Mundie & Associates

Purpose-Driven Work Products


What approach(es) will stimulate the change(s) desired?

Implementation Plan for Corridor Revitalization in West Sacramento » M&A formulated a strategy for the revitalization of the West Capitol Avenue Corridor. Formerly the main street of West Sacramento, West Capitol suffered from diversion of traffic and deterioration of existing land uses when Interstate 80 replaced it in the 1960s as the major through route from Sacramento to the Bay Area. The city prepared an Action Plan for revitalization of the corridor in 1992, but only a few aspects of the Plan had been implemented by 2004. M&A led a consulting team that identified physical, institutional, market, financial, and other obstacles to implementation of the Action Plan, and then recommended a new vision for the corridor. This new vision defined a distinct area for the downtown and, extending westward from the downtown, a grand residential boulevard. The Implementation Plan provided a 12-step program for invigorating revitalization, including zoning modifications, preparation of an infrastructure master plan, design and construction of street improvements, adoption and enforcement of design guidelines, and, if necessary, financial support for new development projects.

Redevelopment Implementation Strategy Study for the Richards Boulevard Area of Sacramento » The study area, located immediately north of downtown Sacramento, had historically been used for heavy industry and warehousing. In the 1990s, the area had also become the location of social service facilities attracting transients and the homeless. Work by the M&A-led team (which included traffic, urban design, and infrastructure experts) focused on assessing economic and land use influences in the study area and the region, and identified ways to improve both visual and functional qualities of the area, facilitating its transition from a warehouse and industrial district to a back office and support area for downtown Sacramento. Implementation recommendations were organized around three sets of program/project targets - public improvements, key projects, and urban design - collectively comprising the focus of the redevelopment strategy adopted by the Sacramento Housing and Redevelopment Agency.

Financing for Downtown Revitalization in Lodi » M&A formulated a strategy to pay for the revitalization of downtown Lodi. This work included examination of the advantages and disadvantages of alternative methods of financing capital projects, and (with City staff) identification of options that appeared to be feasible for the downtown area and for Cherokee Lane, which is Business Route 99. Based on M&A's work, the City revised its business license fee structure to help pay for revitalization projects and activities.

Central City Housing Strategy Study for Sacramento » Revitalization of the central area of Sacramento was the focus of this M&A-led study, which evaluated the demand for new housing in and near downtown, and proposed strategies for strengthening the residential component of the central city land use mix. M&A's background investigation showed that Sacramento's near-downtown neighborhoods had retained much of their market appeal, meaning that a central city housing strategy should focus on increasing the residential capacity within the existing urban design framework. The strategy study therefore focused on the potential for use intensification on unbuilt and underdeveloped sites and on adaptation of existing structures. A set of design templates was developed to help assure the "fit" of new development - both new construction and rebuilds - within Sacramento's design vocabulary of shaded streets, frame houses, and walkable neighborhoods. The final project report specified a series of actions, with priorities and cost estimates, for implementing the strategy, which has informed the city's efforts to guide the blossoming of downtown residential development over the last decade.

Financial Feasibility of an Area Plan in San Diego » M&A estimated the capital costs that would be borne by private development in an urbanizing area of San Diego, and the impact of those costs on the feasibility of a framework plan for the area. Anticipated capital facilities costs were assigned to housing units and nonresidential development that would be permitted by the framework plan based on relative demand for capacity. The analysis allowed for modification of plan elements, infrastructure requirements, and funding sources and methods to make possible a strategy for financing public sector development in the urbanization area through fees not exceeding 10 percent of the market value of any housing unit.


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