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ADOPTED BY CITY COUNCIL DECEMBER 1999

OLD TOWN / CHINATOWN

DEVELOPMENT PLAN

(PART 1 OF 3)

Anna AbrahamEverett Station LoftsHistoric Old Town Association

Bruce AllenMargaret BaxPortland Development Commission

John BeardsleyOld Town/Chinatown Property Owner

Doreen BinderTransition Projects, Inc.

Kristin CalhounRegional Arts & Cultural Council

Rich CassidyBureau of Traffic Management

Ed ChanChinese Consolidated Benevolent Association

Vicky DiedeBureau of Transportation Engineering

Sue DonaldsonBureau of Parks & Recreation

Richard HarrisCentral City Concern

Emily HousePort of Portland

Beth IrwinAssociation for Portland Progress

Gregg KantorN.W. Natural

Mona KnappBridgeview Community

Denis LachmanBureau of Planning

Louis K.C. LeeOld Town/Chinatown Property OwnerOld Town/Chinatown Neighborhood Association

Dan LenzenConcept Entertainment Corp.Old Town Arts & Entertainment Committee

Karen MooreSERA ArchitectsOld Town/Chinatown Neighborhood Association

Genny NelsonSisters of the Road CafeOld Town/Chinatown Neighborhood Association

Nancy SandersResidentOld Town/Chinatown Neighborhood Association

John TessHeritage Investment Corp.Historic Old Town Business Association

OLD TOWN/CHINATOWN DEVELOPMENT PLAN

STEERING COMMITTEEPhil Kalberer, ChairKalberer Company

Chair, Vision Committee

Funding for the Old Town/Chinatown Development Plan was provided by the Portland Development Commission.

Rick GustafsonShiels Obletz Johnsen

Thomas HackerWill DannBrandon SanchezThomas Hacker & Associates

Carla WhiteJohn SouthgateDavid FrankSarah HeinickePortland Development Commission

Eric HoveeED Hovee & Company

J. Hahn LeeJ. Hahn Lee & Associates

Suenn HoSuenn Ho Design

Paul MorrisKia BufordMcKeever/Morris

PROJECT COMMITTEE

OLD TOWN/CHINATOWN DEVELOPMENT PLAN

TABLE OF CONTENTS

INTRODUCTION .........................................................................................................1

Project Goals. ....................................................................................................2

New Developments ...........................................................................................3

Development Opportunities/Challenges ............................................................3

RECOMMENDATIONS ................................................................................................5

Immediate Actions.............................................................................................5

Short-Term Actions............................................................................................6

Long-Term Actions ...........................................................................................7

Conclusions .....................................................................................................11

INVESTMENT STRATEGY..........................................................................................12

DEVELOPMENT ........................................................................................................15

Development Potential ....................................................................................15

Housing Inventory...........................................................................................15

APPENDIX A

ISSUES .....................................................................................................................A-1

APPENDIX B

PHYSICAL PLANNING .............................................................................................B-1

Identification of Opportunity Sites .................................................................B-1

Detailed Urban Design Study Areas................................................................B-1

Third and Fourth Avenues ..............................................................................B-3

Open Space ...................................................................................................B-5

Cultural Identity and Urban Form in Chinatowns ...........................................B-8

Trailways Block .............................................................................................B-12

Edges to the District.....................................................................................B-14

Old Town/Chinatown Development Plan – December 1999 1

Old Town / Chinatown is Portland’s oldestneighborhood, and one of its most diverse.This is a community that is rich in resources –its people, its buildings, its important locationin the heart of the Central City. It is a com-munity with its share of challenges, but it isalso a community undergoing dramaticchange, with promising new public and pri-vate investments. The Old Town/ChinatownDevelopment Plan seeks to build on these spe-cial resources, characteristics and challenges.

This neighborhood has witnessed a history ofcommunity revitalization efforts, each ofwhich has achieved important results. Theseinclude the creation of the Skidmore /OldTown Historic District in 1975, coupled withthe subsequent adoption of a developmentplan for the historic district in 1976. AChinatown Development Plan was adopted in1984, and Chinatown was listed on theNational Register of Historic Places in 1988.These planning efforts were tied to major public/community investments, such as:

" Rehabilitation of the North Waterfront Parkand the Japanese Memorial Garden.

" Extension of the Transit Mall north ofBurnside.

" Acquisition and rehabilitation of UnionStation.

" Saturday Market.

" Restoration of numerous historic structures.

" Construction of the Chinatown Gate.

In December 1997, City Council adopted aVision Plan for Old Town/Chinatown. ThisVision Plan represented a major step forwardfor the neighborhood. It brought together rep-resentatives from the diverse elements of OldTown/Chinatown – the business community,the Chinese businesses, residents, the socialservices and the Old Town/Chinatown Neigh-borhood Association. The Vision Plan is a col-laborative document which sets forth a seriesof agreements about how the neighborhoodcould move forward. The Vision Plan placesmajor emphasis on the need for strong com-munication among the diverse members ofthe community, for balance, and for a com-mitment to the principles of the GoodNeighbor Agreement.

Historic Old Town/Chinatown’s DevelopmentPlan is designed to complement the spirit andimplement the economic development objec-tives of the Vision Plan. This unique publicand private partnership is built on a firm com-mitment to honor and preserve the historicand cultural character of the neighborhood.The foundation of the revitalization process is a progressive partnership to ensure the community maintains a social and economicbalance, providing mixed income housing aswell as a healthy climate for the business community.

Old Town possesses a unique multi-culturalidentity, including a rich heritage of Chinese,Japanese and Greek communities. Portland’sSaturday Market, a vibrant arts communityand the Nightlife District combine to make ita dynamic hub of creative activity. Thesediverse aspects of Old Town/Chinatown willserve as a magnet for cultural tourism.Throughout the revitalization process, thosewho live and work in this historic area willjoin with the City to ensure protection of thehistoric and cultural assets that make up theidentity of the neighborhood.

The Vision Plan has already resulted in signif-icant and positive change. More than 200 newhousing units have been constructed, servinga broad mix of incomes. The new Port ofPortland headquarters has been completed,and the Classical Chinese Garden is under-way. These projects represent a greater finan-cial investment in Old Town/Chinatown thanthe prior 50 years combined.

The Old Town/Chinatown Development Plan,identified as an immediate need in the VisionPlan, utilizes the goals and components of theVision Plan to prepare a strategy for immedi-ate, short-term and long-term public and pri-vate investments. The underlying premise forthe strategy is to use public investment to fos-ter private investment in Old Town/China-town, while maintaining the unique characterof the neighborhood.

The Development Plan is intended to serve as a broad blueprint, and not as a block-by-block prescription. The Plan is intended toevolve when new opportunities arise. It isimportant that the Old Town / ChinatownVision Committee process continue through

INTRODUCTION

Old Town/Chinatown Development Plan – December 19992

the implementation of the Plan, to respond tonew opportunities and to assure that the com-munity’s fundamental vision is sustained.

The Development Plan has been conducted inthree phases. Phase 1 included backgroundand analysis with data collected on the districtand identification of a complete set of issues.Appendix A sets forth the comprehensive setof issues assembled during Phase 1. Phase 2involved preparation of detailed physicalplanning analysis for three specific areas inthe district. The three areas were theThird/Fourth Avenue Corridor from Burnsideto Hoyt; the Trailways Blocks; and BurnsideStreet. Public workshops were conducted dur-ing each of the first two phases. The Phase 2conclusions are included in this report asAppendix B. Phase 3 contains the develop-ment recommendations for implementation.

The Old Town/Chinatown district is a com-plex and diverse community with smallparcels, underutilized buildings and manylong time owners who do not have interest incurrent new investments. The Vision Plan hascreated an atmosphere of support and cooper-ation within and among the community busi-ness interests, social services, the Chinesecommunity, and residents. The Plan is intend-ed to respect the importance of all members ofthe district while striving to renovate andupgrade the use of property.

" PROJECT GOALS

The first step in the development plan effortwas to articulate a positive vision for the dis-trict. The goal of the Old Town/ChinatownDevelopment Plan is:

To develop Old Town/Chinatowninto a vibrant, 24 hour, mixed-

use, urban neighborhood, rootedin a rich historical past.

Vibrant means that an active and safe streetlife should be established and economic andcultural diversity should be encouraged. Anactive street life may be accomplished with adiversity of shops and other businesses relateddirectly to the street. Street and sidewalk treat-ments should reinforce the historic, arts and

cultural character of the neighborhood. And,street modifications should be made toenhance the pedestrian experience and slowtraffic to reduce pedestrian/vehicular conflict.

3rd Avenue at Burnside Street

Economic diversity is encouraged by preserv-ing the existing lower-income housing andsocial services providers and adding newhousing of all income levels. Cultural diversi-ty is encouraged by preserving the existingethnic diversity and targeting new housingand businesses to re-establish a significantAsian presence in Chinatown. Street safety isemphasized by increasing the vested residen-tial population in the neighborhood, throughincreased home ownership, and by communi-ty policing.

The 24-hour, mixed-use character of the dis-trict can be encouraged with ground floorretail businesses, housing, and nightlife relat-ed businesses in combination with upper storyoffices and other commercial space. Regionalattractions, (such as the Chinese ClassicalGarden and Saturday Market) and hotelsshould bring in people from outside the dis-trict and increase the vitality during theevenings and weekends.

The historic character of the neighborhoodwill be maintained through retaining andrehabilitating existing historic structures,insuring that new development is compatiblewith those historic structures, and reinforcingthe identity of Old Town/Chinatown withimprovements which relate to the cultural history.


Fifth Avenue Court Apartments under construction

" NEW DEVELOPMENTS

As noted, the Old Town/Chinatown VisionPlan has been very successful. The Plan calledfor 50-100 units of housing, preparation of aDevelopment Plan, solicitation of commercialoffice development at the Trailways Blocksand development of the Classical ChineseGarden. All objectives have been met exceptthe Trailways Blocks (and the Port of Portlandoffice essentially achieves this objective). Thefollowing projects have been completed orstarted since the Vision Plan was adopted:

CLASSICAL CHINESE GARDEN: Groundbreakingwas conducted in June 1999 with a projectedopening date of spring 2000. Substantial fundshave been secured to assure the developmentof the Garden.

FIFTH AVENUE COURT APARTMENTS: Ninety-sixunits of housing, 170 parking spaces, and firstfloor retail were completed in July 1999.Forty-eight units of housing are affordable(60% of median income) and 48 units aremarket rate. The project is located at NW Fifthand Davis.

PORT OF PORTLAND OFFICES: The Port ofPortland recently completed a 100,000 squarefoot headquarters office building at NWSecond and Everett. An estimated 300employees occupy the building.

Port of Portland Offices in the background

FIFTH AVENUE PLACE APARTMENTS: Seventy newaffordable rental units and first floor retailwere completed and opened in February 1999.The project is located at NW Fifth and Everett.

MACDONALD CENTER: A 54-unit, low-incomesenior assisted living center at NW Sixth andCouch, was completed in September 1999.

" DEVELOPMENTOPPORTUNITIES/CHALLENGES

A complete list of issues and challenges for thedistrict was developed in Phase 1 of theDevelopment Plan. These issues were used toguide the recommended actions. The com-plete list of issues is presented in Appendix Aof this report. The core opportunities andchallenges, described below, are critical to thegeneration of the proposed actions and invest-ment strategy contained in this report.

1. Diversity: The diversity of the district isregarded as an opportunity for a rich urbanlife-style. Old Town/Chinatown is diversein terms of its ethnicity, its socioeconomicmix, and in terms of its variety of uses -business, social service, residential, etc.There is a strong desire to preserve thisdiversity. The diversity also presents a chal-lenge in the number of different organiza-tions (with varying boundaries) that existin the district.


2. Property Ownership: Old Town/ China-town has numerous parcels and few fullblock single owners. The smaller parcelsmake property acquisition and redevelop-ment more difficult and more costly. Thereare numerous historic structures that arevaluable components of the urban fabricthat are important to preserve.

3. Development Potential: A majority ofthe blocks in Old Town/Chinatown cur-rently have improvements that are lessthan the value of the land that they occu-py. The assessment of the developmentpotential for the study area is that 1,000new housing units could be developedalong with 500,000 square feet of office,streetfront retail, parking and open spacewhile preserving all of the existing servicesand historic buildings of merit in the dis-trict. In short, there is considerable rede-velopment potential.

4. Edges: The district faces a specific chal-lenge in that access to the district isadversely affected by its edges and bound-aries. Burnside Street represents a majordeterrent for the downtown connection.Naito Parkway makes access to WaterfrontPark more difficult. The Steel Bridge andrailroad tracks at Union Station divide1,100 existing/planned housing unitsalong the waterfront from the district.Union Station and the Post Office con-strain access to the River District and a pro-posed grocery store at NW 9th and Lovejoy.

5. Classical Chinese Garden: The develop-ment of the Garden represents an impor-tant attraction for the district. The numberof visitors to the district will increase,providing greater familiarity with the areaand new traffic patterns. It is importantfor the success of the Garden and the dis-trict to support new developments adja-cent to the Garden so that the visitor expe-rience will be enhanced. It is also impor-tant to insure light, air and visual connec-tions to the Garden. This may be accom-plished through zoning performance stan-dards and/or through design of adjacent buildings.

6. Access Choices: Old Town/Chinatownhas excellent transit access and service

with light rail and the Transit Mall. Theauto access is reasonable with the Steel,Broadway and Burnside Bridges. Commu-ters, visitors and residents all have choiceswith regard to mode and opportunities foraccess in the district, especially if the afore-mentioned edge/barrier conditions can beameliorated.

Burnside St. short term improvements

7. Streets for People: Many of the streets inthe districts (both arterials and local) fea-ture widths, traffic speeds, and designwhich maximize vehicular traffic functionsat the cost of pedestrian ease/mobility.Consideration of pedestrian needs must beintegrated into traffic operations/func-tions.

8. Design Quality: It is important that newdevelopment be of high quality design andmaterials. New development should alsoutilize sustainable construction and designpractices.


" RECOMMENDATIONS

A high priority should be placed on specificactions that would continue the positivedevelopment momentum in the district. Thepriorities are based upon the following objec-tives:" Reduce barriers to Old Town/Chinatown." Preserve and enhance the historic and

cultural character of the area." Support the development of retail and arts

and entertainment businesses in the district." Enhance the area around the Classical

Chinese Garden." Support preservation and development of a

mix of housing for different incomes." Proceed with development of the Trailways

Blocks.

" IMMEDIATE ACTIONS

The following immediate actions are recom-mended as the highest priority for the Plan tobe implemented in the first year, with the goalof prioritizing funds and providing an earlyvisible commitment to redevelopment of thedistrict. The following immediate actions arerecommended:

# Street Revisions.

1.1 Burnside: Reduce West BurnsideStreet from three lanes to two lanes in the westbound direction from 2nd

Avenue to 8th Avenue by installingparking meters by the end of 1999.Monitor the safety and effectivenessof the changes in determining thelong-term viability of this redevelop-ment strategy.

Undertake a study to determine thefeasibility of reducing West BurnsideStreet from three lanes to two lanes inthe eastbound direction from S.W. 8th

Avenue to 2nd Avenue and returningparking to this area during some or allhours of the day.

Evaluate and implement options forreducing travel speeds in the corridorthrough changes in signal timing orother methods. The potential effectson air quality, traffic congestion andpedestrian safety should be consideredin the evaluation.

Expedite the Burnside study for futurereconstruction of the street incorpo-rating the recommended revisions ofthe Visions Committee (see Long-Term Action Item 7.2).

1.2 Port of Portland: Obtain commit-ment from the Port of Portland tooperate its surface parking lot onweekends to support visitors to thedistrict, particularly the ClassicalChinese Garden.

1.3 NW 2nd and Flanders: Rededicate andimprove NW 2nd Avenue right-of-waybetween Everett and Glisan Streets,and NW Flanders Street between 2nd

and 3rd Avenues, as part of theClassical Chinese Garden and Port ofPortland developments. Prepare atraffic circulation plan for the areabased upon the new street openings.

$Property Development.

2.1 Block 25 Development: Acquire most of the block bounded by Glisan,Flanders, 3rd and 4th, undertake pre-development work and prepare adevelopment offering for the blockthat would include parking, housing,first floor retail and accommodationof the Blanchet House functions.

2.2 Trailways Blocks: Prepare a develop-ment offering for a mixed-use projecton the two blocks. This developmentmay occur in phases.

%Property Redevelopment.

3.1 Third Avenue/Everett to Burnside:Renovate the blocks across from theClassical Chinese Garden II. Theblocks on the west side have vacant or underutilized buildings. Propertyowners should be encouraged toinvest in redevelopment or to makethe property available for redevelop-ment. Investigate other immediateterm renovation or redevelopmentopportunities.

3.2 Burnside/Third to Fourth Avenues:Initiate efforts to redevelop the prop-erty on the north side of Burnsidebetween Third and Fourth Avenueseither through public acquisitionand/or private redevelopment.


&Housing.

4.1 Housing for Mixed Income Levels:Support development of additionalhousing for a variety of income levels.

4.2 Asian Senior Housing: Support cre-ation of a senior housing develop-ment in Chinatown, targeted to theAsian community similar to projectsthat exist in Seattle and San Francisco.

'Encourage New Development:

Support continued efforts to redevelopOld Town/Chinatown through assistanceto property owners, improved informationabout the district, and implementation ofthe recommendations contained in theDevelopment Plan.

" SHORT-TERM ACTIONS

The short-term actions include those items recommended to receive priority consideration for implementation withinone-three years.

#Reduce barriers to Old Town/Chinatown.

1.1 Naito Parkway Crossing: Evaluatethe option to provide traffic signal atNaito Parkway and Couch to improvepedestrian access to Waterfront Park.The pedestrian activated signal cur-rently at Couch does not seem to beeffective. Also synchronize this signalwith other signals.

$Enhance the property surroundingthe Classical Chinese Garden.

2.1 Third Avenue/Glisan St. LaneReduction: Reduce Third Avenuefrom three to two lanes of auto trafficfrom Glisan to Davis with possibleextension to Couch, and widen side-walks along existing street contour.Eliminate the eastbound lane onGlisan from Fourth to Third andimprove pedestrian crossing.

% Support investments for Old Town/Chinatown developments.

3rd Ave. and Glisan St. short term improvements

&Enhance the arts, cultural and historic character of the district.

4.1 Property Acquisition and Reno-vation: Support public investments in properties either by acquisition orgrants to owners to renovate, provideseismic upgrades, or redevelop.

4.2 Streetscape Improvements: Providegrants and assistance for banners,streetlights, trees, public art, interpre-tive projects and other improvementswhich enhance Old Town/Chinatown.

4.3 Building Preservation: Supportfinancing to existing building ownersfor required seismic upgrades. Increasefinancial support for building facadeimprovements and storefront restoration and rehabilitation.

4.4 Information: Develop promotionalmaterials such as brochures on thehistoric and cultural components ofthe district.

4.5 Aural History: Support the formationof a committee to investigate the feasibility of developing aural historyinstallations in the district.

4.6 Fountains: Create fountain walk onAnkeny from Fifth to Fourth, Thirdand Second Avenues connecting toSkidmore Fountain.


Cultural Events in Chinatown

4.7 Asian Businesses: Provide assistanceto new and existing Asian businessenterprises.

4.8 Open Space Study: Prepare an openspace study of the district whichaddresses the full range of existingand potential open spaces in and nearthe district. These would include TomMcCall Waterfront Park, the NorthPark Blocks, the Fountain Walk identi-fied above, the future Forecourt infront of Union Station and theClassical Chinese Garden.

'Housing: Support development of addi-tional units of mixed-income housing inthe immediate and short terms.

(Crime and Safety.

6.1 On-going Public Safety: The OldTown/Chinatown Neighborhood andits public safety partners (PortlandPolice Bureau, Tri-Met, Association for Portland Progress, PortlandDevelopment Commission, Mayor’sOffice, Portland Parks & Recreation,etc.) will continue to use the OldTown/Chinatown Vision Committeeas a vehicle to help solve crime andpublic safety issues.

6.2 Physical Improvements: Recognizethe crime and public safety issues thatwill need to be addressed utilizingmanpower resources as well as financial support.

6.3 Lighting: Continue improvement ofbuilding and street lighting in the district.

" LONG-TERM ACTIONS

The Visions Plan set the stage for theDevelopment Plan by setting forth the components to be included in the Planning/Implementation/Development Strategy. TheCity Council-adopted Vision Committee compo-nents are written in italics with minor revisionsreflecting current thinking on these components.The Vision Plan components are followed bya set of actions recommended to accomplisheach of the components. Note that some ofthe Immediate and Short-Term Actionsrespond to these components as well.

Four new components have been added tothe Strategy:

" Reduction of the barriers and edges to thedistrict.

" Preservation of the cultural and historiccharacter of the district.

" Enhancement of the properties surroundingthe Classical Chinese Garden.

" Open Space opportunities and connections.

#Parking. (Including new off-street parkingfacilities for shoppers and for older buildingswhich currently lack parking; this could po-tentially free up the numerous surface parkinglots which represent an enormous potentialfor future private development parcels).

1.1 Revise City Parking Code: To stimulate redevelopment of surfaceparking lots, revise parking code toallow surface parking lot owners totransfer parking to new structures.

1.2 New Parking Facilities: Develop new parking facilities to supportunderparked buildings and visitoruse in the district.

$Redevelopment Opportunities.(including currently under-utilized parcelswhich lend themselves to new housing, com-mercial, and other appropriate development).

2.1 Streetfront Improvements: Continueto provide matching grants for store-front improvements (on-going).

2.2 Development Opportunity Fund:Consider using the Fund to supportseismic upgrades, offsets for SystemDevelopment Charges (SDC’s), and


other costs which inhibit redevelop-ment.

2.3 Transit Supportive Development:Consider strategies that encouragehigh-density development along theNorth Transit Mall, to support publicinvestment in transit.

2.4 Nightlife Strategy: Prepare a retailand nightlife development strategy toencourage 24-hour mixed-use activity.

%Public Market. (Preserve and enhance thepublic market in the New Market/SkidmoreFountain/ Saturday Market area, integratingwith the adjacent Waterfront Park).

3.1 Ankeny: Expand sidewalks and pedes-trian space as part of street improve-ments along Ankeny/ Third/Fourth.

3.2 New Market Plaza: Pursue replace-ment parking for the New MarketTheater surface parking to enable public plaza/market use.

3.3 Fire Station Redevelopment: Pursueredevelopment of the fire stationblock.

&Chinatown. (Special strategy for China-town, which is one of the core components of the broader neighborhood. Such a strategyshould capitalize on the potential benefits ofexpanded trade and tourism with Asian/Pacific Rim countries).

4.1 Property Owner Group: Institute spe-cial program to contact Asian proper-ty owners to encourage development,redevelopment and investment inproperty that supports Chinatown.

4.2 Asian Market: Promote creation ofspecialty markets and events.

4.3 District Entrances: Consider con-struction of a new gate or similar fea-ture at the north end of Chinatown.

4.4 Public Events: Encourage use of streetand sidewalks for public events whichenhance Chinatown life and culture.

'Housing. (Including mixed-income andaffordable housing, is a subject of

considerable interest).

5.1 Housing Diversity: Encourage preser-vation and new development of hous-

ing which serves a diverse range ofincomes in a range of housing types(rental, for-sale) and which also servesspecialized needs (artists, etc.).

5.2 Residential Development: The long-term potential redevelopment in OldTown/Chinatown could include morethan 500 units of new housing inaddition to units created in the short-term and immediate term.

(Marketing Strategy. (Focusing on theArts and Entertainment and retail aspects of the neighborhood).

6.1 Arts and Entertainment: Support the arts and entertainment venues(new and existing), including mixedincome live/work housing for artists.Encourage everyone in the neighbor-hood to utilize the Visions Committeeto mitigate livability issues.

) Street/public improvements.(Including streetlights and other furniture,public art, opportunities for special paving,street trees, etc.).

7.1 Priority Streets: Support the immedi-ate/short-term improvements recom-mended for Burnside, Third Avenueand Naito Parkway crossing.

7.2 Burnside: As part of the major reconstruction plan for Burnside, support effort to reduce Burnside totwo lanes, eliminate the median,restore parking, expand sidewalks,extend sidewalk corners, reduce vehicle speeds, provide left turn foreastbound autos on Fourth, providespecial paving for crosswalks, andimprove street frontage.

7.3 Union Station: Redevelop parkingand entry to create angle road underthe Broadway Bridge connecting to 9th and Northrup. Modify the parkingarea in front of the station, placingparking underground and open spaceabove. Coordinate development ofunderground parking with the proposed development on the adjacent block.

7.4 Pedestrian Crossing: Investigate thedesirability of providing a pedestriancrossing to Waterfront Park at Glisan.


Old Town / Chinatown connection to River District

7.5 Intermodal Facility: Consider creation of an intermodal transferpoint at Union Station, with connec-tions to light rail, the airport andinter-city transit modes. This facilitymight include a baggage check-infacility for transit patrons bound forthe airport.

*Public Right-of-Way. (Special publicright-of-way projects possibly to includeAnkeny Street, the Third and Burnside inter-section, a new “torii gate”, a Greek gate, etc.).

8.1 Burnside/Ankeny: Reduce streetwidths on Third and Fourth by widening sidewalks and enhancingopen space, consider plaza improve-ments at Ankeny and Third andSecond Avenues.

Burnside / Ankeny Revisions

+Public safety. (related projects includingpublic restrooms).

9.1 Public Restrooms: Provide safe, cleanand convenient public restrooms. Thiswould entail development of newfacilities as well as reestablishingexisting facilities (e.g. Front and Davisparking garage).

9.2 On-Going Public Safety: The OldTown/Chinatown Neighborhood andits public safety partners (Portland

Police Bureau, Association forPortland Progress, Tri-Met, PortlandDevelopment Commission, Mayor’sOffice, Portland Parks & Recreation,etc.) will continue to use the OldTown/Chinatown Visions Committeeas a vehicle to help solve crime andpublic safety issues.

9.3 Physical Space: Take initiative toidentify public safety challenges,research and make recommendationsto the appropriate entity.

,Coordination. (With planned projectsincluding the River District, South-North lightrail project, etc.).

10.1 Visions Committee: Continue tosupport the Visions Committee in itsoversight of implementation of theDevelopment Plan, and to continuein its role as a forum for resolutionof community issues and challenges.

Barriers and Edges. (Address barriersand edges to the district that limit access).

11.1 Burnside: Reconstruct Burnside withpriority given to pedestrian crossingsand improvement of the street environment for streetfront businesses (see item 7.2).

11.2 Pedestrian Crossing at ThirdAvenue: Continue to advocate for anat-grade pedestrian crossing at ThirdAvenue and Hoyt across the railroadtracks to encourage pedestrian connections to Old Town/Chinatownfrom the new housing developmentsalong Naito Parkway. This may beextremely difficult to achieve, basedon earlier ODOT action on this issue.If these efforts for an at-grade crossing fail, consider other means of enhancing pedestrian access inthis vicinity.

11.3 Union Station: Create connectionthrough Union Station to 9th andNorthrup under the BroadwayBridge.

11.4 Glisan Connection: Consider connecting NW Glisan Street to NW Naito Parkway.

11


Historical, Arts and CulturalCharacter. (Promote the historical, arts and cultural character of the district).

Burnside Street Reconstruction

12.1 Design Guidelines: Update designguidelines to reflect current expecta-tions for redevelopment, historicpreservation and the unique charac-teristics of Skidmore/Old Town,Chinatown and other areas of specialcharacter. Use these guidelines toassure high quality design of newdevelopment, especially for public-sponsored projects.

12.2 Community Center: Support effortsto establish a community center toprovide uses such as meeting space,recreation, reading room, historicdisplays and other functions of benefit to the neighborhood.

12.3 Public Art: Many publicly fundedprojects will include public art.Encourage developers to incorporatepublic art, historical or other culturalaspects in their projects.

Open Space Opportunities andConnections. (Creation of open space inthe district is needed, including access toexisting and identification of new spaces.See Also Short-Term Action 4.8)

13.1 New Open Space: Consider creationof open space as part of redevelop-ment of the neighborhood.

13.2 Access to Open Space: Improveaccess to existing open space in thearea including Tom McCallWaterfront Park and the North ParkBlocks and future park spaces in theRiver District.

13.3 Pedestrian Plaza: Develop pedestrianplaza at Third/Ankeny and at NewMarket Theater as part of theenhanced Ankeny connection fromthe Transit Mall to Waterfront Park.Consider development of a fountainin the Third Avenue vicinity as partof an Ankeny “fountain” walk.

13.4 Recreation Pockets: Encouragedevelopers of new residential projectsto include space for recreation pockets.

Classical Chinese Garden. EnhanceClassical Chinese Garden surroundingproperties.

14.1 Hotel: Market opportunity for hotelin the vicinity of the Garden.

14.2 Asian Cultural Center: Supportefforts to establish an Asian culturalcenter to build on the success of theClassical Chinese Garden.

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Conclusions

The Old Town/Chinatown neighborhood is ata critical point in its long and rich history. Astrong and diverse community has cometogether in the last few years – perhaps in away like no other time in its history. Majornew redevelopment is occurring, with morenew projects already on the drawing boards.The area is witnessing significant new publicand private investment.

This Development Plan reflects the hard workof many people in the neighborhood.Itreflects a serious commitment to a consensus-driven approach. The Plan, and the futurevitality of Old Town/Chinatown, will notsucceed unless all of the community contin-ues to work together to achieve a good visionin a way that benefits all.

Economic opportunities lie before Old Town/Chinatown and our challenge will be to har-ness them so that Old Town/Chinatown is abetter, stronger community for all who live,work and visit the neighborhood. The OldTown/Chinatown Development Plan SteeringCommittee is committed to fulfilling thisvision.


The recommended Investment Strategy of theOld Town/Chinatown Development Plan ison page 13. The table addresses recommenda-tions for some of the Immediate Actions,Short-Term Actions and Long-Term Actions.A total public investment of $69,140,000 iscalled for resulting in an estimated$503,600,000 in private investment. The finalbudget for these actions, and for other actionsidentified in the Plan but not presented inthe table will be determined through theCity’s / PDC’s budget planning process inconsultation with the Old Town/Chinatowncommunity.

The public investment is divided intoImmediate (1 year), Short-Term (1-3 years)and Long-Term investment classificationsconsistent with the Recommendations. Publicfunds are predominantly tax increment fundsbut other sources are included, such as City ofPortland Capital Improvements Plan, regionaltransportation funds, System DevelopmentCharge funds, and Portland Parks andRecreation funds. The private investment isestimated for only those investments thatwould be directly required with or generatedby the public investment. For example, thehousing loans from PDC would only be pro-vided with the private commitment for con-struction of housing. The secondary privatedevelopment benefits from improvements tothe district are not included in the estimate.

Fifth Avenue Place Apartments

Public financing is critical to the redevelop-ment of Old Town/Chinatown. A partnershipof public and private investment is needed to

upgrade the current built environment. Thefollowing are specific recommendations forthe investment strategy:

1. Extend Tax Increment: Old Town/Chinatown is currently in the DowntownUrban Renewal District which expires in 6years leaving the district without a sourceof tax increment urban renewal funds.Consideration should be given to includ-ing Old Town/Chinatown in the newlyformed River District Urban Renewal orsome other means of assuring a long-termfunding source for implementation of thedevelopment plan.

2. Prioritize Private Investment Leve-rage: It is recommended that a priority begiven to projects that involve privateinvestment in the district. The diverseproperty ownership and perceptions of thearea have discouraged private investmentin the past. A concerted program to assureproperty availability and incentives formixed use development are needed toenable successful private investment.

3. Special Incentives for Economic Uses:It is recommended that consideration begiven to targeted incentives for redevelop-ment in the district. Office and streetfrontcommercial do not have a strong marketfor development at this time. There are sev-eral properties that are vacant whichshould be developed as retail or office.Targeted assistance for these uses would bevaluable.

4. Promote Incentives for Historic Use:Promote incentives for historic redevelop-ment and seismic upgrades, including statetax incentives.

INVESTMENT STRATEGY


" DEVELOPMENT POTENTIAL

A block-by-block analysis of Old Town/Chinatown was conducted for developmentand redevelopment potential. Those blocksthat contained improvement values less thanthe land values based upon the MultnomahCounty assessed valuations were analyzedwith regard to redevelopment potential. Lots where historic buildings or existing services were operating were evaluated foradditional development but not consideredfor new development. A considerable portionof Old Town/Chinatown has potential for redevelopment.

Sites were then considered for housing, com-mercial, office, parking and open space. It wasassumed that housing would be in structuresof six stories or less and that parking would beprovided in structures to support each of theassumed developments. Based upon thissketch analysis, a total potential of 1,532housing units, 138,000 s.f. of new retail,670,600 s.f. of office and a 200 room hotelcould be developed requiring 1,663 parkingspaces. There is considerable redevelopmentpotential in the district.

" HOUSING INVENTORY

A survey of housing type and affordability forthe River District (of which Old Town/Chinatown is a part) indicates that Old Town/Chinatown contains a large supply of low-income housing. The current housing inven-tory in the Old Town/Chinatown Districtexceeds the River District targets for below80% of Median Family Income (MFI), but iswell below the targets for 81-120% of MFI.

To achieve the vision of housing diversity inthe Old Town/Chinatown District, new hous-ing units above eighty percent of MFI need tobe developed. To meet the income/housingmarkets as guided by the River District Plan,over seven hundred additional Low IncomeUnits (below 50% MFI) will need to be devel-oped in portions of the River District PlanningArea other than Old Town/Chinatown.

The large number of low-income units histor-ically present in the Old Town/ChinatownDistrict is what enables the River District plan-ning area to match the income patterns of theCity at this time. It is therefore an importantpriority to preserve the low-income housingstock in Old Town/Chinatown.

DEVELOPMENT

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