BURA_Portfolio_Redevelopment_Strategy_web_view.2023.07.25_Approved.pdf

BURA Portfolio Redevelopment Strategy July 25, 2023

Acknowledgments Table of Contents

CITY STAFF

Jenny Haruyama, City Manager Liz Jones, Development Project Manager Leigh Crabtree, Interim Manager (Information Services) / Assistant CCC Director Jabra Khasho, City Transportation Engineer Jessica Engelmann, Senior Planner, Transportation Chase Landrey, Development Program Coordinator Franziska Elliott, Public Involvement Coordinator Rachel Thieme, Development Project Manager, Economic Development Jesse Wilson, Utility Manager, Storm, Sewer, Street Javier Mena, Senior Development Project Manager, Affordable Housing Molly Rabinovitz, Senior Development Project Manager, Parking Kevin Boylan, Sustainability Analyst Laura Becker, Arts Program Manager Lawrence Arnbrister, Assistant Building Official Silas Shields, Project Engineer, Site Development

BOARDS, COMMISSIONS, and COMMITTEES

Beaverton Urban Redevelopment Agency (BURA) Urban Renewal Advisory Committee Central Beaverton Neighborhood Association Committee Beaverton Committee for Community Involvement Beaverton Organizing & Leadership Development Beaverton Arts Commission Beaverton Climate Action Task Force Beaverton ADA Technical Advisory Committee Housing Technical Advisory Group

BURA / CITY STAFF PROJECT WORK GROUP

Cheryl Twete, Director, Community Development, BURA Executive Director (Former) Janiene Lambert, Senior Development Project Manager Tyler Ryerson, Development Division Manager Geoff Hunsaker, City Engineer Tammi Connolly, Senior Engineer, Sanitary Sewer and Storm Drain Jean Senechal Biggs, Transportation Planning Division Manager Anna Slatinsky, Planning Division Manager Mike Williams, Economic Development Division Manager Bill Berg, Business Development Liaison Sara King, Senior Development Project Manager Khoi Le, Site Development Division Manager

Executive Summary

1. Vision + Goals

• Goals across BURA Properties

• Site Visions + Programs + Community Benefits

2. Strategy + Approach

• Keys to Success

• Phasing Approach

• Predevelopment Actions

• Key Tools

APPENDICES

A. Background

B. Outreach Summaries

C. Policy Timeline

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The redevelopment of 8+ acres (equivalent to 9 downtown blocks) is an opportunity to reimagine the Downtown Beaverton experience.

Since 2018, Beaverton Urban Redevelopment Agency has strategically acquired and assembled redevelopment sites with an eye toward meeting the goals of adopted Downtown plans. Substantial work has gone into assembling and positioning these key sites and building relationships with stakeholders and community members. A real estate portfolio holding of this size has catalytic potential and is an opportunity to define the next generation of downtown projects and help advance the Downtown Beaverton Regional Center.

The Next Chapter in Downtown Beaverton’s Story

EXECUTIVE

SUMMARY

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The last several years have underscored how dynamic the market

is. BURA remains committed to downtown as the heart of the community and is making large-scale investments to support its development as a complete center. In order to be resilient in the face of changing conditions and development challenges, BURA needs a strategy that is grounded in market realities, community needs, and a compelling district-wide vision. This is a long term strategy that will take shape over coming years. To be successful over time, the BURA portfolio strategy should articulate clear goals and desired outcomes but be open to creative ideas for achieving them as each site is redeveloped one by one. For that reason Chapter 1 lays out a set of goals that BURA will strive to achieve through the redevelopment of the entire portfolio. In addition, where possible, the strategy suggests a set of goals that could potentially be a good fit for each site, however, BURA will need to determine the right set and scale of community benefits that can be achieved at the time a development partner is selected for each site.

Elements of the Redevelopment Strategy include:

• A clear and compelling vision that can capture the private market’s attention and communicate key community priorities

• A set of goals that are necessary to achieve the vision and tell the specific story of what is possible downtown and on each of the sites

• Priorities for each site for the highest and best use, key urban design and infrastructure issues that must be addressed, and community benefits

Vision - Goals

GOAL 1 Vibrant and Complete Downtown

GOAL 2 Thriving Day + Night

GOAL 3 Affordable + Inclusive

GOAL 4 Accessible + Connected

GOAL 5 Family-Friendly + Multi-Generational

GOAL 6 Rich in Arts + Culture

GOAL 7 Equitable

GOAL 8 Green + Innovative

Strategy

Focus public investments on priority community benefits

Remain flexible in approaches to achieving goals

Leverage land value to get key outcomes

Key Community Benefits Who benefits from development of these sites and which uses should be prioritized and why BURA’s mission includes investing urban renewal resources to add value, increase housing and jobs, and promote redevelopment that activates downtown and reflects community values. The Redevelopment Strategy consulted the public and stakeholders on priority uses, amenities, and supportive programs that reflect community needs and desires for downtown.

How these five central sites are redeveloped over time will have meaningful and lasting impact. This strategy asked the question of which uses were best suited to which sites and which goals would be supported by the market versus catalyzing uses that may need more support from BURA and other sources.

Higher education and services | campus, specialized certification and job training, mentorship, skills learning

Highlights of What We Heard Key Community Benefits Desired:

Permanent night market | business incubator | indoor gathering spaces, small affordable spaces, night life, family friendly, eating/gathering, performances

Childcare | support for parents | diversity of spaces for different ages, gathering places, indoor/outdoor, museum and play space

Affordable housing and amenities | larger 2+ bedroom units, multi-generational living, courtyards, green spaces/gardens

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Market Opportunities How can market potential be harnessed to achieve key downtown goals?

The public investment in redevelopment must increase overall land values in the Urban Renewal district, as well as meet other public goals, generate jobs, advance sustainability and equity goals, and support the arts and culture, to name a few. Public investment in BURA’s sites should deliver on priority community needs.

The fundamental question of this Strategy is which desired uses are market-supported and which are priorities for the community, but require additional public investment. Not every goal can be achieved on every site, but a strategic redevelopment plan for the entire portfolio offers the opportunity to achieve meaningful results across the full range of goals. BURA funding is not unlimited and should be used in a targeted manner to drive outcomes.

Certain uses can stand on their own financially, but some will need BURA funding to be realized, either because they haven’t been proven in the market (nudge) or because they are community amenities that do not generate significant profit (nurture). The market will build uses that are proven to generate financial returns, but not all BURA desired uses have been proven downtown.

The strongest markets are summarized below; it is likely these uses are financially feasible and can be provided without BURA incentives.

> The multi-family residential market is strong, with low vacancy rates and strong rent growth signaling high demand, but projects of high rise density, innovative construction technology (like mass timber), or specialized home types like family or affordable will still need support.

> Ground floor retail is performing well in Beaverton, with vacancy rates particularly low for restaurant space in the URA but spaces targeting small or minority entrepreneurs can require extra public investment.

Other emerging markets may need additional catalyzing actions by

BURA.

> Office investment will be more speculative given the current market headwinds and Beaverton’s unproven market for new Class A office space that is not purpose-built single tenant space (Nike, Kaiser, etc).

> Certain types of hotels that could add energy and drive investment downtown are not fully tested, such as boutique or higher end business hotels.

The goals in this strategy do not need to be met on every site, but if addressed across the five sites will make a meaningful impact. The vision for the BURA properties captures the elements of a successful downtown. They add to and build on the existing strengths of Downtown Beaverton while moving the needle further. This vision reflects a synthesis of:

> relevant aspects of prior plans and policies

> desires/priorities determined through engagement with community stakeholders

> current market strengths and opportunities

> existing site opportunities and challenges

By acting on this vision, BURA will coordinate infrastructure improvement plans in the district, advance key equity goals, capitalize on regional investment in high-capacity transit, and build on prior and on-going BURA programs and investments. The BURA Redevelopment Strategy is grounded in these goals and this vision, providing a clear and compelling path forward.

A complete downtown is vibrant and made up of many elements. BURA investments will drive a cycle of self-sustaining redevelopment with downtown taking on a magnetism that drives investment long-term.

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Urban form housing

New forms of office

Hotel

Ground floor active retail

Vision across all

BURA

sites

Vibrant Downtown

Thriving Day + Night

Affordable + Inclusive

Family-Friendly + Multi-Generational

Rich in Arts + Culture

Equitable Green + Innovative

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Accessible + Connected

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Beaverdam Rd

A clear and compelling vision, both site-specific and district-wide, will advance the public-serving goals of BURA while catalyzing the market into action.

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Mixed Use Hub Dynamic mix of uses and high-quality connecting spaces activate day + night

Filling in Fabric Mixed-use extending energy of Restaurant Row

Highrise TOD Transit-oriented development with mixed income housing and active groundfloor uses

Crown Jewel Announces downtown with multiple large buildings and iconic architecture

Arts District Gateway High-density project anchored with cultural/ innovation uses that increase urban intensity 3

Following is an overview of the sites in BURA’s portfolio with key conditions summarized.

The south-west corner of the Buffet site sits in the designated floodplain

Surrounding streets and land uses are low-density and auto-oriented

Facing Crescent Corridor multi-use trail, close link to Central Beaverton

Large, flat empty site directly across the street from MAX transit station

Existing uses on smaller parcels not owned by BURA

Very large site located across the street from food carts and City Hall

Complicated issues of existing street connections/access points, grade/water table, and large-scale infrastructure on-site

Large centrally located site at gateway to downtown

Across the street from new multi-family development, just beyond existing Restaurant Row

Small corner site in Old Town area of Downtown Beaverton

BC2 Beaverdam West Lombard West Buffet Broadway/East

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Site Acreage Zoning Condition

BC2 2.50 Acres RC-BC Some existing buildings, different grades

Beaverdam West 2.26 Acres RC-BC Some existing buildings, existing users on site

Lombard West 2.03 Acres RC-BC Empty site, level

Buffet 1.62 Acres RC-MU Existing building, poor condition

Broadway/East 0.18 Acres RC-BC Empty site, level

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Overall Redevelopment Strategy This Redevelopment Strategy will set the table for future site-specific planning and potential outreach ahead of redevelopment of each site. The general steps BURA should take are outlined below.

Take strategic pre-development actions to position the site for maximum investment and community benefit.

Raise awareness of the sites with development community

Interim use strategies for sites not moving forward right away.

Prepare a development offering specific to the site and conduct a proactive marketing campaign.

Invest time pre-marketing sites to target tenants.

Thoroughly vet potential development partners to find the right partner for each site.

Negotiate development agreement (DA) with clear goals, vision, commitments, and expectations.

Each site has complexities and community benefits that will likely require public investment.

Sites with major infrastructure costs and/ or significant community benefit may require additional investment.

Actively participate in the design and permitting process to ensure the goals are achieved and to keep the project timeline on track.

This Redevelopment Strategy may be updated to incorporate potential arts and innovation implementation strategies for BURA consideration with future property solicitations.

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Not every goal can be achieved on every site, but a strategic redevelopment plan for the entire portfolio offers the opportunity to achieve meaningful results across the full range of goals.

1. Set the Table

The sites are complex and the goals include potentially costly community benefits. Actions that BURA can take to position these sites for development, remove uncertainties, and reduce barriers and costs, will improve the odds of developer interest and, ultimately, successful redevelopment. This Strategy has identified both general and site-specific actions BURA should consider taking. These predevelopment actions represent the highest priority next steps in this process and should be pursued expeditiously and concurrently.

2. Proactive Marketing

Development partners will be evaluating these opportunities alongside other potential investment opportunities. Decisions can be made based on information, or even because of a lack of information (uncertainty equals risk). The preparation for and execution of the site marketing will determine the number and quality of the proposals BURA ultimately receives for each site. Successful marketing requires a several pronged approach. BURA needs to assemble comprehensive marketing materials that endeavor to provide potential development partners with quick and initial answers to their “go / no go” decision making questions. BURA should aggressively market the sites locally (and potentially nationally) and proactively seek one-on-one meetings with potential developers and partners. BURA should plan to invest time early on to identify (and even pre-screen) potential tenants, especially for uses that do not have a strong market, such as office users, or from historically marginalized populations/users, such as BIPOC retail businesses.

3. Find the Right Partner for Each Site

Public-private partnerships are multi-year relationships that will inevitably and repeatedly face obstacles and stress tests. Sometimes it may take multiple tries before a complex project gets off the ground. The importance of finding the right partner that has the right temperament and skills to deliver the specific project being contemplated cannot be overstated. A two phased RFEI/RFP evaluation process that includes written proposals and in-person interviews is recommended. Any process more complex than that, such as a multi-step process with an RFQ, will likely dissuade people from participating in the process.

4. Invest to Achieve Community Benefits

The sites have complexities and ambitious public benefit goals. Achieving them will require public investment. Not every goal can be achieved on every site and certain sites lend themselves better to achieving certain goals. Keep focus on the priority goals for each site and target public investment strategically.

5. Actively Participate in Design and Construction

Keeping momentum is the secret to pulling off complex real estate projects.

Any number of issues arise during the course of a development process that can derail, from unknown site constraints, design challenges, permitting delays, and supply chain issues during construction. BURA should designate a single staff person as the lead coordinator for the City on each project .

This person can act as a single point of contact to problem solve and keep the project moving forward.

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Recommended actions for all sites There are several types of pre-development actions that should be performed across all sites:

• Outreach: Speak to adjacent property owners to assess their goals and plans. Coordinated planning or joint development could further leverage BURA property to catalyze even more investment.

• Define: Identify buildable area on each site including dedications, easements, environmental constraints, and encumbrances.

• Test: Test the market for specific uses. Conduct preliminary assessment of pre-lease potential in advance of the development offering, particularly for more challenging product types not already present

• Understand: Study local (affordable) housing needs in greater detail.

Conduct focus groups to understand specific cultural, family, and senior housing needs to better gauge housing program and need.

Types of uses and timing of redevelopment There are several key considerations BURA should take into account when identifying the order of development solicitations.

• Some uses generate more tax revenue than others.

• The redevelopment of some sites will catalyze more development in surrounding areas, making a bigger impact district-wide.

• The market is stronger for some uses while others may be desirable but will require investment from BURA to nudge the market forward.

• Some sites require more investment upfront by the City or BURA or have higher costs of development that the private market must bear.

Phasing Strategy

Round 1A | Lombard West Round 1B | Broadway East The Lombard West and Broadway/East sites are largely development-ready and the development programs for the sites are fairly straightforward.

Two RFQs for these sites will be released first with a target date of late 2023 - early 2024.

Round 2 | Joint Development Offering BC2 + Beaverdam West These signature sites in the portfolio are the largest, highest profile and most likely to catalyze additional nearby private investment and redevelopment. However, they also have some of the most complex site conditions; environmental considerations, transportation investments that could change the connectivity and street edge condition, and high priority new street connections with development. Several important pre-development actions are needed first to position these sites for a successful development offering as early as 2024.

Round 3 | Buffet The Buffet site is is identified as the final redevelopment opportunity primarily because of the potential time needed to cultivate a significant civic or cultural anchor. BURA should invest time to meet with and understand the needs and appetite that exists among key cultural and community organizations. If the cultural anchor opportunity does not materialize, the site could be redeveloped more

Focus on goals, stay flexible on approach

The Redevelopment Strategy is the thread tying the vision for desired uses and benefits on sites to the priorities for public investment and actions needed to redevelop these sites. It is nimble and focused on a district-wide vision and site-specific goals rather than specific outcomes. By focusing on the higher-level priorities, BURA will be clear regarding what it wants to achieve portfolio-wide. Development solicitations will identify these priorities without being too prescriptive.

Maintaining flexibility for a market-driven approach. Proposers may propose different configurations or uses while still meeting BURA’s intentions. This baked in flexibility also allows BURA to flex with market conditions and remain open to creative ideas from partners.

Individual solicitations can shift over time and the scope of public investment should respond to market changes.By structuring development offerings this way, BURA is allowing each development offering the opportunity to respond to market conditions when it is released. The ultimate goal is a strategy that can adapt to changing market conditions.

Priority Development Incentives To incentivize development that meets the goals for sites, BURA should use several key tools when pursuing public-private partnerships. More detail is provided in Chapter 2: Strategy + Approach.

Land Price Discount BURA has often used a discounted land price as a primary incentive to attract developer interest in redevelopment and achieve community benefits, such as affordable housing. Reducing the overall project cost is a key tool to incentivize desired types and forms of development. This “land write-down” tool is potentially exempt from prevailing wage requirements.

Property Tax Exemptions The Multi-Unit Property Tax Exemption (MUPTE) program offers local jurisdictions a very flexible tool for exempting all or a portion of a project’s property taxes for up to 10 years. Property tax exemptions can reduce ongoing annual operating expenses for a project and thus offset lower rents or other community benefits that do not have the financial strength of market-rate uses.

Project “Gap”Financing Often times when a project pro forma is prepared for a public-private partnership that includes community benefits, the costs are higher than the revenues - this is called a financial “gap.” It is common for an URA to provide funding or financing to fill this “gap” at favorable terms in order to achieve the community benefits.

System Development Charges (SDCs) SDCs are an important source of funding for public infrastructure, however, they are also front-loaded and significant development expenses (often in the millions of dollars). Money that is spent at the beginning of a development process, when the uncertainty is highest and financial returns are far in the future, is the riskiest money spent in the entire process. Reducing or eliminating SDCs can have a disproportionate impact on project feasibility. The City of Beaverton is only one of several agencies that collects SDCs for new development.

Redevelopment of BURA sites will implement and catalyze a complete and vibrant downtown.

The vision and goals are based on community input, analysis of market conditions, site analysis, review of prior plans and policies, and goals established in the Central Beaverton Urban Renewal Plan. This section will preview the vision and goals for the five BURA-owned sites. A clear and compelling vision, both site-specific and district-wide, will advance the public-serving goals of BURA while catalyzing the market into action.

Vision + Goals

BURA property portfolio goals The goals for BURA’s property portfolio capture the synthesis of downtown plans and outreach completed prior to this study and work over the course of this scope of work. Each adds to and builds upon the existing strengths of Downtown Beaverton, moving the needle toward a more complete downtown.

These goals for BURA’s portfolio will serve as a “north star” focused on the end goal of a vibrant downtown complete with a mix of uses, excellent transit service, strong cultural and arts, service, and governmental institutions, and high-quality open spaces that bring people together. The BURA Redevelopment Strategy is grounded in these goals and this vision, providing a path forward and guiding development solicitations.

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CHAPTER 1 | VISION + GOALS

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Land Price Discount (with justification for agreed community benefits)

Property Tax Exemptions

SDC Assistance

“Gap” Financing

Vibrant Downtown

Thriving Day + Night

Affordable + Inclusive

Accessible + Connected

Family-Friendly + Multi- Generational

Rich in Arts + Culture Equitable

Green + Innovative

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CHAPTER 1 | VISION + GOALS

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A Vibrant Downtown Vibrant downtowns are activated by a diverse mix of uses, including ground floor commercial, a wide variety of housing and employment uses, and attractions including quality open spaces that meet the needs of a broad range of users.

Goals

• Continue to add housing density that is mixed-income;

seek new opportunities to meet unique needs of families and seniors and improve accessibility

• Add significant employment opportunities including traditional and new types of office

• Create a higher quality street level experience that supports diverse commercial tenants and activates sidewalks and plazas

• Integrate urban open space into development programming where appropriate.

Thriving Day + Night The heartbeat of a downtown are the businesses and attractions that energize the street and draw in and capture the attention of residents, workers, and tourists alike.

Goals

• Encourage new and unique commercial opportunities on the ground floor of new buildings

• Focus active uses on key corners and frontages

• Integrate commercial, arts, innovation, and cultural spaces into and surrounding new gathering places

• Program public spaces to support local entrepreneurs with regular events, small local vendors, and evening activities, e.g. night market

Affordable + Inclusive Downtowns are economic engines that can help produce wealth and provide access to opportunity; the redevelopment of BURA properties should broaden access to these opportunities.

Goals

• Prioritize mixed-income housing that serves the diversity of people, incomes, and needs in Beaverton

• Prioritize the creation of attainable commercial space by including a variety of sizes/formats (flexible pop up spaces + multi-tenant market halls)

• Prioritize the inclusion of small, local, and BIPOC tenants in new commercial spaces

Accessible + Connected The redevelopment of 8+ acres (equivalent to 9 downtown Portland blocks) is an opportunity to reimagine the Downtown pedestrian realm and experience.

Goals

• Improve existing streetscapes with wider sidewalks, active ground floor uses, bike infrastructure, transit access, and tree canopy while ensuring easy movement for all

• Add new street and pedestrian connections to break up blocks and improve the pedestrian experience

• Leverage regional transit access on two major transit stops

• Create and activate new community gathering places such as plazas, playgrounds, and courtyards

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Family-Friendly + Multi-Generational Beaverton is a family-friendly community and downtown should reflect that through the design and programming of new streets, buildings, and public places should integrate the needs, safety, and experience of children and elderly.

Goals

• Add new gathering places with opportunities for play, art, and cultural expression

• Invest in and seek to understand the housing needs of underserved populations like working families, multi-generational families, and seniors

• Support working parents by seeking opportunities to include childcare, workforce training, and educational space in new projects

• Consider accessibility and opportunities for aging in place and employment opportunities in the District

Rich in Arts + Culture

Goals

• Investigate partnerships with arts and cultural organizations for event, educational, and museum uses to activate new buildings

• Seek to include spaces that support the creative and performing arts in buildings and new public spaces and as temporary uses to active properties before development

• Incorporate arts and culturally-responsive elements in the design of streets, plazas, and building

Cultural diversity in Beaverton is an asset that should be reflected in the mix of businesses, the design of public spaces, and public art works and performances and spaces.

Equitable

Goals

• Seek opportunities to support wealth building for

BIPOC commercial tenants, residents, business owners, designers, contractors, and/or developers

• Commit to and invest in long term relationships with BIPOC community members (regular and ongoing engagement)

• Conduct transparent and inclusive solicitation processes with meaningful opportunities for participation

Green + Innovative

Goals

• Incentivize and prioritize green buildings by requiring

LEED or other sustainability certifications

• Invest in green infrastructure that is also interactive and designed for learning/playing

• Seek opportunities for pilot programs to support and encourage new building technologies and techniques

• Go big on district-wide creek improvements for play, gathering, green infrastructure, and habitat

• Prioritize complete street investments in the transportation network that provide ways for people of all ages and abilities to travel safely, comfortably, and reliably

Consider equity at each step of the redevelopment process.

Sustainability can be an economic driver, improve quality of life, and achieve climate goals.

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Downtown Asset Map

LEGEND

• BURA-Owned Sites

• Existing Areas of Activity

• Newer High Density Apartments 2015-Present)

• Primary Frontage

• Focal Corner

• Light Rail Stations

• Max Line

• Identified Improved Crossings

• Multi-use Path

• Beaverton Creek

• 1st Priority Street (Downtown Loop)

• 2nd Priority Street (desire for activity)

• 3rd Priority Street (desire for long-term activity)

Regional investment in high capacity and frequent service transit linking Beaverton to larger metro region

Planned Downtown Loop transportation investments (pedestrian, bicycle, transit, and roadway improvements)

Planned Millikan Way extension project to improve connectivity and safety east-west into downtown (Watson to Lombard)

Planned pedestrian safety improvements to crossings of Canyon Road including rapid flashing beacon and median islands

Center of restaurant activity downtown supported with BURA grants, programs, and business assistance

The Reser is a regional draw and a key catalyst for Beaverton Central growing its arts and innovation base

Crescent Connection shared use path linking the Beaverton Transit Center to Beaverton Central and The Reser

Beaverton Night Market, vibrant, intercultural, family-friendly event and gathering space with food and crafts indoor and outdoor

Proposed mixed-use project with residential uses above ground floor commercial space

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Site 1 BC2 | Vision + Program BC is a crown jewel site that is a unique opportunity to announce downtown with multiple large buildings and iconic architecture. The large site can support significant employment, unique gathering spaces, and a curated ground floor experience.

Opportunity for small jewel box building defining corner and announcing entry to downtown, while buffering site and creating unique gateway space without impacting surrounding utility lines

Primary frontage along re-designed Downtown Loop, improved sidewalks, bike lanes, and connections to Old Town

Urban-scale buildings with buffered space along Canyon Road supported by improved access

High-density buildings with mix of uses activate site day and night

New north-south street provides access and ‘back-of-house’ services

Program

• Requirement for significant employment (office and office/ residential models)

• Supported by a dynamic set of other uses, such as hotel with venue and/or meeting space

• Unique ground floor experiences curated across sites with Beaverdam West to create a new identity and integrate arts and innovation uses

• High density residential

Community Benefits

• Significant daytime employment

• Range of sizes and rents for commercial spaces and arts and innovation spaces and/or potential commercial kitchen

• New N-S connection

• Integrated urban open space

• Safer access points along Canyon Road to encourage crossing and connections between areas of downtown

• Climate friendly development

Placemaking Elements

• Opportunities for connecting plazas, pedestrian ways and gathering places, especially at key corners and along The Loop and Canyon Road

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Site 2 Beaverdam West | Vision + Program Beaverdam West should set the use and scale of design tone to catalyze redevelopment in the district. A high density project with a mix of uses, active ground floor design, and a gateway at Cedar Hills will accomplish this.

Fronting Rose Biggi with ground floor commercial activates the pedestrian environment

Urban-scale buildings with human scale design at the ground floor, connecting spaces, and smaller internal low cost spaces

Re-designed ‘working’ Beaverdam Road with dynamic mix of users and service functions

Improved Cedar Hills edge and gateway

Prioritize eventual north/south connection to break up larger block size

CHAPTER 4 | VISION + GOALS

Program

• Preference for full block development that incorporates a new

North/South connection.

• Coordinate redevelopment and curated tenanting with BC2 site, but multi-phase development acceptable

• Large scale building broken down to smaller, more human-scale ground floor spaces

Community Benefits

• Smaller, lower cost spaces for retail and restaurants

• Preference for integrated affordable residential units

• Eventual additional north/south connectivity

Placemaking Elements

• Activate 2-sided Rose Biggi by developing west side

• Family friendly gathering places

• Improved Cedar Hills Boulevard pedestrian experience and signature gateway feature (art) on corner

• Opportunity for reimagined Beaverdam Road for events (potential permanent home for night market)

• Integrate urban open space

• Coordinate ground floor design of spaces and uses with BC2 site to create center of gravity downtown and destination

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Site 3 Lombard West | Vision + Program Lombard West presents a rare opportunity for true, transit-oriented development (TOD) at high density (high-rise scale) with mixed-income housing and supportive ground floor uses.

Significant number of new affordable units in multi-story urban-form building

Ground floor services activating edge and supporting residents, could include childcare

Opportunity for partnering with TriMet for connected green infrastructure/open space/ art installation

Easy and short connection to Beaverton Central with Crescent Connection multi-use path

Connections to regional transit across street

Program

• Preference for innovative and green construction (mass timber or modular)

• High-rise, mixed-income housing

• Active uses on the ground floor fronting regional transit station

Community Benefits

• Affordable housing with family-sized and multi-generational + accessible units

• Educational and/or workforce development tenants

• Community services or resident amenities

• Green buildings and infrastructure

Placemaking Elements

• On corner and within TriMet remnant parcel open space with art, play, gather (+green infrastructure)

• Integrate urban open space

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Site 4 Buffet | Vision + Program The Buffet site is a unique opportunity for a transit-oriented, high-density project that can catalyze further investment and signal the urban transformation of this area. The site could be anchored by a cultural or innovation use and/or mixed-income or senior housing.

Development anchored at corner with active uses

Improved streetscape supporting people walking and biking

Upper story residential units with cultural or educational anchors that serve the larger community

Short walking distance to existing uses and amenities at Cedar Hills Shopping Center

Gateway potential to Arts District with supporting uses/activities and arts and innovation programming

Program

• Prioritize active street corner at intersection anchored with retail and/or cultural anchor on ground floor

• Upper story residential units (potentially mixed-income)

Community Benefits

• Educational, arts and/or cultural anchor

• Affordable housing, possibly senior-focused

• Events/banquet space

Placemaking Elements

• Pedestrian and bike investments along Center and Hall that also respects existing mature tree canopy

• Opportunities for improved streetscape and active green infrastructure feature along Hall and Center Street and in floodplain areas at southern end of site

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Site 5 Broadway East | Vision + Program Broadway East will extend the energy of Restaurant Row and mixed-use, mixed-income residential further east.

The scale of this mixed-use site is an opportunity to highlight infill sites and support emerging BIPOC developers.

Prominent corner entry, filling in streetwall along Broadway with active ground floor commercial

Two-sided street across from new, similar-scaled development, increasing density in the Broadway area of Old Town

Future private development opportunities could be catalyzed

Extend streetscape, programming, and ground floor tenants in existing center of activity to the west

Program

• Preference for emerging BIPOC developer and/or commercial tenants

• Ground floor active use tenants

• Upper story apartments

Community Benefits

• BIPOC wealth-building opportunity (development, construction, tenanting)

• Activating sidewalk

• More businesses (food and beverage)

• Additional housing south of Canyon

Placemaking Elements

• Uses that activate Broadway further east toward Lombard and extend restaurants

• Opportunity for public art

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Key equity goals for the BURA Redevelopment Strategy

• Catalyze and incent housing that people can afford now and in the future along transit

• Support density on redevelopment sites increasing opportunity for more access to housing, jobs, events, and commercial activities

• Incent living wage employment along transit

• Inform people about processes and opportunities to participate

• Maintain transparency about what can and can’t happen on BURA sites

• Incorporate community ideas into developer solicitation process

Strategy + Approach

With some key actions and investments, BURA will be in the driver’s seat, guiding Downtown Beaverton’s next chapter

Leveraging BURA’s assets for meeting community goals.

Planning and developing BURA’s portfolio of properties could take many years and multiple phases. This time frame is typical for large-scale developments but may be even longer or more complicated given the current market climate. This Strategy provides a snapshot of recommended actions organized by site. It is up to BURA to approve the vision for redevelopment and guide the process over the next one to ten years. Only with dedicated and supportive Board involvement, can these sites catalyze the vision for Downtown Beaverton.

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CHAPTER 2 | STRATEGYIntegrating equity throughout the development process Real estate can be a powerful wealth building tool. The investments BURA makes Downtown will create job opportunities and increase property values, which, if residents or business owners own their property, will increase their wealth. On the other hand renters, whether commercial or residential, are vulnerable to increases in property value. These usually translate into rent increases and as a result causes displacement and gentrification. Without thoughtful interventions to stabilize existing residents and business owners, development can lead to an inequitable distribution of wealth and increased cost burdens particularly on racially and economically vulnerable communities.

The Redevelopment Strategy recognizes that development has many steps from design to construction and final operation of a project. Each one of these phases represents an opportunity to examine who is benefiting from the public investment in real estate including developers, designers, contractors, building users, tenants, and owners. As the landowners, BURA can help curate equitable and new wealth generating opportunities and be intentional in providing the types of spaces that BIPOC and low income residents and business owners need and want to see near transit.

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Key Questions Informing the Strategy

• WHO benefits from/is impacted by development?

• WHAT uses should be prioritized?

• WHY invest more for certain uses or outcomes?

• WHERE are the most strategic sites for certain goals?

• WHEN are the first moves and future moves?

Flexible and high-level strategy so BURA can respond to market changes

This Redevelopment Strategy presents a flexible, high-level framework that will guide BURA in how to attract private investment and invest in key community benefits. The Strategy identifies a vision and key goals and evaluates each site, highlighting:

• Public investments that will have the most catalytic impact on additional private investment

• Ways to maximize results in the short-term while building momentum and proving the market in the long-term

• The sequence of development, timeline, and approach to take for each site

• Site-specific next steps to prime sites for development solicitations

Focus on goals, stay flexible on approach The Strategy is the thread tying the vision for desired uses and benefits on sites to the priorities for public investment and actions that must be taken to redevelop these sites. It is nimble and focused on a district-wide vision and site-specific goals rather than specific outcomes. By focusing on the higher-level priorities, BURA is clear on what it wants to achieve portfolio-wide. Development solicitations will identify these priorities without prescribing specific use, users or configurations.

This approach maintains flexibility for a market-driven approach.

Proposers may propose different configurations or uses while still meeting BURA’s intentions. This baked in flexibility also allows BURA to flex with market conditions and remain open to creative new proposals. Individual solicitations can shift over time and the scope of public investment should respond to market changes. For example, if BURA has been aggressively marketing the Buffet Site to cultural institutions, but an educational partner with funding is identified, then BURA can adjust course and shift in that direction. If at first BURA does not succeed, they can pivot.

Likewise there may be different land uses better supported by the market in the future that will accomplish the same portfolio-wide vision or goals for a specific site. By structuring development offerings this way, BURA is allowing each development offering the opportunity to respond to market conditions when it is released.

The ultimate goal is a resilient strategy that can adapt to changing market conditions.

Vision - Goals

GOAL 1 Vibrant and Complete Downtown

GOAL 2 Thriving Day + Night

GOAL 3 Affordable + Inclusive

GOAL 4 Accessible + Connected

GOAL 5 Family-Friendly + Multi-Generational

GOAL 6 Rich in Arts + Culture

GOAL 7 Equitable

GOAL 8 Green + Innovative

Strategy

Focus public investments on priority community benefits

Remain flexible in approaches to achieving goals

Leverage land value to get key outcomes

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CHAPTER 2 | STRATEGY

Actively participate in the design and permitting process to ensure the goals are achieved and to keep the project timeline on track.

Overall Redevelopment Strategy This Redevelopment Strategy will set the table for future site-specific planning and potential outreach ahead of redevelopment of each site. The general steps BURA should take are outlined below.

Take strategic pre-development actions to position the site for maximum investment and community benefit.

Raise awareness of the sites with development community

Interim use strategies for sites not moving forward right away.

Prepare a development offering specific to the site and conduct a proactive marketing campaign.

Invest time pre-marketing sites to target tenants.

Thoroughly vet potential development partners to find the right partner for each site.

Negotiate development agreement (DA) with clear goals, vision, commitments, and expectations.

Each site has complexities and community benefits that will likely require public investment.

Sites with major infrastructure costs and/ or significant community benefit may require additional investment.

This Redevelopment Strategy may be updated to incorporate potential arts and innovation implementation strategies for BURA consideration with future property solicitations.

1. Set the Table The sites are complex and the goals include potentially costly community benefits. Actions that BURA can take to position these sites for development, remove uncertainties, and reduce barriers and costs, will improve the odds of developer interest and, ultimately, successful redevelopment. This Strategy has identified both general and site-specific actions BURA should consider taking. These predevelopment actions represent the highest priority next steps in this process and should be pursued expeditiously and concurrently. There is flexibility, however, for BURA to flex as priorities or market conditions shift. For example if funding for affordable housing is identified, the predevelopment actions on the Lombard Site may become more pressing. Given the aggressive redevelopment schedule, concerted staff time and resources will be needed to undertake predevelopment actions.

In addition to predevelopment activity, it will be important for BURA to consider how, even before redevelopment, the sites can add value or interest to their neighborhoods rather than being eyesores for multiple years. Temporary pop up art or interactive installations can be both cost effective and help mitigate the negative impact of sites sitting vacant for a year or more.

2. Proactive Marketing Development partners will be evaluating these opportunities alongside other potential investment opportunities. Decisions can be made based on information, or even because of a lack of information (uncertainty equals risk). The preparation for and execution of the site marketing will determine the number and quality of the proposals BURA ultimately receives for each site. Successful marketing requires a several pronged approach.

First, BURA needs to assemble comprehensive marketing materials that endeavor to provide potential development partners with quick and definitive answers to their “go / no go” decision making questions. Meeting with potential development partners prior to the release of a development offering can provide important insights into the questions the development offering material will need to answer. All information needs to be served up with clarity and ease of access in order for these sites to be seriously considered.

Second, BURA should aggressively market the sites locally (and potentially nationally) and proactively seek one-on-one meetings with potential developers and partners. Getting 30 minutes of direct face time with a potential development partner can be the difference between lukewarm reception and genuine excitement, and it takes excitement to motivate a development partner to invest the time and money necessary to prepare a quality response.

Lastly, BURA should plan to invest time early on to identify (and even pre-screen) potential tenants, especially for uses that do not have a strong market, such as office users, or from priority populations, such as BIPOC retail businesses. Incorporating these priority uses could be difficult and time consuming for a development partner. Lessons from successful, multi-tenant and BIPOC-focused projects such as Downtown Rockwood, underscore the importance of this proactive work done on the part of the public sector partner.

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3. Find the Right Partner for Each Site Public-private partnerships are multi-year relationships that will inevitably and repeatedly face obstacles and stress tests. Sometimes it may take multiple tries before a complex project gets off the ground. The importance of finding the right partner that has the right temperament and skills to deliver the specific project being contemplated cannot be overstated. A two phased evaluation process that includes written proposals and in-person interviews is recommended.

The quality and usefulness of the written proposals comes down to the careful crafting of questions in the development offering that draw out genuine insights into the team’s development philosophy, approach to problem solving, and experience with a collaborative process. Pretty pictures and flowery language have won many a development offering, only to have a badly matched relationship come unraveled over months or years of wasted time.