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
O
C=-=]
D
Pedestrian Streetscapes
Pedestrian Shared Street
Pedestrian Event Street Closures
Reconfiguration: 2 Lanes + Median Parking
Gateway Roundabouts
Neighborhood Streetscapes
Reconfiguration: 3 Lanes + Parallel Parking
Reconfiguration: 2 Lanes + Parallel Parking
Signalized Intersection (Crossing Improvements)
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
J Revitalization Study Area Boundary
63 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
6naumuni Avt
W 8th St
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F {rh St
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FIG 5-1: MOBILITY STRATEGIC FRAMEWORK ACROSS DOWNTOWN
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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 I 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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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:
New Parkway (typically 4' to 6' wide) with Street Trees Curb Extension with Directional Curb Ramps
Q On -Street Head -In Public Parking
Q Bicycle Curb Ramp Connecting Sidewalk to Bike Lane
Q Dedicated Left- and Right -Turn Lanes
Q Decorative Color Intersections with Crosswalk Visibility • Transition to Parked Median Segment
Q 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
® 0 l0' 30'
1"= 40'
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'.
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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:
Curb Extension for Landscape/Stormwater Opportunity
Curb Extension with Directional Curb Ramps
Q Diagonal Parking Median with Street Trees
Q Pedestrian Crossing Refuge (Curb or Planters)
Q Curbside Pull -Out Stop for Transit at City Hall
Q On -Street Parallel Public Parking at Memorial
Q New Parkway (typically 4' to 6' wide) with Street Trees Q 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 0' 25' 7S'
11 z� 1" = 100'
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
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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:
O Landscape Pedestrian Refuge Island at Crosswalk
O Parkway Landscape Buffering Pedestrian Space
O Roundabout Truck Apron for Large Vehicle Use
O Public Art and Signage Opportunity
O Feature or "Specimen" Tree Landscape Opportunity
O Pedestrian Space for Micro -Transit and Wayfinding
O Decorative Color Roadbed and Crosswalks
O Pedestrian Space at Corner Impacting Parcel Line
O Painted Median to Facilitate Roundabout Transition
71 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 5-6: ROUNDABOUT CONCEPT AT 6TH ST + CALIFORNIA AVE
(1;)0 1o'
160-
-
1"-40'
100
100
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
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E'Stti St
unique landscape feature and serves as a safer and more established terminus for the pathway.
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:
Diagonal Parking Median with Street Trees
Landscape Pedestrian Refuge Island at Crosswalk
Q Roundabout Truck Apron for Large Vehicle Use
Q Public Art and Feature Tree Landscape Opportunity
Q Pocket Park / Micro -Transit Opportunity (40' wide)
Q Median with Pathway Connection and Ped Refuge
• Decorative Color Roadbed and Crosswalks
Q Extended Curb Ramp for Property Access
Q Bicycle Curb Ramp Connecting Sidewalk to Bike Lane
73 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIG 5-7: ROUNDABOUT CONCEPT AT 6TH ST + PALM AVE
10'
30'
40'
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.
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DESIGN DISCUSSION
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
FIG 5-8: BEAUMONT AVE INTERSECTION CONCEPTS AT 7TH ST + 6TH �
ST 16' 30'
to _
FIG 5-9: BEAUMONT AVE CONCEPT THROUGH 6TH ST + 7TH ST
e 0-6-175
150
1 1" = 40'
oo-
Zoo 1" = 100"
76 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,DIn1 g
Retail
Market Liquor
Base
Ratio
Non-
CapUve
Mode
Split
10.0 4.0
4.0 Services/Otfices/B2B 3.0
2.0 Industrial
9.0 3.6
3.6 2.7
1.8 8.1
3.2 3.2
2.4 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
Opportunity Sltes & Related Peking Resources
Public Surface Lot with Parking Deck
Public Surface Lot
Private Surface Lot
Public Head In or Diagonal On -Street Parking
Public Parallel On Street Parking
Opportunity Srte
MENEM Opportunity Srte Outside of Parking Anaysis
Opportunity Srte Parking Balance Sub -Area
6th St Parking Analysis Areas
Commercial Properties for 6th St Analysts
Public Head -In or Diagonal On -Street Parking
Public Parallel On Street Parking
Beaumont Ave Parking Analysis Areas
Commercial Properties for Beaumont St Analysis
Public Parallel OnStreet Parking
Study Area Boundary
77 DOWNTOWN BEAUMONT REVITALIZATION PLAN
W 6th St
West Parking Area
W tin 5•
I
a
Z
E •Oft, S•
Beaumont Ave
North Parking Area
t inn SI
Beaumont Ave
South Parking Area
E 6th St
Central Parkin t Area
I ,o• r•n.n. Rd --I
1 .7:r:.3-
E 6th St
Civic Center Parkin
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
• Replacement
On -Street. 132
6th St Results
• West Area. Deficit 35
• Central Area: Deficit 23
• Civic Center: Deficit 32
• Corridor: 90 Net Deficit
• Replacement
On -Street: 177
t S1
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0' 75' 300'
i
7 1200
78 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 •
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o°
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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Euclid Ave
q
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:
• Public Spaces:
• Deficit for Public:
114
82 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
ri
11 tIqTj
_ _ w
I
4 FIG 5-13: 6TH ST CIVIC CENTER AREA WITH PUBLIC PARKING AVAILABLE l
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 ACTION 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
10. Grace Ave Gatewa Hub
Se. Ana GSF FAR Units
28180 8.000 0.26
Allowed in DMU: 0 35
City Center Community Hub (Commercial Portion)
S e Ana GSr rot Loners
123.020 24 480 0.20
Allowed in DMU: 0.35
DWAc
n+a
0 "The Arbors" Local Dining Hub (Commerrial Portion)
Sas Ansa GSF FAR um,
28,800 5.000 0.17
Allowed in BMU: 0.36
DWAe
Mixed -Use at 6th & California Ave
Ur Ana GSF PAR
40 810 28 750
Allowed in DMU:
0.73 0.35
Unds
MLA
25 26.7
15.0 Mixed -Use at 6th & Ma • nolia Ave
Sits Area
GS! IAN
15 770 14 100
Allowed In OMU:
0.91 0.35
un.rs
Du.k
t1 22.1
150
Mixed -Use at 6th & Maple Ave
Se► Air. 051' FAR
2/ OLIO 20 042 0.72
Allowed in DMU: 0.35
UnIts
Duo
12 10.7
15.0 Walkable Housln• at 8th & Euclid Ave "The Arbon"
3.1e Arta
28 820 16 200
Allowed In RSF:
GSF
FAR
(Psis
DU xc
0.56 n,3
0 12.1
4.0 Walkable Housing at 5th & Edgar Ave
6o!0 Ana GSF PAR Uses
21.780 14 400 0.66
Allowed in DMU: 0.35
Ou tc
8 16.0
15.0 Walkable Housing at 5th & Maple Ave
Sae Ana 6SF
30,930 18.000
Allowed in DMU:
FAR
i
3 10th STREET
Rh STREET
0 City Boundary
BeAumont Avenue District
rktwnlowrr District
Gets DU/Ac
0.58 10 14.1 Fxtended Sixth Street District
0.35 15-0
Walkable Housin• at 5th & Michi•an Ave
Saw Arse GSF PAR Gets
58,780 32 400 0.55
Allowed in SSMU: 0.35
DOUR&
18 13.3
22.0 Downtown Residential Single Family
Downtown Mixed Residential
Downtown Residential Mollildlolly
f'ENN£Y_\ANA AVE
Downtown Mixed Use
Beaumont Mixed Use
Sixth Street Mixed Use
Sixth Street 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 o 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 local 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
Programming,
Proforma & Costing
(30% Design)
• • Activation Event
(Year 1
Feasibility/Outreach
Traffic Modeling
& Rough Costing
(30% Design)
'Year2
Bid Package Bid
Phase
—100% •100% Public Realm Design PSE
(Year 3
Year 4
Grace Ave (1 Yr) Town Center (2 Yr)
(Year2
Final Design Construction
Private Realm Roadway & Public Realm Improvements,
(100% CD) Commercial Private Realm, Tenant Fitout
I Year 3 I Year 4
Final Design 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
MMI
C TT0N
PROORAMMoiO. DEVON t IMPLEMENTATION
Administrative 6 Governance Initiatives 1 Planning
Tourism and BwNness improvement Darnel (AssassmIn
Downtown Opportunity Brochure t Outreach initialer*
Establish Downtown Activation a Events Program
Objective Signage Design Standards
Downroan Signage Program
OowntOwn Detailed ParMrg Study
City Dr i cn Lot Merging Program
PHASE
FEEZE IIIW
Facility Renovation & Relocation Projects
Stewart Park Renovation
Police HO Relocation and Expended Campus
Fleet Maintenance Facility Relocation
Grace Avenue Gateway Hub
Grace Avenue - Active Promenade
PHASE N(2070. 2014(
PHASE 10(2015. 2031j
PHASE N (2040 - 20451
Cmy Economic Development Downtown Sfakehbloats
LEAD
RESPONSa L rr v
COLLASORATOR
Cloy Eoonor * Development Downtown MID
Downtown MOD
City Planning
City PlennMy
City MonNnO
CH), Ecorronitc Owelopmwtt Cory Fktatce
Downtown SOSRMoldere
Downtown Stakeholders
City Economic Owelopnwt
City Public Waks
City Parks s Recreation City Public Works
CV Ponce
Cary Public Works
City Pl ni ttrtg
City Planning
b1h a Grace Ave Goy Led Development
Town Center Comrnunry Hub
Town Center - Public Plaza
Town Canter • City Haar Community Center
Town Center - City Hell Relocation
Town Confer • Retail Development Sac Preparation
6th 6 Orange Ave City Led Development
Downtown Signage Projects
Downtown Signage Phase I • Gateways 6 Identity
Downtown Signage Phase ii • Way finding 6 Directionals
Downtown Si gnupo Phase rs • Maps 6 Businesses
Streetscape Projects
Downtown Pedestrian Lighting
6th Street • Complete Street and Median Parking
Beatnronf Avenue • Complete Street
Downtown Atloys - Renovation and Activation Program
Parking Projects
Town Center • Parking Deck
Public Parking at EdgarEm anNal (South of 6th)
Public Perking at EdgarEmnanua (Norm Of 6m)
Public Peking at Orange Ave (South of 6th)
Public Perking at Magnolia and E 7m
MMO Development Ptgects
The Arbors at Elehth (CM In(latedlEnabledk
8rn 6 EocIid Ave Development
9 A Rr.i:,'rani Ave Development
powntown Active Corridor I.MB
Sin 6 Caktomie Ave Development -1nak Retail
601 6 Maple Ave Development - MAA Mixed Use
6th 6 Magnolia Ave Development - Mklf Mired Use
6m 6 California Ave Development • Man Mixed Use
anaSteallhaiNabill
bin 6 Edgar Ave Development
5th 6 Maple Ave Development
Sin & Mictvgon Ave Development
TASKS
r
City Economic Development City Ptbnc Works
City Eeonom c Development Dev.iopnent Partner
cay Parks & Remotion
Cry Parks 6 Recreation
City Finance
City Finance
City Economic Development Development Partner
Gty Public Works
Downtown T8/D
City Public Works
City Public Works
City Public Works
City Public Works
Cory Public Works
City Planning
City Planning
Downtown TBID
Cry Puottc Works
City Public Works
Cry Public Works
City Public Works
City Planning
City Planning
City Planning
Downtown MO
Cary Public Weeks
Downtown TBID
Cry Finance Development Partner
City Finance
Development Partner
Development Penner
Development Penner
Development Penner
Development Partner
City Planning
Cry Planning
City Planning
City Planning
Development Partner
Development Partner
Development Partner
City Planning
City Planning
City Planing
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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. Overal/, authenticity of materials, build quality, and level of detail are most important.
101 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DC -1.3 ARCHITECTURAL
CONTEXT
This Guideline will ensure that
Downtown Beaumont retains a direct
line to a meaningful story of small
town origins while preparing for
the future as a distinctive, historic,
economically and climatically
resilient, high quality Downtown.
Downtown Beaumont is the "old town" for the City of
Beaumont, and among its earliest notable developments and community anchors were the Queen Anne Victorian McCoy
house (1885), the Hotel Edinburgh (1887), the Beaumont rail depot (1888), Beaumont City Hall (1913), Beaumont Library (a Carnegie Library, 1914). Residential and commercial
development of Downtown Beaumont was continuous
from the turn of the 20th century through the 1950s, and expressed a comprehensive range of architectural styles.
Spanish revival and Mission style were already present in key structures, such as City Hall, and the Triangle Gas Station, the City's first, which still stands at Grace Ave. as the shuttered Beaumont Cleaners. Later examples existed as roadside
hotels and in residential tracts, especially as the bungalow court type.
Craftsman architecture was prominent in early 20th century Downtown Beaumont residential work. Several of these are still found north of E. 6th Street today. The C. B. Eyer house was an early example on E 6th Street near City Hall and recently demolished.
National style, a common late 19th and early 20th century mode of pragmatic architecture, was present in the
Beaumont Depot, as well as the later Beaumont Women's
Club, built in 1909. Many homes, large and small, throughout Downtown, reflect this simple approach to architecture.
Art Moderne and similar Mid -Century Modern architecture of early and mid -20th century roadside commercial
development became the defining face of Beaumont to
travelers along former US -99 / US 60/70, or 6th St. today.
Many examples still line this main community corridor
today, including the former Beaumont Theater (currently the Beaumont Antique Mall, 1940).
Outside of Downtown, modern development of the 1980s
through 2020s primarily carries a Spanish or Mission
architecture - at minimum with application of terra-cotta tyle and beige stucco finish. Ideally, through greater control of architecutre, Downtown will stand as a distinctive district in the architectural context of greater Beaumont.
102
DC -1.4 NATIONAL
FOLK STYLE
A pragmatic and minimally
elaborated American 19th and 20th
century architecture, and bearing
some qualities in common with
Frontier Style; National Folk is a
broad category encompassing
simple residential structures and
some commercial shopfronts.
The National Folk Style, or National Style is a broad catch- all category for several related styles of common American architecture. The grouping of sub -styles under the label "National Style" is commonly divided into pre- and post - railroad eras. The post -railroad era is more common in the Western US, and is found in many Downtown Beaumont
structures. The style was most prevalent from 1850 to
1900 and best describes the design of Beaumont's Summit rail depot, constructed in the 1880s. Today, the style is a standard for pragmatic and efficient architecture with minimal adornment/elaboration while offering a quality suitable for the heart of Beaumont.
Many examples of National Folk Style are recognized by a gable -front pediment, often covering a front stoop or front porch. This can be observed in the Women's Club building in Downtown along E. 6th Street. Other examples are
residential properties, the largest of which still stands at 545 Euclid Ave, which emphasizes Greek revival details. While exhibiting a purer Greek revival style, Beaumont's current City Hall at 550 E. 6th St bears a relationship to the National Style with a front pediment and window proportions.
Frontier architecture describes a subcategory of this style that emphasizes entry porches, column supported gable -covered balconies. This type of structure also emphasizes timber post and beam framing, especially for exterior facade balconies, roof extensions, and smaller shade elements. Knee bracing is a common element in these structures.
Finish materials in the National Style are similar to Craftsman architecture, commonly emphasizing wood/clapboard, but
may include vertical wood siding types, shingles, brick, and even stucco finishes where relief elements take the place of wood trim. Two story structures, especially mixed use and large commercial projects are encouraged to employ dormers, and broken rooflines covering extensive porches to both add - visual interest and offer opportunities for activity and visual connection at the building street frontage.
DC -1.4.1 WHEN BEST TO USE
A NATIONAL FOLK STYLE
The National style is best suited for residential projects and very small retail development. Developers seeking to employ this style of architecture along 6th St or Beaumont Ave should employ gable -covered porches to address the need for an active street frontage. Clerestory or dormer windows should be required for side -gabled structures that present a large roof surface toward the street frontage - especially for 2 -story structures. A Frontier style approach is highly preferable for mixed -use development applications which commonly
replaces a gable -covered porch with a balcony useful to upper story occupants.
National Folk style is an acceptable alternative to Craftsman architecture for residential projects that undergo significant value engineering. Where the City may desire more
elaboration to represent a truly Craftsman structure and a project applicant needs to significantly reduce cost, the City should discuss the National style as a suitable approach with similar aesthetic and structural qualities.
• I� l
■■ PiKW11
2 -level hotel, Bridgeport, CA
2 -level mixed use with hotel, Healdsburg, CA
103 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DC -1.4.2 NATIONAL FOLK ELEMENTS
1. Moderate slope gable roof (typ. 4:12 to 12:12), may be hipped, pyramidal, bonnet, lean-to, or broken -gable
2. Gable-front/pediment, or, extended side -gable eaves, or lean-to, typ. to cover front porch or balcony; centered or wrap -around.
3. Vertically oriented hung windows, matched width, may be clustered in 2 or 3, regularly spaced, simple wood or similar appearance box frame - typ. unelaborated.
4. Wood siding preferred, typ. clapboard or vertical types, also shake/shingle, limited brick or stucco.
FIGURE DC -1.4.A: NATIONAL FOLK ELEMENTS EXAMPLE
5. Simple timber supports for eaves and roof
extensions; often unelaborated knee bracing
(straight or cuved); rafter tails/corbels under eaves.
6. Entry near center of street frontage facade, esp. on gable -front facade; never on corner. L and T Plan
may include recessed sidewall entry on porch.
DC -1.4.3 NATIONAL FOLK COLOR PALETTE
Primarly white, also beige/tan or wide array of pastel hues are principal colors. Roofs are warm -tone or wood colored, but may be gray.
Accents also commonly white or wood, may be ochre, green or pastel.
Recommended principal colors:
#: ffffff
#: f7f0e8
#: b9dcea
Recommended accent colors:
#: a5454b
#: wood stain
#: 608179 •#: wood stain
FIGURE DC -1.4.B: National Folk Co/or Palette
104
DC -1.5 AMERCIAN
CRAFTSMAN STYLE
A renowned architetural style
that is both popular and common
in historic neighborhoods of
Southern California built from1900
to the 1930s, Craftsman structures
can be found in Downtown
Beaumont. It is versitile style
easily applicable to residential and
commercial projects.
Craftsman Style originated in Southern California
and was the dominant style for smaller houses built
throughout the country during the period from about
1905 until the 1930s. One story vernacular homes in
this style became the definitive "California bungalow"
style. Most of Downtown Beaumont residential tracts
developed initially during this period.
The Craftsman style's large covered patios and porches
under low pitched roofs and timber trellises go hand -in - hand with wider windows and screened -in porches. All of this was in service of more opportunities to be sheltered while outdoors. This makes a true craftsman project
suitable for the activated outdoor setting anticipated for Downtown Beaumont.
DC -1.5.1 WHEN BEST TO USE
THE CRAFTSMAN STYLE
The Craftsman style today is still most suitable for
residential developments, from individual homes to
attached products (townhomes) or multifamily. This is
due to it's primarly stick -built structure, high degree of transparency and quantity of windows on facades, and
the amount of covered space at corners and under gables and eave extensions. Still, mixed use and retail projects are encouraged to apply the benefits of these elements to their functional spaces.
Gable extensions with long mass -timber spans create
desirable shaded spaces for outdoor dining, small events, and highly active uses such as bar patios. Additional use of these outdoor spaces may include upper floor tenant
balconies, shelter for bicycle parking, and ADA ramps at entries.
Interior roof -wall junctions and high ceilings with exposed rafter and beam framing serve as highly imageble spaces for retail patrons and multi -family residential entries.
Throughout, an emphasis on timber elements and stacked
stone columb piers and landings evoke Beaumont's
elevated relationship to nearby mountains.
Downtown resiliency benefits include:
Small roof shades, dormer, gable extensions over patio
spaces to create shaded spaces that buffer heat in
variable climates such as inland Southern California.
• Prevalent trellises and pergolas as opportunities to
extend activation outdoors and around the building.
• Grouped windows and multi -pane sashes are ideal for
streetlevel visibility into retail establishments
• Especially for mixed -use and retail: key differentiation from other Beaumont commercial district architecture.
3 -level multifamily (townhomes), Tustin, CA
2 -level retail/ office mixed -use, Tustin, CA
105 DOWNTOWN BEAUMONT REVITALIZATION PLAN
DC -1.5.2 CRAFTSMAN ELEMENTS
1. Low pitched gable roofs (typically up to 6:12, steeper examples rare), gable front or eave extension over porch
2. Large square timber frame porch / trellis supports, often grouped in twin or quad post, sometimes tapered
3. Mass timber construction, or hybridized with exterior 5. mass timber, braces and stickwork, especially in gables
4. Stone cladding up to lower 1/3 of walls; otherwise stone low piers, corner and porch supports, exterior columns. 6.
FIGURE DC -1.5.A: CRAFTSMAN ELEMENTS EXAMPLE
Cottage and casement windows more common than
sash; typ. horizontal orientation and clustered/
multipane.
Multiple roof panes and dormers expressing massed
plan expressing heirachy of interior spaces.
DC -1.5.3 CRAFTSMAN
COLOR PALETTE
Principal colors are earth tones, neutral tones, and may include accents in more saturated red, orange, black. Wood elaborations are commonly stained (unpainted), or white.
Recommended principal colors:
#: faf3ec
Elk #: Wood Stain
Recommended accent colors:
#: Wood Stain
#: 8f5b42
#: Wood Stain
#: 5c2c1a
Mir
#:696959
FIGURE DC -1.5.B: Craftsman Color Palette
#: 619183
#: a5454b
106
DC -1.6 SPANISH
MISSION STYLE
The Mission Revival movement
was most popular between 1890
and 1920, in numerous residential,
commercial and institutional
structures, particularly schools,
churches, and railroad depots. Its
broad unadorned walls and highly
articulated windows and doorways
is suited to a hot, dry environment.
Aligned styles include Spanish
Revival, Spanish Eclectic.
The Mission Revival style was an architectural movement that began in the late 19th century for a colonial style's revivalism and reinterpretation, which drew inspiration from the late 18th and early 19th century Spanish
missions in California. Based on the long tradition and importance of Spanish missions throughout California, it is sometimes termed California Mission Revival.
The missions' style of necessity and security evolved
around an enclosed courtyard, using massive adobe
walls with broad unadorned plaster surfaces, limited
fenestration and door piercing, low-pitched roofs with
projecting wide eaves and non-flammable clay roof tiles, and thick arches springing from piers. Exterior walls were coated with white plaster (stucco), which with wide side eaves shielded the adobe brick walls from rain. Other
features included long exterior arcades, an enfilade of interior rooms and halls, semi-independent bell -gables, and at more prosperous missions curved 'Baroque'
gables on the principal facade with towers.
DC -1.6.1 WHEN BEST TO
USE THE MISSION STYLE
These architectural elements were replicated, in varying degrees, accuracy, and proportions, in the Mission
Revival structures that can be found throughout the
American Southwest and occasionally elsewhere.
Contemporary construction materials and practices,
earthquake codes, and building uses render the
structural and religious architectural components
primarily aesthetic decoration, while the service
elements such as tile roofing, solar shielding of walls and interiors, and outdoor shade arcades and courtyards are still functional.
Typical features include a low-pitched roof with little or no eave overhang, a red -tiled roof, perhaps a prominent and decorated arch over a door, window or porch, a stucco
wall surface, and usually an asymmetrical facade.
The Mission Revival style of architecture, have
historical, narrative —nostalgic, cultural —environmental associations, and climate appropriateness that have
made for a predominant historical regional vernacular
architecture style in the Southwestern United States,
especially in California.
This style is appropriate to any type of building, yet given its historical prevalence in the style in significant hotels throughout California, the provision of generous, shaded arcades, courtyards, and volumetric composition of
building forms may lend this style best for hospitality, community, and dining facilities.
Historic downtown bungalo court housing, Beaumont, CA
Community center and clubhouse, Beaumont, CA
107 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
DC -1.6.2 MISSION ELEMENTS tiles, sometimes columns are supported with stuccoed brick
1. Arched windows, doors and covered outdoor shade arcades. bases.
2. Curvilinear parapet gables with stone or tile coping. 4. Round or square vertical protrusions or towers.
3. Pergola areas for protected seating or dining, composed of 5. Covered entries with timber and tiled awning. heavy timber columns, timber roof structure and terracotta
6. Window and balcony decorative metal work.
FIGURE DC -1.6.A: MISSION ELEMENTS EXAMPLE
7. Terracotta or red tiled roofs with minimal or no eaves.
8. Small decorative tile vents or windows.
DC -1.6.3 MISSION
COLOR PALETTE
Principal colors range from simple whites to beiges, with accents coming in bright white or ochre for tile and other detailing, black for metalwork details, and dark brown for timber work.
Recommended principal colors:
#: fff8fl
#: f5efde
#: f8eedf
#: fle8ce
#: f4e4d2
#: e8dbb4
Recommended accent colors:
#: fff8fl
#: c76f4d
#: 5c2cla
F/GURE DC -1.6.B: Mission Co/or Palette
#: efd8c3
#: e8cc99
#: 141324
108
DC -1.7 EARLY 20TH
CENTURY MODERN
The broad category of Modern
architecture prevalent from the
1920s to the 1950s has roots in the
International Style, High Modernism,
and Art Deco. It was commonly
used in government and commercial
structures in the 1920's to 1940s.
Most commercial architecture today is rooted in what was once a revolutionary shift toward a more efficiently designed, sanitary, and affordable architecture from the 1920s through the mid -20th century period. Early 20th Century modern architecture followed two trends in exterior elaboration for small commercial structures in the United States: art deco, and art modern. Art Modern incorporated simpler
streamlined elements, horizontality, and extensive glazing.
Art Deco was elaborated with unique motifs, more vertical elements, and vertically oriented windows.
This Early 20th Century time period aligns with the original frontage development of 6th St through Beaumont (once
US -99), which retains some of the original Art Moderne and Spanish style architecture. Mid-century and later versions of these movements emphasized sweeping rooflines, indoor - outdoor transparency, and more open floorplans.
These styles are the forebears of contemporary modern
commercial structures, and developers approaching the
City may desire this approach for it's efficiency in materials, constructability, and ease of maintenance. In particular, these two sub -categories have a stronger relationship to the development of historic Downtown Beaumont and are
preferable for Downtown over mid and late -20th century modern modes of architecture. This style option is intended as a broad catch-all category that guides the City in accepting modern architecture while ensuring some traditional
elements, materials, and elaborations. Development that reflects Early 20th Century comemrcial, industrial and mixed use modern styles will likely satisfy this category.
DC -1.7.1 WHEN BEST TO USE
EARLY 20TH CENTURY MODERN
The Modern style is characterized by suitability to a
challenging climate when horizontal elements and projections are used strategically for shading over ground floor and glazed elements. This is a versitile style that achieves programmatic efficiency suitable for the densest projects at the heart of Downtown.
Modern architecture is higly preferable for commercial
frontage, public architecture, and mixed use development.
Developers are encouraged to employ the extensive
storefront systems, corner glazing, wide span openings, and horizontal shading elements typical of modern architecture to ensure a high degree of connection from streetscape to indoor activity. Communicating indoor -outdoor connection was an early impetus for the adoption of modern architecture 100 years ago and is a driving reason it will remain relevant along Downtown's shopfronts today.
Modern architecture, and especially Art Moderne,
are associated with government and institutional
facilities - a result of Depression Era public project
style preferences. This is exemplified by the Banning
High School to the East in the heart of historic Banning.
Spanish Revival is also prevalent in the California
public architecture, as in Beaumont's first City Hall.
The City is encouraged to apply these two styles for
new public projects.
Townhouses in an early -20th century modern style
Mixed -use example in an early -20th century modern style. 109 DOWNTOWN BEAUMONT REVITALIZATION PLAN
DC -1.7.2 MODERN ELEMENTS
1. Primary facade material white or light gray smooth
finish, brick, tile; metal panel, wood, metal spandrel, and glass brick as secondary or accent material.
2. Flat parapet roof with no elaboration/cornice; metal flashing, with only flat shading eaves/extensions
3. Curvilinear or rounded elements at key corners,
glazing at or near primary corner; retail transparency
4. Horizontal orientation for most windows and storefront apertures, matching top/lintel elevation alignment
FIGURE DC -1.7.A: MODERN ELEMENTS EXAMPLE
5. Horizontal brows/bands algined with flat shade awnings, horizontal slat shading also acceptable; avoid fabric and sloped awnings
6. Single finish upward from base of elevation to second level; finish changes preferred at levels or vertically.
DC -1.7.3 MODERN
COLOR PALETTE
Principal colors range from light to dark neutrals. A
secondary principal color is acceptable. Accent colors
vary widely but only on small elements - less is more
Recommended principal colors:
#: fff8fl
#: f5efde
#: e8dbb4
Recommended accent colors:
#: ededed
#: c76f4d
#: a2a3aa
#: a6543c
#: 747577
#: 8e5b42
#: Brick
#: 141324
#: 5c2c1a
FIGURE DC -1.7.B: Art Moderne Co/or Pa/ette
110
DC -1.8 MASSING &
FORM ARTICULATION
INTENT
To create buildings that are
compatible with and enhance
the surrounding area through
the consideration of building
scale, massing, and detailing.
Massing should create a
human -scale environment that
is of high aesthetic quality and
accommodates a variety of design
features. Building massing should
include elements that create a
human -scaled experience that
enhances the context of the
site, and is consistent in scale,
mass and character to adjacent
buildings.
OUTCOMES
1. In Downtown, buildings align to the street at ground level, without setback, unless the design response
includes a purposeful set back to provide an open
private or public space which offers a high level of
amenity, including good solar access, comfortable
wind conditions, seating and landscape elements.
2. Building massing should be broken down into a series of street wall elements to reinforce the vertical grain, rhythm, and scale of its surrounding context.
3. Buildings elements should be scaled to respond to
their context by sensitively and positively addressing
the scale and massing of their adjacent neighbors.
4. Where possible orient buildings so that longer side
aligns the E -W axis allowing the winter sun into the
building to warm it and provide light, while minimizing the effects of the hot summer sun.
5. Must avoid long continuous blank walls at street level in the Downtown area, break up long blank walls with
facade elements such as windows where applicable or
by articulating the facade with patterns of protrusions and recesses.
6. Central courtyards, covered patios, and sheltered
outdoor common areas are highly encouraged.
7. Massing and its composition can be visually varied
or mitigated with layering in elevation with timber
pergolas and trellises, tower, chimney or campanile
elements, parapet extensions, and running balconies
or colonades/arcades.
FIGURE DC -1.8.A: MASSING
SETBACK DIAGRAM
INTENTIONAL SETBACK
- - - STREET SETBACK
111
DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIGURE DC -1.8.B: MASSING & FORM ARTICULATION IN DOWNTOWN STYLES
CRAFTSMAN SPANISH MODERN
• w,./
?1 _
1. Broken up into multiple building
masses which cascade down toward
perimeter - with exceptions for grand
or highlighted entrances
2. Asymmetric building mass
composition, varied largely by timber
elements, roof extensions, and
layering of outdoor spaces
3. Timber elements that interrupt the full
reading of building mass
PIM=
yloww-40
* r--
1. Building mass composition varied with
square or round tower elements
2. Arcade toward streetscape to deepen
active frontage and retail facade
3. Building forms step down in height
towards street/public level
4. Upper levels articulated with covered
roofwalks and open patios
1. Clean horizontal lines define the
building's mass. Can be angled or flat
and often integrated into awnings and
public shading for street frontage
2. High degree of evenly spaced glazing
to break read of massing along active
frontages
3. Clean horizontal roofline with minimal
stepping or hight differences - with
exception for thin vertical elements
4. Long continuous step backs
NATIONAL FOLK
1. Consistent colonnade to the street
frontage(s) - typically centered and
symmetric on multi -story mixed use
2. Second story balconies as a use of
the public colonnade
3. Massing can be broken down
by roof gable and dormers, but
rooflines parallel to street should be
interrupted by dormers which face
main street frontage.
112
DC -1.9 CORNERS
AT STREETFRONT
INTENT
To create buildings that reinforce
the hierarchy of the street and
create greater engagement with
the public realm. Corners should
be important focal points in the
streetscape to help reinforce the
definition and importance of the
street, and to provide harmonious
transitions between streets and
alleys, leading to more active and
diverse public spaces.
OUTCOMES
1. Buildings on corner lots should be designed to
positively define and frame the public realm of both
streets they front.
2. Buildings on corner lots should be designed to
acknowledge their location. Different frontage types
can be used on each of the two street facing facades,
the same frontage type can be used on each facade,
or a frontage type can wrap around the corner from
one facade to the other.
3. Encourage public entry to be on or near the corner of the building when a building is located on the corner
of two streets or a street and an alley.
4. Options for corner treatment:
Chamfer building edges on street corners to
prevent blind corners and to highlight entrance
Recess corners to shelter entrance and provide
outdoor public space seating area
If not chamfered or recessed, storefront glazing
should wrap around corner, interrupted only by
an abutting structural corner wall or column.
FIGURE DC -1.9.A: CORNER
WITH ENTRY DIAGRAM
Each architectural style addresses streetfront corners in unique ways. Here, a national folk style mixed use project (left) and craftsman project (right) provide similar active frontages with differing details. National folk is often characterized by wrap -around balconies; crafftsman provides feature windows or outdoor spaces.
PUBLIC ENTRY
— PUBUC SPACE
113 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIGURE DC -1.9.B: CORNER TREATMENTS IN DOWNTOWN STYLES
CRAFTSMAN SPANISH MODERN
1. Corner recessed massing inclusive of
entrance with pergola shaded seating
area
2. Chamfered corner entrance
projecting to lot line at corner, with
seating on either side
1. Open corner outdoor dining area
2. Arcade recessed facade on street
continues around corner at chamfer
entrance
3. Rounded building corner at massing
peak to signify main entrance
1. Typical early 20th century modern
retail corner without entrance.
Example of storefont glazing which
wraps corner with exception to corner
column.
2. Chamfered entrance at corner under
neon wall -sign atop shade canopy
NATIONAL FOLK
1. Chamfered corner entry
2. Colonnade continues around corner
to create a seamless public front
to both the main address and side
street/alley.
114
DC -1.10 AWNINGS
& SHADES
INTENT
Beaumont sits atop a regional
geographic highpoint and
experiences greater high and low
temperatures relative to many other
coastal and basin communities
in Southern California. Awnings,
shade trellises and other extensions
of building architecture to shelter
outdoor spaces are highly
preferred, especially facing 6th St
and Beaumont Ave.
AWNING OUTCOMES
1. The retail frontage should be enriched with canopies or awnings, which may be fixed or retractable to
shelter pedestrians and to shade the shop front glass
from glare.
2. Awnings provide should be a similar height and width to those in the existing context.
3. Awnings are to be broken into rhythmic segments to
respond to the shop front design.
4. Canopies are at least 5' deep and are used along a
minimum of 50% of facades that face south or west.
5. Canopies do not enclose more than one third of the
width of alleys to preserve outlook to the sky.
6. When transom windows are above display windows,
awnings, canopies, and similar weather protection
elements shall be installed between transom and
display windows. These elements should allow for light
to enter the storefront through the transom windows
and allow the weather protection feature to shade the
display window.
FIGURE DC -1.10.A: AWNINGS HEIGHT DIAGRAM
om AWNINGS 1 SHADING
- - - HEIGHT DATUM
An example of a single mixed use project with varied massing connected by a datum of shade canopies, awnings, tre//ises, and storefront lintels (top edges). This comp/ex is approximately the width of a 6th street block frontage. This example uniquely represents a national folk architecture with elements of early 20th century modern.
115 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
FIGURE DC -1.10.B: AWNINGS AND SHADES IN DOWNTOWN STYLES
CRAFTSMAN
nnnninrrr
2. Trellises and solid canopies (half -
roofs) are often applied together for
extended outdoor spaces
3. Pier supported roof elements may be
attached to building but as a separate
pavillion or wing above an elevated
porch
SPANISH MODERN
r
i. The most traditional / iconic craftsman
shade element is the bungalo roof
extension over a full width front porch
1. 1.
Flat horizontal cantlivered or stayed
canopies are most cost efficient and
still appropriate
Simple terracotta tiled awning over
an entries, supported off the exterior
facade with timber structure, supported
without the need for columns
2. Outdoor spaces shaded with pergola
consisting of stucco brick columns and
timber shading roof
3. The most recognizeable form of
shade element is the stucco arcade or
colonade
2. Fabric awnings are most applicable
to modern style buildings in this
setting, but awnings should be simple
straight -edged and fixed
3. Historic examples of early 20th
Century modern canopy are
curvilinear with horizontal edge detail
NATIONAL FOLK
1. Covered balconies are recognizeable
shade elements in national folk
buildings. Columns should be placed
more frequently than in craftsman
examples, but aligned with window and
storefront patterns
2. Enclosed balconies are a useful retail /
dining space application of National folk.
3. Upper floor projections and balconies
can provide a shading role over entries
116
DC -2 DOWNTOWN
SIGNAGE PROGRAM
DC -2.1 SIGNAGE
PROGRAM PURPOSE
Downtown Beaumont is envisioned
as the heart of a community that's
inviting and accessible to all.
Ensuring that requires a welcoming,
navigable, and recognizable setting
This is achieved through consistent
public signage and appropriate
private signage - essential to a
quality downtown experience.
Elevated experience for residents, visitors, and businesses is a primary goal within the long-term vision for the City of Beaumont, and especially its Downtown. Signage is
among the most straightforward means to achieve that
because it will ensure that all users know where to go, what to expect, and how to think about Downtown. This
section organizes and standardizes Downtown signage
through city -maintained public signage, and through
design and quality control of private signage.
The first two sections present the Downtown Public
Wayfinding Strategy, which includes an overall layout
strategy for public signage types, design concepts for
a kit -of -parts downtown signage suite, and a primer on the design approach, applicability and placement of
those sign types. The latter two sections together form a downtown signage program. This includes a non-
conforming signage removal incentives program, and,
following that, a signage guideline for private realm
signage controls in downtown.
HOW TO USE THIS PROGRAM
The public signage portion of this sign program should
serve as a primer to keep City staff informed of the
elements of a complete signage suite for Downtown. The
Strategy Framework diagram should be used to plan for
placement of signs in public realm renovation designs,
and to quantify those signs in capital improvement
budgeting. The Design Concepts should be provided
to any design firm commissioned to revise and finalize
Downtown signage.
The private signage guidelines, and related non-
conforming signs incentive, should be treated as
supplemental to the City of Beaumont's Sign Ordinance.
The Downtown Signage Guidelines may be used to
further raise the quality of the public realm with more detailed placement, design, and quality rules with new
developments and enforcement efforts.
The Guidelines are broken up into sections:
1. Downtown Public Signage Strategy indicates
recommented locations for a suite of city -installed sign types, with strategic rationale for their placement
2. Downtown Signage Design Concepts provides draft
public sign elevations to guide a final design effort
3. Downtown Private Signage Guidelines serves as a
supplemental design code for downtown private signs
4. Non -Conforming Signs Removal Incentive is a
proposed incentives program to assist in compliance
118
DC -2.2 DOWNTOWN PUBLIC
SIGNAGE STRATEGY
Public signage should be applied
consistently across Downtown
Beaumont, rather than a
peacemeal installation approach.
As Downtown revitalization occurs,
these signs can be installed in a
layered manner, to distribute the
capital costs.
VEHICULAR WAYFINDING STRATEGY
Vehicular wayfinding still has an important role in the navigability of small downtowns, despite the prevalence of smartphones with gps/mapping capability. This
is especially true for new or evolving businesses and
districts such as Downtown. Navigation to less notable
public facilities such as public parking, special event parking, and least-impactful routes into and out of the area for visitors will all lend operational benefits to Downtown's success.
Directionals should be placed at entrypoints to the
district and well before turning decision -points.
Trailblazers should be treated as a "trail of breadcrumbs" where key turns are needed mid way along wayfinding
paths. Consistent and and clearly City -branded parking identification ensures visitors understand a facility as safe and City -operated.
PEDESTRIAN WAYFINDING STRATEGY
Pedestrian scale wayfinding ensures that local navigation does not requires that visitors' heads are down at
smartphones; further, they support a sense of welcoming accessibility to a district. Pedestrian directionals and maps shold be located where people are likely to arrive or depart a destination on -foot, rather than at decision points. They should be visible from the largest adjacent right-of-way as well as from gathering spaces in the heart of a pedetrian area.
DOWNTOWN IDENTITY + BRANDING
Downtown identity and branding signage announces
Downtown Beaumont as a special and distinctive place,
and also has a decorative role in the public realm. It
should be built separately from directionals, and placed consistently at entrypoints along major thoroughfares
into Downtown.
The Pedestrian Area Light Standard and Custom Bollard
are recommended public realm installations which
differentiate pedestrian -oriented spaces from other
streetscapes commonly along roadways. They are
recommended as framing elements at the Grace Ave
Gateway and Town Center opportunity sites. Custom
or supplier catalogued bollards may be placed along
streetscapes expected to have a high volume of
pedestrian activity to bolster walking safety and the
constency of Downtown as a special district.
LEGEND
Vehicular Wayfinding
Vehicular Directional
Vehicular Trailblazer IMultiplel
+ Vehicular Trailblazer
O Parking Identification
J Parking Structure Marquee
o
L
000
Pedestrian Wayfinding
Pedestrian Directional
Pedestnan Map
Pedestrian Information Kiosk
Downtown Identity + Branding
Wall Mounted Medallion
Downtown Archway
Downtown Vehicle Identity
Freeway Identity Pylon
Pedestrian Area Light Standard
Pedestrian Area Custom Bollard
Wayfinding Path + Decision Points
Revitalization Plan
Opportunity Sites
Related Sites
Parking Opportunities
Study Area Boundary
119 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
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0' 75' 300 600 120O
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Downtown
BEAUMONT
4- \' I SA'.l I Al. •
Vehicular Directional Vehicular Trailblazer
(multi -destination)
FIGURE DC -2.2.A: VEHICULAR WAYFINDING DESIGN CONCEPTS
4. 4..m. a.. ••.....
Pedestrian Directional Pedestrian Map
(w/ Trailblazer Option) CONCEPTS
FIGURE DC -2.2.B: PEDESTRIAN WAYFINDING DESIGN CQNC Page PT S of 1376 Vehicular Trailblazer
Parking Identification
Parking Structure 1 '4" = 1'
Marquee
Pedestrian Information Kiosk Interpretive / Historical
Information Sign
25'
20'
15'
10'
5'
0'
10'
5'
I
FIGURE DC -2.2.C: DOWNTOWN GATEWAY ARCH CONCEPT
Vehicular Identity
Custom Bollard
Pedestrian Area Light Standards
1"=10"
Downtown Freeway
Identity Pylon
(w/ Cell Tower Potential)
60 55'
45'
40'
1"=10"
FIGURE DC -2.2.D: DOWNTOWN IDENTITY CONCEPTS
DC -2.3 DOWNTOWN
PRIVATE SIGNAGE
GUIDELINE
DC -2.3.1 PURPOSE & INTENT
Signs in Downtown Beaumont
should advertise a place of
business or provide directions
and information. An effective sign
and graphics system functions
not as a separate entity but
as an integral part of the built
environment. Design standards
are needed to coordinate well -
designed signs. Carefully planned,
signs communicate essential
information, while also ordering
and enhancing the architectural
character of Downtown Beaumont.
DC -2.3.2 APPLICABILITY
This Downtown Private Signage Guideline applies to
properties fronting both sides of Sixth Street between
Veile Avenue and Palm Avenue, and both sides of
Beaumont Ave from Fifth Street to Seventh Street.
This sign guideline area of applicability includes the
Antique Village District Area special commercial area
and replaces it's criteria with those set forth within this section.
DC -2.3.3 OVERALL OBJECTIVES
A sign's use of color, its size, shape placement, and
selection of lettering can attract or detract from its
effectiveness. An effectively designed sign should:
Be compatible with the surrounding physical and visual
character of the area.
• Promote the "individuality" of establishments.
• Identify the business clearly and attractively.
Enhance the building on which it is located.
Reduce the amount of visual clutter caused by
excessive and poorly placed signage
DC -2.3.4 PREFERRED SIGN TYPES
While many sign types are permitted in Downtown
Beaumont, the following sign types are preferred because they support a pedestrian -oriented environment.
Business wall signs in sign board area at upper portion of first story;
Awning signs;
Under Awning or Under Canopy Signs;
Projecting Signs and Blade Signs;
Murals and supergraphics not advertising a business
(painted on a wall surface);
Permanent painted window signs, first floor permitted
only and limited to 30% of the window area;
• Building signs containing the name of the business at rear entrances used by customers; and,
• Signs made of carved or sandblasted wood.
DC -2.3.5 RELATIONSHIPS
TO OTHER SIGNS
Where there is more than one monument sign located
upon a lot, all such signs shall have designs which are well related to each other by the similar treatment or
incorporated of not less than four of the following six design elements:
• Type of construction materials as used in the
several sign components (such as cabinet, sign
copy, supports);
• Letter style of sign copy;
• Illumination;
• Type or method used for supports, uprights or
structure on which sign is supported;
• Sign cabinet or other configuration of sign area;
• Shape of entire sign and its several components.
DC -2.3.6 GENERAL DESIGN &
PLACEMENT REQUIREMENTS
DC -2.3.6.1 Clear Sign Message: The following
standards address the legibility of downtown signage
and help to ensure the clarity and usefulness of the
information they contain:
• Use a brief message. The fewer the words, the
more effective the sign. A sign with a brief, succinct
message is simpler and faster to read, looks
cleaner and is more attractive.
• Avoid hard -to -read, overly intricate typefaces. These typefaces are difficult to read and reduce the sign's
ability to communicate.
• Lettering should be in proportion to the size of
the sign. As a proportionality rule -of -thumb, the
recommended size of letters is between one -
quarter (1/4) to one-half (2) the height of the sign.
• Sign lettering for wall, projecting, monument,
and blade signs should meet the following
recommendations:
For store fronts 0' - 60' wide, a maximum letter
height of 12" is recommended.
For store fronts 60" wide or greater, a
maximum letter height of 16" is recommended.
123 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
Avoid signs with strange shapes. Signs that are
unnecessarily narrow, oddly shaped, or unrelated to
the products or services being provided on site can
restrict the legibility of the message. If an unusual
shape is not symbolic, it is probably confusing.
Use widely recognized logos rather than print/test
whenever possible.
Make signs smaller if they are oriented to
pedestrians. The pedestrian -oriented sign is usually
read from a distance of fifteen to twenty feet; the
vehicle -oriented sign is viewed from a much greater
distance. The closer a sign's viewing distance, the
smaller that sign need be.
DC -2.3.6.2 Sign Color: Sign colors should be compatible with the building architecture. Within shopping centers, sign color should complement the color scheme for the
center. This provision does not apply to noncommercial
messages displayed on signs.
Colors should be selected to contribute to legibility
and design integrity of signage. Even the most
carefully thought out sign may be unattractive and a
poor communicator because of poor color selection.
A substantial contrast should be provided between
the color and material of the background and the
letters or symbols to make the sign easier to read in
both day and night.
Limit colors to three on a single sign. Color is most
effective when used simply. Too many colors,
particularly accent colors, may distract the reader,
reduce legibility, and make the sign less effective.
Vertical or horizontal wooden signs can be effectively
utilized in a variety of different ways on windows,
building surfaces or as accent bands. A wooden wall
sign can be painted or stained and sealed for a more
natural look, depending upon the appearance of
the surrounding structures. Lettering can consist of
metal or raised wood and when placed within a sign
band, will serve to unify the building facade. Carved
or sandblasted wood signs are also appropriate.
• Metal sign panels can utilize raised lettering on
metal bands. Printing and lettering can also be
applied directly to a flat metal sign band with letters consisting of wood, acrylic or metal.
DC -2.3.6.3 Placement: The following rules ensure the
location of signage is coordinated with it's related project and is appropriately situated in view of the public realm for legibility, accessibility, and urban character:
• Wall signs should be placed such that facade
rhythm, scale, and proportion is established. In many
buildings that have a monolithic or plain facade,
signs can establish or continue appropriate design
rhythm, scale, and proportion.
• Align storefront wall mounted signs and nameplate
signs with other signs on nearby buildings; or if on
the same building, align the bottom edges of the
signs.
• Stand-alone and channel lettering may be allowed if
facing the street front and may be mounted atop an
awning at first level or in the same manner as a wall
sign.
• Projecting, Blade, Awning and Under Awning signs
shall be placed at least 8' above the sidewalk right-
of-way. No projecting sign shall extend above the roof
or parapet line of any building.
• Monument signs should be setback from the public
right-of-way a minimum of five (5) feet.
DC -2.3.7 SIGN TYPE DESIGN &
PLACEMENT REQUIREMENTS
DC -2.3.7.1 Wall Signs: Requirements applicable to
downtown instances of wall signs:
• Wall signs should have a maximum width of 60% of
their leased frontage and the maximum sign area
allowed shall be 75 square. Signs should be an
appropriate scale with the building on which they are
placed and should not overwhelm the architecture of
the building and the character of the neighborhood.
• One wall sign is permitted for each wall face of the
establishment provided there are not more than
four wall signs for any one establishment. If used for
commercial messages, the message must qualify as
onsite.
• Painted wall signs are permitted when determined to
be compatible with the architectural character of the
building and area.
• If the sign contains a logo, said logo shall be a
maximum of 36 inches in height.
• A wall sign may not project any of its height above the roof, eave line or parapet of the wall upon which it is mounted.
DC -2.3.7.2 Awning Signs: Requirements applicable to
downtown instances of awning signs:
• The sign on awnings should be placed on the awning
flap. The flap should be at least eight (8) inches in
height so that the letters and symbols can be big
enough to read easily.
• The color of an awning sign should be compatible
with and complementary to the color and material of
the building to which it is attached.
DC -2.3.7.3 Under Awning or Under Canopy Signs:: For
each use or occupancy, one maximum four (4) square foot identification under canopy sign per frontage.
DC -2.3.7.4 Projecting Signs: Requirements applicable to downtown instances of projecting signs:
• Projecting signs should be proportional to the
building facade to which it is attached and should
not exceed ten (10) square feet.
124
• A projecting sign should be hung perpendicular to
and should not project more than six (6) feet from
the face of the building.
• To minimize visual clutter, projecting signs should not be located within close proximity to other hanging
signs or projecting signs, preferably at least twenty-
five (25) feet from each other.
• The placement of a projecting sign should not
impede the safe movement of people or vehicles
within a public right-of-way and should be properly
secured to a building in a structurally sound manner.
Identification signs shall be centered on the lease
space.
DC -2.3.7.5 Monument Signs: Requirements applicable to
downtown instances of monument signs:
• Monument signs should be a maximum of six (6) feet
in height, and not exceed thirty (30) square feet in
area.
• One monument sign is permitted per establishment;
only one monument sign is permitted in a
commercial complex which may be permitted to
identify separate establishments or uses in the
comercial complex, or for noncommercial messages.
One additional monument sign may be permitted on
parcels having more than one frontage and the signs
are located at least 200 feet apart.
• Monument signs should be placed perpendicular to
the street and located to ensure that vehicular and
pedestrian sight distances at entry driveways and
sidewalks are not impaired.
• Monument signs should have no more than two sign
faces.
• Monument signs should be constructed of a solid
architectural base and side, of durable, long-lasting
materials. The materials used should match an
architectural element(s) of the development itself.
Monument signs
should be located and
constructed to allow for
natural surveillance on
all sides and to prevent
opportunities for hiding
places.
DC -2.3.7.6 Blade Signs:
Requirements applicable to
downtown instances of blade
signs:
Blade signs are a type
of projecting sign, not
exceeding five (5) feet in
width, which projects out perpendicularly from a
building face, which fits within a bounding box with
a horizontal dimension which does not exceed a
50 percent of the overall height of the sign from its
bottom edge, and may or may not extend above a
roof line.
Example of blade sign on historic
building in Bishop, CA with
example bounding box for blade
sign conformance.
Blade sign top may not exceed roof height by more
than the height of the first level (to second level
finish floor) for multi -story buildings, or, it's overall top height may not be more than twice the building
height for single story buildings.
Example of parapet extension
on historic building in Beaumont
with bounding box for blade sign
conformance.
• Parapet and
structurally integrated
building vertical
extensions used
primarly to support a
sign are considered
blade signs by type in
this special area, and their bounding box shall be
determined by the width of the signage panel and its
height should begin at the ground level. See example.
DC -2.3.7.7 Pylon Signs: Requirements applicable to
downtown instances of pylon signs:
• Pylon signs not to exceed 75 square feet in sign
area which may be permitted to identify separate
establishments or uses in the commercial complex,
subject to approval of a sign permit by the Planning
Commission.
• In consideration of pylon signs in this area the
Planning Commission shall consider the need for
compatibility and appropriateness of such signage
at the proposed location, but shall not consider the
message content of the proposed sign, other than the
onsite/offsite distinction for commercial messages.
DC -2.3.7.8 Automobile Service Station Signs: Service
station signs shall be permitted subject to the following requirements:
• Identification/price monument sign: For each
service station, one monument, combination price
and identification sign, maximum 30 square feet in
size and maximum six feet in overall height shall be
permitted, and must include all price advertising as
required by State law.
• Special service signs: Each service station may display two special service signs per pump island. Special
service signs shall be limited to such items as self
serve, full serve, air, water, cashier, and shall be non - illuminated. Such signs must be permanently affixed
to the pump island they identify. Each sign may not
exceed four square feet in overall size.
• Wall signs for automobile service stations shall be
permitted subject to the provisions set forth in Section
17.07.110.A.(1) and (16).
125 DOWNTOWN BEAUMONT REVITALIZATION PLAN
Directional Signs: A maximum of two on -site directional signs per drive approach each not to exceed a total of
ten square feet in area and four feet in height.
Window Signs: Window signs conforming to the
provisions of Section 17.07.070.A.(1) and (16).
DC -2.3.7.9 Service and Delivery Signs: limited to one
unlighted sign per occupancy not to exceed two square feet, may be placed on the rear of the building for service and delivery purposes.
DC -2.3.7.10 Directional Signs: A maximum of two on -site directional signs per drive approach each not to exceed a total of ten square feet in area and four feet in height.
DC -2.3.8 SIGN FABRICATION &
INSTALLATION REQUIREMENTS
DC -2.3.8.1 Electical Requirements:
All signs and their installation shall comply with all
local building and electrical codes.
All electrical signs will be fabricated by a U.L. Approved sign company, according to U.L. Specifications and
bear U.L. Label.
Exposed junction boxes, LED modules and wiring are
not permitted.
DC -2.3.8.2 Fabrication Quality Requirements:
All sign fabrication work shall be of excellent quality.
All logo images and type -styles shall be accurately
reproduced. Lettering that approximates type -styles
will not be acceptable. The Landlord reserves the right to reject any fabrication work deemed to be below
standard.
Signs must be made of durable rust -inhibiting
materials that are appropriate complimentary to the
building.
• Sign Company to be fully licensed with the City and
State and shall have full Workman's Compensation
and general liability insurance.
DC -2.3.8.3 Signage Finish Requirements:
• All penetrations of building exterior surface are to
be sealed waterproof in color and finish to match
existing exterior.
• Painted surfaces to have satin finish. Only paint
containing acrylic polyurethane products may be
used.
• Color coating shall exactly match the colors specified on the approved plans.
• Joining of materials (e.g., Seams) shall be finished in a way as to be unnoticeable. Visible welds shall be
continuous and ground smooth. Rivets, screws, and
other fasteners that extend to visible surfaces shall
be flush, filled, and finished so as to be unnoticeable. • Finished surfaces of metal shall be free from oil
canning and warping. All sign finishes shall be free
from dust, orange peel, drips, and runs and shall
have a uniform surface conforming to the highest
standards of the industry.
DC -2.3.8.4 Signage Landscape Requirements: Each
monument sign shall be located in a planted landscaped
area which is of a shape, design and size (equal to at least the sign area) that will provide a compatible setting and ground definition to the sign. The planted landscaped area shall be maintained on a reasonable and regular basis.
DC -2.3.8.5 Signage Illumination and Motion
Requirements: Monument signs shall be non-moving
stationary structures (in all components) and illumination, if any, shall be maintained by artificial light which is stationary and constant in intensity and color at all times (non -flashing).
Internal illumination shall be Light Emitting
Diodes (LED).
All lighting must match the exact specification
of the approved working drawings. No exposed
conduits or raceways will be allowed.
No bare or unfiltered light sources, lamps, or
especially, Light Emitting Diodes (LED) are
permitted in direct line -of sight of pedestrians
and drivers, and must be covered or behind
filters which obscure/diffuse light from their
sources (such as backlighting). LED and other
light sources may be used for bounced lighting
such as in backlighting or spotlighting. Neon
lighting or diffused LED strip based neon lighting
is permitted.
126
DC -2.4 REMOVING
NON -CONFORMING
SIGNS INCENTIVE
DC -2.4.1 PURPOSE & INTENT
In order to enhance the image and
develop a unified theme for the
City, it is desirable to encourage
the removal of nonconforming
signs at a rapid pace. Therefore,
in order to encourage the removal
of nonconforming signs, the City
may offer owners of nonconforming
signs the following incentives to
hasten their removal.
DC -2.4.2 NON-CONFORMANCE
INCENTIVE REQUIREMENTS
All nonconforming signs shall be removed within five (5) years of the date of adoption of this ordinance package update . Upon adoption of the ordinance, the City shall advise all property owners with non -conforming signs of the new requirements and the City's incentive program
for removal. At the conclusion of the five-year period, it shall be a violation of the City's ordinance to have any non -conforming signs on the property, and the City will undertake enforcement measures to have the signs
removed. Property owners may apply for an extension
up to six (6) months at the conclusion of the five-year period by submitting documentation of a replacement
sign to be installed within the extension timeframe.
DC -2.4.3 INCENTIVE PROGRAM
Owners of nonconforming signs may at their discretion
choose to participate in the following sign removal
incentive program. The City will select a number of
applicants each year to participate in the program based on the priority list of signs provided above and the
availability of funds.
In order to qualify for the nonconforming sign removal
incentive, a sign proposed to be removed must have
been a legal conforming sign at the time of its original placement. (In other words, the sign cannot be illegal).
The nonconforming sign removal incentive program is a
four (4) year program commencing on the effective date
of this ordinance. The program is designed to encourage the rapid removal of the least desirable types of signs by providing larger incentives in the early years and tapering off to no incentives in the fifth year.
The incentives which may be provided are as follows:
Year One
• Free removal of nonconforming sign.
Payment of an incentive bonus of $1,000 for pole
signs, $500 for all others.
Free design service to provide conforming, attractive
sign sketches.*
Year Two
Free removal of nonconforming sign.
Free design service to provide conforming, attractive
sign sketches*
Years Three and Four
• Free removal of nonconforming sign.
*Those participants availing themselves of the free design service must agree to utilize one of the alternative sketches provided and to erect a new sign within three (3) months of receiving the sketch designs. If said new sign is not erected, the participant will be required to reimburse the City for the cost of the sign design service.
127 DOWNTOWN BEAUMONT I REVITALIZATION PLAN
128
APPENiI?A:
rpgq,NOMIC R 1301:1T
r1.
DOWNTOWN BEAUMONT
ECONOMIC REVITALIZATION
ACTION PLAN
The Downtown Revitalization
Plan serves as an action
plan for Downtown Area Plan
implementation connected to an
economic development strategy.
A detailed economics and real
estate study was performed
to connect those actions to
a realistic understanding of
development viability and
Downtown capacity for growth.
OVERVIEW OF RECOMMENDATIONS
The City's Development Department has three prime
opportunities to kick-start the revitalization of Downtown into a vibrant, dining district, serving its City and sphere - of -influence residents, as well as travelers along the Interstate 10 corridor. We recommend taking near -
term, highly visible actions on all three sites to show the business community the City's commitment to
Downtown revitalization. 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 way -
finding improvements.
•
L. S. CONGLETON
& ASSOCIATES
DOWNTOWN BEAUMONT
ECONOMIC REVIIALILAIION
ACTION PLAN
P-653
Economic Development
Department, City of Beaumont
September 11, 2023
1 "
. •
L. S. CONGLETON
& ASSOCIATES
DOWNTOWN BEAUMONT
ECONOMIC REVITALIZATION
ACTION PLAN
P-653
Economic Development
Department, City of Beaumont
September 11, 2023
L.S. CONGLETON & ASSOCIATES
Strategic Real Estate Retail Market Consultation & Research www.congletonconsulting.com
September 11, 2023
VIA E-MAIL
Mr. Jonathan Linkus
Project Manager
Urban Planning + Land Development
Mr. Charles Smith
Project Director
GHD
320 Goddard Way, Suite 200
Irvine, CA 92618
Mr. Kyle Warsinski
Economic Development Manager
Ms. Carole Kendrick
Planning Manager
City of Beaumont
550 E. 6th Street
Beaumont, CA 92223
SUBJECT: Downtown Beaumont Revitalization Action Plan
Dear Mr. Warsinski and Ms. Kendrick:
EXECUTIVE SUMMARY OF CONCLUSIONS
5405 Alton Parkway
Suite A-347
Irvine, CA 92604
Office: (949) 206-1049
Cell: (949) 533-6443
E-mail: linda(@congletonconsulting.com
P-653
L.S. Congleton & Associates ("LSCA") was retained as a sub -consultant to GHD to prepare market -based strategies to guide the City Management staff in implementing a realistically - achievable, Downtown Beaumont Revitalization Action Plan.
The City of Beaumont lacks a vibrant, pedestrian -oriented Downtown dining and shopping district. The primary reason for the lack of Downtown vibrancy has been the low -density, single -family -detached nature of historical City development —with most of the growth occurring well outside of the Downtown area.
Future demand factors, however, are favorable for Downtown revitalization, based on our competitive research, personal interviews, and demand analyses conducted for this study.
Downtown Beaumont has the potential to provide creative, independently -owned, non -chain dining to a local under -served, affluent, family -oriented market. Those Beaumont residents are currently traveling outside the City, often traveling 15 to 45 minutes away, to already established, competitive dining districts.
L. S. Concleton & Associates
The City's Development Department has several prime opportunities to kick-start the revitalization of Downtown into a vibrant, dining district, serving its City and sphere -of - influence residents, as well as travelers along the Freeway 10 corridor.
I. FIRST STEP CATALYST STRATEGIES: START WITH SITES UNDER CITY
CONTROL/OWNERSHIP
Key City -owned parcels are strategically located to serve as Downtown catalyst projects:
1. The "Grace Avenue Building" (at 500 Grace Avenue), an attractive, vacant Spanish - style building of about 6,000 square feet.
2. The "Fleet Maintenance Site" (at 550 North California), a parking area with covered structures for City fleet vehicles.
3. The "Civic 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.
We recommend taking near -term, highly visible actions on all three sites 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 way -finding improvements. Incremental actions can be taken on all three sites within the next year, even though completion, particularly for the largest, Civic Center Site, 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.
A. Expedite Re -Use And Renovation Of Grace Avenue Building The Spanish -style Grace Avenue Building has the greatest opportunity for near -term renovation and occupancy by a successful, independent restaurant/bar of 4,300 to 5,000 square feet, plus outdoor patio space. Securing a committed operator quickly, prior to the City spending any renovation or upgrading (to City code) monies, would be an efficient process. The new operator's architect would design the renovations. Any financial assistance by the City could be in the form of a contribution to the approved renovation plans. The building lease rate would be
L. S. Concleton & Associates
tied to total restaurant food and beverage sales performance goals, based on submittal and approval of the operator's business plan (five, seven to ten years).
B. Fast -Track Re -Use Evaluation Of Fleet Maintenance Site; Solicit 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 or tasting facility or other dining operation. It is unclear what types of off -site and on -site sewer, water, electrical and other development improvements are necessary to convert the parcel into a desirable location for a potential user. It appears that the site will minimally require demolition and clearing.
The immediate adjacency to the 514 North California co-working/office space may be an advantage in securing a creative operator for the site. Depending upon the site's on -site (or alternative off -site) parking allotments, we estimate that 3,500 to 4,500 square feet may be accommodated on the Fleet Maintenance Site. For example, if peak hour parking may be provided on 5th Street on an available, vacant parcel, the amount of buildable area may be maximized.
C, Quickly Retain Retail Architect To Prepare Civic Center Site Preliminary Layouts And Elevations; Proceed With RFQ/RFP For Site Development In order to solicit experienced developers/operators to the Civic Center Site, it will be necessary for a retail architect to prepare two to three preliminary layouts and elevations for the estimated 123,141 square feet of land area across from City Hall. The retail architect should be provided the following 24,700 square -foot, two -phased program:
CIVIC CENTER SITE RECOMMENDED PROGRAM
PROJECTED SALES (STATED IN TODAY'S DOLLARS)
NUMBE
DESCRIPTION
INDOOR
SQUARE
FEET 1
OUTDOOR
DINING
SPACE
TARGET
MINIMUM
SALES/SF
TARGET
OPTIMUM
SALES/SF
TOTAL
MINIMUM
TARGET SALES
TOTAL
OPTIMUM
TARGET SALES
MID -POINT
ARGET SALES
FACING ORANGE AVENUE AND 6TH STREET
Single -Level Dining with High Ceilings
1 2
3 4
5 6
7 Independent Major Restaurant & Bar
Independent Major Restaurant
Independent Major Restaurant
Independent Casual Family -Oriented
Independent Casual Family -Oriented Cafe
Small Casual Quick Food Cafe
Coffee Outlet
5,000
4,350
4,250
3,850
3,650
2,600
1,000
1,200
1,000
1,000
800
800
750
500
400
400
400
400
400
400
400
650
700
725
550
600
600
600
2,000,000
1,740,000
1,700,000
1,540,000
1,460,000
1,040,000
400,000
3,250,000
3,045,000
3,081,250
2,117,500
2,190,000
1,560,000
600,000
2,625,000
2,392,500
2,390,625
1,828,750
1,825,000
1,300,000
500,000
TOTAL CIVIC CENTER SITE
24,700
6,050
400
641
9,880,000
15,843,750
12,861,875
L. S. Concleton & Associates
Other recommendations include:
1. All dining uses should face 6th Street and Orange Avenue, with outdoor patio dining areas facing the streets.
2. Parking should be on -site, facing Maple Avenue and Stewart Park. Structured parking is not recommended due to the high costs of construction. However, if necessary, a single parking deck could be considered to add generous parking spaces.
3. 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." II. INITIATE TARGETED GRACE AVENUE GATEWAY AREA FINANCIAL
ASSISTANCE AND STREET IMPROVEMENTS
The small, charming "retro-style" brick -tiled former cleaners building facing 6th Street has the potential re -use for a proven, small food operator in about 2,000 square feet. City financial renovation assistance, along with a targeted search for a new, viable user, may speed up the re- use of this building. Because this building is close to the Grace Avenue Building, there is also the opportunity for shared parking on City -owned vacant land on 5th Street.
Revitalization of the Grace Avenue Gateway area will be dependent upon the City's financial commitment to street, alley, parking, and other physical improvements to the area. The City should start the process of assessing the legal, zoning, regulation and financial feasibility of partial closure and attractive enhancement of the City -owned alley bordered by Ramona's Restaurant, 5th Street, Ramona's parking area, 6th Street, and the PSI Building. Working with private owners near the alley, the City can assess the pragmatic efforts required to enhance the alley closure for use as outdoor dining space, and pedestrian access. The City may consider financial assistance for re -pavement; pedestrian lighting; signage; way -finding signage; and other attractive alley improvements.
The Grace Avenue Gateway is the optimal location for initiating phased street improvements in Downtown Beaumont, including: (a) one round -about; (b) additional street lighting; (c) alley enhancements for outdoor dining; (d) improved parking areas owned by the City; (e) way - finding signage; and (f) Downtown entry and/or Grace Avenue Gateway signage.
L. S. Concleton & Associates
III. IMPLEMENT BUSINESS -FRIENDLY "ECONOMIC TOOLS"
From an entrepreneur's business perspective, a "business friendly city" is an authentic, cost - saving, economic tool —possibly, the most powerful "economic tool" a California city can offer.
The City should review current administrative procedures and permitting processes to assess how to streamline the process for business applicants.
Instead of having a business applicant go through separate, step-by-step meetings, with individual City departments, we recommend designating one in-house City staff person to coordinate all the efforts on behalf of the applicant. A "Downtown Business Liaison" would be responsible for spearheading a single meeting for the applicant in which all City departments would explain the applicant permitting requirements. Businesses sustain added costs with incremental meetings, especially when the enterprises learn of "surprises" along the way.
IV. SIMPLIFY ZONING TO ENCOURAGE A BROAD RANGE OF RESIDENTIAL
AND MIXED -USE DEVELOPMENT
One of Beaumont's key strengths is its broad array of affordably -priced, single -family -detached housing, broadly priced from about $460,000 to high $600,000's. We expect that the City's primary popularity as a single -family -detached home market will continue over the next ten to fifteen (or more) years.
As of mid -year 2023, no new Beaumont apartment complexes (e.g., 200 to 300 units) are under construction or have been recently built. In today's current Beaumont residential market, there is only a narrow band of demand for new apartments, given the City's dominance as a single- family -detached community. There are four new apartment developments planned, proposed, or approved (see Exhibit 7, Appendix) in locations outside of the Downtown core, near existing apartments and single-family homes (e.g., east of Xenia Avenue, south of 8th Street; 8th Street; and Allegheny Street, north of 8th Street). None of these proposed projects have announced near - term plans for construction.
The largest project, the proposed 192 -unit Xenia Avenue Apartment project, may be constructed and finished by 2028, (perhaps the earliest), per the project sponsor. The project sponsor reports that the project will likely be sold off to an experienced, multi -family builder or partnered with a builder, prior to construction. The proposed and planned apartment projects would satisfy near - term demand for newly -built, contemporary apartments.
Notwithstanding, small, affordable studio apartments, built in small quantities per project, may be a positive contribution to Downtown as part of mixed -use projects (e.g., retail/restaurant on ground floor and studio apartments on upper level). These small tranche mixed -use studio apartments may be easier to finance, build and lease by smaller developers versus 200- to 300 - unit apartments requiring strong multi -family demand dynamics.
Thriving Downtowns across the nation often have a mix of single family detached; ownership and rental townhomes; and rental apartments within walking distance of a core dining/shopping district. In order to boost interest in new commercial, restaurant and retail businesses along
L. S. Concleton & Associates
Beaumont Avenue and 6th Street, as well as the Grace Avenue Gateway area, a broad array of residential living types should be encouraged in the Downtown area.
We understand that the current area south of 6th Street, in the downtown mixed use and 6th Street mixed -use zones, which contain a mixture of automotive and repair uses, does not allow the development of any single -family -detached units —even at higher densities (such as 8+ units/acre). No new residential development has occurred in this area due to this restrictive zoning.
If the zoning were revised to allow higher density detached homes, as well as attached residential, property owners would have greater incentive to build soon. Without revising the zoning, we predict that very little housing will be built for many years due to the current lack of demand for high density development. By simplifying the zoning to include a range of densities, such as 8 to 25+ units to the acre, property owners will have the flexibility to satisfy near -term, as well as long-term, demand market forces, resulting in a mix of housing densities.
The revised zoning should be flexible to allow for residential uses, without requiring the incorporation of retail/restaurant or other commercial ground floor uses. There is insufficient demand for retail in the area south of 6th Street to the Freeway 10. Retail/restaurant space should be focused within a walkable, concentrated, pedestrian area near and around the 6th Street and Beaumont Avenue area, including the Grace Avenue Gateway area; the Civic Center; and on Beaumont Avenue area from 6th to about 8th Street.
V. SELECTIVELY PURCHASE REDEVELOPMENT SITES OR ASSIST WITH PURCHASE PRICE "GAPS"
The City should create a plan for possible selective purchasing of key sites. Financial assistance is best provided in cases where future occupants are known. The City may provide a pivotal role in situations where there may be purchase price "gaps," or in cases where a developer or restaurant cannot close a land purchase deal without some kind of financial assistance.
DISCUSSION
I. STUDY GOALS AND WORK SCOPE
LSCA has been retained to provide market -driven strategies for the Downtown revitalization of Beaumont. As part of this study, LSCA has done the following:
1. Prepared an in -person inventory of the Study Area uses, including a map (See Exhibits 1- 1E);
2. Conducted a Downtown Beaumont SWOT analysis (i.e., strengths, weaknesses, opportunities, and threats analysis);
3. Evaluated competitive retail and restaurant uses, including extensive in -field work (See Exhibits 2-3B);
4. Reviewed City of Beaumont General Plan sections pertaining to Downtown;
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5. Analyzed and surveyed new, for -sale Beamont residential projects (See Exhibits 4-4A);
6. Conducted lengthy Stakeholder Interviews with 14 Beaumont owners of restaurants/dining outlets, business owners, property owners and brokers with key interest in the area (See Exhibit 5);
7. Assessed historical housing permits in the City (See Exhibit 6);
8. Assessed available listed major apartments, as well as proposed apartments, in the City (See Exhibit 7);
9. Evaluated updated City demographics (See Exhibit 8);
10. Prepared five -and ten-year, as well as City built -out, restaurant and retail demand analyses, and supportable square footage, using shopping center industry demand methodologies (and conservative capture rates) for Downtown Beaumont dining/shopping space (See Exhibits 9-15);
11. Participated in brainstorming workshops with Jonathan Linkus, Urban Planner, GHD;
12. Presented findings, conclusions, and recommendations at periodic City conference calls; a City Economic Workshop, and a City Council Meeting; and
13. Prepared action plan recommendations for the City Management team based on our research and our 39+ year experience preparing achievable programs resulting in doable Downtown revitalization strategies.
II. BEAUMONT DEMOGRAPHIC TRENDS ARE FAVORABLE FOR INITIATING
DOWNTOWN REVITALIZATION
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.
Priced broadly from $460,000 to high $600,000's, and built by nationally -recognized homebuilders (e.g., D.R. Horton, Richmond American), these new homes offer attractive, family -oriented (and retirement) home -buying alternatives to more expensive Los Angeles, Orange, and Riverside County 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), reportedly above $700,000 in August, 2021 (per a Zillow survey).
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 stunning 229% increase in 21 years (an average increase of 5.8% per year). We estimate 17,610 occupied households in mid -year 2023, based on updated demographics and recently reported housing permits.
Restaurants and retail businesses in the shopping industry focus on "rooftop" growth because most households dine and shop as a unit. Until recently, the absolute number of occupied Beaumont households has been insufficient to support a vibrant Downtown shopping/dining area for two reasons:
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1. Most of Beaumont's new housing growth has occurred in large, attractive master -planned communities that are 7-10 minutes' drive outside of Downtown; and
2. New Beaumont households were perceived by retail/dining businesses as being fueled by modest -income families searching for "affordable" single-family living.
Future demand factors, however, are favorable for Downtown revitalization, based on our competitive research, personal interviews and demand analyses conducted for this study. As of updated July, 2022 U.S. Census figures, the reported median household income of Beaumont households is nearly $100,000 a year ($92,797) —dispelling the perception that Beaumont households are "modest -income." Most households consist of families with children living in single -family -detached homes (average household size of 3.3 persons).
Our in -field interviews with numerous Beaumont home builder representatives revealed that many newer Beaumont households are driving 15 to 45+ minutes to restaurants in Palm Springs/Palm Desert, Yucaipa, and Redlands. The City of Beaumont (including Downtown) is viewed as lacking a critical mass of quality, family, and occasion -oriented dining, in comparison to competing destinations located farther away.
Our competitive dining outlet research supports this view: there are only six Downtown Beaumont dining outlets totaling 13,790 square feet and rated Yelp 4+, at an average size of only 2,298 square feet. And the massive, Freeway -10 and Highland Springs, discount -value shopping node is generally viewed as unappealing to new residents because of the prevalence of low -rated (below Yelp 4 rating), chain restaurants.
Our conservative, 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.
Future housing growth figures for Beaumont (and its sphere of influence) are impressive. A distinct void exists to serve these households with a creative, innovative collection of non -chain dining offerings.
III. SWOT ANALYSIS
Strengths, Weaknesses, Opportunities And Threats Analysis Is Key To Development Implementation Strategies
The SWOT Analysis chart below summarizes the Downtown Beaumont Economic Strengths, Weaknesses, Opportunities and Threats. A SWOT Analysis is a useful tool for determining the optimum strategies for Downtown success. Implementation strategies should emphasize Strengths; minimize Weaknesses; and produce action steps that reduce the risk of Threats.
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Downtown Beaumont Economic SWOT Analysis
Strengths
Affluent ht...0A % moving into high quaker new detached homes • future famaportented household growth expected to continue • Mlgher interest rates not I4l y to severely dampen home demand • Strong, rowing homy mare* divots demand keralue priced, casual deans destinations
• Mori aompetdois are 1S -3O W. arwy lea. leedlands. rucapai tOne-term de+rt tied' demand to terse growing resident maybe carp acceubMty from freeway 10
Opportunities
Se.eral ding outlets mterrsted n erpadm! big -term
Cty4wr*d Grace gl4g. n prone sole lot meow restarsant
• Anew crate bte.t+ry gating outlet wale boost Downtown • Other tenowtan dining postrbMtIes near Grace (linden( • Reuse d City -0•0100 CMc Center Ste for creative dying compM. of 6 7 outlets cold be a pivotal Downtown ttahstccrmab- - • s- a Beaumont M. site eatable for tree shaded dying
• Eatternt build -cwt and demand- 22 restn..atsQcafes
Downtown should focus on independent entsepteneurs to
distinpssh from freewayvrw+b0 competition
Weaknesses
Non -pedestrian streets
No p►ry►cal Improvement• to OW/traffic
Insuficteet uxoss.ats. tethers', and snap for pedesenrns Only $ small restaurants rated role a., tattler( 17,6,0 sa.
Many smug, frgmert.d Ind ownership sites
odltcutt to feed large sates for cle.ebpm.nt opportWt*s Need for upgraded toeing overlay, consstert with near te+wrI housed. corr••Iercsal and its d.o apartment demand
Threats
wither Iewatton is dependent on consistent. cty+nth Wd
leadership and financial com,n meets
>uccess requires monies wrested in strew rgro.Mrnents to slow traffic (La. roundJDouts)
Other needed physical improvements: signage, crosswalks. Ilghtrr to create pedesarsan safety and Downtown identity
Downtown success dependent spun businesses seeing City's firm hnancial commremer+ts
Competan, threat: planned CihrWill Oak valley TOW'S Canter The highest and best economic opportunities for new development, redevelopment, and renovation include using city -owned parcels and buildings to catalyze new construction and/or building renovation to draw contemporary, independent (non -chain) restaurants, bars, and brewery operators to Downtown. The use of city -owned sites for attracting innovative dining operators has the highest probability of near -term success, given Downtown's lack of significantly -sized available sites and buildings, and the prevalence of many, small, fragmented, privately -owned parcels (see Weaknesses).
Upgrading the retail and dining sales of Downtown businesses on a permanent basis, however, will require the improvement of the City's physical weaknesses. Restaurants and quality retailers seek pedestrian -friendly downtowns. Presently, Downtown's major arterials, 6th Street and Beaumont Avenue, experience high-speed traffic flows; insufficient crosswalks and street lighting; and dangerous parking situations due to speed of vehicles along the streets. Unlike competitive cities, such as Downtown Redlands and Yucaipa, Beaumont has not yet invested in traffic -slowing physical improvements; signage and way -finding; lighting; and parking arrangements that set the stage for a safe and attractive pedestrian dining/shopping district.
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Although national "threats," such as high interest rates and high inflation, are short-term, negative, economic conditions, the City may be able to ameliorate these uncontrollable conditions by favorably ground leasing its owned parcels, and providing selective financial assistance to businesses with strong business plans.
Other potential weaknesses and threats that may be ameliorated by City staff policies, encouragement, and actions, include:
1. Providing consistent, city -initiated leadership and financial commitments;
2. Committing to a phased approach to construct, physical improvements for slowing traffic (i.e., round-abouts);
3. Committing to a phased spending and construction plan for new signage; way -finding; crosswalks; street and alley lighting; city -owned parking and directional signage; and attractive alleyway improvements to encourage outdoor dining;
4. Adjust/expand Downtown zoning sections to accommodate a broader and more flexible array of housing and mixed -use products, ranging from single family detached to attached units at 8 to 25+ units per acre, as well as mixed -use, ground floor commercial with upper -level "workforce" or studio apartments.
5. Incorporate "business friendly" economic tools, such as designating a Downtown New Business Liaison; re-evaluating the potential for stream -lining permitting procedures across departments; and establishing a "one -stop," meeting process that professionally explains all governmental requirements "up -front" in order to eliminate future step "surprises."
6. Publicize a five -to -ten year "vision" and "Downtown Strategic Plan" that outlines physical improvements, and key sites for new, innovative creative dining concepts.
IV. SURVEY OF LOCAL AND REGIONAL RETAIL SHOWS AN ARRAY OF BIG
BOX/DISCOUNT VALUE AND GROCERY/CONVENIENCE STORES ARE
SERVING RESIDENT FAMILY NEEDS WELL
We evaluated the shopping centers serving Beaumont residents, as well as reviewing the restaurants, quick foods, and cafes. We have prepared a retail competition exhibit using our field work observations; selected interviews with shopping center leasing representatives; and selected data sources, including Loopnet listings, leasing brochures and CoStar. (See Exhibits 2, 2A, 2B, 3, 3A, 3B in Appendix.)
The primary reasons for evaluating the big box and grocery -store centers serving the local area are:
1. To assess the overall "health" and vibrancy of the Beaumont area retail market; and
2. To evaluate the quality, quantity and environment of the dining and small shop offerings already found in existing centers.
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Big box retailers and traditional, large grocery stores (of 42,000 to over 100,000 square feet) are typically not appropriate uses for revitalizing a small village downtown. These uses do not garner pedestrian activity, nor do these uses enhance the charm of or encourage repeat customers to a downtown setting. In contrast, dining outlets and small shop retailers, frequently independently operated, are more optimal choices for revitalization efforts. r
SUMMARY OF REGIONAL & NEIGHBORHOOD RETAIL COMPETITION
Name
S.F.1/
Key Anchors
Regional (Highland Springs & Freeway 10)
Marketplace Beaumont
187,500
Best Buy, Aldi, Ross Dress for Less
WalmartSupercenter
230,600
WalmartSupercenter
The Home Depot & Big Lots Center
157,500
The Home Depot, Big Lots
Dollar Tree Center
42,500
Dollar Tree
Kohl's
91,000
Kohl's
2nd Street Cinema (Cinema West)
35,302
2nd Street Cinema
Grocery Outlet Center
85,600
Grocery Outlet, Planet Fitness
Rite Aid Center
52,709
Rite Aid
Sun Lakes Village
231,306
Albertsons, Hobby Lobby, Marshalls
Total
1,114,017
Cabazon Outlets
Cabazon Outlets
67,643
Designer Outlet Center
Desert Hills Premium Outlets
651,433
Designer Outlet Center
Total
719,076
Grand Total (Regional & Cabazon Outlets)
1,833,093
Beaumont Neighborhood Centers
Beaumont Center
111,762
Stater Bros. Market, Food 4 Less
Oak Valley Towne Center
70,900
Stater Bros. Market, Walgreens
Oak Valley Plaza
38,347
Rite Aid
The Marketplace at Calimesa
102,700
Stater Bros. Market
Total
323,709
Grand Total (Beaumont Neighborhood Centers)
323,709
Grand Total Regional & Neighborhood -Serving Center
2,156,802
1/ S.F. include pad spaces for restaurants, services, and other uses in the center.
The table above summarizes the shopping centers surveyed and reviewed in -field as part of this study. (See Exhibits 2, 2A and 2B in Appendix.) As of late 2022, there were few vacancies in the freeway -oriented, regional, big box centers, and no vacancies in the Beaumont and Calimesa grocery -store anchored centers. The tenant mixes are well -positioned for the high -growth Beaumont residential market, with a focus on family -oriented, discount/value goods and
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everyday convenience needs. The Beaumont/Calimesa/Banning survey, at the time surveyed, showed a low vacancy factor of 4.2%, a healthy available space rate.
The highest vacancies, and/or available space to lease, were observed in Marketplace Beaumont and Sun Lakes Village, both on Highland Springs Avenue. As of the in -field evaluation (in late 2022), The Marketplace Beaumont had six available spaces, five of which are small shops. The largest space available was the 25,000 -square -foot Bed Bath & Beyond space, due to the retailer's national financial problems and possible bankruptcy, not because of any local location issues. The Sun Lakes Village center showed a large, 20,000 -square -foot space available, as well as two small shops vacant.
V. SURVEY OF COMPETITIVE AND LOCAL RESTAURANT OFFERINGS SHOWS
DEARTH OF HIGH -QUALITY, CLOSE -BY DINING TO SATISFY BEAUMONT
RESIDENT DESIRES AND FAMILY -ORIENTED OCCASION NEEDS
In today's highly competitive dining environment, social media reviews are instrumental to long- term success —particularly to attract repeat resident customers and out-of-town visitors. Yelp is the most used source, with Google and Tripadvisor also used. During our field work, we evaluated the exterior and interior finishings of the restaurants in the competitive market, and summarized those dining establishments with the top ratings. Many patrons, particularly younger and first-time diners, will not try a dining establishment without a minimum Yelp or Tripadvisor rating of 4.0.
Within the Downtown core area, there are only six dining establishments rated 4.0 or higher on Yelp or Tripadvisor:
1. Cornerstone BBQ-4.5 Yelp: excellent take -away BBQ with sparse outdoor dining area.
2. Cafe Agape -4.5 Yelp: "trailer -like," drive -up, take -away, local coffee outlet with wide variety of coffee and tea selection, high quality. No indoor or outdoor dining area.
3. The Craft Lounge -5.0 Yelp. Local craft beer bar/lounge; owner partners with food vendors; numerous evening entertainment events.
4. Frijoles Mexican Restaurant -4.0 Yelp: Adjacent to City Hall; traditional Mexican menu; indoor and outdoor dining.
5. Tuscanos Pizza & Pasta -4.0 Yelp: Take -away pizza, party trays, small informal interior; owner also has larger restaurants in Yucaipa and La Quinta.
6. Ramona's Restaurant -4.0 Tripadvisor: Free-standing, 5,000 -square -foot, 51 -year -old traditional Mexican restaurant.
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SUMMARY OF NOTABLE DOWNTOWN
DINING SQUARE FOOTAGES IN
BEAUMONT 2023
NAME
S.F.
Tuscanos Pizza 8( Pasta
3,000
Frijoles Mexican Restaurant
3,200
Ramona's Restaurant
5,000
Cornerstone BBQ
700
Cafe Agape
140
The Craft Lounge Taproom & Bottleshop
1,750
Total Square Footage Existing
13,790
Avera e Size of Existin Restaurants
2,298
About six minutes from the heart of Downtown are three other small highly rated dining offerings:
1. Fuego Cravings -4.0 Yelp: a quick food establishment with modern interior specializing in birria.
2. Domenico's Italian Kitchen -4.0 Yelp: a suburban, small, take -away and sit-down traditional sports bar and family -oriented Italian restaurant, with large outdoor patio in Oak Valley Plaza, anchored by Rite Aid.
3. Two Ladds Bakery -4.5 Yelp: Small, excellent bakery with fresh baked goods, sandwiches, crepes, and drinks in suburban setting on border of Cherry Valley and Beaumont, on Beaumont Avenue.
Surprisingly, there are few highly -rated dining outlets in the big box regional -serving centers off Highland Springs Avenue in Beaumont and Banning. The following are three stand -out offerings, all very small with sparse interiors, all within one center: Sun Lakes Village.
1. Patsy's Country Kitchen -4.0 Yelp: Generous traditional breakfast/lunch offerings in traditional diner setting; open only until 3:00 p.m.
2. Surin Thai Restaurant -4.5 Yelp: Moderate -priced, solidly good Thai food in small outlet with modest interiors.
3. Darumaya-4.5 Yelp: Excellent Japanese food in very small, simple table setting.
It is noteworthy that the large -chain restaurants in the big box centers are generally not highly rated.
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The Marketplace at Calimesa, (an eight -minute drive from Downtown), located at Cherry Valley Boulevard and Freeway 10, serves many of the residents living in Beaumont's, golf -course neighborhoods nearby. In this center, is a modest -sized, free-standing, family -oriented outlet with a burger and beer menu:
1. Fire Rock Burgers & Brews -4.0 Yelp: Limited burger/beer menu, with periodic live entertainment; contemporary interior and attractive outdoor seating.
The Fire Rock Burgers & Brews represents the only new, (open 2021) free-standing, full - service restaurant located near Beaumont's newer, master -planned residential neighborhoods.
Built by Lewis Retail Centers, the Marketplace at Calimesa is a new shopping center facing Freeway 10, north of Beaumont, technically in the City of Calimesa but serving both Calimesa and Beaumont/Cherry Valley area residents.
Two notable restaurants on Myrtlewood Drive are located a short drive off the Freeway 10 in Calimesa:
1. The Haus Bistro (Yelp 4.5): An attractive, American/European restaurant/beer bar, full - service restaurant with friendly service; and
2. 21 Sushi House (Yelp 4.0): A sizable full -service Japanese restaurant.
The Haus Bistro specializes in schnitzel, and offers a range of fish, chicken and beef entrees and lunch sandwiches. This restaurant is one of the few nearby dining offerings with an imaginative, creative, contemporary interior, as well as presenting attractive outdoor furniture, within a short drive time from Downtown.
Downtown or "Uptown" Yucaipa, (a 15 -to -20 -minute drive time away), provides numerous creative and newly entrepreneurial dining destinations, including:
1. Hops and Spokes Brewing Company -4.5 Yelp: A newly -opened craft brewery with a creative, contemporary interior; large lounge/bar; recently open since Covid-19 pandemic.
2. Woodhaus-4.5 Yelp: A new, small, wood -fired pizza outlet adjacent to Uptown Wine Merchant.
3. Uptown Wine Merchant -4.5 Yelp: Attractive, new wine bar allowing customers to bring in pizza from adjacent operation.
4. Kluddes Smokehouse & Brews -4.0 Yelp: A new smokehouse/brewery in a former building that was a renovated "bank vault."
Although Yucaipa has about the same population in 2021 as Beaumont (about 55,000 people), that city has more highly -rated restaurants. In addition to the above restaurants, there are at least six other restaurants and quick foods rated 4.0 Yelp and higher, including the large, contemporary Bella & Yang Chinese and Sushi Bar on 5th Street. Other restaurants include the soda -fountain, "Disneyesque Main Street" -like decorated," Grandlund's Restaurants &
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Candies; and Yu Thai Pa, a small, modest Thai restaurant; and Ocean Pho, a small Vietnamese outlet. Other Yucaipa, highly rated take -away outlets include Italia Bella and Damasco Mediterranean Cuisine, both rated 5.0 on Yelp.
The City of Yucaipa benefits from Southern California regional visitors traveling to the Oak Glen area, especially during the apple -picking season, weekends, and holiday periods. It also has a small array of "historic" or interesting, older buildings for businesses to renovate. For example, the 4.5 Yelp -rated Jitters Coffee House in Yucaipa is housed in a tiny, charming old building.
VI. FUTURE -YEAR, CITY, BUILD -OUT DEMAND SUPPORTS ABOUT 22
RESTAURANTS IN DOWNTOWN, SERVING RESIDENTS AND VISITORS We performed restaurant/dining and retail demand analyses to test the near -term and build -out supportable square footage for Downtown Beaumont. Our sales projections are based on many years of experience conducting demand analyses for on -street shopping districts; thriving master - planned communities; neighborhood and specialty centers; restaurant company sites; and visitor - oriented dining/shopping destinations. Our demand models are based on shopping center industry methodologies for proven, successful centers, and on -street shopping districts.
We project that the dominant demand in the early years will be generated by Beaumont's upscale family households. Over the years, as a critical mass of Downtown operators are open and thriving, we expect additional sales support to be derived from the Beaumont's sphere of influence neighborhoods, as well as travelers along the Freeway 10.
Demand models were prepared for 2023, 2028 (five -years), 2033 (ten years) and for build -out per the City's general plan. We estimate 17,610 occupied households in 2023, based on the 2022 updated, U.S. Census demographics and recently reported housing permits. Starting with the 2022 U.S. Census Beamont population figure of 56,349 (see Exhibit 8, City of Beaumont Updated Demographics), and dividing this figure by the average household size of 3.3 persons to arrive at 17,075 households for July 2022, we then added the average number of five-year single family detached permits, or 535 units, to this figure. (See table summarizing five-year average single family detached permits for years 2018-2022, below and Exhibit 6 in the Appendix.) This 2023 household figure of 17,610 is believed to be a reasonable estimate, especially since recent single family detached permit figures have been 404 unis in 2021 and 790 units in 2022. It is a common occurrence that the U.S. Census under -reports the number of occupied households in new, developing residential areas, like Beaumont, that are experiencing exceptionally high annual growth rates.
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ANNUAL RESIDENTIAL SINGLE
FAMILY PERMITS
Five -Year
Average
2018
684
2019
531
2020
264
2021
404
2022
790
Total Units
2,673
Avg Per Yr
535
Source: Daniel Diaz, Management
Analyst, City of Beaumont.
During our in -field Beaumont work evaluating builder's model homes in newly -constructed communities, we discussed the status of home sales rates with representatives —at a time of increasing mortgage interest rates (5.0% to 7.0%+). At that time, the home sales representatives stated that the home sales rates had not significantly suffered in this higher interest rate environment due to the perceived quality and affordability of homes offered. Over a 30 -year period, 5% to 7% mortgage interest rates represent workable interest rates in comparison to historical highs above 10% to 15%.
Our estimate of future -year, occupied households in Beaumont show that the City reaches about 20,110 occupied households in five years (2028) and 22,610 occupied households in ten years (2033), using conservative average annual increases of 500 homes per year. The City of Beaumont's General plan projects a total of 31,021 households upon total build -out, based on projected densities for lands available for development (Table 3.2b, page 46 of City General Plan). Per the General Plan, the immediate "sphere of influence" neighborhoods will add another 9,828 households, at build -out, for a total of 40,849 households (31,021 households plus 9,828 households, Table 3.2c, page 47 of City General Plan).
Our Downtown retail and dining demand models use realistically achievable, optimum capture rates of Beaumont resident spending, based on our experience with similarly -located Downtown cores (15% to 20% for food service/dining, and 5.0% to 6.5% for retail). Although many Beaumont residents live 7 to 10 minutes' drive away from the core Downtown area, the sheer lack of high -quality dining supply near residents' homes and along the Freeway 10 corridor are positive characteristics for drawing strong, sustained support to Downtown Beaumont. As noted above, many residents are driving 15 to 45 minutes from their homes to dining alternatives in Uptown Yucaipa, Downtown Redlands, or the Palm Springs/Palm Desert area.
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The supportable dining square footage for Downtown Beaumont is shown below:
COMPARISON OF PROJECTED DEMAND FOR AND SUPPLY OF DINING SPACE CITY OF BEAUMONT: 2023-2033 And Build -Out Per General Plan Current Year 5 -Year 10 -Year
Maximum Maximum Maxmium
Dining Demand Dining Demand Dining Demand
2023 2028 2033
City Build -Out
Maximum
Dining Demand
Sphere of
Influence Build -
Out Maximum
Dining Demand
City Build -Out
Dining Demand
Plus Sphere of
Influence
Additional
Dining Support
From Frwy 10 &
Other Regional
Diners (10%) v
City Build -Out
Dining Demand
Plus Sphere of
Influence
Downtown Demand for Dining Space (Square Feet)
31,421 35,882
40,343 55,349
2023 Downtown Dining Space Supply (Square Feet)°
13,790
13,790
13,790
13,790
Additional Net New Dining Space Supported (Square Feet) 17,631
22,092
26,553
41,559
13,152 I 68,501
7,611 I 76,112
N/A 13,790 N/A 13,790
N/A I 54,711 I 7,611 I 62,322
Estimated
Number of
Restaurants at
Build -Out 21
The Average
Restaurant Size
3/
22 I 3,460
6 I 2,298
16 I 3,895
The supportable square -foot figures for Downtown Beaumont are contained on the first line, and represent just the demand for Downtown core offerings (not City-wide demand). (See also Exhibit 14 Appendix.) For example, over the next five years (in 2028), total Downtown dining demand is 35,882 square feet. Because planning horizons for new operations often require two to five years, it is useful to initially evaluate the five-year demand. Today there are 13,790 square feet of high -quality dining offerings already thriving in Downtown with excellent Yelp ratings (see below).
SUMMARY OF NOTABLE DOWNTOWN
DINING SQUARE FOOTAGES IN
BEAUMONT 2023
NAME
S.F.
Tuscanos Pizza & Pasta
3,000
Frijoles Mexican Restaurant
3,200
Ramona's Restaurant
5,000
Cornerstone BBQ
700
Cafe Agape
140
The Craft Lounge Taproom & Bottleshor
1,750
Total Square Footage Existing
13,790
Avera:e Size of Existin: Restaurants
2,298
Therefore, the net new demand in five years for dining is 35,882 square feet minus 13,790 square feet, or 22,092 square feet of new space, as shown on the table above (the last line for the year 2028). The net new five-year (2028) demand is equivalent to about 5 to 6 new restaurants averaging about 3,700 to 4,400 each. Should the addition of 6 new restaurants occur over the
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next five years, the total number of Downtown dining offerings would double to 12 different operations. Although dining demand clearly exists for new Downtown restaurants over a short, five-year time horizon, the availability of ready -to -go, appropriate City -owned sites, buildings (for renovation) or other private sector parcels/buildings will be the critical factor in determining the timing.
The demand trends are positive for Downtown over a ten-year time frame. As shown on the above table, the net new demand generates 26,553 square feet of food service space (6 to 7 new restaurants averaging about 3,800 to 4,425 square feet). This figure is cumulative, meaning that if six new restaurants are added within five years, only one new restaurant is supportable in the next five years. Therefore, by the end of ten years, 6 to 7 new restaurants are theoretically supportable in Downtown, in addition to the 6 existing restaurants in 13,790 square feet that already exist, for a total 12 to 13 Downtown restaurants. It is believed the Civic Center Site and the Grace Building would satisfy (or perhaps slightly exceed) the Downtown demand over a ten- year period.
In five to ten 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 Freeway 10 as well.
When the City reaches its build -out figure of 31,021 households, along with a sphere of influence that includes 9,828 additional households, we estimate that 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 22 food service outlets, representing a strong pedestrian - oriented variety of drinking, dining, and take -away food service outlets.
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. Many small shops have been in the Downtown for many years, but have suffered from a lack of pedestrian shopping and from a lack of high -quality dining offerings to draw customers to the area. 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, as leases expire, and the area matures.
As shown on the table below (and on Exhibits 1 through 1E), there is a total of 62,606 square footage of small shop space in Downtown Beamont—a large figure that may be restored, revitalized, and/or renovated for existing and new stores.
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I I
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK
DOWNTOWN CORE/PROJECT BEAUMONT)
Retail and Food
Square Footage (SF)3/
% of Total Retail and Food SF
Markets/Liquor SF
Free -Standing Retail Businesses
Other Retail SF
Food SF 5/
19,093
25,813
62,606
36,719
13%
18%
43%
25%
Total Combined Retail and Food SF
144,231
100%
3/ Excludes services/offices & "B2B," (Business to business uses). 5/Former Thai Air Space is currently vacant. Ataco shop is planned to replace it. Current occupied food space is 36,719 less 1,600 sf or 35,119 as of 7/23.
Like the methodology used for dining, we compared the demand for Downtown retail with the supply of space that exists. (See below and Exhibit 15 Appendix.)
COMPARISON OF PROJECTED DEMAND FOR AND SUPPLY OF
RETAIL SPACE: 2023-2033 And Build -Out Per General Plan Current Year
Maximum Retail
Demand 2023
5 -Year
Maximum Retail
Demand 2028
10 -Year
Maximum Retail
Demand 2033
City Build -Out
Maximum Retail
Demand
Sphere of
n Ifluence Build-
Out Maximum
Retail Demand
City Build -Out
Retail Demand Plus
Sphere of Influence
Downtown Demand for Retail Space (Square Feet)
25,258
28,844
32,430
44,493
6,506
50,999
2023 Downtown Retail Space Supply (Square Feet)2'
62,606
62,606
62,606
62,606
62,606
Additional New Net Retail Space Supported (Square Feet) -37,348
-33,762
-30,176
-18,113
N/A
-11,607
1/Although dining can support an additional 10% at build -out, retail square footage is conservatively not expected to be increased. The rationale for limiting the expansion of small shop retail space is that regional diners (from Freeway 10 & outside Beaumont and its sphere of influence) have limited time after dining in Downtown Beaumont. 2/Downtown Retail Supply Excluding Free -Standing Businesses (See Exhibit 1).
As shown above, 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
L. S. Concleton & Associates
Downtown. Downtown retail demand is projected to be about 44,493 square feet in ten years, and 50,999 square feet at build -out —below the amount of space that already exists of 62,606 square feet. 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.
The above conclusion does not preclude the ability to add a few newly -constructed retail spaces that are unique, contemporary, and compatible with a newly -created dining district —keeping in mind that the City's first -priority should be restoring the sales health and vitality of existing retail spaces, not the addition of newly -constructed space that is not supported by demand factors.
VII. STAKEHOLDER INTERVIEWS REVEALED ENGAGED, INTERESTED
PARTIES WITH A RECEPTIVENESS TO TRAFFIC -SLOWING
IMPROVEMENTS AND BUILDING SMALL LOT SINGLE-FAMILY-
DETATCHED HOUSING IN DOWNTOWN AREA
As part of our work, we conducted 14 City of Beaumont Stakeholder Interviews of Downtown businesses; property owners; and brokers, based on a list provided by City Staff. The interviewees were well -engaged, highly interested participants in the process. Selected findings include:
1. 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.
2. Round-Abouts: Interviewees responded favorably to the suggestion of using round-abouts to slow traffic, and embraced the idea of the City installing them. No interviewee spoke negatively about the idea.
3. Physical Improvement Suggestions:
a. More cross -walks to improve the safety of streets for pedestrians; b. Archway signage announcing Downtown like the one in Uptown Yucaipa; c. Creation of "trail pathways" or walking routes that are lighted for pedestrians; d. Way -finding signage indicating parking areas;
e. Making alleys more attractive and useful for outdoor dining; f. Add more lighting to Downtown walkways, alleys and crosswalks to improve evening perception of safety; and
g. Addition of more signs announcing the speed limit along 6th Street.
L. S. Concleton & Associates
4. "Economic Tool" Suggestions:
a. Increasing the City's "business friendly" way of working with new businesses, reducing the "paper bureaucracy" that businesses face;
b. Revise Downtown zoning to allow small (tiny) workforce/studio apartments to be built for young, Beaumont singles on top of commercial/restaurant buildings; c. Allow houses to be converted to commercial uses;
d. Revise Downtown zoning to allow the construction of small single family detached homes (for rent or own) around the 5th Street area; e. Establish improved communication between the City Economic Development Department and the Fire Marshall; and
f. 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.
5. Downtown Development Use Suggestions:
a. Add/expand high -quality dining, targeting independent successful restaurants; b. Encourage, Downtown existing restaurants (in future years) that wish to expand their buildings and/or outdoor dining to do so;
c. Target a food user for the former "Beaumont Dry Cleaners" building in the Grace Avenue Gateway area, such as a coffee/bakery outlet;
d. Bring back the Ramona's food truck for nearby workers, such as those working at PSI;
e. Target a sandwich outlet/quick food cafe near PSI for workers; f. Add a craft brewery or beer tasting room, similar to the one in Yucaipa; g. Encourage restaurants to enhance and add outdoor dining areas; h. Add a wine bar with food; a bratwurst quick food outlet with outdoor dining; a gastro pub; and a baked potato casual dining outlet;
i. Target an independent burger restaurant like Slaters 50-50 in Orange County; J•
Build small lot single family detached rentals, particular in the Downtown area near 5th Street; and
k. 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.
L. S. Congleton & Associates
6. Other Downtown Suggestions:
a. Consider buying small vacant parcels to consolidate for new development; and b. 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.
VIII. RECOMMENDED ACTION PLAN
I. CITY DEVELOPMENT PROGRAM ACTION PLAN
In consultation with GHD's Urban Planner, Jonathan Linkus, we participated in two "vision planning sessions" to brainstorm possible catalyst sites in Downtown. The following illustrative drawing shows the locations of possible new catalyst projects. (See below.) A. GRACE AVENUE GATEWAY
• 4 - 6 Small Food / Bev
• Civic Center Plaza
• Compact Single Family
• 18 - 20 Homes
1. Expedite Re -Use and Renovation of City -Owned Grace Building (500 Grace Avenue) for Restaurant with Planned Opening within 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.
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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. We recommend 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.
2. Evaluate Re -Use of City -Owned Fleet Maintenance Site At 550 N. California for Near - Term Dining/Bar or Brewery/Tasting Facility. 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 Avenue 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 Street on a vacant parcel, the amount of buildable area on 550 N. California 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 Street and Grace Avenue). This small, charming "retro-style" brick -tiled building has excellent potential for 6th Street 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. Short-term parking may be accommodated adjacent to building, but shared parking alternatives
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should be explored with the re -use of the Grace Building, such as use of City -owned vacant land on 5th Street (for about 30 parking spaces).
4. Assess Legal, Zoning, Regulation and Financial Feasibility of Partial Closure and Attractive Enhancement of City -Owned Alley Bordered by Ramona's Restaurant, 5th Street, Ramona's Parking Area, 6th Street and PSI Building. 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., re -pavement, pedestrian lighting, signage (including direction signage to parking areas). Determine the useability 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 Avenue 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 round -about; (b) added street lighting; (c) alley enhancements for outdoor dining; (d) improved parking areas owned by the City; (e) way -finding signage and Downtown entry and/or Grace Avenue Gateway signage. (See conceptual drawing of future recommended streetscape improvements prepared by Jonathan Linkus, Urban Planner, GHD.)
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B. CIVIC CENTER SITE
6. Contract with Designer/Architect for Two to Three Preliminary Layouts and Elevation Sketches for Civic -Center Site. In order to secure a successful retail developer for any future Civic 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). Our recommended program for the Civic Center Site is shown in the table, below:
CIVIC CENTER SITE RECOMMENDED PROGRAM
PROJECTED SALES (STATED IN TODAY'S DOLLARS)
LEASED
INDOOR
OUTDOOR
TARGET
TARGET
TOTAL
TOTAL
MID -POINT
NUMBER
DESCRIPTION
SQUARE
DINING
MINIMUM
OPTIMUM
MINIMUM
OPTIMUM
TARGET SALES
SPACE
SALES/SF
SALES/SF
TARGET SALES
TARGET SALES
1 FEET
FACING ORANGE AVENUE AND 6TH STREET
Single -Level Dining with High Ceilings
1 Independent Major Restaurant & Bar
5,000
1,200
400
650
2,000,000
3,250,000
2,625,000
2 Independent Major Restaurant
4,350
1,000
400
700
1,740,000
3,045,000
2,392,500
3 Independent Major Restaurant
4,250
1,000
400
725
1,700,000
3,081,250
2,390,625
4 Independent Casual Family -Oriented
3,850
800
400
550
1,540,000
2,117,500
1,828,750
5 Independent Casual Family -Oriented Cafe
3,650
800
400
600
1,460,000
2,190,000
1,825,000
6 Small Casual Quick Food Cafe
2,600
750
400
600
1,040,000
1,560,000
1,300,000
7 Coffee Outlet
1,000
500
400
600
400,000
600,000
500,000
TOTAL CIVIC CENTER SITE
24,700
6,050
400
641
9,880,000
15,843,750
12,861,875
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.
7. 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 management efforts; a track record securing and leasing
L. S. Congleton & Associates
to successful, independent dining entrepreneurs; and the ability to build the Civic Center project in a phased approach (e.g., two separate phases).
8. Assess the Need for Infrastructure and Street Improvement, City Financial Assistance for Civic Center Project. Assess the need for potential financial assistance for improvements for parking spaces; street enhancements along Orange Avenue; construction of a round -about at or near Beaumont Avenue (or other traffic -slowing measures); city signage and way -finding; 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 Civic Center development. Assess how the City may be able to financially assist the implementation of the Civic Center project by funding the necessary off -site and public amenity costs.
9. Negotiate A Deal for The Civic 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 Civic Center Development Agreement and private sector firm financial commitment for a two -phased approach to building out the Civic 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.
II. "ECONOMIC TOOLS" ACTION PLAN
10. 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.
11. 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 variance requirements; permitting requirements; and other department reviews required. All
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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."
12. Revise and Simplify Downtown Zoning Allowing a Broad Range of Residential and Mixed -Use Densities. A large swath of the Downtown area is occupied by old automotive outlets, auto repair/tire outlet uses and light industrial/warehouse uses, intermixed with single family detached homes, small detached housing units, attached single -level rental units, mobile homes, and other old-style residential properties. This Downtown area is contained north of Freeway 10, along 5th Street, and south or below 6th Street (but not directly on 6th Street), east of Beaumont Avenue and west of Pennsylvania Street. Property owners interviewed in or near this area report strong occupancy of the residential units, many of which are "affordably" priced, small square footage units.
No new development has occurred in this area in recent years. The area south of 6th Street is unsuitable for retail; office; restaurants or other prime commercial uses that generally are desirable in Downtown areas. No market demand exists for these commercial uses in this area. Modern industrial/warehouse buildings are also unsuitable in this area due to the lack of large-scale parcels fronting Freeway 10, and strong competition from nearby, master -planned industrial parks that are more suitable for big users.
The only near -term development product for this area is residential —irrespective of the mixed, industrial/auto use character of the area. In order to promote and encourage residential development, the current zoning needs to be simplified and expanded to allow a broad range of residential densities. For example, a recommended zoning would allow residential densities ranging from 8 units to the acre to 25 or 30 units to the acre —or maximize the allowable density to as high as 50 units to the acre. The point is to allow residential development zoning flexibility, tied to density —but not product type.
Thriving Downtowns across the nation often have a mix of single -family -detached houses; ownership and rental townhomes; and rental apartments within walking distance of the core shopping district. To date, Beaumont's new housing growth has
L. S. Concleton & Associates
been focused on master -planned communities, most of which are about a 5 -to -10 - minute drive outside the Downtown area. 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.
13. Encourage Growth of Downtown Housing South of 6th Street and In -Fill Development West and East of Beaumont Avenue (Not On Beaumont Avenue). 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.
We understand that the current area south of 6th Street, in the downtown mixed use and sixth street mixed -use zones, which contain a mixture of automotive and repair uses, does not allow the development of any single -family -detached units —even at higher densities (such as 8 to 10 units/acre). Based on our property owner interviews, if the zoning were revised to allow higher density detached products, as well as attached, higher density residential, property owners would have the incentive to build quickly.
Without revising the zoning, we predict that many property owners will not develop anything for many years to come due to the lack of demand for high density housing today.
Revising residential zoning should also allow new housing without requiring the incorporation of retail/restaurant or other commercial ground uses. As stated above, there is insufficient demand for retail south of 6th Street to the Freeway 10. Moreover, the retail/restaurant demand should be focused within a walkable, concentrated, pedestrian area of a few blocks near and around the 6th Street and Beaumont Avenue area, including the Grace Building Gateway area; the Civic Center; and Beaumont Avenue area from 6th to about 8th Street.
14. Selectively Purchase Sites for Redevelopment. 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
L. S. Concleton & Associates
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.
IX. FINAL COMMENTS
The City of Beaumont has a rare opportunity to use its City -owned parcels to catalyze the revitalization of Downtown. We believe the City staff has the prerequisite vison to encourage, entice, and bring together the required businesses and development partners to effectuate attractive "Showcase" dining projects over the next five- to ten -years.
We have enjoyed conducting this study and preparing this report. Please give us a call if you have any questions.
Very truly yours,
L.S. CONGLETON & ASSOCIATES
Linda S. Congleton
Principal
Appendix: Exhibits
DOWNTOWN
CITY OF BEAUMONT
ECONOMIC FEASIBILITY STUDY EXHIBITS
#
DESCRIPTION OF EXHIBIT
BEAUMONT INVENTORY ANALYSIS
1 SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK CORE) 1A
DOWNTOWN BEAUMONT CORE THREE BLOCK WALKING DISTANCE MAP 1B
NORTH BEAUMONT AVENUE MAP
1C
FAR NORTH BEAUMONT AVENUE MAP
1D
WEST 6TH STREET FROM EDGAR AVENUE TO FREEWAY 10 MAP
1E
EAST 6TH STREET FROM MAPLE AVENUE TO PENNSYLVANIA AVENUE MAP
KEY COMMERICAL MARKET & COMPETITION
2 BEAUMONT-SERVING REGIONAL AND GROCERY STORE ANCHORED CENTERS 2A
REGIONAL & BEAUMONT GROCERY STORE ANCHORED CENTERS COMPETITION MAP 2B
REGIONAL & BEAUMONT (ONLY) GROCERY STORE ANCHORED CENTERS COMPETITION MAP 2C
CLOSE-UP OF REGIONAL HIGHLAND SPRINGS CORRIDOR MAP
3 BEAUMONT AND REGIONAL SUMMARY OF NOTABLE DINING, 2022-2023 3A
MAP OF BEAUMONT RESTAURANTS (YELP RATED 4 AND ABOVE)
3B
SUMMARY OF NOTABLE DOWNTOWN DINING SQUARE FOOTAGES IN BEAUMONT 2023
KEY RESIDENTIAL MARKET & COMPETITION
4 NEW CURRENTLY -SELLING FOR -SALE RESIDENTIAL PROJECTS IN BEAUMONT (AS OF APRIL, 2023) 4A
BEAUMONT NEW HOME SALES
5 STAKEHOLDER INTERVIEW LIST
6 MONTHLY RESIDENTIAL SINGLE FAMILY PERMITS
7 BEAUMONT CURRENTLY AVAILABLE AND PLANNED LISTED APARTMENTS
DOWNTOWN DEMAND ANALYSIS & PROGRAM RECOMMENDATIONS
8 CITY OF BEAUMONT UPDATED DEMOGRAPHICS (U.S. CENSUS BUREAU) 9 RETAIL AND DINING DEMAND DOWNTOWN BEAUMONT 2023
10 RETAIL AND DINING DEMAND DOWNTOWN BEAUMONT 2028 (5 YEAR) 11 RETAIL AND DINING DEMAND DOWNTOWN BEAUMONT 2033 (10 YEAR) 12 RETAIL AND DINING DEMAND DOWNTOWN BEAUMONT AT CITY BUILD -OUT 13 RETAIL AND DINING DEMAND DOWNTOWN BEAUMONT BUILD -OUT SPHERE OF INFLUENCE 14 COMPARISON OF PROJECTED DEMAND FOR AND SUPPLY OF DINING SPACE 15 COMPARISON OF PROJECTED DEMAND FOR AND SUPPLY OF RETAIL SPACE 16 DOWNTOWN BEAUMONT NEAR -TERM OPPORTUNITY SITES (CONCEPTUAL DRAWING) 17 DOWNTOWN BEAUMONT POTENTIAL STREET AND ALLEY IMPROVEMENTS (CONCEPTUAL DRAWING) 18 BEAUMONT SWOT ANALYSIS
19 CIVIC CENTER SITE RECOMMENDED PROGRAM
EXHIBIT 1
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK DOWNTOWN CORE/PROJECT BEAUMONT) Address
Name of Business
Retail Category/
Business Type 11
Retail and Food/
Square Feet 2/
Visible from
6th Street
1 501 Beaumont Ave
McDonald's
Food/Dining
2,975 Yes
2 502 Beaumont Ave
J C Oil Inc. Dba Beaumont 76
Services/Offices/B2B - No
3 529 Beaumont Ave
Baker's Drive Thru
Food/Dining
Food/Dining
2,516 Yes
4 550 Beaumont Ave
Juan Pollo
5,452 No
5 560 Beaumont Ave
El Rancho Liquor
Miramontes Barber Shop
Good Companie Shoes
Yeong's Shoes
Auto Parts Pros, Llc (NAPA)
Boost Mobile
Market Liquor
5,292 No
6 620 Beaumont Ave
Services/Offices/B2B - No
7 626 Beaumont Ave
Retail
1,400 No
8 628 Beaumont Ave
Retail
1,400 No
9 636 Beaumont Ave
Free -Standing Retail
Services/Offices/B2B - No
Services/Offices/B2B - No
Services/Offices/B2B - No
Services/Offices/B2B - No
5,400 No
10 643 Beaumont Ave
11 645 Beaumont Ave Gabby's Beauty Shop
12 647 Beaumont Ave
JCB Electric
13 660 Beaumont Ave
Beaumont Glass Co.
14 680 Beaumont Ave
All American Mattress & Recliners
Retail
2,400 No
15 684 Beaumont Ave
Sharp Image Barbershop
Hair'em Salon DJ C
Services/Offices/B2B - No
Services/Offices/B2B No
16 686 Beaumont Ave
17 688 Beaumont Ave
Vacant
Vacant - No
18 690 Beaumont Ave
Craft Lounge
Latino Cellular #4
Food/Dining
1,750 No
19 701 Beaumont Ave
Retail
450 No
20 705 Beaumont Ave
Noah's Barber Shop
Just4UPrints (Custom Printing)
Beaumont Smoke Shop
Services/Offices/B2B No
21 707 Beaumont Ave
Retail
770 No
22 709 Beaumont Ave
Retail
770 No
23 715 Beaumont Ave
Vacant
Vacant - No
24 719 Beaumont Ave
Top Nails & Spa
Taco Shop Coming Soon (Former Thai Air Cuisine)
Services/Offices/B2B - No
25 721 Beaumont Ave
Food/Dining
1,600 No
26 725 Beaumont Ave
Music Centre
Services/Offices/B2B No
Services/Offices/B2B - No
Services/Offices/B2B No
27A 726 Beaumont Ave Beaumont Chamber Of Commerce
27B 726 Beaumont Ave Sensible Adviser
28 727 Beaumont Ave
Plaza Liquor
Shear Wonders Salon and Day Spa
Market Liquor
2,000 No
29 737 Beaumont Ave
Services/Offices/B2B No
Services/Offices/B2B - No
Services/Offices/B2B No
Services/Offices/B2B - No
Services/Offices/B2B No
30A 742 Beaumont Ave Dance Spectrum
30B 742 Beaumont Ave
Wardlow Enterprises, Inc Dba Spectrum Photography
Beaumont Coin -op Laundry
Agua Pura Vida Beaumont
Smoke & Vape
Players Lounge
Toscanos 4/
31 746 Beaumont Ave
32 750 Beaumont Ave
33 754 Beaumont Ave
Retail
1,440 No
34 758 Beaumont Ave
35 762 Beaumont Ave
P 1207 f 1376
Food/Dining
Food/Dining
1,200 No
3,000 No
36 777 Beaumont Ave
Citibank
age o
Services/Offices/B2B - No
EXHIBIT 1
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK DOWNTOWN CORE/PROJECT BEAUMONT) Address
Name of Business
Retail Category/
Business Type 1�
Retail and Food/
Square Feet 2/
Visible from
6th Street
37A 790 Beaumont Ave
37B 790 Beaumont Ave
37C 790 Beaumont Ave #102
37D 790 Beaumont Ave #114
37E 790 Beaumont Ave #213
37F 790 Beaumont Ave #232 & 240
37G 790 Beaumont Ave Suite 106
37H 790 Beaumont Ave Suite 202
371 790 Beaumont Ave Suite 204
37J 790 Beaumont Ave Suite 224
38 802 Beaumont Ave
39 837 Beaumont Ave
40 861 Beaumont Ave
41 873 Beaumont Ave
42 874 Beaumont Ave
43 885 Beaumont Ave
44 906 Beaumont Ave
45 914 Beaumont Ave
46 930 Beaumont Ave
47 965 Beaumont Ave
48 966 Beaumont Ave
49 975 Beaumont Ave
50 977 Beaumont Ave
51 985 Beaumont Ave
52 1001 Beaumont Ave
53 1002 Beaumont Ave
54 1012 Beaumont Ave
55 1037 Beaumont Ave
56 1074 Beaumont Ave
57 1080 Beaumont Ave
58 1111 Beaumont Ave
59 1130 Beaumont Ave
60 1132 Beaumont Ave 106
61 1177 Beaumont Ave
62 1201 Beaumont Ave
63 1202 Beaumont Ave
64 100 E 6th St
65 125 E 6th St
Law Offices Of Alexander Pham
Beaumont Concrete Company
Hollistic Spiritual List (Psychic)
M & T Great Haircuts
Phillip Parra L C S W
P H S Counseling Inc.
Financial First Aid
Tony Moreno Insurance Services Inc
Melissa E. Reilly Attorny-At-Law
Christine Mc Mahon, Psy.D
Renu Hope Foundation
The Beaumont House (Insurance + Realtors)
Frontier Communications
Law Offices of Leah Larkin
Beaumont State Preschool Beginnings
Beaumont Family Dental Inc.
Little & Sons Insurance Services, Inc (Closed)
Joanna Helen McCully Doctor Of Chiropractic
Dr. Lee Beaumont Dental
Michael's Barber Shop
Berkshire Hathaway House Services (Real Estate Sales)
Woodley's Jewelers
Classic Coins & Collectibles
Quick Stop Beaumont Liquor Inc.
Ortegas Mattress
Beaumont Bicycle Shop
Beaumont Barber Shop
Citrus Escrow
Family Chiropractic
New Start Dental
Seven Days Market
Hamamura Dennis T, (Optometrist)
The Healing Hut Counseling Center & One of A Kind Boutique India Weaver Mortuary And Crematory
Oak Valley Florist
Beaumont - Cherry Valley Dental
Rocky's Pawn Shop
Formerly Winnow, Inc. Dba Scott's HeadersP&TiKafflers2(1�Toow.ofca1t376 Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Vacant
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Retail
Retail
Market Liquor
Retail
Retail
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Market Liquor
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Retail
Services/Offices/B2B
Free -Standing Retail
Services/Offices/B2B
752
470
2,943
1,440
2,326
3,575
1,983
4,443
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
Yes
Yes
EXHIBIT 1
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK DOWNTOWN CORE/PROJECT BEAUMONT) Address
Name of Business
Retail Category/
Business Type 1/
Retail and Food/
Square Feet 2/
Visible from
6th Street
66 136 E 6th St C.H.A.R.L.E.E Family Care Inc.
67 141 E 6th St Building
68 150 E 6th St Aggy Furniture
69 163 E 6th St Heating & Air Conditioning
70 167 E 6th St Building
71 195 E 6th St Perozo's Tire Shop
72 196 E 6th St D I Y Wedding Rentals & Venue
73 200 E 6th St Suite B
Services/Offices/B2B Yes
N/A - Yes
Retail
3,960 Yes
Services/Offices/B2B - Yes
N/A Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
The Clock Guy
74 218 E 6th St Prayer Room
75 225 E 6th St Building
76 226 E 6th St Thomas Alexander Law Offices
N/A - Yes
Services/Offices/B2B - Yes
77 237 E 6th St Romantique
Retail
1,372 Yes
78A 257 E 6th St Suite A Roots Tattoo Shop
78B 257 E 6th St Suite B iPros Phone Repair
78C 257 E 6th St Suite C Moore Construction
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
79 271 E 6th St Cornerstone BBQ 41
Food/Dining
700 Yes
80 275 E 6th St Dick's All Auto Repair Inc.
81 280 E 6th St House (Broken Window)
82 296 E 6th St Mikes Liquor Market
Services/Offices/B2B - Yes
N/A - Yes
Market Liquor
1,968 Yes
83A 306 E 6th St Womens Club Community Center
83B 306 E 6th St Catch A Star Theatrical Players
84 307 E 6th St Beach N Air Conditioning & Heating
85 311E 6th St
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Services/Offices/B2B - Yes
Farmers Insurance - Steve Rhodd Insurance Agency
86 313 E 6th St Trendy Tangles
87 315 E 6th St Aloha Plumbing
88 320 E 6th St The Veterinary Surgical Center at Beaumont 89 350 E 6th St Generations Antiques & Gifts
90 380 E 6th St Yum Yum Donut Shop # 42
91 381 E 6th St Cafe Agape
92 383 E 6th St East Wall Chinese Restaurant
Retail
4,900 Yes
Food/Dining
Food/Dining
Food/Dining
1,250 Yes
140 Yes
1,764 Yes
93 385 E 6th St Formerly Boost Mobile (Now Vacant)
94 387 E 6th St Nestle Nails & Spa
95 389 E 6th St Formerly Celebrity Carpets (Now Vacant) 96 410 E 6th St Casa Palacios Mexican Restaurant
Vacant - Yes
Services/Offices/B2B - Yes
Vacant Yes
Food/Dining
1,155 Yes
97 430 E 6th St Solid Ground Inc. J & Associates Legal
98 442 E 6th St Monica's Raggedy Treasures
Services/Offices/B2B - Yes
Retail
885 Yes
99 444 E 6th St
Estate Addicts P 1209 f 137t
100 450 E 6th St Beaumont Antique Mall
Retail
Retail
2,080 Yes
5,076 Yes
EXHIBIT 1
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK DOWNTOWN CORE/PROJECT BEAUMONT) Address
Name of Business
Retail Category/
Business Type 11
Retail and Food/
Square Feet 2/
Visible from
6th Street
101 460 E 6th St
Antiques
Andrews Gallery - Garden Decor - Appt. only
Retail
5,733
Yes
102 480 E 6th St
Retail
3,440
Yes
103 490 E 6th St
Supreme Auto Services
Beaumont Power Equipment, Inc (STIHL Brand)
Wells Fargo
Beaumont Realty Inc.
Claudia's Beauty Salon
Classy Consignments Clothing
Schuelke Real Estate
Services/Offices/B2B
Yes
104 625 Magnolia Ave
105 499 E 6th St
Retail
2,773
Yes
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Yes
106 547 E 6th St
Yes
107 557 E 6th St
Yes
108 585 E 6th St
Retail
1,365
Yes
109 591 E 6th St
Services/Offices/B2B
Services/Offices/B2B
Yes
110 595 E 6th St
The Gentleman's Barber Shop
Family Dollar
Frijoles Mexican Restaurant
Moneybeans Barber And Beauty
DRB Store (Groceries)
Beyond Fitness
O'Reilly Auto Part
Senorial Mexican Restaurant
Yes
111 649 E 6th St
Free -Standing Retail
8,320
Yes
112A 652 E 6th St #A
Food/Dining
3,200
Yes
112B 652 E 6th St #B
Services/Offices/B2B
Yes
112C 652 E 6th St #C
Market Liquor
1,794
Yes
112D 652 E 6th St #D
Services/Offices/B2B
Yes
113 695 E 6th St
Free -Standing Retail
7,650
Yes
114 704 E 6th St
Food/Dining
3,640
Yes
115 743 E 6th St
Beaumont Unique Flowers
Real Estate Masters Group & Arrowhead Capital Mortgage
Grand Mountain Jiu Jitsu LLC
Retail
946
Yes
116A 770 E 6th St Suite A
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Yes
116B 770 E 6th St Suite D
Yes
116C 770 E 6th St Suite F
Sky Blue Nails & Spa
La Michoacana 100% Natural (Ice Cream & Frozen Yogurt, Juice Bars/Smoothies; Town & Country Escrow Corp
Gwpos, Inc. (Office)
Blade Hair Designs
Curtis R Salley D.C.
Beaumont Massage Therapy
Cynthia Cabanas Insurance
The Royal Massage
The Pink Ribbon Candy & Gift Shop
Yes
116D 770 E 6th St Suite G
Food/Dining
1,377
Yes
117A 795 E 6th St Suite B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Yes
117B 795 E 6th St Suite D
Yes
117C 795 E 6th St Suite K
Yes
117D 795 E 6th St Suite G
Yes
117E 795 E 6th St Suite K
Yes
117F 795 E 6th St Suite C
Yes
117G 795 E 6h St Suite M
Yes
117H 795 E 6th St Suite H
Retail
450
Yes
1171 795 E 6th St Suite H
Eco Insurance Services
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Yes
118 105 W 6th St
Beaumont Cleaners
Yes
119 232 W 6th St
Custom Trophies & U-Neek Awards
Ramonas Mexican 41
Yes
120
249 W 6th St
Food/Dining
5,000
Yes
121 252 W 6th St
Battery Barn (Battery Wholesaler)
Saints Realty Inc.
Services/Offices/B2B
Services/Offices/B2B
Yes
122 615 Egan Ave
Yes
Services/Offices/B2B Yes
123 304 W 6th St Beaumont American Barber Shop
124 345 W 6th St Ziggy's Spirit Shop (Liquor Store)
P 1210 f 1376
age o
Market Liquor
1,521 Yes
EXHIBIT 1
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK DOWNTOWN CORE/PROJECT BEAUMONT) Address
Name of Business
Retail Category/
Business Type 1�
Retail and Food/
Square Feet 2/
Visible from
6th Street
125 375 W 6th St
126 451 W 6th St
127 461 W 6th St
128 502 W 6th St
129 521 Wellwood Ave
130 532 W 5th St
131 506 Wellwood Ave
132 515 Egan Ave
133 521 Egan Ave
134 246 W 5th St
135 500 Grace Ave
136 529 Grace Ave
137 531 Grace Ave
138 172 E 5th St
139 258 E 5th St
140 288 E 5th St
141 296 E 5th St
142 325 E 5th St
143 326 E 5th St
144 373 E 5th St
145 480 E 5th St
146 625 E 5th St
147 655 E 5th St #B
148 550 Maple Ave
149 650 Maple Ave
150 560 Magnolia Ave
151 540 Euclid Ave
152 520 Edgar Ave
153 531 Edgar Ave
154A 551 Edgar Ave
154B 555 Edgar Ave
155A 514 N California Ave
155B 514 N California Ave
155C 514 N California Ave Suite #4
156 520 N California Ave
157 552 N California Ave
158 580 N California Ave
159 364 E 7th St
Class Acts Autobody Inc
A & D Golf Carts
Omni Engineering, Inc
Rapstine's Red Barn
Absolute Cabinets Inc.
House
Oaktree Engraving and Monuments
Felix Auto Repair
House
PSI Precision Stampings
Previous Beaumont Unified School District
Warehouse
Warehouse
House
Beaumont Precision Machining
House
House
Lee's Auto Body
House
Stallion's Inner City Auto
Hotel Salina (Formerly Motel 6)
Americas Best Value Inn
Beaumont Tire
Wines Chiropractic Office
House
Beaumont Cherry Valley Water Distrct
Navarro Stone (Cabinets, Granite, Sinks, Faucets, Quartz, etc.) Apartment
Well Tec - Pump and Water Well Service
JS Cabinets Storage
JS Cabinets
PRROLLC
Professional Family Solutions Foundation
Care Givers Galore
City of Beaumont Maintenance Transit Parking Lot
T & M Mufflers
Integrity Construction & Remodeling, Inc. Page 1211 of 1376 Golden Paw Grooming
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Retail
Services/Offices/B2B
N/A
Services/Offices/B2B
Services/Offices/B2B
N/A
Services/Offices/B2B
N/A
N/A
N/A
N/A
N/A
N/A
N/A
Services/Offices/B2B
N/A
Services/Offices/B2B
Hotel
Hotel
Services/Offices/B2B
Services/Offices/B2B
N/A
Services/Offices/B2B
Retail
N/A
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
City Lot
Services/Offices/B2B
Services/Offices/B2B
Services/Offices/B2B
7,830
6,195
Yes
Yes
Yes
Yes
No
No
No
Yes
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
No
EXHIBIT 1
SUMMARY OF COMMERCIAL USE ESTIMATED SQUARE FOOTAGES (THREE BLOCK DOWNTOWN CORE/PROJECT BEAUMONT) Address
Name of Business
Retail Category/
Business Type 1/
Retail and Food/
Square Feet 2/
Visible from
6th Street
160 372 E 7th St
The Highlight Hair Salon
Habitat For Humanity
Services/Offices/B2B
Services/Offices/B2B
No
161 738 Euclid Ave
No
Retail and Food
Square Footage (SF) 3/
% of Total Retail and Food SF
Markets/Liquor SF
19,093
13%
Free -Standing Retail Businesses
25,813
18%
Other Retail SF
62,606
43%
Food SF 51
36,719
25%
Total Combined Retail and Food SF
144,231
100%
Note: LSCA Estimates, Preliminary Vacancy Assumptions.
Services/Offices/B2B: Includes wholesale businesses and light manufacturing. 2/ Square footages roughly estimated based on Google Maps measuring. 3/ Excludes services/offices & "B2B," (Business to business uses). 4/ Square footages per stakeholder interviews.
5/ Former Thai Air Space is currently vacant. A taco shop is planned to replace it. Current occupied food space is 36,719 less 1,600 sf or 35,119 as of 7/23.
EX 1A
Downtown Beaumont Core Three Block Walking Distance
EX 1B
North Beaumont Avenue
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EX 1C
Far North Beaumont Avenue
•
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•
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EX 1 D
West 6th Street from Edgar Avenue to Freeway 10
EX 1 E
East 6th Street from Maple to Pennsylvania
EXHIBIT 2
BEAUMONT-SERVING REGIONAL AND GROCERY STORE ANCHORED CENTERS Key to City
Corridor Map 21
Name/Center Type
Location
Anchor/ Mini Anchor & Key
Stores
Total
Square Footage
Vacant & Available Space
Description
Est. Vacant
Square Feet 1/
Drive Time
From Core
Vacancies & Comments
EXISTING CENTERS
1 Marketplace Beaumont
1610-1672 Highland Springs Avenue
NW S Highland Springs Ave & E 2nd St
Beaumont, CA 92223
Best Buy
Petco
Aldi
Ross Dress For Less
GameStop
Wienerschnitzel
Juice It Up!
Panda Express
La Casita
Wingstop
Taco Bell
Starbucks
187,500
Small shop
Bed Bath & Beyond
Small shop
Small shop
Small shop
Small shop
1,000
25,000
4,548
1,652
1,562
1,922
7 Minutes
Per leasing agent, Terry Bortnick of Axiom Retail
Advisors (888-301-1888 x 2), Bed Bath & Beyond
space is available for lease due to financial
uncertainties of retailer and possible bankruptcy.
The tenant will remain temporarily open. The
Anytime Fitness space of 4,548 s.f. was recently
taken back by the landlord, and is available. The
Firehouse Subs space of 1,922 space is technically
available, but the landlord is under negotiations to
renew the space with the tenant. Asking rents
range from $2.00 to $2.25 per s.f. per month, with
.80 per s.f. per month for total extra charges. Total
35,684 s.f. available for lease.
2 Walmart Supercenter
1540 E 2nd St
Beaumont, CA 92223
Walmart Supercenter
230,600
N/A
0 6 Minutes
Free-standing Walmart store, no small shops space.
S.F. per Placer.ai.
3 The Home Depot & Big Lots Center 11
1480 E 2nd St
Beaumont, CA 92223
Home Depot
Big Lots
Tire Services
117,400
35,000
5,100
N/A
0 6 Minutes
Three free-standing pads only, no small shops
space.
4 Dollar Tree Center
1486 E 2nd St
Beaumont, CA 92223
Dollar Tree
Chili's Grill & Bar
McDonald's
El Pollo Loco
Wells Fargo
42,500
Small shop
1,000
6 Minutes
Per Vicky Espinosa of CBRE (909-418-2120), only
one space of 1,000 s.f. is technically vacant, the
Fantastic Sam's space. However, the landlord has
received a rent offer from the Fantastic Sam's
franchisee and if this deal is completed, no spaces
are available or vacant. Asking rent is $3.00 per s.f.
per month ($36 per s.f. per year).
5 Kohl's
1479 E 2nd St
Beaumont, CA 92223
Kohl's
91,000
N/A
0 5 Minutes
Free-standing Kohl's store, no small shops space.
6 2nd Street Cinema (Cinema West)
1491 E 2nd St
Beaumont, CA 92223
2nd Street Cinema
35,302
N/A
0 5 Minutes
Free-standing 12 -screen cinema, no small shops
space. Owned by Cinema West, independent
owner of about 16 cinemas, mostly in California,
with two in Idaho.
EXHIBIT 2
BEAUMONT-SERVING REGIONAL AND GROCERY STORE ANCHORED CENTERS Key to City
Name/Center Type
Anchor/ Mini Anchor & Key
Total
Vacant & Available Space
Est. Vacant
Drive Time
Vacancies & Comments
Corridor Map 21
Location
Stores
Square Footage
Description
Square Feet 1/
From Core
EXISTING CENTERS
7 Grocery Outlet Center 1/
Grocery Outlet
18,000
N/A
0 5 Minutes
Small shop spaces include: Nekter Juice Bar, Cookie
1575 E 2nd St
Planet Fitness
18,000
Co., Flip Flop Shops, Sharetea, Bright Now Dental &
Beaumont, CA 92223
Small Shops Next To Grocery (4)
8,100
Orthodontics, Bath & Body Works. No vacancies
In -N -Out Pad
5,500
observed. Estimated total square footage of
Raising Cane's Chicken Pad
3,500
84,600.
Ulta Beauty
10,000
Five Below
10,000
Shop Spaces (6 Shops)
12,500
8 Rite Aid Center 1/
Rite Aid
14,608
N/A
0 6 Minutes
Food pad building has unusual rear drive thru, that
1660 E 1st St
Fast5Xpress Car Wash
8,500
is only for Panera Bread, and requiring going in
Beaumont, CA 92223
Sonic Drive -In
6,000
back of building. Estimated total s.f. of 52,709. No
vacancies observed.
Pad With Panera Bread, Dental Office,
Pieology, Ono Hawaiian
11,401
Les Schwab Tire Center
12,200
9 Beaumont Center 1/
1663-1679 E 6th St
Beaumont, CA 92223
Stater Bros. Market
Food 4 Less
111,762
N/A
0 6 Minutes
Small shops include services and quick foods. Very
atypical to see two grocery stores anchoring a
single center. Per CoStar, Food 4 Less s.f. is 50,638
s.f. and Stater Bros s.f. is 29,780 s.f. No vacancies
observed.
10 Oak Valley Towne Center
1400 Beaumont Ave
Beaumont, CA 92223
Stater Bros. Market
Walgreens
70,900
N/A
0 4 Minutes
No vacancies observed. Older, small, North
Beaumont grocery store anchored center. Services
and food within small amounts of small shop space.
11 Oak Valley Plaza
890 Oak Valley Pkwy
Beaumont, CA 92223
Rite Aid
Domenico's
Oak Valley Chevron (Separate Owner)
38,347
N/A
0 6 Minutes
Small neighborhood center. Domenico's Italian
restaurant (Yelp 4) adjacent to outdoor dining
patio. Other restaurants include a sports bar and
sushi restaurant (both Yelp 3.5). Rite Aid is 17,272
s.f. per CoStar. No vacancies observed.
12 Sun Lakes Village
300 S Highland Springs Ave
Albertsons
Hobby Lobby
231,306
Small shop
Small shop
1,750
2,438
6 Minutes
Per leasing brochure PetSmart and Boot Barn are
coming soon. Albertons per CoStar is 41,630 s.f.
Banning, CA 92220
Marshalls
Mobil Gas Station (Separate Owner)
Space bet'n Marshalls &
Hobby Lobby
20,000
Three solid small restaurants with modest interiors,
two rated Yelp 4 (Duramaya Japanese & Patsy's
Country Kitchen) and Surin Thai rated Yelp 4.5.
EXHIBIT 2
BEAUMONT-SERVING REGIONAL AND GROCERY STORE ANCHORED CENTERS Key to City
Corridor Map 2/
Name/Center Type
Location
Anchor/ Mini Anchor & Key
Stores
Total
Square Footage
Vacant & Available Space
Description
Est. Vacant
Square Feet V
Drive Time
From Core
Vacancies & Comments
EXISTING CENTERS
13 The Marketplace at Calimesa
Cherry Valley Blvd & I-10 Frwy
1040 Cherry Valley Blvd
Calimesa, CA 92320
Stater Bros. Market
102,700
N/A
0 8 Minutes
Owner Lewis Retail, is pre -leasing 8,149 square
feet on East side of Stater Bros. Market. Urgent
care facility not yet occupied adjacent to dental
office but shown on leasing plan. Notable food use
is free-standing 3,000 sf Fire Rock Burger & Brews
(Yelp 4), with a limited burger and beer menu, with
live entertainment, targeting local families. No
vacancies observed.
LARGE RETAIL CENTERS 10 MINUTES EAST
1 Cabazon Outlets
48750 Seminole Drive #100
Cabazon, CA 92230
Adidas
Columbia Sportswear
Oakley Vault
PUMA
Sunglass Hut
Tilly's
Under Armour
67,643
N/A
0 10 Minutes
Smaller outlet center owned by Northern California
developer, Craig Realty Group. Only 17 tenants
with center thriving off of the success of adjacent
outlet center. Only one small quick food use. No
available spaces per CoStar.
2 Desert Hills Premium Outlets
48400 Seminole Drive
Cabazon, CA 92230
Alexander McQueen
AllSaints
Balenciaga
Bottega Veneta
Burberry
Calvin Klein
Christian Louboutin
Dolce & Gabbana
Fendi
Gucci
Jimmy Choo
Moncler
Prada
Saint Laurent
Salvatore Ferragamo
The North Face
Valentino
Versace
651,433
N/A
0 10 Minutes
One of the most successful, high -performing per sf
sales, open air centers owned by Simon Property
Group. Serves as "regional mall" for Beaumont
residents searching for name -brand premium and
luxury apparel, gifts, and other upscale retail. Few
dining offerings, mostly quick and fast foods in food
court. Center draws from entire Southern
California region, as well as visitors to the Coachella Valley. Saks Off 5th is large mini -anchor of 25,433
s.f. No available spaces per CoStar.
EXHIBIT 2
BEAUMONT-SERVING REGIONAL AND GROCERY STORE ANCHORED CENTERS Key to City
Corridor Map 2/
Name/Center Type
Location
Anchor/ Mini Anchor & Key
Stores
Total
Square Footage
Vacant & Available Space
Description
Est. Vacant
Square Feet 1/
Drive Time
From Core
Vacancies & Comments
EXISTING CENTERS
BEAUMONT-SERVING ANCHORED CENTERS S.F. 1,437,726
TOTAL REGIONAL & NEIGHBORHOOD -SERVING CENTER S.F.: 2,156,802 VACANT SPACE 60,872
PERCENT VACANT 4.2% Excludes Cabazon Outlets and Desert Hills Sources: LoopNet; Leasing brochures; 2022 Directory of Leading Chain Tenants; CoStar; Place.ai; L.S. Congleton & Associates field research; Interviews with property owner/representatives; Google maps area calculator (S.F.). Drive times calculated using core downtown; 6th St & Beaumont Ave. 1/ Square footage estimated using Google Maps.
2/ See Exhibits 2A -2C for corridor map.
EX 2A - Regional & Beaumont Grocery Store Anchored Centers Competition Map Existing Centers
Marketplace Beaumont
Walmart Supercenter
OD
The Home Depot & Big Lots
d
Dollar Tree Center
Kohl's
d
2nd Street Cinema
Grocery Outlet Center
Rite Aid Center
Beaumont Center
raj
Oak Valley Towne Center
Oak Valley Plaza
Sun Lakes Village
rgg
The Marketplace at Calimesa
Large Retail Centers East
Cabazon Outlets
Cttery Wttty 8144
Bro3ks4c A,e
C,t•.A.wc Cr
Oak Vatot, P1Ay
Cherry Valley
Braol:side Ave
cjillaey
u
0 0
•
A ,p. E3thSi
Beaumont E6cr2
Highland
Springs
W Wilton St
W w:son St
W Lincoln St
z
U
u
Banning
MORONGO
RESERVATION
rig
Desert Hills Premium Outlets
EX 2B- Regional & Beaumont Grocery Store Anchored Centers Competition Map (Beaumont Only) Existing Centers
A
Marketplace Beaumont
A
Walmart Supercenter
A
The Home Depot & Big Lots
A
Dollar Tree Center
A
Kohl's
d
2nd Street Cinema
A
Grocery Outlet Center
A
Rite Aid Center
A
Beaumont Center
A
Oak Valley Towne Center
A
Oak Valley Plaza
A
Sun Lakes Village
A
The Marketplace at Calimesa
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EX 2C - Close -Up of Regional Highland Springs Corridor Map Existing Centers
A
Marketplace Beaumont
A
Walmart Supercenter
A
The Home Depot & Big Lots
A
Dollar Tree Center
A
Kohl's
d
2nd Street Cinema
A
Grocery Outlet Center
A
Rite Aid Center
A
Beaumont Center
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EXHIBIT 3
BEAUMONT AND REGIONAL SUMMARY OF NOTABLE DINING (YELP RATED 4 AND ABOVE), 2022-2023 Map
Key 21
Name/Location/City
Yelp Rating
Driverimefrom
Downtown Core
Type
Menu
Comments
BEAUMONT 'I
Full -service Restaurants
1 Domenico's Italian Kitchen
890 Oak Valley Pkwy
Beaumont, CA 92223
4 613 Reviews
6 Minutes
Restaurant
2,400 s.f.
(Est.)
Italian
Sports Bar
Pizza
Located in Oak Valley Plaza (Rite Aid Center); outlet offers take-out and dining - in, with large outdoor patior in back.
2 Tuscanos Pizza & Pasta
762 Beaumont Ave
Beaumont, CA 92223
4 54 Reviews
1 Minute
Restaurant
3,000 s.f.
Italian
Desserts
Pizza
Located between 7th and 8th Street on Beaumont Avenue. Restaurant has spacious indoor seating, as well as take-out. Exterior has metal roll down windows. Outlet offers party trays. Restaurant also has larger locations in Yucaipa and La Quinta.
3 Frijoles Mexican Restaurant
652 E 6th Street
Beaumont, CA 92223
4 222 Reviews
1 Minute
Restaurant
3,200 s.f.
(Est.)
Mexican
Bar
Caterer
Located adjacent to City Hall. Traditional Mexican Restaurant with wall murals.
Counter ordering, with indoor and outdoor seating areas. 4 Ramona's Restaurant
249 W 6th Street
Beaumont, CA 92223
3.5 222 Reviews
(Tripadvisor Rated 4)
6 Minutes
Quick Casual
5,000 s.f.
Mexican
Free-standing, family -owned, 51 -year -old traditional Mexican restaurant with its own parking lot. Small outdoor patio area in front. Good service and classic Mexican offerings.
Quick Casual
5 Cornerstone BBQ
271 E 6th Street
Beaumont, CA 92223
4.5 193 Reviews
1 Minute
Take -Out
700 s.f.
BBQ
Caterer
Soul Food
Very small, high -quality BBQ outlet. Mostly Take-out and catering. Small outdoor dining area in back. Serves breakfast, lunch and dinner. Open Wednesdays through Sundays.
6 Cafe Agape
381 E 6th St
Beaumont, CA 92223
4.5 307 Reviews
1 Minute
Take -Out
140 s.f.
(Trailer est.)
Coffee & Tea
Bagels
Juices & Smoothies
Small blue, metal trailer offering take -away coffees, teas, oatmeal, bagels, pastries and smoothies. Excellent service and quality. High number of menu offerings. A strong local following, including a "membership club" offering free drinks with frequent purchases. No outdoor seating, drive -through only. 7 The Craft Lounge Taproom & Bottleshop
690 N Beaumont Ave
Beaumont, CA 92223
5 56 Reviews
1 Minute
Quick Casual
1,750 s.f.
Lounge
Craft Beer Bar
Unique beer lounge with top-quality craft California beers. Outlet offers board games, karoke nights, entertainment and bands. Owner partners with food vendors who offer a wide range of quality "quick eats." Open week nights 4:00 to 10:00 p.m., Saturday noon to 11 p.m. and Sunday noon to 8:00 p.m. 8 Fuego Cravings
1680 E 6th Street
Beaumont, CA 92223
4 320 Reviews
6 Minutes
Quick Casual
1500 s.f.
(Est.)
Mexican
Speciality birria "quick casual dining" with contemporary indoor setting and good counter service. No physical menus, only TV screen with small font.
Other locations in Upland, Rancho Cucamonga, Rolling Hills and Covina. 9 Dutch Bros Coffee
1675 E 8th St
Beaumont, CA 92223
N/A
Only open a few
months
5 Minutes
Take -Out
N.A.
Coffee & Tea
Juice Bars
Smoothies
Recently open in April, 2023. Drive -through only.
BANNING
Full -service Restaurants
EXHIBIT 3
BEAUMONT AND REGIONAL SUMMARY OF NOTABLE DINING (YELP RATED 4 AND ABOVE), 2022-2023 Map I
Key
Name/Location/City
Yelp Rating
Driverimefrom
Downtown Core
Type
Menu
Comments
1 The Station TapHouse
41 W Ramsey St
Banning, CA 92220
4.5 394 Reviews
11 Minutes
Restaurant
American
Gastropub
Sport Bar
Large restaurant in historic, old -town Banning.
2 Papaya Bay
575 W Ramsey St
Banning, CA 92220
4 496 Reviews
9 Minutes
Restaurant
Thai
Cafe with authentic Thai interior with old-style furniture. 3 Darumaya
300 S Highland Springs Ave
Banning, CA 92220
4.5 410 Reviews
7 Minutes
Restaurant
Sushi Bar
Ramen
Noodles
Located in Sun Lakes Village Shopping Center (Albertson's-anchored).
Excellent Japanese food, very small restaurant.
4 Senorial Mexican Restaurant
1675 W Ramsey St
Banning, CA 92220
4.5 378 Reviews
10 Minutes
Restaurant
Mexican
Small restaurant with scenic -painted old-style booths. Estimated 3,500 SF. 5 Consuelo's Home Style Mexican Food
1046 E Ramsey St
Banning, CA 92220
4.5 486 Reviews
11 Minutes
Restaurant
Mexican
No sit down dining offered post-Covid. Only take-out service. 6 Guy's Italian Restaurant
5970 W Ramsey St
Banning, CA 92220
4 400 Reviews
5 Minutes
Restaurant
Italian
Desserts
Modest, small Italian, free-standing, restaurant.
7 Surin Thai Restaurant
300 S Highland Springs Ave Ste 6B
Banning, CA 92220
4.5 151 Reviews
8 Minutes
Restaurant
Thai
Located in Sun Lakes Village Shopping Center (Albertson's), with 2 other solid restaurants, Darumaya and Patsy's Kitchen. Open casual atmosphere, resonably priced, solid Thai food in small outlet.
8 Patsy's Country Kitchen
300 S Highland Springs Ave
Banning, CA 92220
4 394 Reviews
8 Minutes
Restaurant
American (Traditional)
Breakfast & Brunch
Diners
Located in Sun Lakes Village (Albertson's). Large windows, classic diner style, traditional seating and food. Generous portions and excellent breakfast offerings.
quick Casual
9 Taqueria Orozco
1987 W Ramsey St
Banning, CA 92220
4.5 44 Reviews
11 Minutes
Quick Casual
Mexican
Tacos
Lime white building, fast casual, fresh pastries. Drive -through.
NORTHERN CITIES
Full -service Restaurants -
EXHIBIT 3
BEAUMONT AND REGIONAL SUMMARY OF NOTABLE DINING (YELP RATED 4 AND ABOVE), 2022-2023 Map
Key 21
Name/Location/City
Yelp Rating
Driverimefrom
Downtown Core
Type
Menu
Comments
1 City Sushi & Grill
10370 Beaumont Ave
Cherry Valley, CA 92223
4 293 Reviews
7 Minutes
Restaurant
Japanese
Sushi Bar
Wide menu, inlcudes Japanese and Korean. Bar seating. Spacious interior, estimated 2,500 S.F.
2 Fire Rock Burgers & Brews
1040 Cherry Valley Blvd
Calimesa, CA 92320
4 36 Reviews
8 Minutes
Restaurant
Burgers
Beer Bar
Free-standing building with limited menu of burgers, sides and beers. Live entertainment offered. Located relatively new center, The Marketplace at Calimesa. Family -oriented atmosphere.
3 Kluddes Smokehouse + Saloon
35034 Yucaipa Blvd
Yucaipa, CA 92399
4 58 Reviews
16 Minutes
Restaurant
American
New entrepreneurial restaurant in formerly renovated "bank vault" building.
Menu includes Tri-Tip, brisket, burgers, pork, tacos, smoked and grilled meats, sliders, numerous sides. Opened after Covid.
4 Bella & Yang
12045 5th St
Yucaipa, CA 92399
4 156 Reviews
15 Minutes
Restaurant
Chinese
Sushi Bars
Estimated near 5,000 S.F., very large, with atypical blend of Chinese and Japanese offerings. Located in a 99 cent center. Contemporary and modern interiors, and unusually large interior for sushi bar offerings. 5 Yu Thai Pa
35134 Yucaipa Blvd
Yucaipa, CA 92399
4.5 84 Reviews
15 Minutes
Restaurant
Thai
Desserts
Noodles
Small, modest Thai outlet.
6 Uptown Wine Merchant
35018 Yucaipa Blvd Ste 1
Yucaipa, CA 92399
4.5 68 Reviews
Restaurant
Wine Tasting Room
Beer
Wine & Spirits
New entrepreneurial offering with a variety of selected wines. Building adjacted to Woodhaus, allowing patrons to bring in take-out pizza and food. Open since Covid.
7 Woodhaus
35010 Yucaipa Blvd
Yucaipa, CA 92399
4.5 57 Reviews
16 Minutes
Restaurant
Pizza
Wine Bar
Beer Bar
Tiny wood -fried pizza outlet adjacent to Uptown Wine Merchant. 8 The Haus Bistro
534 Myrtlewood Dr
Calimesa, CA 92320
4.5 309 Reviews
9 Minutes
Restaurant
Bar
American
European
New entrepreneurial restaurant with charming spacious interior. Brick exterior with aesthetic patio seating. Schnitzel is special menu offering. Friendly service.
9 Grandlund's Restaurant & Candies
12194 California St
Yucaipa, CA 92399
4 108 Reviews
16 Minutes
Restaurant
American (New)
"Main Street Disneyland" -like, colorful interior in what appears to be a former house, decorated with bright colors and a red -tiled ice cream bar. 10 Ocean Pho
33527 Yucaipa Blvd Ste C3
Yucaipa, CA 92399
4 307 Reviews
15 Minutes
Restaurant
Vietnamese
Noodles
Sandwiches
Small Vietnamese outlet in strip center next to Italia Bella (see below). 11 21 Sushi House
530 Myrtlewood Dr
Calimesa, CA 92320
4 349 Reviews
10 Minutes
Restaurant
Sushi Bar
Japanese
Located adjacent to The Haus Bistro in Calimesa. Upside down umbrella decoration attatched to ceiling, with small gift items at front of the shop.
EXHIBIT 3
BEAUMONT AND REGIONAL SUMMARY OF NOTABLE DINING (YELP RATED 4 AND ABOVE), 2022-2023 Map
Key
Name/Location/City
Yelp Rating
Driverimefrom
Downtown Core
Type
Menu
Comments
Quick Casual ■
■
12 Italia Bella
33527 Yucaipa Blvd Ste C1
Yucaipa, CA 92399
5 182 Reviews
15 Minutes
Quick Casual
Desserts
Sandwiches
Sicilian
Take-out only.
13 Damasco Mediterranean Cusine
35045 Avenue D
Yucaipa, CA 92399
5 414 Reviews
16 Minutes
Quick Casual
Mediterranean
Syrian
Tiny operation with take-out only.
14 Two Ladds Bakery
10420 Beaumont Ave
Cherry Valley, CA 92223
4.5 177 Reviews
6 Minutes
Quick Casual
Bakeries
Sandwiches
Creperies
Gourmet bakery offeirngs near border of Beaumont & Cherry Valley on busy road, Beaumont Avenue.
15 Hops and Spokes Brewing Company
34324 Yucaipa Blvd Ste A
Yucaipa, CA 92399
4.5 52 Reviews
16 Minutes
Quick Casual
Brewery
New entrepreneur in Yucaipa with high quality interior and offerings. No food offered, but partners with food vendors outside. Owner brews its own quality craft beer. Open since Covid.
CABAZON
Full -service Restaurants
1W M
1 Cielo
49500 Seminole Dr Fl 27
Cabazon, CA 92230
4 569 Reviews
14 Minutes
Restaurant
Seafood
Steakhouse
Cocktail Bar
High -end, large, formal restaurant located upper level of casino, with broad view of mountains.
2 Good Times Cafe
49500 Seminole Dr
Cabazon, CA 92230
4 226 Reviews
15 Minutes
Restaurant
American (Traditional)
Pizza
Breakfast & Brunch
Casual, highly popular bar -dining inside casino serving burgers, Brick Oven pizza, sandwiches, salads, pasta, desserts.
Sources: Yelp, Google, Tripadvisor; L.S. Congleton & Associates field research; Google maps area calculator (S.F.). Drive times calculated using core downtown; 6th St & Beaumont Ave.
Included square footages for Beaumont restaurants only to illustrate the small sizes of spaces in the City. 21 See Exhibit 3A for map key.
EX 3A - Map of Beaumont Restaurants (Yelp Rated 4 and Above) Beaumont Restaurants & Quick
Casual
Domenico's
Tuscano's Pizza & Pasta
Frijoles Restaurant
g
Ramona's Restaurant
Cornerstone BBQ
Cafe Agape
rgi
The Craft Lounge Taproom &
Bottleshop
rgi
Fuego Cravings
Dutch Bros Coffee (Open 4/23)
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EXHIBIT 36
SUMMARY OF NOTABLE DOWNTOWN
DINING SQUARE FOOTAGES IN BEAUMONT
2023
KEYN NAME S.F.
2 Tuscanos Pizza & Pasta 3,000
3 Frijoles Mexican Restaurant 3,200
4 Ramona's Restaurant 5,000
5 Cornerstone BBQ 700
6 Cafe Agape 140
7 The Craft Lounge Taproom & Bottleshop 1,750
Total Square Footage Existing 13,790
Average Size of 6 Existing Restaurants 2,298
11 See Exhibit 3 for map key.
EXHIBIT 4
NEW CURRENTLY -SELLING FOR -SALE RESIDENTIAL PROJECTS IN BEAUMONT (AS OF APRIL - JUNE, 2023) SHOWN IN EXHIBIT 4A Name / Location / # Units
Model
Starting Price Ranges
(Available Homes)
SF Ranges
Starting Price/S.F. Ranges
Bedroom Count
Amenities
Drive Times
Augusta at The Fairways by D.R.
Residence 1342
(1 -Story)
$464,465
1,342
$346.10
3 Single family detatched unit with 2 bathrooms and 2
car garage. $176 HOA fees.
9 Minutes
Horton
11921 Price St, Beaumont, CA
92223
268 SFD
1,342 - 2,617 s.f.
Residence 1865
(1 -Story)
$543,990
1,865
$291.68
4 Single family detatched unit with 3 bathrooms and 2
car garage. $176 HOA fees.
Residence 1986
(2 -Story)
$516,140
1,986
$259.89
3 Single family detatched unit with 2.5 bathrooms and 2 car garage. $176 HOA fees.
Residence 2065 1
(2 -Story)
$541,000
2,065
$261.99
4 Single family detatched unit with 3 bathrooms and 2
car garage. $176 HOA fees.
Residence 2259
(2 -Story)
$531,990
2,259
$235.50
4 Single family detatched unit with 3 bathrooms and 2
car garage. $176 HOA fees.
Residence 2617'
(2 -Story)
N/A
2,617
N/A
4 Single family detatched unit with 3.5 bathrooms and 2 car garage. $176 HOA fees.
Seasons at The Fairways by
Pearl Lot
(2 -Story)
$589,245
2,370
$248.63
4 Single family detatched unit with 3 bathrooms and 2
car garage. $176 HOA fees.
10 Minutes
Richmond American Homes
35514 Roxy Rd, Beaumont, CA
92223
62 SFD
2,370 - 3,040 s.f.
Tourmaline
(2 -Story)
$613,075
2,681
$228.67
4 Single family detatched unit with 3 bathrooms and 2
car garage. $176 HOA fees.
Ammolite 1
(2 -Story)
$656,677
3,040
$216.01
5 Single family detatched unit with 3.5 bathrooms and 2 car garage. $176 HOA fees.
Big Canyon at the Fairways by
Plan 1
(1 -Story)
$524,990
2,023
$259.51
3 to 4
Single family detatched unit with 3 bathrooms and 2
car garage.
10 Minutes
Woodside Homes
35537 Roxy Rd, Beaumont, CA,
92223
73 SFD
2,023 - 3,090 s.f.
Plan 2
(2 -Story)
$565,990
2,720
$208.08
3 to 5
Single family detatched unit with 3 bathrooms and 2
car garage.
Plan 3
(2 -Story)
$598,990
3,090
$193.85
3 to 7
Single family detatched unit with 3-5 bathrooms and 2-
3 car garage.
RidgeView at the Fairways by
Plan 1
(1 -Story)
$464,247
1,432
$324.19
2 Single family detatched unit with 2 bathrooms and 2
car garage.
10 Minutes
Woodside Homes
11541 Jack St, Beaumont, CA,
92223
126 SFD
1,432 - 2,362 s.f.
Plan 2
(2 -Story)
$497,500
2,024
$245.80
4 Single family detatched unit with 3 bathrooms and 2
car garage.
Plan 3
(2 -Story)
$518,000
2,227
$232.60
4 Single family detatched unit with 3 bathrooms and 2
car garage.
Plan 4
(2 -Story)
$522,500
2,362
$221.21
4 Single family detatched unit with 3 bathrooms and 2
car garage.
EXHIBIT 4
NEW CURRENTLY -SELLING FOR -SALE RESIDENTIAL PROJECTS IN BEAUMONT (AS OF APRIL - JUNE, 2023) SHOWN IN EXHIBIT 4A Name / Location / # Units
Model
Starting Price Ranges
(Available Homes)
SF Ranges
Starting Price/S.F. Ranges
Bedroom Count
Amenities
Drive Times
Meritage Homes at The Fairways
Azalea at The
Fairways
$492,000
1,628 2,948
$302.21 $166.89
3 to 5
Single family detatched unit with 2.5-3 bathrooms and
2-3 car garage.
10 Minutes
Pre -Sales
35241 Braid PI, Beaumont, CA
92223
287 SFD
Move -Ins 7/23
Magnolia at The
Fairways
$580,595
2,176 3,153
$266.82 $184.14
4 to 5
Single family detatched unit with 2.5-3 bathrooms and
2-3 car garage.
Holly at The Fairways
$677,295
2,527 3,247
$268.02 $208.59
4 to 5
Single family detatched unit with 3.5 bathrooms and 2-
3 car garage.
Crown at Tournament Hills by Tri
Bristol Plan 1
(1 -Story)
$445,000
1,541
$288.77
3 Single family detatched unit with 2 bathrooms and 2
car garage.
9 Minutes
Pointe Homes (Pre-Salesl
Oak Valley Parkway, Beaumont,
California 92223
144 SFD
1,541- 2,049 s.f.
Juniper Plan 2
(1 -Story)
$466,000
1,908
$244.23
3 to 4
Single family detatched unit with 2 bathrooms and 2
car garage.
Rosewood Plan 3
(2 -Story)
$469,000
2,049
$228.89
4 Single family detatched unit with 3 bathrooms and 2
car garage.
Virtue at Tournament Hills by Tri
Cypress Plan 1
(2 -Story)
$448,000
1,741
$257.32
3 Single family detatched unit with 2.5 bathrooms and 2 car garage.
9 Minutes
Pointe Homes (Pre -Sales)
Oak Valley Parkway, Beaumont,
California 92223
124 SFD
1,741- 2,195 s.f.
Ivy Plan 2
(2 -Story)
$457,000
1,957
$233.52
3 to 4
Single family detatched unit with 2.5-3 bathrooms and
2 car garage.
Torrey Plan 3
(2 -Story)
$480,000
2,195
$218.68
4 Single family detatched unit with 3 bathrooms and 2
car garage.
Olivewood by Taylor Morrison (15
Plan 3
(2 -Story)
$503,990
1,966
$256.35
3 Single family detatched unit with 3 bathrooms and 2
car garage.
7 Minutes
Floorplans)
14201 Cornelia Cir, Beaumont, CA
92223
981 SFD
1,564 - 3,266 s.f.
Plan 8
(2 -Story)
$564,990
2,520
$224.20
4 Single family detatched unit with 3 bathrooms and 2
car garage.
Plan 9
(2 -Story)
$618,250
2,730
$226.47
4 Single family detatched unit with 3 bathrooms and 3
car garage.
Plan 14
(2 -Story)
$512,990
2,114
$242.66
4 Single family detatched unit with 2.5 bathrooms and 2 car garage.
1/ Models are not currently available for sale as of June 2023; Pre -sales only.
Sources: LSCA; D.R. Horton, Richmond American, Woodside Homes, Meritage Homes, Taylor Morrison, Tri Pointe Homes leasing brochures.
Drive times to Downtown Core, Yum Yum Donuts, calculated by Google Maps with 12PM weekday arrival time.
EXHIBIT 4A - Beaumont New Home Sales
New Homes
Augusta at The Fairways by
D.R. Horton
a
Seasons at The Fairways by
Richmond American Homes
Big Canyon at Fairways by
Woodside Homes
RidgeView at the Fairways by
Woodside Homes
Merit age Homes at The
Fairways
Crown at Tournament Hills
Sales Office
Virtue at Tournament Hills by
Tri Pointe Homes
Olivewood by Taylor Morrison
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EXHIBIT 5
STAKEHOLDER INTERVIEW LIST
NAME AND BUSINESS OR PROPERTY/CONTACT PHONE/EMAIL/INTERVIEW DATE A. RESTAURANTS/DINING OUTLETS AND BUSINESS OWNERS
1. JIMMY GARCIA; CRAFT LOUNGE, 690 Beaumont Avenue; (951) 536-7789. E- mail: [email protected]; 4/24/23.
2. VICTOR BARBOSA; TUSCANO'S PIZZA AND PASTA, 762 Beaumont Avenue; (909) 215-7351. E-mail: [email protected] ; 4/27/23.
3. ANTHONY COLINDRES; CORNERSTONE BBQ, 271 6th Street; (909) 991-4415.
E-mail: [email protected]; 4/26/23.
4. STEVEN LUNA; CAFE AGAPE, 381 E. 6t" Street; (951) 572-2761. E-mail:
[email protected]; 4/11/23.
5. MARITZA, ADRIAN AND GIL VARGAS; RAMONA'S RESTAURANT, 249 W. 6TH Street; (619) 857-0048 (Adrian), (951) 269-1448 (Maritza'; E-mail:
[email protected] ; [email protected],
[email protected]; 5/4/23.
6. JENNIFER BARNTHOUSE, PLANT MANAGER, PRECISION STAMPINGS SOLUTIONS, INC. DBA SMALL PARTS, INC. ("PSI"), AND NANCY BROWN, OFFICE CONTACT; 500 Egan Avenue; (951) 845-1174, Ext. 2501; E-mail:
[email protected] ; 7/12/23.
7. ERIC (HITENDRA) PATEL, SAHIL INVESTMENTS; Beaumont Unique Flowers & Gifts Building, 743 E. 6th Street and 6 -Unit 1929 -Built Motel Adjacent; (909) 553-9589. E-mail: [email protected]; 4/10/23.
8. JOHN DANIEL (ALSO JOHN VEKSER ON WEBSITE), RENESCENT, VEKSER; 514 N.
California Co -Working Building; (310) 505-0010; E-mail: johnvekser.com; vekser.com; 4/10/23.
EXHIBIT 5
STAKEHOLDER INTERVIEW LIST
NAME AND BUSINESS OR PROPERTY/CONTACT PHONE/EMAIL/INTERVIEW DATE
9. JOHN -AARON LENHERT, BEAUMONT 878 LLC; Owner of property across from City Hall, 507 E. 6th Street (now demolished at SEC of Magnolia and 6th Street, the Craft Lounge building (680-690 Beaumont Avenue , 804 E. 6th Street (tattoo parlor and nine attached residential units), 980 6t" Street, and various other sites in Beaumont; (714 454-9709. E-mail:
[email protected]; 4/11/23.
10.TOM DANIELS; North of 8th Street, West of Beaumont, Vacant Parcels; (951) 316-7019; E-mail: [email protected]; 4/20/23 and in -person on 4/26/23.
11.AJ PATEL; CITY TREASURER, OWNER OF LAND UNDER HOTEL SALINA, AND ADJACENT LIQUOR STORE, AND IN ESCROW TO PURCHASE THE SITE AT N. 552 CALIFORNIA STREET; (562) 964-7341; E-mail: [email protected] ; 4/21/23.
12.DAVID KIKER; PROPERTY OWNER, AND OWNER OF AUTO REPAIR SERVICE (ACROSS STREET), MAPLE & 5TH STREET, 501 MAPLE AVENUE (505) 867-6222; E-mail: [email protected] ; 4/27/23.
13.ALLEN KOBLIN; COMMERCIAL DIRECTOR BERKSHIRE HATHAWAY; (818) 903- 9448; E-mail: [email protected]; 4/14 and 4/21/23.
14.ERIC RAMIREZ; COMMERCIAL BROKER, MILLENIA REAL ESTATE SERVICES; (909 223-9540; E-mail: [email protected] ; 4/20/23.
EXHIBIT 6
MONTHLY RESIDENTIAL SINGLE FAMILY PERMITS
Month 2005
.6
2007
2008
M09
2010
2011
2012
2013
2014 2015
2016
20l
2018
2019
2120
2021
1M2
2023
Jan
46 179
130
23 32
15 10
5 17
38 13
19 31
41 74
19 0
72 30
Feb
62 145
94 8
13 77
4 12
30 44 18
13 33
3 14
12 0
80 13
Mar
215
112
106
12 35
68 8
6 43
37 25
39 62
23 55
17 31
96 Apr
280
183
114
41 51
17 15
30 39
32 57
24 64
136
63 3
37 97
May
232
203
146
27 34
17 7
33 36
61 56
56 104
82 46
4 61
139
Jun
361
176
129
46 47
31 36
36 119
121 109
7 325
136
53 49
60 44
Jul
127
173
52 47
24 45
17 20
22 2 10
37 0
37 45
17 56
14 Aug
81 131
45 18
31 19
32 38
48 16 21
37 10
11 42
10 48
25 Sep
368
13 19
14 25
14 0
28 53
29 29
30 16
67 15
11 83
48 Oct
211
29 47
39 23
0 5
5 34
14 42
52 46
62 25
8 18
26 Nov
186
56 30
7 10
12 9
32 48
10 50
13 13
45 39
27 10
31 Dec
186
52 116
11 30
6 28
29 12
33 20
54 37
41 60
87 0
118
Total 2,355
1,452
1,028
293
Ell
321
171
274
501
437 4
684
531
264
404
790
43 Five -Year Average
2018
684
2019
531
2020
264
2021
404
2022
790
Total Units
2,673
Avg Per Yr
535
Source: Daniel Diaz, Management Analyst, City of Beaumont.
EXHIBIT 7
BEAUMONT CURRENTLY AVAILABLE LISTED APARTMENTS
Name/Location/Units
Tuscany Villas
703 Allegheny St
Beaumont, CA 92223
40 Units, 2 Stories, 2008
2 Bed 2.5 Bath
Square footage (Sf)
Rent / Sf
$1,995
1,759
$1.13
3 Bed 2.5 Bath
Square footage (Sf)
Rent / Sf
$1,895
1,346
$1.41
3 Bed 2.5 Bath
Square footage (Sf)
Rent / Sf
$2,095
1,692
$1.24
PLANNED APARTMENT UNITS
Allegheny Apartments Allegheny St & 6th St
48 Units, 24 Units/Acre 24 Two -Bedroom, 24 Three -Bedroom Status: Under Review
Illinois Ave. Apartments 735 Illinois Ave & 8th St
21 One -Bedroom, 5 Two -Bedroom,
38 Units
12 Three -Bedroom
Status: Approved 6/2018
8th Street Apartments 1343 East 8th Street
48 Units, 38 Units/Acre 47 One -Bedroom, 1 Two -Bedroom Status: Plans recently prepared 2/2023
Xenia Apartments Xenia Avenue
192 Units, 17.5 Units/Acre 64 One -Bedroom, 128 Two -Bedroom Status: Planning Comission will review in 10/2023
Sources: LSCA; Apartmentguide.com; Apartments.com.
EXHIBIT 8
CITY OF BEAUMONT UPDATED DEMOGRAPHICS
United States®
CensusBureau
QuickFacts
Beaumont city, California
QuickFacts provides statistics for all states and counties, and for cities and towns with a population of 5,000 or more.
Table
All Topics
Beaumont city,
California
Mean travel time to work (minutes), workers age 16 years+, 2017-2021
35.1 Population
Population Estimates, July 1, 2022, (V2022)
Population estimates base, April 1, 2020, (V2022)
Population, percent change - April 1, 2020 (estimates base) to July 1, 2022, (V2022) th 56,349
d 53,045
© 6.2%
Population, Census, April 1, 2020
Population, Census, April 1, 2010
Age and Sex
Persons under 5 years, percent
53,036
36,877
Persons under 18 years, percent
Persons 65 years and over, percent
0 8.7%
th 31.1%
th 13.5%
Female persons, percent
Race and Hispanic Origin
White alone, percent
Black or African American alone, percent (a)
American Indian and Alaska Native alone, percent (a)
& 51.2%
r, 56.0%
6 8.7%
Asian alone, percent (a)
Native Hawaiian and Other Pacific Islander alone, percent (a) Two or More Races, percent
Hispanic or Latino, percent (b)
White alone, not Hispanic or Latino, percent
6 1.2%
r7 8.2%
r7 0.4%
th 11.8%
th 45.8%
th 34.2%
Population Characteristics
Veterans, 2017-2021
2,617
Foreign born persons, percent, 2017-2021 17.4%
Housing
Housing units, July 1, 2022, (V2022) X
Owner -occupied housing unit rate, 2017-2021 79.5%
Median value of owner -occupied housing units, 2017-2021 $356,700 Median selected monthly owner costs -with a mortgage, 2017-2021 $2,233 Median selected monthly owner costs -without a mortgage, 2017-2021 $703 Median gross rent, 2017-2021 $1,376
Building permits, 2022 X
Families & Living Arrangements
Households, 2017-2021
Persons per household, 2017-2021
Living in same house 1 year ago, percent of persons age 1 year+, 2017-2021 Language other than English spoken at home, percent of persons age 5 years+, 2017-2021 Computer and Internet Use
Households with a computer, percent, 2017-2021
15,610
3.33 89.1%
32.6%
98.3%
Households with a broadband Internet subscription, percent, 2017-2021 91.9% Education
High school graduate or higher, percent of persons age 25 years+, 2017-2021 88.7% Bachelor's degree or higher, percent of persons age 25 years+, 2017-2021 26.5%