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n order to prepare an effective plan for Wyckoff built a small wooden store near the Downtown area, it is vital to what is now the southeast corner of First Iunderstand the planning context of the Street and Dead Cat Alley. Wycoff built a area. The following sections provide an second store located at the corner of Sixth overview of the Downtown organized and Court Streets. Wyckoff named his under the following headings: general store "Yolo City." It became a stopping point for travelers riding through § History the small village on the trail heading north along the west side of the valley or on the § Economic development trail heading east to Sacramento. Yolo § Housing City also served pioneer farmers who began settling in Yolo County. § Circulation

§ Infrastructure § Environmental resources § Policy framework Information on existing land use within the Downtown area is provided in Chapter 3, “Land Use and Development.”

2.1 HISTORY Freeman House

The City of Woodland has a strong historic Franklin S. Freeman, the founder of the heritage, which is reflected in an City of Woodland, first settled in Yolo impressive stock of historic buildings in its County, north of Cache Creek, in 1850. Downtown area and surrounding In 1857, Freeman purchased the two neighborhoods. Woodland area stores owned by Henry Wyckoff. He built agricultural is largely responsible for the a simple wooden house just north of the community's distinct identity and still plays store (still standing) and also acquired 160 and important economic role in acres of land which he envisioned Woodland. becoming a prosperous town. Freeman established the post office in 1861, Settlement in the Woodland area began in located at 539 Main Street, filed the town 1849 when the Morris family settled on plat in 1863, and was instrumental in the south side of Cache Creek just north of getting the county seat moved to present day Woodland. Woodland began Woodland. His wife Gertrude renamed as a community in 1853 when Henry the town “Woodland,” recognizing the majestic Valley Oak trees. In 1862

March 18, 2003 Page 2-1 2. Planning Context

Woodland became the County seat of wealthy local investors. During the first government for Yolo County (Walters, two decades of the twentieth century, 1995). several top architects from the Bay Area were commissioned to design new banks, The completion of the railroad in 1869 schools, and public facilities. brought the world closer to Woodland and the town began to prosper as a trading The new century ushered in a new year of center for a rich agricultural region. optimism for Woodland. The town's Farmers and ranchers derived much business community organized a chamber wealth from the land and Woodland's of commerce in 1900 to promote the commercial sector prospered. town's advantages. The community also invested in community projects, including Skilled carpenters and brick masons the City’s library, City Park, and cemetery. settled in Woodland and built many of the early Victorian commercial buildings, In 1910, Woodland was the largest city in churches, and public schools. By the Yolo County, with a population of 3,187. 1880s several self-trained architects and For the next forty years, Woodland builders had established planing mills in remained a remarkably stable community, Woodland and began designing and growing slowly but steadily in population, constructing outstanding examples of businesses, and industries. Its industrial Victorian residential and commercial plants were principally agricultural, and buildings. This appreciation for local three rice mills, a sugar beet refinery, and architecture and craftsmanship became a a tomato cannery were built during this tradition in Woodland. Early landmark period. buildings included Hesperian College, the Byrns Hotel, the Opera House, the first In the late 1950s, the City Council created Courthouse and Hall of Records, the a Redevelopment Agency to oversee YMCA Building, the first City Hall, the development of historic downtown Jackson Apartment Building, the Farmers Woodland. Although the Redevelopment and Merchants Bank, and the Julian Hotel. Plan was never adopted, the agency Although all but two of these early continued to exist in name. In the 1960s, landmarks are gone, their picturesque several prominent buildings were designs inspired many others that demolished, including the Romanesque followed. Farmers and Merchants Bank and the Julian Hotel. Fortunately, other significant buildings, like the , were spared from demolition.

By the mid-1970s, the historical preservation movement had taken hold in Woodland. The Federal government's strategy for urban revitalization had now shifted from demolishing the old to providing financial incentives for preserving and renovating historic Opera House buildings. Thus, the Yolo County Historical Society succeeded in purchasing Between 1890 and 1905, several new the Opera House and planning for its banks were established in Woodland by eventual restoration.

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During the 1980s, Downtown Woodland 2.2 ECONOMIC DEVELOPMENT began to show signs of life as several local property owners renovated key historical Overview buildings under the Federal Historical Preservation Tax Credit Program. The The Downtown area is the historic center restoration of the Opera House was of the City and the government center for completed with Federal and State grants, the City and Yolo County. Key to the and the facade success of the Downtown area is the was completely refurbished with State and ability of the community to enhance the local funds. A new innovatively designed economic viability of the Downtown. County Administration Building was Some of this enhancement will come from constructed downtown as was a new Daily the growth in population expected in the Democrat newspaper building and a City. Other enhancements need to come recreation of the Northern Electric Railway from public/private development Depot. The community showed its opportunities, better use of existing appreciation for historical preservation and facilities (especially upper floor space), civic improvements by approving a bond making better use of the historic nature of measure which financed a major the Downtown, and better integration of renovation and expansion of the the County’s offices and staff into the . Downtown area.

Public appreciation and support for the As the Downtown is the core of the renewal of Downtown Woodland was Redevelopment Project Area, the City will gaining in popularity as the 1980s came to continue to focus significant a close. The Woodland Downtown redevelopment efforts in the Downtown. Improvement Association, Inc., became The economics of redevelopment require actively involved in mobilizing political significant financial commitments from support for a second try at a both the public and private sectors. The redevelopment plan and for developing a provision of convenient parking for both community-shaped "Downtown Specific employees and customers remains a high Plan." The Woodland Redevelopment priority for City redevelopment efforts. Agency adopted a redevelopment plan in The addition of new offices and residential 1989. uses in the second and third floors of existing structures will make good use of The Redevelopment Agency has been one of Downtown’s significant, untapped active in several key projects in the resources. The upgrading of existing Downtown. They assisted in the buildings, as well as the construction of renovation of the , a new buildings, coupled with the centerpiece in the Downtown. The continuing beautification efforts will Redevelopment Agency is also working to strengthen the ability of Downtown to revitalize the and Capitol attract new specialty retailing, restaurants Hotel. and entertainment uses.

Redevelopment of the Gateway Master Plan area at the east end of the Downtown will help to strengthen the economic vitality of downtown through the addition of a mixture of office, retail,

March 18, 2003 Page 2-3 2. Planning Context

business park, civic, and residential uses. fairly strong in Woodland as The revitalization of this area will provide measured by per capita sales. the stimulus needed over the long term to § The analysis shows underperformance join the Downtown’s core area with the in eating and drinking places eastern end. (restaurants), as well as in the other

retail category (specialty shops), There are other efforts underway to furniture, and apparel stores. The enhance the business climate Downtown. City has some downtown niche retail The Woodland Downtown Improvement in antiques stores and furniture. Association has been active in supporting existing businesses and promoting § Forecasted growth in Woodland over improvements and business growth the next 20 years of almost 7,700 Downtown. The Woodland Economic households would support Renaissance Corporation (WERC), the approximately 1.1 million square feet local economic development corporation, of additional retail space. Currently, also actively promotes business and about 460,000 square feet of future economic growth in Woodland. In retail space is identified as either in cooperation with the City, WERC and Bay the planning process or under Area Economics (BAE) prepared an construction. Economic Development Strategic Plan for § Currently, the City is experiencing the City in 2002. This plan establishes an relatively high retail/commercial action framework for the City to follow to vacancies in the Downtown (e.g., retain and expand existing economic Cranston’s Hardware) and elsewhere activities and to better position itself to in the City (e.g., Kmart and shop strengthen and diversify the economy by space in the County Fair Mall). Also, attracting new economic activities. according to an earlier building

inventory survey, very high vacancies Downtown is in an excellent position to are being experienced in the upper experience continuing economic growth. floors of older, downtown buildings. The quality and character of the historic buildings and current uses provides a § Auto sales have historically been strong base for business expansion. The strong in Woodland, contributing a Downtown Specific Plan is a tool to guide substantial amount of sales tax growth and expansion. revenue to the City’s General Fund. If the auto dealers stay Downtown and function as a major retail draw, the Overall Market Analysis City might wish to pursue opportunities for better integration The market feasibility analysis was with other Downtown activities. prepared for the Specific Plan (a copy of § Business-oriented motel/hotel facilities the full study is included as Appendix B). have been cited by some sources as a The major findings from this study are as unique market opportunity in the follows: Downtown area separate from the

traveler-oriented hotels along the I-5 § A retail leakage analysis using per Freeway. capita taxable retail sales shows that Woodland is strong in auto sales, § High-technology and research and general merchandise, and building development companies, in part materials. Overall, retail sales are stimulated by the UC Davis programs,

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have been cited as future Woodland area has the potential to attract a opportunities. business and professional office environment and higher density § Growth in finance, insurance, real residential development. estate, and business service employment suggests future office opportunities in Woodland with the Economic Issues Downtown seen as especially compatible for smaller and mid-size § Downtown Woodland is firms. characteristically a mix of older one-, two-, and some three-story buildings on small, sometimes narrow and deep Economic Strengths shaped parcels - many of which require significant rehabilitation for § Downtown Woodland has been the seismic retrofitting and facility historic center of the City and is also modernization. the government center for the City § Significant financial commitments and Yolo County. Retail and office from both the public and private activities have concentrated along sectors are necessary for future Main Street between East and redevelopment to occur. Cleveland Streets and between Court and Lincoln Streets. § The availability of convenient parking, both actual and perceived (depending § Although the Downtown area does on location), has been recognized as not have the available land to an issue, particularly related to the compete with the larger shopping interaction between employee and developments near the freeway or in customer parking. developing areas of the City, it does have the potential to become a niche § Except for the auto dealers, the retailing, entertainment, and dining Downtown has lost many of its major area. Larger parcels in the Downtown anchors. It will be important to will become available if the three establish new anchors/attractions and major automobile dealers relocate to to bring pedestrian oriented office, a new auto mall. residential, and community activities Downtown. § The Downtown does have several areas that can provide developable properties of 5 to 10 acres. These Market Potentials include vacant and underutilized areas in the Gateway Revitalization The market potentials for the Gateway Master Plan area on the east end of Revitalization area and the remainder of the Downtown and parcels currently the Downtown are summarized in used by the three automobile Table 2-1, “Downtown Market Potentials.” dealerships in the Downtown that The type of development can generally be may relocate to a new automall over characterized as smaller projects that the next several years. combine elements of office, retail, entertainment, and residential land uses § Some revitalization has been with possible mixed-use potential in occurring in the Downtown area selected cases. The key recommendations along Main Street for retail and are as follows: offices. The Gateway Revitalization

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Table 2-1. Downtown Market Potentials Gateway Revitalization Remainder of Land Use Category Area Downtown Retail Retail Low High Restaurants Medium High Movie Theatre/Entertainment Low Medium Office Office-regional/large office Medium Medium Office-local serving/professional Medium High Office-medical Low Medium Residential Residential-medium/high density Medium Medium Residential-mixed use Low Medium Residential-live/work Medium Medium Residential-single family Low Low Other Non-Residential Industrial-fabrication Low Low Research & Development Medium Low Lodging Low Medium

§ Retail activities are viewed as best more difficult to predict since they are concentrated in the core Downtown driven by a specific firm’s needs, drive area. The Gateway Revitalization regional office demand. Local serving area is seen as attractive for both and medical office demand is office and higher density residential primarily driven by local population development, possibly with a small and local business growth. amount of support retail along the § Residential uses on the upper floors Main Street corridor. above commercial development, a § Restaurants, including both full service use that is not prevalent in markets and specialty dining, are viewed as a similar to Woodland, is viewed as major draw for both Woodland having low potential in the Gateway residents and visitors in the Revitalization area, with medium Downtown area. potential in the remainder of the Downtown. Live-work units, where § Redeveloping or attracting new the bottom floor is workspace and the entertainment activities (e.g., cinema) upper floor(s) are residential space, in the Downtown, or relocating may have some potential, particularly entertainment activities into the in the Gateway Revitalization area. Downtown, is viewed as a long-term The success of these units will likely goal that will be supported by be driven by the provision of unique continued residential growth in the features or attractions. community as a whole. § The growth in high technology and § Office development, including research and development regional and professional offices, is employment in the Sacramento important in the Downtown, region is seen as creating specifically the Gateway Revitalization opportunities for smaller, start up area. Broader market forces, that are

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firms in the Gateway Revitalization as in the remainder of the City. As shown area. Firms of a larger more industrial in the following graph, Woodland is nature are not viewed as compatible expected to continue residential with the Downtown development. expansion in the community as a whole. Table 2-3, “Summary of Population, § Smaller lodging facilities with Employment, and Housing Projections,” attractive amenities, primarily serving provides an overview of the changes the business market, are viewed as expected in the City and Yolo County. compatible with the development in The existing residential uses are the Downtown, but not within the concentrated on the north and south Gateway Revitalization area. edges of the Specific Plan area. These Growth projections by land use type are residential areas also include some non- summarized in Table 2-2, “Downtown residential, low intensity office and Growth Projections,” and represents commercial uses. They also serve as moderate assumptions of market growth buffers from the more intense capture in the Downtown area. The administrative office and commercial uses scenarios presented are conservative, and closer to Main and Court Streets. could be exceeded as public infrastructure investments and effective public-private One of the notable residential partnerships facilitate development in the developments in the Specific Plan area is Downtown. the Hotel Woodland. This major redevelopment project converted the A complete copy of the market study Hotel Woodland to permanent residential i prepared for the Downtown Specific use in 1996. The project also assured the Plan can be found in Appendix B. preservation of a significant historic structure that was built in 1928. The Hotel includes 76 single-occupant studio 2.3 HOUSING apartments.

While business expansion and economic vitality are vital to the health of the Downtown, providing housing opportunities in and near the Downtown area is also important for enhancing the vitality of the Downtown. The success of retail, restaurant, and entertainment expansion in Downtown will depend on residential growth in Downtown, as well Hotel Woodland 25,000 20,979

20,000 17,120 14,818 There are other important opportunities 15,000 for future housing in Downtown. Many of the older buildings in the area have vacant 10,000 second and third floors, many of which 5,000 could be converted to residential or live- work uses if the necessary infrastruture is 0 in place. A Downtown Market Feasibility 1990 2000 2010 Study, prepared for the City in January Woodland Housing Unit Growth

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Table 2-2. Downtown Growth Projections Land Use Scenario 1 Capture2 Scenario 2 Capture2 Retail 45,400 sq. ft. 15.0% 75,400 sq. ft. 25.0% Office 58,834 sq. ft. 10.0% 88,251 sq. ft. 15.0% Residential 90 Units 5.0% 180 Units 10.0% Notes: 1. These scenarios are conservative and could be exceeded as public infrastructure investments and effective public-private partnerships facilitate Downtown growth. 2. The scenarios are based on alternative capture assumptions of market area demand made by the economic consultant.

Table 2-3. Summary of Population, Employment, and Housing Projections Woodland Yolo County 1990 2000* 2010 1990 2000* 2010 Population 39,802 49,151 57,010 141,092 168,660 209,035 Average annual growth - 2.1% 1.5% - 1.8% 2.2% Households 14,198 16,751 20,372 50,972 59,375 75,555 Average annual growth - 1.7% 2.0% - 1.5% 2.4% Housing Units 14,818 17,120 20,979 53,000 61,587 77,745 Average annual growth - 1.5% 2.1% - 1.5% 2.4% Employment 14,531 18,964* 28,235 57,934 83,830* 127,233 Average annual growth - 2.7% 4.1% - 3.8% 4.3% Jobs/Household Ratio 1.02 1.13 1.39 1.14 1.41 1.68 Source: SACOG *1999 figures

2002, indicates that the vacancy rate for and through traffic in the Downtown. East these upper floors was 49%, or about Street, which forms the eastern boundary 82,000 square feet. This untapped of the Downtown area, is a major north- resource represents a significant south arterial for the City. opportunity for residential growth in Downtown. Regional arterials, State Highway 113 and The Gateway Revitalization area also Interstate 5, are located just east of the includes opportunities for residential Downtown area. Highway 113 provides growth, including medium and higher easy access to the City of Davis. density uses Fifth and East Streets south of Interstate 5 provides regional access, with Oak Street. easy access to the Sacramento metropolitan area. The City’s Housing Element provides a wealth of information on housing in A mix of off-street and on-street parking i Woodland. An update to this element is provides parking in the Downtown. The expected to be complete in mid-2003. City owns several off-street parking lots

that provide parking for patrons of

Downtown businesses and for Downtown 2.4 CIRCULATION employees. Some shops and offices maintain their own off-street parking as The vehicular circulation system in the well. On-street parking is generally Downtown area is based on a grid pattern. provided on a time-restricted basis in the Main and Court Streets are the primary Downtown. east-west arterials that carry destination

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Public transit in the Downtown area is Wastewater provided by the Yolo Transportation District, which operates both local routes The City of Woodland maintains a and intercity routes (i.e., Davis, wastewater collection system that serves Sacramento, and Winters) in the the area within the City limits. The Downtown area. wastewater collection system comprises three main collection areas that primarily A main line of the Union Pacific Railroad utilize gravity flow to the Woodland is also located alongside East Street within wastewater treatment plan. The Basin “A” the Specific Plan’s boundaries. system collects wastewater from the northern portions of the City, the Basin A detailed discussion of circulation “B” system collects wastewater from conditions, including a discussion of central Woodland (including the parking and public transit, can be found Downtown area), and Basin “C” collects i in Chapter 4, “Circulation.” An analysis of traffic impacts can be found in wastewater from the southern portion of Appendix D. the City.

2.5 INFRASTRUCTURE Storm Drainage

The following section provides an The City’s main storm drainage system overview of the major infrastructure consists of conveyance, storage, and systems that serve the Downtown area. pumping facilities. The system transports runoff by gravity flow from west to east through trunk systems which discharge Water into two canals located in the City. Runoff is then conveyed through the City’s main The City of Woodland is the only provider pump stations to the Yolo Bypass via an of domestic water for the community, with outfall channel. groundwater being the City’s sole source of water supply. There are a total of 18 The conveyance system consists of wells located throughout the City, with pipelines and open channels. In the one well located in the Downtown area newer portions of the City, runoff is just south of Main Street near Fifth Street. collected by a storm drainage lateral The City also has one elevated water tank system. In these areas, the lateral system just north of the Downtown area. generally consists of regularly spaced drainpipes ranging from 12 to 24 inches in The City’s current water supply and diameter. The lateral system delivers distribution system consists of an aging storm runoff to the storm drainage trunk network of groundwater wells and supply system. Older portions of the City, pipelines. Most of the City’s wells were including the Downtown area, are not constructed in the 1960’s and 1970’s, and directly served by a lateral system. Runoff have a life expectancy of 40 to 50 years. from these areas is conveyed through intersections in valley gutters, gutter The City has an adequate supply and culverts, or inverted siphons. delivery system infrastructure to meet the needs of projected development in the Downtown.

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Utilities (particulate matter smaller than 10 microns). At the federal level, the area is Public utilities include electricity, gas, and also in attainment for CO, non-attainment communication services. All are provided for ozone, and unclassified for PM10. by private utility companies and are currently available throughout the entire For large developments or other heavy Specific Plan area. Pacific Gas and Electric traffic concentrations, one potential issue (PG&E) provides electricity and gas to the to be addressed would be the potential for City; Pacific Bell provides local telephone CO “hotspots”. A CO “hotspot” is a service; and Charter Communications localized concentration of CO typically provides Cable Service. The existing caused by a concentration of vehicle infrastructure for each of these utilities is exhaust on a cold morning where an adequate to meet the demands created by inversion forms low to the ground. build out of the Specific Plan area. Cultural Resources. There are no known A detailed discussion of infrastructure subsurface cultural resources within the i conditions and capabilities can be found Downtown area, although the potential for in Chapter 6, “Infrastructure.” cultural resources in the subsurface exists. The Downtown area has been heavily disturbed and graded in the past, and 2.6 ENVIRONMENTAL identification of resources from a surface RESOURCES reconnaissance is unlikely. However, it is possible that subsurface cultural resources There are numerous environmental factors may be discovered during future that can influence the character of construction (i.e., grading and excavation). development within the Downtown area. The following provides a brief description The Downtown area also contains several of the various natural, physical, and man- historic buildings, some which are eligible made opportunities and constraints. for listing on the National Register of Historic Places. These resources, as well Biological and Agriculture Resources. as the City’s designated Historic District, The entire Downtown area has been are shown on Figure 2-1, “Cultural heavily disturbed by previous Resources.” development. No agricultural activities have occurred within the Downtown area Mineral Resources, Geology and Soils. in many years due to its urbanization. According to the environmental impact Within the Specific Plan area, urban report (EIR) prepared for the Woodland landscaping has displaced native General Plan, there are no known faults vegetation. within five miles of the Downtown area. Seismically, the City of Woodland is in Air Quality. The Downtown area is Zone 3 on the Seismic Risk Map, within the jurisdiction of the Yolo-Solano indicating that although the seismic Air Quality Management District (AQMD), potential is low, there is still the possibility which covers Yolo County and a portion of for major damage to occur from a nearby Solano County. As of May 2002, the earthquake. District was in attainment at the state level for carbon monoxide (CO) and non- attainment for ozone and PM10

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For new construction, implementation of Noise. Overall, the Downtown Woodland General Plan policies and the Uniform Specific Plan area is exposed to both Building Code requirements addressing automobile and occasional rail noise seismic considerations, would address this typical of a relatively urban environment. issue. For older buildings, seismic Rail noise affects the properties along the retrofitting could impact the financial East Street corridor. There are no major feasibility of reuse. stationary point sources (such as a factory) of noise in the Downtown area. Hazards and Hazardous Materials. There are no known subsurface hazardous Population and Housing: Although the materials within the Downtown area, Downtown area consists mainly of although the potential for such hazards commercial land uses, there is residential and hazardous materials exist because of land use as well. The residential uses in the legacy of industrial uses in portions of the Downtown are concentrated primarily the Downtown area. The greatest along the north and south edges of the potential for the discovery of hazardous Specific Plan area. The Main Street materials is in the eastern portion of the corridor, in particular, is lacking a Downtown area adjacent to the railroad. residential population. The major The Gateway Revitalization area, and exception to this is the Hotel Woodland other portions of the Specific Plan along located on Main Street at College Street. the railroad, contained numerous rail spurs and industrial uses. The historic uses One of the goals of this Specific Plan is to along the railroad corridor (such as fuel encourage more mixed-use development transfer facilities) raise the potential for (commercial/ residential uses) along the hazardous materials in the area. Main Street corridor to enliven the Downtown area. This may result in a Further studies will likely be needed to slight population increase for the City as a address this issue on a parcel-by-parcel whole. However, this is consistent with basis. Based on experiences at the City’s the goals of the General Plan and its new Police Station and the Blue Shield Housing Element for attracting more building, the level of contamination is not residents into the Downtown area. significant, and can be dealt with while maintaining an economically viable Recreation: Freeman Park, located in the development. eastern portion of the Downtown area along Main Street, is the only recreation Hydrology. According to the City of facility in the Downtown area. One of the Woodland Storm Drainage Facilities projects to be considered in this Specific Master Plan, the entire Downtown area is Plan is the potential to expand this park to located in Zone C as designated by the make it a more noticeable feature of the FEMA Flood Insurance Rate Map. Zone C Downtown. is considered an area of minimal flooding. While the area has had surface flows in the less developed areas, no significant 2.7 POLICY FRAMEWORK flooding hazard exists, and storm drainage facilities in the area are considered to be The goals and policies used to guide adequate to handle current and projected development in the Downtown come storm water flows. primarily from the City’s General Plan. The current General Plan contains a

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number of goals and policies that directly buildings, and providing for parking, address the needs of the Downtown. streetscape, and building facade Some policies, while relevant to the entire improvements. City, are also relevant to the Downtown area. Where the General Plan does not Policies drawn from the General Plan are address specific subjects important to identified using the numbering found in Downtown, new policies have been the General Plan. added. To develop and maintain In the remainder of this section, the goals GOAL an economically viable and and policies from the General Plan that 1.F physically attractive are the most applicable to the Downtown Downtown. area and its future are repeated for easy reference. As the General Plan can be Policies amended over time, the current General Plan should be consulted for changes that 1.F.1. The City shall work jointly with may impact the information shown below. the Redevelopment Agency to promote Downtown as the city’s The City is currently performing a 5-year primary pedestrian, specialty- review and update of the General Plan as retail, entertainment, and office required by General Plan Policy 10.A.3. and financial center, and gathering Text shown in brackets/italics reflects place for families, friends, and proposed revisions to the General Plan. neighbors. These changes are not adopted policy at the time of this version of the Downtown 1.F.2 The City shall ensure that Specific Plan. Downtown remains the sole central business district for New policies and actions developed for Woodland. the Specific Plan area are included in Section 8.2, “Specific Plan Policies.” 1.F.3 The City shall work jointly with the Redevelopment Agency to promote the use of first floor Land Use and Community space in new buildings Downtown Design for quality retail, food service, financial institutions, family Downtown Woodland is an important part entertainment, and other high of Woodland’s small-town character and volume commercial uses, and the community heritage. Downtown is use of upper floors for office and centrally located in the community with residential uses. good access off I-5 and SR 113, and it has an impressive stock of historic buildings. 1.F.4 The City shall work jointly with the Redevelopment Agency to The policies in this section seek to undertake and maintain preserve and enhance this important streetscape improvements district by promoting increased retail, Downtown to give the area a clear office, government, and entertainment and visually-appealing identity. uses, providing for some residential and The Downtown landscaping office uses on upper floors in commercial program should distinguish Downtown from the rest of Main

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Street and include special street Street and Roadway System plantings at the eastern and western entrances to Downtown. The overall absence of urban traffic congestion in Woodland is an important 1.F.5 The City shall work jointly with aspect of the quality of life and small-town the Redevelopment Agency to character of Woodland. Improvements are consider methods to reduce called for to the regional transportation through-traffic along Main Street system, as well as improvements and in Downtown. funding for a local transportation system primarily for Woodland residents, 1.F.6 The City shall work jointly with employees, and visitors. the Redevelopment Agency to continue building and facade To provide for the long- improvements, and streetscape, range planning and sidewalk, and street lighting GOAL development of the city's improvements to promote roadway system to ensure Downtown as a pedestrian- 3.A the safe and efficient oriented retail and services area, movement of people and consistent with the Downtown goods. Specific Plan. Policies 1.F.7 The City shall work jointly with the Redevelopment Agency to 3.A.1 The City shall plan, design, and implement an overall parking regulate the development of the strategy for Downtown, consistent City's street system in accordance with the Downtown Specific Plan, with the functional classification including consolidations of smaller system described in this chapter parking lots. and reflected in the Circulation Diagram and the City's street 1.F.8 The City shall work jointly with standards and specifications. the Redevelopment Agency to support programs to improve the 3.A.3. The City shall strive to meet the appearance of Downtown. These level of service standards through can include alley clean-ups, active a balanced transportation system Building and other City Code that provides alternatives to the enforcement and citation where automobile and by promoting necessary, redevelopment pedestrian, bicycle, and transit activities to reduce blight, and connections between industrial enhancement and consolidation areas and major residential and of parking. commercial areas.

1.F.9 The City shall promote the overall safety in Downtown through Automobile Parking greater police visibility, increased lighting, and protection for New development must provide for pedestrians. adequate and appropriately located parking. Parking requirements are implemented primarily through the City’s

Page 2-14 March 18, 2003 2. Planning Context

Zoning Ordinance. The Downtown area City shall strive to maintain short- raises special concerns about parking term occupancy Downtown at a because of the historic buildings and minimum of 60 percent and a intensity of the businesses and uses maximum of 75 percent and Downtown. maintain long-term parking Downtown at a maximum To provide a sufficient occupancy of 85 percent.] amount of convenient, safe, GOAL and attractive parking to 3.C.4 The City shall promote priority 3.C serve existing and new parking in safe and convenient development throughout locations for employee car pools, the city. park-and-ride lots, and cyclists.

Policies 3.C.5 The City shall continue to implement Zoning Ordinance 3.C.1 The City shall require provision of parking standards that establish adequate off-street parking in minimum and maximum number conjunction with new of spaces for parking lots. development. Parking shall be located convenient to new 3.C.6 The City shall explore the use of development and shall be easily parking easements as an accessibly from the street system. alternative to City-owned parking The adequacy and facilities. appropriateness of parking 3.C.7 The City shall encourage parking requirements in the Zoning lots to be located at the back of Ordinance shall be periodically buildings away from the primary reevaluated. [The City shall street to reduce visual impacts in pursue an in lieu fee option for the new and existing areas. Downtown area for those locations where providing on-site parking is 3.C.8 Parking lots along street frontages infeasible.] shall be well designed to reduce their visual impact and maximize 3.C.2 The City shall require that parking pedestrian and bicycle lots be designed for maximum compatibility and safety. pedestrian safety and convenience, motorist convenience and safety, and Transit Facilities and Services handicapped access. Consistent with the goal to revitalize 3.C.3 The City shall continue to Downtown as a major activity center, implement the provisions of the Downtown should be especially accessible Downtown Specific Plan [and by transit. The policies and programs are Downtown Parking Management intended to address specific transit Plan] to develop an integrated concerns. parking system for the Downtown that balances the needs of shoppers, tenants, and employees, while ensuring sufficient land for future building construction. [The

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To promote a safe and reduces the demand for parking areas and efficient transit system to related land required for development. reduce congestion, improve GOAL the environment, and To provide a safe, 3.D provide viable non- GOAL comprehensive, and automotive means of integrated system of transportation in and 3.E facilities for non-motorized through Woodland. transportation.

Policies Policies

3.D.8 The City shall continue to 3.E.1 The City shall promote the emphasize the central role of the development of a comprehensive Downtown in any transit planning. and safe system of recreational and commuter bicycle routes that 3.D.9 The City shall continue to provide connections between the implement the Downtown city's major employment and Specific Plan’s policies concerning housing areas, between its existing transit planning. and planned bikeways, and between schools, parks, retail 3.D.10 The City shall investigate shopping, and residential alternative transportation uses for neighborhoods. existing rail rights-of-way if railroads consider their 3.E.5 The City shall encourage the abandonment. development of adequate, convenient, and secure bicycle 3.D.11 The City shall consider the parking at employment centers, development of commuter and schools, recreational facilities, intercity passenger rail service to transit terminals, commercial Woodland if it is found to be cost- businesses, the Downtown core effective and the development of area, and in other locations where a multi-modal facility for bus, rail, people congregate. bicycle, and automobile travel. 3.E.6 The City shall establish minimum bicycle parking standards for Non-Motorized Transportation commercial land uses (e.g., office, retail, food service) to ensure Non-motorized transportation includes bicycle parking for use by pedestrian and bicycle travel. Making it employees and customers. easier for Woodland residents and workers to bike or walk not only reduces 3.E.19 The City shall develop safe and automobile trips, with benefits for air pleasant pedestrian ways. To this quality, but it also promotes greater end, the City shall ensure community interaction, one of the small- sidewalks are wide enough for town qualities the Downtown Specific pedestrian convenience. Plan seeks to preserve and enhance. Non- motorized transportation reduces the 3.E.21 The City shall encourage walking demand for expensive street and road in the Downtown and shall widening and maintenance and also continue to make streetscape

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improvements in the Downtown existing facilities are inadequate to encourage walking. unless the following conditions are met: a. The applicant can demonstrate Infrastructure that all necessary public facilities will be installed or adequately The existing infrastructure is in place to financed (through fees or other serve current and future construction means); and within the Downtown plan area. New construction that occurs outside the b. The facility improvements are Downtown plan area that affects existing consistent with applicable master levels of service for sewer, water, or facility plans adopted by the wastewater, utilities, fire and police are City. required to make improvements that will maintain the required service levels. 4.A.3 The City shall require specific plan Improvements made in the Downtown proposals to include plans for plan area will benefit from the existing development and financing of infrastructure. public facilities and services.

The policies in this section insure that the 4.A.4 The City shall update City facility City’s infrastructure improvements occur master plans on a regular basis to at a pace that accommodates growth. The ensure: compliance with Goal and Policies listed below are for appropriate state and federal laws; “General Public Facilities and Services.” use of modern and cost-effective For more specific policies regarding water, technologies; and compatibility sewer, etc. please refer to Chapter 4 of the with current land use policy. General Plan. 4.A.5 Through fiscal revenues generated To ensure the timely by new development, the City development of public shall provide for expansion of GOAL facilities and the general government services (e.g., 4.A maintenance of specified City administrative services) in service levels for these connection with new facilities. development, if warranted.

Policies 4.A.6 The City shall annually review the Major Projects Financing Plan 4.A.1 Where new development requires (MPFP) and every five years the construction of new public update the MPFP to ensure the facilities, new development shall implementation and adequacy of fund its fair share of the the MPFP Plan. construction of those facilities.

4.A.2 The City shall ensure through the Arts and Culture development review process that adequate public facilities and Arts and cultural events are symbols of the services are available to serve new community, enriching the community and development. The City shall not contributing to its unique identity. approve new development where Woodland’s diversity can be celebrated

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through encouragement of expressions of 5.K.7 The City shall promote Arts in artistic and cultural heritage. Policies in Public Places to create more this section encourage expanded programs opportunities for visual and for the expression of arts and culture in performing arts. Downtown. 5.K.8 The City shall promote efforts to To promote, develop, and preserve local cultural history GOAL implement programs that through the development of meet the artistic and museums. 5.K cultural needs of the Woodland community. Historic Preservation Policies The most effective way of preserving a 5.K.1 The City shall encourage the historic structure is by making it development of visual and economically viable. Policies in this performing arts in the community. section promote economic assistance for historic preservation. This can be 5.K.2 The City shall establish Downtown accomplished through incentives, as an entertainment, cultural, assistance, grants, and by promoting ethnic resource, and community Woodland’s historic resources as unique activity center for the city, county, attractions for shoppers and tourists. and region. The City shall encourage the use of Main Street To combine historic and surrounding streets in the preservation and economic core area for civic and cultural development so as to events. encourage owners of GOAL historic properties to 5.K.3 The City shall cooperate with 6.B upgrade and preserve their other public and private agencies properties in a manner that for joint use of facilities, where will conserve the integrity appropriate, for culture/arts. of such properties in the best possible condition. 5.K.4 The City shall encourage coordination among local Policies culture/arts groups and events to expand their appreciation by the 6.B.1 The City shall encourage the community. preservation, maintenance, and adaptive reuse of existing historic 5.K.5 The City shall continue to buildings in the Redevelopment encourage the use of the Area and other commercial areas Woodland Opera House for of the city in order to prevent entertainment and civic events. demolition and disrepair.

5.K.6 The City shall encourage the 6.B.2 The City shall promote reuse of development of entertainment, underutilized historic buildings recreational, and cultural activities consistent with the Downtown for youth. Specific Plan.

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6.B.3 The City shall encourage 6.B.8 The City shall implement the relocation of reusable historic design guidelines in the buildings from or into the Downtown Specific Plan to ensure Redevelopment Area as a means that new construction, of historic preservation. renovations, and additions are compatible with existing adjacent 6.B.4 The City shall consider waiving structures, especially those that building permit fees and/or are on the National Register, or providing other appropriate are eligible or potentially eligible incentives for owners of small for listing on the National Register. properties with historic significance who are unable to 6.B.9 The City shall seek to fully benefit from other government implement the Main Street programs for historic preservation Program, designed by the National and for historic preservation Trust for Historic Preservation, projects that provide low-income which emphasizes historic housing or essential city services. preservation and economic development. 6.B.5 The City shall seek the assistance of the Redevelopment Agency and/or local lending institutions to Downtown Economic provide below-market rate Development financing to private property owners for the rehabilitation and The Downtown Specific Plan is envisioned restoration of historically as an impetus to economic development. significant structures, and to Activity would include promoting the area encourage home ownership in by providing information on the Specific Downtown neighborhoods. Plan to potential investors and property owners, locating available financing, and 6.B.6 The City shall aggressively pursue finding solutions to remove impediments federal and state grants for historic to development. preservation projects involving public-private partnerships, To implement the including HOME, Community GOAL Downtown Specific Plan, Development Block Grant 9.C especially as it relates to (CDBG), and Transportation economic development. Enhancement Activities (TEA) grant applications, where Policies appropriate. 9.C.1 The City shall intensify Downtown 6.B.7 The City shall conduct design Woodland as the principal retail, competitions when commissioning cultural, restaurant, and significant new public buildings commercial district of the city and within the Redevelopment Area to region. ensure that new structures are constructed that are compatible 9.C.2 The City shall create a distinctive with and enhance the surrounding and active pedestrian historic built environment. environment that supports

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Downtown as a unique cultural, and ethnic groups should be destination. encouraged to create a regional draw of individuals to the community. 9.C.3 The City shall maximize (Recreational entertainment and cultural opportunities for outdoor eating to facilities and activities for youth should reinforce Downtown as a food also be encouraged to provide this service and entertainment destination. to the youth of the Woodland community as well as to encourage tourism.) 9.C.4 The City shall actively pursue the Promotion of Woodland’s historical creation of significant new housing character and attractions including the opportunities within the Opera House, Gibson House Museum, Downtown Central Business the Heidrick Agricultural History Museum, District. and Train Depot Museum is an important part of this effort. Additionally, music and 9.C.5 The City shall promote intensified art in public places should be encouraged office development within and promoted to attract tourists. Downtown. To promote the growth of 9.C.6 The City shall work with the tourism by enhancing the Chamber of Commerce and city’s potential to attract Downtown merchants to identify tourists through unmet retail and service needs of GOAL preservation of historic city residents and encourage the 9.D resources, promotion, development of these services development of visitor Downtown in a manner that is attractions, and provision balanced with specialty retail of a variety of overnight needs. accommodations.

9.C.7 The City shall work with the Policies Chamber of Commerce and Downtown Merchants to identify 9.D.1 The City shall define the City’s market niches appropriate and visitor target market and work to unique to Woodland (such as develop a comprehensive tourism specialty items and services, and management and program, while services and items related to monitoring the negative effects of tourists) and encourage uses that tourism and making necessary enhance and build upon them. improvements to ensure citywide benefit and maintain the quality of life. Tourism 9.D.2 The City shall seek to develop and Tourism needs to be expanded to expand tourism in Woodland by strengthen Woodland’s economy. attracting, developing, and Creation and enhancement of cultural, expanding special events, public entertainment, and recreational activities and private recreational and and facilities in Woodland will attract entertainment facilities and tourists and therefore positively affect sales programs, and capitalizing on the tax revenues. Activities and special events historic character of the City. sponsored by various special interests,

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9.D.3 The City shall encourage upgrading of existing motel facilities and attempt to attract quality hotel and conference facilities in locations and at a scale appropriate to the city’s character to enhance the quality of visitor- serving areas and promote development of the conference- tourism market.

9.D.4 The City shall encourage, sponsor, and increase the number and quality of special events and recreational programs that are attractive to both visitors and residents.

9.D.5 The City shall consider the development of regular tourism programming on local cable television to provide information about cultural activities and other events for both tourists and residents.

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Please see the next page.

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