(publicly accessible surface streets). If historic period -built environment infrastructure is identified within the Project right-of-way, and may be affected by the Project, these resources would need to be evaluated for eligibility for listing on the NRHP, the CRHR, and/or a local register. If historic period -built environment resources that may be affected by the Proposed Project are identified, a separate scope and cost will be required to assess these resources. • The report deliverables associated with this task will focus on the known areas of direct impact as illustrated in associated documents within the Request for Proposal (RFP).
Laydown, storage, or utility yards, or the like, have not been identified within the RFP documents, and are therefore not part of this study proposal. • This proposal does not include cultural resources testing, data recovery, analysis, monitoring, or similar programs.
Deliverables: Electronic copy of the Cultural Resources Report and Paleontological Resources Assessment Report with results to be incorporated in the environmental document.
Task 3.3.4: AB 52 Tribal Consultation Support
AB 52 required an update to CEQA Appendix G to include a new category titled "Tribal Cultural Resources". As a Lead Agency, the City is required to conduct AB 52 consultation with requesting tribal groups on a government -to -government basis. This task will provide support to the City including, but not limited to preparing and transmitting Request to Consult Letters to respective tribes via email and certified mail; support with consultation regarding the proposed Project plans and potential impacts; support arranging conference calls with tribes; and/or development of mitigation measures, as appropriate. Should any tribe request a site visit, or require further calls to conclude consultation, it is assumed that City will cover this expense and provide the tribe(s) an opportunity to visit the Project site.
Assumptions:
• This task includes the issuance of Request to Consult Letters under AB 52 to City -listed points of contact to offer noticing tribal groups an opportunity to request consultation. It is assumed that City has a prepared list of no more than three Tribal Representatives who have previously expressed a desire to be notified when a Project requires AB 52 consultation.
Nevertheless, it is unknown how many tribal contacts will respond with a request to consult, and it is also unknown how many meetings will be required to fulfill the requirement of engaging in meaningful consultation with requesting tribes as mandated under AB 52 guidelines. This task assumes that CONSULTANT will support arranging and attending up to three consultation meetings. Additional meeting requests will require substantial additional time to coordinate and will require additional fees.
• This task includes AB 52 consultation support with requesting tribal groups and includes time for up to three 1 -hour meetings with City Staff and tribal members in an online forum, and assistance reviewing or drafting potential mitigation measure language. • This proposal does not include attending field visits requested by tribal groups requesting consultation.
Deliverables: Drafting up to three Request to Consult Letters and Project site maps for City review and approval; transmittal and tracking support, assistance with coordination and attending up to three 1 -hour consultation meetings.
Task 3.4: Regulatory Permitting Applications
Based on our current understanding of the Project, it is assumed that the Project will require a Clean Water Act (CWA) Section 404 Nationwide Permit (NWP) from USACE, a CWA Section 401 Water Quality Certification from the RWQCB, and a Section 1602 Lake and Streambed Alteration Agreement (LSAA) from the California Department Fish and Wildlife (CDFW). The tasks associated with obtaining these permits are outlined below.
As part of application preparation, CONSULTANT will use the potential Project impacts identified in the aquatic resources' delineation report (Task 3.2 of this proposal), the GIS files generated from the delineation, and the Project design CADD files to be provided by the City. The Project impacts will be categorized as either permanent or temporary, by regulatory agency jurisdiction, and by resource type (e.g., wetlands, non -wetland waters, streams). The impacts will be depicted graphically in figures and presented in tables. CONSULTANT will also work with the Project team to develop a conceptual mitigation plan to include in the permit applications, if applicable.
Task 3.4.1: Pre -Application Consultation with Agencies CONSULTANT will initiate contact with USACE, Santa Ana RWQCB and CDFW to provide preliminary Project information, solicit concerns, and discuss the requirements and timing associated with the regulatory permits. The primary objective of initiating agency coordination early in the Project is to explain the proposed Project, Project schedule, receive agency buy -in of the permit approach, and to identify specific agency staff assigned to the Project in advance of submitting permit applications.
CONSULTANT has found that early coordination with the agencies and identification of assigned agency staff prior to submitting applications has led to quicker agency review of submitted materials and faster response times.
RWQCB currently requires a pre -filing meeting no less than 30 days prior to the submittal of an application. USACE recommends a pre -application meeting prior to application submittal. Such contact may consist of a site visit, a Project team conference call or written communication. It is assumed that three teleconference meetings of approximately 2 hours duration each and associated preparation time may be required.
Task 3.4.2: USACE Clean Water Act Section 404 Permit Notification The level of work associated with preparing the notification to the USACE pursuant to Section 404 is dependent on the magnitude of Project impacts on jurisdictional waters and other resources. The decision would be based on the findings of the aquatic resources delineation. If it is determined during the jurisdictional delineation that the aquatic resources on -site are considered Waters of the United States, it is assumed the proposed Project impacts on those aquatic resources would require an individual permit application; however, if the Project meets specific requirements under the Nationwide Permit Program, the Project may pursue a NWP.
The level of effort required to obtain regulatory permits is commensurate with the complexity of the Project and Project schedule. This scope represents our anticipated level of coordination necessary to facilitate regulatory permits for this Project. A contingency budget has been added to this task should additional coordination not typical with the agencies be necessary.
Deliverables: One draft copy of permit application package (including figures, alternatives analysis, restoration plan, and compensatory mitigation plan) submitted electronically for City and/or Project team review. One PDF electronic copy of each final permit application submitted to each of the regulatory agencies and the City.
Task 3.4.3: RWQCB Application for an Individual Water Quality Certification / Waste Discharge Requirements Order
Projects that require a federal license or permit (such as a Section 404 permit) and that may result in a discharge to jurisdictional waters would require a Water Quality Certification pursuant to Section 401 of the CWA) to the Santa Ana RWQCB. After completion of biological technical studies and a jurisdictional delineation of waters, CONSULTANT will prepare the necessary documentation and application for RWQCB for its review of the Project.
RWQCB currently requires a pre -filing meeting no less than 30 days prior to the submittal of an application. Pursuant to CWA Section 401 and the Porter -Cologne Water Quality Control Act, CONSULTANT will prepare an application for an Individual Water Quality Certification and/or Waste Discharge Requirements to be submitted to the Santa Ana RWQCB. The RWQCB application will include a detailed Project description, a description of proposed impacts, identification of Project specific Best Management Practices (BMPs), a mitigation approach, and CEQA documentation. An application fee must be provided to the RWQCB as part of the request and will be provided by the City/Client. RWQCB notifies an Applicant within 30 days of submittal of the application whether the application is considered complete. If the application is determined to be incomplete, RWQCB will identify the items required for completion. RWQCB restarts the 30 -day review with every incomplete letter after the requested materials are submitted. If RWQCB fails to identify whether an application is complete within 30 days, additional support may be requested from USACE under CWA. Once the application is considered complete, RWQCB has 60 days to one year to issue a certification. The total permitting process may range from 90 to 180 days for a typical Water Quality Certification (WQC).
This task assumes one draft and one final permit application before submittal to Santa Ana RWQCB.
This task also assumes the application and any applicable fees will be submitted by District staff and is not included as part of this task.
The State Water Resources Control Board (SWRCB) Procedures Implementation Guidance may require that the following be submitted as part of a complete application, as applicable:
• An alternatives analysis
• A restoration plan to address the temporary impacts;
• A draft compensatory mitigation plan for permanent impacts • CEQA documentation.
CONSTULANT will work with the City to prepare the alternatives analysis for incorporation into the application if the Project is identified as Tier I or Tier II.
Restoration Plan: If required, a draft restoration plan will be prepared that outlines design, implementation, assessment, and maintenance for restoring aquatic resource areas of temporary impact to pre -Project condition is required as part of a complete application. CONSTULANT will prepare the draft restoration plan and submit it as part of the RWQCB application. CONSTULANT will work with RWQCB staff to address any questions they may have, negotiate terms, and ultimately prepare a final restoration plan for approval by the RWQCB. If the USACE and CDFW also require a restoration plan for temporary impacts, CONSTULANT incorporate them into the CWA Section 401 to ensure the RWQCB's application includes the proposed revisions, if any.
Com Jensatory Mitigation Plan: If applicable, CONSTULANT will work with the City to identify agency approved mitigation banks or in -lieu fee programs to mitigate the permanent impacts on aquatic resources. The SWRCB requires permittees who intend to fulfill their compensatory mitigation obligations through such means to also submit a draft compensatory mitigation plan that addresses the following:
• A watershed profile for the project evaluation area for both the proposed dredged or fill project and the proposed compensatory mitigation project. • An assessment of the overall condition of aquatic resources proposed to be impacted by the project and their likely stressors, using an assessment method approved by the permitting authority.
• A description of how the project impacts and compensatory mitigation would not cause a net loss of the overall abundance, diversity, and condition of aquatic resources, based on the watershed profile.
CONSULTANT will prepare the draft compensatory mitigation plan, addressing the items above, and submit it as part of the RWQCB application. A draft compensatory mitigation plan is required as part of a complete application.
CONSULTANT will work with RWQCB staff to address any questions they may have and ultimately prepare a final plan for approval by the RWQCB.
CONSULTANT will provide a draft of the alternatives analysis, restoration plan, and compensatory mitigation plan (electronic format) to the City for two rounds of review prior to electronically submitting it to the RWQCB.
Deliverables: Draft RWQCB 401 Application, including alternatives analysis, restoration plan, and compensatory mitigation plan (Portable Document Format [PDF] electronic copy). Final alternatives analysis, draft restoration plan, and draft compensatory mitigation plan (PDF electronic copy) submitted to the City and RWQCB.
The level of effort required to obtain regulatory permits is commensurate with the complexity of the Project and Project schedule. This scope represents our anticipated level of coordination necessary to facilitate regulatory permits for this Project. A contingency budget has been added to this task should additional coordination not typical with the agencies be necessary.
Task 3.4.4: CDFW Notification of Lake or Streambed Alteration Agreement CONSULTANT will prepare a Notification of Lake or Streambed Alteration for submittal to CDFW.
CDFW has recently transitioned to an entirely online application process through the Environmental Permit Information Management System (EPIMS). This will require the City to have an account directly on EPIMS to initiate the permit application and sign any documentation or electronically provide CONSULTANT permissions to act on the City's behalf. CONSULTANT will schedule one meeting with CDFW on a virtual platform, if necessary, to facilitate CDFW's review of the Project and completion of the Agreement. This cost estimate includes no more than two rounds of comments from CDFW, and those comments do not request or require further study than what is readily available and/or identified in this proposal. A processing fee must be provided to CDFW with the notification. This fee is based on the cost of the specific Project components requiring authorization by CDFW. The Project applicant will provide all permit application fees via the payment portal on EPIMS.
The level of effort required to obtain regulatory permits is commensurate with the complexity of the Project and Project schedule. This scope represents our anticipated level of coordination necessary to facilitate regulatory permits for this Project. A contingency budget has been added to this task should additional coordination not typical with the agencies be necessary.
Deliverables: One draft copy of permit application package (including figures, alternatives analysis, restoration plan, and compensatory mitigation plan) available via EPIMS for City and/or Project team review.
Task 3.4.5: Regulatory Permitting Response Category
In some cases, the regulatory agencies may request additional information that may not be typical of other similar projects. Additional response to novel requests may be required or extended periods of review and spread -out questions may require additional time and effort. This task has been included to provide the budget required to respond to these non -typical questions and requests, as needed.
Task 4: Draft and Public Review Mitigated Negative Declaration (MND) Prepare Administrative Draft MND: If one or more significant impacts are identified during the IS process, and in the technical reports prepared under Task 3, CEQA allows the preparation of an MND when those impacts can be mitigated to a less -than -significant level. The preparation of an ND is similar to MND, with the exception that an MND includes mitigation measures. Therefore, the description of an MND is provided in this task.
For each CEQA environmental checklist discipline item, the existing environmental setting of the Proposed Project site and surroundings will be characterized from the existing literature base and a site visit by an environmental analyst. An environmental impacts analysis will be prepared for each checklist entry. Based on CEQA-defined significance criteria, CONSULTANT will determine the potential for any adverse or significant adverse impacts and present mitigation measures to reduce any such impacts to a level below significance. CONSULTANT will provide one electronic PDF copy of the Administrative Draft MND for one round of Client review and one round to finalize the revised changes.
Prepare/Distribute the MND and Notice of Intent: For submittal to the Office of Planning and Research (OPR), CONSULTANT will draft a Notice of Intent (NOI), Notice of Completion (NOC), Summary Form, and the Public Draft IS/MND with associated appendices to be submitted electronically on behalf of the City. The City must approve CONSULTANT as a submitter for the City on the OPR CEQANet Web portal.
CONSULTANT will prepare the NOI for distribution during the public review to agencies, interested parties, and property owners adjacent to the Proposed Project from an approved distribution list provided by the City. CONSULTANT assumes up to 80 mailings of the NOI via regular mail to adjacent property owners within 200 feet and up to 10 mailings of the NOI via certified mail to agencies and other interested parties. CONSULTANT will file the NOI to adopt an MND with the County Clerk.
CONSULTANT assumes the City will be responsible for newspaper publications or on -site postings.
Note: This task does not include attendance at any public or community outreach meetings. The environmental document will not be circulated until AB 52 consultation has been concluded.
Deliverables: One electronic PDF copy of the Public Review Draft MND and technical reports as appendices for distribution. Up to three hard copies of the Public Review Draft MND with technical reports/appendices on thumb drive or CDs. Up to 80 mailings to adjacent property owners via regular mail, and up to 10 mailings to agencies and interested parties via certified mail. State Clearinghouse submittal will be done electronically. Should additional mailings be required, CONSULTANT can prepare and mail additional notices at an additional cost.
Task 5: Final MND
Prepare Final MND with Response to Comments: Based upon comments received from public review, responses to the comments will be prepared. For the purposes of this Project and location, CONSULTANT assumes that there will be no substantive comments from the public or agencies and will not be controversial in nature. Up to 15 comment letters on the IS/MND are assumed, with responses requiring minimal further investigation. CONSULTANT may update studies based on public comment upon request with an additional scope and fee. A draft of these responses will be provided to the Client and City. Upon receipt of one complete set of comments from the Client and City on the responses, a Final MND will be prepared. This document combined with the Draft MND will constitute the Final MND to be used by the City when considering approval of the Proposed Project. This task will include up to two rounds of comments, one round from the Client and one from the City.
Prepare Mitigation, Monitoring, and Reporting Plan and Notice of Determination: Following preparation of the MND, CONSULTANT will prepare a Draft Mitigation, Monitoring, and Reporting Plan (MMRP). The Final MMRP incorporating the City and Client's comments will be incorporated into the Final MND. The Notice of Determination (NOD) is filed following the City's decision to carry out or approve the proposed Project for which the MND has been prepared. CONSULTANT will prepare the NOD and will file the NOD with the State Clearinghouse and the County Clerk. The City will be responsible for CDFW filing fees, if necessary. CONSULTANT will provide up to 10 hard copies of the NOD; the NOD is to be filed electronically with the State Clearinghouse and one filed with the County Clerk.
Deliverables: Three hard copies of the draft Final MND and MMRP and reviewed Final MND and MMRP with the technical reports/appendices on thumb drive or CD. One electronic copy and 10 hard copies of the NOD.
Task 6: Project Management
Project Management hours have been incorporated in the tasks listed previously. Project Management tasks cover communication and coordination with the Client, City, coordination with staff for completion of impact analysis, and Project progress and budget monitoring. This task includes internal coordination, invoicing, and bimonthly Project update calls with two CONSULTANT staff, and one City meeting (3 -hour City Council or Planning Commission meeting) with up to two staff. Additional meetings and coordination will be provided on a time and materials basis.
exp
Master Drainage Plan (MDP) Line 2, Stage 1 (CIP2019-019) City of Beaumont
FIRM: EXP
CHANGE ORDER (CO) NO. 3 LABOR HOUR and FEE ESTIMATE
EXP U.S. SERVICES INC.
TASK
NO.
TASK DESCRIPTIONS
Project Manager
Roadway Lead
Chambers
Group
TASK TOTAL
$323
$323
Task 1
Kick Off Meeting and Data Acquisition
1.1 Kick Off Meeting and Data Acquisition
$ 2,768.70
52,768.70
Task 2
Initial Stud
2.1 Initial Study
$ 12,831.50
512,831.50
Task 3
Technical Studies
3.1 Air Quality and Noise
$ 17,457.00
$17,457.00
3.2.1 Biological Assessment, MSHCP Analysis, Jurisdictional Delineation and Letter Report $ 14,722.40
514,722.40
3.2.2 DBESP
$ 6,413.00
$6,413.00
3.3 Cultural Resources and Consultation
$ 20,232.30
$20,232.30
3.4.1 Pre -Application Consultation with Agencies
$ 5,438.40
$5,438.40
3.4.2 USACE CWA Section 404 Permit Notification
$ 7,994.80
$7,994.80
3.4.3 RWQCB Application for an Individual Water Quality Certification / Waste Discharge Requirements $ 10,609.50
$10,609.50
3.4.4 CDFW Notification of LSAA
$ 9,226.80
$9,226.80
3.4.5 Regulatory Permitting Response Contingency
$ 6,653.90
$6,653.90
Task 4
Draft and Public Review Mitigated Negative Declaration (MND)
4.1 Draft and Public Review Mitigated Negative Declaration (MND) $ 8,677.90
$8,677.90
Task 5
Final MND
5.1 Final MND
$ 11,677.60
511,677.60
Task 6
Project Management
6.1 Project Management
8 40
$ 4,981.90
$20,485.90
SUB -TOTAL (W/O ODC's)
SUB -TOTAL W/O ODC's
$155,189.70
OTHER DIRECT COSTS (ODC'S)
ODC'S'
$0.00
M.
I
M_
I
A_ A
TOTAL HOURS:
8 40
TOTAL (W/ ODC's) LABOR:
$2,584.00
$12,920.00
$ 139,686.70
$155,189.70
TOTAL FEE: $155,189.70
ENVIRONMENTAL BASE CONTRACT FEE -$81,835.00
AMENDMENT AMOUNT REQUESTED $73,354.70
*Application and Permitting Fees to be paid directly by the City
City of Beaumont Contract Number:
C21-09.3
EXHIBIT "B"
CERTIFICATES OF INSURANCE
AC ^ LP
v CERTIFICATE OF LIABILITY INSURANCE
DATE (MM/DD/YYYY)
04/25/2024
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS
CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.
IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.
If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).
PRODUCER
Willis Towers Watson Midwest, Inc.
c/o 26 Century Blvd
P.O. Box 305191
Nashville, TN 372305191 USA
CONTACT WTW Certificate Center
NAME:
HONE EM); 1-877-945-7378 IaC No): 1-888-467-2378
A//
E-MAIL [email protected]
ADDRESS:
INSURER(S) AFFORDING COVERAGE
NAIC #
INSURER A: XL Insurance America Inc
24554
INSURED
EXP Global, Inc.
205 N. Michigan Ave, Ste 3600
Chicago, IL 60601
INSURERS: AIG Specialty Insurance Company
26883
INSURER C:
INSURERD:
INSURER E :
INSURER F :
COVERAGES
CERTIFICATE NUMBER: W33308926
REVISION NUMBER:
THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS
CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.
INSR
LTR INSD
TYPE OF INSURANCE
ADDL
SUBR
WVD
POLICY NUMBER
POLICY EFF
(MM/DD/YYYY)
POLICY EXP
(MM/DD/YYYY)
LIMITS
A
X
COMMERCIAL GENERAL LIABILITY
Y
US00057823LI24A
03/31/2024
03/31/2025
EACH OCCURRENCE
$ 2,000,000
CLAIMS -MADE
X
OCCUR
DAMAGE TO RENTED
PREMISES (Ea occurrence)
$ 100,000
X
Contractual Liability
MED EXP (Any one person)
$ 5,000
PERSONAL&ADVINJURY
$ 2,000,000
GEN'L
X
AGGREGATE
POLICY
OTHER:
LIMIT APPLIES
PRO-
JECT
PER:
LOC
GENERAL AGGREGATE
$ 2,000,000
PRODUCTS-COMP/OPAGG
$ 2,000,000
$
A
AUTOMOBILE
X
LIABILITY
ANY AUTO
OWNED
AUTOS ONLY
HIRED
AUTOS ONLY
SCHEDULED
AUTOS
NON -OWNED
AUTOS ONLY
Y
GGA7479210
03/31/2024
03/31/2025
COMBINED SINGLE LIMIT
(Ea accident)
$ 2,000,000
BODILY INJURY (Per person)
$
BODILYINJURY(Peraccident)
$
PROPERTY DAMAGE
(Per accident)
$
$
UMBRELLA LIAB
EXCESS LIAB
OCCUR
CLAIMS -MADE
EACH OCCURRENCE
$
AGGREGATE
$
DED
RETENTION $
$
A
WORKERS COMPENSATION
AND EMPLOYERS' LIABILITY
ANYPROPRIETOR/PARTNER/EXECUTIVE
OFFICER/MEMBEREXCLUDED?
(Mandatory in NH)
If yes, describe under
DESCRIPTION OF OPERATIONS below
Y / N
No
N/A
GWG7479208
03/31/2024
03/31/2025
X
PER
STATUTE
OTH-
ER
E.L. EACH ACCIDENT
$ 1,000,000
E.L. DISEASE - EA EMPLOYEE
$ 1,000,000
E.L. DISEASE - POLICY LIMIT
$ 1,000,000
B
Cont. Pollution Liab.
CPL25893073
03/31/2024
03/31/2025
Per Incident:
Aggregate:
$3,000,000
$3,000,000
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) The City of Beaumont, its elected and appointed officers, employees, agents and volunteers are included as an Additional Insureds as respects to General Liability and Auto Liability.
CERTIFICATE HOLDER
CANCELLATION
SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE
THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.
AUTHORIZED REPRESENTATIVE
City of Beaumont
550 E. 6th Street
Beaumont, CA 92223
ACORD 25 (2016/03)
© 1988-2016 ACORD CORPORATION. All rights reserved.
The ACORD nam & 4rediefttmarks of ACORD
SR ID: 25771330 BATCH: 3435772
ENDORSEMENT #
This endorsement, effective 12:01 a.m., , forms a part of Policy No.
#GGA7479210
by
issued to EXP U.S. Services, Inc.
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
XL PLUS BUSINESS AUTO EXTENSION ENDORSEMENT
This endorsement modifies insurance provided under the following:
BUSINESS AUTO COVERAGE FORM
COVERAGE DESCRIPTION
A. Temporary Substitute Auto Physical Damage
B. Who Is An Insured
1. Broad Form Insured
2. Employees As Insureds
3. Additional Insured By Contract, Agreement or Permit
4. Employee Hired Autos
C. Supplementary Payments
D. Amended Fellow Employee Exclusion
E. Physical Damage Coverage
1. Rental Reimbursement
2. Extra Expense — Broadened Coverage
3. Personal Effects Coverage
4. Lease Gap
5. Glass Repair — Waiver Of Deductible
F. Physical Damage Coverage Extensions
1. Additional Transportation Expense
2. Hired Auto Physical Damage
G. Business Auto Conditions
1. Notice Of Occurrence
2. Waiver Of Subrogation
3. Unintentional Failure To Disclose Hazards
4. Primary Insurance
H. Bodily Injury Redefined
I. Extended Cancellation Condition
XIC 421 1013
© 2013 X.L. America, Inc. All Rights Reserved.
May not be copied without permission.
Includes copyrighted materialRaOguf �®fv@Qe$Ffice, Inc., with its permission.
A. Temporary Substitute Auto Physical Damage
SECTION I - COVERED AUTOS, C. Certain Trailers, Mobile Equipment And Temporary Substitute Autos is changed by adding the following:
If Physical Damage coverage is provided by this Coverage Form, the following types of vehicles are also covered "autos" for Physical Damage coverage:
1. Any "auto" you do not own while used with the permission of its owner as a temporary substitute for a covered "auto" you own that is out of service because of its:
a. Breakdown;
b. Repair;
c. Servicing;
d. "Loss"; or
e. Destruction.
B. Who Is An Insured
SECTION II - COVERED AUTOS LIABILITY COVERAGE, A. Coverage, 1. Who Is An Insured is changed by adding the following:
1. Broad Form Insured
For any covered "auto", any subsidiary, affiliate or organization, other than a partnership or joint venture, as may now exist or hereafter be constituted over which you assume active management or maintain ownership or majority interest, provided that you notify us within ninety (90) days from the date that any such subsidiary or affiliate is acquired or formed and that there is no similar insurance available to that organization. However, coverage does not apply to "bodily injury" or "property damage" that occurred before you acquired or formed the organization.
2. Employees As Insureds
Any "employee" of yours is an "insured" while using a covered "auto" you don't own, hire or borrow, in your business or your personal affairs.
3. Additional Insured By Contract, Agreement Or Permit
Any person or organization with whom you have agreed in writing in a contract, agreement or permit, to provide insurance such as is provided under this policy, provided that the "bodily injury" or "property damage" occurs subsequent to the execution of the written contract, agreement or permit.
4. Employee Hired Autos
An "employee" of yours is an "insured" while operating an "auto" hired or rented under a contract or agreement in that "employee's" name, with your permission, while performing duties related to the conduct of your business.
XIC 421 1013
© 2013 X.L. America, Inc. All Rights Reserved.
May not be copied without permission.
Includes copyrighted materiaRtiOgu2g06Spi(vB Tice, Inc., with its permission.
SECTION IV - BUSINESS AUTO CONDITIONS, B. General Conditions, 5. Other Insurance, b. is replaced with the following:
b. For Hired Auto Physical Damage Coverage, the following are deemed to be covered "autos" you own:
(1) Any covered "auto" you lease, hire, rent or borrow; and (2) Any covered "auto" hired or rented by your "employee" under a contract in that individual "employee's" name, with your permission, while performing duties related to the conduct of your business.
However, any "auto" that is leased, hired, rented or borrowed with a driver is not a covered "auto".
C. Supplementary Payments
SECTION II - COVERED AUTOS LIABILITY COVERAGE, A. Coverage, 2. Coverage Extensions, a.
Supplementary Payments is changed as follows:
Item (2) is deleted and replaced by the following:
(2) Up to $3,500 for cost of bail bonds (including bonds for related traffic law violations) required because of an "accident" we cover. We do not have to furnish these bonds.
Item (4) is deleted and replaced by the following:
(4) All reasonable expenses incurred by the "insured" at our request, including actual loss of earnings up to $500 a day because of time off from work.
D. Amended Fellow Employee Exclusion
SECTION II - COVERED AUTOS LIABILITY COVERAGE, B. Exclusions, 5. Fellow Employee does not apply.
The insurance provided under this Provision D. is excess over any other collectible insurance.
E. Physical Damage Coverage
SECTION III - PHYSICAL DAMAGE COVERAGE, A. Coverage is changed by adding the following:
1. Rental Reimbursement
a. We will pay for rental reimbursement expenses incurred by you for the rental of an "auto" because of "loss" to a covered "auto". Payment applies in addition to the otherwise applicable amount of each coverage you have on a covered "auto". No deductibles apply to this coverage.
b. We will pay only for those expenses incurred during the policy period beginning twenty-four (24) hours after the "loss" and ending, regardless of the policy's expiration, with the lesser of the following number of days:
XIC 421 1013
© 2013 X.L. America, Inc. All Rights Reserved.
May not be copied without permission.
Includes copyrighted materiaRtiOguNe75pi(vB Tice, Inc., with its permission.
(1) The number of days reasonably required to repair or replace the covered "auto". If "loss" is caused by theft, this number of days is added to the number of days it takes to locate the covered "auto" and return it to you. (2) Thirty (30) days.
c. Our payment is limited to the lesser of the following amounts:
(1) Necessary and actual expenses incurred.
(2) $50 any one day per private passenger "auto";
$100 any one day per truck;
$1,500 any one period per private passenger "auto";
$3,000 any one period per truck; or
Higher limits if shown elsewhere in this policy.
d. This coverage does not apply while there are spare or reserve "autos" available to you for your operations.
e. If "loss" results from the total theft of a covered "auto" of the private passenger type, we will pay under this coverage only that amount of your rental reimbursement expenses which is not already provided for under the Physical Damage Coverage Extension.
2. Extra Expense — Broadened Coverage
We will pay for the expense of returning a stolen covered "auto" to you.
3. Personal Effects Coverage
If you have purchased Comprehensive Coverage on this policy for an "auto" you own and that "auto" is stolen, we will pay, without application of a deductible, up to $500 for "personal effects" stolen from the "auto".
As used in this endorsement, "personal effects" means tangible property that is worn or carried by an "insured". "Personal effects" does not include tools, jewelry, money or securities.
4. Lease Gap
In the event of a total "loss" to a covered "auto" shown in the Declarations, we will pay any unpaid amount due on the lease or loan for a covered "auto", less:
a. The amount paid under the Physical Damage Coverage Section of the policy; and b. Any:
(1) Overdue lease/loan payments at the time of the "loss"; (2) Financial penalties imposed under a lease for excessive use, abnormal wear and tear or high mileage;
(3) Security deposits not returned by the lessor;
(4) Costs for extended warranties, Credit Life Insurance, Health, Accident or Disability Insurance purchases with the loan or lease; and
(5) Carry-over balances from previous loans or leases.
XIC 421 1013
© 2013 X.L. America, Inc. All Rights Reserved.
May not be copied without permission.
Includes copyrighted materiaRtiOgu0g pi(vB Tice, Inc., with its permission.
5. Glass Repair — Waiver Of Deductible
No deductible applies to glass damage if the glass is repaired rather than replaced.
F. Physical Damage Coverage Extensions
SECTION III - PHYSICAL DAMAGE COVERAGE, A. Coverage, 4. Coverage Extensions is amended by the following:
1. Additional Transportation Expense
Sections a. and b. are amended to provide a limit of $50 per day and a maximum limit of $1,000.
2. Hired Auto Physical Damage
The following section is added:
Any "auto" you lease, hire, rent or borrow is deemed to be a covered "auto" for physical damage coverage. The most we will pay for each covered "auto" is the lesser of:
(1) the actual cash value;
(2) the cost for repair or replacement; or
(3) $50,000, or higher limit if shown on the Declarations for Hired Auto Physical Damage Coverage.
For each covered "auto" a deductible of $100 for Comprehensive Coverage and $1,000 for Collision Coverage will apply.
G. Business Auto Conditions
SECTION IV - BUSINESS AUTO CONDITIONS, A. Loss Conditions is changed by the following:
1. Notice Of Occurrence
Section 2. — Duties In The Event Of Accident, Claim, Suit Or, Loss, a. is changed by adding the following:
If you report an injury to an "employee" to your workers' compensation carrier and if it is subsequently determined that the injury is one to which this insurance may apply, any failure to comply with this condition will be waived if you provide us with the required notice as soon thereafter as practicable after you know or reasonably should have known that this insurance may apply.
2. Waiver Of Subrogation
Section 5. Transfer Of Rights Of Recovery Against Others To Us is changed by adding the following:
However, this Condition does not apply to any person(s) or organization(s) with whom you have a written contract, but only to the extent that subrogation is waived prior to the "accident" or the "loss" under such contract with that person or organization.
XIC 421 1013
© 2013 X.L. America, Inc. All Rights Reserved.
May not be copied without permission.
Includes copyrighted materiaRtiOgu0g pi(vB Tice, Inc., with its permission.
SECTION IV - BUSINESS AUTO CONDITIONS, B. General Conditions is changed by the following:
3. Unintentional Failure To Disclose Hazards
The following condition is added:
Your unintentional failure to disclose all hazards as of the inception date of the policy shall not prejudice any insured with respect to the coverage afforded by this policy.
4. Primary Insurance
Condition 5. Other Insurance is changed by adding the following:
For any covered "auto" this insurance shall apply as primary and not contribute with any other insurance where such requirement is agreed in a written contract executed prior to a "loss".
H. Bodily Injury Redefined
SECTION V - DEFINITIONS, C. "Bodily injury" is replaced by the following:
"Bodily injury" means bodily injury, sickness or disease sustained by a person including mental anguish, mental injury, shock, fright or death resulting from any of these at any time.
Extended Cancellation Condition
COMMON POLICY CONDITIONS (Form IL 00 17), A. Cancellation, 2.b. is replaced by the following:
The greater of sixty (60) days or the time required by any applicable state amendatory endorsement before the effective date of cancellation if we cancel for any other reason.
All other terms and conditions of this policy remain unchanged.
XIC 421 1013
© 2013 X.L. America, Inc. All Rights Reserved.
May not be copied without permission.
Includes copyrighted materiaRtiOguN pi(vB Tice, Inc., with its permission.
POLICY NUMBER: US00057823L124A COMMERCIAL GENERAL LIABILITY CG 20 26 12 19
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
ADDITIONAL INSURED - DESIGNATED
PERSON OR ORGANIZATION
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART
SCHEDULE
Name Of Additional Insured Person(s) Or Organization(s):
Any person or organization that you are required in a written contract or written agreement to include as an additional insured provided the "Bodily Injury" or "Property Damage" occurs subsequent to the execution of the written contract or written agreement.
Information required to com
ete this Schedule, if not shown above, will be shown in the Declarations.
A. Section II — Who Is An Insured is amended to
include as an additional insured the person(s) or
organization(s) shown in the Schedule, but only
with respect to liability for "bodily injury", "property damage" or "personal and advertising injury"
caused, in whole or in part, by your acts or
omissions or the acts or omissions of those acting
on your behalf:
1. In the performance of your ongoing operations;
or
2. In connection with your premises owned by or
rented to you.
However:
1. The insurance afforded to such additional
insured only applies to the extent permitted by
law; and
2. If coverage provided to the additional insured is
required by a contract or agreement, the
insurance afforded to such additional insured
will not be broader than that which you are
required by the contract or agreement to
provide for such additional insured.
B. With respect to the insurance afforded to these
additional insureds, the following is added to
Section III — Limits Of Insurance:
If coverage provided to the additional insured is
required by a contract or agreement, the most we
will pay on behalf of the additional insured is the
amount of insurance:
1. Required by the contract or agreement; or
2. Available under the applicable limits of
insurance;
whichever is less.
This endorsement shall not increase the
applicable limits of insurance.
CG 20 26 12 19
© Insur > ®fff3@581c., 2018 Page 1 of 1
POLICY NUMBER: US00057823L124A COMMERCIAL GENERAL LIABILITY CG 20 37 12 19
THIS ENDORSEMENT CHANGES THE POLICY. PLEASE READ IT CAREFULLY.
ADDITIONAL INSURED - OWNERS, LESSEES OR
CONTRACTORS - COMPLETED OPERATIONS
This endorsement modifies insurance provided under the following:
COMMERCIAL GENERAL LIABILITY COVERAGE PART
PRODUCTS/COMPLETED OPERATIONS LIABILITY COVERAGE PART
SCHEDULE
Name Of Additional Insured Person(s)
Or Organization(s)
Location And Description Of Completed Operations
Any person or organization that you are required
written contract or written agreement to include as
an additional insured provided the "Bodily Injury"
or "Property Damage" occurs subsequent to the
execution of the written contact or written
agreement.
As required per written contract
Information required to complete this Schedule, if not shown above, will be shown in the Declarations.
A. Section II — Who Is An Insured is amended to
include as an additional insured the person(s) or
organization(s) shown in the Schedule, but only
with respect to liability for "bodily injury" or
"property damage" caused, in whole or in part, by
"your work" at the location designated and
described in the Schedule of this endorsement
performed for that additional insured and included
in the "products -completed operations hazard".
However:
1. The insurance afforded to such additional
insured only applies to the extent permitted by
law; and
2. If coverage provided to the additional insured is
required by a contract or agreement, the
insurance afforded to such additional insured
will not be broader than that which you are
required by the contract or agreement to
provide for such additional insured.
CG 20 37 12 19 © Insur4R a
®fff3@5&c., 2018 Page 1 of 2
B. With respect to the insurance afforded to these
additional insureds, the following is added to
Section III — Limits Of Insurance:
If coverage provided to the additional insured is
required by a contract or agreement, the most we
will pay on behalf of the additional insured is the
amount of insurance:
1. Required by the contract or agreement; or
2. Available under the applicable limits of
insurance;
whichever is less.
This endorsement shall not increase the
applicable limits of insurance.
© Insur > (§a ®fff3@581c., 2018 CG 20 37 12 19
BEAUMONT
CALIFORNIA
California Levine Act Statement
California Government Code Section 84308, commonly referred to as the "Levine Act," prohibits any Beaumont City Council Member from participating in any action related to a contract or application if he or she receives any political contributions totaling more than $500 within the previous twelve months, and for twelve months following the date a final decision from the business/board or applicant.
The Levine Act also requires a member of the Beaumont City Council who has received such a contribution to disclose the contribution on the record of the proceeding.
Current Beaumont City Council Members are listed at:
https://www.beaumontca.gov/29/City-Council
Proposers are responsible for accessing this link to review the names prior to answering the following questions.
1. Have you or your company, or any agent/board member on behalf of you or your company/entity, made any political contributions of more than $500 to any Beaumont City Council Member in the 12 months preceding the date of the submission of your proposal or application, or the anticipated date of any Council action? YES If yes, please identify the Council Member(s):
X NO
2. Do you or your company/entity, or any agency on behalf of you or your company/entity, anticipate or plan to make any political contribution of more than $500 to any Beaumont City Council Member in the 12 months following any Council action related to your proposal or application?
YES If yes, please identify the Council Member(s):
X NO
Answering yes to either of the two questions above does not preclude the Beaumont City Council from awarding a contract or approving an application or any subsequent action. It does however, preclude the identified Council Member(s) from participating in any actions related to your proposal or application.
August 6, 2025
Date Signature of authorized individual
EXP U.S. Services Inc. / Syed Raza
Company/Applicant Name
City of Beaumont 1550 E. 6th Street, Beaumont, CA 92223 I (951) 769-8520 I BeaumontCA.gov
BEAUMON
-C A L I F O R N !IT
Staff Report
TO: City Council
FROM: Robert L. Vestal, Public Works Director
Kirk Pelser, Economic Development Director
DATE: August 19, 2025
SUBJECT: Downtown Revitalization Plan — Review of Initial Implementation Steps Description: Review the adopted Downtown Revitalization Plan street and streetscape elements prior to starting the preliminary design and provide concurrence and direction.
Background and Analysis:
On September 17, 2024, City Council adopted PLAN2023-0998 Downtown Revitalization Plan (Plan). This significant policy document was prepared with an abundance of public input and thoughtful expertise. The Plan is intended to create an environment to capture the future of Downtown Beaumont by taking advantage of contemporary development patterns and trends while also being mindful of the City's rich history and prominence in the Pass Area. The full Downtown Revitalization Plan is provided in Attachment A for reference. The associated staff report is provided in Attachment B. Since the Plan was already presented, the intent of this report is to review the street and streetscape elements prior to starting the preliminary design.
At its core, the adopted Plan seeks to create a strong sense of place in the Downtown via several administrative and technical implementation steps. Some of the suggested initial administrative steps such as a City-wide Zoning Code update are currently underway and will be completed before the end of 2025. Staff is also planning to initiate a Specific Plan process for the Downtown in order to refine and customize land uses and development standards needed to realize the "sense of place" needed in the Downtown. The Plan establishes a Mobility Strategic Framework (Section 5.2) consisting of five organizational categories: Pedestrian Streetscapes, Neighborhood Streetscapes, Commercial Streetscapes, Gateway Roundabouts, and Off-street Parking Facilities.
PEDESTRIAN STREETSCAPES
These corridor segments establish Downtown as a pedestrian -oriented district and are public spaces that create opportunities for special events such as farmers markets and street fairs. While they are limited to a few blocks in separate locations and are part of larger otherwise standard corridors, they extend pedestrian access to ensure Downtown remains a uniquely walkable, visitor- and resident -friendly area.
NEIGHBORHOOD STREETSCAPES
This group of street segments includes proposals for both Beaumont Avenue and 6th Street where travel lanes are reduced to one per direction to balance pedestrian and vehicular emphasis. Curb extensions shorten distances for safer crosswalks, on -street parking serves businesses, and tree -lined parkways promote livability in respective residential and commercial corridors.
COMMERCIAL STREETSCAPES
General Plan Downtown street types that maintain travel lanes to emphasize vehicular throughput and access to surface parking frontage are deemed Commercial Streetscapes in this Plan. These segments have been revised to include protected bike lanes and better sidewalk configuration in the Downtown Area Plan.
GATEWAY ROUNDABOUTS
The transition to two -travel -lane segments while maintaining capacity for future daily travel volumes can be handled by roundabouts proposed at either end of the Downtown Core area. These are considered opportunities to establish a landmark at the west and east entry points of Downtown.
OFF-STREET PARKING FACILITIES
While streetscape proposals shown in the Revitalization Plan increase on -street shared parking supply, additional off-street parking facilities will be needed over time to support specific development sites and general peak retail and commercial demand, even in a park -once strategy.
The following legend identifies the elements of the Mobility Strategic Framework across the Downtown.
LEGEND
Pedestrian Streetacapite
Pedestrian Shared Street
Pedestrian Event Street Closures
Recontil;uraiinre2 lanes + Median Parking
0 Gateway Raundrtbouts
C:::]
0 Neighborhood Streatscapes
Reconfiguration; 3 Lanes + Parallel Parking
Reconfiguration: 2 Lanes + Parallel Parking
Signalized intersection {Crossing intpro5rements!
Commercial Streetscapes
Reconfiguration: 2 Lanes + Landscape Median
Reconfiguration: 4 Lanes + Parallel Parking
Off•Street Public Parking Facilities
Parking Required to Support Development
Parking Recommended for Long Term Demand
Development Opportunity Sites
') Revitalization Study Area Boundary
Figure 1 - Legend
� f 1rih Si
W
w.m s. Lei. c..,.x. Rol
_J
r —ra
■
Figure 2- Mobility Strategic Framework Across Downtown
Enhancement and Transformation
The adopted Plan proposes significant enhancements seeking to transform the corridor along Sixth Street and Beaumont Avenue into the pedestrian safe environments that promote on street uses such as retail and eateries while also providing for vehicle throughput and safety. The following are concepts taken from the Plan.
Traffic Flow Enhancements
• Smart Traffic Signal System: Installed at Sixth Street and Beaumont Avenue, this AI -powered system uses real-time data to improve traffic flow and reduce delays. • Intersection Upgrades: Key intersections have been redesigned to improve vehicular movement and integrate pedestrian safety features.
Pedestrian Infrastructure
• Multimodal Corridor on Sixth Street: Sixth Street has been re-channelized to prioritize pedestrian movement, with continuous sidewalks and enhanced crossings.
• Pedestrian Crossings: High -visibility crosswalks and audible pedestrian signals have been added to improve safety and accessibility for all users. • Streetscape Improvements: The plan includes widened sidewalks, pedestrian - scale lighting, and landscaping to create a more inviting environment.
Parking Improvements
• On -Street Parking: Sixth Street features designated parking on both sides, improving access to downtown businesses.
• Public Parking Strategy: A coordinated approach to parking management supports increased foot traffic and reduces congestion, with future plans for expanded public parking facilities.
PROJECT LAYOUT + FEATURES:
O Active Pedestrian Street (Low Volume Shared
Street with Public Parking)
© Outdoor Dining Concept
© Renovated Laundromat as Dining or Concessions
el Renovated Historic City Hall for Dining
Q Public Realm Shade Pergola for Dining + Visitors
Q Close -able Cul-de-Sac for Small Events
O Shared Parking for Historic City Hall / Laundmmat
O Colored Concrete Paving Concept
O Downtown Gateway Arch Sign
EXISTING CONDITIONS
e.r
Figure 3 - Dining at Sixth Street and Beaumont Avenue
Figure 4 - City Center and Event Plaza
Figure 5 - Dining at Eighth Street and Beaumont Avenue
Figure 6 - Mixed Use at Sixth Street and California Avenue
Figure 7 - Mixed Use at Sixth Street and Magnolia Avenue
ya
'ata ter• 41111=14011EIMMgpe� rte,
Figure 8 - Mixed Use at Sixth Street and Maple Avenue
Figure 9 - Sixth Street from California Avenue to Beaumont Avenue Figure 10 - Sixth Street at Edgar
Figure 11 - Sixth Street at Beaumont Avenue
Figure 12 - Sixth Street from Beaumont Avenue to Palm Avenue Figure 13 - Sixth Street at Magnolia Avenue
Figure 14 - Sixth Street at Palm Avenue
Figure 15 - Roundabout at Sixth Street and California Avenue
Figure 16 - Roundabout at Sixth Street and Palm Avenue
Figure 17 - Beaumont Avenue at Sixth Street and Seventh Street
°T.
Figure 18 - Beaumont Avenue from Sixth Street to Seventh Street 10'
10 LAIMQ"T
3=
Vehicular Directional Vehicular Trailblazer Vehicular Trailblazer Parking Identification (mule-destInatlon}
FIGURE DC -2.2A: VEHICULAR WAYFINDING DESIGN CONCEPTS
BEAUMUNT
Pedestrian Directional
Pedestrian Map
(wf Trailblazer Option).
Pedestrian Information Kiosk
Interpretive 1 Historical 114" = 1`
Information Sign
Parking Structure
Marquee
P
A
R
K
I
N
G
1I4" = 1'
Figure 19 - Sign Concepts
FIGURE DC -2.2.C: DOWNTOWN GATEWAY ARCH CONCEPT r = 10
Vehicular Identity Custom Bollard
Downtown Freowa!
Identity Pylon
(w) Cell Tower Potential)
60'
Pedestrian Area Light Standards 1 ' - 1 c
Figure 20 - Downtown Identity Concepts
Next Steps
Staff is ready to move the Plan to the preliminary design phase for the street and streetscape design. The scope for the preliminary design includes:
• Investigations
o Survey and Centerline Control
o Right -of -Way Analysis
o Utility Research and Potholing
o Geotechnical Investigation
o Hydrological/Drainage Analysis
o Traffic Studies and Assessments
o Street and Pedestrian Lighting Analysis
o Tree Impact Analysis
• Design Options
o Renderings, exhibits, color boards, etc. for public presentation
• Preliminary Design Report (PDR)
o Introduction
o Project Features and Design Criteria
o Preliminary Design (30%)
■ Street Improvement Plans
■ Sidewalk, Pedestrian, and ADA Plans
■ Intersection Signalization Plans
■ Street and Pedestrian Lighting Plans
■ Signing and Striping Plans (Bike Lanes)
■ Landscaping and Irrigation Plans
■ Utility Plans (Existing, Proposed, and Relocation)
■ Street Furniture Plans
■ Monument and Overhead Sign Plans
■ Way Finding Signage Plans
o Preliminary Design Specifications
o Preliminary Construction Cost Estimates
o Statement of Limitations
o Reports and Studies
■ Survey and Boundary Control Technical Memorandum
■ Right -of -Way Technical Memorandum
■ Utility Research and Potholing Technical Memorandum
■ Geotechnical Report
■ Hydrology Report
■ Traffic Studies and Analysis
■ Lighting Analysis Technical Memorandum
■ Tree Impact Analysis Technical Memorandum
• Environmental Services
Consistent with the Plan's proscribed implementation steps, the preliminary design effort will provide supporting designs and reports. From the Public Works and Economic Development perspectives, these initial implementation steps represent the opportunity for Beaumont to begin realizing the bold goals of the greater Downtown District.
Fiscal Impact:
The estimated cost to prepare this staff report is $1,300. No other costs are associated with this staff report as it is an informational item only.
Recommended Action:
Direct staff to move forward with preliminary engineering plans and studies associated with implementing the Adopted Downtown Revitalization Plan.
Attachments:
A. Downtown Revitalization Plan
B. September 17, 2024, Staff Report
1 REVITALIZATION PLAN
SEPTEMBER 2024
dar
A•
s.
'1111 1 • 1 4 r, 9y ,o
•
ELEVATE 2050
DOWNTOWN BEAUMONT
REVITALIZATION PLAN :: ELEVATE 2050
ACKNOWLEDGMENTS
COUNCIL MEMBERS
Mayor David Fenn
Mayor Pro Tem Mike Lara
Council Member Jessica Voigt
Council Member Lloyd White
Council Member Julio Martinez III
PLANNING COMMISSION
Nathan Smith
Patrick Stephens
Steve Cooley
Philip Southard
Mario Garai
BEAUMONT PROJECT TEAM
Daniel Diaz
Elizabeth Gibbs
Todd Hopkins
Carole Kendrick
Christina Taylor
Kylie Tilema
Robert Vestal
Kyle Warsinski
DOWNTOWN BEAUMONT I REVITALIZATION PLAN
BEAUMONT PREPARED FOR:
City of Beaumont, California
r A i I r.
UPole s_ oprquTaM
PREPARED BY:
GHD Engineering, Inc: Jonathan Linkus, with Lesly
Ann-Legaspi, Ron Boyle, Nicole Greenberg, Simone
Hernandez, Tom Hessel, Kamryn Kubose, Patrick
Lewis, Noam Maitless, Frank Penry, Ramon Plaza,
Martinez, Charles Smith, Zachary Stinger, Todd
Tregenza, Kamesh Vedula
COLLABORATION WITH:
Linda S. Congleton + Associates: Linda
Congleton, with Michael Butler, Dylan Tanzil
TABLE OF
CONTENTS
PART I
ACKNOWLEDGMENTS
FOREWORD
TABLE OF CONTENTS + LIST OF FIGURES
BACKGROUND + DOWNTOWN VISION
1 OVERVIEW + BACKGROUND
1.1 CAPTURING THE FUTURE IN DOWNTOWN 4
1.2 PLAN OVERVIEW 7
2 DOWNTOWN CONTEXT + VISION
2.1 ELEVATE DOWNTOWN 2050
2.2 DOWNTOWN POLICY CONTEXT
2.3 DEVELOPMENT CONTEXT
2.4 SELECTED OPPORTUNITY SITES
2.5 DEVELOPMENT FORECAST
2.6 STAKEHOLDER INTERVIEWS
3 COMMUNITY WORKSHOPS + ALTERNATIVES
10 13
17 19
21 25
3.1 COMMUNITY ENGAGEMENT OVERVIEW
3.2 CHOOSING THE DEGREE OF CHANGE
3.3 FOCUSING THE PUBLIC REALM
3.4 PRIORITIZING THE CHALLENGES
3.5 SELECTING THE PREFERRED ROADWAY
28 30
31 33
34 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
PART II
DEVELOPMENT + MOBILITY
4 REVITALIZATION THROUGH DEVELOPMENT
4.1 SUMMARY + OBJECTIVES
4.2 DEVELOPMENT STRATEGIC FRAMEWORK
4.3 CITY ACCELERATED REVITALIZATION HUBS
4.4 GRACE AVE GATEWAY HUB
4.5 CITY CENTER COMMUNITY HUB
4.6 "THE ARBORS" LOCAL DINING HUB
4.7 6TH ST ACTIVE CORRIDOR INFILL
4.8 MIXED -USE AT 6TH ST + CALIFORNIA AVE
4.9 MIXED -USE AT 6TH ST + MAGNOLIA AVE
4.10 MIXED -USE AT 6TH ST + MAPLE AVE
4.11 DOWNTOWN WALKABLE HOUSING
4.12 WALKABLE HOUSING PROJECTS
5 REVITALIZATION THROUGH MOBILITY
38 39
41 43
45 47
49 51
53 55
57 59
5.1 SUMMARY + OBJECTIVES
5.2 MOBILITY STRATEGIC FRAMEWORK
5.3 DOWNTOWN MOBILITY PROJECTS
5.4 6TH ST RECONFIGURATION
5.5 GATEWAY ROUNDABOUTS
5.6 BEAUMONT AVE RECONFIGURATION
5.7 DOWNTOWN PARKING ANALYSIS
5.8 PARKING SOLUTIONS
5.9 PARKING RECOMMENDATIONS
62 63
65 67
71 75
77 79
82
iv
PART III
ACTION PLAN
6 REVITALIZATION IMPLEMENTATION PLAN
6.1 SUMMARY + ORGANIZATION
6.2 UNLOCKING POTENTIAL WITH ZONING REFORM
6.3 ADMINISTRATIVE + GOVERNANCE
6.4 REVITALIZATION HUB DEVELOPMENT PROJECTS + INITIATIVES
6.5 ACTION PLAN TIMELINE
PART IV
86 87
89 92
95 DOWNTOWN CODE
DC -1 DOWNTOWN ARCHITECTURE GUIDELINES
DC -1.1 ARCHITECTURAL GUIDELINES PURPOSE
DC -1.2 ARCHITECTURAL APPROACH & APPLICABILITY
DC -1.3 ARCHITECTURAL CONTEXT
DC -1.4 NATIONAL FOLK STYLE
DC -1.5 AMERCIAN CRAFTSMAN STYLE
DC -1.6 SPANISH MISSION STYLE
DC -1.7 EARLY 20TH CENTURY MODERN
DC -1.8 MASSING & FORM ARTICULATION
DC -1.9 CORNERS AT STREETFRONT
DC -1.10 AWNINGS & SHADES
DC -2 DOWNTOWN SIGNAGE PROGRAM
100
101
102
103
105
107
109
111
113
115
DC -2.1 SIGNAGE PROGRAM PURPOSE
DC -2.2 DOWNTOWN PUBLIC SIGNAGE STRATEGY
DC -2.3 DOWNTOWN PRIVATE SIGNAGE GUIDELINE
DC -2.4 REMOVING NON -CONFORMING SIGNS INCENTIVE
118
119
123
127
APPENDIX A: ECONOMICS REPORT
APPENDIX B: ENVIRONMENT MEMO
v DOWNTOWN BEAUMONT REVITALIZATION PLAN
vi
LIST OF
FIGURES
1 OVERVIEW + BACKGROUND
FIG 1-1: CRITICAL PATH TOWARD REVITALIZATION DEVELOPMENT CONCEPTS FIG 1-2: DOWNTOWN BEAUMONT REVITALIZATION + AREA PLAN BOUNDARIES FIG 1-3: PLAN DOCUMENT STRUCTURE
2 DOWNTOWN CONTEXT + VISION
5 6
8 FIG 2-1: GENERAL PLAN DOWNTOWN LAND USE ZONES
FIG 2-2: RECENT PLANNING RELATED TO DOWNTOWN REVITALIZATION FIG 2-3: MAP OF REGION
FIG 2-4: EXISTING URBAN CHARACTER AND DEVELOPMENT TYPES FIG 2-5: PARCEL CONDITION + DEVELOPMENT POTENTIAL
FIG 2-6: LONG-TERM DEMAND FORECAST + DEVELOPMENT SUMMARY TABLE 3 COMMUNITY WORKSHOPS + ALTERNATIVES
13 14
16 18
20 24
FIG 3-1: POSTER VOTE PLACEMENT BY STAKEHOLDERS TO INDICATE DESIRED DEGREE OF CHANGE FIG 3-2: STRATEGY: FOCUS ON SIDESTREETS AND ALLEYS
FIG 3-3: STRATEGY: TRANSFORM BEAUMONT AVE AND IMPROVE 6TH ST FIG 3-4: STRATEGY: TRANSFORM 6TH ST AND IMPROVE ALL AREAS FIG 3-5: COMMUNITY PRIORITIES FOR DOWNTOWN
FIG 3-6: PREFERENCE FOR 6TH ST CONFIGURATION
4 REVITALIZATION THROUGH DEVELOPMENT
30 31
32 32
33 34
FIG 4-1: DEVELOPMENT STRATEGIC FRAMEWORK ACROSS DOWNTOWN FIG 4-2: DEVELOPMENT CONCEPT FOR DINING AT 8TH AND BEAUMONT FIG 4-3: DEVELOPMENT CONCEPT FOR CITY CENTER PROJECT + EVENT PLAZA FIG 4-4: DEVELOPMENT CONCEPT DINING AT 8TH AND BEAUMONT FIG 4-5: DEVELOPMENT CONCEPT FOR MIXED -USE AT 6TH + CALIFORNIA AVE FIG 4-6: DEVELOPMENT CONCEPT FOR MIXED -USE AT 6TH + MAGNOLIA AVE FIG 4-7: DEVELOPMENT CONCEPT FOR MIXED -USE AT 6TH + MAPLE AVE FIG 4-8: DEVELOPMENT CONCEPT FOR HOUSING AT 8TH + EUCLID AVE FIG 4-9: DEVELOPMENT CONCEPT FOR HOUSING AT 5TH + EDGAR AVE FIG 4-10: DEVELOPMENT CONCEPT FOR HOUSING AT 5TH + MAPLE AVE FIG 4-11: DEVELOPMENT CONCEPT FOR HOUSING AT 5TH + MICHIGAN AVE 5 REVITALIZATION THROUGH MOBILITY
40 44
46 48
52 54
56 59
60 60
60 FIG 5-1: MOBILITY STRATEGIC FRAMEWORK ACROSS DOWNTOWN 64 FIG 5-2: 6TH ST CONCEPT FROM CALIFORNIA AVE TO BEAUMONT AVE 67 vii DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 5-3: PROPOSED 6TH STREET AT EDGAR AVE
FIG 5-4: 6TH ST FROM BEAUMONT AVE TO PALM AVE
FIG 5-5: 6TH STREET CONCEPT AT MAGNOLIA AVE
FIG 5-6: ROUNDABOUT CONCEPT AT 6TH ST + CALIFORNIA AVE
FIG 5-7: ROUNDABOUT CONCEPT AT 6TH ST + PALM AVE
FIG 5-8: BEAUMONT AVE INTERSECTION CONCEPTS AT 7TH ST + 6TH ST FIG 5-9: BEAUMONT AVE CONCEPT THROUGH 6TH ST + 7TH ST
FIG 5-10: DOWNTOWN PARKING FACILITIES + PARKING DEMAND AREAS FIG 5-11: 6TH ST WEST PARKING AREA WITH PUBLIC PARKING AVAILABLE FIG 5-12: 6TH ST CENTRAL PARKING AREA WITH PUBLIC PARKING AVAILABLE FIG 5-13: 6TH ST CIVIC CENTER AREA WITH PUBLIC PARKING AVAILABLE 6 REVITALIZATION IMPLEMENTATION PLAN
68 69
70 72
74 76
76 78
79 80
81 FIG 6-1: REVITALIZATION CONCEPTS CURRENT ZONING CONFORMANCE FIG 6-2: TIMELINE DETAIL FOR STREETSCAPE + "HUB" DEVELOPMENT PROJECTS FIG 6-3: DOWNTOWN REVITALIZATION ACTION PLAN TIMELINE
DC -1 DOWNTOWN ARCHITECTURE GUIDELINES
88 95
96 FIGURE DC -1.4.A: NATIONAL FOLK ELEMENTS EXAMPLE
FIGURE DC -1.4.B: NATIONAL FOLK COLOR PALETTE
FIGURE DC -1.5.A: CRAFTSMAN ELEMENTS EXAMPLE
FIGURE DC -1.5.B: CRAFTSMAN COLOR PALETTE
FIGURE DC -1.6.A: MISSION ELEMENTS EXAMPLE
FIGURE DC -1.6.B: MISSION COLOR PALETTE
FIGURE DC -1.7.A: MODERN ELEMENTS EXAMPLE
FIGURE DC -1.7.B: ART MODERNE COLOR PALETTE
FIGURE DC -1.8.A: MASSING SETBACK DIAGRAM
FIGURE DC -1.8.B: MASSING & FORM ARTICULATION IN DOWNTOWN STYLES FIGURE DC -1.9.A: CORNER WITH ENTRY DIAGRAM
FIGURE DC -1.9.B: CORNER TREATMENTS IN DOWNTOWN STYLES
FIGURE DC -1.10.A: AWNINGS HEIGHT DIAGRAM
FIGURE DC -1.10.B: AWNINGS AND SHADES IN DOWNTOWN STYLES DC -2 DOWNTOWN SIGNAGE PROGRAM
104
104
106
106
108
108
110
110
111
112
113
114
115
116
FIGURE DC -2.2.A: VEHICULAR WAYFINDING DESIGN CONCEPTS
FIGURE DC -2.2.B: PEDESTRIAN WAYFINDING DESIGN CONCEPTS FIGURE DC -2.2.C: DOWNTOWN GATEWAY ARCH CONCEPT
FIGURE DC -2.2.D: DOWNTOWN IDENTITY CONCEPTS
121
121
122
122
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1.1 CAPTURING THE
FUTURE IN DOWNTOWN
Downtown Beaumont is the
longstanding heart of the
community. While rapid growth
has seen suburban forms
community expansion in other
areas of the City, this plan
envisions and enables the City's
return to a revitalized, walkable,
entrepreneurial and resilient
district its citizens demand and
deserve.
CAPTURING THE FUTURE IN
THE HEART OF BEAUMONT
Beaumont is among Southern California's fastest
growing communities, seeing residential construction
permitting from 2018 through 2022 averaging 535 single
family homes per year. In recent years, the City has
been home to 56,349 residents (2022) living in about
17,000 households. Based on current growth trends the
General Plan considers a projected 31,021 households
at build -out and a total of 40,849 households inclusive of the immediate "sphere of influence". In all, the City is anticipated to see at least a doubling of the local
population by 2050 at this current pace. The new and
existing residents already demand an attractive and
walkable retail and dining destination within the City.
Many already describe weekend and evening trips to
Redlands and Temecula for such goods and services.
The challenge we face is capturing this demand for a true downtown setting that serves the local population and
may potentially attract traveler stops along Interstate 10.
Downtown Beaumont uniquely features the City's
entrepreneurial spirit with a broad range of small
businesses. Seven of the nine highest rated (Yelp
rated 4 and above) full -service and quick casual dining businesses in Downtown are independent non -chain
restaurants. The district also hosts the annual Cherry
Valley festival at Stewart Park and related parade along 6th Street. This district of small-scale development and small businesses contrasts with the big -box anchored
strip retail developments along E 2nd St. These two
5th Street, Downtown Beaumont in the 1940s
4 areas are deemed complimentary rather than competing, because residents demand a walkable district consisting of independent higher quality dining surrounded by
shaded street -facing outdoor environments.
This district will reflect the future of economic and
community development in the greater San Gorgonio
Pass area because it prepares the City to enable and
encourage development types introduce "gentle density"
to reconstitute a compact Downtown. Small format
independent non-drive-thru restaurants that share public and publicly accessible common spaces are likely to be
the first to develop. Then, housing types in the "missing middle" density range such as townhomes, more compact
stand along single family units, and bungalow courts
all offer more affordable starter homes that bring a
captive constituency needed to support new Downtown
retail. Mixed use development with housing over retail
and dining is evaluated for sites along 6th St. Together, introducing these types means bringing new forms of
growth already sought by developers and tenants.
Likewise, residents and business owners demand
transformative change to the two major corridors of
Downtown along Beaumont Ave and 6th St. Current
road configurations for both enable speeding while
pedestrians must manage unsafe crossing. The roadway
reconfigurations for both promote pedestrian attendance of multiple businesses after parking once. The median
parking proposal along 6th St in conjunction with two
proposed roundabouts will render Downtown Beaumont's
main drag as the regions most impactful stroke of
urban cooling, walkability enhancement, and landmark
placemaking in the region.
In all, this Revitalization Plan envisions the addition of 8 to 12 dining establishments, a total addition of
around 70,000 gross square feet of commercial space,
surrounded by infill development of 93 additional dwelling units. The plan therefore captures as much as 6% of the total long-term retail growth anticipated in the recent Economic Development Strategic Plan and as much as
15% to 20% of the total growth in dining floor -area.
iht
DOWNTOWN ECONOMIC
CAPACITY AND VIABILITY
The Revitalization Plan addresses the Economic
Development Strategic Plan by measuring how much of
the citywide projected housing and commercial growth
can be accommodated in the Downtown Area. The
development proposals shown in this plan constitute
a capacity study where building types most sought by
tenants and developers are determined economically
viable, then are sized to fit the available opportunity sites. That test of economic viability requires that the individual uses within each project, and the sum of all development in the capacity study, fit a projection of
incremental economic growth. These proposals need
also to fit the overall vision for land use, street frontage activation, and livability described in the Downtown Area Plan.
Context + Policy
Baseline Analysis
ECONOMIC 7 bOWNTO
FORECAST 'AREA FLAN
• Local Housing - -
Tre n ds
Regional
Competitors
Development
Types
20 -YEAR DEMAND TYPOLOGIES
Economically Viable Buildings + Uses
Fig 1-1: Critical Path Toward Revitalization Development Concepts
THE PAST AND FUTURE IN
DOWNTOWN BEAUMONT
Downtown Beaumont and its immediate vicinity have
long been the heart of activity in the San Gorgonio Pass Area. As the community of San Gorgonio this core area
of Beaumont hosted the main railroad depot known as
Summit Station between Redlands and the Coachella
Valley at Egan Ave immediately south of Downtown
in the 1880s. Visitors would flock to the Beaumont
Hotel, operating from 1887 to 1907, which stood at
approximately 5th St and Beaumont Ave - near the heart
of Downtown today. The district was home to several
hotels accommodating Pass travelers over the decades
before and proceeding.
The area remained the core of the City of Beaumont
through the City's founding in 1912. The historic City
Hall still stands on Grace Avenue, and several historic structures existing in or near the Revitalization Plan
study area, including a Carnegie Library and many
Looking Forward
Concert Prosoal
''STAKE
STRATEGY
Moderate
Change
uality Dini
Outdoors
Emphasis on
REVITALIZATION DEVELOPMENT CONCEPT
Zoning+ Parking Analysis, P iroeis,
massaging. Capital Project Priorities
5 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
Victorian homes. Downtown was the commercial hub
of the "Balanced City" which was partially lost when the Interstate system was constructed in 1964. Until that
time, 5th St was the commercial spine of Downtown and
6th St supported some auto -oriented commercial on its
western end near California Ave.
The City of Beaumont has been engaged in a variety
of revitalization efforts in the downtown since the
mid -1990s, including Redevelopment Agency efforts,
the development of affordable housing sites, city
sponsored landscaping and maintenance services, and
Cherry Valley Festival Parade on 6th St in 1947
the introduction of special events. The City sponsored
a Facade Improvement Program in 2008 and is looking
to reintroduce the program in the future along with
a Downtown Signage Program. With the demise of
Redevelopment Agencies in the State of California,
the Downtown Area Plan and this Revitalization Plan
are intended to serve as the guiding documents to be
used by City staff in implementing a City -led effort to reconfigure Downtown as a walkable economic center
once more.
FIG 1-2: DOWNTOWN BEAUMONT REVITALIZATION + AREA PLAN BOUNDARIES Wel!wood Fvo
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REVITALIZATION PLAN BOUNDARY
This Revitalization Plan addresses a smaller area of focus within the boundary of the Downtown Area Plan with one
exception where the Revitalization Plan extends just beyond the western boundary of the Area Plan along W. 6th St. In summary, the Revitalization Plan boundary extends one
block east and west of Beaumont Ave north to E 11th St. It includes one block north and south of W. 6th St and E. 6th St (summarized as 6th St in this document) along the length of this corridor, beginning at Veile Ave at the west periphery and east to Pennsylvania Ave. Parcels fronting 5th St to its north and south to Interstate 10 are included. The plan boundary includes the Civic Center block extending to its northern limit at E 7th St and entails recommended use beyond that on an adjoining City -owned residential house lot. Plan proposals for private development and public realm improvements are focused within these extents but confined northward at 8th St on Beaumont Ave and out to Palm Ave along 6th most of which entails the Downtown District identified in the Area Plan.
6 1.2 PLAN OVERVIEW
This Plan is Intended to guide
implementation of the Area
Plan, set expectations about the
economic capacity of Downtown,
capture the view of stakeholders,
and arrange priorities for the City.
PURPOSE & INTENT
This Downtown Revitalization Plan builds on the strategic planning and economic development work already
completed by the City through 2022 and in conjunction
with an update of the downtown development code that
commenced in 2023. This document directly supports
and adds detail to the Downtown Area Plan. The primary
purpose of this document is to describe a downtown -
specific economic development plan and project -by -
project feasibility report.
In this way, it also is a guide for implementation of the Area Plan. This includes adding site -specific physical proposals for streetscapes and private development
projects that are economically viable in the near term.
Each of those proposals is accompanied by a step-by-
step list of initial actions; further, district -wide measures to allow, stimulate, facilitate development within the
Downtown area follow in the implementation chapter.
The Downtown Area Plan combines years of direct
stakeholder engagement through the City's ongoing
relationships borne by business development efforts.
The first round of workshops for a public audience and
the planning commission was an opportunity to revisit
and confirm Area Plan roadway proposals against
alternatives. This and stakeholder approval of Downtown Vision development types mean the Revitalization Plan is an outreach extension of the Area Plan as well.
APPLICABILITY
The Downtown Area Plan will remain the planning policy
in -force for Downtown Beaumont, and the Revitalization Plan does not repeal, nor replace, and portion of the
Area Plan. This document does make recommendations
for revisions to the Zoning development standards that
previously were drawn from the Area Plan. Because
all roadway proposals provided in the Area Plan were
affirmed and approved by stakeholders in Revitalization Plan workshops, those streetscape concepts do not
change. In summary, this document is supportive of the
Area Plan and under separate cover, upon City Council
Approval.
Other elements of this work that will affect standing
documents include a recommendation to prepare an
Addendum to the Program Environmental Impact Report
for the General Plan that is pertinent to Downtown is
advised and would modify the environmental reporting.
Governance programs and capital improvements from
this plan are expected to be added to regular Capital
Improvement Programming (CIP) as needed over time.
The Revitalization Plan is accompanied under separate
cover by a Downtown Signage Program and Architectural
Guidelines, which are separately adopted by the City
Council. The Architectural Guideline for Downtown does
not replace or change any aspect of the revised Code but may be used by Planning staff in project reviews.
PLAN OBJECTIVES
An overview of this Plan's objectives delivered in this, and accompanying reports/appendices are as follows:
• Provide a comprehensive policy and regulations
analysis of all City documents pertaining to
Downtown, especially focusing on codes affecting
development.
• Collaborate with Downtown business and property
owners, City Staff, and Council to review current
Vision concept development types and streetscape
concepts.
• Assess the market feasibility for economic uses
and development types for specific Downtown sites
and determine compatible and practical Downtown
projects.
• Review the Downtown Area Plan, Economic
Development Strategic Plan, Zoning Code and
General Plan and provide recommended changes in
this Plan.
• Review the General Plan PEIR to determine if
additional CEQA analysis will be needed for
implementation.
• Obtain input through surveys, community meetings
and directly with local stakeholders including
Downtown merchants and property owners.
• Assess existing conditions, past performance, and
future trends in conjunction with stakeholder input to
build on the Downtown Vision with City Staff.
• Produce a Downtown Revitalization Plan and
Implementation Plan (with phasing and estimated
costs to begin implementing improvements).
• Prepare an administrative draft to be presented to
City Staff, incorporate final input and prepare a Final Document to be presented to the City.
7 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
REVITALIZATION PLAN STRUCTURE
This plan is organized into four major parts:
Part I - Background + Downtown Vision includes
the introductory Overview + Background chapter.
This is followed by a review of existing conditions
in Chapter 2 - Downtown Context + Vision. This
includes a review of policies and prior planning,
downtown opportunity sites, and a summary of the
Development Forecast drawn from the economic
study prepared in conjunction with this plan.
Stakeholder interviews prepared by that economics
consultant are also summarized. Chapter 3 -
Community Workshops + Alternatives serves as a
comprehensive review of engagement to ensure
this is a community led strategic document. In
Chapter 3, voting returns on street section and
community transformation alternatives are included
- as well as stakeholder priorities for Downtown.
Part II - Development + Mobility includes physical
proposals for Revitalization to help envision a
redeveloped and reconfigured Downtown.
Chapter 4 - Revitalization Through Development
focuses on economic opportunities through land
use and private development. Some of those
projects may occur on City -owned lands and entail
partnership with private developers. Elements
of this chapter that are most useful to City staff
are the potential site development yields (or
gross square footage), typical parameters for
economically viable development types, and
site plans that may be used in conversation
between Economic Development and potential
entrepreneurs.
Chapter 5 - Revitalization Through Mobility pertains
to public realm improvements along streets and
rights -of -way. This chapter essentially provides
proof -of -concept plans for street sections on
the books through the Area Plan. It details and
describes how those sections may be prepared
along the length of these corridors. In addition, the
chapter introduces proposed roundabouts along 6th
St. At the end of the chapter is a detailed analysis
of future parking demand compared to supply
followed by recommended options to address future
need.
• Part III - Action Plan includes a detailed
description of governance initiatives and programs
that will benefit all of Downtown. Following that
are detailed instructions and business -friendly
measures that will particularly benefit the City -
led Revitalization Hub projects. At the end of
the Implementation Plan chapter is an Action
Plan timeline. Supporting documents prepared
in conjunction with this plan are provided as
appendices and include the full final economic
report and environmental memo.
• Part IV - Architecture + Signage is a guideline
under separate cover that will be used in design
review and capital improvements discussions to
ensure a cohesive and coherent Downtown physical
environment.
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APPENDIX ENVIR0NMENTCS
APPENDIX 8:
DOWNTOWN
5IGNACE PROGRAM
ARCHITECTURE
DESIGN GUIDELINES
FIG 1-3: PLAN DOCUMENT STRUCTURE
8 4 +
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2.1 ELEVATE DOWNTOWN 2050
Downtown Beaumont is the heart of the community, where unique small businesses, City events, local government, and surrounding residents come together. It is a district rich with opportunity and full of human potential.
Understanding the vision, acknowledging challenges, and carefully measuring economic capacity, are the first steps to unlocking this bright future.
OVERVIEW: DOWNTOWN'S
EXISTING CONDITIONS +
CURRENT PLANNING
The current state of planning for Downtown is
documented in the General Plan's Chapter 11 Downtown
Area Plan. It includes a Vision statement which this
Revitalization Plan supports and implements. It is
included on the following pages. The related Land Use
Zones implements that Vision by committing Downtown
to active ground floor uses and which provide the basis of a development code that is being updated concurrent
to this plan. Included in this chapter is a review of the Downtown's physical environment with consideration
to the constraints and opportunities for future growth it provides.
The last section of this chapter is a condensed summary of the concluding economic forecast authored by the
real estate consultant attached to this plan project. It includes a carefully considered outlay for retail, dining, and housing development and their most economically
viable development types.
HOW TO USE THIS CHAPTER
This chapter presents a cross section of information
related to existing conditions and current planning. This information can be used to:
• Reiterate our commitment to a vibrant heart for the
community in the Vision Statement from the General
Plan's Downtown Area Plan
• Review the Land Use Zoning plan provided in the
Downtown Area Plan as it organizes development for
the study area
• Understand how this project builds upon and grows
from longstanding planning efforts that include
Downtown going back as far as 2014
• Present the case for a focus on certain opportunities for Downtown development and help the public
understand the rationale behind that vision
• Anticipate the most economically viable highest
and best land uses for developments and their
development types in the economic forecast
10 ELEVATE DOWNTOWN
2050 VISION
VISION STATEMENT
Downtown Beaumont will be the heart of the City, providing an exciting diversity of economic, residential, and cultural opportunities. It will be a vibrant and dynamic place to work, live, shop, and gather for special events. It will also be a pedestrian - friendly environment with comfortable sidewalks and an inviting streetscape. The Downtown Area Plan will create a balanced and integrated mix of residential, office, retail, and civic land uses that generate daily activity in the daytime and evenings and create a lively and dynamic environment. This plan encourages opportunities for public gathering spaces and parks for civic and cultural events that are supported by a street network which meets the needs of pedestrians, bicyclists, and motor vehicles.
Downtown, Elevated
11 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
2.2 DOWNTOWN
POLICY CONTEXT
This Revitalization Plan constitutes
a major milestone in a course
of planning in Downtown as far
back as 2014 and builds upon
the detailed policy and design
landscape those efforts provide.
DOWNTOWN LAND USE DISTRICTS
The main element of the Downtown Area Plan is its
Downtown Land Use Districts map and related land use
designations. At the heart of the Area Plan boundary
is the Downtown Mixed Use land use, which includes a
requirement that Active Ground Uses face Beaumont
Ave and 6th St. Here, higher residential densities and
mixed -use development types are encouraged as infill
and redevelopment over time. This constitutes the Area
Plan Downtown Core and is described in the map as the
Downtown District.
• Downtown Mixed Use: maximum density 15 DU/Ac
with maximum FAR of .35
Extending beyond that Downtown District, along 6th
St and Beaumont Ave, are the Beaumont Mixed Use
and Sixth Street Mixed Use land use designations.
The Sixth Street Mixed Use land use designation is
accompanied by a matching "Residential" designation,
with matching development maximums and a
description that more greatly emphasizes large multi-
family projects. These land use designations allow:
• Sixth Street Mixed Use: maximum density 22 DU/Ac
with maximum FAR of .5
• Beaumont Mixed Use: maximum density 10 DU/Ac
with maximum FAR of .35
FIG 2-1: GENERAL PLAN DOWNTOWN LAND USE ZONES
DOWNTOWN LAND USE DISTRICTS
I. ctr El4kindifY
BeaumnM Mental Dieerie{
erg'Downtown asp
1 I Exlendetl Stai &reek biBLi1c
Dcwn7pwm R4tida.i4, l Single Farn:ly
Dorerrown Mixed Ree,deniat
GawMown Rusicknlial M4kijarnify
Altogether, these land use designations accommodate
an intended increase in development intensity
that fulfills the Area Plan Vision Statement for a
walkable and vibrant Downtown. This Revitalization
Plan supports their implementation and provides
recommended refinements that would allow
economically viable development types evaluated for
selected Opportunity Sites.
Doom -down Mixed USe
Beaumcnl Mlx,ed Use
Sion Slreei Mixed Uce
S;Ih &reelili J Uae - RoWential
_ Local Carni.rual
— Pubrit
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Required
13 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DOWNTOWN WORKSHOPS RELATIONSHIP TO GENERAL
A detailed vision for a major Downtown redevelopment
centered in the study area was presented to the
community by the Economic Development Department.
The concept suggested dramatic mixed -use with
retail ground floor uses facing a highly walkable 6th
St. This vision would be long range, and aspirational,
but provided overall impetus for future discussion of
Downtown Revitalization
ECONOMIC DEVELOPMENT
STRATEGIC PLAN
The Economic Development Strategic Plan framed an
economic future for all of Beaumont and addressed
future retail and employment opportunities that would
lead to a resilient local economy. Economic development marketing was emphasized as an important "high
priority" measure, with related business outreach
and industry targeting. The report noted the growing
number of young families establishing themselves in new residential areas of Beaumont - enhancing demand for
an attractive and walkable Downtown.
PLAN + RELATED PEIR
The updated General Plan for Beaumont, adopted as a
whole in early 2021, includes the Downtown Area Plan
that serves as the governing land use policy for the
Downtown Area and encompasses all blocks affected
by this Revitalization Plan. This plan does not replace, but rather, confirms, informs, details, and guides the
implementation of the Area Plan. The Revitalization Plan does this in three major ways:
• Confirms the land use direction and transportation
proposals through outreach that included Area Plan
content
• Informs future land use and development direction
with an economic forecast and development capacity
study
• Details the Area Plan with streetscape plans and
land development concepts site plans
• Guides implementation of the Area Plan with
recommended governance measures and project
timing
The General Plan and Downtown Area Plan chapter
were fully supported through Revitalization Plan public outreach, and development proposals befit the land use
direction intended in this zoning plan. However, some
land use districts allow specific intensities (e.g. floor area ratio (FAR) and dwelling unit counts per acre (DU/Ac))
that unintentionally prevent some building and unit types such as studio flats, one -bedroom flats, and townhomes.
Additionally, some economically viable compact housing
development types appropriate to a low-rise Downtowns
such as this are not allowed in some land use districts.
Therefore, this plan provides some recommended
amendments to these established zones.
Among those recommendations, this plan also suggests
that simplifying the land use districts by reducing
the quantity of zones may be beneficial to Downtown
Revitalization. The related Programmatic Environmental
Impact Report (PEIR) includes Downtown Area Plan
proposals, and this Revitalization Plan aligns with those proposals. The PEIR was reviewed as part of this plan
and a recommendation for a PEIR Amendment is made in
the Implementation Plan chapter.
FIG 2-2: RECENT PLANNING RELATED TO DOWNTOWN REVITALIZATION (CONT. ON NEXT PAGE) Projects
Workshop
Sep 2014
MEEK I.', LI'LP4k1
uy r r,zo.rair irticomarlal iffliaittbr
Jul2019
Oct 2020
Dec 2020 I Jan 2021
14 PARKING MANAGEMENT PLAN
The Parking Management Plan presents a comprehensive
existing conditions report and strategy to address
future parking demand across the City, and especially
in commercial areas such as Downtown. The report
includes a block -by -block census of on -street parking spaces available and a high level August 2020 peak
occupancy study - the results of which show overcapacity in the near term.
The report promotes the benefits of the Downtown
Area Plan, parking requirements recommendations,
shared parking recommendations, and parking fee in -
lieu recommendations. Details for an eventual parking
meter program are included. Notable is a recognition
of need for more shared public parking facilities and
improvements for pedestrian safety and wayfinding.
The conclusions of the Parking Management Plan are
organized into short, mid, and long term strategies.
Among near term proposals are reduced parking
requirements for Downtown, an in -lieu parking fee.
Mid-term recommendations include streetscapes and
wayfinding improvements; long-term recommendations
focus on demand management through permitting and
pricing.
DOWNTOWN VISION WORKSHOPS
In September of 2022, the regular Downtown Business
and Property Owners meeting included a presentation
and listening session related to $500,000 allocated
to funding of the business incentive programs for
Downtown. Feedback was gathered and the overall
vision and future for Downtown was discussed. An
upcoming consultancy for this Revitalization Plan was
also discussed and the meeting served as a precursor to the Revitalization Plan kickoff in the following December. 6TH CYCLE HOUSING ELEMENT
The Beaumont General Plan 6th Cycle Housing Element
was adopted in September of 2022 shortly before this
Revitalization Plan commenced. It does not identify any moderate or affordable housing inventory sites in the
final Revitalization Plan study area boundary, but does RECENT PLANNING RELATED TO DOWNTOWN REVITALIZATION (CONT.) Vision
Workshop
Mar 2022
Vision
Update
Sep 2022
Incentives Program
highlight large parcels for affordable multi -family projects east of Pennsylvania Ave and north of 6th St.
OBJECTIVE DESIGN STANDARDS
+ ZONING UPDATE
Concurrent to this plan, the City retained Lisa Wise
Consulting to prepare code amendments to provide
Downtown a set of Objective Design Standards pertaining to the Residential Single Family, Residential Traditional Neighborhood, Downtown Mixed -use Zone, Sixth Street
Mixed -use Zone, and Sixth Street Residential Zone.
These design standards were adopted in September
of 2023. These Design Standards include significant
updates to frontage and facade design, access, frontage massing, parking placement and design, windows and
active ground floor design. In addition, Citywide zones are also being updated concurrent to the Revitalization Plan, and Downtown land use recommendations it
provides will be integrated into that zoning amendment. •
674 Cycle Housing Element
Lily 8l kium ,-(
Sep 2022
DOWNTOWN
REVITALIZATION
PLAN
Nov 2022
15 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DOWNTOWN BEAUMONT
IN THE REGION
Beaumont resides at the intersection of State Route 60
and Interstate 10 with connections south via State Route
79. The City occupies the high point along 1-10 on its
run between Redlands and Palm Springs. As a result,
Beaumont and neighboring Banning are among the last
communities for eastbound travelers on their way to
the outlying desert of Coachella Valley. This gateway
condition is addressed in the accompanying real estate
forecast as important for long range capture of highway travelers seeking a stopping or way -point to and from
coastal cities.
Many Beaumont residents share stories of long drives of 30 to 60, even 90, minutes to neighboring competitors
for shopping and dining on evenings and weekends
- centers such as Redlands, Temecula, Yucaipa, and
Morongo. These represent a donut ring of attractive
dining and leisure options; in the center is Beaumont's fast growing resident population looking for a local
Downtown in the 10- to 15 -minute range.
In reach of Downtown Beaumont is a row of commercial
"power center" style development along 1st St and 2nd
St at S Highland Springs Ave. These are not deemed
direct economic competition as they favor major chains
and lack the independent commercial and fine dining
emphasized for Downtown's revitalization.
In addition to commercial and build context area major
regional scenic and natural recreational assets in the
backdrop of Mt. Gorgonio and the San Jacinto Mountains.
Idylwild and Oak Glen are rural destinations that add
value to life in the vicinity of Beaumont. Lastly, Cherry Valley serves as an outline residential and rural growth apron for Beaumont - a sphere -of -influence - where
fast growing low -density neighborhoods, community
activities, and local identity are part of the Beaumont picture.
FIG 2-3: MAP OF REGION
16 2.3 DEVELOPMENT
CONTEXT
Downtown Beaumont is a well
developed commercial area with
historic assets and longstanding
housing; its revitalization as the
heart of the community depends on
improving environmental conditions
and development suitability.
CHALLENGES
The primary challenge to new Downtown development is
a lack of ready -to -build vacant parcels; further, existing parcel patterns consist of shallow and narrow lots of
varied size. Large scale redevelopment is an unsuitable approach to Downtown as most blocks currently host
significant employers and well -loved shops and local go - to dining. Housing is well occupied and some vacant lots exist to support residential infill.
Beyond development conditions, challenges exist to
the safety, comfort, and legibility of the public realm for pedestrians, both visiting and local. Beaumont Ave and
6th St are the main public realm constraints as they are too wide with unsafe travel speeds for pedestrian use.
A lack of shade, street trees, wide usable sidewalks,
wayfinding, and clean multi -use alleys all contribute to the challenge this growing Downtown may face.
Lack of Awareness of
Downtown as a Cohesive
District with a distinct
identity and experience
from other commercial
areas of Beaumont:
While the urban
fabric stands apart
from other areas, there
is a need for end -to -end
sense of being in one
place.
Constrained for Space with
business operations and
multiple site functions
competing for limited
space: Activities such
as shared parking,
dining, accessible
routes, and
driveway access are
compressed. This results
in a less pedestrian -
friendly environment.
Lack of Shaded Outdoor
areas which can serve
dining and pedestrian
activity related to local
restaurants and
regular events: This
includes a lack of a
dedicated streetscape
which can be closed
to vehicle traffic for
walkable events such as
street fairs and markets.
Lack of Large
Contiguous Parcels
with varied building
conditions,
sometimes historic,
adjacent vacancies,
and often under
separate ownership:
The main constraint
to new development is
small parcels.
Business Alleys as
ill-defined spaces
without evident use for
pedestrians: Poorly
lit and potentially
unsafe, all alleys
are candidates for
improvements that
benefit vehicles and
visitors.
Pedestrian unsafe
Downtown streets as a
significant impediment
to revitalization goals:
Excessive vehicle
speeds, unprotected
pedestrian crossings,
narrow sidewalks,
and lack of significant
landscape improvements
are all part of this
challenge.
17 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DOWNTOWN PHYSICAL STRENGTHS
1. Potential near -term and long-term roadway
▪ reconfigurations that emphasize pedestrians
2. City owned lands that can be used to instigate a
change in Downtown perception
3. Historic buildings and architectural heritage that
anchored Downtown for a century
4. Direct access from the freeway to capture
interstate and regional travelers
5. Future Stewart Park and City Hall Plaza
improvements proposals
6. Clustered / contiguous vacant parcels for
compact walkable housing.
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FIG 2-4: EXISTING URBAN CHARACTER AND DEVELOPMENT TYPES
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LEGEND
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Government: Comrnunity or Instlkutionai Facdtty
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SUeet OrienIed Retail with Acli4er Frornage
Mult+•reiartit and/or In•Line Retail Budding
Suburban Retail (Auto Oriented See)
4ko�rse Corwershon to Office Retail
ReatAenital & Lodging Typ4i
Lodging or Converted Lodging
S i'gle Family or Low•Rlsc Residential
t.tobl le Hon.* Residential
Light & Flex Industrial Types.
Development Opportunity
City Owned Lands
Jrise elopedLana
Study Area Boundary
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2.4 SELECTED
OPPORTUNITY SITES
The carrying capacity of a revitalized
Downtown Beaumont is measured at
the intersection of the development
forecast for economically viable
projects and the most viable parcels
that can be ready for development
within a 10 to15 year time horizon.
OPPORTUNITIES
The following Downtown sites are included in a capacity study found in the Revitalization through Development
chapter. Each site includes a cluster of parcels that
some have current uses anticipated to remain for many
years; all of these areas have the greatest potential to host vibrant Downtown development projects:
1. Currently the cleaners building at 6th St and Grace
Ave is unoccupied; likewise, the City -owned historic
City Hall (prior School District) is vacant and slated
for renovation. Together they adjoin a small empty
parking area. The end -capping of Grace Ave as public
right-of-way, the City's involvement in repositioning the Beaumont Cleaners toward a new use, and the City
Hall give Beaumont significant access to this area as a development project hub.
2. Commercial frontage along 6th St at California Ave
includes un-leased retail space, a closed service
station, and some small vacant parcels. A cleaning
business occupies the west end of this row and
is well utilized. Along California Ave is a business
establishment understood to be changing use in the
near term and the City's fleet maintenance facility.
The amount of vacant commercial at this highly visible
corner makes it a long term opportunity for new
development.
3. The vacant house lots at 8th St facing Beaumont and
Euclid Ave together offer a residential and commercial
frontage opportunity. The site is mostly vacant with
one un-leased home. The planning team understands
these lots may be for sale and there is interest from
developers.
4. The Civic Center includes City Hall, the existing Police Headquarters, several storage and office buildings,
and a large park -and -ride lot shared with the Police.
The site bounded here includes a City -owned house lot
to the north used for storage. The entire opportunity
site is City controlled and offers a rare opportunity for significant new public and private space.
5. These three opportunity sites constitute a vacant land use condition typically including three to five house
lots that may be merged to provide a compact single
family project greater in quantity than the current
number of parcels - sometimes referred to as a "six
pack" or "eight pack."
6. These sites are identified in the Downtown Area Plan for active ground floor frontage facing 6th St, and this Revitalization Plan encourages zoning reform and lot
merging which may allow mixed -use with housing over
retail as infill along this corridor.
LEGEND
■
r —=J
Active Use + Well Utilized Parcels
Gop.KrninenrL1.waiCddr ULuIteLI
Large Multitenan! C'omMercial
LCing Term USE Charms Feteillial
Strategic Kay Parcells
Commerciat or H istorica I Asset
Strategic Location
Undalutllized Parcels
Vardnt. Partial Storage or Minimal Utilization
UnUeruulrzed or Parkung Use Only
S[orage AG1ivity
Residerftial Adjacont h Underusrlpz d
Solected Revitalization Opportunity Sitos
Study Area Boundary
19 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
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PARCEL CONDITION + DEVELOPMENT POTENTIAL
N
CD
L
2.5 DEVELOPMENT
FORECAST
This development forecast provides
a data -driven and field -researched
growth scenario to be compared to
available opportunity sites. This helps
project planners right -size the future
anticipated for Downtown Beaumont to
better prepare for its revitalization.
The development forecast provides an applicable best -
case scenario for business growth and related building
construction that is also demographically supportable
and economically viable. This forecast of long term total development is provided for housing, restaurants and
retail. These long term measures are built up in phases:
near -term (5 to 10 years), mid-term (10 to 15 years), and long-term (beyond 15 years and as far as 25 years).
The local business conditions and regional competitive
economic context are provided in full detail in the
"Downtown Beaumont Economic Revitalization
Action Plan," this project's supporting real estate
and development forecast report - and copied as an
appendix to this Revitalization Plan. Overall, the following forecast approach and conclusions, as well as the
stakeholder interview summary, are abridgments of the
full text of that supporting document.
RESTAURANT DEVELOPMENT
FORECAST APPROACH
A detailed analysis of near -term to long-term demand
for restaurant development was performed to establish
a phased restaurant development forecast, including
number of businesses and expected most -viable typical
gross square footages. The forecast process included
a careful balancing of six factors, each from different research sources, to support a realistic and likely
scenario:
Housing Rate: Rate of past and future Citywide
housing permits, including demographic aspects
Capture Rate: Share of Citywide visitation and
spending captured by the Downtown study area
Business Footprint: Size of average restaurant type
for which demand will be greatest
Potential Renovations: Potential for a probable
number of Downtown restaurant locations to
renovate and absorb new business arrivals in
Downtown
• General Plan: Volume of total Citywide and sphere -of - influence total housing
Regional Access: Increased visitation rate that
presumes market capture from regional travel along
the I-10 freeway
• Sales per Square Foot: Supportable sales per square
foot relative to total disposable income projected
from census trends for households forecast to arrive
in the market area.
Potential renovations may account for restaurant
growth through the continuation of many existing dining establishments. This plan presumes current businesses
rated 4 and above on Yelp reviews as likely to continue as dining space supply, totaling 13,790 square feet.
A detailed discussion of considerations and data inputs for each of these six factors is provided in the "Downtown Beaumont Economic Revitalization Action Plan," this
project's real estate and development forecast report.
RESTAURANT DEVELOPMENT
FORECAST CONCLUSIONS
Near -Term (5 to 10 years):
Depending upon construction timing, Downtown
Beaumont may theoretically support at least a dozen
dining outlets —re-creating a new image of itself as a
worthy destination for residents —and possibly starting to draw some visitors traveling along Interstate 10 as well.
Mid -Term (10-15 years):
When the City reaches a development level concomitant
with current rates of housing growth, total demand for
Downtown dining will be 40,343 square feet. When the
City reaches its build -out figure of 31,021 households based on housing growth rates to fulfill the General Plan expectations, without capturing customers from the
larger sphere -of -influence and I-10 freeway travelers, demand for Downtown dining will be 55,349 square feet.
21 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
Long -Term (15-25 years):
When the City reaches its build -out figure of 31,021
households, along with a sphere -of -influence that
includes 9,828 additional households, a total dining
demand in Downtown may reach 76,112 square feet,
inclusive of additional 10% support from Freeway 10
travelers and other regional (non -Beaumont) customers.
At an average size of 3,460 square feet, this demand
translates into about 20 to 22 food service outlets,
representing a strong pedestrian oriented variety of
drinking, dining, and take -away food service outlets.
RETAIL DEVELOPMENT
FORECAST APPROACH
A detailed analysis of near -term to long-term demand
for retail development was performed to establish a
phased retail development forecast, including number
of businesses and expected most -viable typical gross
square footages. Like the methodology used for dining,
the economic analysis compared the demand for
Downtown retail with the supply of space that exists.
Unlike restaurants, that require newly -constructed,
high -ceiling new buildings for contemporary operators
in the Downtown core, Beaumont already has a high
quantity of small shop retail space in Downtown that can be upgraded and/or renovated. While many small shops
exist in the Downtown area, they have not thrived due to a lack of adequate pedestrian traffic that could be drawn by quality dining. As the area becomes more visited, and as the dining destinations become more popular, existing space retailers should experience increased customer
traffic and sales. Some new stores may also be added
through development of mixed -use building types as the area matures.
There is a total of 62,606 square footage of small shop space in Downtown Beaumont —a large figure that may be
restored, revitalized, and/or renovated for existing and new stores.
A detailed discussion of considerations and data inputs, including the preponderance of existing retail space
is provided in the "Downtown Beaumont Economic
Revitalization Action Plan" this project's real estate and development forecast report.
RETAIL DEVELOPMENT
FORECAST CONCLUSIONS
Near -Term (5 to 10 years):
There is no net new retail space demand for newly
constructed retail space for over ten years, nor is there any net new supportable space at City build -out. The
rationale for this is that there is currently 62,606 square feet of small shop retail space that already exists in
Downtown.
Mid -Term (10-15 years):
Downtown retail demand is projected to be about 44,493
square feet in ten years. Pedestrian visitation should
be boosted by the addition of restaurants, thereby
benefiting customer awareness of Downtown retail
spaces, spurring new investment, store revitalization,
and upgrading of operations in future years.
Long -Term (15-25 years):
Upon the City's General Plan build -out and capturing
growth across the sphere -of -influence, there may be
demand for a total 50,999 square feet of retail — this
is still below the amount of space that already exists of 62,606 square feet.
This does not entirely preclude the ability to add a
few newly -constructed retail spaces in the mid-term
or long-term timeframe. Creative retail environments
and mixed -use formats that are unique, contemporary,
and compatible with a newly -created dining district will benefit from synergy with new housing and restaurants
at once. The City's first -priority should be restoring the sales health and vitality of existing retail spaces alongside near -term dining growth.
RESIDENTIAL DEVELOPMENT
FORECAST APPROACH
A detailed forecast of housing growth anticipated as
economically viable and research supportable was
not performed for the Downtown Study area. That
is because the conclusions of housing development
research found unfettered demand for affordable
middle -income low density housing for the foreseeable
future. Land availability being the only constraint, a
housing growth capacity scenario is provided with this
Revitalization Plan in the Development chapter based
on 1.) Appropriate residential opportunity sites, and 2.) Housing development of two building types.
22 A detailed summation of near -term to long-term growth in housing based on permit data for in -City and City
sphere -of -influence geographic areas was, however,
performed. Data from the US Census was intersected
with this to understand the density, size, demographic, and economic profile of household growth since the year 2000. This is provided in the "Downtown Beaumont
Economic Revitalization Action Plan," this project's real estate and development forecast report.
The City of Beaumont's most prominent strength is its
historical and future growth of "affordable," attractive single -family -detached homes in nearby master -planned communities. With square footages ranging from 1,342
to 3,247 square feet for three -to -seven -bedroom homes, Beaumont's new communities provide sizable homes at
well below the average cost of a single -family -detached home in California (resale and new).
As of the 2000 Census, the City of Beaumont contained
only 4,738 households over a low -density geographic
area. Ten years later (2010), the City's household
figure had more than doubled to 11,910 households.
By 2021, the estimated number of households was
15,610, a significant 229% increase in 21 years (an
average increase of 5.8% per year). An estimated 17,610 occupied households were added to Beaumont in mid-
year 2023, based on updated demographics and recently
reported housing permits.
RESIDENTIAL DEVELOPMENT
FORECAST CONCLUSIONS
Estimated projections of future year housing growth
reveal that Beaumont will reach about 20,110 occupied
households in five years (2028); 22,610 occupied
households in ten years (2033); and 31,021 households
at build -out (based on General Plan figures). The
immediate "sphere -of -influence" neighborhoods will add another 9,828 households, per the General Plan figures, at build -out, for a total of 40,849 households.
Near -term demand will continue for moderately priced
single-family residential products on the low end of
the "missing middle," or less common middle density
housing types, with densities at 8 to 12 units to the acre.
Higher densities of the "missing middle" ranging from
12 to 25 units to the acre are suitable for parcels near or adjacent to Downtown commercial corridors along
Beaumont Ave and 6th St as developers have already
inquired about building types associated with that range of intensity. Mixed -use development normally a part of thriving Downtowns may require residential densities of 25 units to the acre or greater - the upper end of the
"missing middle".
In order to boost interest in new commercial, restaurant, and retail businesses along Beaumont Avenue and
6th Street, as well as the Grace Avenue Gateway
area, residential development of all kinds should be
encouraged in the Downtown area.
LONG-TERM DEMAND FORECAST
+ DEVELOPMENT SUMMARY
The table at right summarizes the long-term forecast
for demographically supportable and economically
viable commercial development as well as the proposed
conceptual development prepared for Opportunity Sites
for this Revitalization Plan.
Housing demand is entirely based on the amount of land
available to capture otherwise Citywide and sphere -of - influence growth. Therefore, housing is described for
Downtown as a capacity study, rather than a demand
forecast.
Supply of space currently in use as retail exceeds
demand in the mid-term and long-term. As a result,
much of that space is anticipated to be re -purposed
as future restaurants, cafes, bars, or other food/
beverage sales. Anticipating that, the Revitalization Plan conceptual new dining space is intentionally below the
total supportable amount - leaving some demand to be
absorbed by conversions of existing commercial spaces.
In all, the Revitalization Plan concepts align with a long range picture of supportable and economically viable
commercial and housing growth. Plan implementation
strategies to enable those concepts will have a sound
basis in this economic forecast.
23 DOWNTOWN BEAUMONT REVITALIZATION PLAN
SUMMARY OF DOWNTOWN
REVITALIZATION ECONOMIC POTENTIAL
Demand Fuetast & Conceptual Growth
O wntown Dining Demand Foreceast
Total Future Support for
Dining Space (;3,4UU GUI- Avg.)
Baseline Existing Renovated
Highly Rated Dining (2.300 GSF TYp-)
Change in Future Support for
Dining Space (3.300 GSF Typ.)
■
Total Future Support for Retail Space
Baseline Existing Retail Space
Change in Future Support for
Retail Space
Downtown Houein ! Ca' eci
IIesirientini SF per DI I --Cross'
Rtti�i�i nti �l RF pot D€ 1- `Nor
Potential Housing Development
Potential Units
Total New Development Planned
Total New Developed Acres
Aid -Term Forecast
City Build -Out Maximum Demand
(Apprux. 10(u 15 Yea's)
55,34g GSF
- r f! rl e.io harts
13,790 GSF
6 ReMaurdrgs
41,559 GSF
7 Re.yteurei is
Mar IN
44.493 GSF
O2,000 GSF
-16,113 GSF
4 - 5 C nverl 05-e
-.1.S00 GSF
1.400 nSF
36,400 GSF
48 DU
Long Term Forecast
City Build -Out Maximum Demand +
Sphere of Infidel MU' 1O Freewdy
Capture (Approx. 15 to 25 Year3)
.P. 1711114,
70,112 GSF
- 77 Westneirenr's
13,790 GSF
- 5 Restdurdrds
62,322 GSF
7$ ReslduldnIs
Supported
511999 GSF
82,000 GSF
-14,607 G SF
3-4 Currveriilae
Em _Mods: Workforce nag
-. l sr
6x41] t1SF
122,360 G SF
93 DC
Revitalization Concept 'Yield
Conceptual development on Opporlunily Sttesof
ecuiiurni:ally viable and uuppurldLrle uses dirt ' 20
to 25 years
C7,230 GSF Total Available
r7- f4 rz'e,sffrrrrs,rra
13,7!W GSF Fxi iringi
- 6 Reslaurdrrts
53,440 GSF Planned
9 Restaurants
Parmeel! Available
66.806 GSF Total Planned
50,040 GSF Remaining
16,382 GSF Planned
4 Shops ! Offices
Planned IAvafiab
.
1,3C1i1 Avnrfsge C Fir
1.t1QCp A'drm r I SF
122,360 GSF
93 DU
192,172 CIF
10.02 acres
FIG 2-6: LONG-TERM DEMAND FORECAST + DEVELOPMENT SUMMARY TABLE
24 2.6 STAKEHOLDER
INTERVIEWS
The Revitalization Plan project
real estate and economics team
conducted 14 interviews of
Downtown businesses owners,
property owners, and brokers, based
on a list provided by City Staff.
This is a one-on-one listening approach intended to
supplement the two City -run public workshops. The
interviewees were well -engaged, highly interested
participants in the process. Selected findings include:
TRAFFIC SAFETY SUGGESTIONS
Slow Traffic Down: All interviewees recognized
the need to slow traffic down on 6th Street and
Beaumont Avenue in order to effectively revitalize
Downtown Beaumont.
• Roundabouts: Interviewees responded favorably to
the suggestion of using roundabouts to slow traffic
and embraced the idea of the City installing them. No
interviewee spoke negatively about the idea.
PUBLIC REALM SUGGESTIONS
• More cross -walks to improve the safety of streets for pedestrians;
• Archway signage announcing Downtown like the one
in Uptown Yucaipa;
• Creation of "trail pathways" or walking routes that are lit for pedestrians;
Way -finding signage indicating parking areas;
Making alleys more attractive and useful for outdoor
dining;
Add more lighting to Downtown walkways, alleys and
crosswalks to improve evening perception of safety;
Add more signs announcing the speed limit along 6th
Street.
"ECONOMIC TOOL" SUGGESTIONS
Increasing the City's "business friendly" way of working with new businesses, reducing the "paper bureaucracy"
that businesses face;
Revise Downtown zoning to allow small (tiny) workforce/ studio apartments to be built for young, Beaumont
singles on top of commercial/restaurant buildings;
Allow houses to be converted to commercial uses;
Revise Downtown zoning to allow the construction of
small single family detached homes (for rent or own)
around the 5th Street area;
Establish improved communication between the City
Economic Development Department and the Fire
Marshal;
• Create a 5 -year to 10 -year implementation plan
that is firm and "fail-safe" that would continue to be
effective even if future City Councils change.
DOWNTOWN DEVELOPMENT
USE SUGGESTIONS
•
Add/expand high -quality dining, targeting
independent successful restaurants;
• Encourage Downtown existing restaurants (in future
years) that wish to expand their buildings and/or
outdoor dining to do so;
• Target a food user for the former "Beaumont Dry
Cleaners" building in the Grace Avenue Gateway
area, such as a coffee/bakery outlet;
• Bring back the Ramona's food truck for nearby
workers, such as those working at PSI;
• Target a sandwich outlet/quick food cafe near PSI for workers;
• Add a craft brewery or beer tasting room, similar to
the one in Yucaipa;
• Encourage restaurants to enhance and add outdoor
dining areas;
• Add a wine bar with food; a bratwurst quick food
outlet with outdoor dining; a gastro pub; and a baked
potato casual dining outlet;
25 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
Target an independent burger restaurant like Slaters
50-50 in Orange County;
Build small lot single family detached rentals,
particular in the Downtown area near 5th Street; and
Build small workforce/studio apartments for young
people on second floor as part of commercial/
restaurant mixed -use projects with ground floor
commercial or restaurant.
OTHER DOWNTOWN SUGGESTIONS:
• Consider buying small vacant parcels to consolidate
for new development; and
Consider national retailers for sites as interim uses
(10 to 20 years) until sites with auto/tire uses are
viable to be converted to dining and retail operations.
26 3.1 COMMUNITY
ENGAGEMENT
OVERVIEW
The revitalization of Downtown will
be led by its own entrepreneurs,
government leaders, property owners,
and residents. This plan is crafted
at their direction to address their
concerns, aspirations, and preferences.
PROJECT OUTREACH APPROACH
The approach to outreach was phased and iterative. It
began as an information session as part of the monthly
business leader's happy hour, which included notice of
the City sponsored workshops to come. After that, a first round of workshops was performed to confirm General
Plan proposals and serve as a listening session. A second round of workshops followed that confirm Revitalization Plan proposals and to receive final feedback. All events were open to the public with public notice on the City's website, social media pages, and livestreams for council and commission presentations.
WORKSHOP 1 - LISTENING
SESSION + PLAN ALTERNATIVES
May 18, 2023
This event, held at City Hall, was an information gathering session attended by 22 Downtown stakeholders in
addition to City leaders. Facts about General Plan "on -the - books" proposals, mobility and transportation safety, and
development opportunities and constraints were shown
on six large print boards and a slide presentation. Votes were cast for broad topical directions, specific priorities, and among district development alternatives, and mobility alternatives.
ECONOMIC DEVELOPMENT +
PLANNING COMMISSION
June 14, 2023
The Economic Development Committee and Planning
Commission hold joint sessions on a regular basis and
include back-to-back sessions consisting of a presentation and discussion portion. The results of Workshop 1 Listening 28 Session + Plan Alternatives votes were added to the content presented on May 18th. The following discussion was
supportive of findings and project direction with comments emphasizing incorporation of current plans for Civic Cente redevelopment and memorial. Concurrence was shared
among planning commissioners about the proposed
transformation of 6th Street as a means to improve safety and spur business investment.
WORKSHOP 2 - CONFIRMING
DEVELOPMENT +
MOBILITY FUTURES
October 24, 2023
This event was held at Senorial Mexican Restaurant on E 6th St and was aligned with the monthly business leaders' happy hour. The event was well -attended and succeeded in confirming that streetscape concept details, roundabouts, and development types are acceptable to community
stakeholders. The format of the event was based on a design proposal presentation followed by a 30 -minute discussion.
Discussion topics included various concerns, such as
cleanup and repaving of alleys, safety, and security.
ECONOMIC DEVELOPMENT +
PLANNING COMMISSION
December 13, 2023
The Economic Development Committee and Planning
Commission joint session following the second community workshop presented some content from the first joint session.
This was City leaders' chance to see the development types anticipated for Downtown redevelopment. The de -emphasis of bicycling infrastructure at the community's behest and the need for further outreach to finalize support for streetscape December I], 2023
. PLANNING COMMISSION
changes before implementation was highlighted. Topics
addressed included development code and zone changes,
redevelopment incentives, further traffic analysis, and the importance of regional transportation projects to bypass and alleviate Downtown traffic constraints.
CITY COUNCIL REVIEW +
ADOPTION PRESENTATIONS
The final steps in the community engagement process include final public input through City Council sessions. The first Council session is an opportunity to review the print -ready draft Revitalization Plan and discuss any remaining unresolved implementation proposals. Final edits to the document and implementation commitments are incorporated into the Final Revitalization Plan report.
COMMUNITY ENGAGEMENT
RECOMMENDATIONS
Some key community engagement points recommended as a
follow-up to this planning process include:
1. Complete a community survey to measure and solicit
further support for the 6th St reconfiguration and
roundabout proposals. Successful active transportation
planning grant applicants will need this information
and it is important when collaborating with regional
transportation agency boards.
2. Prepare a brochure of Downtown redevelopment
opportunities from an economic development
perspective and promote this material along with City
branding to retail trade and real estate investment
organizations as well as individual prospective Downtown entrepreneurs and investors.
3. Continue promotion of the Revitalization Plan through the monthly business leadership happy hour events.
29 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
L
3.2 CHOOSING THE DEGREE OF CHANGE
A creative approach to documenting community sentiment for level of change desired was presented as a sliding scale covering three topics: streets transformation, alley and parking transformation, and building transformation. The results showed a desire for significant changes to both major streets and pedestrian use of alleys, but more moderate types of building development.
BEAUTIFtCAT!ONl t S iFFTY FO VS
MEP Pi, tip<•7Ist
a Slpirrrpa and Archway
• Stown r Speed p# PHM Satyr str.rlta
▪ Caere Haad•In PArerap
• Of1Sirteb Ewntt
• Shada Tarn and P da.trlan Lphtrrp
• Odw+lLon•• 14 a Silt @v145r.iF Carrador
6TH ST & BEAUMONT AVEIPIJBLID . EALMJ TOrA. TRAN FORMATION Trndoatts:
• Lack of Brand Tranifornallon
+ karkl4CAWd AMP. ids 6m .II
LEAN -UP
NEW DEVELOPMENT (PRIVATE REALM) LON •TERM PRO,JC TS
PrCp4aallt
• TiiagrerertrE4IMr1MACI4+46dP
• let and Iliar A1ar Cl urrnp
• hrlatwnipm latr kr-Mrl4r
• Ftiraanl6h' c C..nni ktc..adl.e
• Pu4lre d+d TrF1'.e.411C{+lia MsWLkrlydad
• LarCgtlriIiarrc.rwxrt
TRa0e41'fd:
• Lis Dining Ai' Dahar Gonnpsans b)a4
• Rrht ll.4Of Rag ulir Erie! O•ldALrlrlleb
RENOVATION + 'NFU_
Prapaealt:
• cvnellrwNiCn of Hi:•OrAC kruClur4#
• C.n.i.Nnl Srpr.age and Shade
• Control sr Light 'nil and Window Us■
• Cmf Inyoryum raLto Find Tenants
• Ow+Pn3p+ny C•diA6Or U1• Rennin.
TFadaa.tfs:
• Orly Supdr-ialk+r.peEnharwamrr4
• Ultra. Room for howl Erg Buslrwasts
• Lary Tt+.R..lErl.b.V44iIAy4L R44k
Radp4#AI4=
• Stowe? timed Rd WHY Saki' Straad
- O•r.# Hard- P.rai+rp
• ilonthlv Masai EwntClosur►a
• SEA kw'. SkidF_ Ark Plant:4 Arial
• Downtown al a Local ties pallor
TrhdadFP•.:
• Ptraarhly Mara Parking Hr.dW .�
Shared Cab to Scharr Adequate Public
FEl}Irr 1 Bpryggn
Prapomaitt
• may Rinanitme 'wound irid Asi
• !yard and Dann Space a. Blear
• Mani Ai.' QfP S+ VliR R A
` &coneyEnhancurnentwith Champ
• Ritegirmiy, 1Or. Arcridl AW r E.p.rr,nCs
Tradeoff►i
• Marl Limitkd UM id+ WNW,' i4 iatp
• Vaned Suaina.sL%nwr RasponsonUso
(•
Prop4a.trlso
mai• SC.nh L44 FI*rglriq iqr V rp4[ PnOJ.ci.
- led lnrularwvnt in Pa4kaprrrp Pruned:*
• Food.B.wrap. WI A d'rarratnant
• Prrmar•enLPaLoaard OuLdMaDrr+'ri
u, )
RAQ,,em
Tr Adontm!
• Lind await CroctWi.lh?n Na.dld
• Sero• Mar Stnelurte Hal F1.rd
Chan.
l • Some @ul•rrrysi. WW to P.rlrnipalr
1.0 O
_ (19) O1
PrgpoIAII:
• SwwSp..a {iR Mlbil Safest Shasta
• 111044116,1 dd i ttf..d-k•+Pleklry
• Maki), Waal Ewalt Chmeres
• Bpedyypghrr.dwl¢lPId.flrltrst
• Downtown as a FhplisnaI Daerrinon
TrACe airs
+ Nom !FEW {n W54414'104 9t
• Lan PaAlrrykccase cri PraprrVos
FULL PEDESTRIAN USE
Propoi,trls:
+ MOW Art R.dCr#N1W Ir4Gk•I n nF
• Chiribl#haatiwwrpand ly'andry
• Lids Ynp. 4n Fel.% P•rawg Anti
• SaCulgr Contra al Ck'ii Ie Alley
Rise Fr1 kor VniCu4 Wham EapFfiScOl
Tradeoffs:
- Lan MAW* itS,rr.Xwrirk Ar0.ie
• SFpnifles il Poverty 4an,ar Coarelnatan
Pr4pnsalse
+ Mod Use VI Ism FtaiILad
• Rewienis Populating Ith and Braumtxri
a G[wnpMltr+a Urban lranaiornradon
• ►1ra &wallas Tygfa km" DO nldwi
TrarlOATrS:
• Coy Hdtdnp aI Barged Frahm! Silas
• ,SCrM4 @W InPnl* V-t7I O, Ii<.4A
• RRFI, TIF m ',tr Flnanca Tc.Fs Nmlod
FIG 3-1: POSTER VOTE PLACEMENT BY STAKEHOLDERS TO INDICATE DESIRED DEGREE OF CHANGE
30 3.3 FOCUSING THE
PUBLIC REALM
The most consequential decision
for the Downtown community was
which public spaces and right-of-
way to commit to use as a part-
time pedestrian event space.
ALTERNATIVES APPROACH
Diagrammatic alternatives suggested the emphasis of
event use could be on either sidestreets and plazas,
Beaumont Ave, or 6th St. Each describes an increasing
level of commitment to a more pedestrian -centric
Downtown. Participants were given two votes each, and
were encouraged to think about the relationship between an approach to streets and its appropriate development types.
UPGRADING: IMPROVE POCKETS,
STREETSCAPE + ALLEYS
Wider tree -lined sidewalks with safe crossings are
long overdue for 6th St and Beaumont Ave, but event
closures off of the "Main Street" and smaller new
projects are right for revitalizing Downtown.
INFLLL HOUSING & BUSINESS
l'I•' I UPGRADES WITH CITY GUIDANCE
0%
INBEAUTIFICATION & DINING MOSTLY
ALONG BUSINESS STREET FRONTAGES
32%
PUBLIC REALM STRATEGY
VOTING RESULTS DISCUSSION
Participants did not consistently place one -vote each for their development or public realm choice. Some voters may have applied three votes, others one. The following percentages reflect the number of votes out of 44 possible. Overall, there was significant support for major changes to 6th St as part of a "bold move" to prepare Downtown Beaumont as a visitor - attuned and pedestrian -oriented environment. With that there was balanced support for both mixed -use development as well as middle density housing and retail infill. No support was expressed for extensive dining patios with preferences leaning more toward large collective spaces supporting large events. Street beautification where storefronts face the public realm was also supported.
FIG 3-2: STRATEGY: FOCUS ON SIDESTREETS AND ALLEYS
r:. *
CSI _ ,'
Sitles root for I rgLr
'Nee kly City Eve nes
31 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
TRUE CHANGE: FIX 6TH BUT
USE BEAUMONT FOR EVENTS
Reestablishing Downtown as the heart of Beaumont
requires one major street be available for events; and
the City must collaborate with owners to open pedestrian areas and enable new development.
cr0
MID -SCALE HOUSING & RETAIL
EXPANSIONS WITH CITY INVESTMENT
27%
�STREETSCAPE FOR LOCAL EVENTS
CONNECTED TO PATIOS
0%
BOLD MOVE: COMMIT 6TH STREET
TO A PEDESTRIAN EMPHASIS
The current Downtown Area Plan proposes a dramatic
transformation of 6th Street with center median parking to create a regional pedestrian events hub surrounded by new mixed -use buildings.
MAJOR MIXED USE REDEVELOPMENT
AMONG CONTINUOUS "RED" BLOCKS
27%
CMMAJOR EVENT D[STRICT FOR A
PEDESTRIAN ONLY EVENT
36%
FIG 3-3: STRATEGY: TRANSFORM BEAUMONT AVE AND IMPROVE 6TH ST FIG 3-4: STRATEGY: TRANSFORM 6TH ST AND IMPROVE ALL AREAS "Ns 1*
2•Larre Apthm Ste'
Ireatacapa; . ;t
I,w`dCentaF Ciosfi,t
',r.G-aleWayfl.urivaFw :
antgr an Parritorp.
r SKget Fairs •-- AL;
rsbinlril
• ;RcdCxiri�Yn7�' #` Al*
A'.
: • I .
32 3.4 PRIORITIZING
THE CHALLENGES
A broad list of topics and priorities
was included in Workshop 1,
which allowed the community to
express their support for a range of
revitalization details.
PRIORITIES APPROACH + RESULTS
Each participant was allowed to place three votes of
support on any combination of topics (including several on one topic). Participants were also allowed to place
one down -vote on topics to de-emphasize or strategies
to avoid. The prevailing emphasis of Downtown's
stakeholders was around the need for shade over off-
street and on -street public realm. Additional emphasis was placed on enhancing Downtown nightlife and
restaurant options. Significant support was also shown
for streets as close -able venues for monthly events. Key strategies that were down -voted included permanent
closure of side street access to 6th St and maintaining a rural character in Downtown.
Overall, the trend is clear that the community desires
a safe, walkable public realm that is shady, well
landscaped, and activated by regular events surrounded
by family friendly dining as well as nightlife options. re
Transit and bi ircl* route connections north -south xom surrounding neiolybornoods Shaded outdoor dining patios and oil-traei public spaces Snoded cu'daor'urn ishci . n�5..zl,r, irk streeraldedining areas iiiiiii
12 Venues ra' nightlife activit' wlih restaurant. Bart and family friendly enIeneinmeri t dI Umrat7ivityw.thNho,,l,iIIq;ir.d1-ii_liv.'i yIhll"Me clowfl#tnigh:
2 Reducing panelist parking far mere trees, cons easing, end eldewalk protenan More p4rhIk parking in ;impure:6;n' twllh'reduced perldng regulreinent Closing some side street access to 6th St for grcaier pedestrian safety and mo0lkty Rcgioral Inse11.ianaI anchor.likea museum, culture center. or conrcronce hub Ea
Regioral en!ertainmentcorridor with music, outdoor patios, with art • food events Pylons or eignage that enitanoee recognition and srwarsnesa for freeway traveler* N D
Monthly or seasonal street closures for hairs and events on Beaumont or 6Ui St Mairllaining a rural and pastoral character with a historic-err,eq twin` Ism S'reetecape features and slratsaies to pnomote shade and wind erotectlan 4 DeSides to widen sidewalks, slow live -traffic. and improve pedestnsn oroaserngs 3 Psdeetrien stale lighting for SidCswa;k, parks. arid Seating arose 4 Emphasize art In the public realm to enliven downtown character and creativity 4 Caaiewsyfa and landscapes at the entrances that .3'yr71.nce aia der ne dowrlo - Wiii
FIG 3-5: COMMUNITY PRIORITIES FOR DOWNTOWN
33 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
3.5 SELECTING THE
PREFERRED ROADWAY
Participants voted their singular
preference among three distinct
approaches to 6th St, this Downtown's
key corridor. One of those options
was the current Downtown Area Plan
street section already approved.
ROADWAY APPROACH + RESULTS
All roadway reconfiguration options presented offered
some form of "road diet" which arranged 6th St into two travel lanes. The major difference between those options was the placement of on -street public parking and the
type of bicycle infrastructure. Limited support was given for all options which placed a left -turn -lane in the middle of 6th, and the prevailing number of voters preferred the media -parking concept already promised in the Downtown Area Plan. The least support was shown for options which emphasized bicycle infrastructure.
CURB
EXTt=NSOON.
RA USED
CROSSWALKS
Participants also voted on street design details, including methods for enhancing crosswalk safety and visibility.
Some support was shown for raised crosswalks, while over three-quarters of participants opted for curb extensions.
Over two-thirds of participants supported the inclusion of roundabouts in Downtown street concepts.
LANE RECONFIGURATION: ANGLE PARKING
WIDER SIDEWALKS: STREET TREES + PEDESTRIAN AMENiTIE
il
COMPLETE STREETS: PROTECTED EIWEWAYS
FLEXIBLE SPACE: CENTER PARKING
FIG 3-6: PREFERENCE FOR 6TH ST CONFIGURATION
3 4
34 -_. . _. - . -_ - -
PART
Ili -V
vow
r
;frt.
-• - - - - • r
DEVELOPMENT +
MOBILITY
i L
I
-r- . ., w .
I.
v -mot . . . - A.......7. ...4...... _ _ _ __ - _ - �a-}�1 • - - 4 _ _ - • t .. . - �t
REVITALIZATION THROUGH DEVELOPMENT
REVITALIZATION THROUGH MOBILITY
cL
I
I
'64
•• r
ti
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7 1• . .1 111 1
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7. 4.1 SUMMARY +
OBJECTIVES
The Development portion of this
Revitalization Plan provides a
detailed depiction of the highest and
best land uses that are economically
viable on lands most likely to be
redeveloped over the next 20 years.
The overall framework for these uses
organizes potential projects into
hubs, corridors, and individual infill
concept proposals. These proposals
enable community planning and
economic development activity that
will move Downtown Beaumont
forward.
OVERVIEW: REVITALIZATION
THROUGH DEVELOPMENT
The overall Development Framework sets growth
expectations for Downtown with projects that are
economically viable and anticipated as in -demand by
developers. They are right -sized for those lands that may be available for redevelopment within the timeframe
of this plan. Most importantly, concepts proposed will
support the long term vision set forth in the Downtown
Area Plan, Chapter 11 of Beaumont's general plan.
These concepts are organized into categories based on
development type, location, and role for City involvement.
HOW TO USE THIS CHAPTER
This chapter organizes strategically and economically
important projects and anticipated developments to
maximize their benefit to a Downtown's revitalization,
and scales them to fit Downtown's long term economic
forecast:
• Explain which land uses and development types
lead to the highest and best uses on all potential
Opportunity Sites for each area of Downtown.
• Anticipate the forecast potential square footage for
development for each area of Downtown, and see a
relationship to the depicted development.
• Understand recommended changes to development
code and zoning to allow growth in Downtown.
• Visualize the long-term future physical build -out of Downtown in terms of building massing, density, and
transformation in character.
• Prepare to implement capital projects or assist
developers through projects and initiatives to spur
developments that achieve desired growth.
38 4.2 DEVELOPMENT STRATEGIC FRAMEWORK
The development strategy advanced in this Revitalization Plan is communicated in this framework concept, and focuses redevelopment efforts clustered around hubs of activity, where ground floor retail, small restaurants, and public realm improvements come together - all within walking distance from new housing.
The following are four organizational categories that describe the distribution of projects and programs that advance all Downtown development and growth.
REVITALIZATION HUBS
Revitalization hubs are the most consequential projects to Downtown transformation and integrate public realm
improvements, landscape, and creative development types that work to provide urban synergy. Located at gateways, or in the heart of Downtown, they tend to be co -located with City owned assets and civic facilities. These projects require the most intervention and are deemed "City Accelerated" projects.
6TH STREET ACTIVE CORRIDOR
Infill proposed conceptual projects along 6th Street most accurately fulfill the development vision set forth in the Downtown Area Plan; they provide ground floor active frontage along Downtown's "main street" and include both housing and commercial opportunities within walking distance of each other. These are long-term projects that also require City intervention that includes lot merging, streamline approvals, public parking supply solutions.
DOWNTOWN WALKABLE HOUSING
The walkable housing project concepts most closely suit immediate development demand amid a regional housing
shortage. Compact walkable housing will support the
economic vitality of retail and restaurants along Downtown's main corridors. These project opportunities typically require lot merging and may require City assistance to connect
developers to those potential sites. They are distributed one block away from major corridors and are distributed throughout the residential neighborhoods.
DOWNTOWN
DEVELOPMENT TYPES
Land use and development intensity associated with the
vision for each of Hubs, Corridors, and Housing infill projects is understood through a development typology, which is
depicted in categories that each embody a limited range of development types. All of these types are common in
recent regional growth but are new to Downtown Beaumont.
Together, they embody an economically viable land use
direction that will fulfill the Downtown Area Plan vision.
LEGEND
r'---i Revitalizetion Hubs
Civic Center * Community Facilities
Sm€a1I Format & Creative Retail Types
--_ ' Active Corridors
Small & Mini Mixed Use Development
r iYY. Walkahie Housing
Walkable infill Housing Types
Shared Parking to Support Development
(Ziff -Street Parking to Support Oeveinp►ner
D -Street Parking t0SuppDrI OEMPIopm r1l
Revitalized Activation & Envireerneft
Active Community Focal Point
Planned New Active Frontage at Focal Point
PIifi Or Green
Orw•Street Pedestrian Emphasis
Re+rltalia≤ation Study Area 'Boundary
39 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
4 "•s v`° 'lit] II
r
s
x1• L ------.--E FtII S{--'1 I
r
•
E 11;Ih81
ILL
kwriel
igleK
iat5
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ri
W ErIr Se L Fn+arl7. RA
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r if
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- M.I.MI
f
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-
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- - . •------•-I
FIG 4-1: DEVELOPMENT STRATEGIC FRAMEWORK ACROSS DOWNTOWN
o 75' 304 sao. 1700
40 4.3 CITY ACCELERATED
REVITALIZATION HUBS
The Revitalization Hubs offer
the most creative and unique
environments that will attract
visitors to a pedestrian -friendly
Downtown. They require an
ongoing commitment by the
City's departments to achieve and
maintain as character -defining
places for Downtown Beaumont.
REVITALIZATION HUBS STRATEGY
The revitalization hubs strategy is predicated on City ownership, or potential ownership, of significant portions of the developable tracts. Close and continual coordination with the City's real estate consultant, City Manager, and economic development team will lead to partnerships in operation, ground leasing, and sale of these sites. The City must maintain high -quality public realm pedestrian plazas, close -able streets, and promenades that are park -like, in order to uphold the character of these marquee settings. These projects are not anticipated to be first to finish, but should be among the first to start in terms of ministerial and organizational efforts to deliver them in the mid-term timespan of this plan horizon.
EXISTING CONDITIONS
AT GRACE AVENUE
Grace Avenue is a one block length access road that once connected to 6th Street and was stub -ended as a cul-de-sac in 2013. Since then, a Laundromat has vacated the art-moderne auto shop at the corner of 6th and California, and the School District has vacated the historic 1913 City Hall. Several other historic structures surround the site, including a re -purposed 1940's hotel north across 6th Street. Grace Ave continues to be used as parking space for PSI, an adjacent industrial employer, and as access to a local favorite Mexican restaurant.
The City has proposed removing non -historic add-ons currently part of the historic City Hall, and the Mexican restaurant has expressed interest in re -purposing some of their adjacent surface lot for outdoor dining. Currently, Grace Ave serves only as parking lot access and will not see future thru-traffic.
EXISTING CONDITIONS AT
THE CIVIC CENTER
The Civic Center includes City Hall, which occupies the historic Beaumont High School, a rear annex serving as storage, and with auxiliary office and storage structures between. Across Orange Avenue, the City Police headquarters remains, where its floor storage needs have grown and now occupy a recently fenced - off portion of a park -n -ride public lot which also serves City Hall.
There is an unused storage area on a paved house lot immediately north of the City Hall property.
Major changes have been studied for feasibility throughout the campus across both blocks. Alternative sites outside Downtown are currently being evaluated for a future Police HQ. The City has performed a capacity study of the storage annex and deemed it sufficient to accommodate an expanded municipal workforce - which will be supported by a consolidation of public works staff to an off -site proposed consolidated corporation yard.
EXISTING CONDITIONS AT
8TH AND BEAUMONT AVE
The three lot commercial frontage at Beaumont Ave and 8th, as well as the three residential lots facing Euclid, all remain vacant or unoccupied. One house remains on one house -lot and was formerly operated as a rental property. A crucial asset on these parcels are the large trees along Beaumont Ave in this neighborhood which afford a shaded landscape setting for an outdoor dining use. The City does not own these parcels but has discussed enabling development by acquiring, merging, and selling off to a selected developer - and one developer has already approached the City with interest in them while this plan was authored.
DESIRED DOWNTOWN SYNERGY
The two Revitalization Hubs concepts along 6th Street promise a definitive experience with the City for their outdoor settings, the creative and independent retail types fronting them, and their proximity to locations important to Downtown's 20th century history. Residents consistently demanded safe, walkable, family oriented settings with quality independent dining that includes outdoor setting. These projects are proposed to deliver on that outreach request.
Given the opportunity to pedestrianize the public realm on Grace Ave, Orange Ave, the Civic Center plaza, these locations are ideal for City programmed entertainment, small street fair events, public art, and high quality landscaped settings with pedestrian lighting, signage, and street furnishing. As such, they are brand - defining opportunities that can promote the City with memorable experiences.
The development mix proposed for these sites include
independent dining, concession, or beverage opportunities that are in -demand from middle-class families relocating to Beaumont.
As walkable amenities within reach of housing anticipated as part of this Downtown Revitalization, they also foster synergy with other Downtown developments.
41 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
REVITALIZATION HUBS DEVELOPMENT TYPOLOGY
KEY PUBLIC REALM INTRODUCED
CREATIVE RETAIL / PEDESTRIAN MALL SMALL FORMAT RETAIL / PATIO DINING ACTIVE PEDESTRIAN STREET Typical Development Parameters
Typical Development Parameters
• Gross Square Feet: 16K to 50K (2K to 4K per Tenant)
• Density / FAR: 0.2 to 0.5
• Heights: Single Level Commercial (14')
Land Use Descriptions
Commercial, including food + beverage, neighborhood
support convenience retail, retail goods, some services Activities and Design Description
This development type features unique, often
independent or small chain retail in a multi -tenant
or owner occupied format. Parking is shared in
consolidated lot. Site plan is organized around
pedestrian only landscaped environment between
businesses - including dining, public art, and shade.
Gross Square Feet: 2K to 6K per Tenant
• Density / FAR: 0.15 to 0.35
• Heights: Single Level Commercial (14')
Land Use Descriptions
Commercial, primarily food + beverage, limited
neighborhood supportive retail/service (i.e. bicycle repair) Activities and Design Description
This development type consists of an owner occupied
or ground leased independent restaurant or bar with a
significant portion of seating in a patio, porch, or garden setting. Parking may be shared or apportioned to each
restaurant in a row. This type may be included within a Creative Retail / Pedestrian Mall site plan.
Typical Development Parameters
• Widths: 24' Fire Access (10' booths + 10' min. path)
• Materials: Integrated Color Concrete or Pavers
• Heights: 12' to 14' (Pedestrian Lighting)
Operational and Design Description
Public right-of-way with slow speed designation (5 - 15 mph); shared as pedestrian access or closed for events
Furnishings + Landscape
Bollards are key to limit vehicular access during pedestrian event closures; traffic calming measures should be
employed to ensure drivers and pedestrians safely share this driveway type. Light and power should be available for booths and entertainment. Decorative standards with string lights or other pedestrian lights are key.
42 4.4 GRACE AVE
GATEWAY H U B
The Grace Avenue Gateway concept
offers a welcome mat for visitors and
residents seeking a safe, outdoor,
urban walkable setting. It is intended
to host small events, offer views of
6th St and surrounding mountains,
alongside historic buildings
charismatic of old Downtown.
PROJECT ELEMENTS
The historic City hall building will serve as the primary anchor for this project, ideally suited for one or two independent local or regional chain restaurants. The building grounds and front porch offer early phase dining space before more of this subdistrict is improved as public realm. The historic art -deco retail at the corner of 6th St and California Ave compliments the City hall reuse as a small vendor space for concessions such as ice cream, coffee, takeaway food. Its conversion will benefit from the proposed landscape shade pergola and parkway landscape buffer that protects a public patio area. The existing major anchor restaurant, Ramona's, will benefit from event and dining visitors on a pedestrianized Grace Ave.
PARKING STRATEGY
Formalized head -in parking on one side of Grace Avenue is suitable as a slow -speed pedestrian oriented parking facility and allows access to the Ramona's parking lot. The separate off-street parking between the old Laundromat and the historic City hall can be made more efficient if they are combined as a shared facility. Parallel space on 5th street provides ample supplemental parking.
ERNE EMEIEMEN
NMI 1.111111
11111111
11111 NIP
t
I
E 5th St --
Development Yield Summary
Development
Use
Development
Data
Parking
Demand
Retail: Food + Beverage
8,000 GSF
40 Sp
Retail: Ramona's
6,000 GSF
45 Sp
Retail: Goods + Services
0 GSF
0 Sp
--1-
Total Retail (GSF)
14,000 GSF
85 Sp
Total Parking (Onsite)
54 (18 Existing)
Total Parking (Offsite)
I 42 Sp
Total Parking Balance 96 (18 Existing) +11 Sp
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Identify a buyer or acquire the historic Laundromat
facility to ground lease or sell to an operator.
2. Coordinate with Ramona's to ensure their objectives
and access requirements are met and supported
through a coordinated project.
3. Outreach to potential restaurant operators, restaurant business incubators, or community kitchen
organizations that may re -activate the historic City hall.
4. Coordinate between Public Works, Beaumont Fire
Department, and Economic Development to refine a
Grave Ave streetscape event proposal.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
5. Build the 6th Street gateway roundabout and related
parkway and median landscape elements to frame
and buffer a safer and more iconic streetscape
frontage.
6. Complete or support a renovation and reactivation of the Laundromat and historic City hall, to include on -site and off -site dining facilities.
7. Support an ongoing event operations program
to include music, art, and events that tie-in with
surrounding businesses; also support an ongoing
maintenance and safety program for public realm and
publicly accessible portions of the site.
43 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
PROJECT LAYOUT + FEATURES:
Active Pedestrian Street (Low Volume Shared
Street with Public Parking)
© Outdoor Dining Concept
© Renovated Laundromat as Dining or Concessions
Q Renovated Historic City Hall for Dining
Q Public Realm Shade Pergola for Dining + Visitors
Q Close -able Cul-de-Sac for Small Events
Q Shared Parking for Historic City Hall / Laundromat
Q Colored Concrete Paving Concept
• Downtown Gateway Arch Sign
EXISTING CONDITIONS
FIG 4-2: DEVELOPMENT CONCEPT FOR
DINING AT 8TH AND BEAUMONT
Pt13 1ie�
250
44 4.5 CITY CENTER
COMMUNITY HUB
The City Center project has the
potential to serve as the central
community -oriented gathering place
for City events adjacent to a vibrant
retail dining strip serving residents,
visitors, and City employees.
PROJECT ELEMENTS
The most significant contribution this revitalization plan makes to the long term vision for Beaumont's Civic
Center is the proposal to re -purpose the public park -n - ride facility as a lease -to -sell commercial opportunity for three to six owner -occupied independent restaurants.
Modeled on a similar successful project in Lewisville,
Texas, these restaurants should serve as family oriented dining with outdoor seating and may be part of a more
holistic "creative retail" environment with integrated
landscape and walkable linkages.
PARKING STRATEGY
The parking strategy depends on the Police headquarters vacating their current site, where ample parking serving the retail portion of this site will fit. The alley behind proposed retail should also serve as parking. City Hall use of the lot replacing the former Police HQ site, as well as improved lots on the west edge of the Civic Center
(accessed via Magnolia) should be adequate for Civic
Center daily demand. Additional public or City employee parking may be found in the lot north of 7th St. In the long term, a single parking deck above the Orange
Ave lot may be needed to support a busier and vibrant
Downtown.
Il TIMM EMI's= mm
iIdL1iiiiii
11in 1111111/1
NM 111111111,111
r l ii milli
all L,. �.i --E l8h Lwiaiii•mmiliin
th St
41 Development Yield Summary
Development
Use
Development
Data
Parking
Demand
Retail: Food + Beverage
24,840 GSF
124 Sp
Retail: Goods + Services
0 GSF
0 Sp
Existing City Parking
216 Sp
Total Retail (GSF)
24,840 GSF
340 Sp
Total Parking (Onsite)
167 Sp
Total Parking (Offsite)
29 Sp
Total Parking (Civic Ctr.)
63 Sp
Future Parking Deck
104 Sp
Total Parking Balance
259 Sp
- 81 Sp
Total Parking w/ Deck
363 Sp +23 Sp
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Complete the process of identifying lands and programming for a new off -site Police Headquarters.
2. Coordinate with the City real estate consultant and City Manager to draw draft proforma and agreements in
preparation for the retail conversion of the City -owned lot.
3. Prepare a pricing package to include conceptual or
schematic design for a holistic Civic Center renovation project to include the Town Square plaza design, re -purposed Annex, and community center conversion for City Hall.
4. Begin an outreach campaign to seek restaurant operators, potentially through a retail property manager. Possibly reach out to Lewisville, Texas to review and understand their documented experience.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
5. Support the Police HQ move and build a new City -owned park -n -ride lot in its place, along with alley improvements.
Then facilitate a retail project on the site of the original park - n -ride facility.
6. Complete the phased implementation of the longterm
vision for Civic Center, including the plaza, community center conversion, new City Hall at the Annex, and surrounding access and parking improvements.
7. Develop a plaza and community center event programming calendar and management organization within the City; also develop a program aligned with potential street events on 7th, Beaumont Ave, and Orange Ave in the future.
45 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
PROJECT LAYOUT + FEATURES:
V Proposed New City Hall (Adaptive Reuse)
Q Proposed Community Center (Adaptive Reuse)
Q Town Square Plaza Concept
Q Community Memorial with Adjacent Parking
Q Creative Retail - Food + Beverage Concept
• Shared Parking under Future Public Parking Deck
Q Pedestrian Oriented Street (Close -able for Events)
• Alley with Lighting and Customer Parking
• Dedicated City Hall Shared Parking
EXISTING CONDITIONS
50' 1 '
500•
FIG 4-3: DEVELOPMENT CONCEPT FOR
CITY CENTER PROJECT + EVENT PLAZA
300'
46 4.6 "THE ARBORS"
LOCAL DINING HUB
This site is called the "Arbors" in
this plan document to celebrate
the potential for a unique dining
locale under the shade of large on -
site trees. This project is suitable
as a quiet corner with quality food
and has enormous potential as a
walkable weekly destination for
surrounding residents.
PROJECT ELEMENTS
This project site consists of two portions: one half
faces Beaumont Ave as a commercial opportunity, and
one faces Euclid Ave as a residential opportunity. The
commercial opportunity is a 4000 to 6000 square foot
owner -occupied independent restaurant that features an outdoor dining setting integral to its brand and customer experience. The site is also ideal for a neighborhood
oriented convenience retail/market. This new
construction project should integrate existing site trees to take advantage of them. The residential portion of the project is addressed in the Walkable Housing section at the end of this chapter.
PARKING STRATEGY
The restaurant portion of this project should be
sufficiently self -parked on -site. Additionally, head -in parking will be needed on the alley in order to meet
peak demand. The residential portion is expected to be
garage parked.
Development Yield Summary
im•••••F
•tIr ; . isogonic
uLI! uut1uIU
Nil [7] iIIiuu!
■■ ■■■■ iF r
Development
Use
Development
Data
Parking
Demand
Retail: Food + Beverage 5,000 GSF 25 Sp
Residential Units (8) 11,200 GSF 2 Guest
Total Mixed Site (GSF) 16,200 GSF 27 Sp
Total Parking (Onsite) 33 Sp
Total Parking Balance 33 Sp + 6 Sp
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Continue outreach and engagement efforts with potential developers interested in either the residential or commercial project portions.
2. Coordinate with the City real estate consultant and City Manager to explore the possibility of property acquisition and lot merging.
3. Coordinate with potential commercial developers and
introduce them to the outdoor single occupant dining
concept. Connect them to potential tenants.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
4. Assist the commercial side developer with alley
improvements that formalize head -in parking and a curb -cut into parking.
5. Implement the Beaumont Ave roadway reconfiguration
to ensure a walkable, pedestrian and dining friendly
environment around the project site - including curb bump outs for safe pedestrian crossing.
6. Ensure General Plan and development code accommodate all economically viable housing types.
7. Seek potential ministerial approval for both sites in conjunction with this revitalization plan.
47 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 4-4: DEVELOPMENT CONCEPT DINING AT 8TH AND BEAUMONT PROJECT LAYOUT + FEATURES:
• Restaurant Independent or Small Chain
Q Garden and Patio Outdoor Dining Area
Q New and Existing Mature Tree Canopy
Q Renovated Alley with Parking Access
Q Pedestrian Curb Extension at Beaumont Ave.
Q Potential Middle Density Residential Homes
Q On -Street Parallel Parking
Q Parkway with Street Trees
Q Increased Setback Accommodating Streetside Dining
EXISTING CONDITIONS
J
1"=120'
300'
48 4.7 6TH ST ACTIVE
CORRIDOR INFILL
Mixed -use development on
6th St is an integral part of the
Downtown Area Plan Vision and
supports General Plan land use
policy. Fulfilling that will transform
Downtown as a livable and
economically vibrant center.
ACTIVE CORRIDOR INFILL STRATEGY
The active corridor infill strategy is a development
approach that proposes small low-rise mixed -use
projects as economically viable in the mid-term for
Downtown. Most of these projects, especially those
in locations most advantageous to Downtown's overall
success, require lot merging once lands become vacant
or unused. These projects should be developer led, but
with City -led streamlined permitting and improvements
supporting utilities, access, parking, and public realm.
Most of these projects will also require a district
parking approach, where some retail visitors park
once - requiring a sophisticated approach to parking
requirements in the future.
EXISTING CONDITIONS ON
6TH AT CALIFORNIA AVE
The commercial frontage of 6th St from California Ave to Edgar Ave includes a wide variety of buildings of various age and condition. Most properties are unoccupied, for
sale, or in a state of underutilization - such as storage with occasional economic activity. One structure at 141 E 6th Street may be of some historic architectural value.
Delta Restoration Services is a major employer at 580
California Ave. Occupying a well maintained property. Any development here will require them to find an alternative location or be integrated into the project; therefore, this opportunity is mid or long term.
EXISTING CONDITIONS ON
6TH AT MAGNOLIA AVE
Situated across the street from City Hall, the mixed -use opportunity at Magnolia has been acquired and cleared
at the time of this Revitalization Plan. As is, it represents the smallest mixed -use opportunity, but most near term in the Downtown core mixed -use area due to availability.
EXISTING CONDITIONS ON
6TH AT MAPLE AVE
The project parcel on 6th at Maple Ave is deeper than
the other two identified in this plan and is only partially developed. It includes an active flower shop and a row
of older small or studio style apartments at the back of the parcel. Any portion of the commercial frontage of
vacant areas can be available in the near term. Existing residents mean the entire site constitutes a mid-term or long-term opportunity.
DESIRED DOWNTOWN SYNERGY
Mixed -use development provides a "captive audience"
of residents that can support additional active retail
frontage on the ground floor and provides an internal
synergy for a vibrant and resilient Downtown. Residential unit types discussed by some land owners include studio or very small one -bedroom apartments that may support
business owner families on -site. This live work condition will add a widening array of housing types for Downtown Beaumont.
The synergy between a reconfigured 6th St roadway
and surrounding mixed -use development is at the
heart of the Vision set forth in the Downtown Area
Plan. Small restaurants, bars/taprooms, coffee shops,
and convenience markets (bodegas) will benefit from
streetside seating and tables between the tree wells of a widened sidewalk. A 6th Street reconfigured for regular fairs and events will support and connect with facing
businesses.
The median shared parking proposed for 6th Street as
well as surrounding small lot public parking facilities will collectively support a park -once district in this stretch of core Downtown Beaumont.
49 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
ACTIVE CORRIDOR DEVELOPMENT TYPOLOGY
SMALL MIXED -USE
Typical Development Parameters
• Gross Square Feet: 20K to 50K
• Density / FAR: 0.5 to 1.25
• Heights: 2 - 3 levels (24' to 38')
Land Use Descriptions
Mixed -use building with active ground floor retail or food + beverage uses, upper level as residential or office
Activities and Design Description
This is a traditional "mixed -use" development type, and may employ corridor or walk up access (live -work) to residential quarters above. Unit types may be stacked multi -room
flats, two -level apartments, or stacked studios. All resident parking should be provided on -site; and amenity space
above parking is encouraged.
MINI MIXED -USE
Typical Development Parameters
• Gross Square Feet: 10K to 30K
• Density / FAR: 0.5 to 1.25
• Heights: 2 - 3 levels (24' to 38')
Land Use Descriptions
Mixed -use building with active ground floor retail or food + beverage uses, upper level as residential or office
Activities and Design Description
This is a smaller version of the common traditional "mixed - use" development type and typically features as little as one business on the ground floor. Walk up access to units above is more common and may be externalized to save
corridor space. This type is increasingly common in small US communities. All resident parking should be on -site.
KEY PUBLIC REALM INTRODUCED
STREETFRONT DINING / ACTIVE USE
Typical Development Parameters
• Widths: 9' to 12' (6' walkway + 3' table/chairs)
• Materials: Concrete; Material Change Encouraged
• Heights: 12' to 14' (Pedestrian Lighting); 8' Clear
Operational and Design Description
Streetfront dining may either be within a setback area
behind the right-of-way sidewalk or may employ a use
permit to locate tables/chairs in a hardscape parkway
space between curb and sidewalk. Furnishings are
typically movable and removed/secured at night.
Furnishings + Landscape
"Bistro" tables and chairs, group tables and bench seating; umbrella and street tree shade; Parklets in parking spaces augment the above active spaces.
50 4.8 MIXED -USE AT 6TH
ST + CALIFORNIA AVE
Mixed -Use development on the
gateway roundabout at California
Ave will create one of the most
significant urban moments for
Downtown; and in conjunction with
the Grace Ave Gateway project will
build this area into an economically
complex and vibrant neighborhood.
PROJECT ELEMENTS
The concept proposed includes a single building
including a ground floor retail space for two tenants
and a double loaded corridor flanked by studio or one - bedroom units above. Resident access is suggested
at the west end facing California Ave with a second
egress accessible to residents on Edgar. The concept
also suggests a breezeway between retail tenants for
increased outdoor seating; streetside active uses will
benefit from the additional sidewalk space created at
the corner of the proposed roundabout.
PARKING STRATEGY
The building proposed along this stretch of 6th St would occupy the width of the block with a double loaded aisle of parking in the rear. The site would be dependent on
additional head -in short term parking along Edgar Ave
if retail is to have enough property -adjacent parking; further, 5 parallel on street parking spaces along 6th St and nearby vacant residential lot conversion for public parking would be needed to meet the total parking
demand for this project as shown.
OM'
AIM
Development Yield Summary
rrE 6!h' E ,
E5th Et
Development
Use
Development
Data
Parking
Demand
Retail: Food + Beverage 6,360 GSF 31 Sp
Retail: Goods + Services 5,040 GSF 25 Sp
Residential Units (25) 18,350 GSF 29 Sp
Total Mixed -use (GSF) 29,750 GSF 85 Sp
Total Parking (Onsite) 60 Sp
Total Parking (Offsite) 12 Sp
Total Parking (Onstreet) 16 Sp
Total Parking Balance 88 Sp +3 Sp
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Initial actions should focus on the design and
capital improvement planning for the 6th Street
Reconfiguration as well as its gateway roundabout
component. This is because the roundabout may
impact the northwest site corner. Also important is the inclusion of sidewalk space for active outdoor use by
businesses near the approach to the roundabout.
2. Begin outreach to all property and business owners
and communicate the benefits of this project to
Downtown, the opportunity it presents them, and the
expected mid to long range timing.
3. Prepare a capital improvement design for alley cleanup and head -in parking along Edgar Ave in advance of this development.
4. Begin outreach to the development community through
the Economic Development department, emphasizing
the community anchor location of this parcel frontage.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
5. Implement the 6th Street Reconfiguration and gateway roundabout project.
6. This project should be developer led, but the City can assist potential land acquisition and preparation efforts by streamlining the lot merging process.
7. Coordinate directly with existing on -site employers to establish their project involvement or streamline
changes in their business relocation.
51 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 4-5: DEVELOPMENT CONCEPT FOR MIXED -USE AT 6TH + CALIFORNIA AVE PROJECT LAYOUT + FEATURES:
O Mixed -use - Housing over Restaurants/Retail
Q Breezeway Access and Seating Area
Q Parking to Accommodate All Residents On -Site
Q On -Street Head -In Public Parking
Q 6th Street Parkway with Streetside Furnishing
• Roundabout with Safe Pedestrian Crossing
O Renovated Alley with Pedestrian/Safety Lighting
• Suggested Resident Entry Foyer Concept
• Active Frontage with Possible Seating in Arcade
EXISTING CONDITIONS
• disomr sliekw Raw ia« Ai& reliramor
W 11.611.11,
? . 4
52 4.9 MIXED -USE AT 6TH
ST + MAGNOLIA AVE
A small infill project which
maximizes limited available land for
a well -situated project across from
the Civic Center will offer an out-
sized impact on community activity
level and perception — especially if
it includes housing above retail.
PROJECT ELEMENTS
The project development type shown for this concept is
a mini -mixed -use building which would only have room
for one tenant and stairwell access to a single or double loaded residential corridor above. Projects of this
size may also support a limited number of residential
apartment types - sometimes one or two loft style units over retail.
PARKING STRATEGY
Parking access may need to pass under residential units facing Magnolia Ave, with one or two spaces tucked
under the rear of the building. Additional public parking will likely be needed from the adjacent undeveloped
house -lot on the same alley. Some use of on -street
parking would occur for business patrons, but it is not estimated as necessary.
Il■�I i� I�ill��-.
uiIr): I ■ ! ■■k'
Elie UIIU•
L ----'-AM"
Development Yield Summary
Development
Use
Development
Data
Parking
Demand
Retail: Food + Beverage 5,100 GSF 25 Sp
Residential Units (8) 9,200 GSF
8 Sp
Total Mixed -use (GSF) 14,300 GSF 33 Sp
Total Parking (Onsite) 18 Sp
Total Parking (Offsite) 12 Sp
Total Parking Balance 30 Sp - 3 Sp
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Identify and connect with the existing land owner who has acquired and cleared the residential and business
parcels that make up this project site.
2. Pedestrian crossing safety measures may
be implementable ahead of the full 6th St
Reconfiguration Project; this should be considered
to benefit this development and advance pedestrian
safety in connection with the City -owned park -n -ride lot to the north.
3. Lot merging approvals can be accelerated with this
parcel as a single owner is believed to have acquired
both parcels.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
4. Implement the 6th St Reconfiguration and gateway
roundabout project.
5. This project should be developer led, but the City
can assist potential land acquisition and preparation
efforts by ensuring that alley and public parking
improvements behind the commercial frontage are
completed in conjunction with this project.
53 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 4-6: DEVELOPMENT CONCEPT FOR MIXED -USE AT 6TH + MAGNOLIA AVE PROJECT LAYOUT + FEATURES:
O Mixed -use - Housing over Restaurants/Retail
Q Parking to Accommodate All Residents On -Site
Q Off -Site Public Parking for Visitors/Employees
Q Suggested Resident Entry Foyer Concept
Q Second Stairway Egress onto Alley
• Parking Access Passage (Under Residences)
O Pedestrian Crossing with Safety Refuge
• 6th St Close -able for Market/Fair Events
• Median Public Parking (Event Stalls)
EXISTING CONDITIONS
j
1 300'
54 4.10 MIXED -USE AT 6TH
ST + MAPLE AVE
Infill mixed -use at 6th and Maple
may be a nearer term opportunity
that relies less on outside future
public realm improvements such
as the 6th St Reconfiguration or
nearby public parking.
PROJECT ELEMENTS
This proposed development concept uses the full depth
of the parcel at E 6th St and Maple Ave; it is on the lower end of a "small" mixed -use development type by building size. Building depth as shown allows for a single or
double loaded corridor of residential units of a studio or one -bedroom type. The ground floor most likely will accommodate a single retail food and beverage tenant
and an entry foyer for residents; two retail bays may fit if they are only supporting office services or convenience retail.
PARKING STRATEGY
Parking access may need to pass under residential units facing Maple Ave and a significant number of spaces
will need to tuck -under portions of this building concept.
Additional access can be provided from a north -south
alley east of the building. As shown, all parking demand can be met on -site.
■I■ 111111
■■!■■
1111
-,,-L
: . . . .
I
N
41 Development Yield Summary
Development
Use
Development
Data
Parking
Demand
Retail: Food + Beverage 6,200 GSF 31 Sp
Residential Units (12) 13,800 GSF 15 Sp
Total Mixed -use (GSF) 20,000 GSF 46 Sp
Total Parking (Onsite) 48 Sp
Total Parking (Offsite) 0 Sp
Total Parking Balance 48 Sp
+2 Sp
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Coordinate with the existing property owner; inform
them about standard and approved procedures for
engaging with on -site residents.
2. As this project requires no lot merging, and can be
self parked without the 6th St Reconfiguration or
outside public parking, ministerial approval may be
appropriate to streamline development permitting.
3. Coordinate with the adjacent multi -tenant office
complex land owners to explore share site
improvements that integrate the two sites and include
improvements along the access corridor straddling the
property line between them.
4. Coordinate with an on -call architect to assist the
potential developer in a compact site plan that may
include tuck -under and a portal under the residential
portion facing Maple Ave.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
5. Implement the 6th St Reconfiguration and gateway
roundabout project.
6. Ensure site clearing and any resident displacement is in conformance with City and county regulations and
is in alignment with the updated General Plan Housing
Element.
7. Implement pedestrian crossing improvements ahead
of the overall 6th St Reconfiguration to ensure access
between potential residents and businesses north of
6th.
55 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 4-7: DEVELOPMENT CONCEPT FOR MIXED -USE AT 6TH + MAPLE AVE PROJECT LAYOUT + FEATURES:
O Mixed -use - Housing over Restaurants/Retail
O Parking to Accommodate All Users On -Site
O Suggested Resident Entry Foyer Concept
O Second Stairway Egress onto Alley
O Parking Access and Tuck -Under Parking
O Pedestrian Crossing with Safety Barriers
O 6th Street Close -able for Market/Fair Events
O Median Public Parking (Event Stalls)
O Driveway Access to Existing Commercial
EXISTING CONDITIONS
56 4.11 DOWNTOWN
WALKABLE HOUSING
Demand for dense small -lot
detached housing is strongest
among all potential new Downtown
land uses according to the Market
Study and Economic Action Plan
connected to this Revitalization Plan
WALKABLE HOUSING STRATEGY
These development types constitute the lower density end of a range of what urban planning terms the "missing middle." Such types are characteristically four or more dwelling units, with density ranging broadly from 16 DU/Ac to 40 DU/Ac.
This is often the result of smaller unit and home sizes set in a more compact building or site plan. Typologically, these may include smaller lots for single-family "starter homes," which often share green common areas or amenities. This can
also include multi-plex "lot line" housing subdivisions akin to row -housing as a stand-alone for -sale product. Beyond this, more traditional forms of courtyard housing, row -housing, and stacked flats commonly make up this category.
This development type typically uses a merged lot that
assembled several prior single-family house lots, which is then reparcelized to offer one "lot line" home on a small parcel that only extends enough for building separation with front of rear patios. Often, they are leased during the repayment on builders' loans through the span of a 10 - 15 year pro -forma, then sold (or leased to sell) to future homeowners. The units are also just as commonly sold
directly. They can be part of a homeowner association, and/ or include common area property management.
Downtown Beaumont offers several adjoining vacant parcels about one to two blocks away from the main commercial
corridors of 6th St and Beaumont Ave - an ideal walking distance.
EXISTING CONDITIONS ON
8TH AT EUCLID AVE
The potential housing parcels facing Euclid Ave are part of a proposed two-part development that includes a restaurant facing Beaumont Ave. The mostly vacant property includes three parcels and hosts several mature trees which enhance neighborhood quality. Any means to include any of them in a site plan should be attempted, however, analysis shows most of the site will need to be cleared for compact housing types. One home for rent sits on the northern parcel and was understood to be vacant at the time of this report.
The planning team also understands the current owner is interested in sale of all 6 parcels in the near term.
EXISTING CONDITIONS ON
5TH AT EDGAR AVE
The potential housing site at 5th and Edgar is mostly vacant, save for one cell phone tower that occupies its own sub -plot.
A compact site layout will require some use of the alley and a secondary entrance for parking access to some housing units.
EXISTING CONDITIONS ON
5TH AT MAPLE AVE
A large potential vacant residential site exists at 5th and Maple and is improved with one residential structure at its northeast corner - this is believed to be unoccupied at the time of this report. The parcel is flat graded and free of trees.
EXISTING CONDITIONS ON
5TH AT MICHIGAN AVE
A cluster of potential residential parcels exists on either side of Michigan Ave at E 5th St and may be developed as one or two projects. West of Michigan is an underutilized fenced lot, most recently used as material storage. Immediately south of this and facing E 5th St is a cleared lot which includes two trees at its edge. Eastward across Michigan Ave is another vacant parcel which abuts a well -maintained concrete
parking lot for small multi -tenant housing against the freeway embankment.
DESIRED DOWNTOWN SYNERGY
As the statewide housing crisis underlies demand for
compact small detached starter homes, Downtown has an
opportunity to attract new constituencies of young couples and families, remote workers, and commuters looking for access to urban amenities in a safe and walkable setting.
Attracting those seeking affordability and convenience in denser housing products simultaneously brings needed
customers to an enlivened Downtown.
Members of this homebuying category approach this
planning team at outreach events for other similar
Downtowns in the vicinity of Beaumont expressing
excitement for a chance to live with access to independent businesses and within the convenience of a walkable
distance to them.
Attracting and securing these infill housing projects will immediately enhance Downtown safety and improve
perception as an investible place for businesses looking for indicative housing growth. Moreover, it is the development type requiring the least intervention by the City to secure nearer -term "wins" in the revitalization of Downtown.
57 DOWNTOWN BEAUMONT REVITALIZATION PLAN
WALKABLE INFILL HOUSING DEVELOPMENT TYPOLOGY
X-PLEX OR X -PACK / SF DETACHED
Typical Development Parameters
• Unit Net Square Feet: 1K to 2K
Density / FAR: 12 to 20 DU/Ac
Heights: 2 Levels (24')
Land Use Descriptions
Typically considered a single-family residential product as parcels are per -unit; rented for about 10 years then sold Activities and Design Description
These are often referred to as a "six pack" or "eight
pack" where three or four single-family lots combined
and reparcelized. Units are detached for -sale self -
parked, starter homes. Common areas are minimal as
site utilization is maximized. Accessed via a single drive aisle or loop with unit frontage on other side.
TOWNHOUSE /SIDE -BY -SIDE MULTIFAMILY BUNGALOW COURT / SEMI-DETACHED Typical Development Parameters
• Unit Net Square Feet: 600 to 2K
• Density / FAR: 12 to 24 DU/Ac
• Heights: 2 - 3 levels (24' to 36')
Land Use Descriptions
Multi -family residential product, usually in a walk-up or row -house format may include community facilities
Activities and Design Description
Most multi -tenant townhome walk ups are quadraplex with up to twelve units per building. Parking is accessed in the rear via an alley or common parking lot, and unit frontage is on the other side. Common open spaces are more
important to this type as green shaded corridors between buildings.
Typical Development Parameters
• Unit Net Square Feet: 500 to 900
• Density / FAR: 8 to 18 DU/Ac
• Heights: 1- 2 levels (10' to 24')
Land Use Descriptions
Usually multi -family, sometimes single family, residential product, and may include community facilities
Activities and Design Description
Modeled on historic California rental products originating in Southern California in the 1920's, they are increasingly recuperated as a new missing -middle housing solution.
Amenitization and quality of common areas affords
streetside visual appeal and is important to quality -of -life in these units. Increasingly, projects are owner occupied.
58 4.12 WALKABLE
HOUSING PROJECTS
Downtown Beaumont will benefit
from these compact housing
proposals with enhancement of
safety, perception, and economic
resilience that comes from people
living within walking distance of
Downtown businesses.
PROJECT ELEMENTS
These projects present small lot single family compact
homes on subdivided lots merged from existing
larger single family parcels. All project concepts may
alternatively be viable as attached row housing, semi-
detached homes with shared elements such as patios
and party walls, or smaller types such as duplexes and
stacked flat quadraplexes.
This revitalization plan generally advises that all these housing types be among the first new developments
in Downtown and that all measures to support their
development be taken alongside longer term projects at
the Civic Center and Grace Ave Gateway.
PARKING STRATEGY
Each is accessed from a shared drive aisle to self -parked units with ground floor garages. Primary dwelling entries are on the side or corner opposite the garaged access
along landscaped pathway common areas. This normally
affords two cars per unit.
INITIAL ACTIONS
The following initial actions are first steps the City can take to instigate this project.
1. Revise zoning and development code to allow higher
density detached housing, as well as attached high
density residential.
2. Revise residential zoning to allow new housing without requiring the incorporation of commercial ground uses
along 6th street if those housing types fulfill a vision for such compact "missing middle" housing types that
face 6th Street and Beaumont Ave to supplement the
infill projects already viable along 5th and Euclid.
3. Ensure an on -call architect or planning staff are ready to address streamlined permitting, possibly through
the issuance of ministerial approvals, to capture
developer interest and accommodate preferred
timelines.
IMPLEMENTATION ACTIONS
The following actions are major projects and initiatives that will advance this project.
4. Engage property owners and potential buyers to
communicate development potential and coordinate
site planning for highest and best use which supports
this Revitalization Plan.
5. The City can be an interim owner in cases where
acquisition timing may require some short-term
assistance.
6. Assist developers with off -site improvements and
include utility upgrades, sidewalk and curb cut
improvement, and laterals. Pedestrian oriented street
lighting also may benefit additional walkable housing
infill.
PROJECT DESCRIPTION
LTITI
1.4K
27 Spools
•
Merl Pogo
5K
r t'
Fig 4-8: Development Concept for Housing at 8th + Euclid Ave Residential Yield Summary
Residential
Dwelling Units
NSF per Unit
Total GSF
FAR (Housing)
DU/Ac (Housing)
11,200 GSF
8 DU
1,400 DU
11,200 GSF
0.56 18.14
PROJECT DESCRIPTION
The housing at Euclid Ave and 8th St is accessed from
Euclid Ave while some units can be garage accessed off
the existing alley. This allows shared landscape frontage areas along the highly visible 8th frontage and interior to the project. Alternatively, compact row housing may
be accessible from Euclid Ave and 8th St in a walk-up
development type.
59 DOWNTOWN BEAUMONT REVITALIZATION PLAN
PROJECT DESCRIPTION
Fig 4-9: Development Concept for Housing at 5th + Edgar Ave Residential Yield Summary
Residential
Dwelling Units
NSF per Unit
Total GSF
FAR
DU/Ac
14,400 GSF
8 DU
1,400 DU
14,400 GSF
0.66 16.00
PROJECT DESCRIPTION
An extended north -south alley can provide useful access to homes facing inward to this project. Spacing around
the existing cell tower may be needed for facility access and the lease agreement with the cell provided will need to be reviewed as part of site planning due diligence.
PROJECT DESCRIPTION
Fig 4-10: Development Concept for Housing at 5th + Maple Ave i*J 5o. St
Residential Yield Summary
Residential
Dwelling Units
NSF per Unit
Total GSF
FAR
DU/Ac
18,000 GSF
10 DU
1,400 DU
18,000 GSF
0.58 14.09
PROJECT DESCRIPTION
This project offers the simplest layout, employing a single common drive aisle shared by all ground floor garages.
Unit entries face landscaped corridors along the back
and streetside frontage of this project site.
PROJECT DESCRIPTION
St 1
Fig 4-11: Development Concept for Housing at 5th + Michigan Ave Residential Yield Summary
Residential
Dwelling Units
NSF per Unit
Total GSF
FAR
DU/Ac
32,400 GSF
18 DU
1,400 DU
32,400 GSF
0.55 13.34
PROJECT DESCRIPTION
The two residential concepts across Michigan Ave at 6th employ straight drive aisle access to ground floor garage parking. Site depth may require a second curb cut after fire department review. The eastern -most parcel may provide an opportunity to combine parking facilities with the single story apartment to the south - creating a more efficient site plan.
60
II •mot • . ---*, .-
pr..
- • -- - - 'r _ Y
5.1 SUMMARY +
OBJECTIVES
The Mobility portion of this
Revitalization Plan provides detailed
design concepts to implement roads
proposals which are part of the
adopted Downtown Area Plan in the
General Plan. Recommended new
roadway concepts will augment those
proposals for Downtown - promising a
truly walkable heart of Beaumont.
OVERVIEW: REVITALIZATION
THROUGH MOBILITY
The future of transportation in Downtown Beaumont will
emphasize active streets made vibrant and economically
resilient through human mobility. Emphasizing this in balance with cars means significant reconfiguration of Beaumont Ave and 6th St through the study area to enhance the safety and comfort of walking to homes, businesses, restaurants, and public spaces. The updated General Plan, more specifically its Downtown Area Plan element, already proposes custom street sections for Downtown that narrow travel ways - often to two lanes each way. In return, the community will benefit from greater margins of safety, public parking, street trees, and more usable sidewalks. This Revitalization Plan demonstrates how those street sections are best applied along the length of their respective roadway segments. Fundamental to these projects are two basic determinations: 1) That Downtown streets are oversized for current and future local trip volumes, even when considering assumptions made in the application of regional traffic models. The City must reclaim and re -frame the purpose
of Downtown roads for local use and inter -City travel. 2) That the best streetscapes for Downtown economic competitiveness support streetside dining, park -once behavior, walkability to/ from compact housing development, and a robust urban tree canopy will complete the picture of a vibrant, attractive, and economically desirable heart of Beaumont.
HOW TO USE THIS CHAPTER
This plan element organizes new streetscapes, transit hubs, and landscape improvements around which a set of projects will lead to the Downtown promised in this Revitalization Plan.
Use this chapter to:
1. Explain the evolving role of roads in Downtown and how their reconfiguration and safety measures are crucial to Downtown livability and competitiveness.
2. Understand the how the adopted street sections will "roll out" in the Downtown context, accounting for parking
needs, right-of-way, curb cuts, and transitions between segments.
3. Consider how additional innovations such as curb
extensions, roundabouts, medians, and select pedestrian close -able side streets can enable and enrich Downtown's transformation.
4. Visualize the assembled landscape improvements and use those proposals to understand the maintenance costs and environmental impacts and benefits.
5. Prepare traffic and feasibility studies, as well as conceptual program -level designs for street segments that build parts of a cohesive, coordinated whole.
62 5.2 MOBILITY STRATEGIC FRAMEWORK
The mobility strategy communicated in this framework concept frames existing and new roadway types according to their emphasis of pedestrian needs, neighborhood suitability, or overall commercial and traffic flow benefits.
The following are five organizational categories that
group and label Downtown transportation improvements
according to their design characteristics and intended
suitability.
PEDESTRIAN STREETSCAPES
These corridor segments establish Downtown as a
pedestrian -oriented district and are public spaces which create opportunities for special events such as farmers markets and street fairs. While they are limited to a
few blocks in separate locations and are part of larger otherwise standard corridors, they extend pedestrian
access to ensure Downtown remains a uniquely walkable,
visitor- and resident -friendly area.
NEIGHBORHOOD STREETSCAPES
This group of street segments includes proposals for
both Beaumont Ave and 6th St where travel lanes are
reduced to one per direction to balance pedestrian
and vehicular emphasis. Curb extensions shorten
distances for safer crosswalks, on -street parking serves businesses, and tree -lined parkways promote livability in respective residential and commercial corridors.
COMMERCIAL STREETSCAPES
General Plan Downtown street types which maintain
travel lanes to emphasize vehicular throughput and
access to surface parking frontage are deemed
Commercial Streetscapes in this Plan. These segments
have been revised to include protected bike lanes and
better sidewalk configuration in the Downtown Area Plan.
GATEWAY ROUNDABOUTS
The transition to two -travel -lane segments while
maintaining capacity for future daily travel volumes can be handled by roundabouts proposed at either end of
the Downtown Core area. These are opportunities to
establish a landmark at the west and east entry points of Downtown.
OFF-STREET PARKING FACILITIES
While streetscape proposals shown in the Revitalization Plan increase on -street shared parking supply, additional off-street parking facilities will be needed over time to support specific development sites and general peak
retail and commercial demand, even in a park -once
strategy.
LEGEND
Pedestrian Streetscapes
Pedestrian] Snared Street
Pedestrian Event Street Crosures
Reconfiguration: 2 Lanes + Median Parking
Gateway Roundabouts
Neighborhood Streetscapes
ReconfiguratFon: 3 Lanes + Parallel Parking
Reconfiguration; 2 Lanes + Parallel Parking
Signalized Intersection {Crossing Improvements)
Commercial Straet:wanes
Reconfiguration: 2 Lanes + Landscape Median
Reconfiguration: 4 Lanes + Parallel Parking
Off -Street Public Perking Facilities
r Parking- Required t0 Support Development
1, Parking - Recommended For Long Term Demand
Development Opportunity Sites
Revltaliation Study Area Boundary
63 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
E 11th 5t
' " I
n
1 r 4 '
U
E i
c
E 1Q1Ii Si
E 9th 5'
I
Ye EEFr S I F R(II S•
ic. J1
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In
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FIG 5-1: MOBILITY STRATEGIC FRAMEWORK ACROSS DOWNTOWN
6 u
,
ff - t
- _ a u r y
h
r
IPF-5
I 7-
0' 75' 300' 600'
-- ;;m:.
120O
64 5.3 DOWNTOWN
MOBILITY PROJECTS
Several transportation proposals
in this Revitalization Plan can be
implemented separately from their
overall roadway corridors, or may
constitute a network of installations
across the Downtown study area.
In essence, these projects can
be implemented as long-lasting
programs of improvement - some
potentially delivered as "early
wins" for the community.
KEY PROJECTS
The following are key projects for transportation and
mobility. Some of these projects may best be implemented in conjunction with their larger corridor reconfiguration.
These projects require anticipatory capital planning,
costing, and detailed bid documentation.
CROSSWALK SAFETY
Curb extensions can shorten distances pedestrians
need to cross travel lanes. This Revitalization Plan also recommends installation of High Intensity Crosswalk
Beacons (HAWK) or Rectangular Rapid Flashing Beacons
(RRFB) to remind motorists to stop and allow pedestrians to cross safely.
GRACE AVE PEDESTRIAN
ENVIRONMENT
Enhanced paving that is distinct in color, texture, and pattern from other roadway asphalt will communicate to
drivers that this is a shared space with pedestrian foot traffic - much like a high -quality parking lot or parked hardscape plaza.
Recommended finishes are concrete pavers, scored and
colored concrete, painted asphalt. Accents may include
granite, brick, or composites. Removable safety bollards are recommended at the cul-de-sac end for event use
and pedestrian dedication. Other surface treatments
may include stamped concrete curbs and sidewalk
motifs, ground embedded directionals, and material
striping. Shared pedestrian and slow speed signage
should be included in this project. Pedestrian lighting, string light standards, public realm furnishing, and shade trellises are also recommended for inclusion to deliver this space in one project.
DOWNTOWN CORE - 6TH ST
MEDIAN PARKING + LANDSCAPE
The median parking configuration for the three -
block segment of 6th St may be implemented after
a more traditional 2 -way road reconfiguration has
been implemented for some time. Higher quality
finish material, striping, tree wells with gravel mulch, edging detail, and higher visibility or colored pavement crosswalks all constitute the ground plane treatment.
Light standards with cable supported pendant pedestrian streetlights, power supply, street trees, signage, and
protective planter pots around crosswalks will complete the street furnishing package.
65 DOWNTOWN BEAUMONT REVITALIZATION PLAN
CITY CENTER PUBLIC SINGLE
LEVEL PARKING STRUCTURE
A single level parking deck, above the proposed future
park -n -ride public surface lot will more than support peak attendance of the City Center Hub development area.
It will also serve as off-street parking for 6th St event closures. Full shared use of this facility is encouraged to ensure daytime and evening users benefit from the
convenience of this crucial park -once facility.
DOWNTOWN SMALL LOT
PUBLIC PARKING
As infill development leads to additional parking demand along Beaumont Ave and 6th St, public shared parking
facilities will be needed to supplement on -street parking.
This Revitalization Plan proposes that the City initiate or facilitate purchases of three recommended lots
connected to alleys. Accessed behind businesses and
adjacent to housing, these properties will need to be
secure and well maintained, with sound walls protecting adjoining housing, curbed landscape barriers, accessible spaces, clear signage, and pedestrian -oriented lighting.
DOWNTOWN ALLEY
CLEANUP + ACTIVATION
Through community engagement for this Revitalization
Plan, significant public interest was expressed in the
potential for Downtown alleys to not only be repaved
and cleaned up, but with wall and faQade finish
improvements through painting and murals, enhanced
security and pedestrian lighting, formalized parking, and public art. Some communities in the region use their
alleys for public art walks and as a space for individual businesses to host events with rear access. Alleys are
not seen as the primary active space for this Downtown
- street frontages are preferred. Some businesses with
constrained frontage may wish to prepare rear dining
areas, deck extensions, and rear high -bay openings. This Revitalization Plan encourages such measures as they
are proposed.
66 5.4 6TH ST
RECONFIGURATION
California Ave to Beaumont Ave:
This segment is proposed as one
travel lane each direction with
buffered bike lanes and parallel
parking. This segment includes
the West Gateway Roundabout
consistent parkways and street trees.
ROADWAY STRATEGY
The segment of E. 6th St from California Ave to Beaumont Ave. Will be a multi -modal corridor which ensures vehicular, pedestrian, and cyclist needs are balanced while increasing the safety of all users.
This segment is lined with longstanding small businesses which require on -street parking. Sidewalk width is very constrained through this segment and is used frequently by pedestrians walking to and from short-term parking
spaces. Pedestrians will experience shorter crossing
distances for 6th St at cross streets with curb extensions in both directions. In particular, enhanced crosswalk visibility and safety here will enable a park -once behavior where restaurants and retail can be attended on both sides of the street.
Transitions from the west gateway roundabout is smooth and gradual. While this reconfiguration effectively reduces travel lanes to two each way, this concept provides two turning lanes (left and right) in addition to the main travel lane at Beaumont Ave, ensuring minimal stacking.
DESIGN DISCUSSION
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1 The right-of-way for this segment stands at 80'; some site improvements extend varyingly from 2' to 5' edge to an
expansion joint, leaving about 75' to the current back -of - sidewalk. The existing face of curb distance is 64', and this proposed segment reconfiguration narrows that to
56' feet. Most additional space behind curb is given to 5' parkways (not including curb). Existing sidewalks are 6' and proposed new sidewalks are about 6.5' depending on design interaction with the aforementioned improvement extension.
FIG 5-2: 6TH ST CONCEPT FROM CALIFORNIA AVE TO BEAUMONT AVE Roadway corridor conceptual reconfiguration proposed
design and safety features:
E
o
O
4 O
O
o
o
New Parkway (typically 4' to 6' wide) with Street Trees Curb Extension with Directional Curb Ramps
On -Street Head -In Public Parking
Bicycle Curb Ramp Connecting Sidewalk to Bike Lane
Dedicated Left- and Right -Turn Lanes
Decorative Color Intersections with Crosswalk Visibility Transition to Parked Median Segment
Bikelane Buffer (typically 3' wide buffer)
Custom Roundabout at California Ave.
67 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 5-3: PROPOSED 6TH STREET AT EDGAR AVE
ED a
1 40'
1o'
30'
b' 3•r— 5'
1"=100`
68 6TH ST
CONTINUED
Beaumont Ave to Palm Ave:
This segment is proposed as one
travel lane each direction with
median parking under a grid of
shade trees and street lighting
with parkways, street trees, and a
gateway roundabout at Palm Ave.
ROADWAY STRATEGY
The General Plan proposal for 6th St in its Downtown Area Plan chapter is a marquee project proposal and a driving concept of the plan. Given that its frontage includes the Civic Center and most of Downtown's storefront shops, it is the most important segment and most appropriate for this design approach.
Implementing this roadway segment means reclaiming E 6th St as the heart of the community. It is intended to eliminate Downtown Beaumont's role as a supplement or bypass to I-10, a behavior which only benefits travel from outside of the City.
The proposal was adopted in 2021 as part of the General Plan update, but the Revitalization Plan team ensured outreach confirmed it as the preferred approach among four alternatives.
This Revitalization Plan recommends additional traffic modeling and analysis to confirm the basic throughput assumptions gleaned from initial Sidra modeling by this planning team.
DESIGN DISCUSSION
The right-of-way for this segment stands at 80'. The existing face of curb distance is commonly 64', but varies significantly from 64' up to 75' (east of City Hall); this proposed segment reconfiguration narrows that to a more consistent 54' feet.
Most additional space behind curb is given to 5' parkways (not including curb). Existing sidewalks are 6' and proposed new sidewalks are about 7.5'.
ENEENEPE.
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EOM
This design provides the same 12.5' travel lane used in the Lancaster Blvd precedent. Should the City wish to ensure a 20' fire truck laydown and bypass space, design change options include: 1) one row of median diagonal parking, or 2) provide parkway tree wells at bumpouts only (example in Yucaipa) while maintaining 6' sidewalks. A mountable curb may accommodate additional emergency vehicle maneuvering. Should the City opt for a 2 or 3 lane road section in -lieu of median parking, the same face -of -curb distance is applicable.
FIG 5-4: 6TH ST FROM BEAUMONT AVE TO PALM AVE
Roadway corridor conceptual reconfiguration proposed
design and safety features:
o
O
4 O
O
o
o
Curb Extension for Landscape/Stormwater Opportunity
Curb Extension with Directional Curb Ramps
Diagonal Parking Median with Street Trees
Pedestrian Crossing Refuge (Curb or Planters)
Curbside Pull -Out Stop for Transit at City Hall
On -Street Parallel Public Parking at Memorial
New Parkway (typically 4' to 6' wide) with Street Trees Roundabout Transition w/ Pocket Park Opportunity
Custom Roundabout at Palm Ave.
69 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 5-5: 6TH STREET CONCEPT AT MAGNOLIA AVE
(1) b' 3•r— 5'
100■
2541. -
70 5.5 GATEWAY
ROUNDABOUTS
California Ave West Gateway:
This proposed concept for a
gateway roundabout enables more
consistent traffic flow at comparable
daily travel volume, offering
opportunity for Downtown art and
signage with a signature landscape.
ROADWAY STRATEGY
Driving eastbound through the intersection of California Ave and 6th St constitutes an arrival point into the
heart of Beaumont - the bend in the road provides
an unfolding view corridor through the Downtown core
area.
This intersection is currently the first traffic light
drivers encounter once arriving in Downtown from the
west. It serves as an important connection for trucks
accessing I-10 from the south. In the near future, as
trucks are diverted around Downtown to the planned
on -ramp at Potrero Blvd, a new transition becomes
more suitable. Roundabouts can slow vehicle speeds
while maintaining daily throughput. A roundabout
is also effective at conveying a sense of arrival for
visitors approaching from the south and west. Most
importantly, vehicle speeds leaving the roundabout will better fit an intended pedestrian focus in the heart of Downtown.
DESIGN DISCUSSION
This elongated roundabout concept is custom designed
for this intersection to ensure safe viewing distances
at carefully placed hold lines. Pedestrians are able
Nrum NEEENNIP-
111 INNER
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.
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iir
116
to cross short distances between curb and median
refuge behind drivers who will be focused on traffic
already in the roundabout. The center island includes
a mountable apron, allowing emergency vehicles and
tractor trailers to successfully turn or cross through the intersection.
Gateway roundabout with Downtown arch sign example in nearby Downtown Yucaipa Gateway roundabout conceptual proposed streetscape
design, safety, and traffic flow enhancement features:
E
o
o
o
o
o
o
o
Landscape Pedestrian Refuge Island at Crosswalk
Parkway Landscape Buffering Pedestrian Space
Roundabout Truck Apron for Large Vehicle Use
Public Art and Signage Opportunity
Feature or "Specimen" Tree Landscape Opportunity
Pedestrian Space for Micro -Transit and Wayfinding
Decorative Color Roadbed and Crosswalks
Pedestrian Space at Corner Impacting Parcel Line
Painted Median to Facilitate Roundabout Transition
71 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 5-6: ROUNDABOUT CONCEPT AT 6TH ST + CALIFORNIA AVE
ED Pio
40'
72 ROUNDABOUTS
CONTINUED
Palm Ave East Gateway:
This proposed concept for a
gateway roundabout enables more
consistent traffic flow at comparable
daily travel volume, with landscapes
that integrate with the graceful
landscaped median of Palm Ave.
ROADWAY STRATEGY
The intersection of E. 6th Street at Palm Ave constitutes the eastern gateway to the core Downtown area. As
such, it also marks an eastbound transition beyond
which commercial development is more consistently strip format or pad retail with large surface lots - emphasizing vehicular travel modes.
East of this intersection, the General Plan, and
accordingly, this Revitalization Plan provide a four -travel - lane design for 6th St. The roundabout with its approach curbing and lanes provide an opportunity to safely
transition to two travel lanes without compromising daily trip capacity. This concept recommends making that
transition well east of the roundabout using two medians.
DESIGN DISCUSSION
The median in Palm Ave was intended as railway right-
of-way in the early 20th century. The median today
serves as a park -like amenity with benches and a tree - lined multi -use path. The custom roundabout design
for this intersection incorporates and book -ends this
i
■
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ENEENNIP-
1111111
111111111111
unique landscape feature and serves as a safer and
established terminus for the pathway.
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Large curb extensions at approach lanes to the roundabout minimize pedestrian crossing distance and add significant landscaped areas to corner properties around the
intersection. These may be adapted as seating areas for adjacent restaurants, pocket parks, or as off-street active mobility and micro -mobility stations with bicycle parking, rental scooter storage, and wayfinding signage.
Eastern gateway with unique narrative public art element in nearby Downtown Yucaipa Gateway roundabout conceptual proposed streetscape
design, safety, and traffic flow enhancement features:
E
o
O
4 O
O
o
o
Diagonal Parking Median with Street Trees
Landscape Pedestrian Refuge Island at Crosswalk
Roundabout Truck Apron for Large Vehicle Use
Public Art and Feature Tree Landscape Opportunity
Pocket Park / Micro -Transit Opportunity (40' wide)
Median with Pathway Connection and Ped Refuge
Decorative Color Roadbed and Crosswalks
Extended Curb Ramp for Property Access
Bicycle Curb Ramp Connecting Sidewalk to Bike Lane
73 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
J
I
r
FIG 5-7: ROUNDABOUT CONCEPT AT 6TH ST + PALM AVE
V 10' 34'
74 5.6 BEAUMONT AVE
RECONFIGURATION
Segments North of 6th Street:
This segment is proposed as one
travel lane each direction with
buffered bike lanes and parallel
parking in a way that better serves
streetfront businesses, pedestrian
safety, and nearby residents.
ROADWAY STRATEGY
Beaumont Ave can provide comfortable mobility options
that better connect the whole community. Whether
driving to work, riding a bicycle to school, or walking to a local eatery, everyone deserves to get to where they need to go safely and efficiently.
Beaumont Ave north of 6th St serves as a central link
from flanking residential neighborhoods into Downtown
and as north -south access to the I-10 freeway. North of 8th, the land use mix is more consistently residential.
The City has mitigated pedestrian and vehicle accident
risk by applying stop signs at every intersection. A two- lane configuration, as recommended by the General Plan
and as shown in this Revitalization Plan, will enhance the safety and pedestrian attraction this corridor.
DESIGN DISCUSSION
minim
ENNENEPP-
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The right-of-way for this segment north of Beaumont Ave stands at 100'. The existing face of curb distance is 64' and this proposed segment reconfiguration narrows that
only to 60' feet. Most existing space behind curb is given to 10' parkways (not including curb). Existing sidewalks are commonly 7'; proposed new sidewalks are shown as
much as 14.5' wide with narrower parkways. Existing
parkways may be maintained alternatively, or additional space may provide unique outdoor parkway seating and
dining spaces in the right-of-way.
The right-of-way for this segment south of Beaumont Ave stands at 100'. The existing face of curb distance is 64', and this proposed segment reconfiguration maintains
that 64'. This segment reconfiguration introduces an
8' wide median. Most additional space behind curb
is given to 10' parkways (not including curb). Existing sidewalks are 5' on the west side, and 9' on the east;
This design normalizes new sidewalks at 11.5' wide
with narrower parkways. Existing parkways may be
maintained alternatively, or additional space may provide unique outdoor parkway seating and dining spaces in the right-of-way.
Roadway corridor conceptual reconfiguration proposed
design and safety features:
Curb Extension with Directional Curb Ramps
C High Visibility Crosswalk with Decorative Paving
Q Decorative Color Intersections with Crosswalk Visibility Q Bikelane Buffer (typically 3' wide buffer)
Q Dedicated Right -Turn Lane
Q Painted Bike Lane Transition at Right -Turn Lane
• Standard Intersection with Curb Extensions
Q New Parkway (typically 4 to 6' wide) with Street Trees Q Transition to 2 -Travel Lanes Each Way with 8' Median 75 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
5.7 DOWNTOWN
PARKING ANALYSIS
A detailed parking analysis is
presented here along with solutions
to ensure long-term parking supply
can support a park -once strategy in
a district where visitors will spend
more time at more businesses.
PARKING DATA COLLECTION
The Revitalization Plan parking analysis is performed at a high level with data based on land use observations
gathered in the research phase of the market study and
through a "desktop census" of street -level and satellite imagery. This was used to prepare a list of all businesses within Analysis Areas - commercial properties facing
Beaumont Ave and 6th St through the Downtown Core.
Custom parking standards were then applied to each of
these documented business operations with a granularity that included individual use categories within multi -tenant developments. Private realm surface parking was quantified using satellite imagery to consider on -site and off -site supply.
DOWNTOWN PARKING RATIOS
This parking analysis anticipates a walkable district that benefits from increasing transit usage and park -once
behavior. Therefore, two demand reduction factors are
included: Non -Captive Ratio and Mode Split:
Non -Captive Ratio: The portion of drivers not retaining their first parking space as they visit a second or third businesses.
A reference manual Shared Parking- 3rd Edition, by Mary S. Smith, from the Urban Land Institute (2020), lists
recommended non -captive ratios by use and time of day.
This plan uses a conservatively high 90% non -captive ratio.
This means 10% of parked vehicles will remain parked as visitors walk to a second location - avoiding a vehicle trip and the need for additional parking at a second location.
Small communities that are highly walkable can enjoy a non - captive ratio has low as 60% to 80%.
Mode Split: The portion of visitors not using alternative transportation options in -lieu of their own vehicle. These visitors will need a parking space. A mode split of 90% is used in this analysis. This means 10% of travelers inbound will walk, bike, take a bus, or use a ride -share service to reach one or more businesses in Downtown.
The following table lists the Base Ratios for applied land use categories referenced from the General Plan and
Beaumont development code. The resulting parking ratios after applying the non -captive and mode split factors are then listed. Those listed under Mode Split are the final ratios applied to the Parking Analysis.
Development U
Categories (Space/1k)
Food/Dining
Base
Ratio
9.0 8.1
10.0 Retail
Market Liquor
4.0 3.6
3.2 4.0 3.6
3.2 Services/OfficesiB2B 3.0 2.7
Industrial
2.4 2.0 1.8
1.6 LONG-TERM ANALYSIS METHOD
The long-term view of parking demand considers a peak use case with factors for park -once and mode split. The long- term view of parking supply includes a count of all parking spaces shown in the roadway reconfiguration concepts for Beaumont Ave and 6th St. Housing infill that is not part of mixed -use projects is considered to be self -parked. All other new developments envisioned in this Revitalization Plan are included in "Parking Balance Sub -Areas," wherein parking is met within the confines of the project site and immediately adjacent parking facilities. The 20-25 year demand and
related supply or deficit of parking spaces for 3 or 4 block parking areas is shown in the diagram at right.
LEGEND
fldd�
OMEN
J
Oppertuninty Sites & Berated Parking Resources
Public 5uirape Lai wii h Parking Deck
PUWIC Surface Lot
Private Svrtace Lot
Public Head -In or Diagonal On -Street Parking
Public PararleI OriStreet Parking
Opportunity Site
OpoortunitySite Outside of ParkingAnatysis
Opportunity Site Parking Balance Sub.Area
6th St Painting Analysis Areas
Commercial Properties for 6th St Anatvsis
Public Head -In or Diagonal On -Street Parking
Public Parallel OriStreet Parking
Beaumont Ave Parking Analysis Areas
Commercial Properties for Beaumont St Analysis
Public Parallel OnSlreet Parking
Study Aroa Boundary
77 DOWNTOWN BEAUMONT REVITALIZATION PLAN
j'.
I W 6th St
West Parking Ai£a
r .f
E 'Ulli 9+
L•'11h 91
E fli 1. S,
•
E 6th St
Central Parking Area.
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FIG 5-10: DOWNTOWN PARKING FACILITIES + PARKING DEMAND AREAS
PARKING ANALYSIS
SUMMARY
Beaumont Ave Results
• North Area' Surplus 43
• South Area. Surplus 17
■ Corridor: 60 Net Surplus
■ FReplacerr}ent
On -Street_ 132
6th St Results
a
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West Area_ Deficit 35
Central Area: Deficit 23
Civic Center: Deficit 32
Corridor: 90 Net Deficit
Replacement
On -Street: 177
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5.8 PARKING
SOLUTIONS
Three areas may develop a long-term
deficit of parking availability even while
considering smart mobility factors such
as transit and park -once behavior.
Solutions are provided for each area.
6TH ST WEST PARKING AREA
Private Deficits are unmet peak demand for spaces within private lots within the area. The Deficit for Public spaces is the remaining peak demand over and above what
proposed public parking can accommodate:
• Private Deficits: 91
• Public Spaces: 56
• Deficit for Public: 35
This deficit is likely due to large employers in this district using side street and W. 5th St curbside parking for their employees. Many surface lots are used for material storage and industrial shop work. 6TH ST WEST AREA SOLUTIONS
The following are three achievable alternative solutions to any future parking deficit along with their estimated supply impact. Analyzed deficits are considered long term; the City should anticipate and plan for these measures to be implemented 10 to 15 years in the future:
O Stripe and preserve 5th + Wellwood parallel parking: 39 o Above proposal, but with additional head -in along 5th: 55 © Permits for employees from employers: 39
FIG 5-11: 6TH ST WEST PARKING AREA WITH PUBLIC PARKING AVAILABLE lb f.
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79 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
6TH ST CENTRAL PARKING AREA
Private Deficits are unmet peak demand for spaces within private lots within the area. The Deficit for Public spaces is the remaining peak demand over and above what
proposed public parking can accommodate:
• Private Deficits: 62
• Public Spaces: 39
• Deficit for Public: 23
This deficit is likely due to the compact nature of the traditional storefronts along this segment of 6th St and may be aggravated by additional demand for on -street
parallel parking at anticipated mixed -use development at the corner of 6th St and California Ave.
6TH ST CENTRAL AREA SOLUTIONS
The following are three achievable alternative solutions to any future parking deficit along with their estimated supply impact. Analyzed deficits are considered long term; the City should anticipate and plan for these measures to be implemented 10 to 15 years in the future:
O New public lot at 260 E. 6th: 27
O North alley head -in at 100-200 block: 20
Change to 2 -lane with head -in: 22
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FIG 5-12: 6TH ST CENTRAL PARKING AREA WITH PUBLIC PARKING AVAILABLE
80 6TH ST CIVIC CENTER PARKING AREA
Private Deficits are unmet peak demand for spaces within private lots within the area. The Deficit for Public spaces is the remaining peak demand over and above what
proposed public parking can accommodate:
• Overall Deficits: 114
• Public Spaces: 82
• Deficit for Public: 32
This deficit is likely due to the compact nature of
storefront businesses along this core area of 6th St and is made greater as an "Overall Deficit" because it includes the prior allotment of Civic Center spaces for a park -n -ride use. As proposed in this plan, the replacement public lot east of Orange Ave would supply 132 spaces - most of
which are used for the retail project immediately adjacent. 6TH ST CIVIC CENTER AREA SOLUTIONS
The following are three achievable alternative solutions to any future parking deficit along with their estimated supply impact. Analyzed deficits are considered long term; the City should anticipate and plan for these measures to be implemented 10 to 15 years in the future:
Q Single parking deck over new City lot: 104
© Downtown tram up Beaumont Ave: 60
© 6pm to 2am share with Water District: 32
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FIG 5-13: 6TH ST CIVIC CENTER AREA WITH PUBLIC PARKING AVAILABLE 81 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
5.9 PARKING
RECOMMENDATIONS
The Revitalization of Downtown will
require the implementation of the
roadway concepts, follow through
on several Parking Management
Plan recommendations, and
adoption of additional parking
solutions shown in this chapter.
Taken together, these should
address parking demand for the
next 20 to 25 years.
SUMMARY OF THE PARKING
ANALYSIS RESULTS
In summary, the parking supply along future Beaumont Ave is anticipated to exceed future demand and will long serve as a parking resource for the community - especially during events with street closures. The future 6th St is anticipated to improve parking supply but the aforementioned
supplemental solutions may be needed to support full
build -out of a revitalized Downtown.
ALIGNMENT WITH THE PARKING
MANAGEMENT MASTER PLAN
The 2021 Parking Management Master Plan includes many
recommendations and policies that align with those of this Revitalization Plan. This plan recommends implementing
those measures; all policies in the Parking Management
Master Plan align with the Revitalization Plan.
Some policies and recommendations will benefit the City, but should be delayed until sufficient demand is apparent in the Downtown area. The recommendation in Strategy
5: Implementation of Paid Parking in the Downtown area is written to be activated when 85% occupancy along block
faces is achieved. This Revitalization Plan agrees that this is an effective method of managing parking supply; however, the City should maintain a posture of catalyzing economic activity with access to free available parking as long as tolerable. Enforcement of time -limits and rules about long-term on -street storage, as well as ensuring adequate supply should take priority before this measure is taken.
Some policies and recommendations are more immediately
beneficial to the development and roadway concepts
presented in this plan. In particular, a focus on Strategy 9 is recommended, which provides "Downtown Streetscape
and Pedestrian Infrastructure" supporting a "park once" urban approach and visitor behavior.
DOWNTOWN REVITALIZATION
PARKING RECOMMENDATIONS
AND ACTION ITEMS
The following is a list of recommended steps for which the City should plan or program among future action items, in addition to implementing the roadway concepts in this plan:
• Near -term: Maximize on -street parking at 5th St +
Wellwood Ave
• Near -term: Striping + demonstration projects for 6th • Mid-term: Alleys between California Ave and Beaumont
Ave
• Mid-term: Acquire or improve off-street parking facilities • Long-term: Sidestreet permits for residents / employees • Long-term: 6th St. Fee -in -lieu
• Long-term: Build a City -owned public parking deck
The parking deck recommendation across Orange Ave
at the City Center and Civic Center development project is an important instrument for addressing Downtown -
wide parking challenges. The closure of Lancaster
Blvd operates on the basis of large available off-street public parking lots behind street -facing businesses. This Revitalization Plan strongly advises the City to continually asses parking demand over the years of implementation
to consider:
• Park -n -ride activity that may allow new residents
to call Beaumont home by providing access to
transportation solutions in Downtown. This will
provide an economic support to Downtown and the
City at large.
• The planned size of Downtown street closures,
especially 6th St event closures that take median
parking stalls out of the public supply. These
scenarios should be carefully studied as they are
planned to model the demand impact attributable to
them.
• The experience of other historic Downtowns that
have adopted decked parking above a single level,
including Downtown Redlands and the Circle at
Orange. Beaumont leadership is encouraged to
reach out to community planners in those cities
to understand the decision inflection points that
convinced leaders to build multi -level public decks in their communities.
• Further community engagement over Strategy 6 of
the Parking Management Master Plan, a Parking
Benefit District, to assess the City's ability to use
this approach to fund a parking structure or single
parking deck. This Benefit District may be a fee on
the Downtown businesses, local taxes, or carried by a
paid parking approach as advised in Strategy 5.
Lastly, the City of Beaumont may consider the elimination of parking minimums for all land uses within the
Downtown Revitalization Plan study area - an approach
taken in many other communities with successful
outcomes in economic growth and Downtown livability.
82 hir
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ACTION PLAN
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REVITALIZATION IMPLEMENTATION PLAN
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6.1 SUMMARY +
ORGANIZATION
This section identifies administrative
and governance actions to take for
Downtown's Revitalization, including
steps to initiate and support City -led
redevelopment. Altogether, these
actions will enhance the economic
competitiveness of Downtown
Beaumont.
These Implementation Actions are organized into two
major categories. First, Administrative + Governance
Initiatives addresses broad based governance
improvements and programs. Zoning reform is described
in its own section and is part of those broad based
actions. Second, the Revitalization Hub Development
Projects + Initiatives addresses more site specific actions in support of City -led developments at Revitalization
Hubs. Both sections draw heavily from the Action Plan
section of the economic and real estate report that
accompanies this Revitalization Plan.
Following these two sections are descriptions of action plan steps to implement public realm and roadway
improvements, as well as zoning reforms needed to
enable compact walkable housing development. All
items are included in the Action Plan Timeline Gantt
chart in the next chapter. The following is a list of these implementation items and their sections:
Administrative + Governance Initiatives
• Downtown Revitalization Plan Integration with General Plan and Development Code
• Downtown Revitalization Plan and the General Plan EIR • Downtown Tourism and Business Improvement District
• Establish Downtown Activation + Events Program
• Signage Design Standards and Signage Master Plan
• Downtown Detailed Parking Study
• Eliminate Downtown parking minimums
• Business Subsidy Programs
• Business Friendly Services at City Hall
Revitalization Hub Development Projects + Initiatives
• Initial Revitalization Hub Actions on City Owned Parcels • Grace Avenue Gateway Hub Development Steps
• Town Center Community Hub Development Steps
• "The Arbors" Local Dining Hub Development Steps
Public Realm Projects + Initiatives
Unlocking Downtown Potential with Zoning Reform
86 6.2 UNLOCKING
POTENTIAL WITH
ZONING REFORM
The foremost implementation
measure the City can take to
unlock the potential of Downtown's
revitalization is to reform Downtown
area zoning and codes to allow
economically viable projects.
Land use designations recommended in the Downtown
Area Plan, adopted in December 2020, may restrict
the highest and best use for new development on
opportunity sites evaluated for this plan. Seven of the ten economically viable development concepts for Downtown
revitalization would be prevented under current zoning
and development code as of the creation of this plan.
Commercial concepts as drawn would be permitted,
whereas residential and mixed -use with residential face constraints in terms of permitted dwelling units per -acre and FAR limits.
Concurrent with the creation of this Revitalization
Plan, the City has engaged a planning consultant to
provide zoning reform and code revisions which will
improve alignment between the General Plan Vision
and development regulations in its Land Use Districts.
This Revitalization Plan recommends incorporating
the following findings and recommendations into that
process to full unlock the growth potential of Downtown Beaumont.
ZONING ANALYSIS FINDINGS
The Downtown Area Plan within the Beaumont General
Plan designates Downtown as walkable mixed -use
setting for commercial activity and compact housing. In all, the Downtown Revitalization development concepts
align with this vision.
The Gateway and City Center Hub development
concepts are predominantly allowed under current zoning with resulting FARs from 0.17 to 0.28 falling well within the 0.5 allowed in the Downtown Mixed -use (DMU) and
Beaumont Mixed -use (BMU) land use designations.
Consideration to allowed Uses in any land use table
for the Public Facilities designation may be needed,
although this designation includes a permissible 1.0 FAR limit.
The 6th Street Active Corridor mixed -use development
concepts are not allowed under current zoning as those
proposals yield .72 to .91 FARs, where .35 is allowed
within the DMU designation. The DMU limit of 15
dwelling units per acre is also an impediment to compact stacked housing for these sites. These concepts
include large studio lofts (larger than a typical studio unit) and smaller one bedroom units (both suggested by
landowners in interviews) which yield 18 to 26.7 DU/Ac.
Those concepts are drawn at only one story, but higher
unit counts are unlikely due to parking availability. The limit of 3 stories is considered sufficient.
The Walkable Housing infill development concepts along
Euclid Ave and 5th St are not allowed under current
zoning as those proposals yield FARs ranging from .55
to .66, where .35 is permitted in DMU and Sixth Street
Mixed -use (SSMU). Only in the Residential Single Family (RSF) category is FAR not restricted. Conversely, the
project at Euclid Ave and 8th St is restricted by an
allowable 4.0 DU/Ac, where 12.1 may be proposed.
Other concepts on 5th St run up and sometimes over the
15 DU/Ac limit. The housing concept at Michigan Ave
conflates with its FAR limit of .35, however, fits within the more generous 22 DU/Ac limitation.
ZONING RECOMMENDATIONS
The following are recommended changes to current
Downtown Area Plan zoning which would allow
Revitalization Plan concepts to be permitted without
code variances. The City is encouraged to perform
zoning reform throughout the land use designation area, within the Downtown Study Area, for each affected zone
to avoid "spot zoning".
• Downtown Mixed -use (DMU): FAR 1.0 and 28 DU/Ac
• Downtown Residential Single Family (RSF): 14 DU/Ac
• Sixth Street Mixed -use (SSMU): FAR 0.75
The final development code and zoning reform outcomes
may differ from the above and may represent a
compromise suitable to City leadership, stakeholders,
and affected residents. The attached Downtown
Beaumont Economic Revitalization Action Plan also
recommends simplifying Downtown zoning into fewer
categories and advises that "residential development of all kinds should be encouraged in the Downtown area."
87 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 6-1: REVITALIZATION CONCEPTS CURRENT ZONING CONFORMANCE 11 El
ES
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10. Grace Ave Gatewav Hub
S .ra 4.14 GSA FAR LJn•:s
70,190 6.806 8.2E
Allowed In DMU: 0.35
dHL+c
CI Canter Community Hub (Carrirrlerclal Portion)
5.ra Arta GSr Y4R tUnrs
1273.020 24 4114 0,20
Allowed In DMU: 0, 5
DLlAC
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14.0 "The- Arbors" Loral Din Inc' Hub (Lnmmarr_ial Portion} Fpm Area GUF
28,8FJ0 5.WCI
Allowed in 6Mi1:
FAR
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Mixed -Us* at 0th s Caltharnia Mir
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FAR
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Mei
75 26.7
15.0 Mt id -Use at 0th & Ma, nolla Ave
son Aria Garr AAR Linn
15.770 11.3490 6.91
Avowed in DMU: 8.35
LIL4:c
fi 22.1
15.0 Mixed -Use at 6th & Maple Avet
$rW Area G5t EAR L4np
2 t311 24 442 0.72
Allowed in DMU: 0,35
Civac
12 19.7
15.0 Walkable F115u#I n • at Ott & Euclid ;We "The Arbors" S rlr Agra GSF FAR rAnrt
20 020 16 200 0.56
Allowetl In RSF: rr.Fs
mow
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4.6 Walkable Housing at 5* & Edgar Awe
.5.ra Area C.4S FAR LYllfi
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MIDwid In DMU: 0.30
mode
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10.0 Walkable Hauskng at 5th & Ma. le- Ay*
& la A etsF FAR
30,930 18 000
Allowed in DMU:
0.0E
0.36 rLur�
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10 14.1
16.0 Walkable. Houain • at 6th & Michi • an Ave
S rla A.ra GS, FAR Dios
re.71:10 3? 106 0.55
Allowed In SSMU: 0.35
113 1]_3
22 ^.AL II 1)I� IAi k'I
10th STR FFT
Rh STREET
wity6oundary DOwritolwn ReSiden1iAI Single Family
t3Beumont Averra6 Di51riC1 Downtown Mixed Residential
n Downtown District Downlown Residential Fliuikifaml7y
• Frtentled SIxth SIr is 1}iglr1Ct
11 1-10 FREEWAY
- Darmiowi'1 Mixed use
Seaurnani Mixed Use
- Sixth $Ireel Mixed Use
Ell Sixth Sired Mixed use - Residential
88 6.3 ADMINISTRATIVE +
GOVERNANCE
The following are broad based
initiatives that will positively impact
a broad range of Downtown
stakeholders and potential
entrepreneurs. In essence, these
are program level and systemic
changes that will change how
Beaumont City government serves
its business and development
community.
GENERAL PLAN AND
DEVELOPMENT CODE
The City of Beaumont should continue to apply
Revitalization Plan development concepts, zoning, land
use, and development code updates to the General Plan
and updated code.
GENERAL PLAN PEIR ADDENDUM
In support of any integration with the General Plan,
especially its Downtown Area Plan chapter, its
Environmental Impact Report should be updated to
reflect outcomes of the development concepts in this
Revitalization Plan. A detailed memorandum that reviews CEQA which PEIR environmental disciplines may be
affected is included with this report. The memorandum
concludes that this Revitalization Plan be adopted under an Addendum of the 2020 General Plan EIR, rather than a new standalone IS/MND. The memo also includes three
options for future project CEQA documents, depending on project scale and complexity. This will ultimately benefit the review and approval process for future public works and private development in the Downtown area.
DOWNTOWN TOURISM AND
BUSINESS IMPROVEMENT DISTRICT
A Tourism and/or Business Improvement District (TBID
or BID) offers an arrangement for property and business owners to join together and pool funds to be applied to agreed upon improvements and maintenance within the
district boundary. This can strengthen small businesses that may not have the resources to maintain shared areas and ensures the public realm and publicly accessible/
beneficial private realm enhancement is achieved. Job
and talent retention, training, communication, outfacing marketing, and communication are all benefits of a TBID/ BID.
Overall, TBID or BID services vary, but are likely to include:
Business expansion, attraction, training, and retention Marketing and special events
Placemaking and public realm enhancements
Public safety and hospitality
Street cleaning and public realm maintenance
Administration of Downtown business incentives
programs
Specific Programs for a Downtown Beaumont BID
Street fairs/events at street closures on 6th St or
Beaumont Ave
• Outdoor events at the Grace Ave pedestrian
environment
Street trees along 6th St parkways and median
Alley art, auxiliary lighting, murals, and activities/use Downtown banners, electronic signage, promotional
graphics
Lot merging programs for mixed -use and housing
opportunities
BID Establishment and Timing: The City of Beaumont
maintains regular engagement with Downtown business
owners through its regular well -attended Downtown
Business Meetings, held at Downtown venues.
These are coordinated through the City's Economic
Development Manager and support ongoing efforts
related to Downtown Revitalization, Downtown Vision
implementation, and programs and incentives. This
Revitalization Plan recommends that the Chamber
of Commerce and City's Economic Development
Department coordinate through these engagement
opportunities to draft a BID charter for approval by
Council.
Small businesses may be averse in the near -term to
additional feed and assessments in the Downtown area,
at least until a stronger retail and restaurant market can be supported on a growing Downtown residential base.
Therefore, a TBID or BID for Downtown's revitalization
is recommended in 5 to 10 years. However, the City
should commence with some initiatives that may be
administered by a TBID/BID in the future.
Those immediate TBID/BID related initiatives may
include:
• Marketing and Special Events
• Placemaking and Public Realm Enhancement
• Public Safety and Hospitality
BID Management: The City would enter into an
agreement with a non-profit organization (BID
Association) to apply assessment revenues to support
agreed upon programs and capital projects as guided
by a Board of Directors which advises the City Council.
The board would consist of a rotating membership of
Downtown member business owners and would set
program priorities, budgets, goals, policies, and staffing.
Annual reporting to the City informs Council approval
of proposed annual assessment rates, services, and
municipal capital projects coordination.
89 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DOWNTOWN OUTREACH INITIATIVE
+ OPPORTUNITY BROCHURE
The City is encouraged to promote Downtown
development opportunities as part of a coordinated
outward marketing campaign administered by the
Economic Development team, with emphasis on:
1. The high quality and growth of the existing
community and businesses
2. Downtown Revitalization Hubs concept and City -
initiated development.
3. In conjunction with landowners, 6th St mixed -use
and 5th St housing opportunity sites
4. Downtown regular and seasonal events providing
business or foot traffic opportunities
5. Success stories related to the Grace Ave Gateway
6. Public realm and streetscape improvement plans
Several of the above highlights are presumed to be
completed or under -way by the time a brochure or
marketing package is assembled. Alignment with an
economic development website landing page, sizzle
reel, and a list of departmental and private land owner contacts will be key to ensuring a Downtown Outreach
Initiative is wedded to a holistic revitalization program.
Groups such as the Southern California Development
Forum, ULI, retail conferences, and other real estate
and development groups are important for direct
outreach to small regional businesses looking to expand to a second location. Direct outreach to potential event operators for events such as athletic events, yoga and
wellness conferences, product, arts, and cultural events host organizations may all be relevant targets of this
initiative.
Further community engagement should be performed
regarding Strategy 6 of the Parking Management Master
Plan, a Parking Benefit District, to assess the City's
This example of a Downtown
Opportunity Brochure is from Old Town
Temecula, and is oriented toward
potential retail tenants and businesses
more than developers. It includes a
list of business friendly services and
support, performance statistics, local
vision and branding, and professional
images of local character. It is
organized with special tabs,
ability to use (and businesses' capacity to support) this approach to fund a parking deck. This Benefit District
may be realized as a fee on the Downtown developments,
transaction tax, or carried by a paid parking approach as advised in Strategy 5.
Lastly, the City of Beaumont may consider the elimination of parking minimums for all land uses within the
Downtown Revitalization Plan study area - an approach
taken in many other communities with successful
outcomes in economic growth and Downtown livability.
ESTABLISH DOWNTOWN
ACTIVATION + EVENTS PROGRAM
Downtown Beaumont is already the active heart of
the Beaumont community, with annual Halloween,
winter holiday, Fourth of July, and the Cherry Valley
Festival events; however, the proposed public realm
improvements in this plan support a district that hosts monthly and even weekly events. Ensuring that smaller
more frequent events, small music performances, and
a rotating arts program (for alleys and other off-street settings) will promote more predictable and consistent
foot traffic for Downtown businesses. The overall
Downtown brand can and should be enhanced by the mix
of events. Emphasis on events that feature connections
to the regions agrarian, equestrian and mountainous
context may be especially synergistic.
SIGNAGE DESIGN STANDARDS
AND SIGNAGE PROGRAM
This Revitalization Plan includes a high-level Downtown signage program for wayfinding, gateways, and branding
elements. An additional private realm objective signage design standard will ensure Downtown businesses provide signage that supports a visually -consistent, legible,
high quality pedestrian experience. This document can
supplement the Downtown Signage Program in this plan,
which serves as a the public realm aspect of a complete Signage Program.
Downtown signage should be more than public realm wayfinding and private realm design controls; rather, it is an opportunity to carry Downtown's brand awareness to new audiences and promote /ocal events.
DETAILED PARKING STUDY
In support of 1) a parking fee -in -lieu program, 2) future paid parking program, 3) the capital improvements case for an additional City -owned parking deck off Orange Ave, or 4) the coordination of parking improvements to Downtown alleys, the City may benefit from a detailed parking study. A data -driven support for the Parking Management Plan, this effort would document parking behavior and real demand after Downtown
90 revitalization has commenced. This is likely not needed in the near -term; as a mid-term recommendation, this can provide initial information on parking use of some improved Downtown streetsca pes.
ELIMINATE DOWNTOWN
PARKING MINIMUMS
The City is encouraged to consider eliminating parking
minimums in the Downtown Revitalization study area with limited exceptions for specific types of housing. The City of Lancaster eliminated its parking minimums in conjunction with the Lancaster Blvd redevelopment project - simultaneously bringing on line several City -owned public lots. In Downtown Beaumont, it is unfeasible for many businesses to meeting normal General Plan parking standards, especially where walkable active storefronts face 6th St. As mixed -use with housing over retail becomes economically viable a district parking supply approach, supported by public parking facilities, should take administrative precedence over any parking minimums.
BUSINESS INCENTIVES PROGRAMS
The Beaumont City Council previous approved $800,000 in funding during the `22/'23 Fiscal Year for the Downtown District Business Incentives Programs. These funds were allocated to help attract businesses and cover certain improvement expenses:
• Business Attraction and Expansion Loan Program
• Downtown Fee Waiver Program
• Facade Improvement Program
• Sewer Connection Fee Deferral Program
The City is encouraged to continue supportive programs that help small Downtown businesses absorb the cost of on -site facade, signage, fire code conformance, and outdoor use improvements. Additional channels of support, including TIF financing advantages for new construction along Beaumont Ave and 6th St, grants or fee waivers for sewer connections for development of street facing retail, restaurants, and mixed -use building types within one block of Beaumont Ave and 6th St.
Often, housing units above a mixed -use retail ground floor will lease more immediately than their commercial neighbors below.
Grants for subsidy of the first one to three years for yet -to -lease ground floor retail vacant tenancies will assist developers of mixed -use building types along 6th St.
Business attraction/retention programs often include:
Large Credits: One time non-refundable tax credits for
select business types, specifically new or recently expanding businesses (often $100,000 to $250,000 for larger cities), and/or,
Small Grants: One time grants for improvement
reimbursables for select business types, specifically new or recently expanded businesses (often $2,500 to $5,000 for larger cities).
BUSINESS FRIENDLY
SERVICES AT CITY HALL
These initiatives represent ongoing commitments within City government functions and represent internal changes that will reduce administrative friction to Downtown's Revitalization.
A common thread among the following recommendations
is investment in staffing to support prompt and accelerated administrative procedures, increased businesses liaising, and administration of programs beneficial to Downtown business expansion.
Maintain a committed City leadership and staff to support Downtown Revitalization. Ensure the Economic Development directorship and community development department is well staffed to fulfill department missions and commit to Downtown revitalization initiatives. Downtown -focused roles rather than staff role consolidations will be especially appreciated by prospective Downtown business entrepreneurs and developers trying to meet with City staff. Above all, ensuring that City leadership includes individuals who are "show runners," or individuals who uphold consistent longterm understanding of Downtown Revitalization goals with a belief in the importance of their implementation.
Modify administrative procedures in-house, as necessary, for the City to be considered more "business friendly". Review current administrative procedures and permitting processes and prepare draft revisions. Meet with all affected City departments to reach consensus on revised procedures and processes.
Obtain City Council approvals, if needed. From an entrepreneur's business perspective, a "business friendly City" is an authentic, cost -saving, economic tool. It may be one of the most powerful "economic tools" a California City can offer: a City that stands out as one that enthusiastically and pragmatically has a positive business environment is likely to draw more new independent entrepreneurs than other cities known for laborious, time intensive approval processes. Common commitments by
cities promoting this local advantage often choose a "90 day decision" timeline as compared to typical review processes lasting a year or more.
Designate an in-house, "one -stop" liaison or "Downtown business concierge" to assist new businesses that want to open or develop in Downtown. Instead of having a Downtown business applicant go through the permitting/procedural administrative process with individual City departments, designate one in-house City staff person to coordinate all the efforts on behalf of the applicant. Ideally, an applicant would attend one "first -step" meeting, spearheaded by the City Liaison, with the City Planning Department and other related departments, to discuss all the various requirements, permitting requirements, and other department reviews required. All City requirements should be explained in detail, up -front in one meeting, in contrast to a series of separate meetings at different times.
Business owners and developers need to know all the approval/ permitting information up -front— not incrementally, or step- by-step. Businesses sustain added costs with incremental meetings, especially when a business finds out about
"surprises" along the way, costing the business unplanned time, money and added costs "down the road." Transparency and clear communications, with a single -designated, enthusiastic City Liaison or "Downtown Business Concierge," would
significantly improve an applicant's impression of Beaumont as "Business Friendly."
91 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
6.4 REVITALIZATION
HUB DEVELOPMENT
PROJECTS +
INITIATIVES
The following steps will specifically
advance the City -led redevelopment
of these key opportunity sites. Some
of these initiatives will provide broad
based benefits to revitalization in
other areas of Downtown and for
other land use categories.
Most of these recommendations are adapted from the
Recommended Action Plan that is part of the economic
study accompanying this plan, titled Downtown Beaumont
Economic Revitalization Action Plan. It includes more
detailed descriptions and real estate research with
economic context information that supports these
measures.
INITIAL REVITALIZATION HUB ACTIONS
ON CITY -OWNED PARCELS
Key City -owned parcels are strategically located to serve as Downtown catalyst projects:
The "Grace Avenue Building" (at 500 Grace Ave),
an attractive, vacant Spanish style building of about
6,000 square feet.
The "Fleet Maintenance Site" (at 550 North California
Ave), a parking area with covered structures for City
fleet vehicles.
• The "Town Center Site" (across from City Hall),
an L-shaped parcel of about 123,141 square feet,
consisting of the City's parking lot and the Beaumont
Police Department, slated for expansion and
relocation.
This plan recommends taking near -term, highly visible
actions on all three groups of parcels to show the
business community the City's commitment to Downtown
revitalization. Downtown Beaumont has few successes
to use as powerful "marketing/promotional" tools to
attract new businesses. The few new businesses recently opened, such as Cornerstone BBQ (700 square feet)
and The Craft Lounge (1,750 square feet), are seeds of
positive, entrepreneurial interest in Downtown. However, there are a lack of "affordable" and available sites for new, free-standing, independent dining operators to serve Beaumont residents — especially for desirable, 4,200+
square -foot dining destinations.
It will be important that the City show its financial
commitment to not just a single site —but to all three
opportunity sites as part of a long-term, comprehensive strategic plan that also includes streetscape, landscaping, signage, parking, and wayfinding improvements.
Incremental actions can be taken on all three sites within the next year, even though completion, particularly for the largest, Town Center Site which may require a five-year or longer time frame. New Downtown Beaumont businesses/
developers will need to commit major renovation, new
construction, and interior fit -out costs for their new businesses. Private sector investments are not likely
to occur unless the City's strategic plan and financing commitments are well publicized and firmly committed.
GRACE AVE GATEWAY HUB
DEVELOPMENT STEPS
1. Expedite the re -use and renovation of the historic
City Hall for restaurant use with a planned opening
in 3 to 5 years. This charming, historic Spanish style, City -owned building would make an excellent destination - oriented restaurant of 4,300 to 5,000 square feet (plus outdoor patio space), to be owned and operated by a
proven independent entrepreneur (non -chain restaurant).
Downtown currently lacks new, innovative, creative full - service, sit-down restaurants/bars, with the average size today in Downtown of only 2,298 square feet for top -
rated (Yelp) cafes/restaurants.
Securing a committed operator quickly prior to any City expenditures would initiate an efficient process. The
new operator would retain an architect to design the
renovations; and any financial assistance provided by
the City could be in the form of a contribution to the
approved renovation plans. This plan recommends that
City Management offer a low/minor lease rate in the early years of operation, based upon a sizable, negotiated,
financial commitment by the restaurant operator for fit- out/renovation expenditures.
The building lease term should be long enough not to
restrict the ability of the restaurant owner to secure
fit -out financing (e.g., 20 to 30 years) from a traditional lender and/or investors. The lease should require
monthly or quarterly submittals of total revenue receipts, broken out by food versus alcohol sales, in order to track the financial success of the restaurant. The lease should also give the City an option (but not obligation) to "take back" the lease, including all improvements, should the operator's revenues drop below minimally -acceptable
levels over an extended period, such as 6 months to a
year (e.g., below $300 per square foot). This important clause allows City Management to stay informed about
the restaurant's revenue streams and to be prepared
should the new operator not succeed as planned.
Prior to the City's approval of any lease, the new
restaurant operator should submit its business plan that will include a minimum of five-year sales projections,
including allocations of food versus alcohol sales.
92 2. Evaluate re -use of fleet maintenance site and
solicit a new user. In order to effectuate the re -use
of the Fleet Maintenance Site, the City should quickly
evaluate the demolition and off -and on -site improvement costs needed to house a brewery, tasting facility, or other dining operation.
Re -use of this site is likely to require some demolition/ clearing of existing uses and possible construction of
a new structure compatible with "Grace Ave Gateway"
nearby buildings. The City may wish to use a targeted
approach to attract a proven, independent operator
from Yucaipa or Redlands, the closest competitive
locations. A 3,500 to 4,500+ square foot use may
be accommodated, depending upon off -site parking
allocations and any firm off -site parking commitments.
For example, should it be determined that additional, off - site (peak period) parking may be accommodated nearby
on 5th St on a vacant parcel, the amount of build -able area on 550 N. California Ave may be maximized. City
financial assistance may be needed to clear the site and assist with renovation/new building costs.
3. Target and solicit a potential food -oriented use
for former Beaumont Cleaners building (6th St and
Grace Ave). This small, charming "retro-style" brick -tiled building has excellent potential for 6th St visibility for an independent, proven food operator in about 2,000
square feet. If possible, an outdoor dining space of 500 to 1,000 square feet should be part of the long-term plan for the building.
4. Assess legal, zoning, regulation and financial
feasibility of partial closure and attractive
enhancement of City -owned alley bordered by
Ramona's Restaurant, and PSI Buildings. Working
with the private owners near the alley space, assess the process steps and pragmatic efforts required to enhance the alley with attractive improvements (e.g., Repaving, pedestrian lighting, and signage (including direction
signage to parking areas). Determine the usability of
the space for expansion of Ramona's outdoor dining
patio space, as well as possible use as an outdoor -
indoor bar space. Consider City financial assistance
for alley improvements and outdoor improvements,
including private sector assistance based upon
submittal of appropriate historical revenues/sales and
future business and financing plans based on the alley
improvements.
5. Design, Approve, Fund, and Initiate Physical Work
for Necessary Street Improvements for Grace Ave
Gateway District. Long-term street improvements
are optimally phased over time. The Grace Avenue
Gateway District is the optimum location for initiating street improvements, including: (a) one roundabout; (b) added street lighting; (c) alley enhancements for outdoor dining; (d) improved parking areas owned by the City; (e) wayfinding signage and Downtown entry and/or Grace
Avenue Gateway signage.
TOWN CENTER COMMUNITY
HUB DEVELOPMENT STEPS
1. Contract with Designer/Architect for Two to Three
Preliminary Layouts and Elevation Sketches for
Town -Center Site. In order to secure a successful retail developer for any future Town Center dining complex
site, the optimum strategy is to have an experienced
designer/retail architect prepare two to three preliminary layouts and elevation sketches for the estimated
123,141 square feet of land area. The sketches should
conservatively assume that the site is self -parked, as well as possibly using shared parking arrangements
during peak dining periods (evenings/weekends).
A retail architect's schematic layouts and elevation
sketches will be useful tools for achieving all required City Council reviews and approvals. This step provides
the City Management team with realistic design drawings for soliciting proven retail developers for the project and for negotiating a long-term ground lease with the
prospective developer.
Layout and design recommendations include:
• All dining uses should face 6th Street and Orange
Avenue, with outdoor patio dining areas facing the
streets.
• Parking should be on -site, facing Maple Ave, Orange
Ave, and Stewart Park. Structured parking is not
recommended in the near term due to the high
costs of construction. However, if necessary, a single
parking deck could be considered to add future
parking Downtown -wide parking capacity.
• A two -phased development should be programmed.
The first phase would consist of three restaurants
averaging about 4,200 to 4,500 square feet each,
plus individual outdoor dining spaces of 1,000 to
1,200 square feet. Smaller dining outlets would
follow in a second phase.
Once preliminary design plans have been prepared and
reviewed, on- and off -site improvement costs should
be determined. An experienced retail developer will be
interested in knowing these costs, as well as the City's potential contribution to the off -site costs. Once these above steps have been taken, City Management will be in position to initiate the RFQ or RFP process for developing the site into an innovative dining "district."
2. Initiate Search for Proven, Successful Retail
Developer with Public -Private Partnership Experience.
Once a list of successful, public -private retail developers is compiled, consider transmission of an RFQ soliciting interest by the private sector. Initiate the review and interview process for a potential redevelopment of
the site. Top consideration should be given to retail
developers with experience in similarly -sized cities to Beaumont; Southern California building and leasing
experience; a long-term commitment to retail property
93 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
management efforts; a track record securing and leasing to successful, independent dining entrepreneurs; and
the ability to build the Town Center project in a phased approach (e.g., two separate phases).
3. Assess the need for infrastructure and street
improvement, City financial assistance for the Town
Center project. Assess the need for potential financial assistance for improvements for parking spaces; street
enhancements along Orange Ave; construction of a
roundabout at or near Beaumont Ave (or other traffic -
slowing measures); City signage and wayfinding; street
lighting; and other, off -site infrastructure costs. Retain a cost engineer to create a budget for the off -site costs and expenditures required to complete the Town Center
development. Assess how the City may be able to
financially assist the implementation of the Town Center project by funding the necessary off -site and public
amenity costs.
4. Negotiate a deal for the Town Center site with a
realistic, up -front, pre -leasing period, approved design drawings and phasing plan. Within the next four to five years, target completion of a Town Center Development
Agreement and private sector firm financial commitment
for a two -phased approach to building out the Town
Center project. An optimistic program would include
completion of the first phase of development within
two to three years of executing the final Development
Agreement.
5. Secure parcels for future new Police Headquarters
Campus, and retain an architect to complete project
program and costing analysis. Then, follow through
on this major capital improvement project to unlock the Town Center development opportunity. An architectural
consultant with chain of custody and security design
along with an experienced facility costing expert will
be needed to prepare an informed capital cost item.
Programming and costing the Police Headquarters move
from the current park -n -ride site should be among the first tasks in preparing the Town Center project, but the final physical transfer of the Police Headquarters will be among the last tasks after the above retail design
study, deal negotiation, and streetscape infrastructure improvements because these steps predicate any
retail developer's commitment to the project and the
demolition of the aging current Police Headquarters.
Retain a civic facilities architect, landscape architect, and cost consultant to develop 10% and 30% (schematic)
designs for the renovation of the Civic Center in support of the overall Town Center Community Hub project.
Moving City Hall functions to an expanded facility in the rear annex building, completing the long planned civic
plaza, repaving existing parking lots along Maple Ave,
and re -purposing the current City Hall building for a
community center will ensure the Beaumont community
can make better use of the Civic Center block.
6. Plan for a consolidated City Corporation Yard. It
may be mutually beneficial to both the Grace Avenue
Gateway Hub and City Center Town Center Community
Hub to prepare and begin development of a consolidated
campus for fleet maintenance, public works staff, and
Beaumont transit to co -locate those staffing groups and reallocate those site uses. Modern office, maintenance, and storage facilities with expansion capacity outside of Downtown will prioritize valuable City -owned lands under those uses currently for the advancement of Downtown's
revitalization.
"THE ARBORS" LOCAL DINING
HUB DEVELOPMENT STEPS
1. Selectively purchase sites for redevelopment,
including housing or retail opportunity parcels near
8th and Beaumont Ave. The City should create a
plan for possible selective purchasing of key sites for redevelopment. The optimum parcels should be those
sites with existing building uses, or vacant parcels with viable, feasible, pre -development programs. Critical key financial assistance is best provided in cases where
business users have already been identified for the
site with firm commitments. The City may provide a
pivotal role in situations where there may be purchase
price "gaps," or in cases where a proven developer or
restaurant owner cannot close a land purchase deal
without some land price, off -site improvement, or interior fit -out financial assistance, in the form of a grant or loan.
In some cases, the City can be an interim owner in
cases where acquisition timing may require some short-
term assistance. Additionally, the City may elect to
preemptively perform lot merging to reissue the parcel
as a shovel -ready opportunity to mixed -use and compact walkable housing developers.
2. Encourage growth of Downtown housing south
of 6th St and infill development west and east of
Beaumont Ave (not directly on Beaumont Ave). By
simplifying the Downtown area zoning to include a range of densities, such as 8 units to the acre to 25+ units
to the acre, property owners will have the flexibility to satisfy near -term and long-term demand market forces.
Currently, housing demand is focused on detached
products. At 8 to 10 units to the acre, creative, small lot, detached housing may be encouraged in the near -term.
As acceptance of this higher density, detached product is accepted, both detached and attached, two and three -
level "townhomes" may also be market -accepted, built at densities of 12 to 25 units per acre.
94 6.5 ACTION PLAN
TIMELINE
This Action Plan guides the City's
leadership in deciding when to act
and in what order projects may
fall; it provides an understanding
of the relationship between
implementation stages and
establishes expectations for major
projects timing.
The order, length, and starting phase for each listed
initiative or project is based on an intersecting
consideration of typical project length, availability of lands, market readiness for land use types, and the order of
events required to unlock or prepare certain sites.
GOVERNANCE INITIATIVES
Administrative + Governance Initiatives represent staffing and funding for government programs that benefit
Downtown; the recommended TBID/BID is shown to start
after priority efforts are completed as the Downtown
economy may not have the capacity for an assessment;
instead some efforts that begin immediately such as
marketing and detailed signage planning will eventually become the responsibility of a TBID.
Facility Renovation + Relocation pertains to projects that need to be completed in the near term in order to unlock the full potential of Downtown.
PRIORITY INITIATIVES
The Grace Avenue Gateway and "The Arbors" at Eighth are two projects which the City can instigate without delay.
Public realm and City -held property along Grace Ave are an opportunity to complete an "early win" if the existing Ramona's restaurant can achieve outdoor expansion
coupled with public events/performances along Grace Ave.
Other priority initiatives include pedestrian lighting where it aligns with future road reconfiguration. The City has expressed a desire to prioritize the 6th St reconfiguration to drive Downtown revitalization.
NEAR TERM INITIATIVES
All Streetscape projects are recommended for completion in the near -term timeframe for this Action Plan which
would ideally completed over the next 10 years. This
includes alley repaving, lighting, and activation, Beaumont Ave and 6th St reconfiguration, and most Downtown
signage. Economic conditions and the real estate market favor walkable infill housing in the near term, as well as stand-alone retail such as that recommended for the Town Center project.
LONG-TERM INITIATIVES
Active corridor infill such as mixed -use development
requires long term parcel acquisition, lot merging, and the construction of some public parking facilities ahead of major 6th St frontage projects. The mixed -use sites depicted along 6th St each will require about 3 to 5
years to complete, from planning, design, permitting, and through their constriction. They are expected to take 5 to 10 years to complete and will be economically viable only after infill housing and retail are in -place to support the ground floor retail.
FIG 6-2: TIMELINE DETAIL FOR STREETSCAPE + "HUB" DEVELOPMENT PROJECTS 'Year 1
Year
q
Bid Package � Bid
Programming,
Proforma & Costing
(30% Design)
. Activation Event
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--100% Public Realm Design PSE
Year 3 I Year 4
FirsaI Designs Bid Construction
Detailed Costing phase Roundabouts, Road Reconfiguration, Median (100% PSE) Parking, Landscape & Furnishing
Interagency Coordination
ATP Grant Opportunity:
The timelines above describe phasing details the City should anticipate in capital and delivery planning for streetscape and "Hub" City -led development projects. At top, the Hub projects at the Town Center and Grave Ave Gateway should include some interim site activation, initial design, and public realm improvements ahead of developer partner bids. At bottom, reconfiguration of streetscapes will require a phase of further outreach and detailed modeling.
Both project types are anticipated to take 3 to 4 years from planning through completion. 95 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 6-3: DOWNTOWN REVITALIZATION ACTION PLAN TIMELINE
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DOWNTOWN ARCHITECTURAL GUIDELINES
DOWNTOWN SIGNAGE PROGRAM
�L L
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riMMair
DC -1 DOWNTOWN
ARCHITECTURE
GUIDELINES
DC -1.1 ARCHITECTURAL
GUIDELINES PURPOSE
These Guidelines aim to enrich
the development of Downtown
Beaumont by focusing on the
key components of architectural
design that contribute to a
visually engaging, legible, and
more consistent public realm that
expresses the history of the City's
oldest neighborhoods.
Responding to context, whether it be the streets and
paseos, buildings, or activities is key to achieving good design outcomes. Each of these sections is designed to
assist the City in reviewing architectural proposals from a functional and historic prespective, not merely from a stylstic or aesthetic perspective, as they pertain to each of several styles relevant to Beaumont's story.
By providing a series of intent statements, objective
outcomes, and style guide for architectural design within Beaumont's Downtown area, these guidelines can be
applied flexibly and adaptively to help City staff guide collaboratively with developers based on an intented
quality of place.
These guidelines will support safe and comfortable
environments for all users, help establish a sense of
place and quality, and will provide detailed information about architectural elements, building massing, material choices, and more.
HOW TO READ THESE GUIDELINES
The Guidelines use illustrations and photos to visually communicate the desired design results. The intent of the graphic format of this document is to make the information clear and accessible to a diverse audience, including the community, designers, planners, and developers.
Diagrams are provided for illustrative purposes, the
architecture design guidelines aim to accommodate a
variety of styles that are compatible with the existing local architectural fabric of Beaumont.
Development projects are generally required to comply with objective outcomes; however, applicants may choose to
forgo one or more objective outcomes and instead meet the spirit of the relevant intent statements.
The Guidelines are broken up into sections:
1. 1. Approach, Applicability & Context provides an
overarching mission and implementation approach to
these Guidelines, and unpacks Downtown's historical
development as context for today's Guidelines.
2. 2. Downtown Styles introduces and details the four
recommended styles for this document that are intrinsic to past and future development for the downtown area.
3. Massing & Form Articulation lends an understanding
of main massing and roofline
4. Corners at Streetfront addresses special guidelines for active facade corners on 6th St. and Beaumont Ave.
5. Awnings & Shades describes important methods of
outdoor space shading with canopies and trellises
100
DC -1 .2 ARCHITECTURAL
APPROACH & APPLICABILITY
This guide looks at the architectural
and historic context of Downtown
Beaumont, and outlines how we
can use values, principles and
approaches - based on good
design - to addresses matters of
climate, comfort, streetscape, and
human interaction which are specific
to the City. Taken together, these
elements make up the constituent
parts a highly desireable Downtown
for business and lifestyle.
DC -1.2.1 DOWNTOWN
GUIDELINE MISSION
Downtown Beaumont is among the earliest areas to develop in the San Gorgonio Pass. Many historic buildings that serve today gathering places, business settings, and places of worship, are also the original anchors of the district at the heart of the community. Promoting the cultural and structural significance of Downtown through Architectural Guidelines that extend from and reflect on this architectural heritage will ensure future residents and visitors enjoy the same longstanding quality of living Beaumont has always offered.
The City of Beaumont has recently updated its zoning and related development standards. Typically, an architectural guideline serves more subjective approval determinations, where standards offer applicants greater certainty for a more expedient process. Therefore, this guideline supplements and supports the Objective Design Standards and addresses issues not covered by it.
The City Planning department should:
1). Work collaboratively to promote the intent of this
guideline, and without unduly upholding the approval process to achieve one solution where alternatives viably deliver that intent. The City should establish a permit process period goals to promote streamlining that encourages downtown
development.
2.) Provide staff or contract with vendors who have
professional experience in architecture and urban design to support applicants and understand their needs in the review process.
3.) Seek a cohesive, healthy, resilient, and creative Downtown urban environment that is walkable, comfortable, and a
regional visitor and resident touchstone historic district.
DC -1.2.2 DOWNTOWN
GUIDELINE APPROACH
This Architectural Guideline is developed according to four broad style categories which can be observed through the historic development of Downtown Beaumont. Each is
described according to its historic background, its place in a regional narrative, and the intent fulfilled by bringing a project in each style to Downtown. This is followed by a description of the value of style elements to environmental and experiential factors for residents and visitors - lending rationale to the application of each architectural mode.
Lastly, the style is unpacked according to key elements, materials, and colors which must be found in the approved development concept.
Above: contemporary applications of traditional architecture. The City should interpret the intent of Guideline recommendations in a manner which may allow contemporary app/ications of historic styles and architectural details - as shown in the examples above. Overa//, authenticity of materials, build quality, and level of detail are most important.
101 DOWNTOWN BEAUMONT REVITALIZATION PLAN