HomeMy WebLinkAboutGPAC_2004_02_09111111111 1111 III 11111111111111111111111 lill 111.1111
*NEW FILE*
G PAC 2004 02 09
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February 9, 2004
7:00-9:00 p.m.
CITY OF NEWPORT BEACH
GENERAL PLAN ADVISORY COMMITTEE
AGENDA
Police Department Auditorium
870 Santa Barbara Drive
7:00
I.
Call to Order
7:05
II.
Approval of Minutes
January 26, 2004
7:15
III.
MiOcean Water Quality Improvements
Along the Coast
Pat Fuscoe, MiOcean Technical Advisor
Ian Adam, Water Quality Regulations
8:00
IV.
State of the Harbor Relative to the General Plan,
Harbor and Bay Element, and General Plan
Update Process
Tom Rossmiller, Harbor Resources Manager
8:45
V.
Discussion of Future Agenda Items
8:50
VI.
Public Comments
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CITY OF NEWPORT BEACH
GENERAL PLAN ADVISORY COMMITTEE
Minutes of the General Plan Advisory Committee Meeting held on Monday,
January 26, 2004, at the Police Department Auditorium.
Members Present:
Roger Alford
Louise Greeley
Carl Ossipoff
Phillip Bettencourt
Bob Hendrickson
Charles Remley
Carol Boice
Mike Ishikawa
Larry Root
Elizabeth Bonn
Kim Jansma
John Saunders
Karlene Bradley
Mike Johnson
Hall Seely
Gus Chabre
Donald Krotee
Jan Vandersloot
Lila Crespin
Lucille Kuehn
Tom Webber
Laura Dietz
Barbara Lyon
Ron Yeo
Grace Dove
Marie Marston
• Nancy Gardner
Catherine O'Hara
Members Absent:
Patrick Bartolic
Tom Hyans (sick leave)
James Schmiesing
John Corrough
Bill Kelly
Ed Siebel
Florence Felton
Phillip Lugar
Staff Present:
Sharon Wood, Assistant City Manager
Tamara Campbell, Senior Planner
Woodie Tescher, EIP Consultant
Debbie Lektorich, Executive Assistant
Members of the Public Present:
Wendy Brooks Carol Starcevic
Carol Hoffman
I. Call to Order
Nancy Gardner called the meeting to order and introduced the new members of
the Committee, Lila Crespin, Elizabeth Bonn, Barbara Lyon and Hall Seely.
• II. Approval of Minutes
The minutes of the January 12, 2004 meeting were approved as submitted.
III. Mixed Use Development Presentation
Woodie Tescher presented a slide show of mixed use projects in Southern
California and provided some history on mixed use developments. After Mr.
Tescher's presentation, Bill Trimble, Planner from the City of Pasadena, spoke
about mixed use projects in Pasadena. During and after the presentations the
following questions were raised.
Jan Vandersloot asked if government had required a Santa Monica mixed use
project to provide the senior housing which was included. Mr. Tescher indicated
this was a bonus density situation and the City worked with the developer to
include the senior housing.
Mike Johnson asked about the location of parking at the Paseo Colorado project.
Mr. Tescher indicated the parking entrance was at the end of the complex and
led to 2 levels of subterranean parking which runs the entire length of the
project. He said that once inside the structure there is a separate entrance for
• residents and visitors.
John Saunders asked about the addition of parking structures in Pasadena. Mr.
Trimble indicated the location and timing of a parking structure was critical to
the overall project in Old Pasadena.
Carl Ossipoff feels Mariners Mile would be a good location for mixed use and
asked Mr. Tescher what obstacles would get in the way. Mr. Tescher indicated
one of the issues would be the volume of traffic on Coast Highway and how to
access mixed use projects without impacting the traffic. Another issue would be
the land values and what scale would be needed to make a project successful.
Gus Chabre asked about the involvement of redevelopment agencies in the
mixed use projects discussed earlier, specifically the 3rd Street Mall project. Mr.
Tescher indicated that Santa Monica did not use any redevelopment financing for
the 3rd Street Mail project. However, the project did benefit from parking
structures built earlier with redevelopment funds. Mr. Trimble stated that the
smaller development projects going on now in Pasadena are being done by
developers.
Bob Hendrickson asked about parking at one of the San Diego projects where
• streets and buildings had been added to what was at one time the parking for
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the grocery store. Mr. Tescher indicated there was some surface level parking
• however most of the parking was underground.
Philip Bettencourt worked on the Cannery Lofts project and noted that the
permitting process had taken 16 months. He also indicated the kinds of people
who want to live there are double income couples without children, so the impact
on schools and infrastructure will be less than other residential areas.
Kim Jansma pointed out that people tend to avoid parking structures when there
is a choice to park somewhere else. Mr. Tescher agreed and added that the
design and location of the structure is important to make people feel secure
when using the structure.
Mr. Vandersloot asked about traffic generation rates for mixed use projects. Mr.
Tescher said data had been collected in another community which showed mixed
use is a close second to 100% residential when comparing peak hour trips. He
also pointed out projects such as Paseo Colorado in Pasadena have everything
you need and residents really don't have to use a car to get to the grocery store,
workout, restaurants, civic center, etc.
Lucille Kuehn asked about the process to get a consensus from the community
and the City supporting using mixed use to help with our shortage of housing.
• Mr. Trimble indicated in Pasadena when people understood that some
developments will relieve some pressure in single family neighborhoods, they
accepted growth as long as it was targeted to areas that are not so sensitive.
Don Krotee asked about the subcommittee process and if changes could be
made to zoning in order to accommodate mixed use projects. Ms. Wood
indicated that each subcommittee would be given information on the existing
zoning and General Plan for each of these areas, as well as questions and issues
for discussion. During discussions groups can identify current problems, what is
working and what is not, etc. Ms. Gardner reminded everyone that this is why
this committee was formed, to take the information and come up with ideas for
the future.
Catherine O'Hara asked about mixed use projects that were not successful and
things to look out for as we think about this kind of development. Mr. Tescher
and Mr. Trimble indicated that timing and location are important issues, the
housing is always successful but the commercial must work as well.
Mr. Ossipoff asked how Laguna Beach had dealt with PCH in their downtown
area and how that differs with PCH through Mariners Mile. Tamara Campbell
indicated that Laguna Beach has a specific plan which identifies what type of
businesses can come into different areas of the city based on that plan; some
areas are reserved for resident -serving businesses and others areas are for
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visitor -serving businesses. Mr. Tescher also shared that years ago San Clemente
. had wanted to make PCH more pedestrian friendly and decided to allow LOS F to
encourage vehicles to use the 405 freeway; that option is not available here.
Ron Yeo asked if the senior project on Back Bay Drive would have any mixed
use. Ms. Wood said no.
Mr. Johnson asked what types of uses are planned for the first floor of the
Cannery Lofts project. Mr. Bettencourt stated that because of the parking
limitations it would most likely be offices for architects, engineers, insurance
agents, etc.
Mr. Vandersloot asked if the mixed use concept could subsidize affordable
housing. Mr. Trimble thought it was rare that the commercial/retail is able to
subsidize the housing; in today's market the housing is making the project
successful. Mr. Tescher indicated the senior project he had shown earlier was
actually subsidized by the market value units, not the retail/commercial.
Ms. Kuehn asked if there was documentation to show how much housing is
needed in the City and if there is an excess of commercial. Ms. Wood stated the
Housing Element of the General Plan and also the retail market analysis done by
Doug Svensson would provide this information. It will also be summarized in
discussion papers.
IV. Discussion of Future Agenda Items
Mr. Tescher stated that at the next meeting Tom Rossmiller, Harbor Resources
Director will have a presentation as well as a representative from MiOcean.
Mr. Vandersloot asked for a presentation similar to the one done at this meeting
with photographs of land uses around airports in other areas.
Lila Crespin asked that public art be discussed at a future meeting. Ms. Wood
indicated that the Arts Commission had drafted the beginnings of a General Plan
element on Culture and the Arts and the General Plan Update Committee had
included it in the scope of work. It will be included but is still several months
away.
V. Public Comments
Wendy Brooks shared her concerns about the Corona del Mar Centennial
Committee's plans to place a sculpture at Inspiration Point.
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HERE COMES
Recently, the Los Angeles Times printed anarticle discussing Orange County's future growth. Consistent with the false•
,perception that seems to permeate most discussions about future growth in Orange County, the article focused on
Southern Orange County as the hotbed forfuture development. While it is true that the County's largest remaining
undeveloped parcels of land exist in the south and that significant growth will occur there, demographic data indicates
that this is not where most of Orange County's future growth will actually be absorbed. In fact, the northern and
western cities will take on more than 55% of the County's 600,000 new residents between now and 2020, 48% of the
227,000 new housing units, and 60% of the projected 900,000 new employees. And although significant planning
issues exist as a "first -generation" buildout of South Orange County comes into focus, equally if not more daunting and
complex planning issues exist with regard to how to accommodate future residents and employees into those portions of
Orange County that are already considered to be "built -out."
The reality for Orange County, and similar metropolitan regions, is that a "buildout" scenario as we might imagine one
to be does not really exist. Discussions about "planning horizons" are germane only to the first -generation buildout of
undeveloped lands; deliberations that have yet to occur on a broad scale pertain to how Orange County can, as former
Governor Pete Wilson told Californians in his 1991 State of the State Address, "shape and not suffer growth,"
particularly.in the already developed regions.
Orange County is changing. In many ways it is well beyond its former standing as a Los Angeles suburb, and the now
ethnically -rich urban subregion faces many of the challenges once thought not to exist. During the last 50 years,
Orange County has experienced a rapid movement of people and jobs from the north, resulting in increases in traffic
congestion, noise, pollution, and overcrowding and overuse of public facilities. While some of Orange County fits the
stereotype of a neatly manicured master -planned community, most of the area developed before such master plans came
into common practice. Now, the line separating "suburban" from "urban" in Orange County has blurred, and many
areas are not quite as desirable as they once were.
What 10 Oranne County Cities are Doine to Address Growth and Relateddssues
As the following ten case studies reveal, several Orange Countyjurisdictions are making
strides towards "re -inventing" portions of their towns that may not have been promoted
and utilized to their full potential. Others are taking steps to create residential
communities that place renewed emphasis on the "community". While the approaches
presented here,are varied, they all have a common thread of improving the quality of life and creating an improved
sense of place and community. Each of the approaches recognizes the need to embrace rather than avoid future growth,
and each also seeks to provide long-term solutions to current planning needs.
The case studies presented in this report, like the cities featured, are all different. Some of these cities have elected to
preserve structures, build on their historical significance, and embrace changing demographics•and ethnicities. Others
have created new downtowns where the old ones once stood. One jurisdiction, absent a -traditional downtown,
endeavors to increase community focus by enhancing its greenbelt areas as a place of civic gathering. Another has
taken the first steps towards revitalizing a three-mile stretch of town along a boulevard typical of much of Orange
County's north, central, and western areas. The areas featured emphasize the importance of revitalizing old
neighborhoods, and providing adequate and improved'housing,
Clearly, the amount of developable land remaining in Orange County is now at a premium. Growth projections
indicate that the low density and separated land use practices of the past half -century might not be the most viable
options for accommodating future development. Redeveloping Orange County will provide more complicated
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challenges than those that existed in its initial or "first phase" of development during the last half -century.
efforts being undertaken by the cities featured in this report demonstrate that as a whole, Orange County is
implementing innovative approaches to improving the quality of life and accommodating
future growth.
Smart Growth: Buzzword or Battlecrv?
Increasingly, cities throughout the nation are taking an active approach to building what
are called "livable" or "smart" communities. The concept is seen by various professional
architects, community activists, planners, and elected officials as a key strategy toward
accommodating a portion of expected new growth and concurrently revitalizing,
maintaining and enhancing existing neighborhoods and communities. Statewide, more
than 100 cities and 18 counties have adopted some portion of the "Ahwahnee Principles"
sometimes under the title of "neotraditional design," "livable communities,"
"transit -oriented design," "new urbanism," "urban village" or "smart growth" into
portions of their General Plans.
The
Within Southern California, regional agencies such as the Southern California Association of Governments and the
South Coast Air Quality Management District are looking at livable communities concepts as a way to reduce andfor
shorten automobile trips, thus reducing congestion and improving'air quality. Locally, many cities view livable
communities strategies as mechanisms to bring new life to existing, often run-down or underutilized urban core or
downtown areas. While there can be regional benefits to the transportation network and toward improved air quality,
local initiatives toward livable communities are more often initially seen as a way of increasing a
community's economic vitality.
Despite the considerable hoopla, smart growth has its share of opponents, notably from conservative economists and
some builders who still recoil at the "smart growth" phraseology and its past nexus to some slow or no growth
movements. The smart growth movement is still feared as being extremist in many ways, and continues to be
misunderstood beyond the confines of urban planners and elected officials. For example, George Will, nationally -
noted author and columnist, recently weighed in on the smart growth movement by stating that Americans live in
suburbs over cities because they like the freedom conferred by the automobile to make their habitats in low -density
communities. Will asserts that smart growth is the brainchild of liberals intent on increasing government and
controlling behavior through planning:
"This preference has long dismayed many liberals, who rather resent the automobile, which allows ordinary people
to move around without the supervision of liberals... The purpose of 'smart, "coordinated'growth is to prevent the
masses, in theirfreedom, from producing democracy's byproducts - untidiness and even vulgarity. And the bland
notion of planning' often is the rubric under which government operates when making its preferences and
prophecies - often meaning its arrogance and its mistakes - mandatory."
George Will, "Al Gore Hasa New Worry: 'Smart Growthi to cure'Suburban Sprawl' is
the Newest Rationale for Government Growth," Newswee February 15,1999.
At times smart growth can be morphed into a narrow definition of the term to meet a particular philosophy. The
Policy Statement on Smart Growth issued by the National Association of Home Builders steers the smart growth
movement toward continued suburban development:
"Smart Growth means... understanding that suburban job growth and the strong desire to live in single-family homes
will continue to encourage growth in suburbia. Smart Growth also means meeting that housing demand in smarter
ways byplanningfor and building to higher densities..."
National Statement of Policy on Smart G rowth,
Association ofHome Builders, NAHB's Smart
Growth Reoort,1999.
Are there adequate, acceptable, understandable, and unbiased definitions of
"Smart Growth?" Certainly, the Urban Land Institute, for one, offers a
commentary on the topic that few should dispute:
"...smart growth invests time, attention, and resources in restoring
community and vitality to center cities and older suburbs and in
encouraging more town -centered and transit- and pedestrian -oriented new
development."
Urban Land Institute, ULi on the Future: Smart
.Growth -Economy, Community. Environment,
1998.
What is clear from the ULI comment is that smart growth is not nor should not be a strategy confined to any
specific land use in any specific place. Smartgrowth concepts are not limited to central cities and established areas;
they also apply to new areas that can -be town -center, transit, and pedestrian oriented, including a mix of housing,
commercial and retail uses and -which preserve•open,spacd. The overall goal for smart growth should be
development that is environmentally, socially, and economically sound. While suburban growth will continue to
occur, local communities are increasingly realizing that the problems that accompany sprawl - traffic congestion,
new and costly infrastructure expansion and increased demands on services, conflicts over growth and divisive
communities, loss of farmland and open space - pose significant challenges to their future success.
Smart growth and livable communities concepts are not political statements, nor should they be viewed as threats to
future development. They should also not be constrained or narrowed in their definition, The ideas of smart growth
are so basic to sound.fundamentai planning that they shouldn't be subject to debate at all. In essence, smart growth
allows -for a combining of principles and planning elements that, if implemented collectively, are able to enhance the
quality of life in a neighborhood or community (see schematic diagram).
What are the "Ahwahnee Principles?"
Common smart growth components address standards included in the "Ahwahnee Principles." In 1991, Peter Katz,
author of "The New Urbanism," joined with a group of architects who had been leaders in.developing new notions of
land use planning in a meeting convened by the Local Government Commission. These innovators were asked to
come to an agreement about what it is that new planning ideas, from neotraditional planning to sustainable design,
have in common and then to develop a set of community principles. They were then asked how each community
should relate to the region and to develop a set of regional principles. Finally, they were charged with defining how
cities and counties might implement these ideas. The architects' ideas were drafted into a form, which would be
useful to local elected officials and would provide a vision for an alternative to urban sprawl. A preamble, topics of
specific ideas, community principles, regional principles and implementation of the principles, was presented in the
fall of 1991 to about 100local elected officials at a conference at the Ahwhanee Hotel in Yosemite National Park.
An abridged version of the Ahwahnee Principles is as follows:
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Ahwahnee Community Principles
* Contain a mix of facilities essential to daily life;
* Locate housing, jobs, daily needstactivities within easy walking distance;
* Locate as many activities as possible to transit stops;
* Accommodate different economic/age groups in the housing mix;
* Link job types to residents, local work force, economy;
* Enable access to larger transit network;
* Have a central focus; combine commercial, civic, cultural and recreational
uses;
* Allow for "open space" (green, squares) where frequent use is encouraged by placement and design;
* Design public spaces to encourage "around the clock" use;
* Put as much thought into bike/pedestrian paths as is done for roads so people want to use them;
* Preserve natural terrain, drainage, vegetation; include examples in greenbelts and parks;
* Use design techniques that conserve resources and minimize waste;
* Provide for efficient use of water;
* Street orientation, placement of buildings and shading should contribute to energy efficiency of the community
Ahwahnee Regional Principles
* Integrate regional land use planning structure around transit instead of freeways;
* Greenbelts/ wildlife corridors should define regions;
* Locate regional institutions (stadiums, government, museums, etc.) in the "urban core';
* Encourage development of local character and community through materials and methods of construction.
It is important to realize that the establishment of smart growth communities or implementation of individual smart -
community approaches is a long range objective. Application of livable community concepts will not
immediately address or fix inner city disinvestment, suburban traffic congestion, regional air pollution, and the
political malaise of a wary public. However, they can have a broad impact over time if adopted and implemented
locally, community by community, and reinforced by regional metropolitan planning and economic policies. As this
report demonstrates, several Orange County cities have made significant strides to address community needs and
challenges. Visit these cities through the pages of this report, and then make time to visit these cities to experience
the positive strides being made to accommodate growth in Orange County.
create a
i sense of place! spur economic
pr
domote transit
development
' reduce vehicle
address urban renewal ` \ trips/congestion
integrate zoning / land enhance
use in specified areas —�� �� safety/ crime
prevention
improve air
quality achieve energy
savings
The Livable Communities conceptis ability to address a number of urban issues contributes to its popularity.
r�ufloiwMJWA& 0 P�A
0 July 10, 1990, the long-awaited
$200 million revitalization of
Anaheim's downtown officially began with the
groundbreaking of the Koll Anaheim Center,
bringing a unified focus to the City's center.
The$eart of the -development, Center Street
Promenade, with its palm tree -lined streets,
shops, outdoor cafes, restaurants, and
sculptures, is designed to reacquaint residents
with street fairs, a farmers market, and other
community events for which Anaheim was
once noted. An expanded Pacific Bell facility
and the 11-story City Hall West now anchor
the central area, providing the core business
district of the revitalized downtown. A new
state-of-the-art Police facility is also a part of
the downtown revival.
Lincoln Village, the residential
component of the renewed downtown, was
completed in 1992. This 20-acre urban village
combines residential, commercial, business and
civic uses, featuring the distinctive craftsman -
styled homes so prevalent in Anaheim's past.
Located nearby are Vintage Lane and Heritage
Place, small neighborhoods of historic homes
illustrating Anaheim's architectural history.
ANAHom FASTFAc7s
DATEOFINCORPORAMON: 1878
S2E:49.7squARE"LEs
-POPULATioN 1998.302,500
2020.405,205
ETHNIC MAKEUP
wHrrE 50%
LAitNO:36"/o
ASIAN: I O.M%
BLACK:27%
OTHEIx OS%
MEDUW HOUSEHOLD INCOMC$39,620
LABOR FORCE 162,030
EMPLOYED:157,070
UN EMPLOYMENT R47E 3.1 %
Mixed land uses in the downtown area, with a hair salon on the
ground level and living quarters above.
The Anaheim Redevelopment Agency has
implemented a public arts program which will help to
mark the renewal of Anaheimis historic center. The 1 Art
for Public Places Programi was developed to
commemorate some of the Cityis history and to integrate
a human element into the physical environment of
buildings, streets, and landscaping. The art works help to
create a unique sense of place. The Art for Public Places
Program was funded through a public/private i Percent
for Arti partnership, where costs were equally shared by
the major participants in the downtown redevelopment.
The Program requires no [Honey from the Cityis general
fund.
The central Cityis renaissance has been a
significant accomplishment, and serves as a glowing
testimony of Anahejmfs vision to bring life back to its
central core. Improvements made thus far have
significantly impacted and improved the livability of
each of the Cityis neighborhoods in and around the
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The new Community Center is located downtown adjacent to City Hall.
downtown.
In 1996, the City adopted its Community Planning Program, designed to specifically examine
each of the City's 28 planning areas, with a primary focus on physically enhancing the livability of each
neighborhood and ensuring their long-term viability. The Program addresses such livability issues as
infill development, improvements within the City's urban core, maximization of open space, and
facilitating pedestrian traffic through the installation of various traffic calming mechanisms.
The program specifically addresses the land use challenges and opportunities facing each of the
City's neighborhoods. Action plans will contain items designed to address specific issues relevant to a
particular community or neighborhood. Issues examined thus far include existing codes and policies,
traffic patterns, street trees, street lighting, signs, public transportation, housing stock and parks and
recreational opportunities.
In supporting the Program, the City Council has established a Neighborhood Improvement
Fund designed to fund the costs of neighborhood improvements. To date, one million dollars have been
allocated for various streetscape improvements such as sidewalk repairs, tree plantings, street lighting
Area identified for improvements as part of the I Completed sidewalk/landscape
• Cityis Community Planning Program. (before) installation. (after)
enhancements, and traffic calming.
The analysis of each planning area is broken
down into a comprehensive three-part process. The
first stage involves internal research including the
examination of existing zoning/General Plan
designations and codes to ensure that they address
the changing needs of the community. The second
stage involves community outreach. Surveys are
mailed.to local businesses, property owners and
residents of a particular community and workshops
are held to discuss neighborhood conditions and to
gain insight about desired improvements.
Recommendations for improvements are developed
and suggestions.are received through mail -out
surveys. The third'phase involves the creation of a
Community Action Plan. With these tools, an action
plan is developed and the City Planning
Commission and City Council review the plan for
approval and subsequent implementation of
identified
improvements.
To date, four Community Action Plans have
been completed and a fifth is currently under
General location of Anaheim in Orange County.
New signage in the downtown directs
pcdestrians and vehicles to points of interest.
preparation. One key to the Program's success is a
monitoring system to ensure timely implementation
and completion of each action item.
Highlights of the most recent
accomplishments of Anaheim's Community
Planning Program include the planting of
approximately 1000 trees within residential
parkways placement of additional trash receptacles,
restoring and preserving neighborhood entry
monuments, cleaning and improving bus stops,
Craftsman -style condominiums compliment much of the
original architecture of downtown Anaheim.
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A cultural event held downtown.
reviewing billboard entitlements,
installing and improving existing
sidewalks, and reviewing the conditions of
and availability of bike lanes.
As the central area has experienced
a revival, citizen activism has also begun
to flourish again in Anaheim. One popular
grassroots program is 1 Wipe Out
Graffitii, a joint City -resident effort to
eradicate graffiti vandalism. The! Adopt-a-
Blocki program encourages neighborhood
residents to beautify their homes, streets,
and alleys. Another citizen activity is
1 Paint Your Heart Out Anaheimi , which
brings together approximately 1,000
volunteers to paint and refurbish more
than 40 homes of elderly or disabled
residents on a single day each spring.
One of the many art pieces that can be found downtown.
Double cul-de-sac in central Anaheim serves as a mechanism to
redirect traffic.
Brea's maturation as a suburb in the
late 1970s coincided with the construction of
the Brea Mall, now Orange County's third -
highest grossing mall. As shoppers converged
on new facilities adjacent to the recently -
completed SR-57 freeway, interest in and
visitors to Brea's old downtown along Brea
Boulevard declined. In 1989, city leaders took
the first step toward revitalizing the downtown
by organizing and participating in "Brea. by
Design", a community planning workshop
aimed at rekindling interest in a new downtown
Brea. The workshop, and subsequent planning
efforts, ultimately resulted in the adoption of
the iBrea Downtown Visioni document, The
Vision document was designed by the citizens
of Brea, and today funetions.as a set of goals
for guiding the revitalization of the City's
downtown.
In the fall of 1991, the Brea
Redevelopment Agency approved a project
proposed by the Watt/Craig Joint Venture. The
project included a three phase strategy to
revitalize the downtown by bringing people to
the area to work, live, shop, be entertained,
dine and spend time in a pleasant, 24-hour
environment.
The first phase, The Gateway Center,
located on the northwest comer of Imperial
Highway and Brea. Boulevard, was completed
in 1995 and includes approximately 200,000
square feet of retail/commercial space,
restaurants, and second story office space. The
center is anchored by a Ralph's Supermarket
and includes retail uses such as Cost Plus,
Petsmart, Payless Drug Store, Starbucks
Coffee, and restaurants.
The second component, completed in
1996, created a new downtown residential
neighborhood with nearly 100 high -density,
traditional-styled1omes built as the Ash Street
Cottages. The Cottages are located adjacent to
and immediately north of the Gateway Center
and the city's downtown focus, the new Birch
Street Promenade.
The Cottages incorporate neo-
The Ash Street Cottages, adjacent to Birch Street
in Downtown Brea, are characterized by
craftsman -styled houses with,front porches.
traditional planning features such as providing clear
pedestrian links adjacent to commercial and recreational
areas, a central open space area as a focus for neighborhood
activities, design concepts, that focus human activities
toward the street(such as front porches, low -height fencing,
and alley access). The development also maintained a
classic grid -pattern street system. The Ash Street
neighborhood is protected from Promenade -related traffic,
and visual impacts from the revitalization are lessened by a
20-foot landscape buffer between parking areas and the
homes. An important aspect of the Ash Street Cottages is
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that they are not separated from the
downtown community by gates or
fences.
The new Birch Street
Promenade is the cornerstone of the
City's downtown revitalization
efforts and nearly completes Brea's
redevelopment vision. The —
Promenade provides 108,000 square feet
of retail and restaurant space, stadium -
seating theaters (with 22 screens and
seating for 4,700 patrons), and 46 loft -
style apartment units located along the
wide-sidewalked Promenade above first -
story retail uses. Two centrally -located
parking structures provide free,
convenient parking, and the street
features three plaza areas designed to
create a focal point for special events,
cultural activities, and community
celebrations. "Super blocks" comprise the
A Starbucks surrounds a plaza with outdoor dining and a water feature.
third phase of Brea's downtown revitalization. Three super
blocks (located north of Imperial Highway and on the east side
of Brea Boulevard) will provide unique dining experiences
with higher -density housing to add to other mixed -use projects
in the area. An upscale dinner house restaurant, Taps Brewery,
recently opened on block one. Old Navy and Tower Books &
Music will anchor the second block. The development of a
new high -density housing community will occupy the third
Loft -style apartments are
located directly above
retail establishments along
the Birch Street
Promenade.
super block. The housing
development, Laurel Walk, will
feature 25 single-family homes.
Craftsman -styled homes will include
detached garages (off alley), formal
froritporch areas, and.private
backyards. Twenty percent of the units
will be sold to moderate -income
families.
The new downtown Brea
features several livable community
concepts including mixed -uses,
pedestrian orientation, a range of
residential choices, and unique
architectural styles. The area
provides an environment rich in
pedestrian amenities such as paseos
and plazas with public art, fountains,
shade trees, and seating, all of which
contribute to creating a desirable,
24-hour environment. A
comprehensive landscape and
streetscape program incorporates
canopy street trees to filter sunlight
and to reduce glare along streets. The
buildings incorporate various design
concepts to soften the mass and scale
of larger buildings.Each of the
buildings on Birch Street has a unique
architectural style, which helps the
new area avoid a uniform look
common to many newer
developments. The varied appearance
among the buildings on the block is
somewhat similar to.those downtown
main streets which have evolved over
decades.
Brea's redeveloped downtown
provides a new focus for the
community's commercial, civic,
cultural, and recreational uses and its
success is indicated by the return of
thousands to the new downtown. The
A Water feature along the Birch StreetPromenade.
The housing community of Laurel Walk is also within
walking distance to the Birch StreetPromenade, super block
developments, Brea Mall, and City Hall.
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Brea Fast Facts
Date of Incorporation:1917
Size:10.9 square miles
Population 1998: 35,890
2020: 43,862
Ethnic Makeup:
White., 74%
Latino:17%
Asian: 7%
Black: 1%
Other:1%
Median Household Income: $51,235
Labor Force: 21,390
Employed: 21,000
Unemployment rate:1.8%
The Cityis emblem is found on the !Downtown
Newsl, a paper distributed seasonally to residents and
businesses to inform and update them about City
activities.
Taps Fish House & Brewery is a new upscale restaurant located on the comer of Imperial Highway and Brea Blvd.
I'll'] I!
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new downtown is also within easy walking
distance to the Brea Civic and Cultural
Center and:to.the new Brea Community
Center (completed in 1997).
Brea's downtown revitalization is a
great example of how to develop a
working relationship with local area
residents to re -energize an area that could
easily have been forgotten. The new
downtown provides a balanced, but not
competitive, alternative to Mall activities.
Its proximity to the Brea Civic and
Cultural buildings and activities enhances
its community identity.
General location of Brea within Orange County
(above) and detailed (below) map of Breafs new
downtown.
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A walking trail surrounds the 8-acre lake and connects
the various developments in the community.
Lakeside Residences
The City of Buena Park is applying smart growth concepts to
established areas as well as new areas. The City has supported two new
community developments that feature a mix of housing types, and the
use of pedestrian and transit -oriented design. The Lakeside development
is a new 70 acre residential neighborhood in the northern part of the City
that has been subdivided into four distinct planning areas developed by
four separate home builders. The intent of the Lakeside project was to
develop a cohesive neighborhood offering a broad range of housing alternatives, and
prices that bring together affordable and luxury homes to create a well-balanced
neighborhood. The community consists of 346 homes ranging from attached affordable
townhomes priced in the low-$200,000is to luxury single family homes on lakefront
sites priced in the high-$500,000's. The project also includes 53 condominiums
designated for affordable units, an 8-acre
man-made lake surrounded by a walking trail,
clubhouse, and a large, landscaped openarea
with play equipment and picnic tables. An
extensively landscaped open space area within
the condominium neighborhood includes
recreation areas, a walking trail, tot -lot, and a
focal water feature with sculpture.
Located generally at the cross -streets of
Malvern Avenue and Dale Street, this new
residential neighborhood occupies a formerly
blighted site bounded by a floodcontrol
channel and residential uses to the north, an
industrial property to the east, and an active
railroad line to the south. Initially residents in
adjacent areas objected to plans to develop the
site for industrial uses. City of Buena Park, its
I The Lakeside development makes use of a formerly I
blighted sight and is built beside a flood channel.
Bringing New Life With New
Residences
A decorative sign distinguishes the Lakeside
community entrance.
residents, and the property owner began to consider other uses for the site. Ultimately, the site land use was
changed aspart of citywide "Vision 2010" General Plan revision.process.
Attention to details was predominant in establishing.a traditional pedestrian neighborhood linking
the community's four individual, planning areas featuring distinct housing styles. Each development was
required to share certain theme elements such as frontporches, street signs, lighting, andthe project entry.
Additional amenities, such as the new lake and connecting walking trails, serve as a community gathering
place and central focus. The City of Buena Park, the four project developers, and the citizens of the City
worked together to build this successfuj new infill residential community. 'I •
New Transit Village In The Works
The City is also considering another unique community concept that would combine -a transportation
center, a residential neighborhood, and a. childcare center. The residential component of the Buena Park
Transit Village is envisioned to be owned and developed by California State University Fullerton (CSUF).
The site is planned to create 90 affordable housing units for university faculty, in
concert with a Metro -link station: The
-- childcare center would furnish this project,
commuters, and surrounding areas with a
much needed facility.
The proposed Buena Park Metrolink
Station, would be located on the Orange
County line and Riverside -Fullerton -Los
Angeles line. In 1990, the Orange County
Transportation Authority (OCTA)
estimated that the addition of this station
would create a 38% increase in ridership
between the Fullerton station and the
proposed Buena Park station, The Buena
Park station is expected to achieve some of
The Lakeside community is gated but is accessible to the public by foot. 1.
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General location of Buena Park in Orange County.
Several play areas are built around the lake.
The Lakeside development features a variety of housing including these lake front homes.
The development is enhanced by
decorative themed street signs.
its ridership from overflow that can not be
handled by the Fullerton station.
The residential project is much needed, as
well. It is believed the availability of quality
affordable housing will be a major benefit to the
junior faculty at CSUF who have-not yet
achieved tenure status. Currently, many of these
faculty members commute from Riverside and
San Bernardino counties because of the higher
housing costs in the Orange County area.
Construction of the Buena Park Transit Village
would provide faculty members with additional
options for getting to and from work, helping to
ease the burden on the regional transportation
system.
A water feature accents a gathering area within the
townhome development.
The proposed site for the Buena Park Transit
Village, The Lakeside development is also
located nearby at the cross -streets ofMalvem
Avenue and Dale Street.
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COSTA MESA =
he South Coast Metro area, stretching
along the northern border of Costa
Mesa, is a planned development that
emphasizes several broad livable
community strategies. The area and its immediate
surroundings contain a variety of land uses that
include single-family residential homes, high
density apartments, and high-rise offices which
provide a good mix of
housing, �e At 4V N
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entertainment, and 4
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gives residents and
employees a full range 4'
of commercial services ®!v f
near where they live or
work. Transit opportunities are also
easily available in this area. Several of
Costa Mesa's
According to the North Costa Mesa
Specific Plan, all properties are encouraged to
provide a mix of service -oriented retail uses
(i.e. banks, restaurants, business services, health
clubs, etc.) that are easily accessible to
pedestrians in large-scale office developments.
New developments are encouraged to provide
linkages to the
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One of the many high rise
office buildings in the
South Coast Metro Center.
General Plan policies support the
development of mixed -use projects along or near
transit routes and add variety and interest to the
area by supporting day and evening activities. The
South Coast Plaza Town Center, South Coast
Metro Center, and The Lakes projects currently
provide the opportunity to live, work, shop, and be
entertained within a compact and pleasant urban
environment.
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system. In urban
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walkways are to be
coordinated with
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developments to
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and from eating and
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shopping areas
instead of short
automobile trips. In
44 addition, the City, in
v* v4"I conjunction with the
major land holders,
is conducting a study regarding
nedestrian-oriented directional
t signage for all Plan areas.
South Coast Plaza is a 115-acre area that
contains two large regional shopping center
components. A pedestrian bridge across Bear
Street is currently under construction and will link
these two components, encouraging walking
between the Metro Pointe and the South Coast
Plaza development. Pedestrian -oriented
directional signage will be placed on both ends of
the bridge. A park and ride facility is located at
South Coast Plaza. The Master Plan of Bikeways
includes a new bikeway along Sunflower Avenue.
OCTA has approved urban alignment and station
locations that will serve the area in the future.
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A water feature serves as a central focus and gathering place within the
South Coast Metro Center.
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Orange County.
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The Orange County Performing
Arts Center hosts various cultural
events throughout the year.
A view of the Lakeside apartment complex and South Coast
Metro Center beside the strawberry fields.
A 62-acre area, commonly referred to as South Coast Plaza (SCP) Town Center, contains a
variety of commercial, entertainment, and high-rise office uses, including the Orange County
Performing Arts Center. Many of the existing developments in the Center are oriented to the
pedestrian. An extensive greenbelt/pathway system with the SCP Town Center's core also links
various buildings and uses. Pedestrian signage has been placed at key entry points to a 3-acre
open -space easement, particularly adjacent to the hotels to guide pedestrians to various attractions.
To facilitate foot traffic to and from South Coast Plaza, a pedestrian bridge has been constructed
across Bristol Street. The Lakes, a 27-acre area, contains two hotels, an apartment complex, and a
retail center. A centrally -located lake is surrounded by pedestrian paths that are linked to the
public sidewalks.
The South Coast Metro Center is a 47-acre area currently developed with three 12-story
office buildings. There are two vacant parcels located next to the urban area that total 21.56 acres.
A new office development is proposed to blend the existing high-rise office buildings with low-
0
Fast Facts
Date of Incorporation:1953
Size: 15.3 square miles
Population 1998:105,608
2020: 111,498
Ethnic Makeup
White: 66.6%
Latino: 24.4%
Asian: 7.2%
Black:1.4%
Other: 0.5%
Median Household Income: $40,313
Labor Force: 66,660
Employed: 65,140
Unemployment Rate: 2.3%
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rise buildings, a corporate headquarters campus, a hotel, a
health club, and family restaurants (with patio dining and
project -serving retail uses). An emphasis on artistically
landscaped, tree -lined walkways inviting pedestrians into and
around the office campus will create further ambiance for
Orange County's cultural arts, retail, and business center areas.
Visitors to this new development will enjoy walking from their
hotel,to restaurants, to South Coast Plaza for shopping, and to
the Performing Arts Center.
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The pedestrian bridge across Bristol Street connects the
businessloffice center, South Coast Metro Center, with
shopping at South Coast Plaza,
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Revitalizing a Three -Mile Stretch of Lincoln Avenue
Pedestrian areas are enhanced by large shade structures and lush landscaping.
The western entrance to the City of Cypress (and
Orange County) is via a bridge embellished with
architectural towers and signature lighting.
The center of the Lincoln Avenue Project is
anchored by a clarion clock tower,
pedestrian seating, and landscape treatments.
ike many of the communities in north -
central Orange County, the City of
Cypress grew out of the -dairy and
agricultural industries so prevalent in
the 1950s and 1960s. Since its incorporation in
1956, Cypress has•sought to establish an
identity as a premiere residential and business
center with convenient access to commerce
centers, entertainment, and recreational
opportunities in both Orange and Los Angeles
counties. As the City approached build -out,
leaders sought to build upon and continue
identity with a large improvement program for
•one of the City's main thoroughfares that was
beginning to show its age, Lincoln Avenue.
What ultimately occurred was a redevelopment
project of huge magnitude, encompassing a
three-mile stretch along Lincoln Avenue.
In 1996, Cypress convened a special.task
force composed of community members to
provide input for the types of improvements that
they would like to see along Lincoln Avenue.
Over the next two and one-half years, the City
conducted an economic study, a land use study,
and a zoning review. This input resulted in the
I Lincoln Avenue Specific Plani, a land use and
economic.development tool designed to
coordinate the long-term needs of the area and to
guide its redevelopment of land uses. The
Specific Plan encourages a mix ofland uses
designed to be pedestrian oriented and friendly,
encouraging a walking environment rather than
the former vehicle oriented driving environment.
The City is now specifically seeking
entertainment and commercial uses along
Lincoln Avenue including restaurants, banking,
and personal service businesses to support the
pedestrian -friendly plan. These businesses will
replace the former automotive -oriented
businesses which formerly lined Lincoln (such as
vehicle sales/ storage/repair facilities), and a
number of independent hotel uses that have, in
the past, generated community. and police
concerns.
Former Mayor and current Council
Member Tim Keenan stated, "Someone had to
take the first step to improve the area along
Lincoln Avenue;' and.City of Cypress has by
spending over six million dollars on public
improvements for the three -plus mile segment of
General location of Cypressin Orange County.
Lincoln Avenue within the Cityis boundaries. The
City used funding from a variety of sources
including the General Fund, redevelopment
increment financing, and Measure M allocations.
Public improvements include a pedestrian -
oriented walkway system of sidewalks and rest
areas, typically located in "bow -outs" (enhanced
landscape areas at corner and mid -block
locations). A unified system of pedestrian -scaled
streetlights has been added, to Lincoln, along with
community -oriented information kiosks and
information centers at various locations along the
street. Newly -installed decorative benches and
landscaping place an emphasis on public seating
and interaction, while softening the former
"boulevard looki of the former streetscape.
Redesignedbus shelters complete the package.
Through the construction process, existing
Lincoln Avenue businesses assisted the City
through the publication of monthly updates on the
projectis progress and the issuance of special
discount cards. These cards were included in a
newspaper-format•mailer sent to all Cypress
residents. It proved to be successful in maintaining
economic activity during the reconstruction
process. Assistance will continue with
redevelopment funding for new and existing
businesses seeking to locate or expand in a
manner consistent with the Specific Plan. A
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financial incentive program will provide special low interest loans and possibly grant funding so
that property owners can improve their building design, signage, and parking. A new sign program
for the area is now being formulated to provide a unified, visually appealing method for customers
to find and patronize Lincoln Avenue businesses. Coupled with the public improvements and
landscaping, Lincoln Avenue will have a new face and a new identity.
The City has taken significant steps to improve Lincoln Avenue and now looks to the
business community to build upon what the city has started. Further, the city invites business to
take advantage of the increased property values in the area that have largely been generated by
improvements.The City is also encouraging housing along Lincoln Avenue to provide for an
expanded customer base for new and existing businesses and to contribute to the new pedestrian
orientation of the Avenue. This is an exciting time to see what has been accomplished and what is
about to occur. It is time to briefly celebrate what has been done and to prepare for the next stage
in the re-emergence of Lincoln Avenue, a vital and important portion of the Cypress community.
�J
FULLERTON
A DOWNTOWN RENAISSANCE
The renaissance of downtown
Fullerton, along and adjacent to
Harbor Boulevard, is the result of
two decades of community
effort that has transformed
Fullerton into a vibrant, thriving,
center of commerce, social
interaction, and culture. In 1992,
through the collaboration of the
Fullerton Redevelopment
Agency, and the Downtown
Business Association, political
and community leaders, business
and property owners, and
residents, a vision and strategy
were developed' -to guide the
rejuvenation of the downtown.
i Fullerton 2000 and Beyondi is a
vision modeled after the "Main
Street Approach" to downtown
revitalization. The goal is to
re-establish downtown Fullerton's
y
The restored Stedman Clock is still keeping
track of time.
YYYYYY' 1 !jt■�� g� '� i�
10111 II The Chapman Building is listed on the National Register of
Historic Places as well as designated a Local Landmark.
status as the heart of the City.
Recognizing the large
number of older structures, the
city's leaders focused on
preserving and enhancing the
historic nature of the
downtown, while improving its
economic and social status in
the community. Their efforts
included the establishment of
design guidelines, a successful
commercial building
rehabilitation, a seismic loan
program for the older
structures, and the
implementation of a master
plan and vision statement for
the downtown. The
commercial loan program
affected over 70 historic
buildings. A $5.5 million
investment by the City was
matched by an additional $15
million'from various business andproperty owners,
creating new restaurants, entertainment, retail
attractions, and housing.
Supplementing and building upon the loan
program was the comprehensive master plan'for the
downtown. The master plan set forth a vision for the
year 2000 and beyond. The master plan was quickly
followed up with several implementation efforts
including purchasing property for additional
downtown parking, developing a plan for a
downtown plaza, recruiting restaurants, encouraging
outdoor dining, increasing police security, developing
a program to improve downtown lighting, upgrading
the downtown streetscapes, and installing new
directional signs in -the downtown•area.
The revitalization project began in 1991 when
the city adopted a seismic.retrofit ordinance and the
Redevelopment Agency offered a no interest,
matching loan incentiveprogram to facilitate the
work. Money was moderately used for seismic
retrofitting of the buildings, but the majority of the
Streetscape Improvements conducted by the Art
Committee include the 1 Welcome to Downtownt
t mural on•HarborBlvd.
money went into restoration and modernization.
Also, in 1991, the Redevelopment Agency
f participated in the construction of a 128-unit
mixed -use apartment complex. This project was.
constructed with the expectation that people would
return to the downtown•to live, thusproviding
" 'round the clock clientele for the new downtown.
Theproject is fully occupied and currently has a
one-year waiting list.
Fullertonis flourishing central business
district is unlike any other city in the area. Over 100
retail shops, 22 antique stores, 30 restaurants,
6 coffee pubs, 2 galleries, and a museum enhance
and co -exist with traditional downtown elements
such as churches, financial institutions, medical
offices, government agencies, a library, and
hardware stores.
Another major project was the multi -million
dollar expansion of the downtown transportation
center, which was completed in 1996 after a decade
of comprehensive planning and construction. This
project began with the restoration of an abandoned
Union Pacific depot, which was moved to the
transportation center and given new life as a popular
restaurant, The Old Spaghetti Factory. The project
also involved the complete restoration of the historic
70 year -old Santa Fe train depot. Two new
pedestrian plazas, a third main rail line, and a new
pedestrian overpass were also constructed to
accommodate a quadrupling of the number of
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FULLERTON
A DOWNTOWN RENAISSANCE
Metrolink, Amtrak, and freight trains. Future plans
include a train museum to be placed on old rail
lines purchased recently by the City, a travel
agency, a recreation trail, and additional free
parking. A new single -room occupancy housing
facility has been constructed within a block of the
transportation center.
In 1993, the Redevelopment Agency
commissioned a comprehensive review of the
revitalization efforts that had taken place during the
previous two decades. The review set the stage for
a Master Plan designed to carry the downtown
beyond the year 2000. This Plan included the
formation of a Downtown Planning Committee
comprised of downtown stakeholders, including
merchants, property owners, historic
preservationists, representatives from the Museum
Center, the Chamber of Commerce, and numerous
commission and community groups. The
Committee compiled a list of recommendations for
the downtown area, which the City Council
reviewed and adopted, and which were
incorporated into a new comprehensive 15-year
Master Plan for the downtown.
The most notable components from this
planning effort include a restaurant recruitment
program, public art program, preparation of a
downtown plaza plan (completed in 1999),
purchase of properties to expand parking, and an
update to the downtown development guidelines.
The restaurant recruitment program includes a
listing and map of available restaurant sites, along
with the promotion of the Redevelopment Agency's
$50,000 no -interest loan to new restaurants. The
no -interest loan has proven to be a significant
factor in bringing several restaurants to town. The
City's Art Committee prepared a Master Plan for
public art in the downtown area, with the first art
project being a "Welcome to Downtown" mural
sign at the primary entrance to downtown. The
Redevelopment Agency commissioned a project to
renovate the downtown streetscape by replacing
overgrown trees, installing decorative tree lights,
improving street lighting, implementing new public
• I I Norman Rockwell pictures along a building/backstreet alley.
Rockini Taco Cantina and Heroesis Bar & Grill
bring people into downtown at all hours.
signage,investing innew sidewalks, making, alley
improvements, and installing new tum-outs for buses.
The downtown public plaza has also hosted the weekly
farmers market, cultural events, carnivals and other
community celebrations.Other projects that have been
completed or that are in the works include construction
of a public fountain area, expansion of the main library,
expansion of the police department, redevelopment of
the Fox Theatre, and over 400 new apartment units.
To promote a safe and secure downtown
environment, the Police Department obtained -a grant
General location of Fullerton in Orange County.
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FULLERTON
A DOWNTOWN RENAISSANCE
from the federal government to pay for
two officers to patrol the downtown by
foot. The return to the traditional "cop on
the beat" approach has been a success.
Downtown merchants have experienced a
40 percent drop in the overall crime rate
between 1995-1998.
It is estimated that the total
combined cost of Fullerton's Downtown
Renaissance is approximately $37
million, with about 25% from public
investment with 75% from private
investment.
!Fullerton 2000 and Beyondi has
occurred without hiring a master
developer to come in and rebuild the
Downtown tree and sidewalk improvements.
The Fullerton Transportation Center, one of the
stops on the Metrolink and Amtrak routes,
provides a hub for bus and train commuters.
town. The Redevelopment Agency has
worked with existing stakeholders (mostly
local owners), providing incentives to
increase investment in their own properties.
The result has been a vibrant and successful
downtown with a preserved historical
identity.
A Classic Mediterranean Downtown
wenty years ago, downtown Huntington Beach's Main Street area had the
highest crime rate in Orange County, a number of seismically unsafe buildings, low
property values, prostitution, and drug -dealing. Instead of giving up on their Main
Street, the City has revitalized it into one of its most valued assets. Responding to citizen•calls to
improve the local environment of the old downtown, the City developed a Downtown Specific
Plan (DSP) to encourage revitalization of this important area of Huntington Beach. The principal
goal of the Plan was to establish development standards that would,address both public and private
improvements to the downtown. The City adopted the DSP in 1982, and it became the zoning
document for the area. In addition, Downtown Decision Guidelines were adopted to address and
encourage high standards in architecturaldesign and the construction of aestheticallypleasing
buildings that reflect a contemporary Mediterranean village design theme.
Since the adoption of the new zoning document and redevelopment plan, the City, in
cooperation with private developers, has succeeded in revitalizing the downtown. The area is now
a regional attraction. A blend of rehabilitated historic buildings along with infiltmixed-use
development has created a sense of excitement and vitality in the new downtown. Well -designed
housing within walking distance to shops and services has added to the success of downtown. With
amide variety of activities including shopping, eating, and strolling, Huntington Beach has become
an example of making a community livable in which to play, live, and work.
The design concept in the DSP focuses on the areais oceanfront location and
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The newly -built Pier Plaza, featuring an amphitheatre, grass area; and art mural, stages,a
number of community events.
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municipal pier, linking other
areas within downtown to the
pier. The pier and waterfront
serve as the main attractions to
the area and act as a major
activity node for the new
downtown. The pier was
reconstructed in 1992
following significant damage
from winter storms.
Construction has included the
completion of Ruby's Diner (at
the end of the pier), four
platform areas for future
concessions, a lifeguard tower,
and restroom facilities. The
development of the "Pier Plaza"
with a grassy area,
amphitheater, and people plaza,
Duke's Surf City Grill, and
Chimayo Restaurant at the foot
of the pier also helped to bring
vitality back to the area. The
implementation of the City's
South Beach Master Plan (a
component of the DSP) will
provide new restrooms,
showers, parking lots, lighting,
landscaping, bicycle and
pedestrian trail improvements.
While the pier area has the
potential to accommodate a
great deal of activity by offering
a variety of uses and services,
the community agreed that
developments at the pier should
be scaled to the pedestrian level.
The core area of
downtown Huntington Beach is
centered along Main Street at
Pacific Coast Highway. The
area is approximately 336 acres
in size and consists of six main
blocks. One overall goal for
development in the area is to
design "view corridors"which
allow people to see the ocean
from as many places as
possible. For example, the
building design on the comer of
Main Street and Pacific Coast
Mixed -use takes full advantage of the ocean view with dining on ground
level and office space on the upper three floors.
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Highway takes advantage of the
awesome ocean view with two
four-story buildings. The
buildings offer a variety of uses
from retail stores and outdoor
dining on the ground level,
while additional restaurants and
offices occupy the upper three
floors. The City has also
provided a variety of physical
elements along Main Street
such as plazas, water features,
public art, planters, and street
furniture that cater to the
pedestrian. Signage directs
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people to areas of interest such as
public parking, the Huntington Beach Arts
Center, and, the Downtown Main Street
Library.
The new vitality of the downtown is
reflected in the number and type -of events
held in the area. The City holds approximately
seventy specific special, events each year on
and around Main Street, ranging from major
professional surfing and volleyball contests to
a weekly farmers market / arts and crafts fair.
To encourage outdoor dining so that patrons
can take advantage'of the coastal weather, the
City has constructed wide sidewalks to
accommodate restaurant seating and still leave
ample room for strolling. The City has also
established a shared parking concept that
reduces the overall parking requirements for
commercial uses, thus allowing for more
space to be dedicated to wider sidewalks and
outdoor dining instead of on -street parking
spaces.
The newest development in the
downtown is a highly -stylized mixed -use
development called Plaza Almeria. The
The four-story buildings, on the corner ofPCH and
MainStreet take advantage of the ocean view and mild
climate.
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The Cultural & Events Services Division provides a
variety of year-round activities.
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Chimayo Restaurant offers ocean view,
outdoor dining all year around.
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The Downtown Specific Plan
incorporated historic building facades
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An outdoor water feature is a gathering place
on Main Street.
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Plaza Almeria is a mixed -use development with retail and
office space on the ground level and condominiums on the
upper levels.
A mixed -use building with a retailer occupying
the ground level and a restaurant, the Huntington
Beach Beer Company, on the second level.
project occupies an entire block and
consists of 42 luxury condominiums,
40,000 square feet of retail and office
space, and a rotunda area for the display
of public art. The -project is constructed
using Spanish -influenced architecture
including wrought iron balconies, quaint
shops, and open-air plazas.
The aesthetics of downtown are
evolving from a small, old -town
downtown to a new pedestrian -oriented,
vibrant downtown of mixed -use projects,
outdoor dining, and public places that
include such amenities as street furniture
and plazas. By recognizing downtown's
ties to the pier and ocean front and
creating linkages to the Main Street area,
the commercial core along Main Street
has become a lively shopping
thoroughfare oriented to pedestrians. The
area offers opportunities to shop, dine,
and browse in the coastal setting.
General location of Huntington Beach in
Orange County.
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Northpark Development
rvine has one of the most
extensive
networks of pedestrian, biking,
and hiking trails in Orange County. The
pedestrian system includes intraplanning area
channels linking residential uses with
schools, parks, and commercial uses, as well
as interplanning area links connecting
various planned communities. This network
serves to foster livable communities within
planning areas and to bond the diversified
areas into a unified community.
Recent examples of livable
communities concepts employed in Irvine
include the neo-traditional design elements
of the Northpark development, the City's
Master Streetscape Plan, and the recent
introduction of narrower streets in residential
neighborhoods (with limited traffic volume).
Northpark is designed in a neo-traditional manner The entrance to Northpark is accessible to the public
with an extensive pedestrian network, an emphasis on by foot. The historic eucalyptus trees have been
streetscape landscaping including wide parkway strips, a de- preserved and incorporated into the
emphasis on the prominence of the automobile with many developmentis design.
garages located at the rear of properties, and a central open -space promenade linking various
neighborhoods. Northpark builds on years of community design features from villages that precede it in
Irvine like a meandering open space system, a street system with cul-de-sacs for safety, and a generous
park system that connects the entire community. Located off the I-5 freeway and bounded by Irvine
Boulevard, Culver Drive, Portola Parkway, and the Eastern Transportation Corridor, the 365-acre village
will have nine neighborhoods, a community park, a shopping
center, and an elementary school. Residents of Northpark will
enjoy 11 private neighborhood parks (two with swimming pools),
tennis courts, and clubhouse facilities. In addition, Hicks Canyon
Park, a new multi -use community park, will serve residents of
Northpark and adjacent areas. Each park or garden will feature
distinctly different landscape details, and when completed, two of
the parks will resemble California resorts including swimming
pools, tennis courts, and clubhouse facilities. Overall, the plans,
architecture, and features combine to create feelings reminiscent
of Califomiais historic past.
A new feature incorporated into Northpark that will appeal
to the pedestrian includes cul-de-sacs that will be "uncapped",
IRVINE
FAST'FAMS
DATE OF 1NcoRPORAnON:1971
5=44.8SQUAMMUM
PoPULAnoN 1998:.133,152
2020:157,153
M Mc MAKEUP:
WHM693%
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BLACIC 2A%
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$56,307
U1eORFOR=69,570
EMPUOYm:68,300
UNeApLOYMFNTRATE 1.8%
A gazebo is featured in one of the Northpark
communityis open areas.
meaning that they will not have homes,built on the ends of them. Instead, each cul-de-sac will be
linked with a pathway to the adjacent street giving pedestrians even greater access throughout the
village and encouraging community interaction. In addition, Northparkfs sidewalks will also provide a
pedestrian -friendly touch. The sidewalks on the main connecting street will be framed on each side by
an eight -foot -wide greenbelt shaded by a double planting of California pepper trees. Antique street
lamps will be an additional amenity for area residents and' shoppers.
Northpark residents will be able to conveniently walk or bike to the village shopping center,
A pedestrian trail runs along the back of these houses and links the Northpark community to the central park areas
within Northpark as well as to other neighboring communities in Irvine such as Northwood.
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One of the historic, California -styled homes with the garage
located behind the house.
which will serve as a community gathering place where people can meet for coffee or to pick up the daily
newspaper. The village center will be linked to the neighborhoods by walkways, bike paths, and paseos,
making it easy to move through the village on foot or bicycle.
The homes are generously set back from the street. Massive garages, synonymous with many newer
homes, do not dominate the street scene in Northpark. By design, the garages cannot extend beyond the
front door of any home. For this reason, many Northpark homes will feature design solutions which place
the garage behind the house. Many of the home plans also offer living quarters above the driveway with
extensive outdoor balconies as well.
The City of Irvine recently adopted a Master Streetscape Plan (MSP) that is intended to provide
continuity between planning areas along major thoroughfares, to retain the identity of each planned
community, and to provide gateways to the city and between planning areas. An Urban Design
Implementation Plan (UDIP), adopted in 1977, was a planning guide that outlined many design principals
and policies. Design of future streetscapes was one element of the UDIP. Through the MSP, the City of
Irvine has developed a cohesive streetscape network that distinguishes each planning area through
distinctive landscaping, lighting, signage and street furniture. The City has incorporated both plant
diversity and compatibility. For example, each planning area has a different accent tree, Most of the major
thoroughfares display the accent tree along medians and along both sides of the street, providing a
greenbelt for the pedestrian walkways.
An additional example of measures that the City of Irvine has undertaken in concert with livable
Northpark offers a variety of housing
including townhomes, apartments, and
single-family homes.
Many of the parks throughout the community
are equipped with play areas for children.
communities concepts is the reduction in residential street width requirements. In 1996, the City reduced
minimum residential street width requirements from 28 feet to 22feet. The reduction is intended to lower
traffic speed and to foster neighborhood cohesion by lessening the impact of the street as a social barrier.
The concept will be applied to the Northpark community, as well as to other new developments.
Irvine continues to rank as one of Orange County!s safest and most desirable communities. The
various new design concepts discussed for Northpark and the City will serve to enhance the livability of
the area for the future.
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LAYALMA
y
A new playground is adjacent to the Promenadel
pon incorporation in
1955, La Palma's city
leaders, like others in the
newly incorporated areas
of north and west Orange County,
probably had little idea of the
explosive growth that was about to
occur in Orange County. The City,
now occupying a two square mile area
(formerly known as "Dairyland" during
Orange County's agricultural era), was
home to just 622 people, according to
the 1960 Census. Just 20 years later,
the city had reached virtual build -out,
recording a population in 1980 of
15,399 people. In the 20 years since
1980, La Palma has added only 1,000
to its population base.
The Cityis Central Park makes use of an Edison right-of-way, and has become a ipromenadei for local residents.
La Palma Fast Facts
Dale or Incorporation: 1955
Size: 2 square miles
Population 1998:18,115
2020. V06
Ethnic Makeup:
White: 49.7%
talino:139%
Asian: 321%
Black 3.8%
Other. IIA%
Median Household Income
$54,364
Labor Force: 9,990
Employed: %850
Unemployment Rate:1A%
One of the many new signs placed at the entrancesro the City.
La Palma'sxapid growth between 1960 and 1980 coincided with a suburban boom where
people viewed Orange County, generally, as a proximate and desired alternative to the less -
appealing Los Angeles central area. In accommodating this desire, La Palma provided an
affordable and safe suburban oasis to its residents. Growth occurred so rapidly, however, that
little time was available for leaders, planners, and constituents to envision and plan a city in the
"traditional" sense; one that could be self contained with its own central core and amenities.
Recently, City leaders have undertaken an effort to revitalize La Palma with a City Image
Project focused on improving the area's sense of community and identity. In 1997, the City
surveyed residents to gain input on their
perceptions of La Palma's municipal
services, image, and'taxation. In addition
to a direct telephone survey, a mail -back
survey generated a 16% response rate
among residents returning completed
surveys (typical response rate is 2-3%).
The results indicated that for 80% of the
residents, there was an overall sentiment
that La Palma remained a very desirable
place to live.
City leaders have used the survey
results to develop and implement ideas to
enhance the community's identity. First,
the City has embraced the tree that is its,
The old welcoming sign to the City of La Palm
•
1]
Festive banners representing La Palmais new
image are placed along major thoroughfares.
•
La Palma occupies just 2 of Orange
Countyis 800 square miles.
is
namesake. In adopting the palm tree as a
City symbol, palm trees will be added as a
symbolic gesture to La Palma's main
entrances. They will also represent the
Cityis image with over 100 banners
depicting pahn trees lining the main streets.
The pahn tree has also been added to the
city's newsletter, letterhead, stationery, and
on many official documents issued by City
Hall.
The City of La Palma does not
have a downtown in the traditional sense.
Instead, a greenbelt, which runs through
the City from east to west, is recognized by
many as the Cityis central gathering place.
The open space comprised of a Southern
California Edison right-of-way, includes
the City's Central Park which, combined
with the nearby civic center and hospital,
represents a form of "public downtown" or
central civic area for La Palma residents.
City plans to further improve the area's
sense of community are focused on this
greenbelt area. Recently named the "La
Palma Promenade," it will be improved
with distinctive, monument -styled signs,
decorative light fixtures, benches and trash
receptacles. City officials anticipate that
the improvements will draw more people to
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LA PALMA
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the green space for leisurely walks, and will act
as a designated gathering place. The City has a
number of public events at the Promenade that
engage a large number of residents and
business people including the summer
"Concerts -in -the -Park" series, the La Palma
Days Celebration in the fall, and the Annual
Fourth of July Run. All of these events bring
the citizens of the community together. The
Promenade will contribute to improving the
City's civic spirit.
Additional enhancements planned for
the City involve ivy vine plantings along the
walls on La Palma Avenue to bide/deter
graffiti, to i softer the sidewalks, and to
replace old and overgrown plant materials
along the City's major arterials. Monument -
styled signs, reflecting the new "City image",
are being added to the main entrances to the
City as well as at City Hall and in Central Park.
The signs are marble and stucco with gold -leaf
lettering. They are being placed beside -the new
palms, welcoming people who drive into the
City from Buena Park and Cerritos.
Ivy vine plantings hideldeter graffiti and
i softeni the sidewalks.
•
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Downtown is Up Town
in Santa Ana
iffy years ago, downtown
Santa Ana was a popular stop
for movie artists traveling
through Orange County from
Hollywood to Newport Beach. As
demographics changed and shoppers
deserted the area for newer auto -
orientated shopping centers, the
downtown was eventually neglected
like other older city centers. But small
steps taken during the last few years
are restoring the downtown's appeal
and are transforming the central City
into a flourishing artists village,
cultural core, and economic center.
Major attractions for residents
and employers to the downtown area
now include low-cost rent, mixed -use
development, easy access to transit,
and the City's centralized Orange
County location. An Artists Village
was conceived and designed primarily
to serve the visual arts, but because the
rent is so affordable, several small
theater companies have located here as
well. The City offers nothing in the
way of financial aid, but helps
companies establish themselves within
the area and offers advice on issues
such as grants.
The Artists Village, a nine -
block area, is bounded on the south by
First Street, on the north by Third
Street, on the east by Spurgeon Street,
and on the west by Broadway. Located
within a National Register Historic
District, the area is home to some of
the most diverse and architecturally
significant structures in Orange
County, such as the Chirriguresque-
styled Santora Building, Grand Central
Building, the City's third, modeme-
style architecture city hall and more.
To ensure the area is i artist friendly,
Festive banners add a colorful and spirited
entrance to the Artists Village.
The East Village Workshops, converted from a former auto
repair shop, offer 14 affordable work studios for local artists.
it was zoned by the City Council
in 1995 for artists to live and
work in. Today, about 100 artists
live or work in the Village's 40-
plus galleries, studios, and
apartments.
Not to be outdone by the
artists who are inhabiting this
area, the City is finding creative
ways to provide artists with
housing in its attempts to
re-establish around -the -clock'
work and living environment. For
example, the East Village
Workshops, formerly a car repair
garage, has been transformed into
14 work units offering affordable
and spacious studios to artists.
Furthering the Cityls
commitment to art, three art
galleries are now operating in
conjunction with the California
State University, Fullerton,
graduate art program in the City's
historic Grand Central building.
The CSUF program offers 27
student studios as well as living
space in the form of apartments
located above these workspaces.
This unique and successful
development has created interest
in the area from other local
universities and colleges.
Adjacent to the University's
satellite art campus, restaurants
offering sidewalk dining (along a
traffic -free street) have recently
opened. Similar restaurants and
cafes are also located within
walking distance to the adjacent
government center, which houses
facilities for federal, state,
Diagonal parking acts as a traffic calming
mechanism along busy Fourth Street.
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A pedestrian -only street with brick decor is ideal for outdoor
dining and is home to the CSUF graduate art'progmm.
•
11
•
SANTA ANA
Santa Ana in is centrally located in
Orange County.
Festive banners hanging along Fourth Street give
residents and visitors a sense of identity and pride.
. s_ c S Q S 1 I ... q q T] Z a c- 2
county, and local workers. The close
proximity allows opportunities for
employees and students to meet and to
dine in a friendly, active, urban
environment.
The City has also established
several traffic -free zones and has given
attention to civic and pedestrian -oriented
details to make the downtown an inviting
public, pedestrian -friendly space. Along
Fourth and Second Streets, asphalt has
been replaced with brick. Flower planters
have been added along with trees that
provide shade for the outdoor cafes. The
trees, outdoor seating, brick designs,
planters, and lightpost banners provide
an enticing festive pedestrian -friendly
environment. On streets that do allow
traffic, the City has, in some instances,
arranged for diagonal, metered parking
that maintains automobile turnover for
the retail shops and that creates a buffer
zone between pedestrians and moving
traffic along the streets. The placement of
brick in crosswalks helps to create a
definitive pedestrian environment as
well.
Currently, on the first Saturday
evening of each month, the Artists
Village holds an "Open House" where
artists open their studios and galleries to
the public. People can stroll from
building to building and view the art
while sipping champagne and eating hors
d'oeuvres. The Open House is another
approach to creating an environment that
extends the clock beyond the 9-5
weekday by drawing people to the area in
the evening and on weekends. The Open
House has, by all accounts, played an
important role in achieving this goal.
tldjacent•to the Artists Village is
the vibrant Fiesta Marketplace, identifiable
to the visitor by a colorful entrance sign.
This revitalized area provides an outdoor
festival of retail shops, markets, and eating
venues. With wide sidewalks, the
Marketplace is well suited to the
pedestrian. The Marketplace serves the
area's burgeoning Latino population, and is
a lively place to shop and/or visit seven
days a week. The revitalized Marketplace
area has been extremely successful for the
City's economy. Sales tax revenues
generated here are among the highest of
any area in Santa Ana.
On Saturdays, the Fiesta
Marketplace is a bustling center that draws
people from the•entire county, An historic
carousel has been restored for children to
ride, along with street vendors, and
entertainment in.the plaza. The
Marketplace is definitely a "cultural fair
Santa Ana Fast Facts
Date of Incorporation:1886
she: 27.3'square miles
Population 1998: 311,210
2020: 342,382
Ethnir,Makeup:
White:19%
Latino: 68%
Asian:10%
Black: 2%
Other.1%
Median Household Income:
$35,162
Labor Force:163,590
Employed:155,810
Unemployment Rate: 4.8%
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Inside one of the East Village artistis studios.
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The Fiesta Marketplace is a bustling center
on weekends, drawing peoplefrom
Orange County and beyond.
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SANTA ANA
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with flair" in the middle of Santa Ana's downtown.
Santa Ana's downtown is also a major financial and governmental center due to many
factors, including the city's central location and easy accessibility to all of Orange County's
major freeways. The addition of the new 10-story Ronald Reagan Federal Building and United
States Court House has supplemented the city's strong and diversified economy. The City of
Santa Ana donated 3.9 acres of land for the project which was completed in 1999. The
courthouse is surrounded by a large plaza, landscaped with palms, citrus trees, and flowering
shrubs. Two statues present a focal point and grand entrance to the area.
While economic development may be the undercurrent driving the urban renewal in this
area of Santa Ana, such revitalization efforts have been successful because there is a sense of
community and pedestrian orientation has been achieved. By creating a special arts district and
by establishing a cultural center, Santa Ana has brought life back into its downtown. In creative
and successful ways, the city of Santa Ana has managed to reduce the evening/weekend
abandonment characteristic of most cities' downtown areas. The revival of Santa Ana's
downtown has given citizens, artists, and students a sense of place and history.
0
HERE COME'S
THE
NEIGHBORHOOD
Orange County, California
This report was prepared for the Orange County Council of Governments with funding provided from
the Southern California Association of Govemments.
June 2000
RBB Policy Research & Planning
600 W. Santa Ana Blvd., Santa Ana, CA 92701 (714) 571-5840 RBBPRPQaol,com
I •
Orange County CouncibofGov r
600 West Santa Ana Blvd., Suite-2-14,
Santa -Ana, California 92701
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mlocean
Watershed Protection Principals
for Preserving the Coastline
■ Limit disturbance of natural water bodies and drainage systems; conserve natural areas; and
minimize impacts from storm water and urban runoff on the biological integrity of natural drainage
systems and water bodies;
■ Minimize changes in hydrology and pollutant loading; structural and non-
structural BMPs, to mitigate the projected increases in pollutant loads and
flows; ensure that post -development runoff rates and velocities from a site
have no significant adverse impact on downstream erosion and stream
. habitat; and maximize the percentage of permeable surfaces to allow more
percolation of storm water into the ground;
•
■ Preserve wetlands, riparian corridors, and buffer zones and establish reasonable
limits on the clearing of vegetation from the project site;
■ Encourage the use of water quality wetlands, biofiltrotion swales,
watershed -scale retrofits, etc., where such measures are likely to be*
im
r effective and technically and economically feasible;
■ Provide for appropriate permanent measures to reduce storm water
pollutant loads in storm water from the development site; and
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■ Establish development guidelines for areas particularly susceptible to erosion and sediment loss.
Source: Santa Ana R.W.Q.C.B. Storm Water Permit (2002)
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0
CITY OF NEWPORT BEACH
GENERAL PLAN ADVISORY COMMITTEE
Minutes of the General Plan Advisory Committee Meeting held on Monday,
February 9, 2004, at the Police Department Auditorium.
Members Present:
Roger Alford
Bob Hendrickson
Charles Remley
Carol Boice
Mike Ishikawa
Larry Root
Elizabeth Bonn
Bill Kelly
John Saunders
Karlene Bradley
Donald Krotee
Hall Seely
John Corrough
Lucille Kuehn
Ed Siebel
Grace Dove
Marie Marston
Jan Vandersloot
Florence Felton
Catherine O'Hara
Tom Webber
Nancy Gardner
Carl Ossipoff
Ron Yeo
Members Absent:
Patrick Bartolic
Laura Dietz Mike Johnson
Phillip Bettencourt
Louise Greeley Phillip Lugar
Gus Chabre
Tom Hyans (sick leave) Barbara Lyon
Lila Crespin
Kim Jansma
Staff Present:
Tamara Campbell, Senior Planner
Debbie Lektorich, Executive Assistant
Members of the Public Present:
Carol Starcevic
I. Call to Order
Nancy Gardner called the meeting to order.
U. Approval of Minutes
The minutes of the January 26, 2004 meeting were approved as submitted.
III. M!Ocean Water Quality Improvements Along the Coast
. Pat Fuscoe, Ian Adam and Greg Wohl represented MiOcean at the meeting. Mr.
Fuscoe reviewed a PowerPoint presentation (attached) regarding MiOcean and
showed examples of projects they have been involved in. A short MiOcean video
was also shown to the group. After the presentation the following questions
were raised.
Carl Ossipoff asked if there were any problem areas in Newport Beach. Mr.
Fuscoe is aware of a couple areas the County identified as problem areas, the
pump out stations for boats and the West Newport storm drains on Seashore.
Tom Webber asked about what is being done with inland cities. Mr. Wohl
indicated that education is the most important thing that can be done and the
Ocean Institute is a big part of that process. Mr. Fuscoe added that the State
Resources Board has requirements for all cities in the County.
Bill Kelly asked what type of system it would take to stop the sediment coming
into the Back Bay from the San Diego Creek. Mr. Fuscoe said you could add
onto the IRWD ponds, but maybe the best solution would be to design a system
to target the particular pollutants coming into the bay which would help with the
TMDLs.
Bob Hendrickson asked if Newport Beach had restrictions on new development
requiring routing of the runoff into the sewer system. Mr. Fuscoe stated it is
mandated by law along the coastline and the majority of the counties inland as
well. Ms. Gardner added that the new development in Newport Coast has been
designed to capture 100% of the runoff and it will be used to irrigate the golf
course.
Catherine O'Hara asked if the storm drain system in Newport Beach could be
diverted to the sewer system for treatment. Mr. Fuscoe said if the storm drains
were diverted to the sewer it would be too much for the system to handle. Ms.
Gardner added that right now the diversions are being handled at no cost, but
once the capacity reaches 4 million gallons there will be charges.
Jan Vandersloot asked if MiOcean recommended specific language for general
plans. Mr. Adam provided the committee with a handout called "Watershed
Protection Principals for Preserving the Coastline" (attached) for the Committee
to consider.
Mr. Ossipoff asked about the costs associated with the implementation of the
principals. Mr. Fuscoe indicated cost was hard to determine, however basically it
• takes one acre of land to develop a treatment wetland for every 100 acres of
2
developed community. The treatment wetland cost would be the cost of the
• land plus the landscaping.
John Saunders asked if it was possible to use parks or open space areas for
treatment sites. Mr. Fuscoe stated that would be desirable, areas like Buck Gully
could be enhanced; however parks have many uses so you would have to be
careful when making those recommendations.
IV. State of the Harbor Relative to the General Plan, Harbor and Bay
Element, and General Plan Update Process
Tom Rossmiller, Harbor Resources Manager, reviewed a PowerPoint presentation
regarding the State of the Newport Harbor. During and after the presentation
the following questions were raised.
Carl Ossipoff asked what made eelgrass so special. Mr. Rossmiller stated that
eelgrass is used as a nursery by juvenile fish; they are protected within the grass
until they grow large enough to venture out into open waters.
Jan Vandersloot asked how the Regional Water Quality Control Board is going to
determine if we have complied with voluntary cleanup of the Bay versus the
regulatory approach. Mr. Rossmiller stated the Board had not established
standards yet, however the County is monitoring the water quality as part of the
NPDES permit.
Mr. Ossipoff asked how the water quality in our harbor differs from other harbors
along the coast. Mr. Rossmiller explained that the biggest difference is water
circulation. The Dana Point Harbor water turns over a couple times a day, where
the water in the Newport Island area may take 8 to 9 days.
Ed Siebel asked how salty the water was in the basins in the Upper Bay. Mr.
Rossmiller stated that at high tide, salt water gets all the way into the San Diego
Creek up to Campus Drive.
Mr. Saunders asked how much dredging would be needed to maintain the
basins. Mr. Rossmiller stated that the Regional Water Quality Control Board has
indicated dredging should only take place every 20 years because of the impact
on habitat. Because of this restriction, our plan was modified to dredge to -20
feet instead of -14 feet as we have done in the past.
Carol Boice asked when the dredging project would be complete. Mr. Rossmiller
indicated the project will take at least a 3 years because work can only be done
• during "environmental windows" which protect the nesting season of endangered
species.
3
• Ms. Gardner asked if an expanded water taxi system would be City funded or run
by a private company. Mr. Rossmiller thought it would be lucrative enough for
the private sector. John Corrough added there are also federal funds available
for this type project.
Mr. Webber asked if Harbor Resources was looking at derelict boats using
moorings in the harbor. Mr. Rossmiller stated they were working with the
Harbor Patrol to get rid of those boats.
Mr. Siebel asked if the encroachment issue, like the one recently on Balboa
Island, was appropriate for this Committee or if it was being dealt with
somewhere else. Mr. Corrough indicated it is an issue covered in the Harbor &
Bay Element and stated that the City Council had just adopted regulations
specific to Balboa Island.
Mr. Vandersloot asked if the $28 permit fee could be increased. Mr. Corrough
indicated they were looking at that, however State law limits the fee amount to
the cost of processing the permit.
• V. Discussion of Future Agenda Items
No time for this item.
V. Public Comments
No public comments offered.
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GI