HomeMy WebLinkAboutResolution No. 5615RESOLUTION NO. 5615
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DOWNEY
ADOPTING GENERAL PLAN AMENDMENT NOS. 91 -141 AND 91 -142
TO THE DOWNEY GENERAL PLAN RELATING TO THE
DESIGN AND ECONOMIC DEVELOPMENT CHAPTERS.
THE CITY COUNCIL OF THE CITY OF DOWNEY DOES RESOLVE AS FOLLOWS:
SECTION 1. The City Council of the City of Downey does hereby find, determine and
declare that:
A. The City Council of the City of Downey initiated the Update of the Downey General
Plan to guide the development of the City in the future.
B. An Environmental Impact Report (EIR) has been prepared in compliance with the
California Environmental Quality Act (CEQA), including mitigation measures reduc-
ing and eliminating impacts identified, and in compliance with the State CEQA
Guidelines and City of Downey Environmental Procedures.
C. On December 18, 1991, January 22, 1992, and February 12, 1992, the Planning
Commission held duly noticed public hearings on the following Chapters of the
General Plan: Design, Economic Development, Land Use and Circulation (General
Plan Amendment Nos. 91 -141, 91 -142, 91 -145, and 91 -146) and the Environmen-
tal Impact Report, which is a section of the Downey General Plan, and carefully
considered all of the evidence and public comments received at said hearing, and
following the public hearing, recommended that the City Council certify the EIR and
approve General Plan Amendment Nos. 91 -141, 91 -142, 91 -145, and 91 -146.
D. On August 11, August 25, September 22, and October 13, 1992, the City Council
held duly noticed public hearings on General Plan Amendment Nos. 91 -141, the
Design Chapter of the Comprehensive General Plan Update and 91 -142, the Eco-
nomic Development Chapter of the Comprehensive General Plan Update, and the
Environmental Impact Report, which is a section of the Downey General Plan, and
has carefully considered all of the evidence and public comments received at said
hearing. The City Council adopted Resolution No. 5614 certifying and adopting
the Final EIR and adopting a mitigation monitoring plan.
SECTION 2. Having considered all of the oral and written evidence presented to it at
said public hearing, the City Council further finds, determines and declares that:
A. The amendments and revisions to the Downey General Plan as adopted by this
Resolution are consistent with good planning practice, necessary and desirable for
the development of the community and necessary for the preservation of the public
health, safety and general welfare of the City of Downey;
B. In taking this action, the City Council has considered the effects of the decision on
the housing needs of the region in which the City is located and balanced those
needs against the public service needs of the city residents and available fiscal and
environmental resources;
Resolution No. 5615
Page 2
SECTION $. Based upon the findings as set forth above, the City Council hereby
amends the City of Downey General Plan and adopts General Plan Amendment Nos. 91 -141,
Design Chapter, and 91 -142, Economic Development Chapter, as attached and incorporated
into this Resolution by this reference as Exhibit A, and entirely supersedes the existing Design
Chapter and a new Chapter; Economic Development, of the City of Downey General Plan.
SECTION 4. Due to potential conflicts of interest, Councilmembers Brazelton and
McCaughan did not participate in the Council's consideration of nor in the approvals as set
forth in this Resolution of the land use designations nor of the other provisions of the General
Plan and its amendments pertaining to or affecting the "Historical Downtown Area" as de-
scribed and delineated in the General Plan. Due to potential conflicts of interest,
Councilmember Brazelton also did not participate in the Council's consideration of nor in the
approvals as set forth in this Resolution of the land use designations nor of the other provi-
sions of the General Plan and its amendments pertaining to Area 10 on Stewart and Gray
Road, as more fully described and delineated in the General Plan.
ATTEST:
SECTION 5. The City Clerk shall certify to the adoption of this Resolution.
PASSED, APPROVED, AND ADOPTED THIS 13th DAY OF OCTOBER, 1992.
z
ith E. McDonnell,:City Clerk
TATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) ss.
CITY OF DOWNEY
lane P. Boggs, Mayoa
I HEREBY CERTIFY that the foregoing Resolution was duly and regularly passed and
adopted by the City Council of the City of Downey at a regular meeting thereof held on the
13th day of October, 1992, by the following vote, to wit:
AYES: 5 COUNCILMEMBERS: Riley, Brazelton, Lawrence, McCaughan, Boggs
NOES: 0 COUNCILMEMBERS: None
ABSTAIN:0 COUNCILMEMBERS: None
ABSENT: 0 COUNCILMEMBERS: None
a: d i ac 4. co unc i13. raa
Judith E. McDonnell, City Clerk
EXHIBIT "A"
DESIGN CHAPTER
TABLE OF CONTENTS
DESIGN ISSUES 3
GOALS, ISSUES, POLICIES AND PROGRAMS 4
I. DOWNEY'S IMAGE 10
Background 10
Design Links 10
Design Guidelines 11
Strong Entryway Statements 12
Property Maintenance 12
Downey's Historic Downtown Area 14
II. DESIGN REVIEW BOARD 15
Design
VIII -1
DESIGN
INTRODUCTION
Downey citizens are proud of their city and its heritage. Downey is one of the most well
known residential cities in the Southeast area of Los Angeles County. Although Downey
is a premier community in Southeast Los Angeles County, it lacks a strong visual image.
The purpose of the Design Chapter is to create a strong visual image by improving the
quality of design in Downey.
Good design is a means to retain and strengthen the visual image of the community. The
chapter promotes Design Guidelines as a way to improve design. It also reinforces the
city's decision to continue the work of the Design Review Board.
Several design issues were identified; City entryways need to be improved, property
maintenance is a way to improve the City's image, and finally, many of Downey's
buildings are older and on the verge of being remodeled or torn down and replaced. Many
of those are in the historic downtown area, an area that should become the focal point
and identity of the community.
Design
VIII-2
DESIGN ISSUES
Issue Two
Issue One
Downey needs a strong visual image throughout the City.
Downey needs strong entryway statements that clearly define the City's entryways and
boundaries.
Issue Three
The lack of maintenance on properties in Downey detracts from the design of many
structures and from the City's image.
Issue Four
Downey's historic downtown area should become the focal point for the community.
Issue Five
Many of the buildings in Downey are older and are now being remodeled, renovated or
replaced.
Design
VIII -3
GOALS, ISSUES, POLICIES AND PROGRAMS
The following goals, policies and programs have been developed to address design issues
in the City of Downey.
GOALS
Preserve and enhance Downey as a premier community by developing policies and
programs that promote positive design characteristics and a strong visual image for the
community.
Establish the Design Review Board as the mechanism to carry out the design policies of
the General Plan.
Design
VIII -4
• Issue One
Downey needs a strong visual image throughout the City.
Policies
8.1.1 The City shall require new developments and major renovations to have
design "links ".
8.1.2 The City shall require new developments to be "internally consistent" in
design.
8.1.3 The City shall encourage and develop programs to preserve the integrity of
neighborhoods by evaluating the proportional relationship between
structures.
Programs
The City shall:
8.1.1.1 Require new developments and major renovations, including parcels smaller
than 10,000 square feet, to use "design links" such as hardscape, lighting,
landscaping, color, signing and common building materials to visually link
properties;
8.1.1.2 Continue the policy of requiring landscape strips with turf and trees on the
public and private property on Firestone Blvd. and wherever feasible;
8.1.2.1 Adopt Design Guidelines for the public's information featuring design
"links ".
8.1.2.2 Develop programs to educate the public about the Design Guidelines and
their purpose;
8.1.2.3 Security devices for commercial and industrial structures, such as
security bars, when applied, shall be installed on the inside of windows and
doors. Residential security bars shall be designed and installed to be
compatible with the existing structure;
8.1.3.1 Adopt an ordinance addressing single family residential design such as bulk,
massing & second stories.
Design
VIII -5
• Issue Two
Downey needs strong entryway statements to clearly define the City's entryways and
boundaries.
Policy
8.2.1
Programs
The City shall:
The City shall develop a Master Plan for City entryways.
8.2.1.1 Require new developments and major renovations, public and private, at
primary entryways, to have entry elements or statements such as
monument signs, landscaping and hardscaping as designated in the
Entryway Master Plan.
8.2.1.2 Landscape, maintain and expand the City's street medians at City entries
and set up Capital Improvements Programs and priorities.
8.2.1.3 Establish landscape and lighting maintenance districts to fund
median and entry costs, such as the existing district in the Rancho Business
Center, and along Lakewood and Firestone Boulevards.
Design
VIII -6
• Issue Three
The lack of maintenance on properties detracts from the design of many structures and
from the City's image.
Policy
8.3.1 The City shall require property maintenance, both public and private, in
Downey.
Programs
The City shall:
8.3.1.1 Require all properties to be maintained, including landscaping, building
condition, and overall appearance;
Adopt a property maintenance ordinance;
Increase pro-active code enforcement for property maintenance;
Continue to support the Keep Downey Beautiful programs;
8.3.1.2
8.3.1.3
8.3.1.4
8.3.1.5
Implement a commercial /industrial parkway maintenance program for the
maintenance of the public right -of -way;
8.3.1.6 Phase out bus bench advertising, and establish a program of installing new
bus benches and shelters;
8.3.1.7 Remove bus benches if not on bus lines.
Design
VIII -7
Issue Four
Downey's historic downtown area should become a focal point for the community.
Policy
8.4.1 The City shall adopt Design Guidelines for the historic downtown area.
Programs
The City shall:
8.4.1.1 Adopt a Specific Plan, including Design Guidelines, for the historic
downtown area.
8.4.1.2 Include a landscape master plan, with downtown improvements and
street trees, open space, plazas, public art & banners. _
8.4.1.3 Include standards for new development as well as remodeling. The standards
should focus on design, landscaping and amenities.
8.4.1.4 Institute a facade improvement program at no charge for consultation to land
owners and merchants.
Design
VIII -8
Many of the buildings in Downey are older and are now being remodeled, renovated or
replaced.
Policies
Issue Five
8.5.1 The City shall require the renovation, remodeling or replacement of older
structures to be reviewed by the Design Review Board,
Programs
The City shall:
8.5.1.1 Require new multi- family, commercial and industrial projects
and major renovations, including public projects and rights of way, to be
reviewed by the Design Review Board for architecture, landscaping, and
signing;
8.5.1.2 Require the Design Review Board to ensure compatibility between parcels,
by use of design "links ";
8.5.1.3 Encourage the use of reclaimed water, drought resistant plants and drip
irrigation for landscaping;
8.5.1.4 Adopt a monitoring program, including property maintenance, to ensure
compliance with the Design Guidelines of the Design Review Board.
Design
VIII -9
I. DOWNEY'S IMAGE
Background
Downey needs a strong visual image throughout the City. To retain and to strengthen
Downey's position as a premier community in the Southeast area of Los Angeles County,
Downey needs to improve its' visual image. There are many communities in the Los
Angeles Basin that have distinct images -The City of Industry is clearly an industrial city,
Beverly Hills is an upscale residential and commercial city, Palos Verdes is residential.
Downey lacks the visual image that gives a community a strong identity.
Design Links
Some communities, such as Santa Barbara and San Dimas, have design themes in the
commercial areas. Santa Barbara has a Spanish theme and San Dimas' is western.
Downey has decided to create a strong visual image using design "links ". Strong
entryways and boundaries will also help create the city's image. The Design Review Board
is an integral part of that design process.
Design "links ", design elements that link properties, will be required on new and
renovated buildings. The links will be compatible design elements, intended to create a
unified look in the area. They will link architecture, either on an entire commercial or
industrial block, or at a "neighborhood node ". The neighborhood node is a neighborhood
or general commercial area at a highly visible intersection. Its purpose is to stimulate and
concentrate retail activity and to create neighborhood identity.
Design
VIII -10
Design links can include landscaping, color and building materials as well as more abstract
design qualities. Some or all of the following design links will be required:
Height
Bulk & general massing
Major divisions of the facade
-- Proportion of openings (window to wall relationships)
Roof treatment
Materials, colors and textures of building and signing
General architectural character
Horizontal or vertical emphasis
Scale
Stylistic features and themes
Relation to street
Parking (inks
Landscaping- parking lots, street setbacks, walkways
Hardscape - paving, lighting fixtures
Design links will create consistency in neighborhoods as well as commercial streets. The
policy of requiring landscape strips with turf and trees on Firestone Boulevard should be
continued. The strips provide a green belt and design continuity along the Boulevard.
At the time the developer appears before the Design Review Board, she /he will be
required to establish design links with neighborhood properties.
• Design Guidelines
Design Guidelines will be available to the public. They are intended to inform the public
-- about the design process, including design links, and to guide the Design Review Board
in its decisions. The guidelines illustrate design links and how to achieve them.
Design consistency throughout a project is crucial to creating a strong design image. The
Design Guidelines emphasize that point and the Design Review Board will consider internal
consistency in their review. One of the elements of design is the placement of security
bars; if installed, they are required on the inside of windows and doors in commercial and
industrial structures. Residential security bars should be designed and installed to be
compatible with the existing structure; i.e. they should be painted to blend in with the
home.
• Single Family Residences
Design
VIII -11
When most of the single family residences in Downey were built, during the 50's and
60's, single story homes were popular. Throughout Downey, there are tracts of single
story ranch type homes. Today, however, with larger families and life styles centered
around the home and the back yard, larger homes are being built. Downey is beginning
to experience "mansionization" or the phenomenon of large, two story homes replacing
single story houses. Downey needs to develop programs to preserve the integrity of
neighborhoods by evaluating the proportions of individual proposed homes and their
impact on the neighborhoods. Bulk, massing and second stories all need to be addressed
for single family residential design.
Strong Entryway Statements
Downey needs strong entryway statements to clearly define the City's entryways and
boundaries. Strong entrys are a way to achieve the strong visual image Downey needs.
Downey's Master Plan for entrys will include public and private properties. The plan will
require unified monument signs, landscaping and hardscaping at designated entryways.
River beds on the east and west boundaries clearly define the city's edges and they will
be retained as open space. Bridges over the river beds, on the east and west ends of
Firestone Boulevard, are an opportunity for the city to develop a strong entry statement
with street medians and monument signs. These would be reinforced by unified
landscaping on nearby private developments. To finance these improvements, landscape
and lighting maintenance districts need to be established, especially along Lakewood and
Firestone Boulevards.
Property Maintenance
The lack of maintenance on properties detracts from the design of many structures and
from the City's image. When properties are not maintained, the city loses its premiere
image and property values begin to stagnate. The Downey Municipal Code requires
property maintenance; however a property maintenance ordinance, in its own section of
the code, would simplify the process. The City has a Code Enforcement section, in the
Community Development Department. Continuing the activities of the code enforcement
program is vital to property maintenance. The City should continue to support and
increase pro - active property maintenance.
Keep Downey Beautiful (KDB) was initiated by the City Council in 1977. It's purpose, as
stated in the by -laws is "...to promote public interest in the general improvement and
Design
VIII-1 2
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environment of the City of Downey." KDB is a city sponsored volunteer program that
encourages property renovation and maintenance and discourages litter and graffiti.
The Beautification Awards encourage property maintenance by recognizing citizens who
renovate and improve their properties, whether residential, commercial and industrial.
KDB's volunteer tree planting program also contributes to Downey's positive image. The
city should continue to support the KDB programs.
Public property maintenance is also a component of the City's image. A
commercial /industrial parkway maintenance program should be considered as a means of
maintaining the parkways, including street trees, and of keeping the sidewalks clean and
litter -free. Bus benches should be inventoried and benches removed if not on bus lines.
Bus bench advertising does not bring the city much revenue, and since it contributes to
visual blight, it will be phased out. A program to install new bus benches and shelters will
be established.
Design
VIII -13
• Downey's Historic Downtown Area
Downey's historic downtown area should become a focal point for the community. At
present, the area, which is bounded by Paramount on the west, Fifth on the north,
Brookshire on the east and the railroad on the south, is underused. It has one of the
largest concentrations of older buildings in the city, and also one of the largest
concentrations of vacant land. The Downtown Blue Ribbon Committee studied the area
and recommended that the City develop a downtown specific plan. It also recommended
that there be a design theme, carried out through architecture, public improvements and
landscape. The design theme would distinguish the area from surrounding areas and
contribute to the visual image of the city.
The downtown image would pull the downtown together, creating a distinct and inviting
neighborhood. It would bring people back into the downtown with intimate people spaces
and pedestrian areas designed to encourage strolling and browsing among the shops,
theaters and restaurants.
A landscape master plan is contained in the downtown plan. The master plan includes
downtown improvements and street trees, open space, plazas, public art and banners.
Color and interest are an essential element of the plan as are a streetscape plan. The
streetscape plan would detail street lighting, crosswalk paving, benches, trash cans,
kiosks, bus benches and other public improvements.
A facade improvement program is also included. It would offer consultation to land
owners and merchants at no charge. The agency should explore either a grant or low
interest loan program to assist the private sector in the improvements.
Design
VIII-1 4
II. DESIGN REVIEW BOARD
Many of the buildings in Downey are older and are now being remodeled, renovated or
replaced. The greatest period of growth in Downey was during the 1950's. Since most
buildings have an average 40 -year life, they are ready to be renovated or replaced. This
is an opportunity for Downey to adopt Design Guidelines, reinforce the purpose of the
Design Review Board and improve the physical image of the city. It is also an opportunity
to create a community focal point in the historic downtown area.
The Design Review Board has six members and one alternate. The members are a licensed
architect, a licensed landscape architect, a civil engineer, a general building contractor,
a citizen -at -large and an owner of a retail /commercial business (sign review only). The
alternate is also a licensed architect. The Board reviews site plans, elevations, landscape
and irrigation plans and signing programs for new and renovated structures, except
individual single - family residences, throughout Downey. The Board will also review public
projects and rights -of -way.
Design Guidelines, developed by the Board and City Staff, will outline, in detail, what
design elements are expected. They will also explain design links and how they will be
used. The role of the Board will also be explained. Guidelines will be given to applicants
at their first visit to either the Building or Planning counters.
As discussed in the Conservation Chapter of the General Plan, reclaimed water is being
installed in Downey. The Design Review Board will encourage the use of reclaimed water,
drought resistant plants, and drip irrigation in projects.
To ensure that the Board's work is being carried out, a monitoring program should be
established. Properties would be checked periodically to be sure they comply with the
Design Guidelines set down by the Board. The monitoring program will maintain the
quality of the design approved by the Baord.
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Design
VIII-1 5
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HEIGHT
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CONFORMITY
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.
The distance extending from the bottom to the top of a
standing building.
BULK & MASSING
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The distribution of bulk
and volume of a
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to create a visual
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HUMAN SCALE
HUMAN SCALE CAN BE CREATED WITH THE SEPARATION OF BUILDINGS AND
THE USE OF OPEN SPACE WITH LANDSCAPING TO CREATE PEOPLE AREAS
(PEDESTRIAN NODES).
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HUMAN SCALE:
WITH HUMAN SCALE
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Relative size of architectural features as compared to the human figure.
HUMAN SCALE
WITHOUT BUILDING SEPARATION, AND THE LACK OF OPEN SPACE AREAS
PEOPLE AREAS ARE OVERWHELMED.
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will equal the square footage
of the lot. For example: a
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Relative size of architectural features as compared to the human figure.
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Relative size of architectural features as compared to the human figure.
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EXHIBIT "A"
ECONOMIC DEVELOPMENT CHAPTER
TABLE OF CONTENTS
ECONOMIC DEVELOPMENT 2
ECONOMIC DEVELOPMENT ISSUES 3
GOALS, ISSUES, POLICIES AND PROGRAMS 4
I. BACKGROUND 11
II. SALES TAXES 13
III. ACTIVE ECONOMIC PLANNING 14
The Importance of City Involvement
Business: Retain, Expand, Attract
Publicity
Economic Development and the Work of City Departments
Land of Other Public and Quasi - Public Agencies
IV. SPECIFIC PLANS 17
Rancho Los Amigos
Firestone Boulevard
Downtown
Rockwell
V. REDEVELOPMENT 21
Redevelopment and Economic Growth
VI. CORRIDOR DEVELOPMENT AND "STRIP" COMMERCIAL CENTERS 22
The Importance of Corridors
Commercial Centers
VII. ASSESSMENTS 24
Economic Development
IX -1
ECONOMIC DEVELOPMENT
The Economic Development Chapter discusses how business activity in Downey may be
enhanced. It also identifies key areas where efforts to promote new business should be focused
to serve the city's best interests. The California Government Code does not require cities to
include economic development chapters in their general plans. However, economic development
has implications for land use, transportation, and other planning issues, and successful economic
growth increases City revenue and Downey's ability to implement programs identified in other
General Plan chapters. Therefore, the City of Downey has chosen to devote a separate chapter
to economic development in the General Plan, in order to set forth a strategic policy for guiding
the economic growth of the community.
Economic Development
IX -2
ECONOMIC DEVELOPMENT ISSUES
Issue One
The City relies heavily on sales tax revenues to provide city services.
Issue Two
The City needs an active economic development strategy.
Issue Three
The Citizen's Downtown Blue Ribbon Committee identified the historic downtown as a
significant resource for economic development.
Issue Four
The City should establish policies and plan for the optimal economic development and benefit
of the Rockwell site.
Issue Five
Redevelopment needs to become a major influence on the growth and development of Downey.
Issue Six
Downey must carefully evaluate the potential effectiveness and absorption rate of additional
.-. "strip" commercial development.
Economic Development
IX-3
GOALS, ISSUES, POLICIES AND PROGRAMS
The policies and programs of this chapter have been developed to address the broad economic
development goals below and the specific economic issues listed on the previous page.
GOALS
Provide a diverse economic base, including a strong sales tax base, to maintain and enhance
revenue.
Encourage public /private business partnerships.
Establish City services of the highest quality, including police, fire, parks, community develop-
ment, public works, and other City programs and activities.
Economic Development
IX -4
The City relies heavily on sales tax revenues to provide city services.
Policies
9.1 The City shall maximize and diversify its sales tax base.
• Programs
The City shall:
9.1.1.1 Encourage only new land uses which are cost - effective to the City.
9.1.1.2 Continue the revitalization of Firestone Boulevard;
• Issue One
9.1.1.3 Develop specific plans for the remainder of Firestone within redevelopment areas,
including a plan for commercial retail uses southeast of the Firestone /Stewart & Gray
intersection. Consider specific plans for other areas of Firestone.
9.1.1.8 Capitalize on the regional draw generated by Stonewood Mall.
Economic Development
IX -5
9.1.1.4 Encourage sales tax uses and other revenue generators for the remainder of Rancho
Business Center;
9.1.1.5 Create a commercial /manufacturing land use designation that would encourage mixed -
use business parks;
9.1.1.6 Develop economic strategies for the Imperial, Telegraph, Lakewood, and Paramount
corridors;
9.1.1.7 Examine and implement benefit assessment districts and special service districts
where applicable, including parking districts;
• Issue Two
The City needs an active economic development strategy.
Policies
9.2.1 The City shall work to retain existing businesses and attract new businesses.
9.2.2 The City shall continue to work toward expediting and streamlining the development
review process.
Programs
The City shall:
9.2.1.1 Work to form a consensus with the local business community, Chamber of Com-
merce, merchant association, landowners, and civic leaders to promote the communi-
ty;
9.2.1.2 Develop business retention, business expansion, and business attraction programs;
9.2.1.3 Conduct public information campaigns about business programs;
9.2.1.4 Develop and annually review multi -year capital improvements programs;
9.2.1.5 Expand existing programs such as property maintenance, landscaped median installa-
tion, facade improvements, graffiti removal and streetscape improvements —and
develop new programs —that improve the appearance of the city and increase
property values;
9.2.1.6 Maintain high quality for all public facilities including parks, public buildings and golf
courses to create an environment that will attract further economic development;
9.2.1.7 Encourage Los Angeles County, the Downey Unified School District, the Post Office
and utility companies to upgrade and maintain their facilities;
9.2.1.8 Encourage economic opportunities and joint ventures with the Downey Unified School
District.
9.2.2.1 Maintain staffing levels to sustain and continue to promote professional plan process-
ing.
Economic Development
IX -6
-- economic development.
• Issue Three
The Citizen's Downtown Blue Ribbon Committee identified the historic downtown as a
significant resource for economic development.
Policies
9.3.1 The historic downtown area shall receive priority, after the Firestone corridor, for
Programs
The City shall:
9.3.1.1 Develop and implement a downtown specific plan;
9.3.1.2 Develop the former downtown courthouse property in a timely manner;
9.3.1.3 Inventory and assess City -owned downtown property for development potential.
Economic Development
IX -7
• Issue Four
The City should establish policies and plan for the optimal economic development and benefit
of the Rockwell site.
Policies
9.4.1 The City shall designate the Rockwell site a Mixed -Use area.
Programs
The City shall:
9.4.1.1 Try to retain Rockwell as a major employer. If Rockwell leaves, adopt a specific plan
for the site, providing for industrial, commercial, and retail uses as well as park and/or
open space;
9.4.1.2 Address the economic potential of the site.
Economic Development
IX -8
• Issue Five
Redevelopment needs to become a major influence on the growth and development of Downey.
Policies
9.5.1 Redevelopment can plan a key role in the economic development of selected areas
of the city.
Programs
The City shall:
9.5.1.1 Develop public education programs about redevelopment.
Economic Development
IX -9
• Issue Six
Downey must carefully evaluate the potential effectiveness and absorption rate of additional
"strip" commercial development.
Policies
9.6.1 The City shall establish an economic strategy for strip commercial development.
9.6.2 The City shall adopt development standards for strip commercial projects.
Programs
The City shall:
9.6.1.1
9.6.1.2
9.6.2.1
Concentrate certain commercial uses in neighborhood "nodes ";
Phase out selected strip commercial areas.
Link neighborhood nodes through the use of consistent and complementary design
elements.
Economic Development
IX -10
I. BACKGROUND
A strong community owes much to the spirit and involvement of its residents. Community pride
and civic - mindedness, however, are not enough for a city to provide all the necessary and
desired services to maintain the local quality of life. Even those residents unconcerned with the
affairs of local government know that a variety of employment and shopping opportunities gives
a community balance, makes it a desirable place to live, and enhances its image.
Although Downey is known primarily as a residential city, business and industry have played vital
roles in the community's economic health from the age of agriculture to the age of aerospace.
At one time, the railroad, the sunny climate, and Downey's image were enough to draw business
here. With the phenomenal growth of Southern California's population and economy, however,
competition between cities for lucrative businesses and large, profitable employers has
intensified greatly. We can no longer assume that the best businesses will automatically desire
to locate within our boundaries. Since the City's incorporation in 1956, the nature of retailing
itself has also changed. Large corporate retail chains have multiplied, and the most popular of
these businesses can attract customers from throughout the region. Large parcels of land,
exposure to freeways or arterial streets, and available infrastructure are essential to attract most
retailers. Although they remain an important economic element of any community— including
Downey —small independent businesses have found their share of the Southern California market
decrease and their ability to attract customers from other cities weaken.
The enclosure and renovation of Stonewood Shopping Center in 1990 was an important sign
that Downey can respond to the character of the modern business market. Economic develop-
ment is a function of many factors, including the national and state economies, the entrepreneur-
ial spirit of local landowners and developers, the marketing and development strategy of
important businesses, and proactive efforts of the City.
Local government has a vital interest in planning for economic development. Revenues received
from sales and property taxes contribute to the City's ability to fund the services such as police,
fire, road improvements, and recreation programs that Downey residents have come to expect.
A city's economic development strategy also affects the nature of local land use and the
character of the built environment. Conversely, both the built environment and land use patterns
affect economic development. The key to a robust local economy is coordination between land
use planning and economic development planning— encouraging an environment that meets the
needs of business, and businesses that in turn enrich the city.
Economic Development
IX-1 1
To assist in planning for Downey's economic growth, the City commissioned a multi -phase study
of the local economy and commercial market from the firm of Market Profiles of Costa Mesa.
These studies included analysis of how Downey's economy is influenced by local land use
patterns. Tier 1 of this study focused on the commercial areas surrounding Stonewood
Shopping center; Tier 2 studied the historic Downtown; and Tier 3 reviewed commercial areas
throughout the city. A fourth report studied the fiscal impacts of further development of all
types. Copies of these studies are available for review in the Planning Division at Downey City
Hall.
Economic Development
IX -12
II. SALES TAXES
Sales taxes are an important part of a city's operating revenue, contributing an estimated 36.7%
of the City's anticipated revenue for 1991 -92 (see exhibit on next page). Cities receive tax
revenue equivalent to 1% of the total retail sales in the city. Therefore, the City desires to
▪ pursue policies and programs that:
• continue to attract new businesses into Downey;
• retain existing businesses in the community;
• encourage residents of Downey and other communities to make their purchases
here; and
• encourage those uses in the commercial and industrial zones that benefit the City's
revenues.
Downey has a history of attracting shoppers from throughout this portion of Los Angeles
County, particularly to Stonewood Shopping Center and to the community's auto dealers. The
Market Profiles studies, however showed that many Downey residents travel to other communi-
ties to shop, particularly for:
Clothing Office and School Supplies
Art Supplies Furniture
Photographic Equipment Appliances
Books and Stationery Food
This migration represents a significant loss of potential sales tax revenue to the City of Downey.
Since 1983 —even after accounting for inflation— Downey has even seen declining sales in
several of these areas. The studies suggested that Downey may support 340,000 square feet
of additional commercial development just to recover lost sales in the areas listed above.
Downey can accommodate even more retail space if it seeks to expand its share of the regional
retail market.'
Cycles in different industries do not always coincide. In a period when auto sales are down, for
example, sales of other retail goods may be strong. Therefore, to ensure as much stability as
possible in the City's sales tax income, the City should encourage diversity in its tax base.
Programs targeted toward new business should attract as many different kinds of firms as
possible.
Sales tax revenue is a critical part of the community's financial planning. The City has an
interest in ensuring, to the greatest extent possible, that this important source of revenue
remains secure and that it will expand over time. A proactive economic development plan is an
important part of that process.
'Market Profiles Study, Tier 1. pp11-1 - 11 -4.
Economic Development
IX -13
PUSUC WORKS
12.3%
1991 - 1992
GENERAL FUND BUDGET
SERVICE CHARGES
7.4%
INTERGOV'T
REVIEW
13.4%
INTEREST %RINT Ill i "!. : : :: :::.= :a -= : : : :::. -....
FINES 41 \\ I 1 ' '1 A r■ i■■■r .: ...................
2.5% 10 :41111111e11t =': : ": : " : ::: : ::: SALES TAXES
ucEMSES & PERMITS
COMMUNITY SERVICES
COMPAUNITY DEVELOPMENT
5.4%
PURE DEPT.
20.5%
OTHER TAXES
15.4%
OTHER REVENUE
5.3%
REVENUE
DOWNEY GENERAL
ECONOMIC DEVELOPMENT CHAPTER
GENERAL GOV'T
1.4%
PROPERTY TAXES
111.41%
POLICE DEPT.
43%
EXPENDITURES V'i'7,
PLAN
CHAPTER
010
SOURCE: CITY OF DOWNEY
INTEREST II RENT
4.5%
PWLIC WORKS
12.3%
1991 - 1992
GENERAL FUND BUDGET
SERVICE CHARGES
7.4% PROPERTY TAXES
15.5%
INTERGOV'T
REVIEW
13.4%
11 \ :::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::::
FINES 1 1,, � � 1111� _ ..
LICENSES PERMIT3‘ �� %% 1t a [.[::
1111 ,
COMMUNITY SERVICES
9.4%
FIRE
20.5%
OTHER TAXES
15.4%
OTHER REVENUE
5.3% 1,
COMMUNITY DEVELOPMENT
5.4%
REVENUE
GENERAL GOVT
S.4%
SALES TAXES
25.3%
POLICE DEPT.
43%
1 EXPENDITURES ` �.p w
SOIO DOWNEY GENERAL PLAN � ECONOMIC DEVELOPMENT CHAPTER
SOURCE: CITY OF DOWNEY
III. ACTIVE ECONOMIC PLANNING
The Importance of City Involvement
In a competitive region where municipalities vie for the most lucrative businesses, programs must .
be developed and implemented to build and diversify Downey's economic base. Certainly, some
market - driven economic growth occurs independently, but the City has a vital interest in
determining the kinds of businesses that Downey needs, where those businesses should go, the
desired scale of new business, the rate at which such development should occur in order not to
burden existing infrastructure, and the methods by which the City can encourage growth —as
well as discourage expansion of uses that would not benefit the City.
Downey has economic activity in nearly all neighborhoods within its boundaries. A plan for City
participation in economic development must prioritize those districts —Where will growth most
benefit the City? Where will it most likely succeed? Where will growth act as a catalyst for
additional private- sector growth? Where will economic development most enhance Downey's
competitive position within the Southern California economy?
This chapter was written during a period of economic recession, which heightens competition
between communities for revenue - producing enterprises and reinforces the need for a compre-
hensive municipal strategy to retain existing businesses and attract new ones. Several
neighboring jurisdictions including Norwalk, Commerce, and South Gate have aggressive
economic development programs that have attracted large retailers in recent years. The Market
Profiles studies cautioned that continued growth of this sort could significantly reduce the
market that Downey might otherwise capture. The programs and policies of this chapter are
designed to promote and manage economic expansion in both tight financial times and years of
relative economic prosperity.
Business: Retain, Expand, Attract
Issue Two identifies the need for a proactive economic development strategy. It is crucial to
note that "economic development' does not only mean new business from outside entering the
community. The City of Downey in 1991 had approximately 6000 active business licenses. A
crucial element of any economic development strategy must include creating an environment that
encourages existing businesses to remain in Downey, and, when it is time for those businesses
to expand or move to larger quarters, to do so within our boundaries. The City's economic
development strategy must include programs that encourage business retention, business
expansion, and attraction of new business. All three are important components of economic
growth.
Publicity
Programs must be well - publicized both within the business community and among the public.
Communication with Downey residents is particularly important so that the City's strategy is
understood. Community members will want to know why expansion of some areas is preferred
and encouraged over expansion in others. They will have concerns about whether the city has
adequate infrastructure to support the growth and how much will need to be spent over time to
maintain that infrastructure. They will want to know how much traffic new developments will
Economic Development
IX -14
produce and how it can be mitigated, in order to protect the safety and peace of neighborhood
streets. Above all, Downey residents will want to be assured that economic growth does not
threaten the residential character for which the city is known.
Economic Development and the Work of City Departments
Good economic planning cannot be done in isolation. Joint public /private partnerships are an
important goal of the Downey's economic development. Perhaps more than any other facet of
a city's endeavors, economic planning involves coordination and —where possible — consensus
between the existing business community, the local Chamber of Commerce, Downey land-
owners, and civic leaders. Market research and consultation with representatives of business
from outside the city are also important, so that we can learn what kind of environment is
desired by businesses that have not yet located here. Market research can also identify the
types of businesses we are likely to attract, and the City can focus its efforts and resources on
those industries.
Although the City's powers to acquire property are limited, it is not dependent solely on
conditions of the marketplace and initiative of property owners to boost economic development.
The City may suggest imaginative and potentially profitable development scenarios that owners
may not have considered; it may introduce, encourage, and work with adjacent property owners
to initiate a joint development project or to resolve differences; and it may assist a property
owner in contacting a reputable developer. The Market Profiles Study notes:
In a situation such as Downey's where funds for acquisition are limited, such
'sweat equity' by the City pays dividends. It may be slower, it may be more time
consuming, it may be more frustrating, but it often is successful.
Implementation of a city's economic development strategy depends on the efforts and skills of
a trained staff. The activities noted above and coordination between the groups involved
requires active and knowledgeable personnel. In addition, timely development is extremely
important to the business community. The processing of development applications and design
review must be as streamlined and efficient as possible. If economic development is to intensify
and application processing is to improve staffing levels must, at minimum, be maintained. Staff
training in such areas as economic analysis, environmental requirements, and design will expedite
and improve application processing.
Activities of the Public Works Department are also important to local economic development.
Capital improvements, particularly in the areas of street improvements and traffic control,
contribute to an environment that attracts businesses and encourages others to remain here.
Capital improvement programs should be designed in part with this benefit in mind, and such
plans should be reviewed annually to ensure that —in addition to meeting the primary goals of
public safety — capital improvements may promote the City's economic health as well. Important
capital improvements include not only new projects, but replacement and renovation of the
City's aging infrastructure, including its water - delivery system and rind network. A progressive
2 Market Profiles Study, Tier 1. pVIII -2.
Economic Development
IX -15
and systematic City strategy for maintaining its infrastructure is essential to the City's efforts
to promote economic growth.
Other activities of Public Works also affect a business' decision to locate or remain here. The
condition of all public facilities such as parks, public buildings, and golf courses enhances the
city's image to the business community and maintains the desirability of Downey as a place to .
travel for shopping and employment opportunities. Facilities should therefore be maintained to
high standards. Similarly, the City's programs to install landscaped medians and other street
improvements, and its programs to encourage property maintenance, facade improvements, and
graffiti removal on private property also enhance the city's attractiveness to business and
increase property values.
Land of Other Public and Quasi - Public Agencies
Los Angeles County, the United States Postal Service, and various utility companies own many
acres within Downey —most of it in areas well- suited to economic development and some of it
under - utilized and unattractive. Many of these uses generate little or no revenue to the City yet
their efficiency, appearance, and maintenance do contribute to Downey's image. The City
should encourage these entities to maintain and upgrade the facilities that they use, to
consolidate operations where possible on a single site, and to sell or develop excess property to
enhance economic development.
Economic Development
IX -18
IV. SPECIFIC PLANS
Specific plans are tools that respond to the specialized needs and influences of a particular area.
They serve as localized zoning ordinances that implement the policies of the general plan. A
specific plan identifies development options for an area including permitted uses, site planning
regulations, and design requirements. They also identify future roadway and infrastructure
improvements and suggest subdivision patterns. Government Code Section 65451(b) notes the
required elements of a specific plan, which must identify its relationship to the general plan.
Specific plans are important methods for implementing economic development policies. Building
regulations for an area can be tailored to support the needs of land uses and developments that
the city would like to attract or retain. The development standards in a specific plan can provide
economic incentives for property owners to develop their parcels. For example, a specific plan
may allow greater lot coverage, reduced building separation and modified circulation and parking
requirements that are not part of the City's standard zoning regulations.'
Specific Plans have been adopted in Downey for Rancho Los Amigos Business Park (1985,
1989), for Stonewood Shopping Center (1989), and for the commercial properties nea? the
interchange of the Santa Ana and San Gabriel River Freeways (1991). Several additional areas
have been identified as special economic development opportunities. These include areas that
have considerable size, districts historically important to the city or to business in Downey, and
sites with particularly advantageous exposure to freeways or other major arterials. Each area
has its own characteristics, and specific plans that address those unique features are preferred
to application of the City's standard zoning requirements. Economic development in the
following areas would benefit from preparation of specific plans.
Rancho Business Center
attic: OPPORTUNITY AREI
ENDED FOR FUT . SPECIFIC.
Rancho Business Center: amendments to cover future phases
Firestone Boulevard: east of Stewart & Gray, north of the railroad
Firestone Boulevard: portions within redevelopment
areas not covered by other specific plans
Firestone Boulevard: consider specific plans for remaining segments
Historic Downtown
Rockwell Site
'Market Profiles Study, Tier 1. ppVIII -2 - VIII -6.
Economic Development
IX -17
-a
One hundred twenty -one acres of Rancho Los Amigos, owned by Los Angeles County, is being
developed for commercial and industrial uses under a series of specific plans —the first two of
which were adopted in 1985 and 1989. Plans remain to be developed for the final two phases,
which cover the southeasternmost portions of both Rancho Los Amos and Downey. To
maximize the financial return to the City, these specific plans should encourage uses that
generate significant sales tax and other revenue for Downey. For example, light manufacturing
and commercial sales produce more revenue than warehouse operations.
The final Rancho Specific Plan, to be completed during the 1990s, will include Downey's only
exposure to Garfield Avenue, a major arterial travelled by 25,200 vehicles daily. The Phase IV
Specific Plan should provide for uses that can take advantage of this important exposure.
Firestone Boulevard
Nearly all of Firestone Boulevard is devoted to commercial or industrial uses. Downey's main
artery, however, has several sub -areas with varying characters and economic vitality. The
Stonewood Shopping Center specific plan addressed improvements to Firestone's most important
economic feature. The City Council has authorized a specific plan to govern Firestone immedi-
ately south of Stonewood and at its intersection with Lakewood Boulevard. Market Profiles'
review of this area showed that existing uses are incompatible with each other and with the
character of Stonewood. Retail sales currently account for only one third of the building space
in this area. Further, existing parcels ar irregular in shape and do not encourage development
of the "Highest and best" commercial uses on this land.` The report revealed that this area
alone could support nearly 400,000 square feet of retail commercial space. Assuming that the
entire area were developed with commercial uses, which conservatively generate $250 per
square foot per year when located adjacent to a major mall, the City's return in sales taxes could
be $993,000 per year. Assuming a 4% rise in the consumer price index, this would amount to
$ 13,387,000 over 10 years. These figures do not include the additional property tax revenue
that would be created as properties change recycle and change ownership.
A third specific plan will establish development regulations for the land on the south side of
Firestone at the city's eastern gateway. The Downtown specific plan will address a fourth
segment of the thoroughfare. Because Firestone Boulevard is home to so many of Downey's
businesses, specific plans should be developed for other segments that respond to the unique
factors of each, including accessibility, adjacent land uses, parcel size, and required infrastruc-
ture.
Downtown
In 1990, a Blue Ribbon Committee completed an analysis of Downtown Downey and its potential
and concluded that revitalization of the city's historic core was important to the community. The
Committee recommended that new construction include entertainment, commercial, and office
uses as well as new housing opportunities, especially for senior citizens. The Committee also
recommended that Downtown's "sense of place' and pedestrian scale be enhanced and
preserved.
`Market Profiles Study, Tier 1. ppl1-2 - 11 -4, 111 -1.
5 Market Profiles Study, Tier 1. pV11-2.
Economia Development
IX -18
Downtown has great potential for economic development. The Market Profiles Downtown Study
documents significant demand in this area for the types of uses that the Blue Ribbon Committee
envisioned. The Downtown is the community's historic economic center — businesses have
existed there since Downey's founding in 1873. Although populated with many uses at present,
Downtown does not attract the significant numbers of people to work or to shop that other areas
do. However, its pedestrian scale facilitates circulation from use to use and makes shared
parking facilities a workable option for development. Further, the community has supported
greater density and building height Downtown than elsewhere in the community. In addition,
Downtown is close to the functions of the Civic Center, the Library, and the Downey Theater,
and already has a major attraction in the Embassy Suites Hotel. Because of these special
features and the identified demand, revitalization is an achievable goal. The economic return to
the City from a Downtown revitalized with new revenue - producing uses is a major benefit of
developing a specific plan that implements the Committee's suggestions.
Several constraints restrict Downtown Downey's economic development, including distance from
freeways, access, convenience, visibility, and —as in other commercial areas of the city — irregular
parcel patterns. The Market Profiles study, however recommended that new uses may profit
from the patronage of nearby residents and Downtown office workers. Market research showed
that 45% of Downtown shoppers questioned reported that they shop there daily or more than
once a week.' The expansion of housing and office space Downtown would serve as a cs4alyst
for further economic growth there.
The City owns many parcels Downtown, totalling over 26 acres or approximately 22% of the
entire area. These holdings should be reviewed and considered for possible economic
development to spur further investment there. The City recently purchased the former Municipal
Courthouse on Third Street between New Street and La Reina Avenue. This property and
adjacent City - owned land presents an important economic opportunity and should be developed
in a timely manner.
Rockwell
The 184 -acre Rockwell facility along Lakewood Boulevard is the largest area in the city occupied
by a single use. Most of the site is currently owned by the federal government, and Rockwell
is expected to occupy the land into the foreseeable future. The City of Downey, however, must
prepare for a time when the land or part of it might be sold or converted to other uses. The
Rockwell site would pose an unprecedented and unsurpassable economic opportunity. If the
land ever becomes available, a specific plan should be prepared that promotes a, range of land
uses, including commercial, manufacturing, residential, and open space. Commercial, manufac-
turing, and mixed -use areas should be located and designed to ensure the greatest possible
economic benefit to the community. This would include exposure to major arterials and
intersections, large parcel sizes, and efficient circulation patterns.
° Market Profiles Study, Tier 2, p11 -10; Section V.
'Market Profiles Study, Tier 2. pV -3.
° Market Profiles Study, Tier 2. pll -16.
Economic Development
IX -19
V. REDEVELOPMENT
Redevelopment and Economic Growth
In the competitive commercial market, redevelopment has become a major tool for many cities
across California to maintain desired businesses and attract new revenue and job - producing
f irms. Redevelopment has been used Tess extensively in Downey than elsewhere in Southern
California, although a number of commercial developments have resulted from Redevelopment
activities since the Downey Community Development Commission was established in 1978.
These projects include the Embassy Suites on Firestone Boulevard, Downey Acura, and smaller
developments such as Los Amigos Plaza on Paramount Boulevard.
Redevelopment can nurture economic growth by offering incentives to businesses it wishes to
attract or retain. The City may establish incentives for development of parcels in redevelopment
project areas that it cannot arrange elsewhere. For example, through the Community Develop-
ment Commission, the City may offer a business a rebate on its sales tax if it remains or in or
moves to Downey. The City Council cannot use funds for this purpose when a property lies
outside the boundaries of redevelopment areas.
In some areas, the City receives tax increment dollars for parcels in redevelopment areas. The
Community Development Commission collect increased property tax revenue from new
development and sales of existing properties over the life of a redevelopment plan— typically
about 30 years. This money can then be used within the redevelopment area to purchase land
or assist businesses with loans or other arrangements to encourage development.
The residents of Downey have urged the City to use its redevelopment authority judiciously.
While some cities have included residential properties in redevelopment areas, the people of
Downey have expressed repeatedly their belief that redevelopment need not be expanded into
additional residential neighborhoods.
Because redevelopment is an extension of City activity, public education programs about
redevelopment should be created. Communication about redevelopment and the possibilities it
presents for Downey's economic growth should be readily available, and redevelopment activities
should be well - publicized.
Economic Development
IX -20
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VI. CORRIDOR DEVELOPMENT AND "STRIP" COMMERCIAL CENTERS
Commerce in Downey developed along the major streets that cross it: north -south arterials
Paramount Boulevard, Downey Avenue, Lakewood Boulevard, and Woodruff Avenue and east-
west streets Telegraph Road, Florence Avenue, Firestone Boulevard, and Imperial Highway. For
most of the community's history, the areas between these major streets were agricultural, and
these thoroughfares and their major intersections were the logical economic choice for business-
es. In time, much of the agricultural land was developed with residential uses, and development
of commercial uses along major streets intensified. Arterials exposed businesses to tens of
thousands of motorists entering, leaving, or travelling through the city. Smaller, independent
businesses as well as large retailers desired such exposure, which remains very effective.
Development along arterials also served adjacent neighborhoods and in many cases served as
a buffer between the noise of a busy street and a quiet residential neighborhood.
The Importance of Corridors
Strategies should be developed for the overall economic development of each corridor. Firestone
Boulevard is the major corridor in the city, and future economic development there will likely be
encouraged by the various specific plans that are anticipated to include most of it. Imperial
Highway, Telegraph Avenue, Lakewood Boulevard, and Paramount Boulevard are also extremely
important, and economic development strategies should be developed for each corridor in its
entirety. These will differ based on the types of uses now prevalent along each arterial, the
degree of exposure along each, accessibility, and the types of adjacent land uses.
Corridor commercial in Downey has not been planned comprehensively. Given the competitive
retail market and modern developers' demands for land area, it is unrealistic to assume that all
commercial corridor segments will increase their prosperity. It will be more profitable to direct
the City's economic development efforts toward selected corridors with the greatest growth
potential. An overall economic strategy for commercial development would include a general
prioritization of corridor segments and discussion of the types of businesses that the City would
prefer in each segment.
Commercial Centers
Because of Downey's suburban character and its heavy dependence on the automobile, many
"strip" commercial centers were arrayed over time along the city's major streets. These typically
have been one -story clusters of small businesses built in a row, with occasionally one or two
larger stores or "anchors ". Most are set back considerably from the street to accommodate
parking in front. Deliveries are made in the rear or directly from the parking lot.
Strip centers have evolved since their introduction. For example, landscaping standards have
been strengthened over time. Early centers were often not required to include trees in their
parking lots and today appear less established or less integrated into the surrounding community
than newer centers with landscaping that has matured. Architectural standards have improved,
and the City has established sign criteria so that each center has a unified appearance. Two -
story centers have appeared. Architectural embellishment and stronger landscaping standards
have proved good for business, creating an environment where people desire to shop. Another
Economic Development
IX -21
change, one which intensified in the 1980s, has been construction of centers on smaller parcels.
Several corner parcels that were once occupied by service stations have been developed with
small commercial centers, sometimes called "mini - malls ", because of their excellent exposure
at intersections.
Defining "strip commercial centers" or "mini - malls" is difficult. Some are extremely successful
while others have a high turnover of tenants or are unpopular with neighbors. In some centers,
traffic and arrangement of parking spaces are criticized. In others, these features are barely
noticed. Some are considered attractive additions of convenience to the community while others
have long been considered eyesores. Most generalizations about a center's size, age, or location
often have their counterarguments elsewhere within the city. Properties occupied by strip
centers are important to Downey's stock of commercial land as well as to its sales tax base.
Success relies heavily on a center's location, its mix of tenants, and its design.
Unfortunately for the purposes of economic development, however, strip centers have dispersed
the community's commercial core. Many smaller businesses would prefer to locate along
Lakewood Boulevard, for example, with 42,000 vehicles passing daily, than in Downtown
Downey. In addition, some segments of arterial roadway have proven to be more successful
business locations than others —for example nearly all of the Firestone Boulevard, and Imperial
Highway between Lakewood and Paramount. Other corridor segments have become home to
Less- profitable and occasionally unattractive uses, which sometimes unfairly affect perceptions
of the surrounding neighborhoods.
The economic development strategy for each corridor should include physical development
standards for strip centers. These will ensure centers that are desired by the business communi-
ty, acceptable to Downey residents, and attractive to consumers. Such standards would include
design guidelines, minimum lot areas, parking requirements, and sign regulations.
Some uses primarily serve the surrounding neighborhood rather than customers from all over the
city. These include dry cleaners, barbers and beauty salons, convenience markets, donut and
ice cream shops, video rental stores, sandwich shops, photo processing, etc. Economic
development for corridors and strip commercial centers might encourage these and similar uses
to locate in neighborhood "nodes ". Each node, often centered on a major intersection would
become a focus of neighborhood or convenience shopping, concentrating commercial uses in one
area rather than having them spread out along a street. The intersection of Stewart & Gray Road
and Old River School Road might be one such node. The intersection of Gallatin Road and
Lakewood Boulevard would be another.
Corner properties and adjacent parcels, of course, often have different owners. If neighborhood
nodes are to establish a sense of place for sub -areas of Downey, there should be some
continuity wherever possible between the design of developments on different parcels. Such
design "links" could be established through specific plans or through general development
standards and sign requirements applied to strip commercial development throughout Downey.
Economic Dov,Iopm.nt
IX -22
VII. ASSESSMENTS
Every development has some impact on the surrounding community and its infrastructure. Every
new business will attract customers and employees, who place additional burdens on the street
network which, with multiple developments over time, will require more maintenance. In
addition, every development taps the city's water resources, and new developments require
Police and Fire protection. Providing the necessary infrastructure and services for new
development is increasingly beyond the means of local governments. Many municipalities require
new developments to pay part or all of required improvement costs. Too many fees, however,
may discourage new development in a city. Further, the impact of one development may not
trigger the need for new improvements, but the impact of several developments in the same area
might. The question remains as to how needed improvements can be constructed without undue
financial hardship to the City or to the developer.
Benefit assessment districts can be one solution. Developers and businesses in such districts
pay fees that go to a specific improvement from which they will benefit. For example, in an area
where expanding businesses increase the demand for parking, a parking assessment district
might be created to fund construction of a parking structure to serve several businesses.
Developers of new projects (and perhaps existing businesses that would also benefit) would be
assessed a fee based on the degree to which they would benefit from the structure.
Parking assessment districts have existed in Downtown Downey for many years. The concept
could be expanded to include other commercial and industrial areas of the city as well. In a
parking assessment district, the City benefits because required off - street parking is provided.
The businesses and . landowners benefit because the parking established under the district may
allow them to develop larger areas of their property or to establish uses that require a number
of parking spaces that their parcels could not individually support. An example of this would be
an entrepreneur who wished to open an independent restaurant or bistro Downtown, but whose
small parcel could not accommodate the large number of parking spaces that restaurants require.
A parking assessment or assessment district could provide the funds to pay for parking
improvements on an adjacent or nearby site. parking assessment districts can provide and
additional incentive for developers to initiate projects. Because 70% to 80% of typical
developments —and 30% of development costs —are consumed by parking and circulation areas,
City- constructed parking substantially reduces the amount that developers must spend on both
land and construction.
9 Market Profiles Study, Tier 1, ppVIll -8 - VIII -10.
Economic Development
IX -23
Needed infrastructure may also be funded through Mello -Roos districts. In a Mello -Roos district,
property owners are assessed an equal fee for a specified number of years to fund construc-
tion —and sometimes even operation —of a specific improvement within that district. Mello -Roos
districts are established by a majority vote of residents within a proposed district, or the majority
of property owners if fewer than 12 properties are involved. Mello -Roos districts are an
attractive method of funding improvements needed to support developments on land with one .
or a handful of property owners.
e:scondev
Economic Development
IX -24