11/12/2024 Item No.22.
4. Flexibility and Adaptability:
a. Multi-Use Design: Spaces should be adaptable to different activities and events, from farmers' markets to outdoor concerts, allowing for a range of uses that can engage diverse groups' b. Temporary lnstallations and Pop-Ups: Flexibility in design allows for temporary uses, such as pop-up shops or art installations, which can keep the space dynamic and responsive to community needs.
5. Connectivityand Accessibility:
a. lntegration with Public Transportation: Public spaces should be easily accessible by public transit, walking, and cycling to ensure that they are available to the widest possible audience. b. Physical and Visual Connectivity:The space should be well- connected to surrounding areas, with clear pathways and visual cues that invite people to explore and use the space'
6. Social and Cultural Programming:
a. Regular Events and Activities: Organizing events, workshops, and performances that cater to various interests and age groups can draw people to the space and foster a sense of community. b. Celebration of Local Culture: Highlighting local culture through public art, festivals, and cultural programming can strengthen community identitY and Pride.
ffi*o'*"
41;'i1 -' '. :l
Figure 47 | Placemaking considers a variety of activities and end users 84 tOi5p'r;i cINlTiiAt r]ij5iNE5-q DlSTniC-i I'rlSloNj F'lAi\j with flexibility
and spaces designed
11/12/2024 Item No.22.
7. Sustainabilityand Green SPace:
a. lncorporation of Nature: Green spaces, such as parks, gardens, and tree-lined pathways, contribute to the environmental health of the community and provide a place for relaxation and recreati o n.
b. Eco-Friendly Practices: Using sustainable materials, promoting biodiversity, and implementing green infrastructure (e.g' rain gardens or solar lighting) can enhance the environmental benefits ofthe space.
8. Branding and ldentity:
A successful commercial district has a developed brand which attracts shoppers and visitors, while fostering economic development. A well-defined brand creates a unique identity and experience that distinguishes the district from competitors, making it a preferred destination for consumers. More frequent visits and longer stays drive sales for local businesses, reduces vacancy rates, and enhances the area's overall economic vitality. Additionally, a strong brand can attract new businesses and investments, further stimulating economlc growth and contributing to the community's prosperity.
a. Public Art and Design: lncorporating public art, unique architectural features, and thoughtful landscaping can give the space a distinct character that resonates with the community. b. Maintenance and Upkeep: Regular maintenance ensures the space remains clean, safe, and attractive, which encourages continued use.
c. Wayfinding and Signage
Figure 48 | Placemaking benefits from integrating landscaped spaces and branded elements iCLSCirl i5r.lIii,r,i rjl-,:'l\ilili lli.j-l llii-l' r:';iiil\ ) ai\ g5Page 870 11/12/2024 Item No.22.
A comprehensive approach to the design of wayfinding and signage can significantly enhance placemaking by improving the usability, accessibility, and overall experience of public spaces' Thoughtful wayfinding and signage contribute to successful placemaking and facilitate meaningful interactions among users by:
- Creating a sense of place and unique identity.
- Enhancing navigation and accessibility.
- Supporting safetY and comfort.
- Encouraging exploration and engagement.
- Facilitating social interaction and community building' d. Branding and ldentitY
Figure 49 | Gateway/Portals, creative street signage, clestination markers as well as digital wayfinding tools can 86 Nrlir.qelr
enhance the urban exPerience
11/12/2024 Item No.22.
)
Q eotenria/ locafions for Portals \ notentlal lccafions far Gateways Figr-rre 50 I Potential locations for Portals/Gateways
:: ,1,:ri r,.r .-::l -.: l,i- :it- :,,.,:i- i-l -.-:li:'l 't:!. ii. : _i.:11 a7 ffii:si"qe),r
11/12/2024 Item No.22.
One example of a unique identity the City might consider is a Mid century retro theme. This theme could be expressed through the use of retro pylon signs or a sign graveyard park' The City could direct change to the zoning code to allow neon/retro signs which may not currently be allowed in the city'
Expansion of the Retro theme should be explored by hiring a consulting firm to assist the City in branding the area and identify how a retro theme could be implemented' This should include creative designs that would set the District apart including art, murals, signage, placemaking, etc. Two examples include the South Congress District in Austin Texas and the Funk Zone in Santa Barbara California which have successfully created a pedestrian scaled retro district.
Branding can lend a strong identity while also positively impact:
- Tourism and lncreased Cultural and HistoricalAppeal.
- Supporting Local Business.
- Act as an Event Venue.
- lncrease CommunitY Engagement.
- Provide Creative and Artistic Expression'
e Lighting
Figure 5"1 | Festive lighting in Cherry Creek, Denver, Colorado 88 :,:-r,-tl,'r,i i-:i\,-i'';t'\i- 1l'-.r5 l.ri!i i-)l':l'i'ilal- ril:rr-1li;i,,1\ii Ni;lll'c.^1,]r streets as well as scope for additional lighting during festivals
11/12/2024 Item No.22.
A comprehensive approach to lighting design plays a crucial role in enhancing placemaking in both the public right-of-way and private property. Thoughtful integration of lighting and landscape elements can transform ordinary spaces into vibrant, welcoming, and sustainable environments that foster community interaction, support safety, and reflect the unique identity of a place. - Creating a sense of place and unique identity
- Enhancing navigation and accessibility
- Supporting safetY and comfort
- Encouraging exploration and engagement
- Facilitating social interaction and community building f. Landscape
Figure 53 | Retro Neon sign Park
Figure 54 | Neon Sign Museum, Edmonton, Alberta, Canada W't-ii'/7"-5T. Rtr B ERT
NEONIf ARK
*
Rr:adsidc Park
George M. Reed
;jjL!il;r,.t ii;ilrl..ri._ riii_,ii\it:1,r lriSinl[1 ,.]if r'ii'l irl,Ai! gg ,Nitiit,l.n,t
i Itrt
T
E
.ft.
h;-iR atrrtl
E:^
-\
Figr-rre 55 | Neon Park Signage
11/12/2024 Item No.22.
lncorporating thoughtfu I landscape design greatly amplifies the quality of outdoor space in the public realm and private development. lt is important to integrate local trees and plants that are drought tolerant and low maintenance. Well-designed landscapes can promote biodiversity by providing habitats for local flora and fauna. Landscapes can be further enriched by including public art at prominent locations.
Roundabouts: Landscaped roundabouts enhance the visual appeal of urban areas. They can feature greenery, flowers, and sculptures, these prominent and iconic landmarks improve wayfinding and create a unique sense of place. Beyond their functional role in traffic management, they contribute to a more pleasant urban environment.
Figlrre 56 | Various types of landscape elements, textLlre treatments and pr-rblic art come er to form an enticing oUtdoor pedestrian environment and a pleasant overall feel Wrst""t'-q.e,r;l90
togeth
11/12/2024 Item No.22.
;
\-a
a
g
t
Ill"#$ru
lr *-
q
'd'*
-$
'#
I(
Figure 57 I public realm areas including tree Iined streets and roundabouts serve as landrrarks and build an identity for the neighhorlrood Wntit-qqlt
91Page 876
11/12/2024 Item No.22.
Tree Canopy: The citys tree canopy along roads, paths and bikeways provides significant benefits for residents and visitors alike. Trees lower air temperature through shade, encourage economic stability by increasing aesthetics and attracting businesses and encourage walking and biking.
A unified tree/landscaping approach will also help define the boundaries of the District. Awelldeveloped tree canopy, can reduce urban heat island effect, improve air quality and elevate the overall livability of the District.
ffitqt'q.r).r
€'-=:c#i=l:::;liE5+
Figure 58 | Tree canopy along arterial roads, bikeways and pedestrian paths will enhance the pedestrian experience
11/12/2024 Item No.22.
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11/12/2024 Item No.22.
5.3 6.3.1
Examples/Successful Case Stud ies
Types of Public Spaces
Ultimately, placemaking leads to public spaces and events. Types of public spaces and their unique contributions to civic life include, but are not limited to, the following:
1. Parks and Green SPaces:
a. Contribution: Parks provide essential green space for recreation, relaxation, and social interaction. They offer a natural retreat in urban environments and can host community events, sports' and family activities, fostering a sense of belonging and well- being.
2. Plazas and Town Squares:
a. Contribution: Plazas and squares serve as gathering points for social interaction, public events, and cultural activities. They often function as the "heart" of a community, where people meet, exchange ideas, and celebrate together.
3. Streetscapes and Pedestrian Zones:
a. Contribution: Well-designed streetscapes with wide
sidewalks, trees, benches, lighting and pedestrian zones create vibrant public spaces that encourage walking, shopping, and socializing. They can enhance local businesses and reduce reliance on cars, promoting a healthier, more connected communitY.
4. Community Gardens and Urban Farms:
a. Contribution:These spaces promote local food production, environmental education, and social interaction. They provide a sense of ownership and responsibility to the community and can improve food security and sustainability.
,- ai .i- ...':*:.i!..f\.
Figure 59 | placemaking offers opportunities to thoughtfully integrate public life and green spaces, landscape elements and tree canopy.
ffiiiiir's.l.rtPage 879
11/12/2024 Item No.22.
5. Cultural centers and Public Art lnstallations:
a. Contribution: Cultural centers and public art installations celebrate local history, diversity, and creativity. They provide spaces for learning, expression, and cultural exchange, enriching the community's cultural life and fostering inclusivity.
6. Playgrounds and Sports Facilities:
a. contribution: Playgrounds and sports facilities offer spaces for physical activity, which is crucial for health and well-being. They encourage children and adults alike to engage in active play and sports, fostering teamwork, discipline, and social bonds.
7. Public Libraries and Civic Buildings:
a. Contribution: Libraries and civic buildings are hubs of knowledge, learning, and civic engagement. They provide access to information, resources, and community programs, supporting education, literacy, and civic pa rticipation.
8. Marketplaces and Farmers' Markets:
a. Contribution: These spaces support local economies by providing a venue for small businesses, farmers, and artisans to sell their goods. They also serve as social gathering spots, promoting local culture and sustainable consumption.
9. Transit Hubs and Mobility Centers:
a. Contribution: Transit hubs connect different parts of the city and make it easier for people to access public transportation' By integrating amenities like shops, cafes, and public art, they can become vibrant public spaces that enhance the overall transit experience
{t
-
'!
Figure 60 | placemaking pronrotes social interaction and community culture as well as a vital commercial enterprises
'*f-1' I'
:1i,.!il,,r: :'irj;l/l - 1-ll,;ri \ :Ci t)i!-in;a;''rr i!lrf r'. :: i/:.i\r 95 Nn.Qr,q.lll
11/12/2024 Item No.22.
10. Pocket Parks and Parklets:
a. Contribution: These small green spaces provide a place for rest and relaxation in dense urban areas. They can transform underused spaces into valuable community assets, oflering a quick and accessible respite from the urban environment.
11. Urban Trails and GreenwaYs:
a. Contribution: Urban trails and greenways provide safe and scenic routes for walking, cycling, and jogging, connecting different parts of the city and encouraging active transportation.
They promote health, well-being, and environmental
stewardship.
The hallmark of successful placemaking is the design and management of public spaces that welcome the greatest variety of users and host the greatest variety of uses possible. on the following pages are images and examples of spaces of different sizes and the programs and events they suPPort.
Figure 61 | Connected green spaces, trails and pathways support Placemaking 96 FllLSr--ri'i a!\rTlii\L ilUSlhlLSS Dl5;nlaT ViSlON iLAi'.1 ffi i:li.r,*.2rfPage 881 11/12/2024 Item No.22.
EVENT
Painting glass
Robotic workshops
Kids cooking class.
Family paint parties
Scavenger hunt for
kids
Seasonal outdoor
activity center
Seasonal Zoo
BMX Demo
Car show
Holiday themed
children's activities
SPACE
Pocket Park
Curbside terrace
Dining sheds
Streeteries
Playground
Townsquare
Plaza
Neighborhood
Park
Alley
Food-truck Park
Street
Parking Area and/
or plaza / park
GATHERING SIZE
0-50 People
50-1 00
People
100+ People
SMALL
MEDIUM
LARGE
I
_*.
.b
I
s
Table 6 | Public space classilication by size and use
i:.:l:ia- r.,i::ir.l'iil,:r.--'.ii' ai-r r1':'i;it-: .1:i i'r :::,1)11 97ffi i.tir-sorr
b,\
11/12/2024 Item No.22.
Small Public Spaces
Figr-rre 62 I OLrtdoor eateries, children's playgrolrnd Wne""r-F-e*t98 Page 883
11/12/2024 Item No.22.
Figure 63 | Outdoor eateries, childrerr's playground, pocket parks along streets WixtJ,q.9#
11/12/2024 Item No.22.
Medium Public Spaces
i)
i-luli*'*
*.r
Figure 64 | Range ol
.i'1,' r Sri't I
r movie screenings, inciderrtal activities at a town plaza, o t.
r
utdoor eatery seating and public art
ffir-oJ;s.q.)l100
activities al medium scaled public spaces inclucle foodtruck parks, outdoo
11/12/2024 Item No.22.
Figure 65 I Street concerts, innovative use of alleys and ric 'Fltilit,q.trl
h landscape design for medium scaled public spaces
i:otseili cENTRAL BUS|NrS! D|STRICT ViSlON PLAN 101Page 886 11/12/2024 Item No.22.
Large Public Spaces
Nrrit q..:,1;l
Figure 56 | Park concerts, festivities and ouldoor events at large scaled pr-rblic spaces
11/12/2024 Item No.22.
Figure 157 | Large scaled gatherings at a public park
WiQr'F-q.,l1
11/12/2024 Item No.22.
6.4 lmplementation Strategies/Recommended Actions
I m plementation Strategies
The process of placemaking will be central to the long-term transformation of the District. An important first step in this process will be the branding and identity of the District. The vision established during this initiative will inform the design of everything from themed architecture. signage, and waylinding to lighting and landscaping.
Public art and attractions will further define the new District. ln addition to the aesthetic character of the place, it will also influence the programming of events, the traditions, and quality of life within the District- The following implementation strategies will guide the city and the community in this process.
1O4 :C 15O l..i (i: \jT jiAL ilus i [l E;! i.]i-qTRl alli!l o ii pLAi\ Page 889 11/12/2024 Item No.22.
Recommended Actions
6.4.1 Brqnd the District.
Engage a design firm specialized in branding, signage, and wayfinding to work with the City and its stakeholders to formulate a retro theme for the District to standout from other areas of the city. The branding and signage program should speciflT costs and phasing. This initiative should also consider a new name for the District, a name that will resonate with residents and visitor alike' ) A.q.Zlntegrote the brond throughout the District.
Coordinate branding, signage and wayfinding prograrns with planning for street and landscape improvements, including any roundabouts.
) O.+.E District orgonizqtion for mqrketin g/promoting.
Poll District commercial property owners to gauge interest in forming and supporting a District-wide organization for promotion and events programming. This can take the form of a main street- like nonprofit organization, or business improvement District entity Either organizational approach would require seed funding and ongoing funding from property owners.
6.4.4 Consider neon pork qtirqction.
Explore the neon park concept by identifuing a project champion and determining the scope of the sign project, potential locations, and preliminary costs and funding sources.
6.4.5lncorporote public qrt into ony future roundobouts.
As the Cit/s roundabout improvement program proceeds, establish an ad hoc committee to formulate a public art component, engage the local and regional artist community, and pursue grant funding. :ar:,)[,/t cliriiA| !li._r5li.rr!! ili:-illir \,ii(i-\i r ,\r'\. 105
lEiirit,*.nt
11/12/2024 Item No.22.
11/12/2024 Item No.22.
11/12/2024 Item No.22.
7.1 Existing Conditions
The Central Business District includes aging infrastructure. Some infrastructure improvements have been made incrementally over time and as needed for site-specific development and redevelopment, The two primary infrastructure constraints are wastewater capacity and storm drain conveyance. This chapter outlines existing conditions and analysis, along with identified improvements needed over time to realize the development potential of the District, especially for new housing and mixed-use development.
7.1 .1 Wastewater ConveYance
As part of the General Plan Amendments to the Folsom General Plan 2035 for lncreased Residential Capacity Project, an Environmental lmpact Report was prepared by Ascent (State Clearinghouse No. 2023070470), which is being considered by the City Council August 27, 2024. 63849 1 21 7 582230000 (fo I so m. ca. u s) Th e E I R p rovid es i nfo rm ati o n on utilities for the Central Business District which is one of the three areas proposed for additional mixed-use development to accommodate additional housing.
SacSewer is the wastewater conveyance and treatment utility for the greater Sacramento region. SacSewer operates the SRWWTP. Wastewater flows collected from the City of Folsom are ultimately transported into the SRWWTP. The City does not own or operate any wastewater treatment facilities. City flows are conveyed 30 miles and are treated at the SRWWTP which is located in the City of Elk Grove. The City collects wastewater within its service area and discharges all wastewater flows to SacSewer's conveyance facilities.
Wastewater generated by the Central Business Districts flow through two sewer sheds in the city: referred to as the 33-lnch shed, and 27-lnch shed.
Evaluation of potential impacts to wastewater facilities is based on review of the Wastewater Capacity Analysis prepared for the project by Water works Engineers (water works 2024). The EIR identified that the existing wastewater conveyance infrastructure in the City of Folsom would not have sufficient capacity to accommodate the anticipated additional wastewater from additional development if it exceeds the capacity analysis of the 2035 General Plan.
Most of the Central Business District is within a 27-inch line sewer shed. A 27-inch sewer line along Folsom Boulevard represents the major trunk in the 27-lnch Shed. The 27-inch sewer line in this sewer shed is currently at capacity.
A smaller portion of the Central Business District is within the 33-inch line sewer shed. A 33-inch sewer line along Blue Ravine Road represents the major trunk of the 33-lnch Shed. The simulation for project development in the 33-inch Shed indicated that the 33-inch sewer line would have capacity for the increased wastewater flow in general. However, development associated with the project would have the potential to reach the capacity of some localized sewer lines, specifically along Riley street, sibley Drive, and Glenn Drive.
ln order to help support revitalization of the area the city should continue to explore grant opportunities or other funding sources to help with the retrofit and expansion of sewer capacity. Grant funding available could be through regional, state, federal, and nonprofit programs that could be used to make public infrastructure improvements, plant and maintain trees, and support compact housing development'
ln addition, the General Plan EIR identifies the following two mitigation measures that would be implemented by the City in the future to address the capacity constraints. These two measures are located in the following section 7.3.
109 t:ar,ili,,i l_;..Ii1., ir:,;11irii.j -l;:'i i?ii.-- \1iii.'i i:i: ,l\l Page 893 11/12/2024 Item No.22.
7.1 .2 Storm Drainage ConveYance
ln May 2024,the City completed a hydraulic analysis of the three main storm drain trunk lines that cross East Bidwell Street between Coloma Street and Montrose Drive. All three drainage networks are composed of underground storm drains in combination with valley gutters and traditional curb and gutter. The basins analyzed generally fall from the northeast to the southwest, and tributary areas range from 50 acres to 1 50 acres. Results of the hydraulic analyses indicate deficiencies in segments of all three storm drain trunklines.
N!otit,,:.tI
FOLSOlvl CTNTiIAL ilLrllNiESS DiSrRlCT VlSlONl PLAN 109Page 894 11/12/2024 Item No.22.
7.2 Key Opportunities for
lmprovement
Upgrading both the wastewater and storm drain utilities will help ensure adequate conveyance of wastewater and stormwater and provide adequate capacity for additional mixed-use development and redevelopment within the Central Business District.
7 .3 Implementation Strategies/
Recommended Actions
The City shall review its Capital lmprovement Program on an ongoing basis and identifu funding sources and grant opportunities to implement the following actions. Consistent with the East Bidwell Corridor Hydraulic Analysis report implement the following:
. lnstall new catch basins and associated storm drainpipe at the intersection of Rumsey Way and East Bidwell Street.
. Realigning the storm drain the runs from Market street across East BidwAll Street from its current alignment on private property into the public right of way on East Bidwell Street.
. Provide a cured-in-place-pipe (CIPP) lining to segments of the existing storm drain along Glenn Drive near East Bidwell street. . Realigning a segment of storm drain from private property into the public right of way along Hoxsie Court.
. Upsize segments of storm drain near the intersection of Wales Drive and East Bidwell Street.
lmprovements should be considered prior to future development or redevelopment of sites that are tributary to the affected storm drain systems.
) l.E.l lmplement Localized lmprovements in the
33-lnch Shed:
Future development in the 33-inch shed at the Central Commercial District in the East Bidwell Mixed-Use Overlay Zone and lron Point District Transit- Oriented Development overlay shall provide fees or construct localized wastewater improvements as conditions of approval to address capacity issues in the sewer shed. Localized capacity improvements, such as upsizing pipes, shall be constructed and completed prior to occupation of residential units.
110 FCLSOtvt tEi.jf RAL ilUSlFlf t-c i-rlS-iRiC-i YiSlO:l PLAi\'l ffi i:rir,l..rttPage 895 11/12/2024 Item No.22.
) l.E,ZDevelop and lmplement a Wastewater
Conveyance Master Plan for the 27-lnch Shed:
To address capacity concerns in the City's wastewater conveyance system the City shall develop a Wastewater Conveyance Master Plan that identifies the final anticipated extent of pipeline and pump station improvements as well as any phasing improvements tied to residential development timing and/or location in the 27-inch Shed. The Wastewater Conveyance Master Plan shall include mechanisms and improvements for addressing sewer capacity. The wastewater Conveyance Master Plan shall contain the goals of the plan, a description of proposed upgrades and features that would be implemented, a long-term maintenance and operation strategy' and an approach for implementation of proposed improvements to the wastewater conveyance system. Potential improvements may include, but are not limited to: construction and operation of a new pump station near the intersection of Riley Street and East Bidwell Street, construction and operation of a new 8-inch force main from the pump station to high point at Glenn Drive and Sibley Street in order to divert flows from the 27-inch shed into the 33-inch shed, upsizing existing 8-inch pipelines on Glenn Drive and Sibley Street to 12-inch, and identification of addition localized sewer improvements. Upon completion of the Wastewater Conveyance Master Plan, the city shall secure any required permits for implementation of identified improvement strategies. lmprovements identified in the Wastewater Conveyance Master Plan shall be implemented prior to issuance of grading permits for future projects that would add wastewater to the 27-inch Shed.
rti-5l]l.rl ,:f \lTlAi ir JS!htftt; LaiSTRiCf \ii5lCti'.j PLt\\i (11 'Nt:lt,q.:r,l
11/12/2024 Item No.22.
11/12/2024 Item No.22.
+-_-
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r
11/12/2024 Item No.22.
8.1 Grant Opportunity Table
Yes 11.7o/o
locaI
Possibte up to
2Oo/o
No
Yes, 11 .471or
off federaI aid
system
projects
No
No
Match
Requirements
No
Semi-annuat projects to be
programmed in FTIP/FSTIP
Annuat; typicat calt for
apptication (Jan), Apptication
(Mar), Grant announcements
(summer)
Annua[, Apptication (Feb)
Every 2years, spring/su mmer
2025 ATP (Cycte 7)
Annuat, guidetines (Dec),
NOFA (Jan), Apptication
(marlAprit) Awards (Aug)
Annuatty
Semi-annuat: Typicat time[ine:
NOFA (Apri t), DevetoPment
Competitive Programs
Apptication (June), Economic
Deve[op ment Ap Ptication
(JutY)
Timing
Ptanning, Preparation, design,
construction, equipment and
materiats, technicaI assistance,
workforce devetopment a nd
training
Pretiminary Engineering, Right of
way (< 1 0olo constructi on),
construction
Ptanni ng, Study, Design
Ptan, Non-inf rastructure, (smatt,
medium, [arge)
Feasibitity study, design,
environmentaI clearance,
construction and mai ntenance
ProjectType
Ptanning, Transit Operations,
Construction, Maintena nce
Acquisition, relocation, demolition,
rehabititation, construction, pubtic
services, energy conservation, job
creation, ptanning and technicaI
assistance
Transportation
Transportation,
Sustainabitity
Transportation
Land Use,
housing,
transportation,
land
preservation
Transportation
Community
Development,
Economic
Devetopment
FundingType
Transportation
FederaI
FederaI
FederaI
State and
Regionat
State
LocaI
and
RegionaI
Local
and
Regionat
Source
Type
Sustainabte
Transportation
Ptanning Grants
Rebuitding
American
lnfrastructure with
Sustainabitity and
Equity (RAISE)
Grants
Active
Transportation
(ATP)
Affordabte
Housing and
Sustainabte
Communities
Program (AHSC)
Highway Safety
lmprovement
Program (SHIP)
Community
Development
Btock Grant
Program (CDBG)
Possible Grant Fun for the Central Business District
Source
Local
transportation
Funds (LTF)
11/12/2024 Item No.22.
Yes,20olo non-
federat match
Yes,20olo non
federaI match
Up to 200lo
2Oo/o non-
federat match
Match
Requirements
Possible,
federaI share
payable up to
10Oo/o
Most recent cycle2O23
Catt for projects (May)
Adoption (Dec)
Most recent cycle2O22
AnnuaI
AnnuaI
Timing
Annuatty
ROW and Construction
Ptanning, non-inf rastructu re,
infrastructure
Ptanning a nd TechnicaI Assistance,
construction
lnfrastructure, Non-infrastructure
Ptanning Preparation, desi gn
construction, i nf rastructure, non-
infrastructu re
Project Type
Transportation
Transportation
Air Quatity
Transportation
FundingType
Transportation
and Air Quatity
State and
FederaI
FederaI
FederaI
FederaI
Source
Type
FederaI
Reconnecting
Communities Pitot
Program (RCP)
Ptanning Grants
and Capitat
Construction
Grants
Local
Transportation
Ctimate
Adaptation
Program
(LTCAP)/Promoting
Resitient
Operations for
Transformative
Efficient and Cost
Saving
Transportation
(PROTECT)Grants
Carbon Reduction
Program (CRP)
Safe Streets and
Roads for Att
(ss4A)
Possible Grant for the CentraI Business District
Source
Congestion
Management and
Air Quatity
lmprovement
Program (CMAQ)
11/12/2024 Item No.22.
No
No
Match
Requirements
Yes, 1000/o
match
No
AnnuaI
AnnuaI
Timing
AnnuaI in late summer/eartY
fatt
QuarterLy
lnfrastructure and non-
i nfrastru ctu re
lnfrastructu re
Architecturat a nd engineering
services
Proiect Type
Design, preparation, i nstaltation,
ptanning
Historic
preservation,
economic
devetopment
Transportation
and
Ptacemaking
FundingType
Pubtic art and
Ptacemaking
Transportation,
Ptacemaking,
pubtic art
FederaI
Nonprofit
Source
Type
Federat
State
PauI Bruhn
Revitatization
Grants Program
AARP Community
Chattenge
Possibte Grant Fundin for the Central Business District Source
OurTown Grants
Ctean Catifornia
Local Grant
Program
116 --r*i:tiri .:ii..j LRr.- ti'.jllijail'-i rlt-i,-t'i ai ,,ii;rf rl P1_ll{ Nir!ir's..ll:rPage 901
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8.2 List of Figures
Figure 1 | City of Folsom - District area focus zones 2 Figure 2 | Aerial photograph with study area designated 3 Figure 3 | Previous studies - collage 6
Figure 4 | Advertisement Questionnaire 7
Figure 5 | Building Community Awareness: lnteractions with the community 7 Figure 6 | Building Community Awareness: lnteractions with the community 8 Figure 7 | Population by ethnicity in the City of Folsom, 2023 19 Figure B I Urban Retail 20
Figure 9 | Office Market findings and implications 21
Figure 10 | Bird's eyeview of some of the properties in the Central Business District 22
Figure 11 | Boutique Hotel with architectural character 23 Figure 12 I District Revitalization and Economic Development Goals 24 Figure 13 | The District, as it exists today 31
Figure 14 | Lembi Park as it is today 32
Figure 15 | Strategy to improve connection between Lembi Park and the District 33 Figure 16 | Strategy for near-term private reldevelopment for the District 35 Figure 17 | Strategy for long-term private Re/Development for the District 36 Figure 18 | Strategy for Big-box Retail Redevelopment 37 Figure 1 9 | Open-air pedestrian environments with abundant green space and retail opportunities 38
Figure 20 | Variety of spaces and placemaking elements make up a very engaging outdoor pedestrian environment at Vineyards at Porter Ranch 39 Figure2l I lllustrative Plan 40
tigure 22 | Scale ComParison 41
Figure 23 | Horizontal mixed use 42
Street and Wales Drive.
Figure 44 | Successful Case Study - Roundabouts at Bird Rock, LaJolla Boulevard, San Diego, CA
Figure 45 | Before: Rocklin Road at Pacific Street, Aprrl2024 Outdoor seating for eateries, plaza, rich sidewalk life at Fourth Street, Berkeley, CA 43
lntegration of landscape and urban life on sidewalks and outdoor spaces 43
Site Plan 44
Scale Comparison 45
Variety of outdoor spaces, with different textures and landscape treatements at Main Street, Cupertino, CA 46
lllustrative Plan 48
Scale Comparison 49
Examples of Vertical Mixed-Use development 50
Residential building with ground floor retail/commercial and outdoor public art, landscape elements at Woodin Creek Village, Woodinville, WA 51 lllustrative Plan 52
Scale Comparison 53
Existing Pedestrian Barriers and Existing Sidewalks 61
Existing Bikeways 62
Crash Data and Trends in Folsom 64
Potential locations for introducing roundabouts 65
Existing intersectlon at Riley Street and Glenn Drive 68 Outline to incorporate a roundabout at Riley Street and Glenn Drive 69 Outline to incorporate a roundabout at Riley Street and Glenn Drive 70 Outline to incorporate a roundabout at Riley Street and Glenn Drive 71 Proposed street sections for East Bidwell Street, Riley Street' Glenn 72 74
75 Figure 24 |
Figure 25 |
Figure 26 |
Figure2T I
Figure 28 |
Figure 29 |
Figure 30 |
Figure 31 |
Figure 32 |
Figure 33 |
Figure 34 |
Figure 35 |
Figure 36 |
Figure 37 |
Figure 38 |
Figure 39 |
Figure 40 |
Figure 4'1 |
Figure 42 |
Figure 43 |
118 Fl)i:OlI ii:i.iTiiAi- ljUiii\l:SS ill:TniC-t \/iSir:l\i ?11.\r Ni*r,ltlllPage 903 11/12/2024 Item No.22.
Figure 46 | Placemaking involves end user input to identifytheir needs and desires 83 Figure 47 | Placemaking considers a variety of activities and end users and spaces designed with flexibilitY 84
Figure 48 | Placemaking benefits from integrating landscaped spaces and branded elements 85
Figure 49 | Gateway/Portals, creative street signage, destination markers as well as digital wayfinding tools can enhance the urban experience 85 Figure 50 | Potential locations for Portals/Gateways 87 Figure 51 | Festive lighting in Cherry Creek, Denver, Colorado 88 Figure 52 | Creative and aesthetically enhancing techniques for lighting buildings, public art, streets as well as scope for additional lighting during festivals 88
Figure 53 | Retro Neon sign Park 89
Figure 54 | Neon Sign Museum, Edmonton, Alberta, Canada 89 Figure 55 | Neon Park Signage 89
Figure 56 | Various types of landscape elements, texture treatments and public art come together to form an enticing outdoor pedestrian environment and a pleasant overall feel 90
Figure 57 | Public realm areas including tree lined streets and roundabouts serve as landmarks and build an identity for the neighborhood 91 Figure 58 | Tree canopy along arterial roads, bikeways and pedestrian paths will enhance the pedestrian experience 92
Figure 59 | Placemaking offers opportunities to thoughtfully integrate public life and green spaces, landscape elements and tree canopy. 94 Figure 60 | Placemaking promotes social interaction and community culture as well as a vital commercial enterprises 95
Figure 61 | Connected green spaces, trails and pathways support Placemaking 96 Outdoor eateries, children's playground 98
Outdoor eateries, children's playground, pocket parks along streets 99 Range of activities at medium scaled public spaces include foodtruck parks, outdoor movie screenings, incidental activities at a town plaza, outdoor eatery seating and public art 100
Street concerts, innovative use of alleys and rich landscape design for medium scaled public spaces 101
Park concerts, festivities and outdoor events at large scaled public spaces
Figure 67 | Large scaled gatherings at a public park
8.3 List of Tables
Figure 62 |
Figure 63 |
Figure 64 |
Figure 65 |
Figure 66 |
Table 1 |
Table 2 |
Table 3 |
Table 4 |
Table 5 |
Table 6 |
102
103
List of previous studies
Community Survey Table 1
Community Survey Table 2
Population and households (201 0-2023)
Sizes of Open Spaces
Public space classification by size and use
6 8
9 18
96 97
i:OL:OiV Cf NT:lAl- llU!l\iFSl; DlSiR!{T Vi!iONl 'pLAN
119
Nrrit,qltr,r
11/12/2024 Item No.22.
8.4 lmplementation/Action Plan
The Central Business District Vision Plan will be implemented over time through a combination of City actions, partnerships, public and private initiatives and investments, grant funding, and infrastructure plans and improvements. City Staff will partner with Choose Folsom, business partners, property owners, and other stakeholders to advance the implementation strategies and recommended actions in this Vision Plan. At a minimum, City Staff will prepare annual review of the Action Plan for City Council consideration and direction as part of the annual fiscal year budget, capital improvement plans, park master planning, infrastructure master planning, and grant funding opportunities.
Chapters 3 through 7 of the Vision Plan include implementation strategies and recommended actions to improve and transform the District over time. Those implementation strategies are summarized below and the specific recommended actions in each chapter are included in the table that follows, along with lead responsibility and potential funding sources.
Chapter 3 District Revitalization and Economic Development Strategic initiatives for district revitalization include supporting existing businesses and promoting the District as an attractive place to shop and do business. Moving forward, it will be important to boost placemaking to retain and attract new business and talented employees in today's competitive economy which in turn creates new business opportunities and enhances fiscal sustainability of the District.
Chapter 4 Land Use Concepts and Design
Strategic land use and concept design initiatives focus on enhancing the retail environment, supporting co-working spaces, and integrating new residential developments. Folsom should build upon its existing retail diversity by retaining, expanding, and attracting new enterprises. A well-branded, physically refreshed, and improved District will serve as a magnet for additional businesses.
To create a more dynamic and appealing environment, the City can take proactive steps to facilitate permitting for tenant improvements, including outdoor seating and eventvenues, Streamlined permitting processes to reduce hurdles to make it easier for businesses to make necessary improvements.
With the rise of remote work, many employees seek flexible co-working spaces that provide professional meeting areas and opportunities for interaction.
Strategies to support co-working spaces include integrating multifamily residential developments. Adding new multifamily residential units in the District will bolster market support for co-working spaces and contribute to the area's overall vibrancy.
Chapter 5 Mobility and Access
The District is served with numerous streets and intersections that have been evaluated through the development of this Vision Plan study. The main high-volume vehicular access is provided via East Bidwell and Riley Streets and secondary access is provided with core area cross streets including Wales, Glenn and Orchard streets.
The hierarchy and functionality of these streets is distinct and further study is warranted to bring them in alignment with the City's goals for safety, accessibility, and connectivity.
Robust community outreach for the Vision Plan indicated a high preference to increase mobility for walking and using bicycles as compared to vehicular uses.
It reinforced the need for traffic calming/ reduced speeds as well as to correct intersections with irregular alignments, complete missing sidewalks, eliminate'cut through'traffic, reduce large parking lots and enhance overall safety for pedestrians in general and specifically for students in and around Sutter Middle School.
The District's roadways play a key role in not only the movement of patrons, visitors and residents, but also in the aesthetics and overall wayfinding needs of retailers, tourists, guests and residents. Cross streets such as Wales Drive, Glenn Drive and Orchard Drive can play a critical role in connecting existing neighborhoods and Lembi Park to the District. Enhancing these streets with branded signage and wayfinding, complete sidewalks and bicycle lanes, and proper lighting will transform the experience of the users and encourage them to be less dependent on the automobile in lieu of more healthy mobility options.
'120 iil-Si.r1,.,1 iIi\]'inAr !I,j1il.ll,,i': i)i,i-rQra-i 1,,'i!iIi\i Pli\\ Nirqt,qe)tPage 905 11/12/2024 Item No.22.
Chapter 5 Placemaking
The process of placemaking will be central to the long-term transformation of the District. An important first step in this process will be the branding and identify of the District. The vision established during this initiative will inform the design of everything from themed architecture, signage, and wayfinding to lighting and landscaping.
Public art and attractions will further define the new District. ln addition to the aesthetic character of the place, it will also influence the programming of events, the traditions, and qualiry of life within the District.
Chapter 7 lnfrastructure
Upgrading both the wastewater and storm drain utilities will help ensure adequate conveyance of wastewater and Stormwater and provide adequate capacity for additional mixed-use development and redevelopment within the Central Business District
Njt,tit,",fy
FOlSOi'vl Cti{TnAL iluslNfSS DISTRICT ViSlON PLAN 121Page 906 11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION P LAN I M PLEM E NTATIO N/ACTIO N PLAN Centrat Business District Vision Ptan Recommended Actions Action/Description
3. District Revitatization/Economic
3.3.1 Partner with economic development organizations.
Continue partnerships with regionaI and locaI economic
devetopment organizations to keep them informed of potential new business nities.
Lead
City, ED,
property
lnterest
PotentiaI Timetine/
Fu Sources
Pubtic/private
partnerships,
ClP, grant funding
Annual Review
Status
3.3.4 Develop an Action Plan to ensure implementation of the Vision PLan. The Action Ptan shoutd identify measurable goals and milestones, estabtish annuaI review/monitoring and reporting by dedicated staff, and engage City Council. in setting funding priorities as appropriate.
Chapter 4. Land Use and Desi
City, ED,
property
interest
City, ED,
property
interest
Dedicated staff
resource(s)
Dedicated staff
resource(s)
AnnuaI
review
AnnuaI
review
4.4. 1 Monitor Vision Ptan progress/imptementation. I mptement the Vision Plan and monitor investment and revitalization progress annua
2025
Private funding,
BID/business
association,
City incentives,
grant funding
Private funding,
City investment/
incentives, grant
funding
Staff resources,
City incentives,
grant funding
ED,
property
lnterest
City, ED,
propefi
interest
City (cDD,
PR)
3.3.2 Partner to market and promote the District. Collaborate with commerciat reaI estate brokers to prepare marketing materiats focused on the District's brand, amenities, trade area, and City incentives to promote the District to new retait, entertainment and hospitatity businesses
3.3.3 Encourage/incentivize strategic transformation. Encoura ge acqu isitions, [and assem bly, partnershi ps, i ncentives, a nd/or investments in improvements to pubtic and private property in the District to enhance unities.
4.4.2 Amend zoning standards and process. Consider
estabtishing a District-wide overlay zone or speciaI zoning standards appticabte in the District for outdoor dining, events, and music with a streamtined permitting process for appticants with proposed activities in conformance with these standards. Once the overat[ standards are approved by the Ptanning Commission, then individuat projects can be approved ad mi n istrativety. Additional.ty
11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATION/ACTION PLAN AnnualReview
Status
Annuat
AnnuaI
Timetine/
City staff
resources, ED,
private/ business
investment
fund
City, ED, private
investment, grant
City staff
resources, ED,
business
interests, private
investment
Fu
Potentiat
Sources
City (PR),
ED, private
interests
Private
interests
Lead
City, ED,
private
interests
4.4.5 Pursue additionat sporting events. Partner with Visit Fotsom to work with sports event organizers and sponsors to exptore potentiat for partnerships with District businesses for post-game events. Expansion of sports amenities, temporary or permanent improvements to Lembi Park - such as street soccer or sand votteybatt or other measures particutarty in off-season times of year fotks into the District.to further bri
4.4.3 Pursue funding opportunities. Work with District
stakehotders and property owners to identify potentiaI funding sources and incentives for revitatization and red t.
4.4.4 Consider Business lmprovement District. lf there is sufficient stakehotder interest in a BID (Business lmprovement District), commission a BID feasibitity study to futty engage District businesses and property owners and determine an initial scope of services. A BID is a defined area within which businesses woutd pay an additionat tax or fee in order to fund projects within the District's boundaries. lt woutd attow [ocaI stakehotders to oversee and fund the maintenance, improvement and promotion of the commerciaI District in order to provide enhancements outside normaI city maintenance activities. This coutd inctude things such as tighting, tandscaping, banners, uniform tight potes and seasonaI banners, etc.ndi
Centrat Business District Vision Ptan Reeommended Actions Action/Description
consider zoning amendments to attowfood ha[t, incubator restaurants, rooftop bars, beer gardens, or distilleries and hospitatity/ hotel uses in support of sports tourism. This coutd inctude a beer garden on pubtic park site with ftexibte outdoor space for temporary recreationaI amenities (corn hote, portabte pickte bat[, skate area etc.) and/or semi-permanent areas fo.r event rking areas.tn
11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATION/ACTIO N PLAN Gentral Business District Vision P[an Recommended Actions AnnualReview
Status
Timel,ine/
Priority
PotentiaI
FundingSources
City, grant funding
Pubtic/private
partnership,
private
investment, BID/
business
association, grant
funding
Pubtic/private
partnership,
private
investment, BID/
business
association, grant
funding
City, ED, private
investment,
devetoper interest
Lead
City (cDD,
PR),
consuttant
City (CDD,
PR), ED,
private
interests
City, ED,
private
interests
City, ED,
private
interests
Action/Description
4.4.5 Create a district tandscape pl,anlguide. The CiW shoutd commission a [andscape and open space plan or guiding document for the District to guide and enhance the aesthetic beauty and branded experience of being in the District. The ptan shoutd estabtish standards for pubtic reatm areas inctuding streets, sidewatks, plazas, pathways, trails, pocket parks and rights of way.
The ptan can offer by exampte how private property owners can fottow the city and appty brand supporting tandscaping within their properties.
4.4.7 Create new aft installations in the District. The City shoutd workwith the Arts Commission to explore art opportunities within the District. The art shoutd ptay up a "Retro" theme and branding themes devetoped that are further defined by a Design/Branding firm or study. Possibte funding of art could include a requirement for financiat contributions from development-teading projects. The City shoutd support initiatives to integrate pubtic art within public open spaces.
4.4.8 Celebrate District history. The City shoutd leverage its existing historic resources and organizations to create a District H istory Tel.l.i ng i n itiative to feature ed ucation-o riented instattations.
Use these elements to support ptacemaking, branding and 'tet[ the story'of the District. Depictions may be in the form of murats for iconic city/District etements, historywatts with mitestone events, city founder commemorations, expressions of traditionaI annuaU seasonal events, etc.
4.4.9 Pursue relation of the Post Office. The City should consider opportunities to redevelop the Post Office site and other prime opportunity sites centratty tocated in the District.
11/12/2024 Item No.22.
CENTRAL BUSINESS DISTRICTVISION PLAN IMPLEMENTATION/ACTION PLAN Central Business District Vision Ptan Recommended Actions Action/Description
r 5. Mobitity and Access
5.4.1 Where feasibte, utilize roundabouts in lieu of traffic signats for intersection traffic control. Buil.ding on the findings of the concu rrent Rounda bout Feasi bi lity Study, advance preti mina ry engineering efforts at City Councit prioritized roundabout tocations.
This additionaI engineering should inctude more comprehensive corridor applications and traffic control and shoutd resolve access considerations and mutti-modat continuity and accessibitity. As soon as feasibte, the City shoutd expand the roundabout feasibitity assessment to inctude the intersections of East BidwetUWales, Ri LeyA/Vates, Ri leylOrchard, a nd East Bidwett/Orchard. Consider phasing roundabout improvements on the Ritey Street corridor first before the East Bidwett Street corridor.
Lead
city (PW
PR, CDD)
City budget,
transportation
fees, capital
improvements,
grant funding
Nearterm
anatysis
and
ongoing
Potential Timetine/
Fu Sources
Annual Review
Status
City budget,
transportation
fees, capitaI
improvements,
grant funding
City budget,
transportation
fees, capital
improvements,
grant funding
city (PW
PR, CDD)
city (PW
PR, CDD)
5.4.2 Conduct a District-wide traffic operations analysis.
Conduct a focused analysis of att five District transportation corridors, inclusive of the concurrent Roundabout Feasibitity Study's findings, to identify opportunities for potentiat travet [ane repurposing to attow for delineation of meaningfuI on-street bike [anes, on-street parking and/or gateway features/pedestrian refuge areas.
5.4.3 Re-stripe Wales Drive and Glenn Drive to add on-street bicycle [anes. Regardtess of the imptementation of Strategy 5.4.2, Wates Drive and Gtenn Drive can be re-striped to accommodate on- street bicycte lanes. CurrenttyWales Drive and Glenn Drive are striped as two, 16-foot-wide trave[ lanes and 13-foot-wide center turn [ane, between Riley Street and East Bidwett Street. Re-striping these roadways to 1 1-foot-wide travel tanes and an 1 1-foot-wide center turn lane woutd a[[ow for the addition of s-foot-wide Ctass ll bicycte lanes, which woutd enhance bicycte mobil.ity, potential.ty
11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATION/ACTION PLAN Annual Review
Status
Timetine/
Priority
Potentiat
FundingSoulces
City budget,
transportation
fees, capital
improvements,
grant funding
Staff resources,
transportation
fees, capital
improvements,
grant funding
City budget,
transportation
fees, capital
improvements,
grant funding
City budget,
transportation
fees, capitaI
improvements,
grant funding,
BID/ business
Lead
city (PW
PR, CDD)
City (PW),
Regionat
Transit
City (PW,
PR, CDD)
city (PW
PR, CDD),
ED, private
interests
Gentra I Busi ness District Vision Plan Recommended Actions Action/Description
reduce vehicte speeds, and create a safer pedestrian environment. atready striped in the configurationOrchard Drive is
5.4.4 Enha nce District Walka bitity by ctosing sidewalk gaps, reducing curb cuts and enhancing roadside [andscaping. Att of the District streets inctude sidewatkfacitities with the exception of East Bidwett Street between Market Street and Coloma Street, where there are two notable gaps on the east side of the street. As the properties atong these frontages undergo future redevelopment, these sidewatk gaps shoutd be ctosed to create a safe, continuous pedestrian path. The City shoutd atso pursue opportunities to close the gaps with capitat projects and/or grant funding.
5.4.5 Enhance access to pubtic transit. Working with Sacramento Regionat Transit, the City shoutd strive for a District that is property served by regutarty scheduted fixed-route bus service and demand responsive (micro)transit, which atso inctudes service between the District and nearby Gotd Line tight rait stations at Gtenn Drive and Historic Fotsom Station. Enhanced transit stops, tocated throughout the District, shoutd be incorporated into future ion and developmenttra
5.4.6 Address documented traffic safety hazards through the City's LocaI Roads Safety Plan (LRSP]. Using the outcomes of the tatest LRSB continue to seek safety grant funding to address district locations with above average crash rates, and those with a for b icyc te/p ed estri a n-i nvo lved co [[is ion s.
5.4.7 Create a safe and inviting atmosphere that promotes and encourages watking and cycling. Utitize decorative street tight potes with street tighting intensity that is consistent with City safety standards but creates a comfortabte atmosphere. lncorporate [andscape strips between sidewatks and travet [anes where
11/12/2024 Item No.22.
CENTRAL BUSINESS DISTRICTVISION PLAN IMPLEMENTATION/ACTION PLAN Central Business District Vision Plan Recommended Actions Annual Review
Status
Timetine/
PrioriW
Potential
Funding Sources
association,
private
investment
City Staff
resources, grant
funding for
consuttant costs
City Staff
resources, capitaI
improvements,
grant funding,
schooI district
funding, BID/
business
association
Pubtic private
partnership,
private
investment, BID/
business
association, grant
funding
Lead
City
(cDD),
consuttant
City (PW,
PR, CDD),
Schoot
District,
private
interests
city (PW
PR, CDD),
ED, private
interests,
school
district
Action/Description
feasibte, inctuding street trees, benches, shade structures, ptanters and community art.
5.4.8 Re-evaluate parking supply and standards. Conduct a comprehensive parking study to determine the amount and location of surptus parking. Consider amending the zoning code to establish lower parking standards and encourage shared parking between adjacent properties.
5.4.9 Evaluate middte school pedestrian safety and access.
Evaluate pedestrian crossing safety at controlted intersections, and the feasibitity of mid-btock pedestrian crossings. lt shoutd be noted that City staff does not advise the use of uncontrotted mid-btock crossings on mutti-tane, high-speed roads (30 MPH and above), but they can be considered on roadways with onty one travel lane per direction, particutarly if there is an opportunityfor a center refuge area.
5.4.10 Design mid-btock pedestrian crossings on roadways that cross a potential paseo between Riley Street and East Bidwetl Street. One [and use strategy that has been identified is the creation of a paseo, or pedestrian promenade that wouLd be located between East Bidwetl. Street and Ritey Street, extending southward f rom Sutter Middte Schoot to Orchard Drive. Three transportation corridors would cross the paseo: Gtenn Drive, Wales Drive and Orchard Drive. Each of these paseo crossings shoutd be designed to enhance pedestrian safeff and shou[d function primarity as an extension of the paseo by incorporating raised pedestrian features, decorative pavement treatments, and traffic controI devices that assign right of way to non-motorized traffic.
11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATION/ACTIO N PLAN Central Business District Vision Pl"an Recommended Actions AnnualReview
Status
Timetine/
Priority
AnnuaI
Potentiat
Funding Sources
BID/ business
association, grant
funding
City budget,
transportation
fees, capital
improvements,
grant funding,
BID/ business
association
City budget,
transportation
fees, capitaI
improvements,
grant funding
City budget,
transportation
fees, capitaI
improvements,
grant funding,
Grant funding
Lead
City, ED,
private
interests
city (PW
PR, CDD),
ED private
interests
City (PW)
City (PW)
City(PW,
PR, CDD)
Action/Description
5.4.11 Consider establishing a merchant-funded trottey system.
Simitar to the successfuI weekend trottey that serves Folsom's Historic District, the District shoutd evaluate the cost and feasibitity of a trottey to provide short trips within the District. The shuttte coutd be funded through a property-business improvement district (PBID) as wetl as merchant advertising space on the trottey itsetf.
5.4.12lmprove access to Lembi Park/connectivity to the
District. The CiW should consider additionat opportunities to improve access and connectivity between Lembi Park and the rest of the District. As part of District traffic analysis, capitat i m p rovement projects q ua lif ication, or grant opportu nities evaluate the frontages along Lembi Park to on Ritey and Gtenn to estabtish additionat controlted crossings for bicyctes and pedestrians.
5.4.13 Buitding on the findings of the concurrent Roundabout Poticy Grant project, advance roundabout preliminary
engineering efforts at the City Councit prioritized locations. This additionat engineering should incl.ude more comprehensive corridor applications and traffic contro[, and shou[d resolve access considerations and mutti-modaI facitities' continuity and accessibitity.
5.4.14 Coordinate focused traffic operations analyses for attfive District transportation corridors, inctusive of the concurrent Roundabout Poticy Grant project's findings, to identify opportunities for potentiaI travel [ane repurposing to atlow for detineation of meaningfuI on-street bike [anes, on-street parking, and/or gateway features/pedestrian refuge areas.
5.4.15 Gontinue to seek grant opportunities to address the District locations with above average crash rates and those with a propensity for bicycte/pedestrian crashes.
11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATIO N/ACTION PLAN Gentral Business District Vision Ptan Recommended Actions Annual Review
Status
Ghapter 6. Placemaking
Timetine/
Priority
Potential
FundingSources
Transportation
funds, capitat
improvements,
grant funding
City budget, grant
funding
City budget,
capitat
improvements,
grant funding
City staff
resources, City
budget,
pubtic/private
partnership,
private
investment
City staff
resources, City
budget, pubtic/
private
partnerships and
investment
Lead
City (PW,
PR, CDD),
private
interests
City, ED,
private
interests
City, ED,
private
interests
City, ED,
private
interests
City, ED,
private
interests
Action/Description
5.4.16 Goordinate atl street improvements with Action 4.4.6.
Commission a Landscape and open space pl.an or a guiding document for the District.
6.4.1 Brand the District. Engage a design firm speciatized in branding, signage, and wayf inding to work with the City and its stakeholders to formulate a retro theme for the District to standout from other areas of the city. The branding and signage program shoutd specify costs and phasing. This initiative shoutd also consider a new name for the District, a name that witt resonate with residents and visitor alike.
6.4.2 lntegrate the brand throughout the District. Coordinate branding, signage and wayfinding programs with p[anning for street and [andscape improvements, inctuding any roundabouts.
6.4.3 District organization for rnarketing/promoting. Pott District commerciat property owners to gauge interest in forming and supporting a District-wide organization for promotion and events programming. This can take the form of a main streetlike nonprofit organization, or business improvement District entity. Either organizationaI approach would require seed funding and ongoing funding from property owners.
6.4.4 Gonsider neon park attraction. Explore the neon park concept by identifying a project champion and determining the scope of the sign project, potentia[ locations, and preliminary costs and funding sources.
11/12/2024 Item No.22.
CENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATION/ACTION PLAN Gentral Business District Vision Ptan Recommended Actions Annuat Review
Status
Chapter 7. lnf rastructu re
Timeline/
PrioriW
Potentiat
FundingSources
Pubtic/ private
partnerships,
private
investment, grant
funding
lmpact fees,
enterprise funds,
grant funding
lmpact fees,
enterprise funds,
grant funding
Lead
city (PW
PR, CDD),
ED, private
interests
city (EWR)
city (EWR)
Action/Description
6.4.5 lncorporate public art into anyfuture roundabouts. As the City's roundabout improvement program proceeds, estabtish an ad hoc committee to formutate a pubtic art component, engage the tocal and regionaI artist community, and pursue grant funding.
7.3.1 lmplement Localized lmprovements in the 33-lnch Shed.
Future development in the 33-inch shed at the CentraI CommerciaI District in the East Bidwett Mixed-Use Overtay Zone and lron Point District Transit Oriented Devetopment overlay shalt provide fees or construct locatized wastewater improvements as conditions of approval to address capacity issues in the sewer shed. Localized capacity improvements, such as upsizing pipes, shatt be constructed and completed prior to occupation of residentiaI units.
7.3.2 Develop and lmplement a Wastewater Conveyance Master Plan for the 27-lnch Shed. To address capacity concerns in the City's wastewater conveyance system the City sha[[ devetop a Wastewater Conveyance Master Ptan that identifies the finat anticipated extent of pipetine and pump station improvements as wet[ as any phasing improvements tied to residentialdevel.opment timing and/or location in the 27-inch Shed. The Wastewater Conveyance Master Ptan shatt inctude mechanisms and
improvements for addressing sewer capacity. The Wastewater Conveyance Master Ptan shatt contain the goats of the ptan, a description of proposed upgrades and features that woutd be imp[emented, a [ong-term maintenance and operation strategy, and an approach for imptementation of proposed improvements to the wastewater conveyance system. Potentia I i mprovements may include, but are not [imited to: construction and operation of a new pump station near the intersection of Ritey Street and East Bidwett
11/12/2024 Item No.22.
C ENTRAL BUSI N ESS DISTRICT VISION PLAN I M PLEM ENTATION/ACTION PLAN Central Business District Vision Plan Recommended Actions AnnuaI Review
Status
Timetine/
Priority
Potential
Funding SourcesLeadActionlDescription
Street, construction and operation of a new 8-inch force main from the pump station to high point at Gtenn Drive and Sibtey Street in order to divert ftows from the 27-inch shed into the 33-inch shed, upsizing existing 8-inch pipetines on Glenn Drive and Sibtey Street to 12-inch, and identification of addition locatized sewer improvements. Upon comptetion of the Wastewater Conveyance Master Ptan, the City shatt secure any required permits for i m plementation of identif ied i m provement strategies. lmprovements identified in the Wastewater Conveyance Master Ptan sha[[ be imptemented prior to issuance of grading permits for future projects that woutd add wastewater to the 27-inch Shed.
11/12/2024 Item No.22.