03 redev strategies v2.0 - downtown hollister · redevelopment strategies 3-1 introduction the 1991...

Redevelopment Strategies

Section 3


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Introduction The 1991 Hollister Downtown Strategy and Plan recommended twelve strategies to guide the redevelopment of Downtown Hollister. To strategically implement the community’s vision for the future (see Section 2), this Downtown Plan consolidates and updates the twelve strategies. The updated strategies are divided into redevelopment strategies (see below) and economic development strategies (see Section 4). The redevelopment strategies are (in no particular order of priority):

1. Improve Connections

2. Enhance Downtown Streetscapes

3. Provide Space for Community and Civic Activities

4. Provide Convenient and Attractive Parking

5. Promote New Development and Redevelopment Opportunities

6. Preserve and Re-Use Existing Downtown Buildings

7. Implement Catalyst Projects to Create Momentum for Further Redevelopment

These strategies provide an overall framework for revitalizing Downtown. Successful implementation of these strategies requires cooperation from property and business owners, investors, and developers along with continued support from the Hollister Downtown Association (HDA), the City of Hollister (City), the Planning Commission (Commission), the City Council (Council), and the Redevelopment Agency (Agency).

These strategies were selected to be realistic and practical, but are also flexible to adjust with the changing conditions in Downtown. These may be modified from time to time to address changes in infrastructure needs, economic conditions, and competition from areas within the City and from surrounding communities. The City, HDA, property and business owners, and other stakeholders should actively pursue implementation of these strategies to foster the timely and appropriate redevelopment of Downtown Hollister.

Hollister Downtown Plan

Final September 2008

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Strategy 1: Improve Connections

Issues

The railroad corridor and large industrial properties along the eastern edge of Downtown Hollister limit and discourage vehicular and pedestrian access between Downtown and the neighboring uses west of McCray Street. If the industrial properties are redeveloped in the future, new streets and connections will be required to connect these areas to Downtown and the properties west of McCray Street.

The existing Highway 156 and the future Highway 25 bypasses will provide routes that will allow visitors to completely bypass Downtown Hollister, and may result in a loss of Downtown traffic and business. Attractive directional signage should be installed to direct travelers to Downtown from Highway 25 and Highway 156. Pedestrian and bicycle connections between Downtown and Vista Park Hill should also be improved.

Objectives

Improving connections within Downtown and between Downtown and adjacent neighborhoods will encourage more people to walk or ride their bike to Downtown Hollister. Improving routes connecting to the existing Highway 156 bypass and the future Highway 25 bypass will encourage motorists to visit Downtown.

Actions

The City, Agency, and HDA should implement the following streetscape and connectivity improvements within Downtown:

Improve the pedestrian connection to Vista Park Hill from Third Street by installing an entry sign, sidewalk, and enhanced crosswalks.

Improve railroad pedestrian crossings by constructing safer sidewalks. Design and construct a street that links McCray Street to the Fifth Street/Sixth Street Connection, south of

the train station and plaza. Design and construct pedestrian/bicycle paths linking McCray Street to Fifth Street and Seventh Street. Add bike route signage and markings to all Downtown streets and consider bike routes along alleys. Plan for potential passenger rail service along the existing railroad tracks with a station stop at or near the

train station and plaza. If rail service is not feasible, consider using the right-of-way as a recreational trail. Maintain existing bus routes and plan a detour route along Monterey Street or East Street during San

Benito Street closures. Encourage additional transit ridership and consider a Downtown loop trolley and/or bus depot. If the industrial properties at the end of Fifth Street and Sixth Street are redeveloped, construct a new

street that connects Fifth Street and Sixth Street (public/private partnership). The street could be designed as a convertible street (a street with that can be closed to function as a public space).

If the large industrial properties east of Sally Street are redeveloped, divide the properties into smaller blocks by creating new street connections. These street connections should include the extension of Prospect Avenue from South Street to the proposed Fifth Street/Sixth Street connection, the extension of Seventh Street to the proposed Prospect Avenue Extension, and a new north-south street connecting South Street to the proposed Seventh Street Extension.

Install directional signs, enhanced landscaping, and other features that improve the connections along routes that connect Highway 156 and the future Highway 25 bypass with Downtown.

Enhance connections to nearby neighborhoods and shopping areas, such as the West Gateway and shopping centers along Fourth Street and McCray Street.

Designate the original routes for Highway 25 (San Benito Street) and Highway 156 (Fourth Street) as “business routes”.


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Connections and Streetscape Improvements

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Strategy 2: Enhance Downtown Streetscapes

Issues

The City, Agency, and HDA have already implemented a variety of streetscape improvements throughout Downtown. This plan recommends additional improvements to enhance streetscapes, including redesigning San Benito Street after the Highway 25 bypass is complete. Streetscape improvements will help further revitalize the Downtown area and attract new businesses and customers to the area.

Objectives

Streetscape improvements that compliment private development will stimulate further investment in Downtown. This will ultimately create a more attractive Downtown to residents, customers, and business owners.

Actions

The City, Agency, and HDA should implement the following streetscape improvements within Downtown:

Relocate existing benches to the street edge of the sidewalk and orient the bench so it faces the adjacent buildings.

Install additional streetscape furniture and amenities along Downtown streets. Streetscape furniture and amenities should be installed based on the recommendations in Section 5.

After the Highway 25 bypass is complete, redesign San Benito Street. The street should be designed to include one travel lane in each direction, a center left turn lane, angled and parallel parking, landscaped bulbouts at intersections and mid-block crossings, and enhanced crosswalks with decorative paving.

After the Highway 25 bypass is complete, redesign San Benito Street Fourth Street to Fifth Street, and/or from Sixth Street to Seventh street (or portions of both sections) as a convertible street (a street with decorative pavement that can be closed to function as a public space for events and serves as an extension of a plaza). Alternative locations for the convertible street include other portions of San Benito Street north of Seventh Street or Fifth Street east of Monterey Street.

Install enhanced crosswalks with special paving at intersections throughout Downtown. Priorities should be given to intersections along San Benito Street, Fourth Street, Fifth Street, and Sixth Street.

Construct primary gateways at the intersections of San Benito Street/South Street and San Benito Street/Third Street.

Construct secondary gateways at the intersections of San Benito Street/First Street, San Benito Street/Hawkins Street, Fourth Street/West Street, and Fourth Street/Sally Street.

Design and install a simple and easy-to-use wayfinding signage system along entrance corridors and throughout Downtown.

Improve the West Street/Third Street/Virginia Drive intersection with a modified roundabout to calm vehicular traffic and provide additional landscaping.

Enhance selected alleys as pedestrian paseos and outdoor dining areas. Develop and implement a streetscape and alley maintenance plan.

Detailed descriptions of streetscape improvements are included in Section 6.


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Streetscape Amenities



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Strategy 3: Provide Space for Community and Civic Activities

Issues

Public spaces provide residents and visitors a place to gather and attend various activities. These spaces also further identify Downtown Hollister as a unique place. Downtown has limited public gathering spaces, some of which are informal and/or on private property. There is a potential to increase opportunities and gathering spaces for population groups such as the elderly, youth, and families.

Objectives

Additional gathering areas will create spaces that enhance the overall image of Downtown Hollister and provide people a place to gather. Gathering spaces should be located near activity centers and should be inviting and adaptable for various activities. Community centers and recreational spaces that cater to the elderly, youth, and families should be encouraged throughout Downtown.

Actions

The City, Agency, and HDA should implement the following actions to expand areas for gathering spaces and civic activity:

Create a mixed-use development and plaza at the intersection of San Benito Street/Fourth Street. The plaza should include outdoor dining areas and gathering spaces incorporated with new mixed-use buildings. A feasibility analysis of this project was conducted (see Appendix B) and concluded that public subsidies would be required to make the project feasible.

Encourage small entry plazas and courtyards at prominent intersections within Downtown. Encourage the expansion of the senior center and senior activities located in Downtown, especially in and

around the Civic Center district. Create recreational opportunities for youth, such as after school teen centers, sports fields, skate parks,

agricultural centers, and the like. These opportunities should be encouraged in or near the Civic Center and possible fault zone park area.

If the industrial properties at the eastern terminus of Fifth Street and Sixth Street are redeveloped, create a permanent plaza and convertible street near the historic train station building (public/private partnership).

Enhance the plaza at Veterans’ Memorial Building with landscaping, additional streetscape furniture, an information kiosk, and string lighting within trees.

Develop a fault zone park and/or linear park/trail along the fault corridor (public/private partnership). Establish an interpretive center around the preserved cannery conveyor on Sally Street between Hazel

Street and Hawkins Street. Consider a strategy for using portions of San Benito Street and Fifth Street for events. Segments to

consider include San Benito Street (from Fourth Street to Seventh Street) and Fifth Street (from Monterey Street to Sally Street). During events, the street segments could be closed to vehicular traffic and could be pedestrian-only zones.

Redevelop the Fremont School site as a civic center and/or courthouse facility with outdoor gathering spaces (City/County/State partnership).

Implement a public art program/fee. Public art should be provided in public spaces throughout the Downtown area.


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Downtown Public Spaces

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Strategy 4: Provide Convenient and Attractive Parking

Issues

Parking in the Downtown area is generally not an issue. Average parking occupancy in the survey area is about 53% during the peak period between 11:30 a.m. and 12:30 p.m. on a weekday. Average parking demand in the off-street parking lots (about 55%) is higher when compared to the on-street parking demand (53%). The on-street supply is 1,115 spaces and the off-street 191 spaces. In general, the street blocks surrounding City Hall and the County offices have the highest demand (more than 80%). At 90% occupancy, drivers start circulating on the road network looking for a parking space.

Objectives

Attractive, convenient parking options that meet the demand of redevelopment, encourage visitors and pedestrian activity, and are managed to generate income to support other Downtown enhancements.

Actions

The City, Agency, and HDA should implement the following near-term actions to increase the attractiveness and number of parking spaces and implement a parking management system:

Establish a parking management district and program to manage Downtown parking. Develop an in-lieu parking fee program allowing Downtown development without on-site parking spaces. Implement and enforce time limits for on- and off-street parking spaces between 9:00 a.m. and 6:00 p.m.

Low maximum time limits should be required at the most desirable on-street locations where demand is highest. Time limits should be limited to two to three hours for on-street parking spaces in locations where demand parking is low, and four hours for off-street parking lots and structures.

Implement an employee parking permit system that allows Downtown employees to park in off-street lots and structures throughout the day.

Consider charging for parking during major events in Downtown. Implement paid parking systems for on- and off-street parking spaces. Parking rates should vary based

on demand (i.e. higher prices for desirable locations and/or peak times of day). Provide alternating angled/parallel parking on San Benito Street after the Highway 25 bypass is complete. Provide angled parking on the north side of Third Street (between San Benito Street and East Street). Implement a security system for off-street parking structures. Evaluate the impacts of the parking management program on the adjacent residential neighborhoods. If

necessary, consider implementing a residential permit parking system during business hours.

As parking demand increases as a result of new businesses and redevelopment, the City, Agency, and HDA should implement of a more sophisticated parking management system by doing the following actions:

Encourage underground, podium, structured, and alley loaded parking for new development. Identify parking lots that can accommodate future parking demand and/or can redevelop with additional

parking structures. Consider building a parking structure in the Civic Center. Install user-friendly technologies that direct drivers to available on- and off-street parking, notify users

when parking limits expire, and allow users to remotely add more time. Install technologies that allow parking management and enforcement agencies to manage parking and

enforcement on an hourly basis. Provide parking incentives to promote the reduction of greenhouse emissions, such as giving preferred

parking spaces to car-poolers, hybrid vehicles, and electric vehicles. Detailed descriptions of parking improvements are included in Section 5.


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Parking Improvements

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Strategy 5: Promote New Development and Redevelopment Opportunities

Issues

Downtown Hollister has several vacant and underutilized lots that may be great locations for redevelopment. Redevelopment has been hindered in the past because the exact location of the fault and its constraints on development are not known. Downtown redevelopment should promote a mix of retail and residential uses, which will create a more vibrant downtown, generate more business, and encourage more community activities. Along with this mix, businesses with various peak times should be encouraged to create more nightlife in Downtown, especially along San Benito Street and Fifth Street.

A large portion of Downtown contains active industrial uses including canning plants and warehouses. These are generally viable uses and there is no indication that they will change over time. However, the experience of other nearby communities suggests that these uses, especially in Downtown Hollister, may change to non-industrial uses over the long-term. This area may be appropriate for mixed-use and residential development if the current industrial uses are no longer viable.

Objectives

Redeveloping vacant and underutilized lots in Downtown will create a more consistent urban environment and will help establish a critical mass of people and businesses. Downtown development should balance retail and residential uses to increase the customer base, promote nighttime activity, and strengthen the Downtown economy. A study should determine the fault’s location and its impacts on redevelopment to provide clear direction for future redevelopment of Downtown. Planning now for the possible transition from industrial to non-industrial uses will ensure that redevelopment, should it occur, will be appropriate for Downtown Hollister.

Actions

The City, Agency, and HDA should implement the following actions to encourage appropriate new development and redevelopment:

Ensure that standards within the City of Hollister Zoning Ordinance support Downtown redevelopment consistent with the vision of this Plan. Amend the Zoning Ordinance as necessary to revise standards that discourage redevelopment of Downtown consistent with this Plan.

Encourage new housing in a range of densities and that will fit into the surrounding urban fabric. Work with property owners and developers to provide new buildings that replace vacant parcels, buildings

that are out of character with Downtown, or buildings beyond repair (public/private partnership). Continue to provide incentives to encourage adaptive reuse and preservation of older buildings, such as

facade rehabilitation loans or grants. Encourage residential development, senior housing, housing for young professionals and singles, and

affordable housing in Downtown. If the industrial uses within Downtown Hollister are redeveloped, encourage a variety of mixed-use

buildings, apartment flats, townhouses, and small single-family houses that are compatible with adjacent properties and buildings (public/private partnership).

Encourage the use of green building or sustainable design/development principles. Conduct a study to determine the fault location and constraints on development in Downtown.

Refer to Strategy 7 and Appendices B and C for feasibility and implementation details on four catalyst projects.


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New Development and Redevelopment

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Strategy 6: Preserve and Re-Use Existing Downtown Buildings

Issues

Downtown Hollister has several buildings that make an important contribution to the area because of their location, size, use, or unique architecture. These “landmark buildings” should be preserved to enhance the unique environment of Downtown Hollister.

Objectives

Retaining and enhancing the unique landmark buildings will provide continuity throughout Downtown and will enhance the overall character of the community.

Actions

The City, Agency, and HDA should implement the following actions to enhance and maintain the image of Downtown Hollister:

Encourage adaptive reuse and historic preservation of older, landmark buildings (public/private partnership).

Provide incentives to improve and maintain building facades throughout Downtown. Encourage the restoration/preservation of the Granada Theatre (public/private partnership). A feasibility

analysis of this project was conducted (see Appendix B) and concluded that public subsidies would be required to make the project feasible.

Encourage the rehabilitation of the Pendergrass Hotel building at the intersection of San Benito Street/Fifth Street (public/private partnership). A feasibility analysis of this project was conducted (see Appendix B) and concluded that public subsidies would be required to make the project feasible.

Improve/expand the fire station near the intersection of Sally Street/Fifth Street. If the industrial uses within Downtown are redeveloped, encourage the preservation or reuse of key

building elements, such as the cannery conveyor across Sally Street, metal siding, and industrial building elements (public/private partnership).

Interpretive elements should be used to describe the history of Downtown, specific historic sites, and industrial building elements, machines, or processes.

Promote the Commercial Facade Improvement Program.

Refer to Strategy 7 and Appendices B and C for feasibility and implementation details on four catalyst projects, including the Granada Theatre and Pendergrass Hotel projects.


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Sample Buildings that Contribute to the Character of Downtown Hollister



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Strategy 7: Implement Catalyst Projects to Create Momentum for Further Redevelopment

Issues

Today, Downtown Hollister generates only moderate levels of economic activity. Hollister residents conduct most economic activities, including shopping, outside of Downtown. This Downtown Plan seeks to draw people to Downtown for work, shopping, and entertainment. Four catalyst projects were selected in the Catalyst Project Action Plan (Appendix C) as initial redevelopment improvements for Downtown. Catalyst projects are initial redevelopment projects at key locations that are intended to stimulate additional redevelopment and economic development. The four catalyst projects identified in Downtown Hollister are:

The Pendergrass Hotel (historic rehab): Located at the southwest corner of San Benito/Fifth Street. The Granada Theatre (historic rehab and reuse): Located at 336 Fifth Street, west of Briggs Alley. The Sally Street Project (new mixed-use construction): Located between Sally Street and the Fifth

Street/Sixth Street extension. The Plaza (new mixed-use construction): Located at the southwest corner of San Benito/Fourth Street.

Objectives

Create momentum for further redevelopment through four catalyst projects.

Actions

The City, Agency, and HDA should implement the following actions to foster redevelopment and/or preservation of the catalyst projects:

Pendergrass Hotel

Recruit and facilitate discussion with the property owner to actively engage in a development project that will benefit Downtown, and enter into a Memorandum of Understanding (MOU) agreement to move forward with the implementation process.

Conduct a hotel market study to determine the appropriate market niche, a viable market concept, and project operating results for a boutique hotel in Downtown.

Encourage the property owner to enter into an agreement with an experienced small hotel operating entity to operate the renovated property as a boutique hotel.

Encourage preparation of a capitalization and operating plan that documents any need for outside funding (use of tax increment funding will require full public disclosure of deal terms and development economics in the documents required by California Redevelopment Law, prior to commitment of tax increment funds to the project; HDA should provide a statement of public support for the project as it relates to Downtown revitalization goals).

Enter into an Owner Participation Agreement (OPA) with the property owner and developer. The OPA should include the specific development parameters, confirm its conformance with the Redevelopment Plan, and define any public roles in the development.

Secure historic preservation tax credits and public/private funding. Construction and project opening.


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Granada Theatre


Create a business plan based on a realistic assessment of the potential utilization of the facility (as a commercial and community use), potential box office and related revenue from operations (including expert assessments of the potential financial support from the likely fundraising support base), and the required building improvements for this use.

Develop a renovation plan consistent with the design guidelines for historic buildings (see Section 7). Determine the need for any development and/or operating subsidy (assuming availability of historic

preservation tax credits) and identify resources available to fill any feasibility gaps. Secure operating agreements for theater use(s) and public commitment to the project. Enter into an Owner Participation Agreement (OPA) with the property owner and developer. The OPA

should include the specific development parameters, confirm its conformance with the Redevelopment Plan, and define any public roles in the development.

Secure historic preservation tax credits and public/private funding. Reevaluate and revise (as necessary) the above business plan. Construction and project opening.

Sally Street Project


Evaluate the feasibility of affordable housing (including financing). Secure public commitment to the project. Enter into an Owner Participation Agreement (OPA) with the property owner and developer. The OPA

should include the specific development parameters, confirm its conformance with the Redevelopment Plan, and define any public roles in the development.

Initiate applications for funding affordable housing component and prepare public documentation of the rationale for Agency investment.

Secure private financing commitments. Construction and project opening.

Plaza Project

Secure Agency commitment for the project. Evaluate the feasibility and impact of affordable housing (including financing). Prepare and distribute a developer solicitation for the Plaza site in the form of request for qualifications

(RFQ), request for proposal (RFP), or a combination of the two that clearly states development objectives, availability of any public resources, and developer requirements. In the current housing market, affordable housing is a more readily marketable development concept for the site.

Select a developer and enter into an exclusive negotiating agreement. Negotiate disposition and development agreement (DDA). Prepare Reuse Appraisal and Section 33433 report to document consistency of property disposition

transaction with Redevelopment Law. Initiate applications for funding affordable housing component and prepare public documentation of the

rationale for Agency investment. Require developer to satisfy pre-conveyance requirements. Construction and project opening.

Refer to Appendices B and C for feasibility and implementation details on these four catalyst projects.



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