Santa Clara Downtown Precise Plan / Adopted 12.05.2023

SANTA CLARA DOWNTOWN PRECISE PLAN CIT Y OF SANTA CLARA | ADOPTED DECEMBER 5, 2023

SANTA CLARA DOWNTOWN PRECISE PLAN CIT Y OF SANTA CLARA | ADOPTED DECEMBER 5, 2023

ACKNOWLEDGMENTS City of Santa Clara Downtown Community Task Force Butch Coyne Rob Mayer Dan Ondrasek Matthew Reed Chan Thai Adam Thompson Ana Vargas-Smith Atisha Varshney Debra von Huene WRT / Planning, Urban Design, Team Leader Kimley-Horn / Mobility CSW|ST2 / Civil Engineering Sargent Town Planning / Place-Making & Form-Based Code EPS / Economics Greensfelder Real Estate Strategy / Retail Strategy David J. Power & Associates / CEQA

FACING PAGE: FARMERS’ MARKET AT FRANKLIN SQUARE

CONTENTS 1.

Introduction ................................................................................................ 01 The Opportunity Engaging the Community Developing Market Considerations Our Foundation What is a Precise Plan?

2.

Downtown Framework .................................................................. 27 Downtown Today Downtown Precise Plan Framework

3.

Streets + Public Spaces .............................................................. 43 Strategic Statement Goals and Policies Implementing Measures

4.

Retail, Culture + the Ground Floor.................................... 73 Strategic Statement Goals and Policies Implementing Measures

5.

Building Up .................................................................................................. 91 Strategic Statement Goals and Policies Implementing Measures

6.

Implementation ................................................................................... 107 Strategic Statement: Actions to Make and Sustain Downtown Implementation Measures Phasing Concept

7.

Appendix A: Community Engagement Summary

8.

Appendix B: Form-Based Code . Separate Document

LIST OF FIGURES 1.

Introduction

2. Downtown Framework

Figure 1-1 Regional Setting

Figure 2-1 Downtown Zoning

Figure 1-2 Nearby Downtowns

Figure 2-2 Downtown Property Ownership

Figure 1-3 Downtown and its Context

Figure 2-3 Downtown Programming

Figure 1-4 Downtown Santa Clara Planning Area Opportunities and Constraints

Figure 2-4 Street and Transit Network

Figure 1-5 Views of Santa Clara Valley History

Figure 2-5 Bike Network and Pedestrian Access

Figure 1-6 Old Downtown Santa Clara (Early Days)

Figure 2-6 Existing Parking

Figure 1-7 Old Downtown Santa Clara (Early 1060s)

Figure 2-7 Existing Utilities

Figure 1-8 Urban Renewal

Figure 2-8 Streets and Public Spaces Framework

Figure 1-9 Precise Plan Schedule and Community Engagement

Figure 2-9 Essential Ground Floor Land Use Framework

Figure 1-10 Meeting in a Box

Figure 2-10 Urban Form Framework (Maximum Building Heights)

Figure 1-11 SCU Workshop

Figure 2-11 Urban Form Framework (Maximum Bonus Building Heights)

Figure 1-12 Survey Summary of Land Use Framework Options

Figure 2-12 Phase 1 Ownership

Figure 1-13 Preliminary Land Use Variations

Figure 2-13 Phase 1 Urban Form

Figure 1-14 Preliminary Public Space Sketches Figure 1-15 Support for Placemaking Elements Figure 1-16 Market/Project Value and Development Cost Figure 1-17 Preliminary Benchmarking for Density Figure 1-18 Vision for Downtown Figure 1-19 Franklin Street on Campus

3. Streets + Public Spaces Figure 3-1 Concept vision for the “Arts Commons” looking East Figure 3-2 Downtown Streets & Public Spaces Figure 3-3 Lafayette Street Cross-section Figure 3-4 Monroe, Benton & Homestead Cross-section Figure 3-5 Franklin Street Cross-section Figure 3-6 Main Street (South) Cross-section Figure 3-7 Washington & Main Street Cross-section

Figure 3-8 Alley Cross-section Figure 3-9 Downtown Bicycle Network and Micromobility

Figure 4-7 Galleries, Trees and Utility Placement along Franklin Street (Conceptual)

Figure 3-10 Downtown Transit Network

Figure 4-8 Active Building Fronts

Figure 3-11 Downtown Parks & Plazas

Figure 4-9 On-site Parking Illustrated

Figure 3-12 Arts Commons Illustrated

Figure 4-10 Historic Downtown Blocks

Figure 3-13 Central Green Illustrated

Figure 4-11 Arts Commons Design Relationships

Figure 3-14 Franklin Plaza Illustrated

Figure 4-12: Arts Commons Activation

Figure 3-15 Paseos & Courtyards Illustrated

Figure 4-13 Activating Events & Programs

Figure 3-16 Public Realm Design Features Illustrated

Figure 4-14 Typical Retail-ready Frontages

Figure 3-17 Street Tree Concept Figure 3-18 Wayfinding, Interpretation and Public Art Illustrated

5. Building Up

Figure 3-19 Green Infrastructure Illustrated

Figure 5-1 Downtown Urban Form Illustrated

Figure 3-20 Green Infrastructure Concept

Figure 5-2 Urban Form Qualities

Figure 3-21 Franklin Street Interim Through-connection

Figure 5-3 Building Height Transitions

Figure 3-22 Existing Parcels Interim Access And Proposed Public Land Dedication At Franklin and Main

Figure 5-4 Maximum Building Heights Figure 5-5 Maximum Bonus Building Heights Figure 5-6 Historic Resources And Areas Of Historic Sensitivity (2022)

4. Retail, Culture + the Ground Floor Figure 4-1 Active Ground-floor Frontage Illustrated

Figure 5-7 Building Heights Adjacent To Historic Buildings And Areas Of Historic Sensitivity

Figure 4-2 Historic Downtown Santa Clara

Figure 5-8 Old Downtown Santa Clara Buildings

Figure 4-3 Typical Primary Retail Frontage

Figure 5-9 Elements for Transportation Demand Management (TDM)

Figure 4-4 Typical Flexible Frontage Figure 4-5 Frontage Types & Locations Figure 4-6 Building Projections

6. Implementation Figure 6-1 Potential Phasing

01.

INTRODUCTION

SANTA CLARA UNIVERSITY SCROLL Santa Clara University students present a scroll to the Downtown Community Task Force.

The scroll is filled with ideas for things students want to see in Downtown.

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INTRODUCTION A. THE OPPORTUNITY

Station and about three miles northwest

Homestead and Lafayette, the Park Central

of downtown San Jose. Every other

Apartments facing Benton, University

downtown along the Peninsula and the

Plaza at the corner of Homestead and

Valley, from San Mateo to Sunnyvale, has

Jackson, a few other small commercial

Santa Clara is growing and changing,

become a thriving center of community

enterprises, and large parking areas.

attracting people from all over the world

life for residents, workers and visitors

These elements do not feel connected

with its desirable climate, beautiful tree-

alike. BART, high-speed rail, and planned

to one another or to the surrounding

lined neighborhoods and central position

development will transform nearby Diridon

neighborhood.

in the heart of the Silicon Valley. But since

Station into a major hub for the region.

The City of Santa Clara owns the land on

1965, when eight city blocks were razed in the name of urban renewal, Santa Clara has been missing an important ingredient: a true downtown.

THE SITE

the eastern end of downtown. The City also has an easement that could hold a

The planning area covers what would

future segment of Franklin Street.

be ten standard blocks at the center of

We now have an opportunity to rebuild the

The western two blocks of the planning

the Old Quad neighborhood, between

downtown fabric in a way that can achieve

area include one block of Franklin Street

Lafayette Street on the east and Madison

our goals for an authentic, affordable and

with a mix of businesses, older houses

Street on the west and between Benton

adaptable downtown. The Santa Clara

along Benton, Homestead and Madison,

Street on the north and Homestead Road

Downtown Precise Plan envisions a place

and new multifamily development along

on the south. Today, most of Downtown

that is rooted in its cultural and historical

Monroe Street.

is absorbed in two “super-blocks” that

context while featuring infrastructure and

were created as part of the urban renewal

amenities to support a vibrant, urban

project that never came to fruition.

community hub that will develop over the

The Old Quad neighborhood that surrounds Downtown has old (many historic) houses and mature trees on

Downtown currently includes a nucleus

a traditional street grid. Santa Clara

composed of the old post office, a plaza

University, just to the east, has a formal

with fountain and mature trees, and the

and often beautiful campus character

Franklin Square shopping center. The

surrounding the historic Mission de Santa

Downtown Santa Clara is located

site also includes the County Courthouse

Clara de Asis.

directly west of Santa Clara University,

facing Homestead, the 7-story Commerce

about a half-mile walk from the Caltrain

Plaza office building at the corner of

years to come.

THE SETTING

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Figure 1-1

REGIONAL SETTING

Santa Clara’s underutilized Downtown is a missing link between the region’s other thriving Downtowns.

Figure 1-2

NEARBY DOWNTOWNS

Top row: Downtown Palo Alto Middle row: Downtown Mountain View, Downtown Campbell Bottom row: Downtown Sunnyvale

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1 2 4

Figure 1-3

DOWNTOWN AND ITS CONTEXT

Downtown Santa Clara is situated in the center of the Old Quad (1) neighborhood. Santa Clara University (2) is directly to the northeast across Lafayette Street. Santa Clara Station (3) is about a half mile to the northeast along Franklin Street, much of which is now a pedestrian mall as it passes through the University. From the southeastern edge of the University to I-880, the Alameda features a local business district. The El Camino Real (4) commercial corridor is about a quarter mile northwest of Downtown, and extends all the way up the Peninsula. The Santa Clara City Hall is on the north side of El Camino Real.

Downtown Santa Clara Public Parks Major Retail Important Destinations Historic Properties Other Planning Project Areas Santa Clara University

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*

Parks Figure 1-4

DOWNTOWN SANTA CLARA OPPORTUNITIES AND CONSTRAINTS

The planning area covers what would be ten standard blocks between Lafayette Street, Madison Street, Benton Street, and Homestead Road.

Today, most of Downtown is absorbed in two “super-blocks” that were created as part of the urban renewal project that never came to fruition.

* The City of Santa Clara has secured easements across private property for what could become extensions of Franklin and Washington streets.

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UNDERSTANDING HISTORY

Valley to take up farming. The high costs

name of urban renewal to build a new

Santa Clara has a rich past that

and scarcity of flour, fruit and vegetables

mall. That vision was never realized.

during the Gold Rush made agricultural

What was downtown Santa Clara like

exemplifies the early history and development of California.

Railroad Company constructed the Santa

by the Tamyen (also known as Tamien)

Clara Depot as one of two “way stations’’

group of Ohlone people. They lived in

built between the two cities. When the

concentrations of small villages that

Transcontinental railroad was completed

were related to each other by kinship

in 1869, the first shipment of fresh pears

ties, established their settlements near a

from Santa Clara was shipped to Eastern

dependable water source and other easily

States in October of that year.

available subsistence needs, and set up

Through the 1940s, Santa Clara was

and materials.

agricultural valley specializing in a rich variety of fruit orchards including prunes,

1777 and was discontinued by the Mexican

peaches, apricots, pears, cherries and

government in 1834. During the era of

apples. Santa Clara itself had a multi-

Spanish missions, most Tamyen people

ethnic population, with people of German,

moved or were moved into one of the

Portuguese, Italian and Spanish descent

missions, and many died from disease.

living and operating businesses in what

from around the world to California.

Santa Clara College (1851) and the City of Santa Clara (1852) were established shortly after California became part of the United States. San Jose was the first

Top row: Tamyen people of the Ohlone in Santa Clara Valley. Middle row: Santa Clara Mission.

Bottom row: Santa Clara Valley orchards

a small town in the heart of a thriving

The Mission Santa Clara de Asis dates to

The Gold Rush brought immigration

VIEWS OF SANTA CLARA VALLEY HISTORY

1863, the San Francisco and San Jose

The Santa Clara Valley was occupied

temporary camps to collect seasonal foods

Figure 1-5

pursuits more profitable than mining. By

is now the downtown area. Reminders of Santa Clara’s history remain, including the Mission, the Railroad Depot, the Santa Clara Downtown Post Office, and the vintage houses of the Old Quad neighborhood.

State Capital and a main supply center for

Rapid growth began in the 1950s, with

hopeful miners as they passed through

postwar suburbanization and then the

the area. Large numbers of these miners

emergence of the semiconductor industry.

were farmers from Eastern United States

The City made a pivotal turn in 1963, when

and Europe and recognized the potential

the City Council voted to demolish eight

of Santa Clara Valley. After the Mother

city blocks in the downtown core in the

Lode, many of the miners returned to the

between the 1850s and the 1950s? How did it evolve?

Santa Clara had what was in many ways a typical American small-town main street, with storefronts lining the sidewalks and a mix of 1- to 3-story buildings. There were some notable landmarks. These included the Santa Clara Theater on the south side of Franklin between Washington and Lafayette, and the old City Hall on the northeast corner of Franklin and Washington. The intersection of Franklin and Main Streets was known as “Bank Corners.” Franklin Street, unpaved and lined with horses and carts in its early days, came to have a streetcar line. It was the heart of town, and the site of community events and parades. By the early 1960s, downtown appears to have been struggling with competition from shopping centers and the rise of a caroriented lifestyle.

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1

2

3

Franklin Street, 1870s 5

4

Franklin and Jackson Streets, 1888

Figure 1-6

OLD DOWNTOWN SANTA CLARA (EARLY DAYS) 1.

View east on Franklin Street from Washington showing the Cameron Hotel (1870s.)

2. View east on Liberty Street (now Homestead) toward Methodist Church and Plaza Park. 1873.

3. Businesses on Franklin Street near Jackson Street, 1888.

4. Widney Mercantile, northwest corner of Franklin and Main Streets, 1892.

5. View west of Franklin Street from Main, 1899.

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1.

6.

2.

5.

Figure 1-7

OLD DOWNTOWN SANTA CLARA (EARLY 1960S) 1.

Bondi’s Electronics; Santa Clara Drug Co., Franklin and Main, 1960.

2. Safeway, Franklin and Monroe Streets, early 1960s.

3.

4.

3. Jewelry and Loans, Franklin Street, early 1960s.

4. View west on Franklin Street from Lafayette, 1963.

5. Acapulco Restaurant, Franklin Street, 1961.

6. Bank of America, Franklin and Main Streets, 1962.

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1.

2.

3.

4.

Figure 1-8

URBAN RENEWAL

In 1963, Santa Clara City Council voted for the University Urban Renewal Project, to clear eight blocks of downtown to make way for what was hoped would become a modern shopping and business center. Demolition occurred in 1965.

1.

Downtown Santa Clara from above, early 1960s.

2. Downtown after demolition, 1970s.

3. One early vision for redevelopment.

4. Downtown today.

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B. ENGAGING THE COMMUNITY

Recreation of two to three of the original

In recent years, there has been great

Committee, which held seven workshops

interest among Santa Clara residents

between 2015 and 2017, in which members

in the idea of bringing downtown back.

shared research findings, came together

In Reclaiming Our Downtown Member

around principles and objectives, explored

Mary Grizzle’s own words, “A major

alternatives, and identified a preferred

reason for the return of the Downtown

concept for future development.”

has been a grass roots citizen-lead group

Beginning in the fall of 2019, the

named Reclaiming Our Downtown. The group led by Rod Dunham and Dan Ondrasek began with 5 citizens and grew quickly to 4000. This group of citizen volunteers have spent the last seven years educating and surveying the public on the Downtown. They researched the best practices of other American cities and their Downtowns, which led to their advocacy for a strong urban planner, a Downtown Task Force, Form-Based Code, and this very Precise Plan. Based on their own surveys of the public, they focused on 5 key visions: 1) return of the original street grid, 2) Connecting the new Downtown with the transit station through a historical trolly, 3) Protection of existing retailer rents, 4) Mixed-use architecture, 5)

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The University community was directly engaged with a lunchtime forum and a student-led workshop.

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A “meeting in a box” format allowing community members to report their vision and priorities; and “meeting out of the box” and “placemaking forum”, both conducted virtually using Zoom.

Downtown facades including the iconic Santa Clara Theatre. The City formed a Downtown Santa Clara Revitalization

Downtown Precise Plan process brought in the diverse voices of stakeholders, downtown advocates, neighbors, and members of the broader community.

The engagement strategy included the following elements: • The Downtown Community Task Force (DCTF), a Steering Committee composed of representatives from stakeholder organizations and the community met some 25 times over the 2 1/2-year planning process, providing valuable ongoing guidance.

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The planning team met individually or in small groups with community advocates, property owners, developers, and technical advisors.

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Two online surveys were conducted, to get feedback on (1) land use

alternatives and (2) placemaking strategies.

These are summarized below.

PHASE 1: OPPORTUNITIES AND CONSTRAINTS In the first phase, the City and Consultant team heard vision ideas and priorities

SANTA CLARA DOWNTOWN COMMUNITY TASK FORCE MEETING

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Figure 1-9

PRECISE PLAN SCHEDULE AND COMMUNITY ENGAGEMENT

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for downtown from a broad array of

community members were asked to take

stakeholders and community members.

a walk downtown and identify assets

DOWNTOWN COMMUNITY TASK FORCE

and opportunities for change on a map.

Assets commonly identified by community

The Precise Plan process was initiated

members were the Post Office, Plaza

with the Downtown Community Task

Park, and the historic context of the

Force in October 2019. The Task Force

neighborhood. Opportunities included: • Restoring the original street grid and making Franklin and Main Streets like promenades.

and members of the public shared their vision and priorities for Downtown. These included: • Restore the grid; conserve and recreate the historical street grid; provide open space for relaxation, events and gathering; a transit connection to the Caltrain station; and create a highquality, memorable place.

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Create a unique character and experience of place, a downtown with a “heart and soul” that is connected to its historic roots. Look to arts as an anchor, with the University as partner.

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Recognize the challenging environment for retail, underlining the need for highquality placemaking

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Present an ambitious vision for longterm change, but create a clear path for near-term action

MEETING IN A BOX In December 2019, the City and Consultant

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Enabling higher-density buildings to help make new development financially feasible.

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Stepping back future buildings from Franklin and Main Streets.

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Concentrating taller buildings away from the surrounding neighborhood.

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Recreating key street frontages that were lost when downtown was demolished.

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Creating a public parking garage with access from Homestead Road.

ENGAGING THE SCU COMMUNITY A lunchtime meeting was held at the de Saisset Museum at Santa Clara University on January 29, 2020. Students, faculty and staff were encouraged to provide feedback on the future Downtown. SCU community

Team gave the Santa Clara community “homework” for the holidays. Interested Figure 1-10

MEETING IN A BOX

A sampling of assets and opportunities for change developed by community participants.

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members showed a desire for inexpensive eateries and cafes; outdoor restaurant seating; independent businesses; a Cultural Arts Center; and parks and plazas that can host farmers’ markets and events. Public spaces should have water features, things for children to do, public art, expression of Ohlone history, and sustainable plantings.

In spring 2020, four SCU students under the guidance of Professor C.J. Gabbe conducted a Walk Audit for Downtown, a Public Perception Survey, and a Downtown Comparison study which included Sunnyvale, Redwood City and Palo Alto. Their key recommendations were as follows: • Increase Downtown’s business density to levels more comparable with the peer cities.

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STAKEHOLDERS AND TECHNICAL ADVISORS In early 2020, the planning team held informal interviews with individuals or small groups to get the perspectives of City officials, transit agencies, University administrators, neighborhood residents, and developers. The planning team learned important information about City and property owner objectives, and the priorities of local residents and Downtown advocates.

DEVELOPER ROUNDTABLE A developer panel was held In February 2020 to discuss the Downtown Precise Plan, with representatives from Republic Urban Properties, Prometheus, Related, and Summer Hill Homes. The focus was to understand what will make

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Include more community events to attract the broader community.

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Expand opportunities for outdoor seating and dining.

construction they believed to be financially

Add pedestrian-oriented lighting to improve safety.

to create a successful retail environment,

Add flashing lights at crosswalks to improve visibility for pedestrians.

zoning.

• •

Downtown Santa Clara attractive for investment. Developers stated the types of feasible, described what would be needed and advocated for appropriate flexibility in

Figure 1-11

SCU WORKSHOP

Participants received a summary of the process and were able to leave post-its with their input and indicate preferred precedents with green dots.

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PHASE 2: LAND USE FRAMEWORK

connectivity to Santa Clara Station, and in spurring the relocation of the Courthouse.

During the second phase, the planning

ONLINE SURVEY

team developed an initial set of

In May 2020, an Online Survey was

“land use frameworks,” and received

published to gather community feedback

feedback from community members

on three land use frameworks. The survey

and stakeholders. The planning team

was promoted by Task Force members,

made major adjustments to our outreach

on the City’s website and social media,

and engagement activities during the

through Santa Clara Unified School

pandemic, shifting to virtual formats. We

District and with a poster at the Downtown

believe these efforts - in spite of COVID

Farmer’s Market. A total of 485 responses

restrictions - were successful in reaching

were received.

a broad spectrum of the community as

Survey respondents favored Option 1:

well as providing substantive, valuable feedback.

DOWNTOWN COMMUNITY TASK FORCE The March 2020 Task Force meeting was focused on reviewing the three land use frameworks, with an eye toward balancing community desires with development realities. Most DCTF members preferred Option 1: Central Square, and wanted the planning team to put special emphasis on creating a successful development

to the desire for a walkable Downtown with open gathering spaces, small local businesses and food options with outdoor seating. There was a range of opinions on taller buildings downtown, with the greatest support for stepping buildings down toward the edges to respect the scale of existing neighborhoods and sculpting building heights to ensure adequate sunlight.

placemaking through arts and history to make Downtown Santa Clara unique. The Task Force expressed continued interest in

farmers’ market, cafes and restaurants

gathering place for the whole community,

with outdoor dining.

with a good pedestrian environment, open

Residential and office buildings were seen

spaces, restaurants, a diversity of people, and inviting atmosphere. Buildings should have variety in scale and character, and should convey a Santa Clara identity.

as appropriate components in a mixeduse downtown, with a preference for a variety of housing types, including those that first-time homebuyers could afford.

People preferred that taller buildings be

framework concepts that would include

situated on the eastern blocks towards the

In June 2020, the City and Consultant

a central open space, modified to ensure

University. Buildings should step down in

Team conducted six virtual workshop

that the plan can be realized successfully.

height towards the surrounding residential

sessions with some 34 Santa Clara

Franklin Street should prioritize

neighborhood.

residents who signed up.

pedestrians, with wide sidewalks, lots of

parcels, which can catalyze the further

along Franklin Street, and to focus on

We heard that downtown should be a

Participants favored a hybrid of the

MEETING OUT OF THE BOX

expressed the desire to maximize retail

SURVEY SUMMARY OF LAND USE FRAMEWORK OPTIONS

Central Square. Many comments referred

and placemaking on the City-owned development of Downtown. Members

Figure 1-12

activity, limited traffic, and potentially a trolley connection to Santa Clara Station.

Downtown should create space for local businesses and for outdoor activities: a

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Figure 1-13

PRELIMINARY LAND USE VARIATIONS

Land use mix and intensity were explored for each of the three framework alternatives.

CENTRAL SQUARE

LAFAYETTE GATEWAY

CONTEXTUAL

PHASE 3: URBAN DESIGN AND PLACEMAKING

City-owned land, were the subject of more

for three potential future public spaces.

cultural and historic context could be

detailed consideration, with conceptual

The team considered existing downtown

represented in the future Downtown as

design development for the proposed Arts

programs like the farmers’ market and

part of art and interpretive elements.

During the third phase of the process,

Commons plaza and potential activating

the opportunity to bring programming

the planning team focused on the details

uses around it: a theater, a community/

throughout the district in the future, even

Further Refinement. The “Framework

of Downtown “placemaking:” elements

performing arts space, a food hall, a

before development begins.

that would make Downtown Santa Clara

hotel with conference center, and a

vibrant, unique and authentic.

concentration of housing.

Building Design. The key characteristics

as the placement of the proposed cultural

of buildings at the ground level and above

anchors and public parking, the extent

DOWNTOWN COMMUNITY TASK FORCE

Street Cross-Sections. Alternative

were presented and discussed, including

of required retail, and the way building

conceptual designs for Benton, Lafayette,

the importance of entrances, transparency,

massing could better respond to sun and

and the future extensions of Franklin and

ground-floor height, indoor/outdoor

wind conditions and address smaller-scale

Main Streets were presented and explored,

spaces, the width or rhythm of building

and historic buildings particularly on the

including variations of the allocation

frontage, building height variety, façade

west end.

of street right-of-way and in building

projections, and landmarks.

frontages.

Art and Interpretation. The Task Force

Public Spaces and Programming. The

considered how Santa Clara’s ecological,

The planning team developed placemaking concepts with the Task Force between November 2020 and June 2021, with concept development along the following paths.

Blocks A and B. The eastern two blocks of Downtown, with a concentration of

land use concepts included concepts

Plan” was refined to respond to detailed Task Force comments on such aspects

ONLINE SURVEY In October 2021, a second online survey was conducted to gather community

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Figure 1-14

PRELIMINARY PUBLIC SPACE SKETCHES

CENTRAL GROVE

FRANKLIN SQUARE

LAFAYETTE GATEWAY

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feedback on Downtown placemaking. The survey asked for input on placemaking concepts in the categories of streets and public spaces; businesses, attractions and activities; building design; and art and interpretation. A total of 204 responses were received.

Survey respondents were broadly supportive of the proposed street crosssections, though there were also several comments about the potential to restrict car access on Franklin Street. Using a visual preference format, the survey revealed strong support for a plaza with festivals and farmers’ markets; wide sidewalks with trees and pedestrian amenities; cafes and restaurants with outdoor dining; local businesses; a food hall with local vendors; and outdoor concerts and movies. Buildings that include indoor/outdoor environments, façade projections, and generous ground-floor heights were favored. So were landscape and planting, public art expressed through lighting and paving,

VIRTUAL WORKSHOP A virtual Community Workshop was also held in October 2021, providing another opportunity to get feedback on Downtown placemaking. Approximately 40 community members participated.

In breakout room discussions on streets, public spaces, activation, building articulation, and art, interpretation and wayfinding, community members reinforced many of the preferences and values expressed elsewhere. This included support for bringing back the street grid, a desire for streets to prioritize pedestrians, a desire for a movie theater and a performance space for arts and events, a mix of anchor and mom-and-pop retail, and for existing downtown programs to continue. Community members wanted buildings to take inspiration from historical styles in a way that is authentic to this place. Community members showed great interest in integrating art into the downtown fabric.

and murals.

Figure 1-15

SUPPORT FOR PLACEMAKING ELEMENTS

Survey participants were able to prioritize placemaking strategies on a virtual platform.

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C. DEVELOPMENT MARKET CONSIDERATIONS A plan for downtown will remain just that – a plan – unless individual property owners decide to develop. An understanding of development realities and the market is an important part of creating a plan that will be realized. This section provides a brief

development a competitive investment,

based on the cash flow of existing uses.

hall, theater, or robust public programming

then we can say that the project “pencils”

We assumed parking would be provided

may help retail potential expand. The team

in the context of the market (See Figure

at lower ratios than is typical today (taking

came to the following conclusions.

1-16).

advantage of transit proximity), but within

The Downtown Precise Plan process

a range that is market-acceptable. We

included analysis of all of these factors.

We had to make certain assumptions.

For simplicity, the analysis assumes development would take place on a site with an existing low-density retail use. In fact, feasibility will differ parcel by parcel

assumed that residential development

The statewide housing shortage has had

will be required to include 15% affordable

magnified effects in Silicon Valley. While

housing, per City policy. (On City-owned

Santa Clara has increasingly offered high-

land, that will be higher.) And we assumed

density housing, the ongoing economic

that while demand for retail Downtown

activity in Silicon Valley and additional

is limited today, a catalyst such as a food

jobs in Santa Clara have intensified the

overview of development considerations for Downtown Santa Clara. Conditions will continue to evolve with time.

Development feasibility is affected by the costs of land acquisition, design and permitting, infrastructure development, and building construction; by regulatory limits on height and density and requirements for parking and community benefits; by technical issues of life and safety requirements in the Building Code and the capacity of utilities; and by market demand: the rent per square foot that can be achieved.

When all of these factors are accounted for and residual value remains that makes

Figure 1-16

Residential

MARKET/PROJECT VALUE AND DEVELOPMENT COST

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Figure 1-17

PRELIMINARY BENCHMARKS FOR DENSITY

These summary diagrams illustrate the density threshold at which certain building types become feasible based on market conditions at the time of writing.

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need for housing at a local and regional

city’s office market is well-supplied in the

contained within residential and office

scale. Between 2010 and 2019, Santa

near term. Investor demand continues to

projects is likely to be revenue-neutral,

Clara added over 3,000 units, almost all

remain strong for office development that

with a negligible effect on financial

in multifamily rental developments. High

is well-designed, strategically located, and

feasibility.

rental rates and consistently low vacancy

has a long-term tenant in place.

suggest the market can accommodate

Mid-rise and high-rise office development

additional high-density residential uses downtown.

Analysis conducted for the Precise Plan indicates that townhomes and mid-rise housing prototypes (up to eight stories) maximize residential real estate feasibility.

Current market rent levels in Santa Clara do not appear to support high rise residential development.

Office

likely is financially feasible, though office demand downtown is not well established.

Retail Despite national shopping trends, retail inventory in Santa Clara and neighboring cities has been fairly stable. To stay competitive, the nature of new retail offerings is evolving from the traditional indoor mall and strip mall formats to lifestyle shopping centers that are more

Silicon Valley is one of the premier

experiential. Retail success hinges

innovation economies of the world.

on precise location characteristics.

However, there is concern over the

Retail downtown would require unique

mismatch between housing growth and

positioning that complements rather

job growth, with costly and undersupplied

than competes with regional and local

housing posing a threat to the continued

retailers or positions retail in a mixed-use

expansion of high-tech sectors in the

development that may fulfill local demand

South Bay. Santa Clara added over 5

while providing convenience to other on-

million square feet of office space between

site uses.

2010 and 2019. Given the significant new

Analysis done for the Precise Plan

inventory, vacancy rates above 10 percent, and additional projects in the pipeline, the

concluded that ground-floor retail

D. OUR FOUNDATION

Parking

The Precise Plan seeks to integrate two

Subterranean parking adds significant

vision for a future Downtown, and the need

cost to development and is not a realistic option in many cases. With below-grade parking construction costs that are roughly 50 percent greater than an above-grade

essential ingredients: the community’s to make that vision financially achievable, given the capacity of the City to lead and the constraints of the market.

residual land values. The densest mid-rise

COMMUNITY DESIGN PRINCIPLES

residential and highest-intensity office

Downtown Santa Clara, following the

or hotel projects may be able to rely on

direction of this Plan, will be authentic,

limited subterranean parking (likely limited

adaptable and affordable. It will reflect its

to one level below grade), assuming a

history, but not in a way that simplifies

low land cost basis. Cost-effective, above

the past or applies superficial styles.

ground parking solutions and measures

Downtown will also have an eye to

that reduce parking demand will improve

the future. It should be resilient to the

real estate development economics.

changes in culture, technology, and

structure, subterranean parking solutions are financially challenging and reduce

environment that are sure to come, and serve future generations. And Downtown should be a place where people of all types feel welcome and can afford to visit or live.

21

| Cha p te r 1: Intro d u c ti on

The Precise Plan seeks to achieve the following community priorities for streets and public spaces: • A restored street grid; •

Multi-modal streets;

•

Active and pedestrian-scaled Franklin Street;

•

Parks and plazas for community gathering and community programs;

•

Outdoor seating.

The urban form of Downtown should be characterized by: • Human scale and pedestrian comfort; •

Building height variation and diversity;

•

Buildings massing that supports urban life and steps down to the neighborhood context;

•

Integration of traditional and contemporary building forms sensitive to nearby historic homes;

•

A mix of building uses, including retail, cultural catalysts, housing and offices.

AU T HEN T IC

ADAP TABLE

AF F O R DABLE

Timeless and of its Time Hodge Podge Something Old Something New

Sustainable Over Time Retail Ready Parking Strategy

Mix of Uses Resource Sharing Affordable Retail Community Benefits Public Programming

Figure 1-18

VISION FOR DOWNTOWN

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| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

FEASIBLE IMPLEMENTATION

users from surrounding areas, design attention, curation and flexibility. Retail is necessarily focused where it is most desired, along Franklin Street.

Financial Feasibility. The Downtown Precise Plan’s land use pattern and urban

•

form reflect community priorities as well as the planning team’s best understanding of market economics for downtown development. Aspects of financial feasibility that have informed the Plan, in particular, include the following: • Today, there is a relatively limited demand for retail space at this location.

Retail success will require attracting

•

Residential development is likely to be feasible as Type III construction, and may be most feasible in the range of 5 to 7 stories. Townhomes are also feasible and may be ideally suited for liner uses facing adjacent neighborhood edges.

Small-floor plate urban office buildings may be successful downtown, but this

•

is not yet proven in the current market environment.

generous in recent years in response to

Lower than typical required parking ratios will lower the cost of construction and can work in the market while supporting City goals to shift travel patterns and leverage

of the time the Precise Plan was written,

transit.

the level of subsidy provided. Second, the

State Regulations. There are also some important State-level regulatory conditions which the Plan needed to take into account. First, the State’s density bonus program has grown more

the ongoing housing affordability crisis. As the State density bonus allows housing developments up to 80% more floor area than allowed by local code, depending on the extent of deed-restricted units and Surplus Land Act (as amended) requires that jurisdictions that wish to dispose of property first offer the property to other public agencies and to affordable housing developers. Since the City owns key parcels in the Downtown area, this requirement will likely apply.

City and Property Owner Objectives.

Downtown development, from the creation of streets and public spaces to the building of retail, cultural venues, housing and offices, will only occur if and when downtown property owners, including the City, want to develop. The City has stated its interest in making its downtown property available for development, but (as of this writing) expects that development to pay for public improvements. Santa Clara University (also a downtown parcel owner) has also expressed interest in being a partner in creating a new downtown; one possible partnership could involve co-development

SANTANA ROW The Downtown Precise Plan reflects both community priorities and our best understanding of market economics. Source: Visit San Jose

of cultural arts spaces. Relocation of the County courthouse may be achievable, but will require a financial strategy and willing participants. Some private property

23

owners in the district are openly interested

for a long-term collaborative partnership

in development while others have not

with the City of San José and Valley Transit

indicated an interest. This Plan aims to

Authority (VTA) to capitalize on the new

clearly enable a first phase on City-owned

Santa Clara BART Station.

land, which may become a catalyst for future development. The Plan also aims to

| Cha p te r 1: Intro d u c ti on

Santa Clara University Master Plan

provide a satisfying downtown experience

Santa Clara University adopted a 5-year

at each stage.

capital improvement Master Plan in July 2016 to sustain a physical environment

BUILDING ON OTHER PLANS

that supports the University’s initiatives

General Plan

The Master Plan reinforces an arts focus

The Santa Clara General Plan provides a long-range blueprint for the city’s evolution through 2035. In its Downtown Focus Area, the General Plan envisions a compact and walkable district with boutique shopping, restaurants, public gathering spaces and civic venues, and multifamily housing. The Precise Plan is consistent with this vision at a high level, but provides much more detail, and provides new direction on public streets and spaces, land use, urban form, and development capacity. Both the General Plan and zoning will be updated to reflect this Downtown Precise Plan.

VTA Playbook The VTA Playbook (2019) focuses on regional transit connectivity, and would refocus growth in Santa Clara around the station. While the City has not adopted the Playbook, it presents a starting point

for a community of scholars, integrated education and effective use of resources. at the campus’ northwest corner adjacent to Downtown. The University segment of Franklin Street, reimagined as an Arts Paseo, is a critical linkage between Santa Clara Station, the University, and Downtown.

FRANKLIN ARTS PASEO Franklin Street has been converted to a pedestrian mall between Lafayette Street and the Alameda to better integrate the main campus with buildings north of Franklin.

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

WHAT IS A PRECISE PLAN? A Precise Plan provides detailed guidance on how a small district should develop. It allows us to evaluate a place more deeply, do tailored community engagement, and provide more precise direction compared to a general plan whose subject is the city as a whole. Unlike a Specific Plan, a Precise Plan does not replace the General Plan and may not include detailed implementation components. Here, the Precise Plan will be accompanied by a form-based zoning code as well as a financing plan. A Precise Plan is subject to environmental review under the California Environmental Quality Act (CEQA). Because it is done at a finer grain of detail than a general plan, the CEQA analysis can allow more streamlining of subsequent development projects.

E. GUIDE TO THIS DOCUMENT

IF YOU ARE A COMMUNITY MEMBER

The Santa Clara Downtown Precise Plan

interested in learning about this

has six chapters.

The first two chapters provide important background on the process, the place, and the plan framework.

Chapters 3 through 5 feature policies for streets and public spaces (Chapter 3); street-level activation and groundfloor design (Chapter 4); and the form of buildings (Chapter 5).

For community members who are Plan, Chapters 1 and 2 are essential to understanding how the Plan was developed, and what the Plan is trying to achieve for a future Downtown Santa Clara. Chapters 3 through 5 describe in more detail how Downtown would look and feel, starting with its streets and public spaces (Chapter 3), and moving on to ground-floor activity (Chapter 4) and the size and shape of buildings (Chapter

Chapter 6 is a summary of key aspects of

5). Support from community members—

implementation, including creation of a

as champions of the Plan and as future

form-based development code, a financing

Downtown customers, business owners,

strategy, and a downtown management

workers and residents of Downtown—is

plan.

the most essential ingredient for the Plan’s

A form-based code has also been developed as part of this planning process and will be a companion document to the Precise Plan.

success.

25

IF YOU ARE A PROPERTY OWNER OR DEVELOPER

IF YOU WORK FOR THE CITY

Downtown property owners who are

The City will use this Plan to evaluate

interested in developing should become

applications and guide public

familiar with the Plan’s overall planning

improvements to ensure new development

framework, as described in Chapter 2.

is consistent with the overall vision and

Development applications and project

policies. Future public infrastructure,

designs will need to be consistent with

mobility, and public realm investments

Policies describe the approach to specific

the Plan’s direction for dedicating and

should be consistent with the Downtown

elements of Downtown (streets, public

improving streets and public spaces;

Precise Plan. The City should regularly

spaces, catalytic cultural uses, active

attracting catalyst uses and designing

monitor the progress being made on

ground-floor uses, upper-level building

for successful ground-floor experience;

public projects in the planning area.

elements) to achieve those goals.

and establishing height and massing

As the owner of significant Downtown

envelopes for future buildings (Chapters

property, the City will also play a critical

Implementation measures include

3, 4 and 5). Chapter 6’s summary of

role in enabling project development. All

implementation measures, including the

parts of the Plan are important for City

developer role, is also important. A form-

Staff to understand, with an emphasis on

based code has also been developed as

the implementation measures described

part of this planning process and will be a

in Chapters 3 through 5 and summarized

companion document to the Precise Plan.

in Chapter 6. City Staff will administer

Future development will need to follow the

the Downtown Form-based Code, and

standards of the form-based code.

will need to become familiar with its provisions.

WHAT’S THE DIFFERENCE BETWEEN A GOAL, A POLICY, AND AN IMPLEMENTING MEASURE? Goals express distinct characteristics of the high-level vision for Downtown.

programs and physical improvements.

These are actions that must be taken by the City, private developers, other agencies, and others to fully achieve the vision of the Precise Plan.

| Cha p te r 1: Intro d u c ti on

02.

DOWNTOWN FRAMEWORK

FRANKLIN SQUARE TODAY AT MONROE STREET

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

DOWNTOWN FRAMEWORK A. DOWNTOWN TODAY

developed residential mixed-use building

The Downtown planning area comprises

and 228 residential units.

approximately 27.4 acres or what would

About six acres on the east end of the

be 10 standard Old Quad blocks, between Lafayette Street on the east and Madison Street on the west and between Benton Street on the north and Homestead Road on the south. Today, most of the Downtown study area is in two “superblocks” that were created as part of the failed urban renewal project of the 1960s.

LAND USE AND OWNERSHIP

along Monroe Street. Today, the Planning Area includes approximately 302,500 square feet of commercial and office space

planning area are owned by the City of Santa Clara, as are the parking areas at Franklin Square and behind the Courthouse. The Courthouse is owned by the State of California, and the post office is owned by the US Postal Service.

One property at the corner of Benton and Lafayette streets is owned by Santa Clara University. The remaining properties,

Mission Library

comprising about half the district’s land, are in private ownership.

Downtown includes the old post office, the County Courthouse, the Franklin Square and University Plaza commercial centers, the Commerce Plaza office building, the Park Central Apartments, a few other small

Figure 2-1

DOWNTOWN ZONING

commercial buildings, large parking areas,

Single Family

Community Commercial

General Office

and a small plaza with mature trees and a

Duplex

Downtown Commercial

Low Density Multiple Dwelling

Neighborhood Commercial

Professional and Administrative Office

Medium Density Multiple Dwelling

Planned Development

Heavy Industrial

Public/ Quasi Public

Historical Combination

fountain at Franklin Square. The western two blocks of the planning area include small-scale commercial buildings, older and historic homes, and one recently-

Moderate Density Multiple Dwelling

Light Industrial

29

Santa Clara University

Mission Library

Figure 2-2

DOWNTOWN PROPERTY OWNERSHIP Privately Owned City of Santa Clara Santa Clara University State of California United States Postal Services

| Cha p te r 2 : Downtown Fra me work

30 3 0

| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

PROGRAMMING AND EVENTS Downtown is activated with a number of events. The Farmers Market occurs every Saturday morning around the year at Franklin Square. There is live music, locally grown food and flowers, food vendors, local craftsmen and bakers. The Annual Street Dance is a City-sponsored festival hosted at Franklin Square every August, with live performances, food vendors, beer and wine, and art and activities for all ages. The Santa Clara Parade of Champions was a time-honored legacy in Santa Clara between 1945 to 1995 and has been recently revived. These events have been essential in bringing people Downtown.

Just beyond Downtown’s boundaries, a Historical Home Tour at Old Quad takes place the first week of December. The Easter Egg Hunt is hosted by Santa Clara City Library Foundation and Friends at Mission Library. The Festival of Lights at Santa Clara Mission is hosted each December by Santa Clara University’s Music Department.

Figure 2-3

DOWNTOWN PROGRAMMING

Current events provide a program foundation to build upon.

31

ACCESS AND MOBILITY Street Configurations and Vehicular Travel All streets in the planning area are threelane configurations with left-turn lanes or continuous center left-turn lanes and on-street parking. Monroe Street, Benton Street and Homestead Road also feature Class II bike lanes. Traffic signals exist at the four corners of Monroe, Lafayette, Benton, and Homestead. Lafayette Street carries substantially more traffic than the other streets. The intersection of Lafayette and Benton accommodates substantial right-turn movement from eastbound Benton Street to southbound Lafayette.

Benton Street today is a critical access link, connecting Downtown with Santa Clara Station and major arteries.

A traffic analysis was performed in 2019 to measure existing level of service (LOS) at eight Downtown-area intersections during the morning and afternoon peak hours.

LOS is a measure of vehicle delay ranging from A (very little delay) to F (long delays and congestion).

The analysis shows that all eight

Figure 2-4

STREET AND TRANSIT NETWORK

intersections currently operate above a

Site Boundary

22

Rapid Bus

Level of Service of D.

CalTrains

60

Frequent Bus

Stations

21

Local Bus

Transit

BART Phase 2

Downtown Santa Clara is situated within

1/4 mile (5 min walk)

a rich transit environment. The eastern

1/2 mile (10 min walk)

| Cha p te r 2 : Downtown Fra me work

322 3

| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

portion of the planning area is within a ten-minute walk (1/2 -mile) of Santa Clara Station, served by Caltrain and, in the future, Bay Area Rapid Transit (BART). Downtown is located with a five-minute walk (1/4-mile) of the Valley Transit Authority’s (VTA) Rapid 522, which provides 10-15-minute service frequencies along El Camino Real.

In addition, downtown Santa Clara is served by three local VTA routes, Route 32, Route 60, and Route 81. Route 60 is a frequent bus route, having frequencies of 15-20 minutes throughout the day, while the others have 30-minute service frequencies. The transit hub connecting local VTA routes to regional transit and the larger Bay Area is located adjacent to Santa Clara Station.

Bicycles Santa Clara’s Bicycle Plan identifies three bicycle levels of traffic stress. Level 1 indicates the bicycling experience is comfortable for bicyclists of all ages and ability levels. Level 2 indicates an experience that is comfortable to an average or better adult bicyclist. The final category indicates a comfort level appropriate only to a confident adult bicyclist.

The assessment shows the bicycling environment in Downtown Santa Clara largely comprises streets that

Figure 2-5

BIKE NETWORK Site Boundary

Recommended Bikeways

Bicycling Level of Traffic Stress

CalTrain

Class II Bicycle Lane

Level 1 - All Ages and Abilities

Stations

Class III Bicycle Route

Level 2 - Average Adult

BART Phase 2

Class IIIB Bicycle Boulevard

Level 3 - Confident Adult

Existing Bikeways

Class IV Separated Bikeway

Class II Bicycle Lane Class III Bicycle Route

Source: City of Santa Clara, 2022 and Bicycle Master Plan, 2018.

Source: Kimley Horn, 2019, study for Precise Plan.

33

are comfortable for Level 2 bicyclists.

Lafayette and Benton Streets showed a higher level of bike stress (this may have changed on Benton Street with the more recent addition of bike lanes). The plan also identified the intersection of Monroe Street and Homestead Road as a common crash site for bicyclists. This intersection could be improved for bicyclists by eliminating the shared vehicular right-turn lane with the bike lane.

On-street parking exists along each street in the planning area, at no cost. However, the on-street parking is restricted by time limitations, primarily of 1, 2, and 4 hours on weekdays and Saturdays, giving Downtown visitors convenience while encouraging turnover. Downtown also has “green curb” spaces for loading, pick-up and drop-off, and “blue curb” spaces for accessible parking.

Public off-street parking consists of

While all Downtown streets have

surface lots and a garage available for

sidewalks and all intersections have

general public or customer parking.

crosswalks, there are notable constraints

Private parking consists of off-street lots

to pedestrian access in and around

where certain visitors can access the

Downtown. First, Downtown itself lacks

parking. This is regulated via a permit for

an internal street network, limiting options

the facility. Signs are posted at the facility

for walkable access between places.

entrances to indicate that a permit is

Second, the current configurations of

required to park in the lot.

Lafayette Street and El Camino Real act

The number of required off-street parking

Downtown, separating it from Santa Clara University and from Santa Clara Station. The Pedestrian Master Plan from 2019 identified four high priority

EXISTING PARKING

Parking

The Pedestrian Experience

as barriers for good pedestrian access

Figure 2-6

| Cha p te r 2 : Downtown Fra me work

spot improvement projects within the Downtown area. These are located on the Monroe St/Homestead Rd, Lafayette St/ Homestead Rd, Monroe St/Franklin St and Homestead Rd/Jackson St intersections.

spaces is determined by the type and size of the building the parking will serve, as required by the City’s zoning code.

Required parking in Santa Clara generally ranges from 1 space per 200 square feet to 1 space per 300 square feet of commercial space, depending on use. One space is required per apartment unit Downtown.

3 44

| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

INFRASTRUCTURE The City of Santa Clara owns and operates potable and non-potable water, sanitary sewer, storm drainage, and electrical services to the precise plan area.

Public utilities provide natural gas and communications services. A summary of

zone generally comes from groundwater

Based upon the current land use at the

Based upon the current land use at the

delivered through wells.

site, average potable water demand

site, average sanitary sewer flows range

The pipelines within the study area include

ranges from about 11,000 to 17,000 gallons

from about 10,000 to 16,000 gallons per

the following: • Madison Street – Water line of unknown size and type

per day (GPD).

day (GPD). Assuming a peaking factor of

Sanitary Sewer

•

the infrastructure and its condition follows.

Potable and Non-Potable Water

•

The City of Santa Clara provides potable and fire water service to the area. The water sources include an extensive local underground aquifer supply delivered to

Homestead Road - 12-inch cast iron pipe installed in 1965

•

Franklin Street - 8-inch cast iron pipe installed in 1927 – an abandoned 10inch pipeline remains in the segment between Jackson and Monroe

water agencies including the Valley Water and the San Francisco Public Utilities Commission (SFPUC) Hetch Hetchy system.

•

Monroe Street - 12-inch cast iron pipe installed in 1972

•

Jackson Street - 8-inch ductile iron pipe installed in 1987

According to the City of Santa Clara’s 2015 Urban Water Management Plan, the City will have adequate water supply assuming projections for water demand of 8.9% average annual growth for the next 5 years and slower 1% growth thereafter.

The study area is within the City of Santa Clara’s pressure zone 1. The normal pressure ranges within the zone are maintained between 45 and 85 psi. The pressure remains fairly constant with demand generally not varying by more than 15 psi. The water supply within this

Lafayette Street – A 6-inch cast iron pipe installed in 1927 and 12-inch cast iron pipe installed in 1962 which are not continuous along the segment

•

the system by well as well as imported water supplies provided by two wholesale

Benton Street – 24-inch ductile iron pipe installed in 1973 and 8-inch cast iron pipe installed in 1927

South Bay Water Recycling provides

Wastewater is collected by the City of

Storm Water

to the San Jose/Santa Clara Regional

Storm runoff is collected by the City of

Wastewater Facility.. The plant has the

Santa Clara and transported to the San

capacity to treat up to 167 million gallons

Francisco Bay. The study area is within

per day. The treated effluent is sent to the

the Southern Guadalupe River Drainage

South Bay Water Recycling project for re-

Area as defined by the City of Santa

use as non-potable water.

Clara Storm Drain Master Plan dated

All pipelines adjacent to the study area are

December 2015. The study area does not

vitrified clay pipes and range from five to twelve feet in depth. The wastewater from the study area discharges to the collector

Streets respectively. This recycled water can be used for irrigation as well as non-potable building uses such as toilet flushing and/or mechanical processes.

contain areas designated by the Federal Emergency Management Agency as subject to the inundation from a 100-year

pipeline in Lafayette Street or Franklin

storm.

Street where it flows to the south or east,

All pipelines are reinforced concrete

receptively. The following summarizes the

pipe, unless noted otherwise, and range

pipelines adjacent to the study area: • Madison Street – 6 and 8 inches in diameter

from three to four feet in depth. The

•

Benton Street - 6, 8 and 12 inch in diameter

where it flows to the east. The following

•

Lafayette Street - 6 and 12 inches in diameter

study area: • Madison Street – 36 inches in diameter

•

Homestead Road - 12 inches in diameter

•

Benton Street - 36 inch in diameter

•

Lafayette Street - 21 inches in diameter

•

Franklin Street – 10 inch in diameter

•

•

Monroe Street - 12 inches in diameter

Homestead Road – 14, 15 and 18 inches in diameter

•

Jackson Street - 8 inches in diameter

pipelines located to the north and west of the study area in Fremont and Madison

0.65 cubic feet per second.

Santa Clara and transported for treatment

non-potable water service near the site.

Currently, the utility has transmission

2.5, the peak daily demand could be about

stormwater from the study area discharges to the collector pipeline in Benton Street summarizes the pipelines adjacent to the

35

•

Franklin Street – 8 inch in diameter noted as vitrified clay pipe

•

Monroe Street - 12 inches in diameter

•

Jackson Street - 20 inches in diameter

Electricity Silicon Valley Power serves the site through overhead lines and underground infrastructure operating at 12KV. The site includes a series of transformers providing electrical services at voltages necessary to serve commercial and residential uses.

Natural Gas and Communications Pacific Gas and Electricity (PG&E) has natural gas pipelines within the roadways surrounding the study area. Silicon Valley Power, Comcast, and AT&T provides communication services within the area among others.

To meet greenhouse gas reduction goals, the development will not install natural gas. Telecommunications services are typically installed with new developments.

Santa Clara is rich with broadband providers.

Figure 2-7

EXISTING UTILITIES Existing Electric

Existing Storm Drain

Existing Gas

Existing Water

Existing Sewer

| Cha p te r 2 : Downtown Fra me work

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| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

B. DOWNTOWN PRECISE PLAN FRAMEWORK

Downtown, each with its own typical

The framework plan also identifies three

encouraged; where retail uses should be

width, mobility emphasis, and frontage

public spaces. These are to be Arts

required; and where retail uses should

characteristics. Lafayette Street is

Commons, at the east end; Franklin

be enabled by design, but not required

recognized as a major street. Benton,

Square, in the west; and a Central Green

(“retail-ready”). Arts Commons, at

Homestead, and Monroe are multi-modal

around the future intersection of Franklin

Downtown’s east end, is seen as the likely

The Precise Plan integrates the

streets that balance vehicle, transit,

and Main Streets. Each of these public

first stage of downtown development,

bicycle and pedestrian travel. Franklin

spaces will have a distinct character,

the seam between the University and the

Street and one new block of Main Street

formed by the design of the space and by

community, and a lively place. A theater

are pedestrian-oriented streets with active

the contributing activities around it.

would be located nearly in the same

community’s vision for a future Downtown and the need to make that vision achievable. The Plan starts with a simple framework. The framework, which developed over the course of months with the Downtown Community Task Force (DCTF), community members, stakeholders, and finally City Council, has

retail and cultural uses and a rich public realm. Washington, Jackson, and Madison Streets are local downtown streets that include a mix of uses and should provide both a quality pedestrian experience and

three parts: streets and public spaces;

service function.

essential land use; and urban form. The

The Plan envisions midblock alleys that

framework clearly identifies what is most

can be service alleys as well as places that

important about the Precise Plan, and

add interest and flavor to the downtown

also what can be flexible in the interest

walking experience. While alleys are to

of implementation and adaptability to

be required in each block with future

change.

development, their precise locations

STREETS AND PUBLIC SPACES The framework for streets and public spaces starts with re-establishing the street grid, creating ten city blocks.

The Plan envisions four types of streets

are left flexible. Alleys are anticipated to have private ownership with dedicated public access and utility easements. They should be constructed such that they can handle the weight of solid waste collection vehicles.

ESSENTIAL LAND USE The Downtown Precise Plan’s approach to land use is based on a few key ideas.

First, Downtown should be a mixed-use environment, with places to live, work, and enjoy community life. Second, retail, restaurants, and cultural uses are the most valued by community members as the heart and soul of Downtown. However (and third), retail success is likely to be challenging, especially in the near term, so over-prescribing it could lead simply to vacant spaces. Fourth, Franklin Street was widely seen as the place where active retail and cultural uses should be focused.

The Essential Land Use component of the Plan identifies ground floor spaces where cultural catalysts should be required or

location where the old Santa Clara Theater once was – but now centered prominently on the new plaza, and a community/ performance space, a food hall, and retail would surround the plaza and activate Franklin Street.

Similarly, retail would surround the future Central Green, and would also be clustered where Franklin Street meets Monroe Street. Along remaining frontages of Franklin Street as well as some others, retail-ready spaces would be required, but these would not be required to have retail uses at the outset but could transition to retail uses later, as the market for retail matures.

37

| Cha p te r 2 : Downtown Fra me work

Figure 2-8

STREETS AND PUBLIC SPACES FRAMEWORK FRANKLIN SQUARE CENTRAL GREEN

Major Arterial Street Multi-modal Street ARTS COMMONS

Pedestrian Oriented Street Service Oriented Street Alleys* Public Spaces *Private ownership with dedicated public access and the option to place utilities in a public access easement if needed.

Figure 2-9

ESSENTIAL GROUND FLOOR LAND USE FRAMEWORK

Retail Uses Retail Ready Uses Entertainment/Cultural Anchors Public Spaces

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| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

URBAN FORM The urban form component of the Precise Plan is in one way the most flexible, and in another the most sensitively and specifically designed. In terms of land use, the Precise Plan is “agnostic”: buildings may be housing, offices, hotels, civic or cultural uses, or a mix of these uses. Thus the framework plan does not show color (typically associated with land use in plans), but only shows building form.

The building massing has been crafted through several iterations working with the DCTF and City staff to respond to multiple conditions. These include stepping down in the north, west and south edges to transition to neighborhood scale; solar access to public spaces and to the neighborhood north of Benton; concentrating density – and mass – at the central civic axes – Main and Franklin – and at the east end around the Arts Commons; and finally, stepping down to respond to the scale of historic structures at the west end including the old post office and historic homes in the blocks between Monroe and Madison.

Figure 2-10

URBAN FORM FRAMEWORK (MAXIMUM BUILDING HEIGHTS)

39

| Cha p te r 2 : Downtown Fra me work

Building form, as shown in the model, represents general building “envelopes” that the Precise Plan and its implementing form-based code will seek to maintain.

Actual buildings will have varied massing and façades, providing human scale, visual interest, and design features that the Plan should guide but leave room for creative response.

The diagrams shown here represent building form that could occur “as of right” under the Plan—the base maximum building envelopes—and the building form that could occur with the provision of additional community benefits (bonus), including affordable housing, cultural catalyst uses, and enhanced public realm features.

Figure 2-11

URBAN FORM FRAMEWORK (MAXIMUM BONUS BUILDING HEIGHTS)

| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

POTENTIAL PHASE 1

EVOLUTION + CONTINUITY

Santa Clara has a unique opportunity

The Precise Plan paints a vision for a

to catalyze the development of a new

completely reshaped Downtown Santa

downtown because of existence of a

Clara, and creates a regulatory framework

significant aggregation of City-owned

to allow this to be created by individual

parcels at the east end of the study area.

property owners over time.

The majority of the easternmost two blocks is owned by the City as well as a significant portion of a third block (as proposed) south of the Franklin Street alignment between Washington and Main.

Here, the City has the opportunity to

BENTON

However, it is important to state that the Plan only sets terms for future development. Existing land uses, businesses and activities can be carried

LAFAYETTE

4 00

on--and can contribute to an evolving place.

orchestrate a development project that sets the tone for the new downtown in terms of urban form, land use mix, cultural attractions, ground floor activating uses and public space function and character.

With this as an example, subsequent phases of the Downtown Precise Plan are far more likely to be initiated and follow the qualitative lead of the earlier phase.

Phasing and implementation strategy as

HOMESTEAD

well as more details about the qualitative aspects of making the early phases successful, will be discussed in later chapters.

Figure 2-12

PHASE 1 OWNERSHIP City of Santa Clara Santa Clara University Privately Owned

41

Figure 2-13

PHASE 1 URBAN FORM

The two easternmost blocks have strong potential as a catalytic first phase for the Downtown leveraging City-owned parcels.

| Cha p te r 2 : Downtown Fra me work

03.

STREETS + PUBLIC SPACES

FRANKLIN SQUARE LOOKING WEST ALONG THE FRANKLIN STREET AXIS

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STRATEGIC STATEMENT The public realm sets a stage on which the choreography of community life unfolds. The design of streets, parks and other public spaces will determine much of what our Downtown experience will be: how we might move, where we might pause, who we might meet, and what we might see. The public realm should create a Downtown that’s a great place to live, work, play or visit.

With thoughtful design and careful programming, streets and open space can address complex challenges relating to mobility, economic vitality, greening strategies, and community activities. From the perspective of community identity, an enhanced public realm provides a way to establish Downtown as the heart of Santa Clara and to differentiate it from other places.

Figure 3-1

CONCEPT VISION FOR THE “ARTS COMMONS” LOOKING EAST

45

| Cha p te r 3 : Stre e t s + Pu b l i c Sp a c e s

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

The following over-arching principles describe how Downtown’s public realm is envisioned:

DOWNTOWN’S PUBLIC REALM SHOULD OFFER MEMORABLE EXPERIENCES AND A SENSE OF HISTORY AND PLACE.

activities, in the public realm itself and

The quality of its environment should help make Downtown Santa Clara a noteworthy

of buildings abutting the public realm.

DOWNTOWN SHOULD BE FLEXIBLE.

Recognize that community life occurs in

Public settings should provide a frame

different ways, ranging from just one or

within which a wide variety of activities

two people to large gatherings, and at

can occur. Simple features, like wide

different times of the day or different times

sidewalks with movable seating, are

of the year.

preferred to elaborate but inflexible design

as a complement to the ground-floor

pedestrian environment, and by creating

DOWNTOWN SHOULD BE SAFE AND FACILITATE HEALTH.

a beautiful Downtown with an appealing

Studies show that communities with

and economically successful destination.

Enjoyment of community life should be promoted by tending to the quality of

urban forest, harmonious street elements, historic interpretation, and exemplary public art.

DOWNTOWN SHOULD BE WELCOMING. The public realm should offer ways to engage in social, cultural, and business

inviting sidewalks and walk-to amenities improve physical health, reduce mental stress, and increase social interaction.

Calm traffic minimizes injuries and makes Downtown more enjoyable. Pleasant settings should be provided that balance sunshine and shade.

solutions. Flexibility also comes in the form of uninterrupted plazas and lawns, raised platforms available for performances, and flexible use of curbside lanes.

DOWNTOWN SHOULD BE GREEN. By creating pedestrian-oriented streets and a balanced street grid, Downtown can promote alternatives to the car and reduce reliance on single-occupancy vehicles, while distributing traffic across a network.

Green infrastructure will raise awareness of the stormwater networks to which Downtown connects, as well as providing a host of other environmental benefits.

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| Cha p te r 3 : Stre e t s + Pu b l i c Sp a c e s

GOALS + POLICIES The following goals and policies will ensure that the plan’s vision for a vibrant public realm will be achieved.

GOAL 3.1: COMPLETE STREETS & MULTIMODAL ACCESS Recognize that streets provide ways to get around and a setting for community life.

Encourage walking, bicycling, and transit use, while maintaining access by cars and trucks. Leverage Downtown’s access to regional transit. Create an interconnected network of streets and paths to provide direct routes and distribute traffic.

Tailor the character of each street to complement adjacent land uses and desired activities. Design streets to help

POLICY 3.1A: CONNECTED STREET GRID

POLICY 3.1B: COMPLETE STREETS

Re-establish Downtown’s street grid,

Design multimodal streets for safe,

as described in Figure 3-2: Downtown

comfortable walking, bicycling, and shared

Streets & Public Spaces. Extend streets

mobility; for convenient access to transit

through the Downtown area to establish

and local destinations; and to support

an interconnected network. Locate streets

public realm activity. Establish ample

to align with existing intersections and

sidewalks that provide continuous path of

maintain sufficient dimension for future

pedestrian travel, and provide space for

buildings. Pursue interim pedestrian

trees, outdoor dining, bicycle parking, and

connections using existing easements

landscape, as appropriate. Set the width

extend or sweep the sides of the building.

where full street right-of-way land

of traffic lanes to acceptable dimensions

More detailed recommendations for each

dedication is currently not available. Spark

to accommodate yet slow traffic flows,

Downtown street, as well as proposed

redevelopment by extending Franklin

reduce pedestrian crossing distances,

future private alleys, are provided on the

Street on City-owned land, where it will

and create human-scaled environments,

following pages.

intersect Lafayette Street. Provide a safe,

maintaining ease of flow for all modes and

comfortable crossing of Lafayette Street,

functions.

ensuring continuity between the Franklin Arts Paseo and Franklin Street Downtown.

Streets must also be designed to provide aerial access for fire equipment.

establish a unique sense of Downtown

Alleys are required in each block to

Currently, the City of Santa Clara requires

identity.

facilitate parking and service access but

that buildings over 30 feet in height require

are flexible as to their precise location.

roadways to be located so aerial apparatus

Alleys should connect at least two different

will have clear access to the “entire” face/

adjoining streets for each block. Alleys

sides of the buildings. The minimum

are anticipated to have private ownership

number of sides is project and building

with public access and the option to place

specific but generally includes a minimum

utilities in a public access easement if

of two and up to four sides depending on

needed.

the building configuration, building design, occupancy, and construction type.

Aerial access roadways must be located not less than 15 feet and not greater than 30 feet from the building and shall be positioned parallel to the entire face/side of the building.

Trees at full development must not exceed 30 feet in height and canopies must not impair an aerial apparatus’ ability to

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

Figure 3-2

DOWNTOWN STREETS & PUBLIC SPACES

Major Thoroughfare Community Connectors Pedestrian Oriented Downtown Street Service Oriented Downtown Street Suggested Alley Locations* Park or Plaza Potential Relocation of Franklin Square to the block to the North, as Part of Potential Future Development Building Setback Line *Private ownership with dedicated public access and the option to place utilities in a public access easement if needed

49

Lafayette Street. Design Lafayette Street to serve the needs of Downtown, while

| Cha p te r 3 : Stre e t s + Pu b l i c Sp a c e s

Figure 3-3

LAFAYETTE STREET CROSS-SECTION

recognizing Lafayette’s importance as a city-serving major street. At the edge of Downtown, increase sidewalk width

DOWNTOWN SIDE

SANTA CLARA UNIVERSITY SIDE

to extend beyond the right-of-way and within building setbacks, as illustrated in Figure 3-3: Lafayette Street Cross-Section.

Where possible, extend curb “bulb-outs” to reduce pedestrian crossing distances at crosswalks at Benton, Franklin, and Homestead, and plant street trees near the curb. Announce the edge of Downtown with street trees and pedestrian-scale lighting and banners. Enable sidewalk cafe seating by allowing up to 6’ from building edge to be used for private purposes like outdoor dining. The remaining sidewalk is required to be publicly accessible.

The Downtown Precise Plan does not make recommendations for Lafayette Street between the curbs. However, the length of Lafayette Street should be studied as a corridor for potential redesign, balancing traffic flows with pedestrian and bike functions. Because Lafayette needs to be understood as an important cross-town connector, this study was not conducted for the Downtown Precise Plan.

Sidewalk Existing Extension Sidewalk Furniture & Green Infrastructure Zone

(no proposed change, out of study area)

Existing

Sidewalk

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Monroe & Benton Streets and Homestead Road. These streets have

Figure 3-4

MONROE, BENTON & HOMESTEAD CROSS-SECTION

traffic and bicycle lanes in each direction separated by a center turn lane, as shown in Figure 3-4: Monroe, Benton &

DOWNTOWN SIDE

NEIGHBORHOOD SIDE

Homestead Cross Section. These streets require only modest improvements, such as to extend curbs at intersections to reduce crosswalk distances, plant street trees, and add green infrastructure.

Franklin Street. Give priority to pedestrians along Franklin Street , while allowing one continuous traffic lane in each direction which is shared by cars and bikes, as described in Figure 3-5: Franklin Street Cross Section.

Give pedestrians priority by providing sidewalks wide enough for outdoor dining, carts with merchandise, public art, and other amenities. Allow up to 6’ from building edge to be used for private purposes like outdoor dining.

The remaining setback and sidewalk is required to be publicly accessible.

Design to accommodate a potential shuttle connection within the travel lanes that would connect Downtown to Santa Clara Station.

Green Infrastructure

Sidewalk Multi-use Bike Curb Lane Lane

Bike Multi-use Sidewalk Lane Curb Lane Existing streets; widths vary

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| Cha p te r 3 : Stre e t s + Pu b l i c Sp a c e s

f.o.c.

Sidewalk

WRT | S anta C l ara Dow n to wn Prec i s e P l an

Provide a multi-use curb lane, while extending the curb at intersections to

Figure 3-5

Franklin StSTREET with galleries FRANKLIN CROSS-SECTION

reduce pedestrian crossing distances.

The multi-use curb lane can be used for a variety of uses that are likely to change over time as demands shift. These uses include drop-off zones, service and delivery zones, bike share stations and onstreet parking.

“Rain gardens” and permeable paving for stormwater management may also occur in this zone in prescribed locations (Refer to Policy 3.4: Stormwater Management and Green Infrastructure). Permeable pavers in the ROW will be subject to an encroachment agreement where the private property owner maintains the pavers in perpetuity. Establish a distinctive canopy of street trees with seasonal color and street lights scaled appropriately to be compatible with Franklin Street design Design the street so it can be closed to traffic during special events, especially near public spaces. Use historic light standards and other design features to provide a clear connection with the historic downtown. Emphasize continuity between Franklin Street downtown and the Franklin Arts Paseo to the east.

12.5’–15’ (setback)

10’

Sidewalk

f.o.c.

character and elements like banners.

7’

26’

60’ ROW

7’

10’

12.5’–15’ (setback)

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The timing of development by different property owners may require phased

Figure 3-6

MAIN STREET (SOUTH) CROSS-SECTION

Franklin Street improvements.

As an early interim measure, provide a Franklin Street through-connection between Washington and Jackson that utilizes the right-of-way easement obtained along the south edge of the existing Park Central Apartments. See diagram Figure 3-21 showing interim condition.

Main Street (South). Make Main Street a grand connection between the Central Green (described under Goal 3.2) and City Plaza Park. Between Franklin Street and Homestead Road, create a memorable allée with four lines of trees, so that both roadway and continuous sidewalks are framed on each side by a line of trees, as illustrated in Figure 3-6: Main Street (South) Cross Section. Between the outside trees and edge of right-ofway, provide a flexible zone adjacent to building fronts that complement ground-

Sidewalk

Sidewalk

Multi-use Curb Lane

Multi-use Curb Lane

floor use and can change in character over time. Allow up to 6’ from building edge to be used for private purposes like outdoor dining. The remaining setback

Green Infrastructure Zone

Green Infrastructure Zone

Tree Planting Zone

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Figure 3-7

WASHINGTON & MAIN STREET (NORTH) CROSS-SECTION

Sidewalk

Furniture & Green Infrastructure Zone

Multi-use Curb Lane

Multi-use Curb Lane

Furniture & Green Infrastructure Zone

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Figure 3-8

ALLEY CROSS-SECTION

Sidewalk

Alleys are anticipated to have private ownership with dedicated public access and the option to place utilities in a public access easement if needed.

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and sidewalk is required to be publicly

to have private ownership with public

accessible. Maintain the same palette of

access and the option to place utilities

tree species and materials as the Central

in a public access easement, if needed.

Green.

Alleys should be designed for shared

The City should also explore streetscape

pedestrian use, and may include active

enhancements for Main Street between Homestead Road and City Plaza Park, to provide a sense of continuity linking City Plaza Park with the Central Green.

Washington & Main Street (North).

These streets are not expected to have high levels of pedestrian or vehicular activity, as the edge of right-of-way is

retail and restaurant uses, public art and interpretation. They may incorporate permeable paving for stormwater management which will be maintained by the private property owners. Their alignment in each block is flexible. See Figure 3-8: Alley Cross Section.

office buildings, as seen in Figure 3-7:

POLICY 3.1C: PEDESTRIAN COMFORT & SAFETY

Washington & Main Street (North) Cross

Provide safe, direct, and continuous

expected to be lined with residential or

Section. Both streets should also serve as marked bicycle routes where bikes and vehicles share lanes.

pedestrian paths throughout Downtown, to and from surrounding areas, and to Santa Clara Station. Maintain an uninterrupted

•

landscaped medians where turn lanes exist but are not needed.

If high volumes of cut-through traffic are observed, consider controls at intersections or the elimination of turn lanes. Where high vehicle speeds are observed, consider speed bumps or speed tables.

POLICY 3.1D: PUBLIC PARKING & CURB MANAGEMENT Direct motorists to parking garages and moderate on-street parking demand with available supply, such as with wayfinding to parking garages, sensors and “smart parking” apps communicating parking availability, and adjusting the price of

Jackson & Madison Streets. No changes

path for pedestrian travel at least 8 feet

parking.

are proposed to these 2-lane, 2-way

in width. Minimize curb cuts where motor

Optimize curbside lanes through

streets, which have favorable features such

vehicles cross pedestrian sidewalks, by

integrated planning and by managing

as street trees between curb and sidewalk.

consolidating access and using alleys.

their use for multiple functions including

Calm traffic, including with: • curb extensions to reduce pedestrian crossing distances at crosswalks;

passenger pick-up and drop-off (e.g. for

•

pedestrian-activated rapid flashing beacon at longer crosswalks;

and shared mobility stations. Consider

traffic lane width reduction to acceptable minimums;

when on-street parking demand is low.

Alleys. Alleys are required for off-street access to parking, loading and service areas, except for where a parcel may abut a Secondary Frontage, as described in Chapter 4, or if a parcel is otherwise undevelopable. Alleys are anticipated

•

ride-hailing apps), loading and delivery for businesses, vehicle and bike parking, allowing curbside loading for businesses

MOBILITY HUB The Downtown Precise Plan recommends mobility hubs that cluster combinations of bikeshare, scootershare, carshare, on-demand rideshare, and microtransit.

55

Figure 3-9

DOWNTOWN BICYCLE NETWORK AND MICROMOBILITY

| Cha p te r 3 : Stre e t s + Pu b l i c Sp a c e s

POLICY 3.1E: BIKES & MICROMOBILITY Prioritize bike-friendly designs for new or modified Downtown streets in this Plan.

Maintain bike lanes on Monroe Street, Benton Streets, and Homestead Road, as indicated on Figure 3-9: Downtown Bicycle Network and Micromobility.

Create a new continuous bicycle route on Washington Street, where bikes and slowmoving vehicles can share lanes.

Amend the City’s Bicycle Master Plan to show this new bicycle route made possible by extending Washington Street through Downtown.

Incorporate street design elements like on-street parking, curb bulb-outs, and lane markings (e.g. bike boxes at intersections, “sharrows”) to encourage safe, mixed vehicle and bike movement.

Encourage bicycle use and other forms of mobility by creating mobility hubs

Class II Bike Lanes Class III Bike Routes (Sharrows) Micromobility Stations

that cluster combinations of bikeshare, scootershare, carshare, on-demand rideshare, and microtransit. Mobility hubs can be implemented incrementally as

Parking Garage (Potential)

development projects make needs and

*Amendments to the 2018 Bicycle Master Plan

opportunities evident, while remaining geographically distributed as illustrated in Figure 3-9.

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Figure 3-10

DOWNTOWN TRANSIT NETWORK

POLICY 3.1F: TRANSIT ACCESS Encourage transit use by Downtown workers, residents and visitors. In coordination with VTA, provide highquality transit shelters with waste receptacles maintained by VTA, where buses stop adjacent to Downtown, as indicated in Figure 3-10: Downtown Transit Network. Enhance transit connections from Downtown to regional destinations, such as to emphasize proximity to the Santa Clara Transit Center, which offers Caltrain service, VTA rapid bus service, and future BART service, through pedestrian connections, integration of design features, and wayfinding.

Fund a study to understand the feasibility of a frequent convenient trolley, shuttle or autonomous micro bus between Downtown, Santa Clara University, and the Santa Clara Transit Center.

Ensure that good transit functionality

Existing Bus Routes Existing Bus Stops Potential Shuttle

is a criterion for evaluating design at the project scale in any case where development would affect transit service.

57

GOAL 3.2: GREAT PUBLIC SPACES Make Downtown a vibrant place and attractive destination by providing

Figure 3-11

DOWNTOWN PARKS & PLAZAS

outstanding parks, plazas, paseos, and other public spaces. Address the needs and interests of Downtown residents, workers, and visitors. Design open spaces to be flexible, while also providing amenities and public art.

POLICY 3.2A: PUBLIC SPACE CREATION Establish active recognizable parks, plazas and paseos for public use, as described in Figure 3-11: Downtown Parks & Plazas.

Actively engage in open space creation through public sector and private sector actions. Locate parks, plazas, and street amenities such as benches, lighting, trash receptacles, etc., to take advantage of and generate pedestrian activity, such as where pedestrians will naturally converge because of adjacent use and/ or intersecting paths. Required plaza and park locations are shown on Figure 3-11; Downtown Parks and Plazas.

Public open space should be visible from streets and well-lighted. Address utilitarian demands while attending to placemaking.

Provide space and infrastructure for events

ARTS COMMONS

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| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

and programs, as is further described in

•

use harmonious pedestrian-scaled street and plaza elements, consistent with Policy3.3A: Public Realm Design Features;

POLICY 3.2C: CENTRAL GREEN

•

complement ground-floor commercial and/or community activity in buildings that edge the Central Green;

Create a common open area at the

“uplight” the trees to accentuate the Arts Commons at night, and consider dynamic and other artistic lighting;

intersection of Franklin and Main

•

•

require arcades for building frontages facing the greens (See Chapter 4: Retail, Culture & the Ground Floor)

display public art in prominent locations;

3-13: Central Green Illustrated. Design

•

•

allow active civic uses to have pavilion space that projects into the Green; and

•

•

incorporate historic interpretation, recognizing that this location was the heart of downtown, including where City Hall was once located;

provide locations and infrastructure (e.g., electrical outlets) for food trucks and food carts, along curbs or in the

Policy 4.1F: Events & Programs. In Santa Clara, parks under 1 acre in area are considered “mini parks.” The expectations for mini parks should be adjusted to create places described in policies 3.2B, 3.2C and 3.2D.

POLICY 3.2B: ARTS COMMONS Create a “town square” for Santa Clara near where Franklin Street and Lafayette Street will intersect, and where Cityowned land can be leveraged. Create a

•

flexible yet amenity-rich plaza framed by active building frontages and communityserving uses, as illustrated in Figure 3-12:

•

Arts Commons Illustrated and further described in Policy 4.1E: Commercial & Cultural Destinations. Design

•

considerations include: • accommodate public gatherings and events with flexible plaza areas, such as to view outdoor films, •

•

provide flexible hardscape with movable seating, especially in locations that support adjacent food-service establishments; include infrastructure for intensive yet flexible use, such as by providing electrical hookups for food trucks and music events, speakers, programmable lighting, display monitors, hose bibs, etc.;

•

•

communicate the presence of the Arts Commons with framed views of the plaza from Lafayette Street; create a seamless connection to Santa Clara University Historic Franklin Street Arts Paseo; through the use of paving materials, low curbs and bollards, extend the plaza across Franklin Street so as to create a larger plaza presence while ensuring pedestrian safety and street functionality; along Franklin Street, maintain visibility into the plaza and provide curb space for drop-off and delivery; provide loading and service to the plaza and adjacent buildings in locations that won’t diminish plaza activity and active building edges, such as from Washington Street.

Streets, to activate and visually unify its four corners, as illustrated in Figure considerations include: • maintain visibility into each corner open space from Franklin and Main Streets; •

•

•

public spaces on the north side of Franklin are larger and will be dominated by multi-use lawns; public spaces on the south side of Franklin are smaller multi-functional plazas paved with textured paving or decomposed granite. on all four corners and along the south block of Main Street, maintain consistent tree species and same palette of landscape and hardscape materials;

•

select a visually distinct tree species with recognizable branch pattern and seasonal color;

•

“uplight” the trees to accentuate the Central Green at night, and consider dynamic and other artistic lighting;

•

display public art near the intersection of Franklin and Main Streets to further unify the four corners;

open space.

POLICY 3.2D: FRANKLIN PLAZA Create a small Franklin Plaza in front of and north of the historic Post Office, as suggested by Figure 3-14: Franklin Plaza Illustrated. Provide sufficient size to host Downtown’s weekly farmers market, when combined with adjacent streets that can be temporarily closed. Design considerations include: • determine alignment of Franklin Street and whether it should run north of the existing fountain or will require the fountain and it’s surrounding plaza’s relocation; •

if the Fountain is relocated, to move and incorporate it prominently within the Plaza;

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Figure 3-12

ARTS COMMONS ILLUSTRATED (LOOKING WEST)

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

Figure 3-13

CENTRAL GREEN ILLUSTRATED (LOOKING SOUTH)

61

Figure 3-14

FRANKLIN PLAZA ILLUSTRATED (LOOKING SOUTH)

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

•

adjust property lines to accommodate Franklin Street and the Plaza, and work with property owners to provide for and encourage new development that activates and frames the Plaza spatially;

•

design and program the Plaza to complement adjacent ground-floor uses;

•

design the Plaza for flexibility, such as with hardscape that can be used for movable seating or as event space; Franklin Street, 1870s

•

determine what parts of the Plaza can be used for the farmers market.

POLICY 3.2E: PASEOS & COURTYARDS Courtyards and paseos (narrow passageways that are part of private development) are acceptable ways to extend pedestrian access and amenities from streets into the middle of blocks.

As illustrated in Figure 3-15: Paseo & Courtyards Illustrated, paseos and courtyards should be spatially framed by building edges with entrances and windows, and without blank walls. Paseos and courtyards are optional features and may be used to meet privately-owned public open space (POPOS) requirements and qualify for POPOS bonus provisions described in Chapter 4.

Figure 3-15

PASEOS & COURTYARDS ILLUSTRATED

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GOAL 3.3: PUBLIC REALM POLICY 3.3A: PUBLIC REALM DESIGN FEATURES Establish a recognizable, memorable Downtown identity through consistent use of attractive high-quality human-scale street and open space design features, such as: • a coordinated palette of trees (one species for Franklin, another for Main and a third for all other side streets), other plants, tree grates, and green infrastructure elements, in coordination with the City Arborist; •

•

•

consistent hardscape treatments (such as concrete color, texture, and expansion joint spacing) and specifications for preferred pavers; specifications for light standards (such as pole height, color, base, and style of light fixtures), light bollards, and other lights, in consultation with Silicon Valley Power. Limit light poles to 18 feet to maintain pedestrian scale, except at intersections and along the perimeter of Downtown. Consider a custom base for light poles using the base of Downtown’s historic lights, which might be recast; specifications for movable and fixed furnishings;

Franklin St. Species Main St. Species Other Streets Species Tree species selection will be in accordance with City’s recommended tree list.

Figure 3-16

STREET TREE CONCEPT

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•

signage (such as wayfinding signs and interpretive exhibits);

•

transit shelters and mobility hubs.

Public realm features should draw from design elements present in the historic downtown. Light standards, especially, provide an opportunity to use historic features that also create continuity with the Franklin Arts Paseo.

POLICY 3.3B: ADEQUATE INFRASTRUCTURE Ensure adeqaute water, sewer, stormwater, electric, gas and communications infrastructure to serve the growing Downtown.

POLICY 3.3C: GREEN INFRASTRUCTURE Use green infrastructure to retain stormwater runoff and filter pollutants that wash off roadways and other impermeable areas in the public realm.

All public facilities including sidewalks, streets and open spaces will feature bioretention facilities consistent with City and County requirements. These will be installed as part of right-of-way or frontage improvements with private development.

Green infrastructure may be distributed geographically, as illustrated in Figure 3-18: Green Infrastructure Concept.

Figure 3-17

PUBLIC REALM DESIGN FEATURES ILLUSTRATED

65

Facilities may include vegetated swales, rain gardens, and permeable pavers,

Figure 3-18

GREEN INFRASTRUCTURE CONCEPT

as suggested in Figure 3-19: Green Infrastructure Illustrated. A district-wide stormwater capture system may also be created.

Stormwater associated with private land will be managed separately by facilities created on-site as part of future development.

POLICY 3.3D: WAYFINDING & INTERPRETIVE SIGNAGE Spark Downtown discovery by establishing a system of wayfinding and interpretive signage. Help people navigate within Downtown and to nearby cultural and historic destinations, public parking, mobility hubs, Santa Clara University, and Santa Clara Station.

Develop street signs in line with historic street signs in coordination with public works.

Involve the Santa Clara Arts Commission in the development of a wayfinding and interpretive program. Interpretive elements

Figure 3-19

GREEN INFRASTRUCTURE ILLUSTRATED

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Green infrastructure features, typical

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| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

may address multiple themes, including the Santa Clara Valley ecological context, Tamyen Ohlone people and culture, and Downtown’s history. Use the format and style of public signage to cultivate a distinct recognizable Downtown identity.

POLICY 3.3E: PUBLIC ART Promote public art along streets and in public parks and plazas as well as murals on blank building facades. Public art should include installations as well as integrated elements such as paving, lighting, and seating. Require public art element as part of all new development as defined in the Form Based Code.

Opportunities for public art, including temporary and low-cost installations, should be sought as part of early downtown activation.

Figure 3-20

WAYFINDING, INTERPRETATION AND PUBLIC ART ILLUSTRATED

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IMPLEMENTATION MEASURES MEASURE 3.1: FINANCING PLAN

hearing. The fee levels must be based

to pay an annual special tax to cover

on a “rational nexus” or a demonstrated

these costs. A CFD may be initiated by

relationship between the amount and

the legislative body or by property owner

Public improvement costs will be funded

impact or demand attributable to the

petition, but establishment requires

through a variety of funding mechanisms

development paying the fee.

an election process (i.e., a vote of the

and resources. Appropriate funding

and other factors. A financing strategy

MEASURE 3.2: ONGOING FUNDING FOR PUBLIC SERVICES AND FACILITIES

will be established, with current thinking

The primary source of ongoing funding

sources will reflect the specific nature of the public improvement required as well as funding availability, timing, beneficiaries,

favoring the use of land dedications and an “area development impact fee” for downtown. If this strategy is pursued, a Nexus Study will be prepared to support adoption of the fee. During the buildout of the Plan, new funding sources may be identified.

The purpose of the Impact Fee is to equitably distribute area-wide and common infrastructure costs among developers within the Plan area.

Infrastructure that provides benefits to development within the Plan will be analyzed and calculated for probable

for the City’s public services and facilities is tax revenue that accrues to the City’s General Fund. This revenue comes from property taxes, sales taxes, and transient

landowners or registered voters).

CFD funds may be used to cover the cost of certain public services as well as infrastructure. The City and property owners may seek to evaluate whether a CFD is appropriate to cover maintenance of new streetscape features, plazas, and other public services and facilities within the plan area.

standard features such as plazas,

MEASURE 3.3: LAND DEDICATION FOR PUBLIC REALM

stormwater treatment facilities,

The creation of public streets and open

pedestrian-oriented lighting, special

spaces will rely on the dedication of land

paving, wayfinding signage, and others,

by property owners, typically as part of

these features should be privately-funded

development.

occupancy taxes, among others.

If the City determines that additional funding is required to support non-

and maintained through a maintenance agreement as a condition of approval.

construction costs. The fee program would

A Mello-Roos Community Facilities District

be enacted by the City Council through

(CFD) could be studied and potentially

adoption of an ordinance in a public

established to require new development

Property Owner Coordination a. The City should work diligently with Downtown property owners and developers for orderly creation of street rights-of-way and public space, while

maintaining development feasibility on adjacent parcels. During Design & Engineering, contact affected property owners to discuss land dedication expectations and potential for land development on the remaining parcel. b. The City should work with property owners/developers to adjust property lines or assemble land, where the location of public streets and public spaces might result in parcel remnants that are too small to develop effectively, such as to extend Main Street through the County Courthouse and other properties (see Figure 3-23). c. Alleys are also required on each block for access to parking, loading, and service areas, and to add interest and enhanced connectivity for Downtown pedestrians. The location of alleys is flexible, and should meet the needs of development as well as contribute to the larger Downtown experience.

Precise alley locations should be part of individual development proposals for each block.

Timing of Dedication a. Land for future streets and public space shall be dedicated as a

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condition for development approval, as determined above OR as provided on Figure 3-2: Downtown Streets & Public Spaces. b. The location of private alleys with public access and the option to place utilities in a public access easement if needed shall also be established. c. Interim improvements should be provided within established easements for public access such as the existing easement along the proposed Franklin Street alignment between the future Washington and Jackson. The City may purchase additional easements, where such an access or utility easement is not already present and where the City finds that an interim improvement is essential to Downtown’s circulation network. The phasing of the roadway network may also require interim roadway measures to be constructed to ensure viable emergency vehicle access.

Figure 3-21

FRANKLIN STREET INTERIM THROUGH-CONNECTION

MEASURE 3.4: STREET AND PUBLIC SPACE DESIGN The following actions provide for the creation of new public right-of-way and open space Downtown.

Design & Engineering a. Create a detailed street & public space map based on a survey of existing conditions (building, curbs,

Figure 3-22

EXISTING PARCELS, INTERIM ACCESS AND PROPOSED LAND DEDICATION

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Figure 3-23

GALLERIES, TREES, AND UTILITY PLACEMENT ALONG FRANKLIN STREET (CONCEPTUAL)

Building Facade

12'-6" to 15'-0" setback to Facade

9'-0" min. from Façade to utility trench

22'-6" to 25'-0" from Facade to face of curb

22'-6" to 25'-0" from Facade to face of curb

4'-0" utility trench 3'-0" utility trench to R.O.W. 4'-0" dry utility trench

+

10'-0" curb face to R.O.W. line

3'-0" curb face to utility trench

3'-0" clearance to trench 5'-0" structural soil

+

+

+

7'-0" parking/flex curbside lane

Face of Gallery at R.O.W. line where allowed by Code

Face of 6" Curb

20'-0" curb face to centerline of R.O.W.

Streetlight, typ.

1'-6" curb face to structural soil

Tree planter and street tree in street segments where Galleries are not permitted

Notes:and street cross sections and utilities) access considerations into design and in Figure 3-22: Street Utility Placement be accessed from the alley; in To accommodate 4-foot wide dry utility trench in all Franklin Street sidewalks, theor two Franklin Street is intended to strongly define theengineering. pedestrian space of the very wide sidewalks and (Figures 3-3 through 3-8). Determine with exceptions anoted. underground vaults; in utility identified pedestrian shelter techniques require different alignments of that Trench in order to active shopfronts. To provide spatial definition, shade for pedestrians and the distinctive historic the exact location of future street rooms/closets within buildings— c. of Develop a detailedare design for the f. Where projections aretoprovided providegallery the required clearances street tree planters and structures. These alignments are as character of Downtown Santa Clara, two types “spatial enclosure” proposed.

These are rights-of-way, public space features, subject to the requirements and shown in the drawing above, and described here. intended to alternate from block to block and inFranklin some cases within a block, as discussed at Street through-connection along Franklin Street, locate utilities lengthimprovements, and in detail by the Downtown Community Task Force over the past 3 years. and utility consistent of SVP. 1. In the stretches where Galleries located 3'-0" behind face of curb, referred to in Policy 3.1B: Franklin following the alternative Utility are allowed, the trench isapproval and with 3 feet minimum clear from the back of Trench to the face of Gallery. Gallery footings Galleries: are “covered sidewalks” with posts in the sidewalk as were present in the with Figure 3-2:These Downtown Streets Street, as an interim measure before Placement shown in Figure 3-23. ii. If such locations are infeasible, must be deep enough and designed as required by the City engineer, to avoid subjecting the historic downtown was demolished in the 1960s. The development standards in the Form& Public Spaces.

Alignthat streets with full Franklin widthwith andGalleries north these services shallthe beutility in lines trench to excessive structural loads that would conflict with the ability to access Based Code require that many of the shopfrontsthe on Franklin StreetStreet be provided g. Electrical infrastructure including existing intersections for reasonably for replacement or maintenance. within specified portions of selected blocks, andCentral prohibit Green the construction Galleries in other block areofdeveloped inconspicuous locations along the Silicon Valley Power (SVP) straight paths of travel. Adjust the exact segments.

2. In stretches where Galleries are not allowed, the Trench sides is located 3 feet of clear of the sites back of (see Figure 3-21). or rears project and requirements shall adhere to the location of streets to account for the without Galleries will be provided with street trees planted structural soil for tree plantings, per City standard. The 9 foot minimum distance to the building Street Trees: Frontages in segments shall be thoroughly screened from d. Locate and design green infrastructure following will ensurestandards: that no unacceptable structural loading is imparted to the Trench. in structural soil, per Cityasstandards.

Franklin Square Fountain, described public view. features based on Downtown The from back-of-curb Trench alignment to back-of-structural soil alignment will be To accommodate vehicular and pedestrian traffic and public utilities, a consistent 60-foot street in Policy 3.2D, and other potential i. transition Utility access and equipment made with a 45 degree angle transition.

(R.O.W.) is provided, plus an additional 3'-6" Public Services Access and Utility topography, the location of stormwater iii. Such utility equipment shall not be designright-of-way constraints. such as back-flow preventers, Easement where the utility trench extends outside the public right-of-way, as shown above. infrastructure and available public land, located above grade in the street, transformer boxes, b. Develop detailed design of street and opportunities presented by new sidewalk, sidewalk planters/ telecommunications pedestals, and public space improvements for construction and retrofits. planting strip, or within the front gas and electric meters, and other incremental yet orderly construction building setback area.

Dry Utility Trench Alignment Diagram e. Street utilities shall conform as closely utilities shall be placed either: Integrate future maintenance and fire 1":20' 25 August 2023 as possible to City standards as shown within or adjacent to alleys and Typical block, Franklin Street ONLY. This is to scale, but is a diagram. Galleries are allowed where shown (to be documented in Form-Based Code) not continuous, but covering most of the sidewalk. Street trees and ground plantings required where shown, with breaks.

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NOTES: a. Storm drain and sanitary sewer pipelines that have diameters or are deeper/shallower in elevation may require greater separation from other utilities. b. Extend geotextile root barrier 6” below chemical barrier.

Figure 3-24

STREET UTILITY PLACEMENT

c. Utility installations must comply with SVP required clearances at the time of installation. This Figure represents SVP’s required clearances as of the date of adoption of this Precise Plan. Refer to Table 1 of SD-1235, “Tree Planing Requirements Near Underground Facilities.”

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iv. Utilities such as transformers, service equipment and trenches/ manholes should comply with the current SVP standard.

Design Features including Wayfinding and Public Art a. Develop a palette of features described in Policy 3.3A: Public Realm Design Features using product specifications and design vignettes, and with involvement from the City Arborist in developing a downtown tree palette; b. Adopt practices to successfully establish and provide for the continued health of trees and other plant materials. Maintain a continuous soil trench along street tree alignments where feasible. c. Engage a qualified professional to develop a system of wayfinding signage that determines the location, content, and format of wayfinding information. Consider arrival and navigation by all transportation modes. d. Develop a program for public art and interpretation along streets and in public open space, in cooperation with the City’s Arts Commission, Historic Landmarks Commission, as part of the City’s Arts Master Plan, and in consultation with experts on local history. e. Require at least one public art element as part of all new development.

MEASURE 3.5: INFRASTRUCTURE IMPROVEMENTS Development following the Precise Plan will create additional demand for water, sewer, electricity, gas and communications services. Demand studies conducted for this Precise Plan indicate the potential for needed improvements. These may include but may not be limited to a district stormwater capture system; an additional transformer at an existing SVP substation; extension of the recycled water system; and underground piping and ducting.

Following the approach defined by the

development increases ridership in the area.

transportation demand management, and to optimize use of curbside lanes.

b. Study the possibility of a trolley, shuttle or autonomous micro-bus connecting Downtown with the Caltrain Station and Santa Clara University (SCU), such as to develop a pilot shuttle project, in collaboration with VTA and SCU.

c. Initiate flexible use of curb lanes, such as to setting time-of-day priorities for alternating activities, such as parking versus loading, drop-off zones, outdoor dining parklets, bike-share stations, etc.

c. Engage a transportation planning professional to develop a plan for mobility hubs, with detail regarding programmatic features, preferred locations, possible sponsors, capital program, on-going activities, and financing.

infrastructure improvements in a way

MEASURE 3.7: PARKING & CURBSIDE MANAGEMENT

that is timed to correspond with need.

Provide for the effective management of

Financing Plan, fund and implement

Underground utilities should be included as part of street development where feasible.

MEASURE 3.6: TRANSIT SERVICE & MOBILITY HUB COORDINATION Encourage high-quality transit service and mobility with the following activities. The City should: a. Work with Valley Transportation Authority (VTA) to provide more frequent transit service as Downtown

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on-street parking and parking garages, to optimize use of available parking spaces. a. Manage demand for public parking through variable pricing and information sharing regarding availability, with a target utilization rate of 85% for each block face. b. Consider establishment of a Parking Management District to manage use of on-street and public parking garages through price and information, to promote alternatives to driving through

MEASURE 3.8: PROGRAMS & OPERATIONS The City should work in partnership with Downtown merchants and other stakeholders to activate Downtown streets and open spaces, and provide other supportive activities such as Downtown events, festivals, fairs and markets, as discussed in Chapter 4, Measure 4.3: Downtown Activation.

04.

RETAIL, CULTURE + THE GROUND FLOOR

FARMERS’ MARKET AT FRANKLIN SQUARE

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STRATEGIC STATEMENT To be the heart of Santa Clara, Downtown must become an exceptional place – distinguished by its community-focused destinations and an active pedestrian-friendly experience that is itself an attraction. To create a vibrant Downtown, streets and open spaces need to be energized by the way the base of buildings spatially frame and activate the public space they abut. Urban vitality generated by ground floor uses, building design and infrastructure are critical to Downtown’s success and will distinguish Downtown Santa Clara from auto-oriented destinations as well as other downtowns on the Peninsula and in the South Bay. The sense of place created as a result of this synergy will invite people from Santa Clara as well as the Bay Area to Downtown and encourage them to linger longer.

High levels of street activity depend on ground-floor uses that serve the public, such as retail and cultural uses, and ground-floor architecture that provides direct entry and visual connection into the building, such as provided by traditional shopfronts. America’s traditional “main streets” do this well. Along the most active streets, a continuous line of buildings activate wide sidewalks with shopfronts and enliven the experience of pedestrians. Generous shopfront windows give a glimpse of what’s happening inside and of goods on display. Along traditional main streets, conditions are set for social activities, frequent comings and goings, things to do and to look at, and – per chance – bumping into a neighbor or your child’s soccer coach. Public space also benefits from programmed uses, such as outdoor dining and places for socializing, performance, and play.

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*Parklet subject to Council approval

Figure 4-1

ACTIVE GROUND-FLOOR FRONTAGE ILLUSTRATED

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Franklin Street once was and will again

For members of the public, parking lots

creation of a great urban environment will

become Santa Clara’s centerpiece with

and blank walls should not be part of the

also require the commitment of developers

activating uses and shopfront architecture

Downtown experience and, at the same

in partnership with the City.

as illustrated in Figure 4-1: Active Ground-

time, midblock alleys and secondary

Floor Frontage Illustrated. Building

streets like Washington and Jackson may

Above all, Downtown should feel like it

edges along Lafayette, Main and Monroe

need to accommodate certain utilitarian

Streets will have main-street character,

functions, like access to loading areas and

as well. Recognizing that there may

parking garage entrances.

not be sufficient market support to line these streets continuously with publicserving uses, the Precise Plan identifies “retail-ready” locations where shopfront architecture and appropriate building infrastructure is required but the interior ground-floor use need not be publicserving at the outset, so long as these retail-ready spaces can be converted to public-serving retail uses as market demand allows. Downtown’s streetlevel experience will also include streets that need not be edged by continuous active public-serving uses and can be lined by residential and office buildings that provide “eyes on the street.” Every street should feel safe and welcoming, by containing ground-floor entrances and windows along with an active sidewalk.

is an extension of Santa Clara and what makes it unique. Downtown should reflect the community’s values, history and character, with a vibrant public life

Downtown’s success as a city and regional

supported by human-scaled streets,

destination also depends on attracting

sidewalks, amenities and buildings.

commercial and cultural venues. These

We can take cues from Santa Clara’s

“anchors” will not only serve and enrich the community, but they will also increase Downtown foot traffic that supports small shops. Implementation measures stress the importance of attracting such permanent anchors, as well as encouraging the programming of weekly and seasonal events to bring people Downtown.

Stakeholder partnerships will play a vital role. Ongoing activities and promotions will require collaboration on the part of the City, merchants, Santa Clara University, cultural institutions, community-based organizations, and other stakeholders. The

historic Downtown, now lost and shown in Figure 4-2: Historic Downtown Santa Clara, which had a human-scale rhythm of shopfronts that corresponded with the width of structural bays. We can learn from the past while embracing Santa Clara’s future.

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PROMINENT CORNERS

STRONG HORIZONTAL BANDING

Figure 4-2

OLD DOWNTOWN SANTA CLARA AT STREET LEVEL

TRANSPARENCY AND DETAIL

DISTINCTIVE SIGNAGE

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VERTICAL ARTICULATION

DISTINCTIVE SIGNAGE

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GOALS + POLICIES GOAL 4.1: A VIBRANT WELCOMING DOWNTOWN Cultivate and create a thriving Downtown destination that is both an activity center for the City and region and a livable urban residential neighborhood. Downtown Santa Clara will offer a unique, appealing concentration of history and art, cultural destinations, local shopping, services, and amenities, and pedestrian-friendly building fronts. Create Franklin Street as a continuous active and welcoming centerpiece for Downtown and all of Santa

Figure 4-3

TYPICAL PRIMARY RETAIL FRONTAGE

Where high levels of activity are desired, maintain ground-floor retail, restaurant, and cultural uses, and “retail-ready” frontage where near-term retail demand may be limited but should be designed for in the long-term. High levels of activity are desired along Franklin, Lafayette, Main, and Monroe Streets, and along the edge of public spaces, as shown on Figure 4-5: Frontage Types & Locations and Figures

16’

Sidewalk

4-3 and 4-4 illustrating each general frontage condition.

Flexible frontages are also indicated, and include Jackson, Madison and Benton

6’6”

Planting Multi-use Zone Curb Lane

Figure 4-4

TYPICAL FLEXIBLE FRONTAGE

Streets and Homestead Road. On flexible street frontages, allow uses that generate less activity including residential and office uses and allow access to parking

Clara.

and building service. Grade separation

POLICY 4.1A: ACTIVE GROUND-FLOOR USES

private entry stoops are encouraged to

The ground-floor frontages of buildings

building lobbies as these are valuable

can provide a mutually beneficial

contributors to successful retail.

for ground floor residential units and provide a level of privacy. Corners should be reserved for retail spaces rather than

relationship between public and private realms. Each frontage should be tailored to its specific context.

Sidewalk Planting Multi-use Zone Curb Lane

*Parklet subject to Council approval

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Retail Frontage Retail-Ready Frontage Flexible Frontage Parking and Loading Entrances Allowed Interim Connection Easement Major Thoroughfare Community Connectors Pedestrian Oriented Downtown Street Service Oriented Downtown Street Suggested Alley Locations*

Figure 4-5

FRONTAGE TYPES & LOCATIONS

*Private ownership with public access and the option to place utilities in a public access easement if needed.

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GALLERY

ARCADE Gallery Required (50% minimum block frontage) Gallery Allowed Arcade Required Arcade Allowed Interim Connection Easement Major Thoroughfare Community Connectors Pedestrian Oriented Downtown Street Service Oriented Downtown Street Suggested Alley Locations* Galleries at Franklin Square.

Figure 4-6

BUILDING PROJECTIONS

*Private ownership with public access and the option to place utilities in a public access easement if needed.

If Franklin Square is relocated to this block per Precise Plan Figure 3–2, Galleries lining Franklin Square are optional.

Galleries near the Theater.

Any Gallery lining block B shall stop at least 20' away from any Theatre Marquee.

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POLICY 4.1B: PEDESTRIANORIENTED BUILDING DESIGN Line the edge of wide sidewalks and public spaces with building entrances and windows, to place foot traffic on public sidewalks and create visual connections to building interiors for passersby. Where retail, restaurants and cultural uses are desired, maintain shopfront architecture with frequent entrances and generous windows to maximize transparency, as indicated in

RESIDENTIAL STOOPS

Figure 4-7: Active Building Fronts.

Shopfronts may be set within covered galleries or arcades of sufficient height and width. See Figure 4-6 for allowed and required galleries and arcades.

Along secondary street frontages, also

INDOOR/OUTDOOR CONNECTIONS

allow residential and office ground-floor architecture that maintains windows and entrances. For privacy and urban character, ground-floor residential should be raised above sidewalk level with residential FLEXIBLE PUBLIC SPACE

entrances punctuated by stoops. Recognize that a building’s base is the most prominent façade as seen by pedestrians and helps maintain a human-scale rhythm in facades while avoiding monotony.

Ground-floor design and signage should draw from historically relevant details, including recessed storefronts, awnings, blade signs, window lettering and other

CANOPIES

Figure 4-7

ACTIVE BUILDING FRONTS

elements.

POCKET RETAIL IN GARAGE FRONTAGE

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Figure 4-9

ARTS COMMONS DESIGN RELATIONSHIPS Figure 4-10

ARTS COMMONS ACTIVATION

*Parklet subject to Council approval

The Arts Commons, as envisioned, would include a cultural arts center, a theater, and a market hall, arrayed around an active public space.

Other retail, office, residential, hotel, and conference activities would also contribute to a vibrant place.

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POLICY 4.1C: CULTURAL & COMMERCIAL DESTINATIONS

Figure 4-11

HISTORIC DOWNTOWN BLOCKS

The Market Hall will be a distinctive architectural presence on the Plaza with high, open beam ceiling and transparency on the plaza as well as on Franklin Street and Lafayette Street frontages. The Hall is meant to provide a welcoming gateway use to attract people to the plaza at all times of day and also to serve as a buffer from Lafayette traffic making the plaza experience more hospitable.

Attract and sustain cultural and commercial destinations in Downtown, especially to establish Franklin Street as Santa Clara’s premier pedestrianoriented cultural, historic, shopping and dining experience. Capitalize on existing local consumer demand and increase consumer demand through residential

•

Santa Clara Theater was a muchbeloved historic and cultural icon of the old downtown before it was demolished in the 1960s. The Theater and its distinctive marquee an vertical should be brought back and provided with a prominent location that is centered on the plaza and activates Franklin Street.

•

A Cultural Arts Center is envisioned as a multi-purpose community center and cultural arts venue featuring a variety of community-serving, performing and visual art spaces of various sizes with the potential to accommodate both Santa Clara University and community-based events. Its proposed location faces the plaza and Franklin Street, where it will be visually prominent and bring activity and vitality to the area. A corner café space as part of the Cultural Arts Center program, further activates the Commons.

and employment growth and by creating a great place. Encourage complementary uses that reinforce one another and create a destination. Work to create the anchor destinations described below. (Design intentions for public space elements also appear in Chapter 3.)

Cultural destinations in the Arts Commons include the following and are shown in Figure 3-12: Arts Commons Illustrated (see Chapter 3). Design relationships between building and Arts Commons Plaza are vital for establishing a A proposed theater would be located almost exactly where the Santa Clara Theater once anchored this block of Franklin Street in old downtown Santa Clara, as shown on this historic fire insurance map.

strong sense of history and place and are illustrated in Figure 4-8: Arts Commons Design Relationships and Figure 4-9: Arts Commons Activation.

• Market Hall will anchor the Plaza and provide a food and beverage destination featuring local purveyors and small specialty shops and providing take-out opportunities for outdoor dining on the Plaza.

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The Central Green will provide a green respite within the Downtown. The Central

Figure 4-12

ACTIVATING EVENTS & PROGRAMS

Green is envisioned to be activated by cafés and other appropriate ground-floor uses within adjacent buildings.

The Central Green is made up of four parts, one on each corner of the Franklin and Main intersection. The northern two spaces are larger and dominated by green space as multi-purpose lawns.

The southern two spaces are smaller multi-functional plazas. See Policy 3.2c in Chapter 3 for further detail.

Franklin Square will be an active open space enlivened by proximity to the historic Post Office and fountain and the Franklin Square shopping center. Franklin Square will also be activated by adjacent ground-floor uses.

Restaurants

Theatre

Public Art

Fountain

Farmers Market

Kids Play Area

Cultural Arts

Note: bonus heights would be provided for proposed cultural uses and food hall.

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POLICY 4.1D: DIVERSE, LOCAL & EVERYDAY BUSINESSES Encourage a diverse mix of retail, restaurants, personal service, and other businesses. Encourage the attraction and retention of small businesses and locallyowned businesses, by creating a mix of retail space sizes, through recruitment and other means.

Figure 4-13

ON-SITE PARKING ILLUSTRATED

Subterranean Parking Podium Parking Structured Parking

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POLICY 4.1E: EVENTS & PROGRAMS Work with local stakeholders to maintain

readings, yoga classes; and meeting spaces; •

ongoing ground-floor and public space activities that sustain an active Downtown.

Complement ground-floor activity with pedestrian-oriented amenity-rich public realm improvements and programming.

See Figure 4-11: Activating Events & Programs.

•

weekly and seasonal events, such as the farmers market, off-the-grid, outdoor movies, theatrical events, street fairs, art festivals, music festivals, holiday markets, swap meets, winter skating and parades. community group meetings; things that bring people to the Downtown District as a destination.

Early activation of Downtown, even

pedestrian-friendly community-oriented sense of place.

POLICY 4.1G: PARKING LOCATION In order to maintain a strong pedestrianoriented environment at street level, place parking below buildings, behind buildings, or behind appropriate ground-floor space in the form of podium parking. See Figure 4-12: On-Site Parking Illustrated.

Build a strong district-wide signage

on collaboration with community

POLICY 4.1F: PROMOTIONS AND BRANDING

organizations. Near-term programming

Increase awareness through promotions

directional signage to parking areas for

that precedes development will begin to

and marketing. Develop an effective

those arriving by car.

create a sense of place and develop the

coordinated media presence locally and

Downtown as a destination. Events can

in the South Bay. Emphasize Downtown

be indoor (in vacant spaces) or outdoor.

as a destination that offers shops,

Pop-ups can help activate underutilized

restaurants, urban amenities, history,

spaces while the district matures, and

art, and cultural venues. Communicate

to add something new and varied at any

Downtown destinations and events

time. Downtown programs and events may

by using traditional media and online

include: • temporary outdoor uses, such as food trucks, sidewalk florists, and concession-cart merchandising;

platforms, including a robust Search

•

Downtown Santa Clara’s unique story

before new development occurs, should be pursued, with an emphasis

temporary ground-floor (indoor) uses, such as art installations, poetry

Engine Optimization (SEO) strategy to take advantage of ‘go-to’ resources such as Google, Yelp, and Eater. Leverage of downtown regeneration and its

program including directories and wayfinding for pedestrians, and clear

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GOAL 4.2: AN ADAPTABLE DOWNTOWN POLICY 4.2A: RETAILREADY SHOPFRONTS Along frontage locations where retail, restaurants or cultural activity are desired in the long term but where market conditions do not support retail in the present, require that ground-floor space is designed in a way that can easily accommodate future retail, restaurants, or

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Figure 4-14 Allowed uses in retail-ready spaces

TYPICAL RETAIL-READY FRONTAGES

include residential, live-work, community, and office.

See Figure 403: Frontage Types & Locations, and Figure 4-13: Typical RetailReady Frontages.

POLICY 4.2B: ACTIVATIONREADY PLACES Consider ways that the ground-floor of buildings can support public realm activity and flexibility, such as buildings with food service windows, digital information

BEFORE RETAIL

WITH RETAIL

BEFORE RETAIL

WITH RETAIL

displays, and outside faucets to spraywash sidewalks.

cultural uses.

Retail-ready design includes attention to width and depth, clear height, venting (or chases for future venting), location for remote refrigeration equipment, grease traps, loading zones and back of house (BOH) access, trash areas, availability of adequate utilities, retail sign bands, delivery zones, etc. The adjoining sidewalk/frontage area should be of adequate width to accommodate outdoor displays and dining, amenities, etc.

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IMPLEMENTATION MEASURES MEASURE 4.1: FORMBASED CODE

is consistent with the vision expressed

this association would include events and

in this Precise Plan and that promotes

activation, marketing and promotion, and

Downtown’s emergence as a dynamic

the convening and coordination of key

Adopt a Form-Based Code to regulate

activity center with a mix of uses including

stakeholders.

ground-floor frontage along streets and

cultural catalysts, retail, hotel, and housing

publicly-accessible open space to address

uses.

When larger-scale development starts

the following.

• Frontage Standards. To ensure that buildings line Downtown streets and open spaces in way that benefits both the public and private realms.

•

•

Ground Floor uses. To concentrate active ground floors in the heart of Downtown while providing flexibility to adapt to community needs and economic realities over time.

Signage Standards. To ensure that private signs contribute to a beautiful public realm while providing visibility and branding opportunities for businesses and organizations.

MEASURE 4.2: DEVELOPER SOLICITATION & COLLABORATION For City-owned land Downtown, issue a request for proposals from developerled teams to support development that

to take physical form, the voluntary

To conform to California’s Surplus

association should consider consulting

Land Act (Assembly Bill 1486), mixed-

a specialist about the possibility of and

use development on City-owned land

process for creating a property-based

must include not less than 300 housing

business improvement district (PBID).

units and restrict at least 25 percent of

A PBID for Downtown Santa Clara would

these residential units to lower-income households.

MEASURE 4.3: DOWNTOWN MANAGEMENT ENTITY In the near term, the City, the University, and the master developer of City-owned property at the east end of Downtown should form a voluntary association, with commitment and resources from each.

The voluntary association should also strive to include existing business and property owners.

This association would focus on generating initial vitality and momentum, “putting Downtown on the map” as a place worth exploring. The work plan for

concentrate on activation and marketing, with the goal of establishing Downtown as a destination for a broad catchment area. The PBID would be responsible for channeling the interests and perspectives of the district’s business community, and could also play a sourcing and vetting function with respect to project and business-specific municipal initiatives.

Specific roles for the Downtown Management Entity should include: • Creating a brand statement for Downtown, and hiring a marketing firm to focus efforts on social media and influencers that highlight and direct people toward Downtown Santa Clara.

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•

•

Creating a regular program of activities Downtown, building on existing events and adding new seasonal events such as street fairs or holiday markets, Off the Grid-type events, and outdoor concerts or movies.

Activating vacant storefronts with displays, and pop-ups, banners promoting the Downtown as a whole, and offering spaces to community groups at no or minimal cost for meetings and events.

MEASURE 4.4: DOWNTOWN ACTIVATION A Downtown Activation Strategy should consider events and programming, promotions and branding, and funding for ongoing activation. This should be a core responsibility of a downtown management entity (see Measure 4.2) and should be supported by the City.

Public space activation should include existing Downtown programs (e.g., the farmers’ market) and events (e.g.

Parade of Champions) as well as new and enriched programming such as food trucks, sidewalk vendors, outdoor

movies, wellness classes, and art walks, as described in Policy 4.1f: Events and Programs.

MEASURE 4.5: CULTURAL CATALYSTS a. Work in partnership to establish cultural destinations Downtown.

Provide development incentives for cultural destinations, such as bonus provisions described in Measure 5.1. Consider use of public-private partnership forms of financing.

b. Engage Downtown partners in the formation of a Downtown Cultural Arts District or “Downtown Arts District.”

Specifically, work with Santa Clara University to understand University plans and aspirations for cultural facilities and to create a City Cultural District that ties the Downtown Arts District to the Santa Clara University Historic Franklin Street Arts Paseo. c. Engage the Historic Landmarks Commission, Cultural Arts Commission, and associated experts to create programs & promote downtown as a heritage and cultural destination.

| Cha p te r 4 : Re t a i l , Cu l tu re + th e G rou n d Fl o or

MEASURE 4.6: BUSINESS RECRUITMENT Work with the Downtown management entity to identify and recruit promising retail, restaurant, and office tenants.

Build on retail demand analysis and recommendations developed as part of the Precise Plan. Capitalize on and promote as part of Downtown’s brand Downtown’s competitive advantages including pedestrian-oriented amenity-rich environments, proximity to Santa Clara University and Santa Clara Transit Center, drive-by visibility along Lafayette Street, and growing patronage from the future downtown residents and workers.

Work to attract and support small, local businesses in concert with City and County programs. Consider a new low-interest loan program to encourage new and support existing Downtown businesses, such as to help fund façade improvements. Encourage gourmet and ethnically-focused Peninsula & South Bay restaurants to move to or open a second location in Downtown. Encourage farm-totable local restaurants that take advantage of nearby locally-grown produce.

05.

BUILDING UP

NEW DEVELOPMENT AT FRANKLIN AND MONROE

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STRATEGIC STATEMENT Live. Work. Play. Engage. Thriving downtowns are activity centers that concentrate a rich mix of complementary uses at urban intensities that can support walk-to destinations, amenities & activities, regional transit, and a mix of uses and activities that complement each other.

This intensification or “Building Up”, is inseparable from Santa Clara’s desire to create a thriving city center, as upper floors of multifamily and office buildings put people Downtown on a continuous basis. In turn, residents and workers generate foot traffic and around-the-clock activity. Residents and workers will also patronize – and thereby help attract - Downtown’s retail shops, restaurants, and cultural venues and in turn create destinations for outside visitors.

“Building Up” will also intensify the area to better fit today’s Bay Area. Parcelby-parcel, low-intensity land uses will be replaced by development projects that deliver housing and office space that is sorely needed in the South Bay and will be in a location where residents and workers can walk and use transit and reduce the need for private automobile use.

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Figure 5-1

DOWNTOWN URBAN FORM ILLUSTRATED Allowable heights of buildings.

Note: Allowable building heights and number of stories are regulated by Figure 5-4 and 5-5

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| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

Downtown is to become a great urban

buildings stepping down around it. Historic

neighborhood with diverse housing

preservation consistent with the Secretary

options. Simultaneously, Downtown is

of the Interior Standards for preservation

to become an employment center that

and treatment of historic properties will

confers a noteworthy business address in

be followed. And the character of new

light of adjacent land uses and amenities.

construction is to be compatible with

As illustrated in Figure 5-1: Downtown

designated historic resources, when old

Urban Form Illustrated, the Precise Plan proposes context-appropriate building

and new buildings are adjacent or across the street, particularly in the western

heights and massing. Building heights

blocks.

will step down in height where Downtown

“Building Up” will also reduce the

abuts existing residential neighborhoods,

community’s environmental footprint, as

while stepping up in height along the east

mixed-use walkable districts generate

end of Downtown’s central spine, Franklin

less traffic and greenhouse gas per capita

Street, where amenities and transit will

than more car-reliant districts. The cost

be most abundant, and at the Main and

burden of infrastructure improvements

Franklin Street crossing, marking the

and operations is also reduced per capita,

Downtown’s “civic axis” leading to City

thereby contributing to Santa Clara’s

Plaza Park.

fiscal health. The Precise Plan encourages

City values around historic preservation

green building and green infrastructure in

are also reflected in the Plan. The historic Post office will be celebrated with adjacent

support of the City’s climate adaptation goals.

95

GOALS + POLICIES GOAL 5.1: VITALITY THROUGH DIVERSITY, INTENSIFICATION & FIT

•

Housing opportunities for persons of different ages, incomes, helping to meet Santa Clara’s continuing need for additional housing.

POLICY 5.1B: URBAN INTENSITY

•

An employment district comprised of high-intensity office buildings, and supported by retail, services, hospitality, and cultural uses.

Downtown’s office mix could include civic uses and public offices, potentially relocated from the Civic Center.

attracting urban development with

Attract high-intensity employment and residential development, creating a pedestrian-oriented, transit-accessible and amenity-rich Downtown Santa Clara. Use growth to increase patrons, foot traffic, and market support for Downtown retail, restaurants, and services. Avoid uses that

•

A hotel with conference center to bring visitors Downtown and take advantage of Downtown’s cultural uses, proximity to SCU, and car-free access to regional transit and future high-speed rail.

Activate and populate Downtown by sufficient height and intensity to be financially feasible and bring new residents and employees to Downtown in substantial numbers. Leverage Downtown’s potential by prohibiting autooriented and other low-intensity uses.

Development shall achieve a minimum density of 35 units per acre cumulatively within the Precise Plan area. This minimum density will be monitored; new development will not be approved when

are unlikely to generate population and

Maintain flexibility about where this mix of

it would cause the cumulative density

pedestrian activity. Create a “complete

uses is provided Downtown. At the same

or intensity of development approved

Downtown” that is a great place to live,

time, avoid the long-term possibility of a

following adoption of this Plan below the

work and play, and can adapt over time.

Downtown with only one type of upper-

density and intensity thresholds.

story use by maintaining balance at all

POLICY 5.1A: LAND USE DIVERSITY & FLEXIBILITY

phases of development. If only one upper-

Create a thoroughly mixed-use Downtown

approved on over 25% of Downtown’s

with residential, office and hotel uses

developable acreage, limit the dominant

on upper stories to take advantage of

use until sufficient balance has been

market trends and foster 24/7 activation.

reached. Continue to monitor after each

Downtown should mature to include:

subsequent increment of development.

story use dominates (over 75% of floor area) after new development has been

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| Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan

POLICY 5.1C: DOWNTOWN FORM

Figure 5-2

URBAN FORM QUALITIES

Locate taller buildings at the eastern end of Downtown, within a half-mile walk of Santa Clara Station, and near the geographic center of Downtown (Main & Franklin Streets). Transition building heights to shorter buildings in the direction of residential neighborhoods to the north, south and west to respond to scale and shade, and shape allowable building height to reduce shading on public open space. These strategies are depicted in Figure 5-1: Downtown Urban Form Illustrated, which models a potential

Strong horizontal banding and vertical articulation items create scale and break up monotony.

Stepped massing helps respond to lower scale neighborhood edges.

future Downtown buildout, and Figure 5-3: Building Height Transitions, which shows critical relationships between Downtown building heights, Downtown public spaces, and the adjacent neighborhood.

Maintain street wall continuity, while providing visual interest through building modulation, such as bay windows, and building articulation, such as to express structural bays. See Figure 5-2: Urban Form Qualities.

SCU

Figure 5-3

LAFAYETTE

BUILDING HEIGHT TRANSITIONS

WASHINGTON

MAIN

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Massing variation coupled with horizontal and vertical articulation help add human scale to the Downtown.

JACKSON

POST OFFICE

MONROE

MADISON

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POLICY 5.1E: MAXIMUM POLICY 5.1D: REQUIRED BUILDING HEIGHTS CONTRIBUTIONS TO INFRASTRUCTURE AND THE In keeping with the conceptual urban form framework for Downtown, allow buildings PUBLIC REALM New development will be required to make contributions that improve public infrastructure and the public realm in ways that promote alternative transportation modes (walking, biking & transit),

to achieve maximum heights as shown on Figure 5-4: Maximum Building Heights.

Height is regulated by the number of stories as well as the maximum number metric.

(green infrastructure and green building

Two levels of parking may correspond with

performance), and provide for the

one level of tall ground-floor retail space,

orderly and attractive transformation of

counting as one floor. Within each height

Downtown.

district, maximum building heights in feet

New development is expected to improve

are intended to allow for tall ground-floor

creation of new streets and public spaces, make fair-share contributions, or possibly

spaces and typical office floor-to-floor heights. For typical residential buildings, maximum height would not be expected to

pay an Infrastructure Impact Fee for

be achieved.

Downtown improvements to create and

Floor area is not directly governed, but is

improve streets and public spaces, as

limited based on what can be achieved

indicated in Figure 3-2: Downtown Streets

within a building envelope described in

and Public Spaces.

more detail in the Form-based Code.

New development is expected to make fair-share contributions to infrastructure needed to support Downtown development. See Measure 3.5: Infrastructure Improvements.

Bonuses may be granted to Downtown

adoption of this study, grant additional

buildings for community benefits provided

floor area and building height for

off-site but within Downtown.

community benefits that may include: • Arts Commons cultural destinations that include Santa Clara Theater, the Cultural Arts Center and the Market Hall; •

of feet. Buildings must not exceed either

promote environmental sustainability

adjacent streets, dedicate land for the

height and floor area allowance. Following

POLICY 5.1F: MAXIMUM BONUS HEIGHTS AND COMMUNITY BENEFITS The City will undertake a study that will lead to a formal bonus heights program,

A public parking garage that can support these venues; visual and performing art venues or movie theaters in locations other than the Arts Commons (but Downtown);

POLICY 5.1G: COMPATIBILITY WITH SAN JOSÉ INTERNATIONAL AIRPORT COMPREHENSIVE LAND USE PLAN When measuring development height for consistency with the San José

Conservation of historic resources or contributing buildings to historic districts;

International Airport (SJC) Comprehensive

•

Land dedication for public realm that exceeds the District average;

level (MSL) to the top of the highest point

•

Enhanced contributions to public realm improvements above fairshare development impact fee, including infrastructure, paving, planting, furnishings, public art and interpretation elements;

•

•

Enhanced contributions to district transit infrastructure and operations.

Floor area bonuses will be calculated based on the amount of floor area that could be achieved with maximum (base) building heights and massing limits established in the Form-based Code.

establishing a specific relationship

Bonuses may be combined but not beyond

between a developer’s contribution to

maximum height indicated in Figure 5-5:

desired benefits and additional building

Maximum Bonus Building Heights.

Land Use Plans (CLUP) Part 77 Surfaces, height is to be measured from mean sea of any proposed structure. Height of any proposed structure is subject to height policies set forth in the SJC and Reid Hillview (RHV) CLUPs and may not exceed the Part 77 Surface immediately above that proposed structure.

All proposed development within the SJC CLUP Traffic Pattern Zone shall comply with the applicable open space requirements of the SJC CLUP (SJC CLUP policy S-5 and Table 4-2).

Where legally allowed, dedication of an aviation easement to the City of San José shall be required to be offered as a condition of approval on all projects located within the Airport Influence Area.

99

Figure 5-4

MAXIMUM BUILDING HEIGHTS

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Figure 5-5

MAXIMUM BONUS BUILDING HEIGHTS

Notes: Height is regulated by the number of stories as well as the maximum number of feet; buildings shall not exceed either metric.

1 0 00 | Ci t y o f S a nt a Cla ra Downtown Pre c is e Plan 10

GOAL 5.2: HISTORIC BUILDINGS AND CHARACTER

Figure 5-6

HISTORIC RESOURCES AND AREAS OF HISTORIC SENSITIVITY (2022)

POST OFFICE

Conserve Downtown’s historic resources and sense of history, while allowing use of buildings to change over time. The old Post Office is a building of notable character and the blocks west of Monroe have properties designated as historic, as indicated in Figure 5-6: Historic Resources

Architecturally Significant & Historic Sites

and Areas of Historic Sensitivity (2022).

100ft buffer around Historic Sites Historic Combining District (HT)

POLICY 5.2A: HISTORIC PRESERVATION

Further study needed

Preserve Downtown’s historic buildings and sites as described by the City’s Historic Preservation and Resources Inventory and consistent with the Secretary of the Interior’s Standards for the Preservation and Treatment of

Figure 5-7 POST OFFICE

BUILDING HEIGHTS ADJACENT TO HISTORIC BUILDINGS AND AREAS OF HISTORIC SENSITIVITY

Historic Properties and with the City’s regulations for Historic Combining Districts (see Chapter 18.58 of the Santa Clara City Code). Encourage the continued assessment of buildings and sites with potential but undetermined

Architecturally Significant & Historic Sites

historic significance. In particular, the City

Historic Combining District (HT)

should study the potential eligibility of

100ft Buffer around Historic Sites Further study needed

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the downtown post office for the Historic

the height of new development should

Preservation and Resources Inventory.

not distract from the historic building.

POLICY 5.2B: FLEXIBILITY FOR HISTORIC BUILDING REUSE

Accordingly, height limits have been set in the western area of the Downtown Plan in response to adjacencies of sensitive buildings and historic resources.

Recognize that reasonable use of historic buildings may necessitate adaptive reuse and encourage such reuse by allowing flexibility around parking requirements, change-in-use thresholds, and other standards, while remaining consistent with the Secretary of the Interior’s Standards

UNIVERSITY OF SANTA CLARA THEATRE

for the Preservation and Treatment of Historic Properties and with the City’s regulations for Historic Combining Districts (see Chapter 18.58 of the Santa Clara City Code).

POLICY 5.2C: COMPATIBLE NEW DEVELOPMENT Where it will be adjacent to a historic building or within areas of historic sensitivity, new development should be designed to be compatible with historic resources, consistent with the Secretary of the Interior standards and City regulations, such as by using similar proportion, scale, facade modulation, and stepdowns. For new buildings on the same parcel as a historic building or within a buffer area

FRANKLIN STREET 1898

defined by Figure 5-6: Historic Resources

Figure 5-8

and Areas of Historic Sensitivity (2022),

GLENWOOD HOTEL

OLD DOWNTOWN SANTA CLARA BUILDINGS

CITY HALL

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GOAL 5.3: REDUCING AUTO DEPENDENCE

Shared Parking. Parking shared among uses is encouraged, and up to twenty percent (20%) of parking spaces provided may be shared between two uses. For the purposes of this title, those parking spaces shared between two uses count towards the parking requirement of both. Shared

Leverage Downtown as a place where

parking is justified when reduced parking

car use and ownership can be reduced.

reflect different uses have different time-

Optimize on-site parking in recognition

of-day parking demand profiles, based on

of reduced reliance on personal vehicles

evaluation by a qualified transportation

because of the availability of walk-to

planner and the City.

destinations and exceptional transit access. Encourage shared-use and construction of public parking.

Unbundled Parking. A maximum of one parking space shall be rented or sold

Table 5-2

REQUIRED PARKING USE

MINIMUM VEHICLE PARKING REQUIRED

Office, civic, cultural and conference uses

1 space per 500 sq. ft. of building area

Grocery stores

1 space per 500 sq. ft. of building area

All other commercial uses, including restaurants and bars

1 space per 1,000 sq. ft. of building area

Hotels

0.5 spaces per room 1 space per unit for units greater than or equal to 550 sq. ft.

with each unit. Additional parking spaces

POLICY 5.3A: TRANSPORTATION DEMAND MANAGEMENT: PARKING REQUIREMENTS

shall be rented or sold separately. As an

For new development Downtown,

a separate waiting list from renters with

establish transportation demand

cars, and renters being chosen alternately

management (TDM) requirements that

from the two lists. Require employers

reflect the vision for a pedestrian-oriented

who provide free employee parking to

district that is accessible by all modes

offer a cash payment in lieu of the parking

of travel and not dominated by wide

benefit.

alternative to renting or selling parking spaces separately from residential units,

Residential units

prospective renters without cars put on

Residential units for seniors, with onsite staff

In the Downtown Precise Plan Area,

parking may be provided off-site but

POLICY 5.3B: TRANSPORTATION DEMAND MANAGEMENT: CONTRIBUTIONS TO BICYCLING & TRANSIT

parking requirements shall be as

within Downtown. Directly adjacent on-

summarized in Table 5-2. These

Development will contribute financially

street parking may count toward parking

requirements reflect a strong transit

to Downtown’s bicycle and transit

requirements for commercial uses.

infrastructure, as noted in Policy 5.1d.

roadways and traffic.

orientation for downtown.

Off-Site and On-Street Parking. Required

1 space per 20 units for guest parking Required parking may be provided anywhere in the district, including in shared-use garages.

property managers may implement a parking preference program, with

0.5 spaces per unit for units less than 550 sq. ft.

Require new development to provide secure indoor bicycle parking, consistent

1 space per employee plus 0.1 spaces per unit

with zoning.

allow parking requirement reductions for

The City’s Climate Action Plan currently requires all multifamily residential development to reduce vehicle miles traveled (VMT) through transportation demand management measures.

Within the Downtown Precise Plan area, non-residential development, based on evaluation by a qualified transportation planner and the City:

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•

•

•

•

Transit Passes for Commercial Uses – when commercial developers commit to a monthly transit pass benefit, paired with a “guaranteed ride home” benefit for when employees have family or medical emergencies;

integrated with office, residential and

Bike Commuter Facilities – when commercial projects make locker room(s) with shower(s) available to employees;

parking for residential projects. On-site

Carsharing Spaces – when developers of large projects dedicate one or more on-site parking spaces to a carsharing operator for carsharing by residents and/or employees, with further reduction when on-site carsharing is available to the public;

POLICY 5.3D: PARKING GARAGE ADAPTABILITY

Vanpool Spaces – when larger commercial projects reserve one or more parking spaces for an established

demand. Require all standalone garages to

employer-run vanpool program.

have a minimum of 10’ floor-to-floor height

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hotel development. Efficient parking design can be achieved by minimizing drive aisle dimensions whole addressing vehicle needs and operations and allowing mechanical parking lifts and tandem charging stations for electric vehicles should be provided.

Provide for long-term conversion of large parking garages, as the reduction of auto use and the rise of autonomous vehicles may lead to a reduction in parking have flat floors as well as external ramps for easier adaptability. These should also for future reuse.

POLICY 5.3C: ON-SITE PARKING DESIGN On-site parking will be provided in future development such that it does not dominate the pedestrian experience.

This includes placing garage entrances on streets designated to handle service functions; lining the public, street-level edges of parking with other uses; and using decorative screening elements.

Parking will be provided efficiently, in subterranean garages and podiums

Figure 5-9

ELEMENTS FOR TRANSPORTATION DEMAND MANAGEMENT (TDM)

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IMPLEMENTATION MEASURES MEASURE 5.1: FORMBASED CODE AND PERMITTING

d. Standards for Parking Design that minimize the influence of parking on the public realm, ensure efficient use of space, and enable adaptive reuse.

Adopt a Form-Based Code to regulate

The Form-Based Code will be used to

building form, upper-story land use and development generally to address the following. a. Building Placement & Site Planning.

To ensure that new buildings contribute to the urban streetwall and are appropriately set back or brought forward depending on use. Parking within blocks is to provide convenient access to Downtown without threatening the desired character and nature of an active, beautiful Downtown environment. b. Building Height & Massing. To create buildings which define comfortable and beautiful urban space while transitioning sensitively to existing buildings and providing adequate solar access. c. Facade Design & Articulation. To ensure that buildings create a human scale and rhythm characteristic of active Downtown environments.

evaluate and approve future development projects Downtown. Project review will also address all building code and fire safety requirements, including the need to provide aerial apparatus access roadways, emergency escape and rescue openings, fire-flow requirements, and fire hydrant spacing.

MEASURE 5.2: DEVELOPER SOLICITATION & COLLABORATION For City-owned land Downtown, issue a request for proposals from developer-led teams to support Downtown’s emergence

than 300 housing units and restrict at least

lines, proportion of windows & entrances,

25 percent of these residential units to

and other distinguishing design attributes.

lower-income households.

MEASURE 5.3: PARKING SUPPLY & TDM PROGRAMS

Protect Downtown historic resources

For Downtown Santa Clara, formalize

by applying Santa Clara City Code

transportation demand measures (TDM)

Chapter 18.106 Historic Preservation to

that evaluate the ratio between benefits

proposed alterations and demolitions.

offered and parking ratio reductions

Changes to historic structures must

offered. Set parking ratios, and allow

be consistent with the Secretary of the

parking requirement reductions with TDM,

Interior’s Standards for the Preservation

as described in policies 5.3A and 5.3B.

and Treatment of Historic Properties and

MEASURE 5.4: HISTORIC RESOURCES Height & Massing Establish height and massing limits that ensure complementary scale, as described

as a dynamic activity center with a mix

in Policy 5.2C.

of uses including cultural catalysts, hotel,

Historic Context

office, and housing uses.

To be part of a mixed-use development that conforms to California’s Surplus Land Act (Assembly Bill 1486), development on City-owned land must include not less

Designated & Potential Resources described by the City’s “Historic Preservation and Resources Inventory”

with the City’s regulations for Historic Combining Districts (see Chapter 18.58 of the Santa Clara City Code). See Figure 5-6: Historic Buildings Downtown. Note that State streamlined development review requirements for proposed affordable housing projects do not apply if demolition of a historic resource is proposed.

Provide for protection of cultural resources that have not been formally designated.

Through the form-based code,

Continue proactive assessments of

establish design standards that address

potential cultural resources to recommend

compatibility with character-defining

qualifying resources as historic inventory

features including setback & streetwall,

and to allow streamlined entitlement of

rhythm of entrances and massing, cornice

properties free of designated resources.

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Specifically, study the downtown post office for potential eligibility for inclusion in the City’s Historic Preservation and Resources Inventory. For development applications where potential resources have not been assessed previously, require an assessment by the Historic Landmarks Commission and its historic resources consultants as part of development approval applications and, for projects that qualify for permit streamlining, a process for making timely determinations

Adaptive Reuse Encourage adaptive reuse of historic buildings. Prior to renovations and minor additions that retain a significant part of historic facades and other characterdefining features, the properties must be assessed by a qualified historic resources consultant and reviewed by the City’s Historic Landmarks Commission for consideration of historical significance, consistent with the Secretary of the Interior’s Standards for the Preservation and Treatment of Historic Properties and with the City’s regulations for Historic Combining Districts (see Chapter 18.58 of the Santa Clara City Code). Exempt adaptive reuse from parking and open space standards. Consider reductions in development fees.

MEASURE 5.5: FINANCING PLAN Develop and rely on a Nexus Fee Study and Financing Plan to anticipate costs associated with public improvements and propose how to address those costs. A financing strategy will be established, with current thinking favoring the use of land dedications and an “area development impact fee” for downtown. See Measure 3.1 in Chapter 3.

MEASURE 5.6: BONUS HEIGHTS PROGRAM Conduct a cost benefit analysis of monetary value of community benefit offered in relation to bonus height allowance. Adopt the recommendations of this study into a bonus heights program to guide the City in the approval process of new projects in the Downtown.

MEASURE 5.7: FUNDING FOR PUBLIC SERVICES AND FACILITIES The primary source of ongoing funding for the City’s public services and facilities is tax revenue that accrues to the City’s

Downtown, a Mello-Roos Community Facilities District (CFD) could be studied and potentially established. See Measure 3.2 in Chapter 3.

MEASURE 5.8: AFFORDABLE HOUSING MECHANISMS Implement State laws for the production of affordable housing, such as to increase the allowed size of affordable housing projects consistent with State “density bonus law,” and to make public land available

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Attainment of Land Use Balance If anytime after one-quarter (25%) of Downtown’s total developable acreage has been developed or entitled, over threequarters (75%) of the total cumulative developed & entitled upper-floor area is residential or office, the Planning Commission and City Council shall consider a temporary moratorium so as not to accept new project applications that propose the dominant upper-story use.

Attainment of Minimum Density and Intensity

consistent with California’s Surplus Land

The City shall maintain a record of all

Act. Apply citywide inclusionary housing

development approved within the Precise

and development fees for the creation of

Plan area following adoption of the Plan.

affordable housing.

The City shall ensure that at no time shall the cumulative density of future

MEASURE 5.9: LAND USE BALANCE AND MINIMUM DENSITY AND INTENSITY Monitoring Upper-Story Use For Downtown, the City shall monitor total cumulative upper-floor floor area by use, inclusive of developed and entitled projects. Development progress should be updated regularly and available to the public.

development projects be less than 35 units per acre, for primarily residential projects, or less than 0.75 FAR for primarily non-residential projects.

MEASURE 5.10: SIGNS AND BUILDING PROJECTIONS Allow signs, awnings and marquees to project into public rights-of-way, while ensuring adequate clearance for comfortable pedestrian movement, as

General Fund. If the City determines

detailed in the Downtown Santa Clara

that additional funding may be required

Form-based Code.

to support public facilities and services

06.

IMPLEMENTATION

UPTOWN OAKLAND STREET SCENE

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STRATEGIC STATEMENT ACTIONS TO CREATE AND SUSTAIN DOWNTOWN The vision for Downtown Santa Clara presented in this Plan will require actions by the City, other property owners in the District, arts and cultural organizations, business owners and residents over many years. Actions will be needed to build the Downtown vision piece by piece, and to sustain its success over time.

In Chapter 1 we provided the historic context and the process of developing this Plan with the community. Chapter 2 described Downtown as it is today, and the Plan’s framework for change, starting with a critical first phase at the eastern end. Chapters 3, 4, and 5 provided goals, policies and implementation measures for streets and public spaces; ground-floor building use and design; and building form.

Here, we summarize the implementation measures needed to achieve the outcomes described in those chapters, indicating roles and timeframes for each. The chapter then considers phasing. The Plan recognizes that Downtown will not come into being all at once, and strives to enable development that adds pieces of the puzzle that are selfsustaining in their own right, while contributing to a greater whole over time.

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POP-UP ACTIVATION

Temproary interventions can activate spaces at an early stage before permanent development takes hold, as here in Hayes Valley, San Francisco.

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IMPLEMENTATION MEASURES Table 6-1 lists all of the implementation measures identified in the Santa Clara Downtown Precise Plan. For each measure, the table indicates potential roles for the City of Santa Clara; other agencies and organizations; a potential downtown management entity; property owners and developers; and community members and organizations. Finally, it suggests short-, medium- and long-term actions.

Table 6-1

IMPLEMENTATION MEASURE MATRIX IMPLEMENTATION MEASURES

CITY

OTHER AGENCIES & ORGANIZATIONS

DOWNTOWN MANAGEMENT ENTITY

PROPERTY OWNERS/ DEVELOPERS

COMMUNITY MEMBERS & GROUPS

TIMING

STREETS AND PUBLIC SPACES Measure 3.1: Financing Plan

Near-term.

Measure 3.2: Funding for Public Services and Facilities

Near-term.

Measure 3.3: Land Dedication for Public Realm

Ongoing, coordinated with development. City may take lead in negotiating property line adjustments.

Measure 3.4: Street and Public Space Design

Near-term interim improvements on public access easement.

Ongoing, coordinated with development and with developer contributions as appropriate.

Measure 3.5: Infrastructure Improvements Measure 3.6: Transit Service & Mobility Hub Coordination

Near-term: identify improvement needs. Ongoing: provide infrastructure as it becomes needed to support development.

VTA

Near-term: study transit shuttle and develop plan for mobility hubs.

SCU

Mid- to long-term: implement mobility hubs and potential shuttle.

Ongoing: coordinate with VTA.

Measure 3.7: Parking & Curbside Management

Coordinated with Phase 1 development of eastern blocks, and ongoing.

Measure 3.8: Programs & Operations

Ongoing.

RETAIL, CULTURE & THE GROUND FLOOR Measure 4.1: Form-based Code

Near-term.

Measure 4.2: Developer Solicitation & Collaboration

Near-term and ongoing.

Measure 4.3: Downtown Management Entity

Ongoing, coordinated with development.

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Table 6-1

IMPLEMENTATION MEASURE MATRIX IMPLEMENTATION MEASURES

CITY

OTHER AGENCIES & ORGANIZATIONS

Measure 4.4: Downtown Activation

DOWNTOWN MANAGEMENT ENTITY

PROPERTY OWNERS/ DEVELOPERS

COMMUNITY MEMBERS & GROUPS

TIMING Near-term, City-led activation.

Ongoing.

Measure 4.5: Cultural Catalysts

Santa Clara Cultural Commission

Measure 4.6: Business Recruitment

SCU

Near-term.

Arts organizations

Developers build and dedicate space as bonus-able measure.

Ongoing.

BUILDING UP Measure 5.1: Form-based Code and Permitting

Near-term.

Measure 5.2: Developer Solicitation & Collaboration

Near-term and ongoing.

Measure 5.3: Parking Supply & TDM Programs Measure 5.4: Historic Resources

Near-term.

Historic Preservation Commission

Near-term and ongoing.

Measure 5.5: Financing Plan

Near-term.

Measure 5.6: Bonus Heights Program

Near-term.

Measure 5.7: Funding for Public Services and Facilities

Near-term.

Measure 5.8: Affordable Housing Mechanisms

Ongoing.

Measure 5.9: Land Use Balance and Minimum Density and Intensity

Ongoing.

Measure 5.10: Signs and Building Projections

Ongoing.

1122

| Ci t y o f S a nt a Cla ra D owntown Pre c is e Plan

POTENTIAL PHASING Figure 6-1

POTENTIAL PHASING

B A

EXISTING CONDITION

POTENTIAL PHASE 1

Santa Clara has a unique opportunity

terms of urban form, land use mix, cultural

to catalyze the development of a new

attractions, ground floor activating uses

downtown because of existence of a

and public space function and character,

significant aggregation of city-owned

and can create momentum. Success will

parcels at the east end of the study area.

breed success. Phase 1 can also include

The majority of the easternmost two

interim development of the Franklin Street

blocks is owned by the city as well as

right-of-way, to provide a connection

a significant portion of a third block (as

between new Downtown development and

proposed) south of the Franklin Street

the Franklin Square area.

alignment between Washington and Main.

A potential Phase 2 may involve Blocks

Phase 1 development on City-owned

D and F, where the County Courthouse

land can set the tone for Downtown in

and University Plaza shopping center

113

| Cha p te r 6 : Imp l e me nt ati on

J I

H

F

F

D

C

B A

A

POTENTIAL PHASE 2

LONG-TERM POTENTIAL BUILDOUT

are located. This phase would require

development on these sites is complicated

negotiation between the City of Santa

by multiple property ownerships and

Clara and the State, which owns the

by the existence of a stable, revenue-

Courthouse building. Other property

producing housing development.

owners and developers could also be

Development on the westernmost blocks

involved. The potential of this phase grows out of consolidated property ownership and potentially interested parties.

Later phases may involve development at the Franklin Square shopping center (Blocks G and H) and the Park Central Apartments (Blocks C and E). New

E

D

B

(Blocks I and J) will take the form of smaller infill projects that may take place over time at all phases.

G

APPENDIX A. COMMUNITY ENGAGEMENT SUMMARY

NEW DEVELOPMENT AT FRANKLIN AND MONROE