Buena Park Entertainment Zone Action Plan Final Report • December 2008

PREPARED FOR THE CITY OF BUENA PARK BY IDLETIME NETWORK, INC. | MSI Executive Summary 3. Improve pedestrian experience along Beach Boulevard including INTRODUCTION AND EXECUTIVE REPORT walkability, safety, and aesthetics. Idletime Network Inc. (INI) has been retained by the Community Redevelopment Agency (Agency) to study the 4. Create strong vehicular and pedestrian connections between potential of creating a destination Entertainment District Knott’s Berry Farm, the mall and Beach Boulevard businesses within the area currently designated as the “E-Zone.” The and hotels. Create a plan for a linkage between Buena Park Study Area is generally centered along Beach Boulevard from with Disney. just north of Orangethorpe Avenue to just south of Crescent Avenue, and along La Palma Avenue, between Dale Street and 5. Create an improved circulation plan that connects visitors to the Western Avenue. INI has engaged the collaborative efforts of mall from Beach Boulevard. MSI planners and landscape architects to develop the overall master plan, and utilized the economic analysis of the District 6. Create parks and open spaces that improve the aesthetics of and its regional potential by Economic Services Consulting the community and provide passive and active recreation (ECS) in preparing this report. Collectively, INI, MSI, and ECS opportunities for the residents and visitors. comprise the Planning Team. 7. Improve the quality of development along the Beach Boulevard At the outset of the process, the Agency established the Corridor and create strategies to remove blighted areas to following objectives for the Action Plan: create redevelopment opportunities including agency owned parcels as well as identifying future acquisition opportunities. 1. Develop a corridor that is an economically vibrant tourist destination for visitors to enjoy. 8. Create strategies to increase the quality and number of hotels along Beach Boulevard and bring a convention or conference 2. Create a strong corridor that supports the residents by providing center to Buena Park to create a smaller, more affordable local services and creating a destination for residents to enjoy. convention alternative in the area.

9. Create parking solutions for the hotels, businesses and destinations along Beach Boulevard.

10. Create strategies to improve the signage along the corridor, both public and those for private businesses.

11. Encourage redevelopment of the mall site which creates an amenity and contributes to Buena Park as a destination.

12. Improve relationships with businesses and entertainment destinations to facilitate improvements within the community.

The contents of this Final Report is the result of the study undertaken by the Planning Team and the City Team made up of staff from City Manager, Economic Development, and Community Development departments.

It is recognized that Buena Park is in a unique position to capitalize on its strategic location near the Disney Theme Park properties, its regional location within Orange County, and easy access to the 91 and 5 Freeways. The area is already anchored by Knott’s Berry Farm to the south, the regional mall to the east, and two very successful dinner theaters to the north. These and other existing entertainment venues bring some 6,400,000 visitors to the Study Area each year. Any municipality would be envious of these assets. But, while upgraded hotels and a few new restaurants have been added over the years, the current conditions of the ‘E-Zone’ do not

4 Buena Park refl ect its potential. Several properties have become vacant, 8. A civic amenity space is critical at the “Supercorner” including a key entertainment property, the former Movieland intersection of Beach Boulevard and La Palma Avenue to create Wax Museum site. the public heart of the District, and make the vital connection between the mall property and entertainment and retail In an effort to proactively restore the area as a tourist and properties on Beach Boulevard. regional destination, the Community Redevelopment Agency has acquired some of these properties with the intent of 9. The ‘Knott’s Gate Zone’ (Knott’s property east of Beach) creating a more controlled development strategy geared offers an outstanding opportunity for a major entertainment/ toward revitalization of the area. It is the purpose of the retail/hospitality development, providing pedestrian links Action Plan to determine the best use of these properties between properties north of La Palma Avenue, the mall property owned by the Agency, identify the overall development to the east, and Knott’s Theme Park and Water Park gates to approach, priorities, and steps that will lead toward the the west and south, respectively. ultimate development strategy. The body of this report explores existing conditions, potential As a result of the Study, the Planning Team has identifi ed entertainment development options, economic factors, physical several Critical Items that are necessary for success: planning issues, and other challenges to the objectives of the study and the Critical Items above. The study concludes with 1. The current identity of the “E-Zone” must be updated to recommendations for next steps, and an overall development establish a forward-thinking brand necessary for a successful strategy that the City can follow to achieve success in reaching destination. The entire District must be unifi ed with streetscape, its objectives. signage and graphics, and a newly developed identity. The following list summarizes those “next steps” but more 2. Agency owned properties must be strategically developed as information can be found in the Implementation Chapter: entertainment attractions, accommodations, and specialty retail/food and beverage to create the ‘critical mass’ necessary 1. Commission a Parking Demand and Vehicular Circulation for a successful Entertainment District. *(See Specifi c Agency and Access Study owned property recommendations in section: Plan of Attack Immediate Opportunities -Page 30). 2. Commission a Branding and Identifi cation Study

3. Vehicular circulation must be improved and structured parking 3. Commission a speciﬁ c detailed Public Amenity Master Plan and strategically placed to improve access and reduce trafﬁ c. Streetscape Design

4. With the length of the entire District more than one mile, a 4. Secure the Developer/Operator of a major entertainment street tram system, dedicated to the District, should be studied attraction at the Wax Museum site to allow visitors to the District to park or stay in one location, and easily travel the entire District. The tram system might also 5. Commission a Transportation System Study connect to the new Metrolink station north of the District. 6. Evaluate future land acquisitions to secure properties within 5. Improved streetscape, landscaping, and a more human scale the overall District environment must be created for the pedestrian connectivity necessary for a successful District. 7. Encourage development of the mall and Knott’s properties

6. More upscale hospitality options, including a conference/resort hotel, are necessary to increase tourist population in the District, establishing Buena Park as an attractive option to neighboring Anaheim.

7. To maximize its potential impact on the District and compete with nearby regional retail and entertainment destinations, the mall and cinema property must be updated as a ‘lifestyle’ retail/ entertainment complex to anchor areas east of Beach Boulevard on La Palma Avenue and to complement the adjacent Knott’s property.

Entertainment Zone 5 Action Plan 6 Buena Park Table of Contents

EXECUTIVE SUMMARY ...... page 4

CRITICAL ELEMENTS • THREE BIG QUESTIONS Planning Process ...... page 10 What does Buena Park need? ...... page 12 How do we get there? ...... page 14 Mall Site ...... page 15 Knott’s Gate Zone ...... page 16 The “Supercorner” of Beach Boulevard and La Palma Avenue . page 17 New Public Realm...... page 18 Streetscape Elements ...... page 19 Attractions and Hotels ...... page 20 Parking Solutions ...... page 22 How do we start? ...... page 24

PLAN OF ATTACK • REDEVELOPMENT Land Uses Expected to Remain Unchanged ...... page 26 Opportunity Sites Summary ...... page 28 Immediate Redevelopment Opportunities ...... page 30 Near Term Redevelopment Opportunities ...... page 38 Long Term Redevelopment Opportunities ...... page 42 Public Realm ...... page 46 Streetscape ...... page 48 Civic Space ...... page 51 Pedestrian Connections ...... page 52 ”Identity” Opportunities ...... page 56 Gateway Elements ...... page 58 Tram ...... page 60

IMPLEMENTATION Implementation ...... page 64 Phasing ...... page 66 Developer/Operator Requests for Proposal ...... page 67 Concluding Statement ...... page 68

APPENDIX I • ENTERTAINMENT ZONE Economic Report Summary ...... page 70

APPENDIX II • ENTERTAINMENT ZONE Complete ECS Report ...... attached

Entertainment Zone 7 Action Plan

Buena Park Entertainment Zone Action Plan

Critical Elements • Three Big Questions Critical Elements • Process

PLANNING PROCESS OVERVIEW The process to create a redevelopment strategy for Buena Some of the key issues, concerns, and recommendations gained Park’s Beach Boulevard Corridor involved city staff, area from the stakeholders that have affected the Action Plan for stakeholders and the city’s elected ofﬁ cials. All three the Beach Boulevard Corridor are as follows: groups came together to create a cohesive strategy for the improvement and reinvestment of the city’s primary commercial corridors. Strengths: • Dinner theaters; Medieval and Pirates The city working group comprised of staff members led the • Support for planning and improvement of the corridor initial phases of the process including an inventory of existing • Family oriented conditions, site evaluations and benchmarking. The staff • Knott’s Berry Farm is a strong entertainment anchor on assisted the consultant in evaluating the current conditions and Beach Boulevard identifying areas of opportunity along the corridors.

The Planning Process was conducted in a four-step process, as Weaknesses outlined below: • Entertainment District brand “E- Zone” is not achieving the goals as intended Step One: Review and Analysis • Limited linkages between uses within the community as • Existing Conditions Review & Benchmarking well as those located in the region • Stakeholder Interviews • Reputation of Buena Park is weaker than surrounding • Analysis Workshop communities • Lack of pedestrian amenities along the corridor especially Step Two: Concept Planning given the intensity of the trafﬁ c • Conceptual Land Use Options • Lack of identity for the corridor • Concept Planning Workshop • Trafﬁ c along Beach Boulevard is intense and not properly managed Step Three: Concept Planning II • Parking is a concern due to distribution and limited • Conceptual Alternatives parking for the more intense uses • Concept Planning Workshop

Step Four: Action Plan Report Needs: • Draft Plan Report • Additional attractions and restaurants • Draft Plan Review • Additional hotels • Final Report and Implementation Plan • Additional /diversifi ed housing options • Improvements to Beach Boulevard that not only attract Once the base information was established, the planning team additional tourists, but provide an asset to residents and the city working group set up stakeholder interviews of Buena Park as well with key individuals and property owners in the study area • Links (vehicular and pedestrian) between attractions, and in the city. These interviews provided signifi cant input hotels, and greater Buena Park to ease movements into the goals and needs for the future of the study area. By within the community initiating conversations with interested parties in the study • Hotel and conference center to attract smaller area, the consultant and the city were able to create plan conventions that may not require the large facilities in recommendations that respond to the needs and concerns of Anaheim. property owners and other stakeholders. This step was critical in creating a plan that is supported by the people impacted most signifi cantly. There were more than 20 stakeholder interviews conducted which yielded signifi cant comments about the current condition of the study area, infl uences on the corridor as well as desires for the future.

10 Buena Park Throughout the planning process, the City Team and the planning team met with the Buena Park City Council over three meetings. When all of the base information was collected and the stakeholder interviews conducted, the city staff and the planning team presented the results to City Council for feedback. At the second Council meeting, the planning team presented the planning framework and collected additional Council input. The third meeting was used to present the near and long-term strategies to implement the redevelopment of the study area. In addition to the three City Council meetings, there were several working sessions with the City Team.

This resulting report should serve as a strategic guide to the next steps for Buena Park.

Entertainment Zone 11 Action Plan Critical Elements • Three Big Questions

THREE BIG QUESTIONS In order to create a plan for the improvement of the study create overall investment interest in the area and be area that will result in change, there are three critical questions the leverage needed to jump start smaller projects that must be answered by the citizens, the property owners, throughout the corridor. Concentrating on the creation the city and its elected offi cials. of a “Supercorner” at Beach Boulevard and La Palma Avenue would have enormous impacts on the District. • What does Buena Park need? • How do we get there? 2. Improve Public Realm • How do we start? A quality public realm lays the foundation for reinvestment in the properties along Beach Boulevard WHAT DOES BUENA PARK NEED? and La Palma Avenue. The public realm improvements Residents and visitors must determine what the area, as could include a new streetscape, iconic elements and well as the larger Buena Park community needs. This will gateways and/or public open space. The concept of a determine the elements included in the improvement plan. civic space near the intersection of Beach Boulevard and Based on the existing conditions inventory, the site evaluation La Palma Avenue is critical as a catalyst for development and the products of the stakeholder interviews the following of the “Supercorner”. Public investment helps to unify items were identifi ed as needs for the community. the Districts and will lead to new development and improve the quality of those investments. • Reestablish City as a Strong Entertainment Destination 3. Attractions and Hotels - additional and improved • Unify the District In order for Beach Boulevard and La Palma Avenue to become a top destination in the region, additional • Improve Parking & Traffi c attractions and hotels are needed. This increases the hospitality options in the city, leading to more visitors. • Develop More Hospitality Options Along with new hotels, additional attractions along the corridors would encourage visitors to stay in Buena • Create Quality Civic Space Park for their entertainment and recreation. Also, improvements should be encouraged for the existing • Revamp Marketing Strategy hotels and attractions.

• Establish New Branding 4. Develop and Implement Parking Solutions One of the current concerns is the distribution of • Maximize Potential of Existing Mall parking. While parking is available, it is not well located. Also, if additional attractions and hotels are constructed, • Plan Phasing for Maximum Impact the city will need to determine a way to provide additional parking without having surface parking lots HOW DO WE GET THERE? become a dominating feature of the corridors. Once the needs of the community are identifi ed, the critical question of ‘how do we get there?’ must be answered in order 5. Create an Implementation Strategy to successfully satisfy the identifi ed needs. Several strategies It will be critical to establish a strategy to achieve the were identifi ed to answer this question for Buena Park. The goals set forth by the community. This will provide following is a summary of those broad strategies. direction for the city, businesses and residents to contribute to, and implement the goals of the 1. Create Catalyst or “Nucleus Project” to build around. community. In order to jump start the redevelopment of Beach Boulevard and La Palma Avenue a big move must be made to begin the transition. A single, signifi cant large private or public investment would help to

12 Buena Park Beach Boulevard

S.R. 91 - Artesia Freeway

^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ ^ n ^

Figure 1: Beach Boulevard looking South from S.R. 91

Entertainment Zone 13 Action Plan How do we get there? 1. Create Catalyst or “Nucleus Project” to build around.

There are three strong possible catalyst projects for the proposed Entertainment District. These projects would lead to additional development and be important structural elements for the District as it develops. The mall provides an opportunity for a large scale redevelopment project. The Knott’s Gate zone should be redesigned to facilitate a strong link between a large development on the mall site and Beach Boulevard to maximize the impact of that redevelopment. Finally, the District needs an identiﬁ able and iconic heart which should be located at the “Supercorner” of Beach Boulevard and La Palma Avenue.

CORE AREA

• Mall site - Regional entertainment/mixed-use destination

• Knott’s Gate Zone – linked to the corridors and the mall

• The “Supercorner” of Beach Boulevard and La Palma Avenue as the heart of the District

• Rejuvenate Beach Blvd. by adding attractions and pedestrian activity

COMPLEMENTARY GATEWAY PROJECT

• Mixed-use center at Beach and Orangethorpe

Buena Park Mall Knott’s Berry Farm Theme Park

14 Buena Park BUENA PARK MALL SITE • REGIONAL ENTERTAINMENT/MIXED-USE DESTINATION

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maa A

LaL Pala

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Figure 2: Buena Park Mall site looking Southwest.

Buena Park Mall Site - Regional Entertainment/Mixed-Use Destination

The Buena Park Mall is currently an underperforming site in the city. It is a large site with contiguous parcels with several owners. This creates a condition ripe for redevelopment as a large scale catalyst project. Its location and size create an opportunity to facilitate the development of a regional entertainment/mixed-use destination. By encouraging the redevelopment of the mall, the city will gain an additional large scale attraction. It can function as the catalyst project needed to set in motion the redevelopment of the remainder of the corridors, in a manner that reﬂ ects the goals of the community and this plan.

Entertainment Zone 15 Action Plan KNOTT’S GATE ZONE • LINKED TO THE CORRIDORS AND THE MALL

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Figure 3: Buena Park Entertainment Zone looking North.

Knott’s Gate Zone - Linked to the Corridors and the Mall

The area surrounding the Knott’s Berry Farm Gate, located at the corner of Beach Boulevard and La Palma Avenue, is a key linkage between the Beach Boulevard corridor and the potential redevelopment of the mall site. Improving this connection is critical to the success of new development on the mall site. It is also important to maximize the impact of the mall redevelopment on the sites along Beach Boulevard. If Beach Boulevard feels separated from new development at the mall, new development will not be spurred.

16 Buena Park THE “SUPERCORNER” OF BEACH AND LA PALMA • REINVENTED AS THE HEART OF THE District

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Figure 4: The “Supercorner” of Beach Boulevard and La Palma Avenue

The “Supercorner” of Beach Boulevard and La Palma Avenue - Reinvented as the Heart of the District

One of the signifi cant elements lacking in the District is a “heart.” Successful places have identifi able and often iconic centers. The most signifi cant development in size and scale should occur at the heart, allowing other development to stretch out from there. The most logical and most appropriate location for the heart of the Entertainment District of Buena Park is the “Supercorner” at Beach Boulevard and La Palma Avenue. It is located in the center of the District, and there are opportunities to utilize corner lots for iconic elements and sizable structures to defi ne the character of the District and Buena Park.

Entertainment Zone 17 Action Plan How do we get there? 2. Improve the Public Realm

Improving the public realm is a critical element in the Sidewalk setbacks redevelopment of the Entertainment District. First, it is an Not only are pedestrian connections across Beach Boulevard investment in the area by the community which encourages and La Palma Avenue important, creating safe and comfortable investment in the properties located along the corridors. conditions on the sidewalks along the roadways is also critical Secondly, it sets the tone for the character and quality of to creating an inviting Entertainment District. The pedestrians development along the corridors. Finally, it creates amenities should be separated from the traffi c along the corridors so to for the community. create a pleasant walk and encourage strolling throughout the District. A new streetscape must be implemented to improve the character and aesthetics of the corridor. It is also important to Gateways & Entries reduce the scale of Beach Boulevard to create a more inviting Beach Boulevard is a gateway into the Buena Park community corridor. and there should be gateway features and entry treatments added to the corridor to refl ect that role of the corridor in The following are critical elements to be included in the design the city. of a new streetscape. Civic Space Pedestrian Crossings In redefi ning this area for the city there is an opportunity The scale of both Beach Boulevard and La Palma Avenue is to create a civic space or public amenity that could include extremely large and therefore not a condition inviting or a park, a plaza, or a private open space amenity. This is an safe for pedestrians. Pedestrian accommodations must be element lacking in the city and there are a opportunities along improved to facilitate a walkable and safe District. the corridors for such a development. A civic space can be an organizing element for the District and creates a place to Iconic Elements gather and recreate. Iconic elements defi ne the community and create a palette for future development that occurs along the corridors. These elements communicate to visitors and residents the character of Buena Park in an organized and effective manner.

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La Pala mam Avenue

Figure 5: Possible Civic Space Location

18 Buena Park REINVENTED STREETSCAPE • BEACH BOULEVARD AND LA PALMA AVENUE

Beach Boulevard

La Palma Avenue

Figure 5: Buena Park Entertainment Zone looking North.

Reinvented Streetscape - Beach Boulevard and La Palma Avenue

A critical move by the city to encourage redevelopment along the corridors is to design and implement a new streetscape along Beach Boulevard and La Palma Avenue. Implementation could occur in one or both of two scenarios. The city could make the public investment on a new streetscape; however, this is often a difﬁ cult expense for cities to bear and may cause friction with existing property owners. However, a median and certain parkway improvements could be provided by the city.

A second implementation option is to design a streetscape plan that can be implemented across time as properties redevelop. When a new development is constructed, that property owner would be responsible for including elements from the streetscape plan into their site. The streetscape would be implemented across a longer timeframe, but with less up-front investment by the city. And as the streetscape takes shape, the city could decide to invest in the particular properties that are not likely to redevelop in order to ﬁ nalize the streetscape.

Entertainment Zone 19 Action Plan How do we get there? 3. Create New Attractions and Hotels and Improve Existing Attractions and Hotels

One of the goals the city has for the future of the corridor Themed Hotels is to become a top entertainment destination in the region. A themed hotel in the Entertainment District would be With the existing attractions and hotel rooms available Buena another draw to bring people into the city. Themed hotels Park is poised to accomplish this goal. However, in order are unique experiences which cannot be replicated through to reach the critical mass needed to compete effectively, a stay at a typical hotel. Themed hotels might speciﬁ cally additional attractions and hotels must be developed. Also, cater to families with children including rides and attractions some of the existing attractions and hotels should be that add to those already in the city. If a successful concept improved to match pace with the new developments. was implemented it would be another reason for visitors to choose Buena Park. Room for Knott’s to expand It will be important for the city to protect the role of Knott’s Branded Hotels Berry Farm in the community. It functions much like an Beach Boulevard has several hotels that carry a national brand “anchor store” in a retail development. Room for Knott’s to such as the Holiday Inn and the Radisson. Additional brands expand should be preserved in the redevelopment plan for with established name recognition and customer loyalty will the corridors. This is especially true given its proximity to the improve Buena Park as a destination and encourage additional District. visitors.

Links between Knott’s Gate and the “Supercorner” Also, Knott’s should be integrated into the redevelopment of the District to maximize the impact for both Knott’s as well as new development. Creating strong linkages between them will be important to creating a successful Entertainment District.

Conference Hotel In an effort to become a top destination, the city should look for opportunities to bring large groups into the District. By establishing a conference hotel, Buena Park can use the redeveloped Entertainment District to expand its appeal to business or tourism groups.

Benchmark Photo

20 Buena Park ATTRACTIONS & HOTELS • POTENTIAL SITES

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Figure 6: Buena Park Entertainment Zone looking North.

Attractions & Hotels - Potential Sites

New attractions and hotels along the corridors are likely to be iconic and, therefore, they should be located so as to maximize the impact of their presence. This makes them perfect for prominent spots in the District like the “Supercorner”. They are likely to be large in scale and have interesting architecture due to their use. Large iconic buildings on the “Supercorner” would facilitate the creation of a heart to the District in that location.

Also, the existing hotels and attractions along Beach Boulevard are an already-established entertainment zone that new development could contribute to and capitalize on. Beach Boulevard is also home to some of the existing sites that could be improved as the corridor redevelops.

Entertainment Zone 21 Action Plan How do we get there? 4. Develop and Implement Parking Solutions

One of the most signifi cant impediments to quality Shared parking redevelopment efforts is the proper accommodation of For too long, parking has been addressed by calculating the parking. If parking is consolidated, it may not be suffi ciently number of spaces required for a specifi c use and requiring distributed or may be poorly located relative to destinations. that number of spaces to be provided on that site. This However, if parking is addressed by each individual site, it practice has created too much parking in some locations becomes a dominating element of the corridor which does with a shortage in other areas. There are many uses that are not achieve the goals for creating a desirable place to visit. To compatible for shared parking arrangements. This reduces the overcome the diffi culties of accommodating parking, the city overall expanse of parking fi elds where they are not needed, must employ a combination of three strategies. prevents parking lots left empty after hours and allows for more creative developments when each site isn’t required to Public/private partnerships provide a large amount of parking. The parking strategy for an Entertainment District must be a result of efforts by both the public and private sectors. The Strategic surface parking District will be successful if parking is managed which will The entire District must be evaluated as a whole to identify improve the city and increase the value of the investments the locations where parking could be located that would provide private sector makes in the area. This relationship could be the most benefi t to the District while creating the least impact formed for the development of a parking garage in the District. to the character of the corridor. These pools of parking Construction of a strategically located, large-scale garage could should be spread out along the corridor and linked properly serve as the spark to ignite a “nucleus project” for the District. to nearby uses and most importantly to the street. Getting people out of their cars and onto the sidewalk to enjoy the District increases the vibrancy and lends to the long term success of the District.

Screening of a parking garage.

22 Buena Park PARKING SOLUTIONS • POTENTIAL SITES

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Figure 7: Buena Park Entertainment Zone looking North.

Parking Solutions - Potential Sites

There are several locations that parking should be located. City-owned Beach Boulevard sites could accommodate parking for redevelopment as well as function well as some pooled parking for the District. Also, the redevelopment of the southeast corner of Beach Boulevard and La Palma Avenue should incorporate a large pool of parking to serve the uses in that area. This will likely require a city lead in the location of a parking facility.

All surface parking lots should be convenient and accessible, however they should never be located where they can be prominently viewed from the public right-of-way. Signage should be employed to direct visitors to the parking.

Entertainment Zone 23 Action Plan How do we get there? Create Immediate, Near and Long Term Implementation Strategies

The recommendations of the plan should be executed along the following timeline.

Immediate Action: In order to implement the previous recommendations in this plan the following actions are recommended in the immediate term.

• Develop new entertainment and hospitality uses on city- owned land.

• Begin a street enhancement program.

• Introduce gateway elements on Beach Boulevard. Icons added to streetscape would announce entry into the entertainment zone and deﬁ ne its identity.

• Develop new branding strategy for the District to facilitate new investment in the corridor.

• Initiate detailed parking demand and pedestrian circulation study.

Near Term Action The following actions should be taken in the near term to implement the goals of this plan.

• Create a public amenity to anchor future development

• Study construction of parking garage(s) and build if feasible.

• Develop new attractions, entertainment and hotels.

Long Term The following actions should be taken in the long term.

• Study the construction of pedestrian overpasses and build if feasible.

• Extend the Entertainment District to the Mall.

24 Buena Park Buena Park Entertainment Zone Action Plan

Plan of Attack Plan of Attack

ESTABLISHING A PLAN OF ATTACK LAND USES EXPECTED TO REMAIN UNCHANGED In the previous chapter, locations were identifi ed as In determining a redevelopment strategy for the study area appropriate for some of the big moves needed to facilitate the it is important to fi rst identify the sites not likely to change. redevelopment of the corridors. The summary map on page By identifying them, the city is able to focus its energies and 31 is a summary of those recommendations of the plan. investment on more impactful moves. Additionally, it helps inform the overall redevelopment strategy and allows the This chapter outlines a strategy to facilitate the achievement design and character to respond to the long-term elements of of the city’s goals for the redevelopment of the Entertainment the corridor. District. The strategy was devised based on the existing conditions and the identifi ed plan recommendations and is The map on the right identifi es the sites not likely to change in detailed in the remainder of this chapter. the near future. Most signifi cantly is Knott’s Berry Farm, but other sites identifi ed include recent development of various To organize the redevelopment effort, the planning team types. While wholesale changes are unlikely to occur on identifi ed areas not likely to change or redevelop in the these sites, there is still the opportunity to improve the street foreseeable future. This allowed the team to focus on the frontages and modifi cations within the sites as businesses most effective strategies for the active redevelopment of sites evolve. along the corridor.

Once those properties which are unlikely to change were eliminated, the planning team divided the remaining areas into the following categories to prioritize the city’s actions and to organize the implementation of the redevelopment effort:

• Immediate Term

• Near Term

• Long Term

• Public Realm

Public realm was identiﬁ ed speciﬁ cally as a subset of all the other categories because it should be implemented through a variety of strategies across time.

26 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Expected to Remain Unchanged

Orangethorpe Ave.

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 9: Land Uses Expected To Remain Unchanged Map

Entertainment Zone 27 Action Plan Plan of Attack • Opportunity Sites

OPPORTUNITY SITES SUMMARY It is critical to organize the redevelopment potential of the study area in order to maximize the impact of both private and public investment. After eliminating the sites likely to remain unchanged, all remaining sites present some opportunity to improve the District. These opportunity sites are then divided into near, immediate and long term sites to prioritize redevelopment efforts.

Of course, changes in opportunities or market demand could alter this categorization, but this approach serves as an initial guide. Knowing this, opportunity sites were determined by their potential for reinvestment, the effort required for reinvestment, the location within the study area, and the nexus between the investment in the property and achieving the goals.

Public amenity opportunities were also identiﬁ ed due to their key role in the development of a quality corridor and encouraging high quality redevelopment.

The sites in the immediate term are those currently controlled by the city. The near term sides are those that present the most opportunity for investment and which will contribute to achieving the overall goals for the study area as well as the city.

Redevelopment of the long-term sites would serve the District well, but will likely require the construction of structured parking or additional land assembly to accomplish.

28 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Remain Unchanged

Immediate Term

Near Term

Orangethorpe Ave. Long Term

Public Amenity

Identity Opportunities

Entry Nodes 91 - Artesia Fwy * Civic Space

* La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 8: Opportunity Sites Summary Map

Entertainment Zone 29 Action Plan Plan of Attack • Immediate Opportunities

IMMEDIATE REDEVELOPMENT OPPORTUNITIES The sites identiﬁ ed as immediate redevelopment opportunities are those currently under the control of the city.

There are several potential uses that could be located on these sites. Ideally, these initial investments in the area will be catalyst projects to kick-start greater redevelopment throughout the study area.

Possible developments that would achieve those immediate term goals are:

• Themed Dining

• Museums and Attractions

• Parking Structures

• Specialty Retail/Restaurants

• Branded Hospitality

Examples of these uses are shown on the following pages for illustrative purposes. Speciﬁ c uses will rely on individual development proposals and market demand.

30 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Immediate Term Opportunity Sites

Orangethorpe Ave.

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 10: Immediate Redevelopment Opportunities Map

Entertainment Zone 31 Action Plan Immediate Redevelopment Opportunities Themed Dining

On this page and the next are examples of possible themed restaurant developments that would be appropriate in the Entertainment District of Buena Park. These are destination restaurants that would be a critical component in creating a draw to Buena Park.

House of Blues: Los Angeles, CA

Saddle Ranch: Los Angeles, CA

Saddle Ranch: Los Angeles, CA B.B. King’s: New York, NY

32 Buena Park T-Rex Restaurant

Tu Tu Tango: Coconut Grove, FL

Tu Tu Tango: Coconut Grove, FL Margaritaville Restaurant

Entertainment Zone 33 Action Plan Immediate Redevelopment Opportunities Entertainment - Attractions

Below are examples of attractions that would be good additions to Beach Boulevard or La Palma Avenue corridors.

Ripley’s Aquarium: Gatlinburg, TN

Wonderworks: Orlando, FL

NBA City: Minneapolis, MN

Titanic Museum: Branson, MO NBA City: Minneapolis, MN

34 Buena Park Immediate Redevelopment Opportunities Themed Hotel

Below are examples of themed hotels that offer their guests an experience associated with their stay. These hotels would complement the entertainment character of the corridor.

Great Wolf Lodge: Sandusky, OH

Great Wolf Lodge: Sandusky, OH Nickelodeon Family Suites: Orlando, FL

Entertainment Zone 35 Action Plan Immediate Redevelopment Opportunities Branded Hotel

Signature or branded hotels like those pictured below could be developed along Beach Boulevard or La Palma Avenue. The addition of recognized brands would complement the existing branded facilities while increasing quality lodging and conference opportunities.

Sheraton World Resort: Orlando, FL

Hilton Easton: Columbus, OH Westin Hotel: Coral Gables, FL

36 Buena Park Plan of Attack • Immediate Opportunities

Specifi c Recommendations For Agency Owned 3. 7851 Beach Boulevard (former Pioneer Motel) 2.3 Properties: The City Redevelopment Agency has acquired acres: This parcel is too small and isolated for a signifi cant several properties in the District to better control future development option. It is advisable to join this parcel with development. These properties can be developed immediately adjacent parcels south to La Palma Avenue—through to create a catalyst for further development on other parcels cooperative effort with existing property owners—to create up in the District, and to create momentum that will generate to 8.0 acres of unifi ed development. These combined parcels public interest in the newly branded destination. The Planning could create a much needed link between the Movieland Wax Team has reviewed the various development proposals for Museum site and the ‘Supercorner’ of Beach Boulevard and La each property, and makes the following recommendations Palma Avenue. for the most appropriate use for each. The summary below outlines the most appropriate use for each parcel that would The most appropriate uses of the unifi ed site would be retail, support the overall long range vision for the District. To themed dining, clubs, and other retail or entertainment uses. identify specifi c developers and/or operators, the selection should be made objectively through an RFP process, more fully described in the following section. 4. 7777 Beach Boulevard (former Hometown Motel) 1.8 acres: This parcel is too small and isolated for a signifi cant development option. It is advisable to join this parcel with 1. 7711-7733 Beach Boulevard (Movieland Wax Museum adjacent parcels north to the Wax Museum site and south to Site) 8 acres: This being the largest available site for La Palma Avenue—through cooperative effort with existing development in the District at this time, the former Movieland property owners—to create up to 8.0 acres of unifi ed Wax Museum site is the primary opportunity for a signifi cant development. These combined parcels could create a much new entertainment attraction development. Due to it strategic needed link between the Movieland Wax Museum site and the location roughly in the center of the District, it is also one of ‘super corner’ of Beach Boulevard and La Palma Avenue the few viable opportunities to construct a parking structure that will not only provide necessary parking for the attraction The most appropriate uses of the unifi ed site would be itself, but additional public parking for the District that will retail, themed dining, clubs, and other retail or benefi t other property owners in District. entertainment uses.

The most appropriate uses of this site include: Wonderworks, Ripley’s or Titanic Museum, Wax Museum, or other entertainment venues that would allow the construction of a 500+ stall parking structure. Uses such as hotels, conference centers, or retail/ofﬁ ce developments would be better placed elsewhere.

The California Edison easement which is included in the total 8 acre site must remain surface parking due to restrictions of the utility right of way. This 2.4 acre parcel will yield approx. 215 additional parking stalls.

2. 7620, 7640 Beach Boulevard (former Golden State Motel and Palm Inn) 3.2 acres: This parcel would be best utilized by an upscale business or suite hotel that could incorporate a banquet and/or restaurant venue. Its proximity to the two dinner theaters, and strategic location roughly in the center of the District and easy access to the 91 Freeway would make it a natural hospitality option for visitors to the area.

Entertainment Zone 37 Action Plan Plan of Attack • Near Term

NEAR TERM REDEVELOPMENT OPPORTUNITIES The sites identiﬁ ed for near term redevelopment are those with reasonable potential for public or private investment in the near term. They will likely require coordinated planning and likely public/private partnerships to implement change These properties include:

• Generally larger parcels under common ownership

• Signiﬁ cant portions are currently vacant or are surface parking lots

• Mixed-Use Retail and Hospitality to anchor Beach Boulevard & La Palma Avenue intersection and mall sites are encouraged

38 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Near Term Opportunity Sites

Orangethorpe Ave.

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 11: Near Term Redevelopment Opportunities Map

Entertainment Zone 39 Action Plan Near Term Opportunities Town Center - Entertainment District

A mixed-use Entertainment District would ideally complement Knott’s Berry Farm while greatly expanding Buena Park as a destination in the region. Below are successful examples of mixed-use retail, residential and entertainment Districts that could serve as models for near-term redevelopment.

Ybor City: Tampa, FL

Irvine Spectrum Center, Irvine, CA

Ybor City: Tampa, FL

Irvine Spectrum Center, Irvine, CA Crocker Park: Westlake, OH

40 Buena Park Near Term Opportunities Town Center - Specialty Themed Retail

Signature or branded hotels like those pictured below could be developed along Beach Boulevard or La Palma Avenue.

Fly Boy’s Themed Retail

Ron Jon’s Themed Retail

Earl’s Themed Retail

Entertainment Zone 41 Action Plan Plan of Attack • Long Term

LONG TERM REDEVELOPMENT OPPORTUNITIES These sites are identiﬁ ed as those with long term potential for redevelopment. It is important to recognize these sites in the overall strategy so the city does not preclude development there through actions taken on the immediate and near term opportunity sites. These long-term properties include those with the following:

• All have existing structures and businesses, but could be upgraded and/or relocated as part of a comprehensive improvement plan.

• Will require coordinated planning and a likely public/ private partnership

• Could make ﬁ nal “Supercorner” link between Mall site and Beach Boulevard & La Palma Avenue.

42 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Long Term Opportunity Sites

Orangethorpe Ave.

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 21: Long Term Redevelopment Opportunities Map

Entertainment Zone 43 Action Plan Long Term Redevelopment Opportunities Town Center - Entertainment Districts

The images below represent the pattern of development desired for the long term redevelopment opportunities.

Crocker Park: Westlake, OH Amerige Heights: Fullerton CA,

Downtown Disney: Anaheim, CA CocoWalk: Coconut Grove, FL

44 Buena Park Long Term Redevelopment Opportunities Town Center - Entertainment Districts

Americana at Brand: Glendale, CA

The Grove: Los Angeles, CA

Entertainment Zone 45 Action Plan Plan of Attack • Public Realm

STREETSCAPE OPPORTUNITIES CIVIC SPACE A critical component of the overall success for the The proposed civic space could be both a strong development redevelopment of the study area is investment in the public catalyst and a great public amenity for Buena Park. Adjacent realm along both Beach Boulevard and La Palma Avenue. to the “Supercorner” and stretching along La Palma Avenue, this new urban green would create the centerpiece of the District. Establishing this civic space would be the most • Urban Gathering Plazas signiﬁ cant civic gesture the city could create. Coupled with Providing places for spontaneous or formal gathering investment in parking facilities, it could jump-start the large- is a critical element of creating a place that is scale redevelopment of the District. This large-scale urban park interesting, desirable and memorable would:

• Civic Identiﬁ cation Elements • Serve as a catalyst for a large-scale “Nucleus Project” at Within the public realm the city can utilize the heart of the District opportunities to brand itself and communicate the community’s character. • Create a public linkage between the redeveloped Entertainment District at the mall site and the • Streetscape Elements “Supercorner.” A streetscape approved for the corridor should include several key elements as identiﬁ ed in the • Provide much-needed civic open space along a built-out conceptual sections on the following pages. The corridor. streetscapes will be adjusted based on the width of the public space adjacent to the roadway. In all cases • Serve as a great “front door” to the Knott’s Berry area the following elements are needed. for those parking to the east of Beach Boulevard and south of La Palma Avenue. • Physical separation of walkway from high- volume/speed roadway • Establish the visual standard for expanded streetscape • Separator can include a tree lawn where improvements along both major corridors. space allows • Separator can include a combination of ground cover and low hedge • Coordinated landscape approach • Clustering of palm trees • Minimum 6’ sidewalk width • Decorative plant massings

• Community Open Spaces Buena Park lacks signiﬁ cant community open spaces and there are opportunities to provide this amenity within the study area in a way that complements the goals for the District.

• Pedestrian Walks Pedestrian safety and comfort is lacking along the existing corridor and must be remedied for the District to succeed as an entertainment destination.

46 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Civic Space

* Public Space Enhancements

Orangethorpe Ave.

91 - Artesia Fwy

* La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 12: Near Term Public Realm Opportunities Map

Entertainment Zone 47 Action Plan Public Realm Opportunities Streetscape

The sketches on this and the following page indicate a concept for preferred streetscape conditions along the Beach Boulevard and La Palma Avenue.

Figure 14: Concept Drawing of Proposed Green Corridor Edge at Redevelopment Sites

48 Buena Park Figure 15: Concept Drawing of Proposed Green Corridor Section along Beach Boulevard

Figure 16: Concept Drawing of Proposed Beach Boulevard 21’ Green Corridor Section

Entertainment Zone 49 Action Plan Public Realm Opportunities Streetscape Elements

Below are examples of streetscape elements that could be included in the streetscape design for Beach Boulevard or La Palma Avenue.

International Drive: Orlando, FL Universal Florida: Orlando, FL

Downtown Disney: Anaheim, CA Downtown Disney: Lake Buena Vista, FL

50 Buena Park Public Realm Opportunities Civic Space

These images are examples of open space features appropriate to a civic space in an urban redevelopment District.

McFerson Commons: Columbus, OH

The River: Rancho Mirage, CA Ripley’s Aquarium: Gatlinburg, TN

Tallahassee Downtown Park: Tallahassee, FL Wade Oval: Cleveland, OH

Entertainment Zone 51 Action Plan Public Realm Opportunities Pedestrian Connections

PEDESTRIAN CONNECTION OPPORTUNITIES Creating a condition that is comfortable and safe for pedestrians is critical in creating an inviting place to live and visit. The important components for a successful pedestrian environment are the following:

• Reestablish the pedestrian realm

• Improve pedestrian connectivity on primary roadways

• Establish pedestrian connections between the “Supercorner” (Beach Boulevard / La Palma Avenue) and the Mall site

52 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Pedestrian Circulation

Orangethorpe Ave.

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 13: Pedestrian Connection Opportunities Map

Entertainment Zone 53 Action Plan Public Realm Opportunities Overwalks for Pedestrians

In order to create a safe and navigable District, pedestrians • Must aggressively link all areas of this Entertainment must have accommodations to cross Beach Boulevard. District key pedestrian overwalks Unfortunately, the roadway has grown to an unmanageable • Integration of overwalks into new architecture size in both width and trafﬁ c volume, making it a dangerous • Incorporating overwalks into gateway/iconographic pedestrian condition. This signiﬁ cantly detracts from the feel elements of Buena Park as a kid friendly, family oriented destination. In order to achieve this goal and spread entertainment uses along the corridor, pedestrian overwalks may be needed to provide an opportunity for visitors to conveniently cross.

Millennium Park: Chicago, IL

Pedestrian Bridge: Thomastown, AU

River Derwent: Derby, UK

Pedestrian Bridge: Las Vegas, NV Millennium Park: Chicago, IL

54 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Pedestrian Circulation

Overwalk Opportunities

OrangethorpeIDEAL STREETAve. SECTION Specialty Linkage

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 22: Overwalk Opportunities For Pedestrian Connections Map

Entertainment Zone 55 Action Plan Public Realm Opportunities Identity

“IDENTITY” OPPORTUNITIES In order to become a destination in the region and attract visitors, businesses and investment, Buena Park must capitalize on the opportunities in the study area to create a community identity. One way to do so is to create visual cues that establish the Buena Park brand to those arriving. Potential approaches include:

• Create iconic gateways

• Establish identity elements along primary corridors

• Establish bold identity elements at the highway entry and at Intersection Prime (Beach Boulevard / La Palma Avenue)

CITY GATEWAY AND District “IDENTITY” ELEMENTS Gateway features along primary corridors would introduce the community of Buena Park to those visiting the community.

In order to successfully function as an Entertainment District it must be organized and branded.

• Entry nodes and gateways announce the Entertainment District

• Iconic “identity” elements serve as place-makers

• Iconic “identity” elements establish visual excitement for District

56 Buena Park Beach Blvd. Beach LEGEND

I-5 - Santa Ana Fwy Study Area

Identity Opportunities

Entry Nodes

Orangethorpe Ave.

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 17: “Identity” Opportunities Map

Entertainment Zone 57 Action Plan Public Realm Opportunities Gateway Elements

These images are comparison examples of iconic gateway features used for districts or cities.

Universal City Walk: Orlando, FL

Gateway Example Chinatown Gateway: Los Angeles, CA

Reno Gateway: Reno, NV Marin County Gateway: Marin County, CA

58 Buena Park Public Realm Opportunities Gateway Elements

Figure 18: Beach Boulevard Icon Study: Concept A

Figure 19: Beach Boulevard Icon Study: Concept B

Entertainment Zone 59 Action Plan Public Realm Opportunities District Tram System

In order to create a cohesive Entertainment District, visitors must sense an overall connection amongst the destinations, restaurants and lodging opportunities. The length of the Beach Boulevard corridor, and the high volume of traffi c make walking diffi cult, particularly with young children and older visitors. A proven solution is the use of a dedicated tram system to service the District. Stations should be established at key locations with the routes and schedules clearly posted. This tram would specifi cally service the entertainment zone, but could interface with regional bus service in order to serve tourists arriving from neighboring cities. An additional advantage is that it would allow more fl exible parking arrangements if visitors could shuttle from parking lots to locations throughout the District.

International Drive Trams: Orlando, FL

International Drive Trams: Orlando, FL International Drive Trams: Orlando, FL

60 Buena Park LEGEND

I-5 - Santa Ana Fwy

Beach Blvd. Beach Study Area

Potential Tram Stops

Potential Tram Route

Orangethorpe Ave. Potential Parking Garage

91 - Artesia Fwy

La Palma Ave.

Beach Blvd.

Crescent Ave. Western Ave. Grand Ave. Stanton Ave. Dale St.

Figure 17: “Identity” Opportunities Map

Entertainment Zone 61 Action Plan

Buena Park Entertainment Zone Action Plan

Implementation Plan of Attack • Implementation

STRATEGIES There is no doubt within the Planning Team that Buena Park’s 4. Secure the Developer/Operator of a major Entertainment ‘E-Zone’ can be strengthened to become an economically Attraction at the Wax Museum site, and complementary vibrant tourist destination. With a strong new identity, the entertainment, retail, and/or hospitality on other Agency-owned proper market positioning, new entertainment, retail, and properties along Beach Boulevard. Selection of the optimum hospitality development, and attractive public amenities, the developers should be the result of an objective process that Entertainment District can become the heart of the City begins with a detailed Request for Proposal (RFP) for each of Buena Park….one that draws both citizens and tourists property that outlines the requirements and development alike. We make the following recommendations—in order of guidelines for each property, based on the strategic priority—to achieve success: development plan in this report. (Note: See Detailed Recommendations for each property in next section, page 66) 1. Commission a Parking Demand and Vehicular Circulation and Access Study to determine ultimate parking needs and 5. Commission a transportation system study that will determine ideal strategic locations in order to reduce congestion and the demand for a dedicated District tram system, improve pedestrian access throughout the District. recommending vehicular types, operating costs, and operating methods. The study would identify the point in time of 2. Commission a Branding and Identifi cation Study that will yield development of the District that such a system would be viable. a compelling new brand for the District to compete successfully in the marketplace. This effort must be in collaboration with the 6. Evaluate future land acquisitions to secure properties within stakeholders so that they will have ownership, embrace, and the overall District that can be combined to create larger, promote the new identity cohesively. unifi ed development parcels. Properties at the ‘Supercorner’ of Beach Boulevard and La Palma Avenue (Knott’s Gateway) 3. Commission a specifi c detailed Public Amenity master plan and should be secured for a public amenity space that will create Streetscape Design to unify the District with the look of a the civic heart of the District and the vital pedestrian destination. The design effort should include the following connectivity between Beach Boulevard, the mall property, and elements: Knott’s Theme Park and Waterpark.

a. Landscaping and Area Development treatment for the entire 7. Encourage development of the mall and Knott’s properties length and width of the District along Beach Boulevard and as an integrated, master planned project that will create a La Palma Avenue. strong entertainment/retail destination south of La Palma Avenue to anchor the south end of the District. b. Transit stops and shelters for public transit buses..

c. Locations and design guidelines for iconic gateways to announce the District, bold identity placemakers to unify the area, and a distinctive wayﬁ nding system and informational kiosks compatible with the new identity that will improve vehicular and pedestrian circulation throughout the District. This effort should be engaged in unison with the Branding and Identiﬁ cation Study (described above).

d. Design guidelines and physical planning for future pedestrian overpasses that will provide trafﬁ c free pedestrian connections, minimizing the demand on street level crosswalks.

64 Buena Park LEGEND

91 - Artesia Fwy Study Area Potential Hotel

Potential Parking Structure

Agency Owned

City Leased Surface Parking

Potential Entertainment/ Retail Development

Proposed Entertainment/ Mixed-Use Development

Proposed Public Amenity Streetscape Improvements

Potential Vehicular/ Pedestrian Connection

Pedestrian Link to Knott’s Gate

Proposed Knott’s Gate * Potential Civic Space Western Ave. Stanton Ave. Beach Blvd. Beach

La Palma Ave. *

Beach Blvd.

Figure 20: Redevelopment Strategy of Knott’s Gateway Area Map

Entertainment Zone 65 Action Plan PHASED DEVELOPMENT PHASE TWO: The development scenario for Buena Park’s Entertainment 6. Develop new civic space and greenspace south of La District will take several years to implement, due to not Palma Avenue—the heart of the District. only the scale of the proposed strategy, but also the degree 7. Develop newly renovated and enhanced lifestyle or of cooperation necessary with the private sector. Yet we mixed use retail and entertainment center at Mall site. understand Buena Park’s desire to “get something started” and 8. Encourage development of a new conference/resort make a bold statement in the marketplace as soon as possible. hotel at La Palma Avenue and Beach Boulevard. It will be important to group development components in 9. Develop new retail, dining, and entertainment signifi cant phases of development for the impact that will development on the west side of Beach Blvd, south support strong marketing and promotional efforts for the of the Wax Museum site. District. 10. Inaugurate Entertainment District transportation system to assist pedestrians and reduce District traffi c. To get attention in the Southern California marketplace— where new, innovative developments are frequently PHASE THREE: introduced---it will be critical that the fi rst phase of the 11. Develop new entertainment, retail, and hospitality development process be of suffi cient scale to be newsworthy venues on the east side of Beach Boulevard. and capitalize on the free promotion of media attention. It will 12. Expand the mall site lifestyle entertainment or mixed also be necessary for the fi rst phase of the implementation to use retail center to the north side of La Palma Avenue. change the current regional perception of Buena Park. Stated 13. Develop other new entertainment, retail, and simply, “make no little plans”1 in rolling out this strategy. hospitality venues elsewhere in the District as natural development progresses. It is understood that Buena Park should not attempt to compete directly with Anaheim, but create its own market niche. The new facilities and venues must be complementary; offering family friendly, more reasonable accommodations and dining options, but at the same time providing excellent quality experiences. This, we believe, is the market niche that Buena Park’s Entertainment District can serve: local and regional tourists who seek reasonably priced frequent entertainment and accommodations in the area, but also prefer high quality experiences.

We recommend the following elements be implemented as ‘minimum critical mass’ for each phase in a multi-faceted development strategy:

PHASE ONE: 1. Develop new entertainment attraction and parking structure on Movieland Wax Museum site. 2. Complete District-wide streetscaping, street improvements, and identity program. 3. Establish new identity and logo, signage and graphics program, and way ﬁ nding. 4. Develop new conference suite hotel at Beach/ Orangethorpe or other immediate opportunity sites along the corridor. 5. Encourage development of Beach/Orangethorpe as approved by the city.

1 Make no little plans; they would have no magic to stir men’s blood and probably will themselves not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will not die. - Daniel Burnham

Phase One

66 Buena Park PHASE FOUR: 14. Encourage development of a new integrated destination entertainment/retail/hospitality development south of La Palma Avenue within the ‘Knott’s Gateway’ zone. 15. Construct pedestrian overpasses to allow trafﬁ c free access to all sections of the District. 16. Develop other new entertainment, retail, food and beverage, and hospitality venues elsewhere in the District as natural development progresses

DEVELOPER / OPERATOR REQUESTS FOR PROPOSAL Securing the most appropriate developers and operators for the Agency-owned properties is critical to the long term success of the newly-established District. The Planning Team recommends that the Redevelopment Agency develop a pre-qualifi ed short list of preferred developers and operators before requesting specifi c Requests for Proposal (RFPs) for each parcel. We recommend that the Agency identify the most appropriate developers recognized by the Themed Entertainment Association (TEA) and International Association of Amusement Parks and Attractions (IAAPA) as successful in the entertainment industry, International Council of Shopping Centers (ICSC) and the Urban Land Institute (ULI) in the urban and entertainment retail and hospitality industries. This targeted pre-qualifi cation process would pre-select developers with a strong track record of successful projects. Phase Two By approaching the kinds of developers/operators who have demonstrated success in similar urban revitalization projects, the Agency can more confi dently invest the District’s future in the hands of private development. After obtaining expressions of interest from a select list of developers, the Agency should prepare specifi c development RFPs that are geared toward the objectives of each parcel. With each developer/operator responding to the same criteria for each parcel the Agency can engage in a more objective selection process.

The proposals should include the following at a minimum:

1. A written description of the proposed Development including a Program of square footage for each element. 2. Conceptual Plans, Sections, Elevations of the proposed elements. 3. A Site Plan showing all foot prints of the structural elements, vehicular access and circulation, pedestrian access and circulation, parking, landscaping, etc. 4. Proposed conceptual signage. 5. A ‘Bird’s Eye’ Perspective of the overall proposed development. 6. Proposed yearly, monthly, daily and hourly capacity ﬁ gures. 7. A Capital Cost Estimate. 8. An Economic Feasibility Study.

Phase Three

Entertainment Zone 67 Action Plan CONCLUDING STATEMENT By establishing goals for the future of the District and creating strategies to achieve those goals the “Entertainment Zone” is poised to transform in a positive and contributing manner for the overall community. The vision for the future of the District is one that will move Buena Park towards becoming an entertainment destination in the region.

This scale of development requires a signifi cant and determined effort in detailing specifi c, yet fl exible, strategies to accommodate the needs of numerous independent property owners, requirements and restrictions of the State Department of Transportation, local utilities (ie: California Edison), and the general public.

The strategies to meet the goals join public and private interests into an actionable plan which is based on the following elements:

1. Create a Catalyst or “Nucleus Project” to build around

2. Improve Public Realm

3. Add and Improve Attractions and Hotels

4. Develop and Implement Parking Solutions

5. Implement Phased Development Strategy

Ultimately, it will take a great deal of patience and determination to reshape the District as intended. Yet success is attainable, and the City can look forward to realizing the ﬁ rst steps of this vision and Action Plan in the immediate months and years to come.

68 Buena Park Buena Park Entertainment Zone Action Plan

Appendix I • Economic Report Summary Entertainment Zone

ECONOMIC OVERVIEW Economic Consulting Services (ECS) conducted an economic The current penetration of the existing entertainment venues study of Buena Park’s Entertainment District, the surrounding in Buena Park of the total market is approx. 26% . If that area, and the demand in the marketplace that would support penetration remains the same in the next ﬁ ve years, the development potential of the District. The results of that attendance to entertainment venues at Buena Park could study were extremely positive. The following are some reach 6,888,700 per year. However, we believe there is much highlights of that study: greater potential in the District.

The existing resident market, deﬁ ned by a 30 mile radius of Currently the existing entertainment destinations in the the study area, is 11,500,000 residents. The projection for E-Zone attract a total of approx. 6,400,000 visitors per year to the next 5 years is expected to be minimal, an average of .8% the District: annual growth, resulting in a resident market of 11,980,000 by 2012. The Overnight Tourist Market, which includes Buena Park Hotels and Motels, Friends and Relatives, and Knott’s Berry Farm ...... 3,500,000 surrounding Orange County accommodations is currently a Soak City Water Park ...... 400,000 total of 13,100,000. By 2012, the growth is projected at 2.23% Pirates Dinner Show Theater...... 325,000 annual growth to 14,500,000. Therefore, the combined market Medieval Times Dinner Theater ...... 600,000 potential of resident and overnight visitors to the area by 2012 Ripley’s Museum ...... 50,000 is expected to be approx. 26,480,000 per year. Kirkorian Theaters ...... 1,500,000

Total Existing Visitors ...... 6,375,000

KNOTT’S BERRY FARM 3,500,000

KIRKORIAN THEATERS SOAK CITY WATER PARK 1,500,000 400,000

BUENA PARK E-ZONE EXISTING POTENTIAL 6,400,000 VISITORS

RIPLEY’S MUSEUM PIRATE’S DINNER THEATER 50,000 325,000

MEDIEVAL TIMES 600,000

Figure 23: Buena Park E-Zone Existing Potential Diagram

70 Buena Park Additional entertainment venues and attractions in the District If all the venues listed above could be developed in the District could potentially attract approximately 10.6 million visitors per with adequate parking, access and circulation, combined year to the area, an increase of 67%: with effective marketing and promotion, the potential gross revenues from the additional entertainment venues could be more than $130 million, with an operating profi t of over $100 Knott’s Berry Farm ...... 3,500,000 million, with a warranted capital investment of more than $250 Soak City Water Park ...... 400,000 million. Pirate’s Dinner Show Theater ...... 325,000 Medieval Times Dinner Theater ...... 600,000 These potential entertainment, hospitality, and specialty Ripley’s Museum ...... 50,000 retail/food and beverage venues are simply theoretical Kirkorian Theaters ...... 1,500,000 to demonstrate the economic potential of the District Aquarium Attraction ...... 1,700,000 using traditional economic factors. Specifi c development Conference Center ...... 21,250 strategies must be carefully planned and developers and Resort Hotels ...... 100,000 operators strategically selected to result in such an economic Interactive Museum Attraction ...... 675,000 development scenario, but this demonstration reveals that Urban Entertainment Center ...... 1,800,000 there is market support and signifi cant upside in being aggressive in further development in the region. Total Potential Visitors ...... 10,671,250 (Note: The complete ECS economic report is found in the appendix)

KNOTT’S BERRY FARM SOAK CITY WATER PARK 3,500,000 400,000

KIRKORIAN THEATERS 1,500,000 AQUARIUM ATTRACTION 1,700,000

U. E. C. BUENA PARK E-ZONE 1,800,000 PIRATE’S DINNER THEATER FUTURE POTENTIAL 325,000 10,671,250 VISITORS

INTERACTIVE MUSEUM CONFERENCE CENTER 675,000 21,250

RIPLEY’S MUSEUM MEDIEVAL TIMES HOTEL RESORTS 50,000 600,000 100,000

Figure 24: Buena Park E-Zone Future Potential Diagram

Entertainment Zone 71 Action Plan MARKET SUMMARY

Annual 2007 2012 Growth Rate

RESIDENT MARKET

Primary Market (0-7.5 miles) 1,397,809 1,444,073 0.66%

Secondary Market (7.5 to 15 miles) 3,143,149 3,245,555 0.65% Tertiary Market (15-30 miles) 6,969,273 7,280,987 0.89% Subtotals 11,510,231 11,970,615 0.80%

OVERNIGHT TOURIST MARKET In Buena Park Hotels/Motels 1,216,725 1,399,233 3.00% With Friends & Relatives 2,270,479 2,344,814 0.65% Remaining OC Hotels/Motels 9,582,503 10,780,316 2.50%

Subtotals 13,069,706 14,524,363 2.23%

Figure 25: Market Summary Chart

OVERALL ATTENDANCE / PATRONAGE, ON-SITE ACTIVITY AND LAND AREA REQUIREMENTS FOR VARIOUS USES PROPOSED FOR THE BUENA PARK E-ZONE BASED ON INITIAL YEAR

Estimated First Peak On-Site Attraction/Use Parking SURFACE PARKING PARKING GARAGE Attraction/Use Year Attendance/ Attendance/ Land Area Requirements Estimated Land Area Estimated Land Area Patronage Patronage (acres) (spaces) Required (acres) Required (acres)

Urban Entertainment Center 1,809,556 2,612 4.6 835 11.3 6.8

Resort Hotels Hotel I-with water park (250 rooms) 42,583 500 3.8 250 5.8 4.5 Hotel II-with conference center (350 rooms) 59,617 700 3.1 350 5.9 4.1

Aquarium Attraction 1,767,096 2,041 2.6 678 8.0 4.4

Dinner Theatre 273,000 750 1.5 225 3.3 2.1

Interactive Museum Attraction 675,223 780 2.5 296 4.8 3.2

Freestanding Conference Center 21,250 1,250 3.0 208 4.7 3.5

TOTAL 4,648,325 7,953 21.1 2,842 43.8 28.6

Figure 26: Overall Attendance/Patronage, On-Site Activity and Land Area Requirements Chart

72 Buena Park OVERALL FINANCIAL POTENTIALS FOR THE VARIOUS USES PROPOSED FOR THE BUENA PARK E-ZONE BASED ON INITIAL YEAR

Potential Approximate Estimated Warranted Estimated Attraction/Use Revenues Operating Expense Operating Proﬁ t Investment Development Cost1

Urban Entertainment Center $45,605,300 $40,132,664 $5,472,636 $45,605,300 $40,000,000

Resort Hotels Hotel I-with water park (250 rooms) $13,455,625 $9,418,938 $4,036,688 $33,639,063 $33,000,000 Hotel II-with conference center (350 rooms) $17,437,675 $12,206,513 $5,231,363 $43,594,688 $43,500,000

Aquarium Attraction $28,649,047 $20,054,333 $8,594,714 $71,622,619 $65,000,000

Dinner Theatre $12,353,250 $9,264,938 $3,088,313 $25,735,938 $25,000,000

Interactive Museum Attraction $9,934,219 $6,935,953 $2,980,9266 $24,835,547 $24,500,000

Freestanding Conference Center $4,859,875 $2,429,938 $2,429,938 $20,249,479 $20,000,000

TOTAL $132,294,991 $100,443,277 $58,662,918 $265,282,634 $251,000,000

1 Including land $22 / sq. ft.

Figure 27: Overall Financial Potentials Chart

SALES TAX / BED TAX & PROPERTY TAX POTENTIAL FOR THE VARIOUS USES PROPOSED FOR THE BUENA PARK E-ZONE BASED ON INITIAL YEAR

Potential Total Sales Tax/ Sales Tax Applicable Total Bed Property Tax Total Tax Potentials Attraction/Use Revenues Bed Tax Potentials1 To Buena Park2 Tax Potentials3 Potentials4 Applicable To Buena Park

Urban Entertainment Center $45,605,300 $3,534,411 $353,441 $ - $240,000 $593,441

Resort Hotels Hotel I-with water park (250 rooms) $13,455,625 $374,5192 $37,452 $1,034,775 $196,000 $1,270,227 Hotel II-with conference center (350 rooms) $17,437,675 $415,8262 $41,563 $1,446,685 $261,000 $1,751,265

Aquarium Attraction $28,649,047 $2,220,3011 $222,030 $ - $390,000 $612,030

Dinner Theatre $12,353,250 $957,3771 $95,738 $ - $150,000 $245,738

Interactive Museum Attraction $9,934,219 $769,9021 $76,990 $ - $147,000 $223,990

Freestanding Conference Center $4,859,875 $376,6401 $37,664 $ - $120,000 $157,664

TOTAL $122,294,991 $8,648,976 $864,878 $2,481,460 $1,504,000 $4,854,355

1 Calculated at 7.75% for sales tax and 12.0% for translent occupancy tax 2 Calculated at 1.0% for City of Buena Park 3 Calculated at 12.0% of room revenues 4 Calculated at .06% of development

Figure 28: Sales Tax/Bed Tax & Property Tax Potential Chart

Entertainment Zone 73 Action Plan