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HomeMy WebLinkAboutMinutes - City Council - 1999-10-22 239 Special City Council Meeting City Council Chambers 1313 California Street Redding, California 96001 Friday, October 22, 1999 12:11 p.m. The joint meeting of the Redding City Council and the Planning Commission was called to order at 12:11 p.m. The following City Council Members were present: Cibula, Kight, Pohlmeyer, and Anderson. City Council Member McGeorge was absent. Planning Commissioners present were as follows: Gaynor,Maurer-Watkins,Weatherill, Woodward, and Rutledge. Planning Commissioners Brown and Swanson were absent. Also present were City Manager Warren, City Attorney Wingate, Assistant City Manager Perry, Public Works Director August, Development Services Director Swanson, Deputy City Manager Starman, Assistant City Attorney Tranberg, Support Services Director Kersten, Planning Manager Hamilton,Economic Development Manager Mitchell,Parks and Facilities Manager Masingale, Senior Planner Morgon, Senior Planner Keaney, Senior Planner Manuel,Associate Planner Thompson,City Clerk Strohmayer, and Executive Secretary Rudolph. PRESENTATION REGARDING DOWNTOWN SPECIFIC PLAN (R-030-145-350) Mayor Anderson related that the primary purpose of the meeting was for the City Council and the Planning Commission to hear the consultant's, Urban Design Studio (UDS), preliminary recommendations regarding the preparation of the Downtown Specific Plan(Plan), as well as provide direction to the consultant on some key points. He stressed that although the public would be given an opportunity to speak during the Public Comment portion of the meeting, there would be opportunities at future meetings for individuals to voice their concerns and preferences on the Plan 111 before its adoption. Council Member Cibula stated that he had an interest in property on both Court Street and Shasta Street. In addition, he indicated that he is employed by a firm located on Tehama Street. He related that after reviewing the information provided for the meeting, he determined that the aforementioned. interests in the area did not have a material effect on his participation in today's meeting. While he would be participating in the discussion regarding the Downtown, he would disqualify himself from the discussion regarding the circulation patterns affecting Court, Shasta, and Tehama Streets. City Manager Warren explained that significant progress had been made in the Downtown, particularly with the hiring of the consultant to prepare the strategic plan for the Downtown. He stated that the purpose of the meeting was two fold: (1) discuss preliminary findings based on Downtown issues; and (2) discuss traffic flow in and around the Downtown. He noted that a draft Plan would be coming back before both bodies prior to consideration of the final Plan sometime in February 2000. He stressed that neither body would be requested to vote on any of the information presented, merely UDS was requesting comments and feedback on the points contained in the Memorandum of Findings dated September 17, 1999, incorporated herein by reference. Following the receipt of the final Plan, the Planning Commission would review it and provide recommendations to the City Council. He pointed out that due to its importance to the community, the City had assigned one full-time person, Senior Planner Larry Morgon,to deal specifically with the Downtown and associated issues. Senior Planner Morgon noted that the Memorandum of Findings outlined recommendations for revitalizing Downtown Redding and that the recommendations were summarized in table form with the opportunity to rank the relative importance of each. He encouraged the public present to participate in filling out the ranking matrices and to leave them with him at the conclusion of the meeting. In addition, anyone wanting to be placed on future mailing lists was invited to leave their name and address. He also indicated that interested parties were invited to attend an open house on Saturday for one-on-one discussions with the consultant and staff scheduled for tomorrow from 10:00 a.m. to 2:00 p.m. in the City Council Chambers. 10/22/99 240 Mark Brodeur,representing UDS,stressed that the recommendations were only preliminary and were based on broad community input which UDS received to date. He explained the importance of receiving positive reinforcement on recommendations which were considered"slam dunks," as well as feedback on the remaining recommendations. He anticipated that the draft plan would be available for review by mid-January. He related that the specific plan would provide a blue print for Downtown's future. He presented the following preliminary recommendations: 1. Assure Center Focus: The Downtown needed to include a defined core area to allow a focused effort that could produce measurable results. A Central Business District (CBD) should be specified with the general boundaries of Shasta Street, South Street, Union Pacific Railroad, and the East Street/Pine Street mid-block line. 2. Establish an Identity: The Downtown Redding Mall (Mall) should be reinvented to invoke an image connected with the Sacramento River. The Downtown's historic architecture, locally-owned businesses, people-friendly atmosphere, new streetscape pallette, the region's natural beauty and amenities should form the basis for a unique identifiable theme. 3. Pump Up Development Intensity: Develop a separate and distinct zoning district designation for the CBD portion of Downtown. Require that new building construction be a maximum of five stories. Develop incentives for those new buildings which build multi- story buildings. Focus on unique pedestrian-oriented retail, residential over commercial mixed use, open space, public parking, farmers' markets, food and beverages, and professional services. Develop a set ofbasic Downtown and architectural and sign guidelines. 4. Reinvent the Mall: Rehabilitation of the Mall should consider: (1) Open Yuba and Butte Streets to some vehicular through traffic; (2) Upgrade architecturally the parking structure and Mall exteriors; (3) Create a mixture of outdoor and indoor shopping experiences; (4)Remove some structures in favor of new structures or public space,(5)Revitalize existing historic structures; (6) Recruit a multi-screen theater; (7) Design a "Town Square" or "Commons"; (8) Introduce second floor offices and residences; (9)Design a respectful, yet exciting Signage Program;(10)Make exterior improvements to entrances and roof structures; (11)Enhance alleys to create vibrant paseos;(12)Introduce small retail kiosk-type storefronts into the California Street side of the parking structure; (13) Remove the Greyhound Bus station; and (14) Keep Market Street closed. 5. Reface Old Buildings and Preserve Old Buildings:Downtown's most important resources are its historic buildings. Remove slipcovers, where possible, on commercial storefronts. Utilize materials consistent with materials previously utilized on the structure. Always choose preservation and adaptive reuse of historic building over new construction. 6. Provide a Series of Entry Portals: The new entry monuments the City has constructed throughout the community, including the Market Street/Cypress Avenue intersection, were a positive step. Use entry elements consistent with the Downtown streetscape pallette to define the major entries, secondary entries, and intersections in Downtown. 7. Use Streetscape as the Bonding Thread: Utilize the Market Street demonstration block streetscape pallette for aesthetic improvements to all streets in the Downtown. Install a full degree of streetscape improvements on Yuba Street and all other CBD streets in the same spirit as the Market Street demonstration block. Focus primarily on vertical streetscape improvements (streetlights, trees, etc.) outside of the CBD using the same furniture pallette as the Market Street demonstration block. 8. Provide Connection with the Sacramento River: The Sacramento River is one of Redding's most recognizable icons. Allow each area in Downtown to develop thematic differences, while maintaining important linkages whenever possible. Create emphasized linkages from Downtown to the Sacramento River via signage, interpretive/educational 10/22/99 241 footpaths, and public art focal points. Blend creativity and comfort into these linkages to encourage the effectiveness of the connections. 9. Provide Connection with Other Important Districts: Connections should be created to surrounding districts such as Turtle Bay, Park Marina, and the Civic Center. These connections must be achieved in terms of vehicles and pedestrians, and in terms of perception 111 and implementation. Arrange a meeting with people from surrounding districts to identify opportunities for connections and linkages. 10. Lead the Way: Develop a comprehensive system of informational and directional signs from all major highways and arterials to direct vehicular and other travelers into the Downtown area. Utilize a colorful graphic approach which looks unlike other traffic regulatory/directional signage systems. Carefully consider which highway off ramps direct tourists into Downtown. Use the comprehensive way finding system as an opportunity to symbolically link Downtown to other surrounding districts. 11. Establish a Major Public Open Space: To attract people Downtown, activities need to be scheduled in a comfortable and central location. Residents also need open space nearby their homes. Create a high quality, comfortable place for people to meet, linger, and celebrate. Provide shade trees, benches, drinking fountains, and a Downtown clock. Consider the creation of an amphitheater for summer concerts and other performances. 12. Downtown as a Hub of Activities and Uses: Efforts should be initiated to identify opportunities to bring the following types of uses into Downtown: family entertainment, outdoor recreation and sports, arts and crafts, antiques, museums, a library, high-end furniture, technology-oriented businesses, coffee shops, micro-brewery, music stores, and restaurants. Provide amenities that make it a magnet for children and seniors. Work with the Redding Area Bus Authority to better incorporate public transit into the heart of Downtown, especially during major events such as MarketFest. Mr. Brodeur congratulated the City on MarketFest's success. He opined that Library Park was becoming too small for the event and suggested moving it to a major open space. He noted the importance of planning important events in the Downtown's public open space. 13. Increase the Green in Downtown Redding: Where trees were absent, plant new street trees. Ensure budget allocations for long-term City maintenance and care of its trees. Involve the Shasta County Cooperative Extension, children, seniors, and the public-at-large in tree planting. The potential exists for an"emerald necklace" of open spaces, parks, streetscapes, greenbelts, creeks, riverfront, and trails to frame the periphery of Downtown, create linkages to surrounding districts, and create linkages to the Downtown core. 14. Partnership with the Railroad: Develop a partnership with railroad representatives. Seek out a series of improvements for railroad properties. Seek to develop a siding track for a permanent set of rail cars within the site. Provide historically appropriate safety fence between the rail siding and the actual working tracks. Enhance the passenger rail terminal. An improved terminal could be combined with a restaurant or other use to enhance activity in the area. 15. Support the Active Catalyst for Downtown Revitalization: A key district in the southwest quadrant of the core generally encompasses the Library Park block and the area south of Placer, east of the Union Pacific Railroad tracks, north of South Street, and west of Market Street. Recognize this district as a location with the greatest potential for pedestrian-oriented activities, land uses, and businesses. Apply design guidelines and standards which provide incentives for human-scale development. Concentrate streetscape improvements and comfort amenities in this area. 10/22/99 242 16. Optimize the North Market Gateway to Downtown: For the vacant lot at the southwest corner of Shasta and Market Streets, the City should ensure that future development reinforces the street edges. For the underutilized lots at the northwest and northeast corners of Shasta and Market Streets, the City should work with the property owners for opportunities for their enhancement. The large size of the parcel at the northeast corner of Shasta and Market Streets offers a great opportunity for an infill building. 17. Neighborhood Preservation: A Downtown thrives when a stable resident population is present to support it. Carefully evaluate Downtown land uses and circulation changes for their potential impact on adjacent neighborhoods. Provide design guidelines for the conversion of residential structures to non-residential purposes. Work to educate neighborhood residents and property owners of the importance of property management and maintenance. 18. Maximize On-Street Parking Opportunities: On-street diagonal and parallel parking should be maximized. Investigate opportunities in Downtown where the number of lanes may be reduced to accommodate diagonal parking spaces. 19. Reinvest in the Parking Garage: The parking garage could use a number of small improvements to make it more attractive and useable. Improvements include: painting the interior white;install new lights which"flood" light more evenly in the interior;paint exterior and apply brick veneer baseplate; plant ivy at key exterior locations; introduce micro-retail and kiosk commercial opportunities to enliven the California Street elevation; and increase pedestrian-oriented amenities. 20. What Parking Problem: In the future, when Downtown is revitalized, additional structured parking will be needed. The City needs to investigate land acquisition. Improve building rears as secondary storefronts to make parking behind buildings more attractive to customers and employees. Create a way finding signage program to assist people in finding parking. Identify potential sites for constructing additional parking structures. 21. Fill Up the Second Stories: Having residential units in the Downtown will create a more vibrant Downtown beyond the eight-hour work day. Downtowns that have a mix of office, retail,and residential are safer places. Create incentives for new development that encourages residential above commercial and office. Provide incentives and regulatory premissibility for the construction of residential above commercial structures. 22. Maintain Governmental Focus:During the interviews,people expressed the value ofhaving the County courthouse and the Post Office in Downtown. A desire was also expressed for a new library to be constructed in the Downtown core. The City and Downtown representatives need to work with the Postmaster to ensure that the Post Office always stays in Downtown. Opportunities need to be explored to create linkages between the County courthouse, the new City Hall, and Downtown. 23. Recognize Land Uses Good for Revitalization: Zoning needs to reflect the pedestrian- orientation of these areas. Existing problem land uses need to be controlled, managed, and, if necessary,phased out. Efforts to relocate the Greyhound Bus terminal to the Redding Area Bus Authority site should be pursued. A full range of housing opportunities need to be identified. New uses need to be identified for Downtown that are consistent with market opportunities. 24. Create an 18-Hour Downtown: Downtown currently is not utilized by many Redding residents who, because of their jobs, have to do much of their shopping after work. A concerted effort needs to be made to extend and coordinate consistent business hours in the Downtown. Start with Thursday nights to stay open until 8:00 p.m., even after MarketFest concludes for the summer. As customers become acquainted with the extended hours, try another night and then another. 10/22/99 243 25. Downtown Maintenance Must be a Priority: Downtown is a clean place and one that conveys an image of maintenance. In the future, with increasing investment in physical improvements, a well coordinated and funded maintenance program will become increasingly important. Downtown would benefit greatly from a routine cleaning utilizing high pressure water/steam cleaning on streets, sidewalks, and buildings. Future capital improvements must include a program of regular maintenance. 26. Circulation is Critical: The City should adopt a Level of Service (LOS) D standard for Downtown intersections, per the City's draft General Plan recommendations. The City should also consider options to Downtown's circulation system that, first, minimize the impact to existing businesses and residents, second, achieve an acceptable LOS, and third, minimize public expenditures. The City should consider a new alternative and undertake the necessary analysis for evaluating its merits. 27. Bring the Country to the City: Businesses should be recruited that are based on natural resources. For example, perhaps a rock climbing and hiking store could be established that provides rock wall climbing opportunities and training for interested community members. 28. Put in Place Public Art: Enhancing the pedestrian experience could be accomplished in part through public art programs. Public art provides great opportunities for local philanthropists and artists to leave landmarks of interest to future generations. Develop design guidelines and/or incentives for public art projects. Generate types of public art that are desired by Downtown merchants and support the efforts of Viva Downtown Redding to bring public art into Downtown. 29. Uptown Glitz: Utilizing the design elements of the 1950s car culture, develop a strong theme. Encourage auto dealers to dress up their lots with appropriate glitz and advertising devices true to that era of American history. Introduce and require fast food restaurants to provide curbside service. Work with local artists to develop a poster with a collage of images from the 1950s era. 30. Develop Downtown Loan Pools:Working with local banks,loan pools should be established to assist interested parties in improving their structures. Funded by private banks and institutions,loan pools should have two targets:(1)micro-loans for minor improvements such as repairing, rear-entry improvements, private parking improvements, etc., and (2) construction loans for more substantial improvements. 31. Downtown Manager is a Must: Consideration must be given to the appropriate organization structure for a Main Street Program, given the organizations currently active in revitalizing Downtown. One possible approach is to form a Main Street Program. The Board of Directors and Standing Committees would be comprised of members of each active organization as well as other community members. Another approach could be to merge existing Downtown specific organizations to create the Main Street Program. 32. Retention is Important: The most valuable assets to Downtown's revitalization process are those businesses already in existence. The City must lead an effort to understand the needs of businesses so as to retain them in Downtown. Each business in the Downtown is important, and retaining them is important. 33. Strategic Marketing Campaign and Retailer's Guide: Create a retail improvement and development guide for existing and potential Downtown retailers to include details on: attracting and retaining target markets; facade improvements; City permits, zoning regulations, design guidelines, and development process; landscaping; customer service, image building;joint advertising; window displays; signage; and friendliness. 10/22/99 244 34. Walking Tours and Murals: Create an inventory of significant bare walls in Downtown and investigate interest in creating a system of murals painted by local artists. Promote walking tours of streets, historic homes and buildings, City memorials, trees, murals, etc. Combine fund-raising events with home tours and tours of historic buildings which are tied to Redding's colorful history. Create a "Heritage Trail" for Downtown that allows people to walk around Downtown and discover locations of historical importance. Public Works Director August reviewed traffic circulation issues affecting Downtown. He noted that since 1975, the City and Caltrans have conducted a variety of studies in an effort to determine how to handle traffic flow north of town. The latest study,the Major Investment Report(MIS)published in 1997 reviewed all the Downtown corridors and as a result of this report, the City and the Regional Transportation Planning Agency (RTPA) programmed funding for this area. Key elements of the proposed improvements include: (a) conversion of Shasta Street to one-way westbound traffic from the Highway to Court Street; (b) conversion of Tehama Street to one-way eastbound traffic from Court Street to the Highway; (c) extension of Pine Street as a one-way northbound land to Market Street via Trinity Street; and (d) diversion of southbound traffic from Market Street to California Street at Trinity Street. California Street becomes one-way southbound. He explained that Caltrans held a neighborhood open house approximately six months ago to review their plan with the public prior to moving forward with the necessary environmental documentation. Due to the amount of negative feedback received on the plan, Caltrans put together a value analysis team (comprised of City and Caltrans staff and business owners in the area)to review the proposal and to consider new options. He indicated that their research has indicated that 18 to 25 miles per hour was an ideal speed to move traffic through Downtown. Following several days of study and research,the value analysis team developed a new alternative which would cost less than the current proposal. The preferred alternative (VA Alternative) would be to (a) maintain Market Street, south of Eureka Way, as one- way southbound; (b) convert Shasta Street, between Market and Court Streets, to one-way westbound; and (c) allow a return leg (eastbound) to the Highway on Tehama Street between California and Market Streets. He noted that input from both the City Council and the Planning Commission regarding whether Market Street should be only one-way southbound would be beneficial. City Manager Warren related that public meetings would be held regarding the proposed circulation changes. Following these meetings, staff would provide a report to the City Council outlining any major concerns. He stressed, however, that the circulation changes were under the purview of Caltrans. Mr. Warren and Mr. Morgon requested general comments from the City Council and the Planning Commission on the draft plan. Council Member Kight stated that the consultant had done a good job in trying to soften the Mall with open space and trees. He opined, however, that the problems with Downtown revolve around the Mall. He suggested that if anything was going to be done with the Mall, then it should be done dramatically, and for him that meant demolishing it. He concurred that there were some buildings which needed to remain, but he believed the Mall in its present form represented a problem. He questioned whether the parking structure was worth saving or whether it should be removed and the parking consolidated with the development of a taller structure. He viewed the plan as a tremendous opportunity to develop a town center or plaza and was not certain how this could be achieved with the Mall in its present configuration. Council Member Pohlmeyer questioned whether the Specific Plan would contain rough cost estimates for any and all proposals it contained. Mr. Brodeur replied that the Plan would contain cost estimates for each of the alternatives, as well as possible funding sources. He added that he had been surprised by the public's reaction and the fact that they had preferred a more aggressive Mall solution alternative. He stated that the proposal outlined in the presentation represented the consensus of approximately 50 to 70 members of the community attending the public meetings regarding the Plan. He added that the parking structure had 10/22/99 245 approximately 20 years of life left in it. He noted that three buildings located within the Mall had historic significance and should not be removed. He stated that many of the buildings which would be left in the Mall would not be recognizable when the project was completed. He estimated that the proposal outlined would cost between$20 to$30 million,while tearing down and rebuilding the Mall would cost roughly double or triple those figures. In response to Council Member Kight, Mr. Brodeur related that of the estimated $20 to $30 million to be spent on the Mall, approximately$1 million would go toward parking structure improvements. Council Members Kight and Anderson questioned whether it was appropriate to spend more now on the project in order to gain a longer life expectancy. Council Member Cibula questioned why the consultant was going to such lengths to save the existing parking structure, as he would be willing to explore long-term solutions which also had an immediate benefit. Mr. Brodeur replied that he viewed the 20 remaining years of life the parking structure had as a valuable investment, and, if he were to look for a long-range solution, he needed to be given that direction. He opined, however, that he would make other changes before removing the existing parking structure. While concurring with the majority of the other Council Members' opinions, Council Member Pohlmeyer stated that he would be more inclined to support solutions proposed to last for at least 50 years. Planning Commissioner Woodward concurred with Council Member Kight's observations regarding the Mall. He concurred, however, with most of the consultant's elements relative to the Mall. He questioned why the Greyhound Bus Station would be kept in the Downtown and not relocated to another area altogether. Planning Commissioner Weatherill noted that other parts of the City which were thriving commercially would not pass the consultant's amenities test, but are very successful commercial environments. He was concerned that the report focused on the lack of amenities and led one to believe that if the area were spruced up, it would become a culture center and economically viable. Mr. Brodeur stressed that he did not subscribe to the"build it and they will come" school of thought. He pointed out that the reasons why those businesses outside Downtown succeed was due to the types of businesses. He indicated that Downtown would never compete dollar for dollar with retail, but the Downtown could become the civic, cultural heart of the community. He stated that their research indicated that there was room for retail growth, entertainment, and a housing market in the Downtown. Planning Commissioner Weatherill expressed concern with the examples of activities and uses cited on Page 18 of the Memorandum of Findings. He did not believe the City's goal was to create an area in the Downtown which was destined to only provide low-end employment opportunities. Mr. Brodeur explained that the goal was to create a whole market to enable entrepreneurs to start businesses. He stated that most downtowns with typical retail, entertainment, and food service businesses,hire young adults to work,thereby creating new business growth and ultimately allow spin off businesses in other areas of the community. He noted that the area where money was derived from in the Downtown was the office environment. In response to Planning Commissioner Weatherill,Mr.Brodeur replied that the City had no assurance that if they followed the Plan that the Downtown would be successful. He pointed out,however,that of the original 300 pedestrian malls constructed in the United States, only 17 remained. He stressed 10/22/99 246 that if the City only focused on the Mall, the Plan would not be successful, but that if the City did nothing with the Mall, the Downtown could still be successful. Planning Commissioner Rutledge concurred with Council Member Kight's observations relative to the Mall. He stated that most successful downtowns have people on the street. He would like to see the City's Downtown head back in that direction. He was uncomfortable removing automobile- related businesses from the north end of the Mall. He believed the City was missing the mark if locations such as Foundry Square could not be made into a worthwhile location in Downtown. Planning Commissioner Gaynor concurred with Commissioner Rutledge. She explained that she had always been uncomfortable with statements contained in the Draft General Plan which encouraged businesses to leave an area. She was also pleased with the consultant's creative suggestions on how to retain existing businesses in their current locations. Mayor Anderson reiterated his concern regarding where the funding would be derived for these renovations. He stressed the importance of having the private sector's endorsement of the Plan and confidence in the Downtown's viability. Council Member Kight noted that if the City were to proceed with the demolition of the Mall, he saw the only way to pay for it would be to levy a tax. He explained that the tax would have to be approved by the voters, but, if approved, would allow individuals from outside the City limits to also assist in the payment of the project's cost. Mr. Morgon noted that part of the Plan included providing such options as the levying of a special tax. Mr. Brodeur stated that the Plan would also include building design guidelines which would focus primarily on architecture and signage. The intent of the guidelines would be to provide a broad framework for the Downtown which was consistent with architectural history. Council Member Kight indicated that he was not a proponent of design review, and opined that signage could be dealt with through the City's existing sign ordinance. Council Member Cibula supported reviewing the building design guidelines prior to making a decision on whether they should be adopted. Mr. Morgon noted that while the building design guidelines would be fairly general, a good example of utilizing them would be in the core area where the emphasis would be on pedestrian-oriented businesses. Council Member Pohlmeyer related that he would need to review the building design guidelines before making a decision, however, he would not be in strong support of restrictive guidelines. Planning Commissioner Woodward explained that he had served on a commission in another community and saw a benefit of having citizens involved in a design review process. He stated that the City of Monterey had design review for both the interior and exterior of buildings. He opined that, conceptually, design review was worthwhile in order to accomplish what needed to be done in a certain area, but it would depend on how the guidelines were written. Mayor Anderson indicated it was well known that he did not favor design review. He stated, however, that following input from existing business owners in the core area, he could support criteria which was used only as a guideline, but he would oppose staff having the ability to make specific decisions regarding the design of a building. He related that tall buildings were not objectionable to him, and he would rather the market dictate the building height in Downtown. Council Member Kight concurred with Mayor Anderson regarding the height of buildings. He personally believed that tall buildings could be attractive. 1 0/22/99 247 Council Member Cibula expressed enthusiasm over many of the consultant's recommendations. He opined that investing in the Downtown would be excellent for the community as a whole. He complimented the consultant on his thoroughness and the inclusion of the community in the process. He provided the following points of view regarding the consultant's presentation: (1) water features were positive. He questioned how the consultant proposed to implement the theme; (2) proposal regarding alleys was interesting and unique and requested additional information; (3) liked concept of providing activities for children; (4) concurred with the need for signage directing people to the Downtown. He also indicated that signage relative to such places as Caldwell Park and Turtle Bay would be beneficial;(5)increasing greenage was an excellent idea. He favored increasing the number of trees wherever possible; (6) liked suggestion relative to preserving historic buildings; (7) liked to see additional information relative to the 1950s theme;and(8)believed tall buildings were a good use of land in appropriate places. Council Member Pohlmeyer stressed that ultimately everything revolved around the issue of funding, and he was particularly interested in how much it would cost and where funding would be derived. He expressed interest in knowing whether there was a long-term solution to the circulation problem relative to the routing of traffic from Highway 299 West to Interstate 5 and suggested working with Caltrans on this issue. Planning Commissioner Gaynor noted that the Planning Commission was not charged with considering the economics of a plan, however, she believed the Plan would be good for the City. She indicated that while she was excited by the presentation, she related there was a need to consider the return on investment. Mr. Brodeur reassured Ms. Gaynor that the Plan would provide a return on investment. Planning Commissioner Maurer-Watkins stated that the presentation represented a step in the right direction. She viewed the Downtown as the heart of the community and anything which could be done to make it more people friendly was a step in the right direction. She opined that it was important to link adjacent neighborhoods to the Downtown, thereby allowing families to walk to the Downtown. With regard to refacing and preserving older buildings, she questioned whether there were enough buildings remaining to make the proposal viable. Planning Commissioner Rutledge looked forward to a time when Butte and Yuba Streets were once again opened up through the Mall. He noted that Redding and the surrounding area were becoming a focus area for development. Planning Commissioner Woodward indicated that there was already considerable momentum in the community, and he hoped that the City would deal with this matter on a large scale. While building height was not an issue to him, he suggested that the City may want to consider imposing a regulation that buildings could be no less than two stories. He also expressed a desire to know whether it would be viable and beneficial to the community to relocate the library to the Mall. Planning Commissioner Weatherill thanked the consultant for the work done to date on the Plan. He opined, however, that he believed there was a need for multi-family housing in Downtown in order for the Plan to work. He also expressed concern with the proposed level of service D being proposed for traffic in Downtown. He stated that the types and uses proposed for Downtown involved a considerable amount of discretionary income being spent, and that studies show that service-type employment did not generate discretionary income. He also questioned how the Plan would fit with the Draft General Plan. Mayor Anderson requested that the consultant provide at least two or three proposals relative to the Mall with the associated costs. He indicated that consideration should also be given to whether the City should be requiring developers and property owners to provide off-street parking in the Downtown. 10/22/99 248 ADJOURNMENT There being no further business, at the hour of 2:18 p.m. Mayor Anderson and Chair Rutledge declared the meetings adjourned. APPROVED: Mayor ATTEST: Connie Stro mayer, Cite' ler 10/22/99