Loading...
023-08 Appendix - Resolution - Parks Plan AppendixCity of Port Orchard 2008 Comprehensive Parks Plan    APPENDIX 1: WATERFRONT REVITALIZATION PROJECT Port Orchard Waterfront Revitalization Project City of Port Orchard Port Orchard, WA 1933 3 May 1983 The Honorable Lee Caldwell Mayor, City of Port Orchard Port Orchard, Washington ka1pri1in • pettinari de1ign architect/ and urban planneu 2031 ea1tlake ave, 1eattle 98102 328·0900 Dear Mayor Caldwell: We are very pleased to submit the City of Port Orchard Downtown Revitalization Recommendations to the City and citizens of Port Orchard. These recommenda- tions represent six months of intensive study working with the Revitalization Task Force, th City Council and City Planning Commission. We are confident that this report portrays the community's objectives and ideas in a realistic and achievable manner. We have designed this report both as a graphically illustrated design instruc- tion book and a document which promotes the resources of the community. The recommendations strive to capture the assets and potentials of those resources for the future economic and physical benefit of the community. Our study team, which consisted of I<ASPRISIN-PETTINARI DESIGN and JUMP, HUIBREGTSE, STOUDER, INC., have enjoyed working with the city's elected officials, city staff, and the Task Force Members. We are very encouraged by the leadership which exists in both the public and private sectors of the Port Orchard community and are confident of the increase in the quality of life that the leadership will engender for the downtown and waterfront areas. We trust we have fulfilled the charge given to us by the City and to seeing the recommendations presented in this report becoming are always available to assist you in any way possible in development of your city. Sincerely, Mil~ Ronald J. KasJrisin 1 I Architect andrurban P~ner RJK/rb look forward reality. Wf the future WATERFRONT REVITALIZATION PROJECT :JITY OF PORT ORCHARD Port Orchard, Washington 1983 he City of Port Orchard ort Orchard, Hashington ayor Lee F. Caldwell ~ormer Mayor) Paul Powers Jr. i ty Council Members =onard Clark )bert Geiger )hn Clauson ngaret Jane t1i ller 1uck Childress :rald Grosso .m Hilson .ty Planning Commission >hn Hokanson, Chairman 'onard Minor nneth Hacker th Strube rlene Thompson muel Taylor m Hong lan Barger ty Staff rry Curles, City Engineer ry Smith ASPRISIN-PETTINARI DESIGN .rchitects and Urban Planners eattle, Wa. ump, Huibregtse, Stouder, Inc. ngineers and Planners en ton-Selah, W A. Special Thanks To: Revitalization Task Force: Ken Cherry Russel Halsted Ron Mason Carolyn Powers Arnold Norem Herb Thelson Marvin Coe Jerry Burkhardt Low Reichter Barbara Stamp Jim Armstrong Jorden Cohen Millard Buford Marlin Mangles Bi 11 S trankman \tJe greatfully acknowledge the flying skills of Larry Curles, City Engineer -The Red Baron would have been proud. Use of graphics within this document may be used only with the expressed written permission of the City of Port Orchard or Kasprisin-Pettinari Design. The graphics may not be used in the production of any artifact intended for sale or trade for personal gain or use. This project was supported, in part, by funds from the Office of Coastal Zone Management, National Oceanic and Atmospheric Administration, U.S. Department of Commerce, administered by the Department of Ecology, State of Washington. TABLE OF CONTENTS Letter of Transmittal Acknowledgements Table of Contents Purpose and Use of This Document • . . . . . . . . • . . • • . • Preface I The Setting: Faators Infl.uenoing Development . Area Resources Business Survey . . • . . . . . . . . • . · · · · 2 The Projects: Design Eooommendations Overview Recommendations by District City Entry • Sidney Hill Downtown .. Marina Water Edge Downtown East Entry Highway Commercial • West Bay • . • . • • 3 The Next Step: Strategy and Implementation Organization . • . . . • Management/Financial Plan Federal Financial Assistance State Financial Assistance Economic Recovery Tax Act Port of Call Package Financial Plan & Project Summary 5 15 19 21 25 26 30 32 38 42 43 44 47 49 50 51 55 56 60 64 PURPOSE AND USE OF TinS DOCUMENT The objectives of this study are to develop recommendations for revitalizing the downtown and waterfront areas of the City of Port Orchard. Those recommendations are presented in this document. The purpose and use of this document is threefold: 1 to identify and describe those projects in downto.vn. and along the waterfront which can be realistically and affordably accauplished; 2 to demonstrate the manner in which those projects can be accauplished, both through local efforts and financing and, through assistance fran federal, state and/or other non-local sources; .. to serve as a prarotional docunent for use by both the City of Port Orchard and the merchants and citizenry in pursuit of revitalization objectives. Port Orchard has the opportunity to use the outstanding natural and developed resources of the surrounding area to greatly improve its image and economic base. Promoting these resources as a part of a revitalization strategy is a significant objective for the use of this document. Examples of such promotion effort include: • the report should be submitted to state and federal legislators as a means of documenting the City's development objectives and informing the legislators of the specific projects and funding strategies the City anticipates assistance in developing; • submission of the report or sections of the report to Puget Sound area travel associations, travel agents, visitor associations; • submission to cruise ship companies such as the Virginia V. Foundation, West Tours and charter boat operations to demonstrate the present and future visitor industry development activities of the area; • the report should be circulated to the library and the Port Orchard Historical Society. In addition, the document and its graphics should be made available to special local interest groups for the promotion and development of private sector economies which relate to downtown and waterfront revitalization. Such groups could include: • The downtown association(s); • local merchants and realtors; • local and area chamber of commerces; • private investor groups; • The Port of Bremerton. Finally, this report should becorre a necessary and on-going tool for the private sector in the revitalization of downtown Port Orchard and its waterfront. PREFACE The Port Orchard DawntCMn Waterfront Revitalization Project is being sponsored and managed by the City of Port Orchard. The finn KASPRISIN-PETI'INARI DESIGN, Architects and Urban Planners, is under contract to the City to develop the waterfront developrent plan. The funding for the study is provided by the City of Port Orchard and the Office of Coastal Zone Managarent, National Oceanic and Atrrospheric Adm:i.nistration, u.s. Department of Cormerce, administered by the Depa.rt:Ilent of Ecology, State of Washington. The project is assisted by a Task Force of area residents, property owners, business people and city officials. The project area encatpasses the total waterfront within the city limits with special attention on the do.mtoNn area. While dealing with the waterfront area, the study assesses the related issues of parking, retail activity and the changing use of the dCMnt:o.m. The project began on Noverrber 1, 1982, with the first Task Force rreeting in City Hall. On Deoerrber 14, 1982, the Task Force rret to discuss issues and direction. On January 17, 1983, an open house was held in the Ho.ve Building at Frederick and Bay Streets to gain input from the general public. This open house, referred to as a "design studio," proved a big success with over sixty people providing input for the designers. On !'larch 2, 1983, the study team circulated a newspaper insert in the Port Orchard Independent for public infonnation and project prarotion. On the evening of ~larch 7, 1983, there was a major presentation of desiqn concepts and site specific recamendations. On the evening of April 11, 1983, the Task Force _and City Council reviewed final reccmren.dations and the study team proceeded with preparation of the final dOC1..l!rent. THE PLANNING DOCUMENT This document has been designed to emphasize design concepts and specific design recommendations. The report is organized into three chapters: • Context: a description of the locationa1 assets of Port Orchard as well as a sumnary of those significant influences affecting developrent; • Design Recartrendations: specific proposals for revitalization in both the public and private sectors; • The Next Step ... : a discussion of strategy and rrethods to implerrent the designs. Many projects are presented with the anticipation that their implementation could occur within the first year. Other projects, r•1ore complex, arc described in relationship to the additional planning, coordination and design necessary to make them happen. Finally, while this document deals primarily with the do;mtown area of Port Orchard and the uruuediatv waterfront ancl upland areas within the city tound,Hi, the dcsiCJil approach and community involvement will 'i: lvere so important to the success of this document <1rc• llso possibte in other areas of the city. 2 1 THE SETTING ... FACTORS INFLUENCING DEVELOPMENT i n A VISITOR'S VIEW -'l'HE MISSOURJ AND PORT ORCHARD 4 area resources In order to understand and appreciate the potential of the Port Orchard ccmnuni ty it is necessary to ..mderstand the physical proximity of the carmunity to l'lestern Washington's nount.ain and water resources, recreational opportunities, and urban centers. The future of the canmuni ty' s image, Port Orchard' s :::crrrrercial center revitalization, and the future :!COnanic base of the ccmnunity is directly related to t.he recognition of and appreciation for those natural resources. !igh 1 ights of the area's resources and history are ~esented to the reader as a backdrop for the design >roposals which follow in later chapters. HE PUGET SOUND REGION haracteristic's of Port Orchard's regional location nclude: • the composition of forests, water and mountains of Western Washington; • the Olympic ~buntain range thirty miles to the west; • access to the City of Tacoma twenty miles to the south; • access to the City of Seattle fifteen miles to the east; • • • direct access to the City of Bremerton nine land miles (three water miles) to the north; views southeast to ~bunt Rainier and northwest to the Olympic Mountains; and, the employment, recreation and livability of Kitsap county. ITTSAP COUNTY ltsap county lies between the Jrridor of Tacoma-5eattle-Lverett developing and the )Ltntai ns and raci fi c Ocean to the west. The mflscape is characterized by the shorelines urban Olympic county of the bays and inlets of central Puget Sound as well as the glaciated inland ridges and bluffs formed by the Vashon Glacier some 14,000 years ago. Significantly for the City of Port Orchard, access to Kitsap County from the east for the past 100 years or so has been limited and has provided the carmunity with an isolation and insulation which has remained until the last decade. The county's image is strongly influenced by the smaller inlet communities of Poulsbo, Silverdale, Kingston, Manchester and Port Orchard. As Kitsap County responds and reacts to the increased development of marine and military related economic activity, so too is Port Orchard, the County seat, changing arrl m:xlifying its role and function. Kitsap county land use policy is promoting high density population growth at and near urban centers. For the South Ki tsap County planning district, Port Orchard and Manchester are those urban centers containing or having potenial for the necessary services to support the higher population concentrations. A county objective is to protect the rural character of the Kitsap peninsula and control the growth associated with the developing military related employment base. County population, by county estimates, will increase from the 1975 figure of 26, ';DO in South Ki tsap to 42,000 by 1985, two years away. The 4, 600 population of Port Orchard will definitely be impacted by the county growth, possibly exceeding 5,000 by 1985 • The military employment base is expanding at the Bangor Naval Reservation northwest of Port Orchard, at the naval ship yard at Bremerton immediately north of the city, and at the Keyport Naval Research Station to the west. Associated impacts on Port Orchard will involve annexation pressures, increased service requirements, additional outlying shopping plaza proposals, and traffic and transportation problems. c~ , · ri I -· I ·' / c .vancouver/ ' , ' j <:-.; 1\ // pacific ocean 15 12.5 0 15 30 '"' 45 liilllillllli~lll\111 ~1111 ~1111f:.:rmrJ.,,, .• :,J,:il.:il:l'li':l'.1 11111111 ,111,1111 ,11:111111~.1,111 jlltlltllllllli,llrr·,r,;, '· 1 gaphic scale 1" = 15 mile>; 6 THE CITY OF PORT ORCHARD 'l'he physical characteristics of the city consist of the ever present waterfront along Sinclair Inlet, uplands which rise sharply fran the water's edge along the northern portion of the city characterized by north-south ravines serving as drainage ways to Sinclair Inlet. 'IWo predominant ravines bound the downtown commercial center of Port Orchard, Blackjack Creek on the east and Port Orchard Boulevard (a historic drainage area) on the west. An additional ravine exists east of Blackjack Creek and forms the corridor for SR-160, Bay Street. ~~-/ 2000 0 2'000 40010 r ... , •• l. ... J''',...."''-•-,.. 9'"9hlc -1• l"=:KI00'-0" NORTH Blackjack Creek is a significant salmon habitat in the Sinclair Inlet Basin. Chum, coho, and chinook salm::ln, steelhead, and sea-run cutthroat trout all occupy the creek drainage. Chum salmon utilize the lower reaches for spawning and rearing. No significant habitats exist for fish species along the City of Port Orchard's Sinclair Inlet waterfront. To constructively deal with the impacts of county growth, Port Orchard must modify its image and role as a small waterfront camrunity. In no mmner need the values and int.imacy of the small carmunity change drastically; hc:1wever, as services, housing, shopping areas and public facilities expand away fran the water's edge, the role of the historic waterfront center needs to adjust. As Port Orchard develops further as a "focus" or center of activity for South Kitsap County, the resources of its natural setting, the views, recreation potential and quality of life need to be reassert:L->d and praroted as inherent characteristics in the emerging Port Orchard community. ~--------------------------·m··----- : 400 0 1600 2400 ! 'f:O,.m;rlJ( IJm!'lll!l~liriiWIII:IIIIf.PO ('!lillll/~11111/l~I!IIIIH~ JH)I!rll.ll~( 1111 \.'h·ltrr:illlrllll:l:/1111! graphic ICIIe 1" = 800 ' NORTH elnclelr Inlet The Port Orchard Downtown Waterfront Revitalization Project is bounded on the north by the harbor line, on the east by the city limits, on the south by the upland residential areas, and on the west by the city limits. 8 IDS TORY The following are swmnary glimpses from Hllat 's In A Name" Kit sap County d ! li -olnry, by the Ki tsap County Hi stonca l 3oc ter_y. "3 idney, Published The town of Sidney (Port Orchard) was niJ.IIled after Sidney Stevens by his son Frederick when the town was being plotted in 1886. While Sidney became Port Orchard in 1903, there were in actuality four Port Orchards in the Sinclair Inlet area: l) the early mill to1m at Enetai; 2) Charleston (formerly Port Orchard); 3) in 1890, the town of Port Orchard two miles west of Bremerton; 4) and the existing City of Port Orchard (Sidney). Port Orchard (Sidney) has been the county seat since 1893. The physical development of the town began in 1886 and was bound by Sinclair Inlet {Port Orchard Bay) on the north, Sidney Street on the east, Division Street on the south and \lest 3treet on the west. In 18~ the boundaries were fixed by the Inlet on the north, Mitchel Road on the east, on the south by >outh Street, and one blcx::k west of Short Street on the west. :_,unt:Jer was the prirPary industry until a Navy Conmi.ssion ;;elected Port Orchard Bay as a site for the second 'acific Coast Naval Base. In addition to the naval ~se, two steam sawmills and shingle mills operated on 3lackjack Creek. A large pottery and terra-cotta plant vas lcx::ated at the foot of Pottery Hill. Fire lispatched both the pottery and shingle mills. :n 1888 Bay Street was beach or tidelands, flooding 1ith salt water with every tide. The first "LID" :or improvements was placed on lcx::al saloons in the -orm of a license tax or poll tax and Sidney and Bay treets were improved. By 1905, Bay Street was a ooden boardwalk containing over twelve structures ncluding the s.s. Finney Livery Barn, Weber's aloon, Corbetts' Drug 3tore, the Yakie Building, he Brick HoteL Hiller's General Merchandise, avie 's Grocery Store, a Methodist Church, a First hristian Church, a funeral parlor, the Shingle ill, Dempster Cottage and Ainsworth's Grocery. n the late 1880's and 90's several railroad surveys ere conducted which impacted, at least, the names of Jrt Orchard's streets. Examples include "Depot treet" in Annapolis, "Hailroad Avenue" in the Potter:l reek ravine, and "Railroad Addition." 1 18'.'t2, the county seat was approved for 3 idney, moving from Port Madison. In 1~8, the Washington Veterans flame was located to the east of town. Sidney Hi 11 was referred to as "Fort Hi 11" in the early days and was secured with a cannon from the old steamer Polytofsl<y, a gunboat inherited from Russia with the U.S. purchase of Alaska. Much of Port Orchard's history is clearly related to the water and ships. Early residents of Port Orchard (Sidney) were not adverse to rowing to Seattle although sai 1 boat transport was more common. Around 1888, steamer service began to the Bay from Seattle, Colby, and Manchester. The early steamers were the Leif Erickson, the Helen, the Grace, the r.buntaineer, the A.R. Robinson-;--airl the sai1Juan. Sternwheelers were also used up to 1~0. Freight was handled primarily by sailboats such as the schooners Harry, Cora, and Joaquin. Around 1900, more substantial craft plied the Bay such as the Athlon and Inland Flyer (forerunners of the Virginia class). Others joined the fleet and the H.B. Kennedy (changed to the Seattle) became an automotive ferry in the early 1930's. The City of Bremerton was the first automobile ferry to serve Port Orchard Bay. Passenger and vehicle steamer and ferry ships have played a dramatic part in Port Orchard's history, Names of a few of the ships include: Chippewa, Enetai, Willapa., City of Sacramento, and Malahat. There may be a place in Port Orchard's future for at least the rememberance of the r.bsgui to Fleet. ARCIDTECTURE Architecture: Fire has claimed many of the original Port Orchard-6idney structures s1nce the 1890's. In 1895, nineteen buildings of the business center of Sidney were destroyed. Despite. fire and perennial economic hardtimes, the downtown has rebuilt and remodelled itself over the last ninety years. Basic materials included wood and wood frame oontruction. Design was actually quite diverse, reflecting the dreams and aspirations of the community. Styles ranged from the mid-victorian and somewhat elaborate Sidney Hotel to the work buildings of the Port Orchard dcx::ks. The Sidney Hotel (Navy View Hotel) , corrpleted in 1893, contained forty-five rooms, a dining room, a lobby/ballroom and bar, plus utility roams. The hotel was ITDved two blocks to its present location in 1910 after a flash flood damaged the foundation. Historically, uses have varied fran the stately and elegant Navy Vit.!W Hotel to a work house for the county. produce navy vie dance ha • • . . -. rJ " .,, ~ tage, .( Bt --~ ~; ft~,.· • . 4ft • ... ·... .. hotel " • "• .., ... '• .. '• "'· . ,. •· • .. .. ' I ...... Port Orchard 1914 Port Orchard 1982 ter:mi.DBl .. •• • • • I .. ~J \~ u 11-}... u I oC The structure is presently vacant and in a state of partial restoration. Miller 1 s General Merchandise (Blanchard 1 s Depart:nent Store), located on Bay Street, was a splendid example Oflate 1880 architecture containing a Victorian b#o-story high, narrow front fascade. Constructed of ~ frame materials and finished with ship lap siding, the building is highlighted by bracketed cornices and rrezzanine winda.vs along Bay Street and Sidney. 632 Bay Street Buildings (Soo Hoy Cafe), is notable as an example of numerous structures in Port Orchard's history having the same front fascade and roof pitch characteristics. The 632 Building is essentially the last remaining fascade of this type . Al2 Bay Street Building (Howe Building) became a landmark as a dominant, concrete constructed building prominently situated at Bay Street and Frederick Street. Brick Store Block, at the corner of Bay and Sidney Streets, is a one-story commercial structure significant for its corbelled brick fascade. Callison's, Inc., Buyers Building, originally constructed as a warehouse, is a ~ frame one-story structure with typical pitched roof, high parapet fascade and V-drop siding. Th rear portion of the building is still on pilings over the water. The wilding is typical of the Port Orchard dock and warehouse structures constructed around 1900. The present day Bay Street fa cade contains many architectural forms and elements from the early 1900 Port Orchard building stock. They provide a substantial base for a genuine and inherent Port Orchard image, one which is directly integrated to the history and growth of the community. 10 SINCLAIR INLET D County Bldg Orchard Ravine Commercial Creek Ravine Tidelands r DEVELOPMENT PATTERN WA. Veterans Home The overall development pattern follows the shoreline and ravine geography. Filled tidelands have altered the natural state of the shoreline since the late 1800s, providing the only available building area at the water level. The Fort Orchard Blvd. ravine area, Blackjack Creek ravine and the ravine traversed by Highway 160 provide both drainage and access from the upland bluff to the waterfront. Commercial development occurs along the waterfront tidelands at the base of the bluff in a linear configuration. While land availability for development does not exist· in large sections, quality building in-full on vacant and under utilized property along the waterfront offers potential expansion space for water dependent and related uses. BREVIOUS DEVELOPMENr . PROPOSALS In 1966, Port Orchard completed a comprehensive plan for the city and downtown area. As a point of reference, the development recommendations for the downtown and waterfront are summarized below. Pertinent aspects of the plan include: • a scenic waterfront beach drive, from the De !<alb Street right-of-way connecting to Bay Avenue east of the West Bay Commercial area: • a substantial fill of the tidelands along the waterfront from the De Kale Street waterway to and including Blackjack Creek and West Bay; e a waterfront park and restaurant on newly filled tidelands; • a new yacht club marina, filled tidelands at the Creek: boat sale area on mouth of Blackjack • and, an ex~~ndL~, east-west commercial wall to the north side of the existing Bay 3 treet complex; a civic center/auditorium was included in the development; • A relocation of city hall to Sidney Street and the Blackjack Creek extension (present by-pass proFQsal); • and, a new waterfront motel. Ferry Auditorium sr 160 12 Sinclair Inlet J ·········· . • • WATERFRONT DEVELOPMENT The majority of the project area unconsolidated fill material dating to 18SO. is back located on in stages The geology of the waterfront consists of fill material with fair to poor foundation suitability and very poor seismic stability. The maximum damage during the April 1949 earthquake occured in structures built on fill conditions. 3lopes bounding the project area and the downtown are generally greater that 15% and are not suitable for significant construction. ~ surf smelt critical habitat area occurs outside of the project area between the western city limits and the highway 16 turnoff. Significant coastal drift :x::curs at the mouth of Blackjack Creek which is .3 Marina • • • : ... -.::;:: ::: .. -.::. .. _: ':."'--:~_ .. : : ... · .. -.:: :~·!.-.... ~---~ daninated by a sand shelf. The drift is northwest in direction, east of the creek; and west, west of the creek. Where structural rip rap is not present along the creek shoreline, notable eroding exists. Wave action is fran the northeast, varying fran one-half foot to two feet in height 7. 5% of the tine and 30% fran the north. WATERFRONT ACTIVITIES The Mosquito fleet has served Sinclair Inlet from the 1890's to the present, with state as well as private vessels providing transport. The early Port Orchard-5 idney waterfront was characterized by finger piers extending out over the tidelands for steamer and fc•rry use. During the early 19i\J's the Port of Bremerton contructed a marina along the . ' Westbay .i• I • "' I . ',\. ··-• :t I • -w• . -~: downtown waterfront which greatly enhances the marine use of downtown. The marina consists of the following: • 360 total berths, approximately 75% of them covered; space for expansion is available; • 1,200 feet of visiting boat area inside the breakwater and an equal amount outside for larger boats; • a deep water harbor ranging in depth from 30 to 50 feet; and, a minimum of fifteen feet depth at the shoreline. The privately owned Port Orchard-Bremerton passenger ferry utilizes the Sidney Street vlaterway and provides service to Port Orchard, Annapolis and the Bremerton Naval Shipyard. This ferry transports between 1,200 and 1,600 persons across Sinclair Inlet every work day. 14 COUNTY OFFICES Port Orchard is the County seat. In 1980-1981 it rem:xlelled and extensively expanded the facilities to the south of downto,.m at the top of CJine Street. Approximately 350 people are employed by the county at the facility. In 1983, work l:::xcqan on the new Kitsap County Work Release facility associated with the existing County CallJlex. PORT ORCHARD BY-PASS [n an effort to reduce traffic congestion into and :hrough the downtown area, the City of Port Orchard ls presently involved in the development of a )y-pass connecting Tremont to Lund Street (the )referred connector). This connector will cross llackjack Creek ravine between Tremont and Lund .treet in a four lane configuration between Port >rchard Boulevard and Sidney Avenue and for a >00-foot section of Lund Street west of Bethel. The ntersections of the by-pass connector and Port lrchard Blvd, SidneyAvenue (!bad), and Bethel Road 11 will have signalizations and pavement mprovements. According to the City of Port Orchard y-Pass Envirorunental Impact Statement, pproximately one-third of the traffic on Bay Street nd one-half the traffic on Sedgewich (the two ast-west existing connectors), will be diverted to 1is route upon construction of the by-pass. ::ITSAP TRANSIT . tsap Transit initiated bus service for Port :chard and Ki tsap County on M:mday, April 18, ~83. Three bus routes for Port Orchard began at te foot of the ferry dock in downtown and go to ~ar Heights, Bransonwood, and Orchard Heights. In tdi tion, a special commuter run for foot ferry ,ssengers services the Annapolis dock. tsap Transit was created in the fall of 1982 with 'ter approval of the Public Transit Benefit Area TBA), funding commuter, local Bremerton, and nior citizen transportation through the Kitsap ninsula Housing and Transportation Association. uth Ki tsap County is serviced by the "County Line" ich began operation April 4, 1983. JaCts on the downtown development recommendations " discussed in a later chapter. business survey Dun ng Novem0her l <J82, lnterviews were conaucted with conununity leaders, downtown business people, ano lan<l and bui ldincJ owners to assess their attitudes, aspirations, fears and leadership abi l i tiPs regarding the future of downtown and the adjacent waterfront. The results and assessment of those interviews are provided below as a prelude to discussions of proposed design improvements and design strategies. St Sedgwick Rd A downtown I\Orkshop was conducted on January 17, 1983 to gather community-at-large response to the waterfront downtown developnent project. In addition, a special newspaper insert was included in the Port Orchard Independent newspaper on March 2, 1983. THE ECONOMY It is accepted that the Pacific Northwest's economy has greater difficulties than that of the nation. Many feel that the nation's ecot.omic conditions are the result of decline of productivity, years of inflation, increased foreign competition, and continual federal deficits, all combining to stifle real growth and investment at home. The structural difficulties in the economy are defined in a manner that so., utions require new investment and new production models, such as restructuring the steel and auto industry, if the nation's industrial base is to regain its competitive edge in the world competition. ~'lhile the State of \'Jashington is not dependent upon the steel, auto, and other basic industries, as much of the ~tidwest and Northeast is, it does, however, have several economies, the forest products industry and the agricultural industry, that are suffering from the same malaise. The forest products industry, because of the decline of the housing industry the past several years, and because of increasing competition from other parts of the country and the ....orld, has been in disastrous shape. It may never fully recover its previous inportance in the No~st. Even with increases in housing activity, many of the hones to be constructed over the next decade are probably going to require less lumber and fewer other wood products. A second vital econanic activity, the agriculture of the State, is also experiencing increasing competition plus rising costs. All of these relate to the amount of expendable income in the state, and while not directly impacting Port Orchard, impact the market it is attempting to pursue, r~ional tourism, and the disposable recreational and leisure dollar further discussed below. The area's economy is significantly impacted by the importance of the nearby Naval shipyard in employ- ment and income. In one document reviewed, Kitsap County is reported to have the highest per capita dollar amount of federal expenditure of any county in the nation. The significance of this is not lost on the average business in the area, and neither are the fluctuations in the federal or military employment. The increased activity announced several months ago will bring more employment and income to the area, but as one Port Orchard businessperson observed, its impact on Port Orchard will be in three ways: increased real estate activity, increased gasoline sales, and increased traffic and circulation problems. As the military base is apparently served by two excellent PX's, traditional retailers are facing pricing competition beyond their ability to compete. DOWNTOWN IDENTITY Throughout the interviews with the downtown businesspeople and others with knowledge or experience in the econanics of the downtown, caments almost without exception indicated that the future of the downtown was tied to recreation and tourism opportunities, coupled with the advantages provided by the natural waterfront and not in competition with the central business district of Brenerton, or with the PX' s provided by the Naval Base. In addi lion, the respondents reoognize that Port Orchard had sane advantages that the other areas don't possess, that is, the waterfront and Port of Brerrerton, Port Orchard marina noorage in the downtown. Many of the businesses that are now in operation exist because of tourism and the downtown waterfront. For example, the Hariner's Mug, several taverns and knickknack shops occur downtown. They probably would not be there if it wasn't for the proximity to the waterfront and the marina. \Vhile some traditional retailers still operate, such as Rice Electric and Blanchard's Department Store, these either are family businesses that have been in operation for several generations, or are businesses undergoing change and becoming more specialized, catering to an increasing tourism, visitor market. If Port Orchard is to contain a downtown with strong retail services, it may be necessary to continue to specialize and create its own market, that is, the establishment of stores and activities of interest to visitors and boaters. The recognition of this identity does, in fact, now exist. The future requires that it be emphasised and planned for in a more organized and concerted fashion. The two problems most frequently identified by members of the downtown camnmity are parking and traffic circulation. To sane degree, the circulation problem, which largely creates the parking problem, will be significantly alleviated as the bypass is constructed during the next several years. The exdct nature of the parking problem is related to competition for available spaces between ccnrnuters and shoppers. The solution rnost likely hinges on the future of parking provision for commuters away from the waterfront. In a parking- 16 ferry survey conducted by the study team during the w1.nter of 1983, over 50% of cc:mnuters using the passenger ferry parked in the downtown. The remaining 50% either walked home, walked to outlying areas where tl1eir cars were parked or were picked up in the do.-.rnto.vn area. The parking survey also indicated nl.ll1l(:rous vacant shopper parking spaces throughout the day. There are obviously nore consurrer-oriented uses uf the waterfront than as a parking lot tor workers cc:mnuting to the shipyard. The parking problem is not one of a lack of adequate spaces, but one of location and circulation to and fran the parking spaces. MANAGE:MENT AND ORGANIZATION Downtown Port Orchard is characterized by a significant number of individuals who aggressively pursue business and development opportunities, and who appear to genuinely work together in solving problems. The marquee along the store front is one example. This was establised some 11 years ago by a Local Improvement District (LID) process and cost approximately ~140,000. Most businesspeople pay from 1300 to SSOO a year in amortizing the LID. The records and accounting on this process are maintained by the City Clerk-Treasurer, and apparently has proceeded over the years without any major difficulties. A second existing organizational structure is the Port Orchard Downtown Improvement Association, a >ubchapter S corporation composed of some 10 to 12 businesspeople who organized themselves to invest in Jpportunities in the downtown. Its first venture Nas the acquisition and rehabilitation of the JUilding which now houses the theater. This group is organized to take advantage of other Jpportunities if they were feasible, such as the >cquisition of the vacant lot next to Cook's Jelicatessen, or a venture into the Howe Building. rhird, it appears that in many instances when things 1eed to get done, the business community meets and liscusses the issue through an informal 1ssociation. Advertising formats, hours, and other ~omotional activities are examples of this, all tpparently done on an ad hoc and informal basis. ~ere is a loosely established downtown association :hat apparently meets once a week or once a month, o discuss downtown business ventures. During the ;tudy period, the various downtown associations met o consolidate and unify their energies for downtown evitalization. 'ourth, there are activity committees ,f the same people involved in the 7 often composed above organized or l=sely organized structures, who meet, plan, and get things done on a special event basis. One example is the Western Day celebration by a few key individuals and attend~1 by over 10,000 people as tourists or visitors. Another is the waterfront festival, Fathoms of Fun, that in the past was organized by the 01amber, but is now out from under its organizational structure, and appears to function by committee. The festival and celebrations present a substantial source of revenue and revitalization energy if properly ooordinated and managed. lVhile there do seem to be organizations or groups that accomplish tasks, such as: l) paying off an LID; 2) promoting investment opportunities in the downtown; 3) coordinating advertising and promotion; and 4) managing special events, there really is no mechanism to tackle more difficult or long-range problems, such as implementation of a downtown design and redevelopment plan. In fact, one conclusion of the survey is that there is not a clear recognition on a regular basis of exactly how things do or can get done in the downtown, and what are specific problems. The process is dependent upon a small group of individuals deciding that something must happen, and then they themselves get it done through their own energy and generally without some recognized plan. This is an excellent way to solve most minor problems, but a more difficult problem or a more complex goal requires a more systematic approach. Volunteerism works on a short term basis, but produces a 'burn-out' effect over time for most individuals, no matter how dedicated. Other suggested improvements and features for downtown resulting from interviews are as follows: • specialty shops including a jewelry store, an ice cream parlor, a bakery on the waterfront, a knick-knack shop, a bed and bath shop; • painting the marquee; • specialized pursuit of boater, marina trade; • establish Bay Street as a one-way street; • facilities and activities to attract the Virginia V; • encourage and expand the street fairs, farmers market and festivals held downtown; • restore the Sidney Hotel; • increased community support for the downtown; • installation of a telescope on the boardwalk; • attracting "spin-off" activities associated with Bremerton conventions and conferences, such as the National Square Dance Convention in 1984; • • clean up storefronts, adding and other decorations; increased waterfront activities; flags, flowers • small gift shops unique to Port Orchard; • tourism activities unique to Port Orchard; • reduce the attitude of no parking when in fact there is ample parking space; • more downtown activities; • bed and breakfact facilities on Sidney Hill and in the Sidney fbtel, with a quality restaurant; • permanent parking for shoppers; • a waterfront park for waterfront activities. PARKING SURVEY In January 1983, staff nenbers fran Kasprisin-Pettinari Design interviewed ferry camuters between Port Orchard and Brenerton as ~11 as conducted a parking lot occupancy survey for the area north of Bay Street in the downtcJ..m area. While acknOw'ledging that winter travel and parking patterns may differ substantially from suntrer season, they do indicate the local pattern of ccmnuter and shopt-er activity. Findings of the ferry users survey and parking inventory indicate that: • the majority of ferry use is by those ccmnuting to work, with the vast majority of those ccmnuters being employed by the Puget Sound Naval Shipyard • CO!TITIUter use is disproJ:X)rtionately heavy at the rtDrning and evening "rush hours" • slightly rrore than half of the ferry users ccmnute daily via the ferry and park at or near the ferry terminal; the remainder are dropp€:!<1 off and picked up or walk to the terminal • the DowntOw'n and the Annapolis terminals share equal proportions of commuter travel • corrmuters indicated that adequate parking space currently exists on the Port Orchard waterfrcr1t • sufficient levels of shorter term parking currently exist for shopping activity during the winter xronths • the majority of commuters indicated a willingness to use public transit if it were provided (and provided at convenient and frequent intervals) • one-way ccmnuter passenger traffic fran the ferry system totals approximately l ,600 people per day with Annap::>lis and Downtown sharing the load equally The volurre and direction of overall pedestrian and vehicular rroverrents to and through the study area are inportant considerations. Besides being an issue of safety they also contribute to or diminish the overall quality of the use of the area for any reason. The study team has and will continue to coordinate with others resp::>nsible for planning and .i.nplerrenting traffic and transit .i.nproverrents in the study area. With proper coordination this plan will serve as a guide to Kitsap Transit Authority regarding the location of future transit st~s, passenger shelters, and van and bus turnouts. 18 2 THE PROJECTS ... DESIGIT RECOMMEITDATIOITS The urban waterfront of Port Orchard, from the western city limit to Annapolis, should be perceived as one integral community resource. This waterfront provides water access, diverse places for economic, social and recreational activities, and exists as a continuous natural feature linking the many upland 'places' together. ln order to illustrate this resource, and potential for the community, and which it can unify the upland development of Port Orchard, this present two levels of recommendations: its importance the manner 1n or shoreline chapter wi 11 • an OVERVIEW of the project with generalized DESIGN GUIDLINES; and, • site specific DESIGN REc:x::Mv!ENDATION3. The Guidelines and recommendations are highlighted by graphic translations depicting projects which could be constructed over the next few years. In order to clearly describe recamendations, the overall project area is segrrented into DESIGN DISTR.Icrs. Each district is defined by either a physiographic feature, a collective image and/or grouping of activities. These districts should prove beneficial as rranagerrent tools, during implerrentation. Each district is defined according to physical characteristics and existing and proposed uses. Land use recanmendations identify a primary or dominant activity for each district as an intent or direction for the future and do not exclude other existing activities not related to the primary use. The objectives of the reconmendations are to encourage a clarification of activity for each district and better relate future uses to the waterfront. !I 1 • overv1ew CHARACTERJSTICS Activity District A Present Use Recommended Use CITY ENTRY PRIMARY LS E: • water related • vacant land • water related/ • water dependent • light indus-water dependent • water view trial commercial and • forested uplands • marine sales, industrial uses moorage, boat such as boat repair sales, repair, ----------------- 0 100 200 300 ,_...,, _ _,.... . ...., 1' NORTH 1 • I I 0 Activity District B CITY HALL • highly visible Activity District C SIDNEY HIIL • higher ele- vat ion • significant unique struc- tures • dominant loca- tion • on a 'bench' of topography Activity District D CXMMERCIAL OJRE • linear building development • one and two storey build- ings • retail conuner- cial • adjacent park- ing area on north side • primarily on filled tide- lands • general comm- ercial • auto sales • water access (launch ramp) • Goverrunent • residential • religious • office conun- ercial • cultural/arts • retail/ office/ service • financial • dining/enter- tairunent noorage, con- struction and landing PRI.MMY lEE • Government PRI.MMY lEE • residential hotels (bed and breakfast) • Ancillary Uses: -religious/semi public -cultural/ arts -residential -office comm- PRI.MMY u:; E: • retail/office/ service • Ancillary Uses: -tourism activ- ies -conununi ty civic and cultural uses • open air market • festivals 0 Activity District E MARINA/WATER EOOE • open and cover-• boat moorage ed moorage • transport- • sewage treat-ation(ferry) ment facility • parking • views of • sewage treat- Sinclair Inlet ment and naval ship-• public water yard front access e rcx:k rip-rap along water edge 100 too ... PRIMARY lEE: • marina/water related-water dependent uses • Ancillary Uses: -visitor facilities -conununity, cultural/civic facilities ~ Activity District F fUVNTOtJN EAST ENTRY • narrow passage • steep upland bluff • no pedestrians Activity District G • upland bluff • pavement, autos, signs • no pedestrians • filled tide- lands ctivity District H PRIMARY lEE: • (waterside) • residential -residential • (upland side) -general comm- ercial/office -residential PRIMARY USE: • auto dealer-• general commer- ship cial • general commer- cial • vacant commercial • residential E3 T BAY CCMMERCIAL AREA. PRlllARY lSE: • upland bluff/ residential uses • pavement, signs, autos • filled tide- lands • no pedestrians • general • commercial commercial retail • office • office • dining/enter-• Ancillary Uses: tainrnent -dining/enter- • financial tainrnent • financial .' !~({/ {I '\ ~ 1 1 1 , , 1 r ' /: I " 1:· i { i l! Activity District I MYAVJ:::NlJE • water edge is highly visibJe • no waterfront land • upland bluff/ residentia 1 • open space • residential DESIGN GUIDELINES PRIMAP-Y lSE: • open space • Ancillary Uses: -residential " tJlj[J CJ Design Guidelines which are common to or appropriat~ for all Design Districts are summarized belCJV.i as th~ FIRST STATEMENT OF AcriON. These apply to public and private properties and buildings and inclentify image, circulation, and community-wide waterfront improve- ments. l ··I ,, ,, l FUBLIC AND PRIVATE PROPERTIES THRa.JGI-DUT THE ~ AND WATERFRONT S!UJlD BE IMPROVED THROOGH U\NIECAPING AND IMPROVED MA.IN'I'J'W\NCE. 2 I.J\.NIBCAPE THE PRCAJECT AREA FUBLIC THORaJGHFARES WITH TR'::ES, SHRUEE AND GROlJND OOVER TO HIGHLIGHT THE FOIUM.ING: • entrances to the downtown area; • specific buildings and groups of buildings of cultural, historical or architecturual significance; • views to the waterfront; and, ter- ritorial and Sinclair Inlet views. 3 UNIMPROVED OR PUBLICLY UNDER-UTILIZED PUBLIC RIGHTS-OF-WAY ALONG THE WATERFRONT SHOULD BE RETURNED TO PUBLIC USE, PAR- TICULARLY ALONG STREAMS, AND WHERE PUBLIC ACCESS CAN BE PROVIDED TO THE WATERFRONT. II ''I,! I I I ' I I 4 BUIIDING STRUCTURES THROUGHOUT THE STUDY AREA SH:XJID BE REHABILITATED TO MF.ET I.CX::A.L BUilDING CX>DES. 5 BUiilliNG STRUCT'URl'S HAVING SI~IFICANT ARCHITECTURAL AND/OR HISTORICAL SIGNIFICANCE SHOUlD BE REHABILITATED IN A Ml\NNER REFLECTING, lS MUCH lS FCSS IBLE, THEIR ORIGINAL APPEARANCE AND DETAIL. 6 THE PORI' ORCHARD !XJ;JN"'''.;iN OORE SOOUID BE RENOVATED lS A HJS'IDRIC MARINE CENTER REFLECTING PORT ORCHARD'S HISTORY AND ARCHITECTURAL HERITAGE. Circulation 7 THE CITY S HOUID INTEDRATE REVITALIZATION PLAN3 \'liTH KI'ISAP TRAl'B IT REGARDING PLATFORM:> AND BlE CIRCULATION ROUTES • 8 THE CITY SHOULD EXPEDITE THE PORT ORCHARD BY-PASS ROUTE AS A MEANS OF REDUCING DOWNTOWN TRAFFIC CONGESTION. . . ... ... 300 1" = 100'-(J'' Waterfront Improvements g A PEDESTRIAN WALKWAY SHOULD BE DEVELOPED ALONG THE WATERFRONT, ON PUBLIC AND PRI- VATE PROPERTY, CONNECTING SHORELINE AND UPLAND ACTIVITY CENTERS. l1QVISUAL ACCESS TO THE WATERFRONT FROM ~ UPLAND AREAS SHOULD BE PROTECTED AND ENHANCED, PARTICULARLY THROUGH PUBLIC RIGHTS-OF-WAY. llWATERFRONT IMPROVEMENTS SHOULD BE PRIORI- TIZED ACCORDING TO: WATER DEPENDENT AND WATER RELATED IMPROVEMENTS. recommendations ~lsign district 3 AREA DEOORIPriON Approaches to Port Orchard both on Highway no. 160 from the west and Beach Road/Bay Avenue from the east are along the water and are characterized by views of Sinclair Inlet, the City of Bremerton, and the Olympic Moun- tains. The western entry, Highway no. 160, parallels marina and moorage facilities on the north and wooded, sparcely developed uplands on the south. From Pottery Avenue Blvd. along Bay Street to the Cline Avenue- Kitsap Street intersections, the entry to Port Orchard is highlighted by older wood shingled waterfront structures on pilings, asphalt parking areas, the city government buildings, the Sidney Hotel and some wooded uplands. Potential assets of the CITY ENTRY DISTRICT include older wood frame, wood shingled waterfront structures with local archi- tectural significance; the Sidney Hotel historical landmark, prominent on Sidney Hill; and one-and two-story Bay Street building facades, commercial in use. City Entry Required Actions ... REVITALIZE THE ENTRY 'ID PORI' ORCHARD 'I'HRCXJGH LJI.NrSCAPING, BUILDING RFSTORATIOO AND ENHANCED PEDESTRIAN SPACES. ENCOURAGE PRIVATE REDEVELOPMENT OF ~iTATERFRCNT PROPERI'IES WHIQf ENHANCE: \VATER DEPENDENT-RELATED MARINE ACI'IVITIES • DESIGN RECO:M::MENDATIONS Visual Entry Improve the visual entry to downtown through expansion of the walkway system. This should include marine oriented view- ing platforms; installation of quality designed entry signs and new pedestrian light standards with banners; provisions of efficiently laid out screened parking areas; and, retention of upland wooded areas along the south Bay street right- of-way. --~---------------------- Restore and safeguard the character and use of the Horluck Transportation build- ings west of the Gull Oil property. Landscape the Bay Street-Cline Avenue- Kitsap Street-Water Street intersection with trees and shrubs to create an arrival-space: an outdoor room framed by trees and existing buildings with views of Sidney Hotel and of Sinclair Inlet. Street trees should be a minimum of 3 1/2 inch caliper at planting. Improve the pedestrian areas within this space with new sidewalks, a clear and safe separation of automobiles and people, new light standards and banners. v1evJ ead maM'l ~ -/iJ\Jt({' l-::&1f'"!<;wJ iP ,1w,mlt<wi '-·{<":"5t(l1},-f Developers of the proposed marina develop- ment adjacent to. the De Kalb Street waterway should construct an attractive landscaped buffer between parking and public waterways; and design the marina support structures to be architecturally compatible with surrounding older bull d- ings and piers. Future development of the Gull property adjacent to the De K~lb st.reet. waterway should meet the follow1ng cr1ter1a: • development of a pedestrian walkway along the northern and eastern edges of the site, connecting to Bay Street; • cooperative development with the City of Port Orchard and the Port of Bremerton of a covered viewing shelter and visiting boat litering float at the northeast corner of the property; new_walk -. .; 1 \ • landscaped screening of all service areas from Bay Street waterfront walkway; parking and from and the • orientation of new buildings to enhance t:h(' idea of a CITY ENTRY to Port Orch<, n'l, including use of setbacks and stagcwnerJ building configurations new trees city hall landscape screen CITY ENTRY view east Water Street TheWatPrStreet right-of-way and l:x:Bt launch ramp should be up:Jraded to inc] ude a landscaped but fer and raised concrete sidewalk six (6) feet minimum in width. At the intersection of the \vater Street walkway and Bay Street, the walkway should be developed as a pedestrian plaza, reclaiming the full extent of the right-of-way. This plaza will then become a design component of the lanscaped CI'fY ENTRY. Waterfront Re-use Private landowners should recycle waterfront lands and buildings to enhance and take advantage of the visitor industry growth objectives for downtown by introducing addi- tional dining and entertainment facilities along the water's edge. The building group between the De Kalb Street waterway and Water Street north of Bay Street could be redevel- oped as restaurants, drinking and enter~ain­ ment facilities with ancillary spec1alty shops. Redevelopment should follow these critera: • take advantage of the proximity to the De Kalb Street waterway visitors anchorage, the proposed private marina, the visual impact of the CITY ENTRY, and the Water Street boat ramp; • recycle the existing wood frame build- ings to restore the scale, proportion, material and facades of the buildings as they were when first constructed. • provide low landscape buffers between the CITY ENTRY and off street parking areas, thus contributing private landscape materials to the public landscape improvements forming the CITY ENTRY image. AREA DESCRIPI'ION The sidney Hill district is bounded by Prospect street on the west and north, Sidney Street on the east and Kitsap Street on the south. The district is characterized by its higher topographic elevation above Bay Street, the historic Sidney Hotel, a grouping of older quality residential structures along K1tsap Street, the church complex at the intersection of Kitsap and Sidney Streets with its predominant steeple and building form, the Port Orchard Museum, the community library and a private art gallery. Sidney Hill is highly visible from the western approach to the city, from the water and the immediate downtown area. f SIDNEY HOTEL-IDLL CLIMB AREA Sidney Hill Required Actions ... ESTABLJSH SIDNEY HILL l>S A HJSTORIC DJSTRIC'T. ENCXJURAGE VJS ITOR RELATED RESIDENTIAL AND ARIS AND CRAF'IS l8 El3 TO DEVEI.DP WITHIN THE SIDNEY HILL AREA, CXJMPLEMENTING EXlST~ RESIDENTIAL lEES I THE sIDNEY HJTEL, AND THE AR'TS AND CULTURAL FACILITIES ALREADY IN EXJSTENCE. DESIGN RECOMMENDATIONS Visual Character Private lands and buildings should be ITI3.intained and upgraded in a manner which retains the scale and materials of the existing older structures. Due to the prominent location of SIDN~Y HILL regarding views of the city, private landowners should enhance existing landscapes in a manner creating a distinct Sidney Hill image. The City of Port Orchard should upgrade, in a phased and timely manner, Prospect Street, Bank Street, and Frederick Street with textured paving ITI3.terials, landscaping, and lighting fixtures appropriate with the architectural period of the Sidney Hotel. This area is prominent both physiographically and as a key in the local visitor industry. Hill-Climb and "Fort Hill" Lookout A wal~ay and stairs connecting SIDNEY HILL (and the Sidney Hotel) to the waterfront via Bay 3treet and the South Ki tsap Bank property should be developed with public and private sector cooperation. A public right-of-way exists along the bank between Bay Street and the waterfront, designated as Orchard Street. The Sidney Hill lookout, historic "Fort Hill", should be developed by the city on public right-of-way. The lookout should include the following: • a pedestrian platform for viewing, • an authentic naval cannon for ceremo- nial use; historically, the cannon from the Russian ship (Polytofsky) occupied · this site and once gave a twenty-one gun salute to U.S. naval ships entering the Inlet. • an information sign indicating significant places of interest, and elements comprising the view shed mountain peaks, battleships) . location, physical (such as The City of Port Orchard in cooperation with Chevron, Inc. should develop the SIDNEY HILL walkway and hill-climb along the northeast boundary of the 31 Chevron pr· 'l JE>rty. Peninsula Tire building owners could F'-cticipate regarding appropriate wall graphics and highlight lighting. This sketch portrays the Sidney Hill-climb and a rec:y:cled Peninsula Glass building complete Wl th tnm pa1nt and new sign. AREA DESCRD?TION The commercial core of Port uichard extends along both sides of Bay Street between Cline Avenue and Seattle Street. The core area or downtown is bounded on the north by Sinclair Inlet; on the south by a steep bluff, the base of which is located immediately to the rear of the southside Bay Street buildings; to the east by a point of land at which the bluff meets the Inlet; and on the west by a similar condition of topography and Sinclair Inlet in the vicinity of Pottery Avenue Blvd. The building pattern is a double loaded corridor configuration oriented east to west. Open space consisting of filled tidelands forms the core area waterfront and is presently utilized for port and downtown parking. I Downtown Required Action.. THE DOWNTOWN COMMERCIAL CORE SHOULD BE RE- VITALIZED INTO A HISTORIC MARINE-ORIENTED CENTER WHICH IS THE FOCUS OF PORT ORCHARD'S COMMERCIAL AND COMMUNITY ACTIVITIES. o so too t50 ,-.. .... ~ ..... -,...~~ .. "1 t NORTH ; l l~ l potentially cdhtributi:rlg hist1rifand.-or architectural buildings sa Building Facades Within the Bay Street shopping district, two significant building facades have emerged as the dominant or most apparent architecture representing Port Orchard's downtown. The first, the Bay Street facades themselves, are characterized by a streetscape architecture with white stucco-faced one-and two-story wood framed buildings and a dark brown wood picket style marquee running the length of Bay Street between Frederick and Harrison streets. The second facade exists along the rear of the north Bay Street buildings and is oriented toward the city and port parking lots, the passenger ferry terminal and Sinclair Inlet. These facades are charac- terized by a mixture of building shapes, setbacks, materials, colors and styles. The existing height, width, parapet design, cornice and fascia elements of over 50% of the Bay Street buildings reflect 1914 to 1930 period architecture. In order to improve the overall image of the downtown district, refurbishing each of these facade types will be necessary; renovation and remodelling can be achieved through planned and cost- effective steps. This section acknowledges the difficulties for the individual property owner of financing and implementing architectural restoration and rehabilitation of older buildings. With respect and appreciation for past rehabilitation efforts, these recommen- dations seek to define a longer term archi- tecturally relevant image for Port Orchard which is achievable through local and private initiative. In order to accomplish this, recommendations are put forth within short, intermediate, arrl long scheduling and financing. the following the context of term project • preferably in groups of two or more facades, reemphasize the parapet wall construction of each building, high- lighting the applicable cornice and fascia design, original siding material and window trim details: • as a short term application, paint the parapet walls, door and window trim with bright highlight colors reflecting the proportion and architectural lines of the original details; • retain the marquee with the following alterations: -paint the marquee a lighter color/ -eliminate vertical pickets -eliminate knee bracings The Bay Street buildings, both north and south side, require substantial exterior code rehabilitation to improve both their physical and economic lives. Roofing materials, siding replacement and painting, window replacement, foundation repair are all neces- sary on many of the Bay Street buildings with particular emphasis on south Bay Street. The southside Bay Street buildings for the most part rely on Bay Street for shopper access, advertising, and service. Continued use of Bay Street for deliveries and shopper access will continue. The logistics of delivery hour coordination with store hours and prime parking demand can be developed to alleviate significant problems. The northside Bay Street buildings have delivery and employee access from the northside, relieving somewhat the service vehicle pressures from Bay Street. Design proposals will retain the service access along the northside and incorporate it into new development and transit recommendations. Bay Street North While a return to a historic image is a critical recommendation for Bay Street South, Bay Street North, historically the rear side of the buildings, requires a different, even novel, yet related approach. Recommendations for Bay Street north include: • regardless of approach, Bay Street North rehabilitation should be comple- mentary to the Bay Street South program. In that context, its design image should reflect the historical architectural building elements found along both sides of Bay Street. • due to its evolved "rear door" image, and viewed in terms of its increased visibility to the waterfront, marina, cruise ships, etc., a contemporary approach to a new facade treatment with expanded shopper protection and conve- nience is justified. Two options to provide this contemporary yet histori- cally reflective design treatment are demonstrated below: -A facade marguee, designed to reflect the parapet walls, windows and materi- als of Bay Street; many options are possible and serious design review should accompany the professionally designed facade marquee. -Marquee extensions, designed perpen- d1cular to the existing facade to provide covered and semi-enclosed pedestrian areas connecting the parking lots to the shop entrances; these marquee extensions, coupled with parking lot landscaping, will soften the chaotic facade treatment along the water side of Bay Street North. Both options may occur in tandem or they may occur as separate options. Parking Lot Landscaping Regardless of the architectural treatment of the Bay Street North buildings, an immediate and high impact project to revitalize the open parking lot is a landscape effort which includes trees, shrubs and ground cover at appropriate locations. Planted in such a manner to reduce view blockage of the water, the trees and other landscape elements will provide an attractive 'from the water' view of Port Orchard. 34 City Center Plaza As a means of restructuring the interior of the downtown core in a rnanner which may increase its economic vitality and physical sense of ~~place .. , a community plaza or towncenter is recommend&i immediately north of the Bay Street shops between Sidney and Harrison Streets. This 'City Center Plaza' is located on private property and is designed to max1m1ze the land area between the former post office building, the liquor store and the northside Bay Street buildings. The City Center Plaza becomes a focal point around which the farmers market, the South Ki tsap Transit Authority bus-stops, the Bay Street Shops service road and festival facilities all can be integrated. The space is designed as a multi-purpose use area containing both permanent and temporary structures. The overall objective of the City Center Plaza is to organize and restructure the open space in that area for increased economic and community benefits without sacrificing valuable parking and service facilities. View West FEm1VAL-M.ARKEI' AREA Criteria for development of the City Center Plaza include: • Use -a farmers market, flexible and informal in operation; -flea market, auctions and antique sales; -festival activities such as music, dancing, exhibits, displays; -art shows, fashion shows, outdoor luncheons and banquets catered by local restaurants; -performing arts, including regularly scheduled and visitor-oriented showings. A local theme play could be developed, utilizing local history and personalities, as a special feature for marine related tour packages. e Configuration ann structures ·-farmers market booth area is a linear space, east to west, and has two basic functions: l) booth area for the farmers market; and, 2) parking during non-market hours for employee and merchant use; -two options are recommended for a climate protected multiuse structure: 1) a seasonally erected tent or fabric structure, of quality design, which is erected in the spring and dismantled in the fall; for use by festival activity groups, auctions, musical groups and could contain space for temporary as well as permanent seating areas; 2) a permanent struc- ture, semi-enclosed for use year round. This structure should be designed as a flexible facility, with wall systems capable of being opened to the outdoors to expand the capacity. CITY CENTER Transit Options-Impacts In Apri 1 1983, Ki tsap Transit began operation, serVHJ(J in part the Port Orchard community. The impact of the transit authority routes and facilities on the downtown core district is substantial. In order to take advantage of this service, the following recommendations are included for incorporation into the downtowr core district plan: • as an intermediate mea3ure, the plan will accommodate a turn-around at the northern terminus of Sidney Avenue and incorporate landscaping into the turn around facility. • each of the transit-platform locations and maneuvering routes through the downtown impact the CITY CENTER PLAZA -FARMER:> MARKET area and the Bay Street North service road; consequently the CITY CENTER PLAZA should adjust to the transit facilities in a manner similar to the following options: A covered pedestrian walkway connecting the transit stop and the ferry terminal could greatly enhance passenger comfort and, possibly, ridership attraction. A pedestrian viewing platform and passenger drop-off/pick-up area could accompany the covered walk along the water's edge. .AREA DESCRIPTION The MARINA-WATER EDGE district extends along the downtown tidelands between Seattle Street east to Pottery Avenue; and, in a north-south direction, from the harbor line to the rear of the nort:.side Bay Street buildings. This district is characterized by extensive boat moorage facilities on the water and upland paved parking areas. inlet view r grandBtand I . ;-,~ bay st walk·-,'- Required Action . : · DEVELOP A MARINE EVENTS YACILf.TY WITH SPECIAL Ml)Ofi.AGE ON THE W/I,TERFWlNT AS A. SIGNIFICANT ~'OR'l'-·BOATlNG r\'l'TRAC:TION. LIMIT DEVELOI:!VJENT WlT!IfN THIS AHEA TO LOW INTENSITY u~·t::s AND 1--:ESTHICTED VEHICULAR ACCESS. r unique shi.ps Marina Water Edge rexhibit l Marina • in the event of future marina expansion by the Port of Bremerton, allocate Water Street and Port Street as potential access points for boaters; Water Street would be a priority access point. e accommodate future marina expansion to the west of the existing marina; e develop a unique ships moorage facility between the existing ferry terminal and Seattle Street; criteria for this facility should include: -a floati!lCJ breakwall/visitors dock; -public access to the floats; -potential commercial cruise ship docking area; -suitable square footage on the floats for small gatherings of people, i.e. tours. Waterfront Wa.lkwa.y The downtown waterfront walkway -should extend alo!lCJ the entire downtown water edge from Port Street east to the Seattle Street right-of-way. Characteristics of this walkway include: • minimum six foot wide raised wooden walk and wooden guardrail; • pedestrian view area at Port Street; • viewing tower with telescope on the roof of the former sewage treatment facility; • expanded boardwalk waiting area at the ferry dock; • pedestrian lighting, benches, information signs and landscaping. • gangway access points for the proposed unique ships moorage area and cruise ship dock. Connections To Waterfront The waterfront walkway is connected to Bay Street and adjacent uplands by the following pedestrian way: • Port Street right-of-way: maintain the right-of-way as a parking area integrated with a protected pedestrian walkway; the surface of the parking area can be pedestrian in appearance, utilizing textured surfaces. A pedestrian-only protected viewing area should be established at the water's edge in conjunction with the waterfront walkway. Special features such as wooden bollards, telescopes, and a flagpole with colorful windsock would add to the use and attrac- tiveness of the space. • the Orchard Street right-of-way should c..'Onnect the Sidney Ilill-Climb to the waterfront; l mdscaping and surface treatment will high- light, identify and separate this walk from the parking area. • Sidney Avenue sidewalks should be extended to the waterfront with greater emphasis placed on the east side of the street; this side should be incorporated with the farmers market area and specialty shop complex (former post office building) sidewalks. Landscaping again should be an integral part of the sidewalk extensions to 'soften' the parking lot impact. • Harrison Street walkway from Bay Street to the new service road immediately south of the liquor store building should be improved. W1nd sock 1 ·tank '\ \ \' \:,':,\' ~~- pedesti'iai) G~?act,~-; ' 101!.'1' S'l' :Marine Events Facility In order to maximize the use of the waterfront, its views and recreation potential, a community facility should be developed on the waterfront capable of serving a diverse group of uses. Criteria for this Marine Events Facility should include: • Uses -outdoor public seating; -senior citizens activity area, enclosed; -connection to the waterfront walkway; including, ramp and stair access to the upper Bay Street level; -multi-purpose room for the performing arts, civic meetings and exhibits, art shows, dances and festival activities; -outdoor exhibit area:the upper level deck at the Bay Street grade should be utilized for outdoor and seasonally covered exhibit space, having good visibility from the waterfront level and Bay Street. 40 n • wnfiguration --the maximtmt heiejht ci the' fac:iltty :;hould not exceed the height of ihy Street; -pedestrlan ramps shou.Id be provided to the upper 1 eve 1 s of the facility from the luwct parking lot; -access from Bay Street should be provided to the upper exhibit and viewing level; -the building's west and north faces should be stepped down from the Bay Street level to the water and parking lot, respectively; Or i entili .ion -·uutdcx:n-seat j nq drE'ds or {JL)nd~;;t ands should west he oriented nortt1 to the t-Ji;ter and t:owctnJs the parking areca; -senior cit i ZL'rtS center could the enst, with access to walkway and sep:,rated from parking areas; be oriented to waterfront westerly the the .AREA DEOORIPr!ON The waterfront district which extends from the Seattle Street right-of-way to the Rockwell Street right-of-way is primarily residential in use. A high bank between Bay Street and the actual building structures along the water coupled with a high bluff to the south of Bay Street create difficult vehicle and pedestrian access to waterfront lands. The limitation of buildable lands, sight lines for oncoming traffic also reduce the potential for intensive use of this land. Development Limit • establish a maximum limit of residential units for this area based in part on the number of vehicles such units would generate; • establish a safe pedestrian walkway along the full length of the district which is physically separated from the paved surface of Bay Street and its shoulders; • maintain existing landscaping materials, particularly large trees, to buffer residential development from Bay Street traffic noise; traffic noise will remain a problem for this area and can not be completely alleviated through landscaping. • future long term use of this area offers the following potential: -open space community oriented, waterfront passive park facilities; -continued low density residential development. Downtown East Entry 42 T ll i ~-. • J i •, t ~ 1 '· · '· . tend:~ :· Lll!ii h,.: kwe ll Street to P.!ackJ<Y:k Ci•''· bef.l.;•,•en Bc:y Street and the waterfrunt. ! r is rhcnacter1zed by general commercial c:nd automobile dealerships, with smaller commercial and residential structures surrounded by vacant land. Vehicular access is from Bay Street into adjacent parking areas. Service access for the small commer- cial plaza is on the waterfront side, and on the Blackjack Creek side for Howe Motors. Vehicular storage, both for parking purposes and inventory stockpiles is a dominant fea- ture of the district. Land for future development exists along. the waterfront immediately east of Rockwell Street. Waterfront Walkway Private landowners should cooperatively develop a segment of the waterfront walkway recommended to connect clowntown to West Bay and beyond. Design recommendations include: o a waterfront walkway, emphasizing waterfront access; o low screening of service and storage related bu.ilding and site functions from the waterfront and walkway. TRAIL Highway Commercial Required Action ... IMPROVE THE APPEARANCE OF THE COMMERCIAL DEVELOPMENT AND ADJACENT PARKING WITH PRIVATE AND PUBLIC LANDSCAPING TREATMENT. PRIVATE LANDOWNERS SHOULD CONTRIBUTE MONIES OR LAND FOR THE WATERFRONT TRAIL. Landscape In order to 1mprove the attractiveness of this area while retaining visual access from Bay Street to the automobile dealership and commercial plaza, the plan recommends public and private joint landscape efforts of the Bay Street right-of-way with street trees. Private property owners should provide landscaping around and within parking areas, particularly along Blackjack Creek and the waterfront. AREA D]8]R[piTQN The WEST BAY DISTRICT is defined by Blackjack Creek, Bay Avenue and Sinclair Inlet. The area historically has been developed on filled tidelands at the mouth of Blackjack Creek. Dominating the district is the West Bay Shopping Plaza containing small shops, a drug store and a restaurant. Servlce access for the complex is on the Sinclair Inlet side. A parking lot and bank facility complete the use of the land. The street intersection to the south of the complex is a major crossroads problem of the commercial core compounded by a narrow bridge across the creek. Both the West Bay Shopping Plaza on the east side of the creek and Howe Motors to the west utilize Blackjack Creek right-of- way. '-y-1 j\ -'1-.-r' :: ),1 {..,.. :1'\··"'" \ -''('\ !.-y.!·-,0=<--' WestBay Required Action ... IMPROVE THE APPEARANCE OF THE COMMERCIAL DEVELOPMENT AND ADJACENT PARKING WITH PRIVATE AND PUBLIC LANDSCAPING TREATMENT. PRIVATE LANDOWNERS SHOULD CONTRIBUTE MONIES OR LAND FOR THE WATERFRONT TRAIL. -l Wl'm' BAY AERIAL 44 Blackjack Creek Blackjn.c·k C'r ('•'V i'ltJ .. , 1f 1 wo lli.Jjr)r dt-dinarJC:' ravi.l't:\' in the projt·(·t <1 !'1r i)Jt-11pldnd LJutf r:trea i,11r city. The cu.-el'. j,, a ,_;ignificant fish habitat cJl''il, providing spawrJiWJ ;ueas for salmon .md trotlt. ln addition to 1ts ecolcxjicCJl value, the creek offer£, an attractive community «menity <:unong the conunercial land use activity surrounding it. The creek is a strong visual connection between upland neighborhocds and Sinclair Inlet, making the creek a community wide asset as a waterfront attraction and special feature. Pecommendat ions for the creek are as follows: e improve and enhance the water quality of I3lackjack Creek to a level satisfactory with its fish habitat function and State of Washington standards; e maintain and enhance the creek corridor as il natural and passive open space area; • abutting uses should divert parking lot run off and other contaminants away from the creek drainage; • landscape buffers should be planted between the creek corridor and abutting uses; • ,, WdJ ltway should be developed along b\Jt !l sides of Blackjack Creek which c,JJJ!lec; L:,; Bay Street to the water front walkway; a fX'dest r ian bridge should be the creek to provide a crossover. constructed over safe, attractive Viewing Shelter A v1ewing shelter, constructed out over the water along the waterfront walkway, would provide an excellent and protected viewpoint of the Inlet and the naval shipyard. In addition, it would provide an interim rest stop for walkers, particularly the elder-ly, walking from the Veterans Home to downtown. Waterfront WaJ..kwa.y A buffered amJ screened waterfront walkway should rR developed nlong the waters edge from Blackjnck Creek east to Bay Avenue. The walkway shoulcl be screened and landscaped and lhe existing seeded areas should be ex:pandc'Cl to create a passive, neighborhcxx:l oriented small scale waterfront park. New trees should be added to existing trees to establish a natural canopy along the water. No significant view blockage would occur. The pedestrian walkway system and upper neighborhcxx:ls would the waterfront. from the high sch=l then be connected to 46 3 THE NEXT STEP ... STRATEGY & IM.PLEM.El\TTATION I ~ I I ~ ~ .... f ~ ~ 48 No list of project improvements, policy recommendations, budgeted i terns, or program approaches will automatically create results. The recommended projects can only proceed with community support, downtown business initiative, private investment, and City financial assistance, support, and leader- ship. The City must know how these projects will become real and the strategy must in- clude how the City will organize itself for action and how the projects will be financed. ORGANIZATION It was noted during the early planning stages of this effort that the business community was composed of many individuals with strong commitment to the downtown and with a strong sense of civic pride. Several informal committees have existed in recent years that have accomplished the job when needed, on special events, particular projects, and problems that would develop at random. However, specific organization is lacking for the comprehensive improvement of the business district and waterfront, and the City Council requires representation or involvement in the informal groups that do exist. Things hap- pen, and they do happen, but on an ad hoc basis. The nature of the projects being proposed in this document requires a continu- ing and sustained City and business combined effort if results are to be achieved. There are three basic approaches that could be used to insure that the necessary leader- ship and cooperation is maintained, involving both the City and the business community. Of the three approaches, no one in and of itself will guarantee successi however, one par- ticular approach would strengthen the com- nunication and continuity so necessary for implementation. Each approach should be lssessed and understood by the community. rhey are: )PTION A: :omm1 ttee Voluntary Downtown Improvement rnder this approach, those individuals most nterested in a particular project or 'rejects would organize themselves on a oluntary basis and take responsibility for ettinq the job done. The informal nature and high degree of personal commitment that typically accompanies this approach can lead to prompt results, as evidenced by the vari- ous special event programs that now occur in Port Orchard. On the other hand, the long- term effectiveness of this approach seems to be limited by the energy levels of the mem- bership of the committees and the difficulty in maintaining a committee structure. As a volunteer effort, it is not unusual to find that individual interest ebbs and flows making continuity difficult. In addition: more expensive and complex issues can remain neglected. Communication and coordination can be hampered because it is never certain exactly who is responsible for what, and who is involved in a particular project. Volunteers can and should do a substantial part of the proposed program, and their use s~o~ld be further encouraged. However, the ll.m1 ts of such efforts should also be recognized. OPTION B: Downtown Development Task Force Under this option, a task force would be established by the Mayor with recommendations on appointments coming from the City Council, the Chamber of commerce, and the downtown business community, particularly the informal groups now operating. working in conjunction with the Planning Commission, the task force would be responsible for recommending priori- ties and policies of the city Council, as well as taking an active role in developing programs for implementation. Such a task force would consist of both property owners and local business operators, as well as representatives from local busi- ness, civic groups, the Port, and service clubs. The chairperson of this group is of particular importance, and ideally should be an individual with unlimited drive and com- mitment, and the ability to talk and listen effectively to a wide range of interests and perceptions in the community. Given the substantial amount ot personal t1me and effort that would be required, it is usually recommended that a professional staff person be assigned to work with the task force. This would insure not only that cost and attention would be directed toward the improvement program, but also that necessary technical information and support would be ava1lable to the task force. The staff person would be responsible for a wide range of activities, including: acting as secretary to the task force; assisting local businesses and merchants in promoting activities; planning, developing, designing, and implementing redevelopment projects; and researching and securing local, state, and federal manpower and financial resources. This staff person can be obtained by adding to the assignments of an ~xisting City staff person, such as the City Public Works Super- visor; adding a new staff person to handle these and other. planning and development actions; or securing professional services under contract from individuals or firms with experience in downtown redevelopment plan- ning, design, and management. The task force approach is usually effective in the beginning phases of the program when extensive involvement is needed. Because of its wide membership, it can be somewhat cumbersome in implementation phases of a program. OPTION C: Port Orchard Downtown Development Comrnl.SSlOn Under this approach, the responsibility for initiating and sustaining improvement efforts is a combined one of the property owners, business operators, the Port, and the City. Promotional and operational expenses, staff or management assistance, and .project financing is derived from bus1.nesses, property owners, and the city governrn~nt. The City government is not only suppo:r;t~ ve, with leadership coming from elected off1.c1als and the staff, but provides financial assis- tance by setting up the mech~nisms necessarr, such as local improvement d1.str1.cts or bu~l­ ness and improvement assessments, and serv1.ng as a conduit for state and federal funds directed towards the downtown. Of course, strong leadership and overall direction must come from the business community. In essence, the responsibility and lead~rs~ip for determining priorities, establ1.sh1.ng policies, and financing and implementin9 the programs clearly rests with both the pr1vate and public sectors. This approach differs only in degree from the approach discussed in Option 2. It is a more formal arrangement, with a legal structure 1n place with specific purposes and mandates. Because of thls, it is able to receive funds and can direct management aspects of the program. It differs only slightly from a private corporation in its powers and abili- ties and, of course, would be set up as a nonprofit entity. This more formal body would have a high profile, be task oriented, and would work closely with the City and the Port. This body is the recommended approach for action. A plan is no better than the ultimate management of its direction, and the imple- mentation of its recommendations. Management of a plan does not just happen, but occurs on a regular basis by an individual or individ- uals whose responsibilites are clear. If the City and business community pursue the third organizational approach recommended, it is important that individuals from the staff and the elected body of the City, as well as the leadership of the commission or committee, closely coordinate activities. In addition, professional services may also be required as part of the project team to manage the proposed projects. Coordination of the various state, federal, and local financial resources is a must. The City should develop an improvement program budget for one particular project only after con- sidering budgets and financial resources for all the projects that are part of the total redevelopment program. Scheduling, dollar availability, appropriate use of a particular funding source, and difficulty in obtaining the funds and financial management all must be considered in preparing the downtown capital improvement program. It is recom- mended that a management team emerge from representatives of the commission, the city, and whatever professional services need to be retained by the City for the implementation of this program. Plans, if they are to be realized, cost money. While many things can be done by volunteer effort, and the business community must reach into its pockets for its own reinvestment of its facilities, public financing or the use of public financing mechanisms must be explored and achieved if many of the recommendations in this program are to become fact. Financing mechanisms 00 ava1lable to assist the business people and the city government in revitalizing the ::ommercial and waterfront district must be explored and utilized. What follows is a brief description of those local, state, and federal sources currently available that may help achieve this goal. While federal resources are becoming in- creasingly scarce, the City should assume that there is help to be achieved in this area. It is true that private development financing primarily must come from private investment or entrepreneurial resources, while public improvements will increasingly derive from assessment or taxation devices with assistance from the federal and state governments. But public financial assistance is available; and, in many cases, can be a significant aspect of an improvement program. FEDERAL FINANCIAL ASSISTANCE The purpose of this section is to describe the various funding tools that are available to the City to improve the downtown com- munity. This section will describe only the programs that are available and practical in the context of the City of Port Orchard's Improvement Program. The section is intended as a summary only. Publio Seotor Project Component Economic Development Administration, Public Works Ass1stance Program: Many communities within an economic develop- ment district are eligible to participate in the Economic Development Administration Public Works Assistance Programs and other EDA funding. Most of these programs direct funding towards such projects as: A B Making land suitable for industrial or commercial use, or providing utilities, access, and site preparation. Building facilities and providing equip- ment for job training programs. c Improving public facilities at airports and harbors. D Providing a very poor community with . a basic infrastructure that 1s a prerequl- site to initiating or stimulating economic development. 51 E Renovating inner city buildings for special development purposes. F Building or improving publicly-owned recreational facilities to build up the area's tourism. G Improving the appearance of efficiency of public facilities in run-down, congested areas. These types of projects are evaluated by the amount and quality of the benefits that can be expected from the federal investment. In m~ny cases, Economic Development Administra- tl.on funds can be used as a mechanism for improving the vitality and competitiveness of the business district. However, it must be noted that a commercial or waterfront project may have a lower degree of profitability for funding than an industrial project. The Economic Development Administration program may be used to construct streets, sewers, wat~r. .1 ines,. and other necessary public fac1l1t1es d1rected towards improving eco- nomic.development opportunities. The program has flnanced downtown and waterfront improve- ment programs in other communities around the state and the nation. While the Economic Development Administration has been slated for elimination in recent years by the national government and its future is uncer- tain, it does manage each year to receive a budget, and continue to engage in funding development improvement programs. Bureau of Outdoor Recreation: The Bureau of Outdoor Recreation, Department of the Interior, now referred to as Heritage . Conservation and Recreation Services (HCRS) is an available resource for various elements of the proposed program for Port Orchard. Small parks, pedestrian amenities, trails, and other such i terns can be assisted on a 50/50 matching basis. The availability of funds should be pursued with the State of Washington, as in most cases the State of Washington Interagency Committee for Outdoor Recreation manages and disburses the funds. The City should have an improved parks and recreation plan on file with the State Inter- agency Committee for Outdoor Recreation, and this document should be submitted to them for its inclusion within approvable projects in the City of Port Orchard. Recent projects funded by the Interagency Committee for Outdoor Recreation include waterfront improvements, riverfront parks, swimminq pools, bike paths, play fields, trail sys- tems, and other general parks and recreation improvements. Private Sector Project Component Small Business Administration 7A Loan Guaran- tee Program: The Small Business Administration's 7A Loan Guarantee Program can provide assistance to small businesses in obtaining financing in capital, fixed asset acquisition (including equipment, land, and buildings), and lease- hold improvements. Working capital includes acquisition of inventory, financing receiva- bles, and reducing trade debt. The SBA 7A Program guarantees up to 90% of a loan made by a commercial lending institution. The business must contribute some equity, the amount varying with the project and lender's requirements. For-profit businesses, particularly those who are unable to obtain conventional financing, can receive this loan guarantee assistance. A small business, for this purpose, is defined as a retail, service, and construc- tion business whose sales do not exceed $2,000,000; a wholesale industry whose sales do not exceed $9.15 million; or a manufac- turing industry whose employees do not exceed 250 people. The program allows real estate loans of up to 25 years and working capital loans of up to 7 years. The rate for an SBA 7A guaranteed loan may not exceed the prime rate by more than 2.75%. Loans may be for either a fixed or variable rate. Collateral may include personal assets; mortgages on co~ercial land, buildings, or equipment; or ass~gnment of receivables. Small Business Administration 503 Loan Pro- gram: The SBA 503 Loan Program is a fixed asset financing mechanism which offers small busi- nesses fixed interest loans at below market rates. The purpose of the program is to stimulate local investment, and to create new or save existing jobs. Loan proceeds can be used for building construction or acquisition and rehabilitation, leasehold improvements, and machinery and equipment. Not more than 5% of the total project cost can be financed by ~he SBA, the maximum being $500,000. The bus~n~ss ~ust provide a minimum of 10% equity contr~but~on, and ~ private financing source, usually a convent~onal lender, provides the remaining funds. The program is available to small businesses planning an expansion or relocation. The SBA size criteria for a small business in this instance is broad: Any business qualifies whose net worth is less than $6,000,000 and whose profits after taxes are under $2 1 000, 000 for the previous two years. Businesses with a three-year track record are desirable 1 but not mandatory. There are no limitations on the personal net worth of the business owners. The 503 Program is limited to owners/users; developers do not qualify for loans under this program. The 503 Program is one which involves the SBA and a private lending source. The private lending s?urce. gen~rally is a bank, although seller f~nanc~ng 1s an option. The rate ch<;trged on the private loan is set by the pr1vate lender and may be fixed, variable, or floating. The term is set by the lender 1 subject to a ten-year minimum. The SBA loan is subordinated to the private loan and is offered at an interest rate of .625% over the U.S. Treasury bond rate. The rate fluctuates with the market and is set once a month for loans that are closed in that month. When a loan is closed, the rate is fixed and remains constant over the life of the loan. The loan's term is tied to the life of the asset and is either 15, 20, or 25 years. Internal Revenue Service: The Internal Revenue Service is identified as a resource in preparing funding strategies available for downtown programs because of specific portions of IRS law that provide investment incentives. Specifically, invest- ment tax credits (ITC's) help stimulate the investment decisions regarding rehabilitation of commercial and rental property structures. A 10% investment tax credit is provided for rehabilitation expenditures for all types of businesses and productive buildings. Eligi- ble buildings include factories, warehouses, hotels, and retail and wholesale stores. Only the rehabilitation expenditures. not the acquisition costs, are eligible and, if more than 25% of exterior walls are replaced, the expenditures will not qualify. In addition, the building must have been in use for at least 20 years and the cost must be incurred at least 20 years after the last rehabilita- tion was completed. The credit is available for qualified expenditures incurred after October 31, 1978. In addition, the Act amends the Internal Revenue Code to make it clear that expendi- tures with respect to which the five-year amortization is elected under Section 191 (Rehabilitation of Certified Historic Struc- tures) will be recaptured in accordance with the provisions applicable to Section 1250 property (real property), rather than provi- sions applicable to Section 1245 property (personal property). This means that only depreciation in excess of straight-line depreciation is recaptured. The Act, how- ever, makes such excess depreciation a tax reference i tern. Further, the Act makes it clear that long-term leases of historic structures may claim the five-year amorti- zation, if they incur rehabilitation expenses and comply with various technical aspects of the historic structure definition. These elements of investment tax credits and Revenue Act provisions present available resources and positive cash-flow benefits to businesspersons involved in rehabilitation or improvements of existing structures. These elements of the Revenue Code deserve atten- tion and research by businesspeople in the community and their particular accountants and auditors. Locally Initiated Mechanisms Parking and Business Improvement Areas (SBIA): In order to aid economic development and to facilitate business cooperation, Washington State law (RCW 35. 87A) authorizes all coun- ties and all incorporated cities and towns to establish Parking and Business Improvement Areas for the following purposes: A The acquisition, construction, or mainte- nance of parking facilities for the benefit of the area. B The decoration of any public place in the area. C Promotion of public events which are to take place in public places in the area. 53 D Furnishing of music in any public place in the area. E Providing professional management, plan- nlng, . and promotion for the area, 1ncl~d1ng the management and promotion of reta1l trade activities in the area. In order to assist in the cost of achieving these purposes, cities are authorized to levy spec1al assessments on all businesses within the . area spec~fically benefitted by the park1n~ and .bus1ness improvement assessment. The .c~ty, 1n accordance with the special ~rov1s1ons of the statute authority, may 1ssue and sell revenue bonds for some of the c;:osts involved in the parking and business 1mprovement area. To initiate such a process in the establish- ment of an area, a petition must contain the following: 1 A description of the boundaries of the proposed area; 2 The proposed uses and projects to which proposed special assessments and revenues shall be put, and the total estimated cost thereof; 3 The estimated rate of levy of special assessments with a proposed breakdown by class of business and the assessment classification to be used. The initiating petition shall also contain the signatures of persons who operate busi- nesses in the proposed area which will pay 50% of the proposed special assessments. The city, after receiving a valid initiation petition or after passage of an initiation resolution, shall adopt a resolution of intention to establish such an area. The resolution shall state the time and place of hearings to be held by legislative authority to consider establishment of an area. It shall state all the information contained in the initiation petition or initiating resolu- tion regarding boundaries, projects and uses, and estimated rates of assessment. In establishing the special assessments, the law has been amended to clarify alternatives available to the program. The legislative authority establishing such assessments may make a reasonable classification of busi- nesses, giving consideration to various factors such as business and occupation taxes imposed, square footage of the businesses, number of employees, gross sales, or other reasonable factors relating to the benefit received, including the degree of benefit received from parking. The bill also elaborated on the purposes served by the previous amendments and refined, without limiting the scope of, permissible purposes to oe served by the business improvement area assessment district. Specifically, it added for clari- fication that assessments could aid general economic development and facilitate merchant and business cooperation which assists trade through "providing professional management, planning, and promotion of the area, in- cluding the management and promotion of retail trade activities in the area." The legislative authority of each city shall have sole discretion as to how the revenue derived from the special assessment is to be used within the scope of that purpose. However, the legislative authority can also a!)point existing advisory boards or commis- Slons to make recommendations as to issues, or the legislative authority, such as the Cl. ty of Port Orchard, could create a new advisory board or commission for such purposes. Local Improvement Districts: Local Improvement Districts are widely used in the State of Washington to provide for public l.mprovements, particularly streets, sewers, and water programs. A local improve- ment district is formed and assessments are applied to the property owners for the cost of the improvements, based on the amount of benefits they receive from the improvements. Often these improvements are done on a footage basis; i.e., the amount of property frontage in the case of the street improve- ment, or the direct cost of the water lines or sewer lines that serve the project on a pro rata basis. In complex situations, often several assess- ment roles are developed based on a formula that attempts to determine a particular property's benefit from the public improve- ment. One example is the construction of p~rking lots, the cost of those lots, and the d1stance of the parking lots from individual property and the nature of the property being served. A lo.cal improvement district was formed to prov1~e the initial marquee improvement in the C1 ty of Port Orchard over a dozen years ~go: .A special assessment was added to each 1nd1~1dual's tax liability in an amount rang1ng from $200 . to. $400 annually for the co~struct1on of thls 1mprovement to visually un1fy the downtown businesses on the main thoroug~far~. As this initial local improve- ment d1.str1ct to al.d the downtown is near completion in the payment of the initial rev~nue obligation, .the property owners may a9a1n .want to cons1der this technique in flnanc1ng some of the improvements in the area. Chapter 35.43 in the Revised Code of Washington establishes authority for local improvement districts and the requirements for initiating the above proceedings. Authority generally includes the construc- tion, reconstruction, repair, or renewed landscaping relative to the following: 1 Alleys, avenues, boulevards, lanes, park drives, parkways, public places, public squares, public streets, their grading, regrading, planking, replanking, paving, repaving, macadamizing, remacadamizing, graveling, regraveling, piling, repiling, capping, recapping, or other improvements; if. the management and control of park dr1ves, parkways, and boulevards is vested in a board of park commissioners, the plans and specifications for the improve- ment must be approved by the park commis- sioners before their adoption; 2 Auxiliary water systems; 3 Auditoriums, field houses, gymnasiums, swimming pools, or other recreation or playground facilities or structures; 4 Bridges, culverts, approaches thereto; and trestles 5 Bulkheads and retaining walls; 6 Dikes and embankments; and 7 Drains, sewers, and sewer appurtenances which as to trunk sewers shall include as nearly as possible all the territory which can be drained through the trunk sewer and subsewers connected thereto; 8 Escalators or moving sidewalks, together with the expense of operation and main- tenance; 54 9 Parks and playgrounds; 10 Sidewalks, curbing, and crosswalks; 11 Street lighting systems, together with the expense of furnishing electrical energy, ma1ntenance, and operation; 12 Underground utilities, transmission lines; 13 Water mains, hydrants, and appurtenances ~h1ch as to trunk water mains shall 1ncl~de as nearly as possible all the terr1tory 1n the zone or district to which water ma:y be distributed from the trunk l~ne .ma1~s through lateral service and d1str1but1on mains and services; 14 Fences, culverts, siphons, or coverings or any other feasible safeguards along, in place of, or over open canals or ditches to protect the public from hazards thereof; 15 Road beds, trackage, signalization, storage facilities for rolling stock, overhead an~ underground wiring, and any other stat1onary equipment reasonably necessary for the operation of electrified public streetcar lines. S~ction 35.43. 0~0 specifies action on peti- tlon o~ resolut1on for such an ordinance to establ1sh an LID. A local improvement may be ordered on~y by an ordinance of the City or Town Counc1l, pursuant to either resolution or petition therefor. The ordinance must re~ei~e the affirmative vote of at least the ma]or1ty of the members of the Council. Charte~s of cities of the first class may prescr1be further limitations. In cities and towns other than cities of the first class the ordinance must receive the affirmativ~ vote of at least two-thirds of the members of th~ Co~ncil if,, prior to its passage, written ob] ect1ons to 1 ts enactments are filed with the City Clerk by or on behalf of the owners ?f the majority of the linear frontage of the 1mprovement and of the area within limits of the proposed improvement district. STATE FINANCI:AL ASSrST.ANOE State Department of Commerce and Economic Development, Commun1ty Econom1c Rev1tal1za- The Commu~i ty Economic Revitalization Board ffi 1s an independent commission established by the State of Washington legislature, and served by the staff of the Department of Commerce and Economic Development. It prov1de~ low interest loans through muni- Clpall t1es for public improvements necessary to stimulate private investment and job creat1on. Establ1shed by the legislature in 1982 as the successor to the Economic Assistance Authority, the Board is able to ~espond fairly rapidly in providing low 1nt~rest loans relating to specific project act1ons. ~uidelines for evaluating proposed projects ~ncl ude number of short-term and long-term JObs; related public and private investment; econom~c conditions and unemployment in the comm~n1ty; project feasibility; ability of appllcant to repay loan; and value to local economically disadvantaged groups. The City is the official applicant, although the Port could qualify. Washington State Community Development Block Grant Program: The Washington State Community Development Block Grant Program assists in the develop- ment and maintenance of strong, independent comm~ni ties by px;oviding funding for local hou~1~g~ econom1c development, public fac1l~t1es, and comprehensive projects which benef1t low and moderate income citizens, eliminate or prevent slums and blight, or resolve problems which pose an immediate threat to public health and safety. The State of Washington's Community Develop- ment Block Grant Program is a successor to the Depart~ent of Housing and Urban Develop- ment's Entl tlement and Small City Conununi ty Development Program, itself a successor to the Urba.n Redevelopment Program launched by the Hous1ng Act of 1949. Activities assisted include: 1 Acquisition of property; 2 Construction, reconstruction, installation of public works facilities and cited other improvements; 3 Code enforcement in deterioriating areas; 4 Clearance, demolition, removal, and rehabilitation of building improvements, including interim assistance and financing public or private acquisition for public rehabilitation; 5 Rehabilitation of privately owned proper- ties, including renovation of closed school buildings. 6 Special projects directed to the removal of material and architectural barriers which restrict the mobility and accessi- bility of elderly and handicapped persons; 7 Disposition of any real property acquired pursuant to the program; 8 Provisions of public services; 9 Payment of nonfederal shares required in connection with other federal grant and aid programs undertaken as part of activities assisted under this title; 10 Activities which are carried out by public or private nonprofit entities, including acquisition of real property; acquisition, construction, reconstruction, rehabili- tation, or installation of public facilities, site improvements, and utilities, and commercial or industrial buildings or structures and other comme.r- cial or industrial property improvements and planning; 11 Grants to neighborhood based nonprofit organizations, local development cor- porations, or entities organized under Section 3010 of the Small Business Investment Act of 1958 to carry out a neighborhood revitalization or community economic development or energy conser- vation project in furtherance of the objectives of Section lOlC; and 12 Provisions of assistance to private, for-profit entities when the assistance is necessary or appropriate to carry out an economic development project. Applications can be either single purpose or comprehensive ones which include a variety of activities whose sum is greater than the impacts of the individual activities, and can be single or multi-year in nature. Funding is on an annualized basis, with the next funding cycle to include the receipt of applications October 1 of 1983. Applicants are evaluated on the basis of City need, project strategy, project results, and benefit to low and moderate income individ- uals. The City is the applicant for any project. The attached financing plan and suggested program identifies particular financial strategy approaches to the recommended projects. All the above program opportunities are appropriate for specific portions of the downtown program. Each must be analyzed in context of the entire plan. Econcmic Reoovery Tax Act of 1981 This act (Public Law 97-34) creates significant new incentives to encourage the preservation and reuse of historic buildings. The law basically repeals the existing preservation tax incentives and replaces them with a 25 percent investrrent tax credit. It also replaces the traditional system of depreciating real property over its useful life with an accelerated cost recovery system allowing investrrents to be recovered in 15 years. The new law also repeals the denolition provision enacted in the Tax Reform Act of 1976 that denied accelerated depreciation for a building constructed on the site of a demolished historic building. Federal incare tax deductions are denied for demolition costs or losses associated with historic buildings. Administration. o National Park Service (NPS) o U.S. Depart:rrent of the Interior o Internal Revenue Service (IRS) o U.S. Departrrent of Treasury Highlights. o Only "qualified" rehabilitation is eligible and qualification should be detemined prior to camencing work; o effective 1 January 1982; o tax credits are as follCJ.Ys: 15% for structures at least 30 years old; 20% for structures at least 40 years old; 25% for certified historic structures; o conditions for qualifications: structure has been substantially rehabilitated; structure was in use prior to beginning the rehabilitation; the building retains at least 75% of the existing external walls; The I'K: (Inves1:.nent Tax Credit) is deducted fran the arrount of taxes CJ.Yed in contrast to a deduc- tion, which reduces a taxpayer's incorre subject to taxation; o Eligibility for I'OC includes the follCJ.Ying: I'K: is available to both depreciably non-resi- dential and residential buildings; significant incentives exist for rental housing in historic buildings; o.vner-occupied taxpayer's certified building can take I'K: for incane-producing part of building; the rehabilitation expenditures must exceed the great of 1) the taxpayer's cost of the building plus capital improvements less depreciation (adjusted basis in property); 2) or $5,000, within a 24-m:mtl1 period; 1 60-rronth period to rreet rehabilitation test allo.ved when completion is set in stages based on architectural plans completed before the rehabilitation b€gins; in the case of certified historic structures, the I'K: can be deducted fran taxes wed and, the entire cost of rehabilitation can be depreciated. When coupled with the additional 5-percent credit, the tax sav1ngs are substan- tial. o Recapture: if a rehabilitated building is held more than S years after rehabilitation there is no recapture of I'K:; if a rehabilitated building is disposed of less than one year after going in service, all of rrc is recapturec. Years Held % Recaptured less than 1 yr. 100 1-2 yrs. 80 2-3 yrs. 60 3-4 yrs. 40 4-5 yrs. 20 5 or rrore 0 o Who gets the I'K:? o.vner (s) of eligilile buildings; an a.-mer when a building is leased and used by a tax exempt organization or goverTllOOI'ltal tmit such as the University of Alaska; a lessee when lessee incurs costs, the rehabili- tation is carplete and the remaining term of lease is not less than 15 years. o Tax Preference taxpayer investors in the rehabilitation are not subject to a minimum tax penalty; coupled with Straight-line Depreciation, I'K: for qualified rehabilitation eliminates recapture program associated with earlier tax incentives; EXAMPLE 1: OFFICE & APARIMENI' BUilDING Acquisition Cost Land Building $ 40,000 110,000 Rehabilitation expenses 1st year cost recovery ($110,000 + $125,000) -15 years 1983 tax liability (based on adjusted gross income over cost recovery & other deductions) 25 percent I'JX: $125,000 x 25 percent ITC limit in 1983 $30,000 -$25,000 = $5,000. $25,000 plus (90 percent x 5,000) = 29,500 I'JX: carried back to 1980 $31,250 -$29,500 Sales after 4 years Cost recovery deductions over 4 years ($15,667 x 4 years) Adjusted basis of building + land ($150,000 + $125,000) -$62,668 Net profit for tax purposes $350,000 -$212,332 Capital gains tax at 20 percent $137,668 x 20 percent Taxes paid due to recapture of I'JX: $31,250 x 20 percent $150,000 125,000 15,667 30,000 31,250 29,500 1,750 350,000 62,668 212,332 137,668 27,534 6,250 Source: Preservation News suwlerent; Noverrber I 1981 • EXAMPLE 2: HIGHRISE BUilDING Acqui.si tion Cost Land Building Rehabilitation costs $600,000 600,000 Limited partners (120 @ $10,000) Total project costs 1982 I'JX: (Total) 1982 ITC for limited partners ($1.5 million x 25 percent) x 98 percent 1982 Deduction for easement donation for limited partners: $600,000 x 98 percent Limited partner's tax treat.rrent I'JX: $367,500-120 Tax savings due to ITC Easerent donation deduction $588,000 -120 Tax savings due to easem:mt donation: $4,900 x 50 percent bracket Total Tax Savings 1st year $3,063 + ($4,900 x 50 percent) Reduction in $1,200,000 Basis attributable to gift of $600,000 easerent $1,200,000 1,500,000 1,200,000 2,700,000 375,000 367,500 568,000 3,063 4,900 2,450 Adjustment Basis "Before" easerrent gift: Land $600,000 Buildings 600,000 Adjustmant Basis "After" easem:mt gift: Land 200,000 Buildings 400,000 Source: Preservation News Supplerrent November, 1981. Standards for Rehabilitation In the words of the 1981 law, "consistent with the histor1c character" of the structure and the district in which it is located. (1) Every reasonable effort shall be made to provide a canpatible use for a property that requires minimal alteration of the building, structure or site and its cnvironrrent, or to use a property for its originally intended purpose. (2) The distinguishing original qualities or character of a building, structure or site and its environrrent shall not be destroyed. The rerroval or alteration of any historic material or distinctive architectural features should be avoided when p::>ssible. (3) All buildings, structures and sites shall be recognized as products of their CMn ti.rre. Alterations that have no historical basis and which seek to create an earlier appearance shall be discouraged. ( 4) Changes that may have taken place in the course of ti.rre are evidence of the history and development of a building structure or site and its environrrent. These change may have acquired significance in their CMn right, and this significance shall be recognized and respected. (5) Distinctive stylistic features or exanples of skilled craftsmanship that characterize a building, structure or site shall be treated with sensitivity. (6) Deteriorated architectural features shall be repaired rather than replaced, wherever p::>ssible. In the event replacerrent is necessary, the new material should match the material being replaced in canposi- tion, design, color, texture and other visual qualities. Repair or replacerrent of missing architec- tural features should be based on accurate duplication of features, substantiated by historic, physical or pictorial evidence rather than on conjectural designs or the availability of different architectural elements fran other buildings or structures. ( 7) The surface cleaning of structures shall be undertaken with the gentlest rreans p::>ssible. Sand- blasting and other cleaning rrethods that will damage the historic building materials shall not be undertaken. (8) Every reasonable effort shall be made to protect and preserve archeological resources affected by, or adjacent to, any project. (9) contemporary design for alterations and additions to existing properties shall not be discouraged when such alterations and additions do not destroy significant historical, architectural or cultural material, and such design lS canpatible with t.'le size, scale, color, material and character of the property, neighborhood or environrrent. (10) Wherever possible, new additions or alterations to structures shall be done in such a manner that if such additions or alterations were to be removed in the future, the essential form and integrity of the structure would be unirrpaired. The secretary of the Interior's Standards for Evaluat- ing Structures within Registered Historic Districts. The NPS uses the "Standards for Evaluating Structures within Registered Historic Districts" to determine whether a structure within a registered historic dis- trict is of historic significance to the district. The SHPO also uses these standards to make certification re~~dations to the NPS. ( 1) A structure contributing to the historic significance of a district is one which by location, design, setting, materials, workmanship, feeling and association adds to the district's sense of ti.rre and place and historical development. (2) A structure not contributing to the historic significance of a district is one that detracts fran the district's sense of ti.rre and place and historical development; or one where the integrity of the original design or individual architectural features or spaces have been irretrievably lost; or one where physical deterioration and/or structural damage has made it not reasonably feasible to rehabilitate the building. (3) Ordinarily structures that have been built within the past 50 years shall not be considered eligible unless a strong justification concerning their historical or architectural rrerit is given or the historical attributes of the district are considered to be less than 50 years old. PORT OF CALL P .ACKAGE Puget Sound Port of Call Cruise The potential is significant for an in-sound commercial cruise ship package which would make scheduled visits to a number of Puget Sound waterfront communities. This section describes the basic concepts and strategy regarding the nature and packaging requirements of such a cruise tour. Objective Develop a regularly scheduled cruise ship "bed and breakfast" tour package utilizing a select number of Puget Sound waterfront communities as a new economic and cultural function for those communities. Concept 1 Establish a Puget Sound ship(s) which permits day/one night visits to ports of call; route for a cruise a minimum of one approximately five 2 Cooperating "bed and breakfast" estab- lishments within each port will provide accommodations for the vessel's passengers; 3 Time will be allotted for day time excur- sions within each community, providing the opportunity for shopping, dining and entertainment. 4 Cultural and local festival activities will be coordinated with the cruise ship schedules to .provide a number of the following: o Country Western Music Festival o Fathoms of Fun Festival o Local drama group's performance ( s) relative to the local history (short three-act play depicting humorous aspects of 1890 Sidney-Port Orchard life styles) o Functions sponsored by local merchants and chamber of commerce o Other attractive activities. Interested Cruise Ships o Virginia V Steamer Foundation Fishermen's Terminal Vessel Length: 125 feet Capacity: 32 5 Mr. Stevenson ( 206) 624-9119 o Harbor Tours Pier 56 Goodtime I Vessel Length: 87 feet Capacity: (460) 350 comfortably Goodtime II Capacity: (496) 350 comfortably Goodtime III Capacity: (400) 150 comfortably Lynn or Alice Campbell (206) 623-1445 o Grayline Tour Wholesaler Charter, Seattle Vessel Dimensions: 65 feet long, 25 feet wide, 10 feet draw Maximum capacity: 250 theatre style Capable of serving dinners on board, and coordination with on-shore activities Shelly Paganelli ( 206) 343-2013 These groups were interviewed based on the fact that the vessels do not have on-board sleeping accommodations. Potential Route o Leave Seattle Friday evening o Cruise Puget sound with possible stops at: -Blake Island (salmon bake) -Gig Harbor o Dock at Port Orchard on Friday evening o Utilize Port Orchard's "bed and break- fast" facilities overnight with planned activities downtown (performing arts) o Leave Port Orchard for Poulsbo Saturday afternoon o Cruise Sinclair Inlet and the Naval Shipyard facilities; Dyes Inlet o Dock at Poulsbo Saturday evening, staying overnight at the Fiord House and Manor Fern Inn "bed and breakfast" facilities and enjoy the bakery and waterfront park on Sunday morning o Leave Poulsbo Sunday afternoon o Cruise Puget Sound Inlets, cruise by Kingston and Hansville o Dock at Port Gamble Sunday evening, stay overnight in the old residences, tour the building complex and enjoy a catered dinner; Monday morning would Include a tour of the mill, now one of the most advanced computer-laser oper- ated facilities in the country yet housed in a National Historic Trust structure o Leave Port Gamble Monday afternoon o Cruise Admiralty Inlet, passing by Marrowstone Island, Fort Flagler State Park, Lower Hadlock and Fort Worden State Park o Dock at Port Townsend on Monday evening o Enjoy Port Townsend entertairunent and dining establishments, stay overnight at the James House and the Quimper Inn; tour Port Townsend's historic district Tuesday o Leave Port Townsend Tuesday afternoon o Cruise the Strait of Juan De Fuca along Whidbey Island north through Deception Pass and through Saratoga Passage to Coupeville o Leave coupeville Wednesday afternoon and arrive back in Seattle on Wednesday evening. End of tour. Although this cruise is hypothetical, it.does describe the potential of the many and dlver- sified Puget Sound communities. Port Gamble, owned by Pope and Talbert, Inc., is presently studying the town for additional use as a conference and visitor center. Coupeville is presently improving their waterfront result- ing from the same available waterfront resources and economic needs as Port Orchard. The potential exists for strong mutually beneficial coordination between Port Orchard and these Puget Sound ports-of-call. The Next Step ... : 1 Establ1sh contact with each community through the Downtown Association. 2 Form a Puget Sound Port-of-Call Visitors Committee or Association to deal specifi- cally with this project. 3 Develop the "bed and breakfast" facili- ty(s) in Port Orchard. 4 With the Puget Sound Association in place, with a list of on-shore sleeping facili- ties and visitor activities outlined and 61 described, as a group contact the cruise ship companies requesting cons1derat1on, costs and potential schedules. 5 Contact selected travel agencies from the communities involved and develop a prac- tice chartered test run, developing a list of improvements en :oute each. <;=o~uni ty could make regarding 1mage, act1v1t1es ~nd facilities; and have travel agenc1es develop the package, prices and marketing. Unique Vessels Unigue Ship Display and Moorage Facility The display of historic and/or ur.li9ue ~aval vessels within a new moorage fac1l1 ty 1s an important component of the ~arine . Eve~ts Facility. In order to accompllsh th1s d~s­ play and moorage facility, the follow1ng sponsoring organization requirements and tasks need to be addressed. A. Display Items (Navy Vessels) Two sources of donated 1tems pertinent to the Port Orchard Waterfront Marine Event Facility include: 1 Federal Surplus Personal Donation Programs. Property 2 Department of the Navy, Naval Sea Systems Command captured or obsolete vessels. FEDERAL SURPLUS PERSONAL PROPERTY DONATION PROGRAMS Eligible Recipients o Publ1c agenc1es including states, their political subdivisions (such as cities); o Nonprofit educational and public health organizations (including museums and libraries); o Nonprofit and Public Programs for the elderly (organizations receiving ~unds appropriated under the Older Amer1cans Act of 1965, the Social Security Act, or the Economic Opportunity Act of 1964); o Educational activities of special interest to the Armed Services (Red Cross, Scouts, United Service Organi- zations, Inc., Little League Baseball, etc.); o Public airports. Contact Wash1ngton Surplus Property Section 6858 South 190th Street Kent, WA 98031 (206) 872-6446 DEPARTMENT OF THE NAVY, NAVAL SEA SYSTEMS COMMAND. Eligible Recipients o Mun1c1pal corporations o Soldiers Monument Associations o An incorporated museum, operated and maintained for educational purposes only, whose charter denies it the right to operate for a profit o A post of the American Legion o A local unit of any other recognized war veterans' association. Navy Vessel Retuests: Request for 1n ormation about the donation or loan of U.S. Navy vessels for use as memori- als should be directed to: o Commander, Naval Sea Systems Command, ATTN: NSEA/CODG, Department of the Navy, Washington, D.C. 20360. These donations are covered by Statute 10 u.s.c. 7308 which provides that vessels concerned must be obsolete or condemned. PROCEDURES Donations of combat equipment for display are made at no expense to the Government. The cost of handling, demilitarization, and transportation must be paid by the requesting organization. The method of transportation may be chosen by the re- ceiving organization if such. choice. is economically advantageous and 1f the 1tem does not exceed weight or measurement limitations established by State Highway Departments. Donees are required to comply with Title VI of Civil Rights Act of 1964. When a sui table unit of combat equipment can be made available, the requester is supplied with the following information: Description of the specific item, to include measurements. Cost for mandatory demilitarization, which the recipient must pay before the work will be done by the storing in- stallation. Demilitarization renders the equipment completely ineffectual as a lethal weapon, and makes movable parts stationary. This process, in the interest of human safety, is performed in accordance with specific rules established for each type of item. Estimation of the shipping weight, in order that a recipient may compute transportation costs. Description of necessary documentation. This includes signed copies of "Assur- ance of Compliance" with Title VI of the Civil Rights Act of 1964; copy of organization charter, a certificate stating that the property is being acquired for the donee's use and that when the property is no longer required by the donee, disposition instructions will be requested from the original donating activity. Requests from incorporated museums operated and maintained for educational purposes only must be accompanied by a certifi- cation of exemption from taxation under the Internal Revenue Code, along with a certification that they are maintained for educational purposes only. o The item is reserved for 30 days, during which time the requester may reject or accept the item. Acceptance is indicated by forwarding to the donating agency the certificates pro- vided at the time equipment is offered, properly completed by organization officers. Rejection is indicated by letter forwarded prior to the end of the 30-day reservation period. In the event a written acceptance or rejection reply is not received during the 30-day reservation period, the request for donation will be cancelled and returned to the requester. o If a suitable unit of combat equipment cannot be made available on receipt of the application for donation, the request for donation will remain valid for a period of 60 days. Exception is made to requests for donations pro- cessed by the U.S . Army Armament Material Readiness Command which will remain valid for a period of one year. Those that cannot be nonorea Wlthin this time frame will be cancelled and returned to the requester. o Upon receipt of the above-mentioned supporting certificates, and upon payment for handling and demili tari- zation, shipping orders are prepared to supply the equipment. When the demili- tarization has been accomplished, the i tern will be shipped by rail or truck transport, as indicated, with all transportation charges collect.able upon delivery. If it is intended that the material be picked up by truck, the shipping installation will advise the recipient when the i tern is ready for pickup. o Applications for donations of surplus property submitted by a post (or other local unit) of recognized veterans' organizations shall include the written approval of its National Headquarters. Special Moorage B. Moorage Facilities The Port Orchard Waterfront Revitalization Project recommends the planning and con- struction of a special moorage facility to be associated with the activities of the Marine Events Facility. The u.s. Army Corps of Engineers is au- thorized under Section 107 of the River and Harbors Act of 1960 to provide assis- tance for the planning and construction of general navigation features for facilities which demonstrate, through their use, an economic benefit to the area and country. The navigational features eligible for U.S. Army Corps involvement include: o Floating breakwaters o Dredging (for access and entrance channels). Overall Criteria o Pro]ect demonstrates economic benefit to community; o Recreational boating; o Demonstrates a need for expansion of existing moorage facilities; o Moorage type includes permanent slips as well as transient and/or display moorage; o Capacl ty 1s at least 100 slips, based on cost benefit analysis by U.S. Army Corps of Engineers; o Sponsoring agency defines the type of boats, slip length, and slip width. Contact Frank Urabeck Bureau Chief Navigation and Construction Planning Section U.S. Army Corps of Engineers Seattle, WA (Additional contact: Andy Mayer, Architect-Planner) The Next Step ... for the City o Subm1t a letter to the Bureau Chief, referencing the discussion between Ron Kasprisin and Frank Urabeck concerning the Port Orchard unique ship moorage facility requesting: Assistance from the U.S. Army Corps of Engineers regarding Section 107 of the 1960 Rivers and Harbor Act. And, provide information about the proposed project (number of permanent slips, length, width, amenities for floats (benches, fish cleaning areas, lighting, trash receptacles, informa- tion signs). o Set up an appointment between the City of Port Orchard, the Port of Bremerton and the U.S. Army Corps of Engineers to ar- range for: A reconnaissance study to determine ball park costs including local sponsor costs; Schedule for the second phase, more detailed study. The U.S. Army Corps of Engineers will conduct a federal benefit-cost ratio analysis prior to undertaking the second level detailed study. City Of Port Orol::la.ro.: Rooom.rnarldai Projoot P.has:lng And Fi:na.nciaJ. P.la.n Phase I 1983 -1984 1984 1984 Project Packaging Detailed Design Project Construction This plan recommends that a Port Orchard Development Commission be established to assume significant responsibility for project development and management. ~esponsibilities: PR = Private CITY PORT SC = Service Clubs ST = State PODC = Port Orchard Development Commission RES PONS I-ESTIMATED PROJECT BILITIES COST 1. Walkway (Bay Street) CITY /PODC $13,000 2. DeKalb Street CITY/PORT $20,000 3. Water Street sc $3,000 4. Bay Street CITY/PODC/ $5,000 sc 6. Boardwalk PORT $41,400 7. Waterfront Pavilion PORT/CITY $600,000 7a. Grandstand & Roof PORT/CITY $300,000 POTENTIAL FINANCING SOURCES Interagency Committee/ Community Economic Revitalization Board, LID Interagency Commit tee/ Community Economic Revitalization Board, LID Interagency Committee/ Community Economic Revitalization Board, LID Interagency Committee/ Community Economic Revitalization Board, LID Port/Community Economic Revitali- zation Board Economic Development Administration/ State Community Dev- elopment Block Grant Program/Port Port/Economic Development Administration/ State CDBG AVAILABILITY Annual Basis Annual Basis Annual Basis Annual Basis Annual Basis Annual Basis Annual Basis GENERAL CRITERIA AND REQUIREMENTS Recreation, Public Works, Jobs, Private Investment Recreation, Public Works, Jobs, Private Investment Recreation, Public Works, Jobs, Private Investment Recreation, Public Works, Jobs, Private Investment Recreation, Public Works Development, Jobs, Private Investment Public Works, Economic Development, Jobs, Private Investment, & Low & Moderate Income Public Works, Economic Development, Jobs, Private Investment, & Low & Moderate Income 9. Boardwalk/Guardrails 10. Sidewalk lOa. Private Trail 11. Sidewalk 11a. Landscaping 12. Boardwalk l2a. Shelter 13. Bridge 14. Trail 15. Pavement 15a. Structure 15b. Tent 16. New Facade & Sidewalk 19. City Entry 20. Banners Phase li 8. New Moorage 17. Hill Climb CITY/STATE CITY/PODC PR PR PR CITY/PODC CITY/PODC CITY/PODC CITY/PODC PR PR/CITY /PODC PR PR CITY/SC sc 1984 -1985 1985 1985 CITY/PORT/ PODC PR/CITY/ PODC $6,000 Interagency Annual Basis Recreation Committee $1,500 Interagency Annual Basis Recreation Committee $9,000 Property Owners/ At Local Budget Constraints LID Initiative $10,000 Property Owners/ At Local Budget Constraints LID Initiative $2,000 Property Owners/ At Local Budget Constraints LID Initiative $21,600 Interagency At Local Budget Constraints Committee Initiative $15,000 Federal Revenue At Local Budget Constraints Sharing Initiative $28,000 Federal Revenue At Local Budget Constraints Sharing/Economic Initiative Development Administration $9,000 Interagency Committee Annual Basis Recreation $100,000 Community Economic Annual Basis Jobs, .Private Revitalization Board Investment $80,000 Community Economic Annual Basis Jobs, Private Revitalization Board Investment $25,000 Community Economic Annual Basis Jobs, Private Revitalization Board Investment $60,000 Local Improvement At Local Jobs, Private District Initiative Investment $8,000 Federal Revenue Annual Budget Constraints Sharing/City Funds Local Initiative $3,000 Merchants Local Initiative Project Packaging Detailed Design Project Construction $144,000 Port Annual Basis Budget Constraints $12,500 Interagency Committee Annual Basis Recreation 21. New Light PR/CITY/ $8,000 City General or Annual Budget Constraints Standards PODC Street Funds Local Initiative 22. Orchard Street PR/CITY/ $3,500 City General or Annual Budget Constraints Walkway PODC Street Funds Local Initiative 23. Frederick Street PR/CITY/ $3,500 City General or Annual Budget Constraints Walkway PORT/PODC Street Funds Local Initiative 24. Sidney Street PR/CITY/ $3,500 City General or Annual Budget Constraints Walkway PORT/PODC Street Funds Local Initiative 25. Harrison Street PR/CITY/ $3,500 City General or Annual Budget Constraints Walkway PORT/PODC Street Funds Local Initiative 26. "Fort Hill" Lookout CITY/PODC $3,000 Interagency Committee Annual Basis Recreation Phasem 1985 -1986 Project Packaging 1986 Detailed Design 1986 Project Construction 5. Port Street CITY/PODC $30,000 Interagency Committee/ Annual Basis Recreation, Public Community Economic Works, Jobs, Revitalization Board, Private Investment LID 18. Texture Street PR/CITY/ $90,000 Local Improvement At Local Budget Constraints PODC District/Street Funds Initiative ,,, 37 -~~~- ........ ""'" 1" = .:::0'. 1' NORTH 68