quality lighting on all downtown streets• Connect Lakeshore Drive via new bridge over creek• Provide alternative transportation options• Provide adequate downtown parking pools with easy access• Create a downtown parking district• Allocate land for strategic public/private parking partnerships• Re-align Main Street to create a gateway intersection at Lakeshore Drive• Develop a wayfinding and signage program that addresses all access points to downtown• Create downtown districts based on 5-minute walking zones to minimize perceived length of Main Street• Build pedestrian bridge at Flint and/or Pottery• Celebrate gateway opportunities


7 DEVELOP PUBLIC REALM MASTER PLAN• Produce a “Great Streets Manual” and a “Public Realm Implementation Plan” for the implementation of the public realm• Develop design/art program for gateway portals• Design/construct urban design interventions• Create a public circle on Main Street• Create a public square on Main Street• Restore Main Street to its historic cross section; parallel parking rather than angled• Implement artful district markers, ie. water features, sculpture, etc.• Encourage community activism and participation in public gardening, street-tree planting• Develop retail/storefront criteria manual to enhance pedestrian/retail experience• Enhance image of downtown at I-15• Modify zoning to allow Class A office buildings in the Gateway District

8IMPROVE QUALITY OF SURROUNDING NEIGHBORHOODS• Develop programs for city assistance in property upgrades and maintenance education• Develop programs for relocation of architecturally significant homes to vacant lots• Identify and purchase vacant lots for the creation of neighborhood parks / community activity centers in 5-minute walking zones• Encourage quality development of affordable housing options for all age groups

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9SET STANDARD FOR QUALITY DEVELOPMENT• Determine acceptable development standards through writing and updating existing city code• Initiate a coordinated marketing campaign to attract quality developers• Purchase land in Waterfront and Cultural Districts and create RFPs for developers

10IMPLEMENT GREEN / SUSTAINABLE PRACTICES THROUGHOUT DOWNTOWN• Public will set standard; require a minimum level of LEED Certification for all public buildings• Implement green strategies in all public right-of-ways as appropriatei. Treesii. Native plantsiii. Pervious pavingiv. Water conservationv. Urban farmingvi. Bio-swales• Develop system for enhancing water quality with riparian zones


“City Hall is not on Main Street . . . Main Street is City Hall”

MAIN STREET - KEY TO DOWNTOWN { G R O U N D F L O O R }

PUBLIC/PRIVATE PARTNERSHIP

LOW-MOD SENIORHOUSING

MOTOCROSSHALL OF FAME

PERFORMANCEARTS HALL/PUBLIC

BUILDING

PUBLICLIBRARY

POSTOFFICE

CULTURAL CENTER

MUSEUM

CITY HALL

PARKINGSTRUCTURE

HISTORICARMORY

EXISTING RETAIL NEW RETAIL OFFICE CIVIC/PUBLIC RESIDENTIAL

RESTAURANTRESTAURANT

CAFE IN THE GREEN

LOW-MOD SENIORHOUSING

Proposed Land Uses - Ground Floor

aerial of proposed City Hall and City Park

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Proposed Land Uses - 2nd Floor

Proposed Land Uses - 3rd Floor

100 downtown master plan draft

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pasadena, california

pasadena, california

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Residential 120-200 Units 790-1,470 Units

Retail 9,000-13,000 sq ft 63,000-95,000 sq ft

Office 12,000 sq ft 80,000 sq ft

Hotel 40-80 Rooms 150-300 Rooms

Downtown Master Plan Market StudyAs part of the Downtown Master Plan, the economic sub-consultants, Economic & Planning Systems, Inc., completed the “Lake Elsinore Downtown Market Study” (See attached Study).

The study examined the market potential for residential, retail, office and hotel development within the study area. Table 1 summarizes the potential real estate absorption rates within donwtown.

The economic study also recommended potential funding sources for the implementation of the projects identified in the Downtown Master Plan.

aerial of Waterfront District


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ecruoS gnidnuFtcejorP tnemevorpmI 1. The Key Plan: Complete a comprehensive and in depth study of the “Key Plan”.

SCAG Funding

2. Complete a Public Realm Plan: A comprehensive plan to establish the landscape, streetscape, public realm infrastructure design, district markers/water features, and cost estimates for entire downtown.

3. Purchase/Trade of Land: ■ Re-align Main Street – purchase or trade land for new right-of-way from Limited Avenue to Lakeshore Drive.■ Reconfiguration of City Park – trade park land lost due to realignment of Main Street with land on other side of existing City Park to create new town square/park; negotiate the purchase or trade land from existing landowners west of existing City Park■ Mixed-Use City Hall – purchase vacant parcels and parcels owned across the street for the New City Hall Complex.

4. Connect to the Lake: Design and construct the re-alignment of Main Street so that it is reconnected on axis to Lakeshore Drive, creating a visual terminus at the lake.

5. Connect the Grid: Connect Short Street to Library Street where old Main Street veered off to connect to Lakeshore Drive (design & construct new street section).

RDA Funding, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Traffic Infrastructure and/or City Hall Impact Fees; Exactions from Development of Adjacent Parcels (Assessment or In-Kind-Contribution).

RDA Tax Increment, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Traffic Infrastructure Impact Fee; Exactions from Development of Adjacent Parcels (Assessment or In-Kind-Contribution).RDA Tax Increment, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Traffic Infrastructure Impact Fee; Exactions from Development of Adjacent Parcels (Assessment or In-Kind-Contribution).

Livable Communities Grants; SCAG Compass Blueprint Program; RDA funding, or other funding; City General Fund.


ecruoS gnidnuFtcejorP tnemevorpmI6. Complete Design and Construction of New City Park: Existing asset currently passive in nature will be enhanced and expanded to create a new town square/park. This provides a civic anchor prior to the construction of the new mixed-use City Hall complex and a catalyst for the redevelopment of adjacent sites with new mixed-use development.

7. Business Incubator: Develop business incubator with retail on ground floor.

8. Storefront Criteria Manual: Develop retail/storefront criteria manual to set the quality and articulation of storefronts to enhance pedestrian/retail experience.

SCAG Funding; City General Fund.

9. Solicit Public/Private Partnership: Solicit a partnership with a developer through the RFP process to implement the “Key Plan”.

City General Fund; RDA, or other funding.

10. Restore Historic Facades: Provide earthquake retrofitting for existing retail shops on Main Street from Library Street to Heald Avenue (salvage existing storefronts or restore to existing character with the ability to develop over the air-rights of the shops with affordable or low-mod housing).

11. Pedestrian Friendly Main Street: Restore Main Street to its historic cross section ( Library Street to Heald Avenue); parallel parking rather than angled to improve traffic management on Main Street. In addition, extend the sidewalk width to accommodate outdoor dining, seating areas, and other strategies to activate and enhance the walking experience.

RDA Tax Increment, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Traffic Infrastructure Impact Fee; Exactions from Development of Adjacent Parcels (Assessment or In-Kind-Contribution).

RDA Funding, or other funding; US Economic Development Administration ($2.6 million grant received).

RDA Funding, or other funding; Low Income Housing Tax Credits; Historic Preservation Tax Credits; Contributions from developers of new uses; FEMA/OES Grants & New Markets Tax Credits.

RDA Tax Increment, or other funding; City General Fund; Traffic Infrastructure Impact Fees; Proceeds from disposition of Publicly Owned Lands; Exactions from Development of Adjacent Parcels (Assessment or In-Kind- Contribution); Business Improvement District; SCAG funding.


ecruoS gnidnuFtcejorP tnemevorpmI12. Mixed-Use City Hall: Complete the design and construction of a mixed-use city hall and council chambers.

13. The Circle: Purchase land and right-of-way to create a new public circle and terminus vista park on Main Street AND properties adjacent to The Circle for public/cultural uses, commercial and housing.

14. The Cultural Center: Convert cultural center back to community playhouse.

15. Low-Mod Senior Housing and New Restaurant Pavilions: Design and construct 120 senior housing units east of the “circle park.” In addition, Include the design and construction of one or both of the retail pavilions adjacent to the low-mod senior housing development.

16. Greening Vacant Parcels: All parcels on and directly adjacent to Main Street, that are vacant, regardless of whether owned by the City or private landowner and parking lots, should be converted to “green spaces,” nurseries to provide fruit-bearing trees, trees for streetscape improvements, or for the growing of rapidly renewable plants that could be harvested for future public realm and streetscape enhancements. This strategy should be implemented for the whole of the Downtown Main Street Overlay Zone as a methodology to reducing costs of public realm enhancements.

RDA Housing Set-Aside, or other funding; Low Income Housing Tax Credits; State Housing Bond funding; grants and loans receivable by non-profit housing builders; Home Funds.

RDA Funding, or other funding; City General Fund; Community Center Facilities Fees; Non-profit Organization (e.g. “Friends of the Cultural Center Playhouse”); grants for the arts; public/private partnership; CDBG.

RDA Funding, or other funding; Association (Non-Profit); private property owners.

RDA Funding, or other funding; City General Fund; City Hall Impact Fee; Potential revenues from leasable space within building.

RDA Tax Increment, or other funding; City Gen-eral Fund; Proceeds from Disposition of Pub-licly Owned Lands; Exactions from Develop-ment of Adjacent Parcels (Assessment or In-Kind contribution).


ecruoS gnidnuFtcejorP tnemevorpmI17. Community Activism/Marketing Outreach: Encourage community activism through community leaders, champions of the Downtown Master Plan. Community Leaders shall encourage participation in public gardening, street-tree planting, supplemental maintenance of the public realm, etc. Community leaders, through a partnership with the City and Redevelopment Agency, must take ownership of the downtown, and volunteer time and formulate group efforts to unite the community and expedite downtown improvements and overall change. Including, but not limited to: upgrading/fixing single family homes in downtown neighborhoods, improving reality and perception of public safety (using CPTED principles), etc.

Volunteer organizations; City sponsorship of events.

18. Create a Downtown Parking District: Purchase land for public parking structures within the Waterfront, Cultural, and Gateway Districts while cost of land is low.19. Cultural District Parking Structure: Design and construct first public parking structure in downtown, with retail activating the edge facing the circle. Include 2 additional parking structures that will be market driven and through public/private partnerships.

20. Main Street as New Civic Center: Additional civic/public uses such as a new library, museum(s), post office, and government offices shall be design and constructed.

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RDA Funding, or other funding; Traffic Infrastruc-ture Impact Fee; Swap of publicly owned land for desirable parking sites.

RDA Funding, or other funding; Parking District Fee for new development (in-lieu of providing on-site parking).

RDA Funding, or other funding; City General Fund; Community Center Facilities Impact Fees; County/State/Federal departments’ facili-ties funds; non-profit organizations; CDBG; State Grants for Library Development.


ecruoS gnidnuFtcejorP tnemevorpmI21. Create a n Urban Garden Downtown Association: Tied into the community activism within downtown, this group of volunteers should oversee the operations and management of all urban agriculture grown in downtown (starts in the Garden District but ultimately growing their role to include all other areas within the Downtown Main Street Overlay Zone) to end product sold in a local farmer’s market. Educational programs and other community organizations or non-profits can tie into the educational and community building aspects of sustainable living (food/work programs for the homeless, programs with local schools, etc.) .

City funding for solicitation process; private/non-profit developer funding for construction.

22. Purchase Land at Lakefront: Purchase land to accommodate the design and construction of a public waterfront park and future pier/hotel.

23. Environmental Process: Engage the environmental clearance process for park, pier, and lake reconfiguration (EIR/SEQA, etc).

24. Dredge the Lake: Dredge the lake in order to better control the water elevation of the lake and allow for the design of waterfront park and future pier.

25. Riparian Edge: Design and construct an new riparian edge along the lake against the Waterfront Park to enhance water quality and control between Lake Elsinore and the Temescal Wash.26. Waterfront Park and Boardwalk: Design, develop, and construct a memorable waterfront park featuring public art, recreational uses, and a new public boardwalk.

27. Celebrate the Lake: Program water activities, farmers market, events, etc. at lakefront park.

General Fund; volunteer organizations.

RDA Tax Increment, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Exactions from Development of Adjacent Parcels (Assessment or In-Kind contribution).

City Funding.

RDA Tax Increment, or other funding; Proceeds from Disposition of Publicly Owned Lands; Exactions from Development of Adjacent Par-cels (Assessment or In-Kind Contribution); Regional Water Quality Control Board.

RDA Tax Increment, or other funding; Proceeds from Disposition of Publicly Owned Lands; Exac-tions from Development of Adjacent Parcels (Assessment or In-Kind Contribution); Regional Water Quality Control Board.RDA Tax Increment, or other funding; Proceeds from Disposition of Publicly Owned Lands; Exac-tions from Development of Adjacent Parcels (Assessment or In-Kind Contribution);

108downtown master plan

ecruoS gnidnuFtcejorP tnemevorpmI28. Environmental Science and Nature Center: Celebrate the environment through lake and creek improvements through the creation of an Environmental Science and Nature Center

Non-profit organization; Science/education grants; RDA Funding, or other funding.

29. Creek/Trail Park System: Work with the Municipal Water District to extend the riparian edge along the lake at the waterfront park to create a park & trail system running the length of downtown, linking the neighborhoods to the west to downtown and the lake through a park experience. 30. Connect Lakeshore Drive: Design and construct a vehicular bridge connect for Lake Shore Drive over the Temescal Wash and construct new road reconnecting Lakeshore Drive to the west.31. Build a Pier as an Extension of Main Street: Design and construct an active and vibrant pier experience that could include retail shops/pavilions, restaurant(s), Ferris wheel, and other forms of entertainment.

32. “Gateway” Icon/Portal: Design and construct a “gateway” icon/portal to celebrate the entry into downtown at Main Street and I-15.

RDA Funding, or other funding.

33. Implement Public Realm Plan: Provide sidewalks, curbs, streetscape, and quality lighting in downtown.

34. Way-Finding & Signage Program: Develop a way-finding and signage program that addresses all access points into downtown.

35. Build a Pedestrian Bridge: Design and construct a bridge at Flint and/or Pottery.

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RDA Funding, or other funding; Municipal Water District; Local Development Mitigation Fee.

RDA Tax Increment, or other funding; City Gen-eral Fund; Proceeds from Disposition of Pub-licly Owned Lands; Exactions from Develop-ment of Adjacent Parcels (Assessment or In-Kind Contribution); Potential Lease and Operating Revenues from Pier Vendors.

RDA Tax Increment, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Exactions from Development of Adjacent Parcels (Assessment or In-Kind Contri-bution); Business Improvement District.

RDA Funding, or other funding; Business Improvement District.

RDA Tax Increment, or other funding; City General Fund; Proceeds from Disposition of Publicly Owned Lands; Exactions from Development of Adjacent Parcels (Assessment or In-Kind Contribution).

RDA Tax Increment, or other funding; City Gen-eral Fund; Proceeds from Disposition of Publicly Owned Lands; Traffic Infrastructure Impact Fee; Exactions from Development of Adjacent Par-cels (Assessment or In-Kind Contribution).


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106 downtown master plan draft july 01 2009

City of Lake Elsinore130 South Main Street

Lake Elsinore, CA 92530tel: (951) 674-3124

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Documents

Downtown Master Plan Section 06