D
E V E LEastOGateway
PMEN
T S T R A T EMay
G 14,
I E2002S
Downtown
City of Flagstaff , Arizona

D
E V E LEastOGateway
PMEN
T S T R A T EMay
G 14,
I E2002S
Downtown
City of Flagstaff , Arizona

CONTENTS

1. Executive Summary 004
Purpose
Scope
Summary
2. Vision 009
3. Context & Issues 014
4. Design & Guidelines 021
Downtown 022
East Gateway 044
5. Retail Strategy 061
6. Economic Analysis & Strategy 071
7. Next Steps 083
8. Evolution of the Plan; A Compendium 088
Related Studies 109
Acknowledgements 110

executive summary
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

1

A r i z o n a

Ch. 1 Executive Summary

5

Fig 1.1: The three project sites

1.

EXECUTIVE SUMMARY

1a. Purpose
This is a compilation of conceptual designs for three important sites in
Flagstaff. These sites are part of the redevelopment area as defined by the
City of Flagstaff.
The designs are an outcome of a broad multi-disciplinary consideration
of the issues of economics, transportation, urban design, urban landscape,
historic resources, cultural resources and events as they apply to Flagstaff.
The concepts were created for the City of Flagstaff by a group of consultants
led by Field Paoli Architects.
The ideas are a mix of plans, strategies and guidelines to serve as a guide
to decision-makers as they consider broad policies or specific RFPs
concerning these areas and how they relate to the structure and goals of
the city. Developers can understand the direction Flagstaff wants to grow
in and if they would like to be a part of it. Citizens, who also shape this
process, can choose where to live, work or play. Likewise, this document
potentially can be of interest to infrastructure funders, business leaders,
future citizens and urban issue writers.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 1 Executive Summary

6

1b. Scope
The first project is the creation of concept plans and designs for a gateway
entrance into the western part of Downtown Flagstaff; Gateway West.
This site is part of the traditional Flagstaff Downtown bordering
commercial, civic and residential uses. The plans suggest future
development directions including appropriate uses, density, scale, massing
and design guidelines. This also helps define future Request for Proposals
and Qualifications.
The second project is part of the adjacent Southside Warehouse area.
Situated south of historic Route 66 and the railway tracks, this site is also
in close proximity to Northern Arizona University. The plan aims to
leverage the historical character and the commercial potential of this area.
This plan is of a strategic nature.
The third project, the Gateway East area, is located on the eastern edge of
Flagstaff and looks at developing appropriate residential, retail and
industrial uses as part of this sector of town. Also included, is the expansion
of the Flagstaff mall to reinforce and strengthen its regional status in
Coconino County. Plans address how the city street grid expands and
connects to the new development, how the stated uses coexist in a
synergistic manner and how new retail can help establish a vibrant
neighborhood while maintaining Flagstaff as a regional commercial center.

Fig 1.2: Project site 1 - Gateway West - Downtown

1c. Strategy
The concepts for the three areas were formulated through a series of public
work sessions. Residents, NAU students and staff, City staff and
stakeholders voiced their concerns and stated their visions for Flagstaff.
The workshops moved through initial concepts, discussions and
alternatives to final schemes for the three areas.

Fig 1.4: Project site 3- East Gateway

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

Fig 1.3: Project site 2
- Southside Historic Warehouse - Downtown
F l a g s t a f f

A r i z o n a

Ch. 1 Executive Summary

7

DOWNTOWN FLAGSTAFF:
Gateway West and Southside Warehouse Areas
The urban design plan:
1. Builds and strengthens the identity of Flagstaff.
2. Strengthens its place as a gateway to the Grand Canyon.
3. Builds upon the historical character of the City, including its presence
on Route 66.
4. Strengthens existing buildings, parks, streetscape, and infrastructure.
5. Links areas together with pedestrian and vehicular connections, trails
and view corridors.
6. Incorporates trails and flood control projects into an integrated plan.
7. Provides and defines parks and open spaces as amenities and points
of focus.
8. Adds new retail, office, residential, hospitality and cultural
development.
9. Uses development as a catalyst for further investment and increased
public amenity.
10. Encourages an active and walkable downtown, day and night, with
street level retail, a residential community and entertainment venues.

Fig 1.5: Urban Design Diagram for Downtown OneGateway West and Southside Warehouse
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 1 Executive Summary

8

Fig 1.6: Urban Design Diagram for East Gateway

GATEWAY EAST:
Gateway East Area, including the Flagstaff Mall
The urban design plan:
1. Proposes options for development in the Gateway East Redevelopment
Area and arrives at a preferred design approach.
2. Defines roles for East Flagstaff that are complimentary with
Downtown Flagstaff.
3. Creates a plan with an appropriate arrangement for industrial,
residential, retail, entertainment and commercial development.
4. Expands the existing Flagstaff Mall, linking it to new outdoor retail
and entertainment uses, and to a new residential neighborhood.
5. Reorients access to the area for better circulation and increased
economic value.
6. Coordinates urban design with freeway and state highway
transportation plans.
7. Creates optimal benefit for truck and rail traffic in and around the
area.
7. Integrates urban trails and urban parks into the plan.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

vision
P o t e n t i a l

D e v e l o p m e n t

S t u d i e s

E a s t

&

W e s t

G a t e w a y

F l a g s t a f f

2

A r i z o n a

Ch. 2 Vision 10

Fig 2.1: Urban Design Strategy for Gateway West and Southside Warehouse area

2.

VISION

Flagstaff is ready to consolidate and build on its rich history- a dramatic
volcanic landscape, a rich native Indian culture, Route 66 architecture
and presence, railroad history, a winter resort destination, a vital downtown,
a distinguished University and a strategic location as the gateway to the
Grand Canyon.
The downtown sites will host development that will insert the missing
pieces; it will bring a mix of housing, office space and retail, provide public
amenity in terms of open-space and landscape, and strengthen Flagstaff ’s
social and commercial heart.
Phoenix Avenue, in the South Warehouse District, will host a mix of
streetscape improvements and commercial development to make it the
historic and artistic quarter of Flagstaff.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

Fig 2.2: Glimpses into Flagstaff

F l a g s t a f f

A r i z o n a

Ch. 2 Vision 11

East Gateway, 6 miles east, will develop a cohesive identity of its own
with new regional retail, a town square and a neighborhood. Auto
dealerships on Route 66 are also planned as part of the redevelopment.
The Flagstaff Urban Trail System will extend into this new neighborhood,
connecting the east and west ends of town.

The Strategy
The Gateway West and South Warehouse areas have been grouped as one
area- say, Downtown One. This helps in affirming and strengthening the
connections across them and mitigates the dichotomous nature of Route
66 and the railroad tracks. The Flagstaff Urban Trail System stitches the
two areas further with bike paths and jogging trails through an
underground connection across Route 66 and the tracks.
Wheeler Park will be extended to occupy the entire block and will be knit
together with civic, residential and office uses, giving it a permanent,
local community. The uses, and the sense of place, make Wheeler Park
the heart of town, making it memorable for both residents and visitors.
This expanded sense of place can be given a new name- say Wheeler
Square.

Fig 2.3: City Hall with Wheeler Park in the foreground

Fig 2.4: Wheeler Square, the area
comprising the park and adjacent development
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 2 Vision 12

Fig 2.5: Phoenix Avenue, the old route for Route 66, in
the historic Southside Warehouse area

Gateway West retail and mixed use intensifies along Aspen Avenue, filling
in the “missing teeth”, providing a continuous pedestrian retail experience.
Wheeler Park, Gateway West retail and the Southside Warehouse District
now feel connected as one area, yet each maintains its individual identitiy.
Phoenix Avenue, the old Route 66, is unified with streetscape like paving,
sidewalks, trees and benches. The uses in the Southside Warehouse District
tap on the historical and the arts with museums, artist studios, historic
walks, student housing, a visitor center, some retail and night life. This
distinct identity makes it a destination for residents, tourists and the
University community. This identity could also be reflected in a modified
name for this district- Warehouse Historic.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

Fig 2.6: Section through Phoenix Avenue and FUTS
looking west

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 2 Vision 13

Fig 2.7: Plan for Gateway East

A new mixed-use neighborhood will be created to the east of the Flagstaff
Mall. This will serve as a memorable destination in the area, and will
connect the different uses to be developed within the redevelopment area.
These uses could include:
• An expanded mall to the west.
• A theater-anchored entertainment district.
• A town green for public use to the north.
• A community destination, such as a skating center, adjacent to
the town green.
• A residential neighborhood to the north, also adjacent to the
town green.
• Additional destination retail to the east.
• An additional large retail anchor to the east.
• Automobile dealerships to the east.
• Light industrial uses to the east.
This neighborhood will create a clear identity and destination on the eastern
boundary of town, and will help create a better-defined gateway to Flagstaff
on both US 89 and I 40. This new neighborhood will be linked back to
the downtown by means of a completed FUTS trail running along historic
Route 66, and will form the catalyst for future development on the eastern
edge of town.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

context & issues
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

3

A r i z o n a

Ch. 3 Context & Issues 15

Fig 3.1: Aerial view of Flagstaff from the southwest

3.

CONTEXT AND ISSUES

Flagstaff
•

•
•

•
•
•
•
•

It is a 12,633 foot high stratovolcano, a composite volcanic cone
that disguises itself as the Alpine slopes of San Francisco Mountain,
that studded the once smooth plateau of Northern Arizona with
hundreds of eruptive vents, lava domes and cinder cones.
Much of downtown Flagstaff ’s bedrock is solidified lava flow from
these eruptions 6 million years ago.
Now, Flagstaff, Arizona, is a city of approximately 60,000 people,
located in the highlands of north central Arizona at the foot of the
San Francisco Peaks and in the midst of what is now a vast Ponderosa
Pine forest.
The city is the regional center of Coconino County.
The city is the southern gateway into the Grand Canyon and more
than 50,000 cars a day pass the city en route.
Historic Route 66 runs through the city.
BNSF has two main tracks that carry 80-90 trains per day.
Vestiges of the historic Route 66 survive in a number of historic
motels that served the automotive traveler.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

Fig 3.2: Sierra Vista Motel, built with Pumiceous Dacite,
quarried from the lava fields

Fig 3.3: Sunset Crater, one of earth’s largest cinder cones,
a part of the San Francisco volcanic field

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 3 Context & Issues 16

•
•
•
•
•
•

Flagstaff is a destination town for winter sports.
The Rio de Flag flood control project will affect both the Gateway
West and the Southside Warehouse areas.
After the flood control program is completed, adjacent land will be
freed up for development.
The Flagstaff Urban Trail System nearly connects the three project
areas.
The commercial areas in Flagstaff include the west side, along Milton
to I-40, and the east side, along Butler to I-40.
The BNSF railroad and the busy Route 66 divide Downtown
Gateway West and the Southside Warehouse areas.

Fig 3.4: The three areas of Downtown Flagstaff

Downtown - Gateway West
•
•
•
•
•
•

Downtown is comprised of areas that can be better connected.
Wheeler Park, the civic center of Flagstaff, can be better utilized
with new use, connections and design.
This area, with the other project sites, can contribute to a better
sense of arrival into Flagstaff.
All of Downtown and the northern part of Northern Arizona
University (NAU) are within a ten minute walk, or one half mile,
from the center of Downtown.
Downtown is made up of blocks 300 feet square, a very walkable
size.
The block system is further broken down by mid-block alleys
running east-west.

Fig 3.5: Looking south on Route 66 at the railroad
underpass, the physical gateway into downtown

Fig 3.7: Looking west;
historic structures on Aspen Avenue
D e v e l o p m e n t

S t r a t e g i e s

Fig 3.6 : Typical mid-block alley in downtown
D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 3 Context & Issues 17

•
•
•
•
•
•
•
•
•

Downtown and NAU should have better pedestrian, cycle and
vehicular connections.
The crossing at Humphreys and Route 66, being a thoroughfare to
the Grand Canyon and to East Flagstaff, is a busy one.
Downtown faces tough commercial competition from other parts of
the City and outside, including Sedona and Prescott.
Due to the high traffic counts to the Grand Canyon, the Downtown
site has very high visibility.
Downtown could have a more memorable identity/sense of place for
residents and visitors.
The historic Orpheum theatre, if put to good use, can be a catalyzing
draw to Downtown.
The retail in Downtown can be consolidated and expanded to work
better.
There is a shortage of housing, especially student housing, in and
around downtown. Improving on this can give downtown a
community and contribute to a vibrant atmosphere.
The “Z curve” of the thoroughfare traffic and the one way street
system make for a complicated circulation system in downtown.

Fig 3.8: Vehicular circulation in downtown; one way
pairs, Route 66 and Humphreys Street

Fig 3.9: The Atlantic and Pacific Railroad depot, Flagstaff 1889

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 3 Context & Issues 18

Fig 3.11: Looking south down Beaver Street at the
BNSF railroad crossing
Fig 3.10: Looking west along the BNSF tracks at the San Francisco Street crossing

Downtown - Southside Warehouse
•
•
•
•
•
•

This is the oldest surviving portion of the community and is listed on
the National Register of Historic Places. Many buildings date to the
introduction of the railway into Flagstaff.
Phoenix Avenue was the original route for Route 66, before it was
moved north to avoid conflicts with train crossings.
The historic stone and brick warehouses provided storage for lumber
and materials brought in by trains. In addition, a number of historic
motels and houses also exist along Phoenix Avenue.
This area is not connected well to Downtown.
Phoenix Avenue has few retail uses. Given its proximity to NAU, and
to Downtown, it has more potential.
The train station and the visitor center could play a more important
role in the area.

Fig 3.12: The historic fabric
on the south side of Phoenix Avenue
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 3 Context & Issues 19

Fig 3.13: Looking east along Route 66

Gateway East
•

The East Gateway redevelopment area is located at the eastern
edge of Flagstaff, 6 miles from Downtown. The redevelopment
area includes about 1000 acres of land, and is bounded by US 89
to the east, Smoke Rise to the north, Route 66 to the south and
the city’s sewer treatment plant to the west. A 12.5-acre portion
extends northwards beyond Railhead Avenue.

•

The vehicular approaches to the East Gateway include Route 66
running east-west, US Interstate 40 running east-west, and US
89 heading North-East. An interchange on the interstate connects
with the Country Club Drive overpass, which connects into 89
to the north, and connects with residential neighborhoods to the
south. This interchange will be redesigned by ADOT at some
point in the future to create a better connection between Route
66 and US 89.

•

An eclectic mix of uses characterizes the areas immediately adjacent
to the redevelopment area. This includes automobile-oriented
retail uses along US 89, the Purina factory (located on a strip of
land bounded by the Railroad and I-40), a cinder quarry on Sheep
Hill, residential neighborhoods to the west and north comprised
of trailers and single-family homes, the Elden Ranger Station at
the foot of Mount Elden, and a trailhead.

•

The Flagstaff Mall is the largest single land use within the
redevelopment area. It is currently owned by Westcor Partners. It
is a 400,000 square foot department store-anchored regional mall
which includes 64 stores in addition to its three anchors: Dillard’s
(71,110 sq. ft.), JCPenney (66,804 sq. ft.) and Sears (66,098 sq.
ft.). Both Sears and Dillard’s own their stores and the adjacent
parking fields, with the remainder of the mall property owned by
Westcor.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

Fig 3.14: View of the Purina factory from Route 66

Fig 3.15: View at the mall entrance

Fig 3.16: View of Sears store

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 3 Context & Issues 20

•

The closest competing malls are the Prescott Gateway, located in
Prescott, 95 miles to the southwest, and in the Phoenix
metropolitan area, located 140 miles to the south. The Phoenix
metropolitan area, in particular, is perceived as providing a much
wider range of soft and hard goods than is available in Flagstaff.

•

The mall is one of the five main retail destinations within the
Flagstaff trade area. The other four competing retail areas are: 1)
The Milton Road corridor, characterized by a series of
disconnected strip malls and single users such as Target, WalMart and Barnes and Noble. 2) The historic downtown core. 3)
The area along Fourth Street, characterized by strip malls with a
high vacancy rate. 4) The area along Butler Avenue, which includes
Sam’s Club. Other than the downtown, these retail areas have
developed haphazardly, and are characterized by isolated buildings
separated from each other by expanses of parking.

•

Some difficulties of the redevelopment area that need to be
addressed include:
o conflicts between trucks hauling cinder from the quarries
and the mall vehicular traffic.
o poor vehicular access to Route 66 due to the present
configuration of the 66/89 intersection.
o olfactory issues with the Purina factory.
o occasional high winter winds, including airborne cinder
o flooding from the Smoke Rise area onto the site.
o lack of pedestrian connections between neighborhoods.
o a poor and undefined sense of arrival into the city.
o unoccupied buildings in the so-called “blight” area to
the west of the mall.
o poor visibility from the freeway.

Fig 3.17: Interior space of mall

Fig 3.18: View from the rear entrance

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

4

design & guidelines
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 22

4.

DESIGN & GUIDELINES

4.1 DOWNTOWN ONE
This combined entity is the redefined commercial and social center to
Flagstaff. The three distinct parts- Wheeler Square, the retail and mixeduse on Aspen Avenue and Southside Warehouse District, should be well
connected with each other to consolidate their assets and strengths. The
new uses inserted are based on existing needs and aim at making a vibrant
mixed-use downtown. The concepts are elaborated under the following
three categories:

Fig 4.1: Downtown areas should be well connected to
consolidate their strengths

Fig 4.2: Urban Design Diagram for Downtown
Flagstaff

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 23

Fig 4.3: The Flagstaff Urban Trail System
as it crosses Route 66 and the BNSF tracks

Fig 4.4: Bridge on Rio de Flag
linking the library to Wheeler Park

4.1 a. Connections
The Rio de Flag FUTS should be a key people connector. The Rio de
Flag flows through Downtown and Wheeler Park from the neighborhoods
to the north. Its planned path takes it across Route 66 and the BNSF
railroad tracks, then turning east along the tracks. This path has the
potential to weave together these different areas. Therefore, Rio De Flag
should have a pedestrian and cycle trail alongside it. As part of the flood
control program, the Rio De Flag will be channelized south of Route 66.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 24

Fig 4.5: Looking south down Rio de Flag
along the public library

Fig 4.6: Proposed pedestrian bridge across Route 66

The FUTS should follow the channel as it goes under Route 66, surfacing
and again diving under the BNSF tracks. The trail then runs eastward
along the tracks with the channel submerged 30 feet under the ground
surface.
A pedestrian bridge across Route 66, north of the tracks, can link up
neighborhoods to the west.

Fig 4.8: The FUTS “urban trailheads”

Fig 4.7: North-South view corridors

Streets and paths should link up to the FUTS. The intersections of the
trail and streets automatically becomes an “urban trailhead”, or access
point, to the FUTS. Street rights-of-way should be maintained on
Humphreys and Leroux, from Phoenix Avenue, to access the trail system.
This will also set up a block system on Phoenix Avenue, allowing easy
block access and developability.
View corridors should be preserved across Route 66 between the
Southside Warehouse District and Gateway West. Beaver and San
Francisco streets are the only existing connections. In addition, a right-ofway should be maintained along Humphreys and Leroux, which will set
up more view corridors and benefit connectivity. This right-of-way should
not have any building development on it and should be open to the public.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 25

Existing vehicular and pedestrian connections should be strengthened.
Every street crossing in downtown should be an opportunity to cross Route
66. Bulbouts, medians, extended sidewalks and other devices should be
used to create a comfortable pedestrian realm.
Traffic solutions should be solved on a citywide basis. The changes to the
highway system in Downtown, in response to the thoroughfare traffic
and other city-wide situations, should be solved simultaneously on a local,
city and regional level. In other words, there should be an understanding
that the downtown street configuration can solve the city’s traffic problem
to a limited extent. Any modifications should strive for a balance between
increased capacity and the walkable nature of Downtown, rather than
work against it. It needs to be restated that the walkable nature and
economic viability of Downtown are intertwined. Strategic distribution
and routing, with the help of arteries such as the Lone Tree corridor and
future Lone Tree/Tank Farm overpass, are key in looking for solutions to
increased capacity. Other regional solutions should be explored, including
access through the NAU campus.

Fig 4.9:
Continuous retail on and around Aspen Avenue

4.1b. Use
Aspen Avenue should have intensified retail uses. As the center of town,
Downtown needs to absorb more retail to be able to draw more people.
Retail is the single most important use that enlivens a downtown, attracting
both residents and tourists. It activates streets and open space, keeping
the place alive. Similarly, Wheeler Square will also benefit from whatever
retail it can attract.
Some retail in the Warehouse Historic area will give visitors coming there
for its historic attractions a reason to stay longer. Given the proximity to
NAU, it would also attract a regular student community.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 26

Fig 4.10: City Hall, with Wheeler Park in the
foreground

Downtown needs to have some niche retail. If Flagstaff wants to
substantially increase its retail revenues from nonresidents and residents
alike, it should draw up a unique selling niche in retail. With the status of
a gateway into the Grand Canyon, a historic background and unique
public spaces, it is an existing potential that Flagstaff could realize.
Moreover, the city enjoys a regional advantage in having little competition
in Coconino County.
Downtown needs more housing. A market exists for both rental and
ownership housing. In addition, this use will give Downtown a permanent
community which will add to the safety of Downtown, support retail and
make for a 24-hour/7-day downtown.

Fig: 4.11 Flagstaff Public Library with a bridge
connecting it to Wheeler Park

Students and residents interested in living close to the amenities of a
walkable downtown are interested in rental housing. Others see value in
investing in ownership status in a downtown that is rich in public
infrastructure such as parks, landscape, art venues and retail. Ownership
also attracts people from places like Phoenix, Las Vegas and Los Angeles
for second homes. To ensure diversity, people from all income groups
should be catered to.
Currently Wheeler Park has a dominant civic presence. The addition of
housing on its periphery will activate the open space, give it a permanent
community, lend activity on evenings and weekends and contribute to a
sense of security.

Fig 4.12: Looking east at some mixed use buildings
on Aspen Avenue

Buildings should encourage mixed-use. It takes a mingling of uses,
interests, people and activities to make a healthy downtown. The
“conversations” that happen between them, the convenient proximities,
the interdependency, the give and take, make a downtown a self-sufficient
and vibrant place. In addition, with each use having its own unique
economic cycle and parameters, a mixed-use downtown can respond better
to an ever-changing economy. Building on the current mix of retail,
housing, civic and institutional uses will allow Flagstaff to have the above
-mentioned benefits.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 27

Southside Warehouse should encourage adaptive reuse. With arts and
the historic character as its niche draw, this area should maximize on that
potential. Historic structures should be restored where appropriate. Since
potential for new space is limited, adaptive reuse of old buildings through
interior modifications and additions should be encouraged. This change
will equip the area to build a stronger identity and present more leasable
space to the market in order to achieve a threshold of development.

Fig 4.13: The redefined extents of downtown Flagstaffinclusive of the historic Southside Warehouse area

4.1c. Structure & Layout
Southside Warehouse District is part of Downtown Flagstaff. The urban
design of Downtown Flagstaff and the Eastern Gateway area are considered
simultaneously in this project, in order to consolidate their strengths and
be mutually beneficial for Flagstaff.
Aspen and Phoenix Avenues lend a parallel linear structure. These parallel
corridors should be linked together with streets, view corridors, the FUTS
trail and building-uses.
Phoenix Avenue needs more definition. Streetscape improvement, with
trees, ensuring continuous sidewalks, special paving, bulbouts and lighting
is suggested along Phoenix Avenue. This will tie together, and strongly
identify, the historic district. This improvement in public infrastructure
could possibly be a catalyst for private commercial investment.

Fig 4.14: The parallel structure of Phoenix and Aspen
Avenues

The ends of the Aspen Avenue corridor can be further defined. Retail
should extend to, and around, Wheeler Square, the western end of the
Aspen Avenue commercial corridor. This is the window into Flagstaff ’s
retail, social and commercial heart. This is what will give residents and
passing tourists, a sense of place.
A conference center and hotel on the southeastern corner of Agassiz and
Aspen Avenue is suggested. This will give the Aspen corridor an eastern
anchor, bringing more people into Downtown.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

Fig 4.15: Defining the ends of the
Aspen Avenue corridor

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 28

Downtown should have a better sense of arrival. Defining a better edge,
with the help of landscaping and trees in the forecourt to City Hall, on
Route 66, and the open space directly across Route 66, will give Downtown
a memorable entry. In addition, signage for the Aspen Avenue Corridor
and the Southside Warehouse District will contribute to that. The railroad
overpass is another potential element for signage as cars go underneath it.
A 15-foot setback is suggested on Humphreys Street on blocks 1-4, which
should combine with the sidewalk to make a 25-foot wide landscaped
strip with a double row of trees. This will signal the approach into the
heart of town coming into Downtown from the north.
The entire block should be dedicated to Wheeler Park. The portion of
Wheeler Park currently being used by City Hall as a parking lot, should
be restored to park space. This will make the square an entire city-block
in size. This is appropriate for a place steeped in civic and social importance.
The area, including the parks’ peripheral block uses, now has an expanded
sense of place and can be given a new name: Wheeler Square.

Fig 4.16: Elements contributing to the
sense of arrival into Downtown

Fig 4.17: Photo montage of Wheeler Park occupying the entire block as seen from City Hall

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 29

Block 1. This area is identified for future mixed use.

Fig 4.18: Key Plan- block 2

Block 2. Surrounded by neighborhoods, a dedicated residential use is
appropriate for this block. To achieve a density that makes the development
a viable economic proposition, apartments would line an enclosed garage.
Apartments should face outwards onto the streets or onto generous
courtyards. The units on the first floor should be accessible from the street
as well. These entrances should be emphasized with design elements like
porticoes, sunshades, trimmings and color/material changes. Where
possible, interior corridors should admit natural light and views with
windows and corridor-end openings.

Fig 4.19: Block plan- Block 2

As a result of this apartment typology, the garage volume is minimized.
The limited exposed garage facades should be faced with vines, perforated
screens and/or other design elements to give a pleasant appearance. This
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 30

Fig 4.20: Sketch elevation- Block 2 on Humphreys Street

is a self-parked block with capacity to spare. Access to the garage should
be off Cherry and Birch Avenues, avoiding the busier Humphreys and
Beaver Streets.
The southwestern corner of the block diagonally hinges on Wheeler Park.
A corner neighborhood-commercial use should be located there in
response. This should be emphasized as a distinct building-part and respond
to the scale of the Square. The building mass should present a definite
and strong edge to the urban Humphreys Street, breaking down in scale
as it moves away.
The block should have a generous 15-foot setback on the western edge
from Humphreys Street in order to have a generous sidewalk (25’) that
can support a double row of trees. This serves as both an amenity for the
apartments and a landscape element to foreshadow the onset of the center

Fig 4.21: Section ; east-west through Block 2

of town. The sidewalks on the other faces should be a minimum of 10
feet.
Site Area: 85,000 sft.
Retail: Corner, Street Level. 10,000 sft. 40 car spaces required.
Housing: 4 floors. 111 units. 167 car spaces required.
Parking provided: 4 floors. 320 spaces. 113 surplus spaces
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 31

Fig 4.22: Key Plan- Block 3

Block 3. This block is located with a face on Wheeler Square and another
on Aspen Avenue, making it prime property in Flagstaff. Street level use,
like housing or retail, can contribute to the activity on the streets and
Square. Retail on Aspen Avenue should extend up to Wheeler Square and
wrap around to have some presence on Humphreys Street. This will help
form a gateway into Aspen Avenue from the square. The City of Flagstaff
and the City Courts have expressed a desire to occupy the upper two
floors with some lobby space on the street level on Humphreys Street.
These tenants should be a catalyst for development on this crucial site.
Fig 4.22: Block plan- Block 3- alternative 1

Fig 4.23: Section ; east-west through Block 3- alternative 1
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 32

Fig 4.24: Sketch elevation ; Block 3 on Humphreys Street

Development on the Humphreys Street and Aspen Avenue front is built
around a city garage. This is the one parking resource that will address the
parking deficit as well as the requirement for new development. Access to
the garage will be off Birch Avenue and Beaver Street.

Fig 4.25: Sketch elevation ; Block 3 on Aspen Avenue

The retail and open space are great assets for residential use. Ownership
and rental housing should be situated on the upper floors facing
Humphreys Street and Aspen Avenue.
The 15-foot setback, on the western side, continues on this block. This is
also mirrored onto Wheeler Park, projecting a sense of arrival and signaling
the center of town. The sidewalks on the other faces should be a minimum
of 10 feet.
The scale of the street level use should be emphasized to respond to Wheeler
Square and Aspen Avenue- the Main Street of Flagstaff. The architectural
vocabulary can be extended to the upper floors for a stronger plinth/base
to the building. The use of balconies and terraces is encouraged. Besides

Fig 4.26: Scale of development in Block 3 should
respond to the scale of Wheeler Park
(section shows Alternative 2)

PUBLIC LIBRARY

D e v e l o p m e n t

RIO DE FLAG

FUTS

S t r a t e g i e s

W H E E L E R

D o w n t o w n

P A R K

E a s t

HUMPHREYS STREET

G a t e w a y

BLOCK 3 WITH RETAIL, OFFICE AND LOFTS

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 33

being an amenity for the apartments, it adds to life on the streets and
open space and lends a human scale to the block. The building corner on
Humphreys Street and Aspen Avenue should be emphasized to signal the
entry into the retail street of Flagstaff.
An alternative and more attractive option to block 3, is to add housing on
the Beaver face of the block. This would add to the housing numbers in
downtown and avoid an inhospitable block-long garage front. The caveat
is that parking capacity is reduced and whether or not the reduction is
feasible in light of the final development areas.
Site Area: 85,000 sft.
Retail/Flex: 36,000 sft. Street Level. 144 car spaces required.
Housing: 27 units. 4th floor lofts on Humphreys, 2nd-4th floors on Aspen.
41 car spaces required.
Office: 2nd-3rd floor on Humphreys. 50,000 sft. 150 car spaces required.
Parking provided: Basement +5 floors. 768 spaces. 433 surplus spaces.

Fig 4.27: Block plan- Block 3- alternative 2

Fig 4.28: Section; east-west through Block 3- Alternative 2

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 34

Fig 4.29: Key Plan- block 4

Block 4. This block has a presence in the retail area, the civic quarter and
on historic Route 66. Being the first commercial block to be seen, as
visitors drive west on Route 66, makes it a premium site. This site also has
the responsibility of anchoring the western end of Aspen Avenue, the
other end being held by a potential conference center. Given the limited
scope of an office or retail use, a boutique hotel could establish a strong
presence on the western and southern edges of the block. The hotel, being
a linear building typology, can utilize the block interior as a courtyard for
access to the lobby and drop-offs. The other alternative is to have a lobby
on Aspen Avenue. The hotel should have a presence on Route 66 and the
retail area. This can be achieved with appropriate building massing and
signage.
Fig 4.30: Block plan- Block 4

Fig 4.31: Section; east-west throgh Block 4
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 35

Retail should line the Aspen Avenue front, contributing towards a
continuous retail experience into Wheeler Square. Housing should line
the upper floors on Aspen Avenue and Beaver Street.

Fig 4.32: Sketch elevation ; Block 4 on Humphreys Street

The courtyard can be used as a public space, protected from the sun in
summer and cold winds in the winter. Restaurants should be encouraged
to make the most of the space. A mid-block pedestrian link off Aspen, as
an underpass, could be designed to feed and absorb foot traffic to and
from retail. A mid block access off Humphreys, as an underpass, can be
used for pedestrian and vehicular access. This courtyard should try to link
up to the Orpheum block and its open spaces. This can strengthen any
shared uses and set up a link between the two. A clear access path and
appropriate building massing/framing will help establish this.
One basement level of parking, if feasible, should be designed. This will
cater to the housing and part of the hotel parking requirement, making it
a more feasible project. Access to this parking could be from the courtyard,
which is accessible from Humphreys and Beaver Streets.
The 15-foot setback, on the western side, continues on this block. The
sidewalks on the other faces should be a minimum of 10 feet.
Site Area 82,000 sft.
Retail: Street Level. 96 car spaces required
Housing: 2nd-4th floors on Aspen and Beaver streets. 63 units. 95 car spaces
required.
Hotel: 200 rooms. 4 floors on Humphreys and Route 66. 200 car spaces
required.
Parking provided: Basement: 175 car spaces; 250 car space deficit.

Fig 4.33: Sketch elevation ; Block 4 on Aspen Avenue
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 36

Fig: 4.35 Block plan- Block 5- Alternative 1

Fig 4.34: Key Plan- Block 5

Block 5. Approximately half of this city block is under the purview of this
urban design plan. The Orpheum is the major part of this site. A use,
which supports the performing arts, and/or other theater uses, should be
encouraged. An effort should be made to use the facility throughout the
week. This can become a catalyst in drawing people into Downtown and
contributing to its identity.
The theater should be restored and current exiting codes should be met.
Any expansion that is needed, like an expanded lobby or green room,
should be made, preferably to the west of the current building. This would
preserve the alley running east-west at the back of the Orpheum. Other
options are shown in the adjoining sketches. Open spaces for outdoor
performances, in conjunction with restaurants, should be considered on
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

Fig 4.36: Block plan- Block 5- Alternative 2
F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 37

the west side. This should be designed to have a strong link to the courtyard
in Block 4.
The space south of the Orpheum, if not required for its expansion, can be
occupied by the hotel for expansion, or by a retail or office use. This site,
and the space west of the Orpheum, can also be land banked by the City
for future development.

Fig 4.37: Looking west on Aspen Avenue with the
Orpheum theater in the foreground

Site Area: 50,000 sft.
Orpheum area: 40,000 sft. 250 car spaces required.
Parking provided: 0 spaces. 250 car space deficit.
Block 6. This is an opportunity site on San Francisco Street, en route to
Downtown from the University and the south side of town. Currently,
San Francisco Street is the only access north, making Block 6 a premium

Fig 4.38: Key Plan- Block 6

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 38

site. The adjacent retail, supported in numbers by the NAU students,
creates a potential for more retail uses.
The proximity to the university also sets up a possibility for artist studios
and lofts with some connection to NAU. This will add to the character
and interest of the Warehouse Historic area.
The building on Block 6 is a historic lumber building and should be
restored. Structural and interior modifications should be made to adapt it
to the proposed uses. Any needed additions should respond and be
respectful of the existing structure. The sidewalk on Phoenix Avenue should
be a minimum width of 10 feet.
Site Area: 33,000 sft.
Built-up area: 17,000 sft. 34 car spaces required.
Parking provided: 15 spaces. 19 car space deficit.

Fig 4.39: Looking north on San Francisco Street

Fig 4.40: North -south section through Phoenix Avenue and Flagstaff Urban Trail System
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 39

Fig 4.42: The lumber company building on Block 7

Fig 4.41: Key Plan- block 7

Block 7. This block is in the middle of the Phoenix Avenue section,
which this urban design plan is evaluating. The existing building can also
successfully interface with the Flagstaff Urban Trail System running north
of the block.
An important public use, like a museum or public institution, will be able
to define a focal center for Phoenix Avenue. Being a historic structure,
both the building and the open spaces should be restored. The new
additions can be altered if that helps the layout or connections to the
street and trail.
The block, with the help of the extended Leroux Street right-of-way and
other corridors, should try and link the FUTS to Phoenix Avenue. The
Leroux Street view corridor, assisted by landscape, should also emphasize
the Amtrak station, giving people a sense of bearing. The parking lot
located at the back of the block should be structured to help with these
connections. The sidewalk on Phoenix Avenue should be a minimum
width of 10 feet.

Fig 4.43: Existing view corridor looking north from
Phoenix Avenue towards the Amtrak station

Site Area: 54,000 sft.
Built-up Area: 18,000 sft. 72 car spaces required.
Parking provided 35 spaces. 37 car space deficit.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 40

Fig 4.44: Key Plan- Block 8

Block 8. Situated on the corner of Phoenix Avenue and Beaver Street, this
site already has a successful market in place. This business can build on
the planned improvements to the Southside Warehouse area,
simultaneously contributing to the area in the process.
This historic structure, of the market, should be restored with facade
improvements and any needed interior modifications. The major access
and windows should be on Phoenix Avenue to draw and contribute activity.
Being a corner building, it should also address Beaver Street with windows,
massing, lighting and/or signage.

Fig 4.45: The Andersen Building, housing a market on
Phoenix Avenue

The Leroux Street right-of-way should be restored with a view corridor
and vehicular/pedestrian access. This should aim to strongly link Phoenix
Avenue to FUTS and conversely get people off the trail and involved in
the activity on Phoenix Avenue. The sidewalk on Phoenix Avenue should
be a minimum width of 10 feet.
Site Area: 59,000 sft.
Built-up Area: 18,000 sft. 72 car spaces required.
Parking provided 50 spaces. 22 car space deficit.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 41

Fig 4.46: Key Plan- Block 9

Block 9. Situated on the northwest corner of Phoenix Avenue and Beaver
Street, this is the only new-opportunity site, increasing design flexibility.
With three corners of the crossing hosting successful commercial uses like
the brewery and the market, this site has great potential for a new retail
project.
The entrances and windows should be mainly oriented towards Phoenix
Avenue. At the same time, the building should respond appropriately to
the corner of Phoenix Avenue and Beaver Street. The sidewalk on Phoenix
Avenue should be a minimum width of 10 feet.

Fig 4.47: Active corner developments
make Block 9 a premium site

The right-of-way of Humphreys Street should be kept clear. This would
serve as a view corridor and provide pedestrian access to FUTS and
vehicular access to the parking lot.
This project, in conjunction with Block 6, could be the catalyst project
for Phoenix Avenue. These two projects try to build on the existing
momentum and, together with the new streetscape infrastructure, will
establish an attractive destination for new business.
Site Area: 58,000 sft.
Built-up Area: 27,000 sft. 108 car spaces required.
Parking provided: 30 spaces. 78 car space deficit.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 42

Fig 4.48: Key Plan- Block 10

Block 10. This site is situated on the western end of Phoenix Avenue. It is
bounded by the railroad from the north and Route 66 to the west. Given
its location in the project, this site bears proposed student housing, retail
and public parking components.
The proximity to the University and the benefits of having housing in
this area make student apartments a valuable proposition. The housing
will contribute a permanent community and a sense of safety to the area.
These units could be apartments or walk up townhouses/duplexes.
A surface lot supports, in good part, the parking requirements of new and
existing development. Located at one end of Phoenix Avenue, this helps
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 43

Fig 4.49: Potential parking areas in the Southside Warehouse district

to make making it a pedestrian friendly environment. In the future, as
businesses expand, it can be converted into a parking structure. A smaller
surface lot adds to the parking capacity on the other end of the street.
Some retail should be located on the eastern end of this block, at the
intersection of Phoenix Avenue and Mikes Pike. This helps to define and
activate the extended Humphreys Street right of-way. People on bicycles
and on foot can be funneled in from Mikes Pike and Phoenix Avenue into
the FUTS and into north Downtown. Similarly, people coming in from
the north on FUTS can access Phoenix Avenue and NAU in a convenient
manner. The sidewalk on Phoenix Avenue should be a minimum width
of 10 feet.

Fig 4.50: The FUTS will pass through this area south of
the BNSF tracks; it has the potential of being
developed as a park

Site Area: 146,000 sft.
Housing: 24 units. 24 car spaces required.
Retail: 4,000 sft. 16 car spaces required.
Public Parking provided: 160 spaces. 120 car space surplus.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 44

Fig 4.51: Overall Plan - Urban Design Diagram

4.2

GATEWAY EAST

4.2a. Connections

Fig 4.52: US 89/Route 66 Intersection

The US 89/Route 66 intersection should be upgraded as per the ADOT
proposal. Currently, access onto westbound 89 from westbound 66 is
extremely difficult, and the ADOT proposal would allow for better ingress
and egress at that intersection. The new intersection layout would make
better use of the currently under-utilized Route 66 portion to the south
of the mall.
The proposed new traffic light at the Cummings/US 89 intersection
should be implemented. This will create an opportunity for a new access
point into the mall lot, with a connection down to Route 66. However,
the existing mall entrance should however be kept as a right-in/right-out
only entrance: vehicular access points should be encouraged to avoid the
vehicular traffic being “funneled” into too few access points.

Fig 4.53: Cummings/US 89 Intersection
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 45

8’

20’

13’

5’

13’

15’

13’

13’

5’

20’

Fig 4.54: Railhead Avenue Section at Boulevard; Right of Way 117’

15’

14’

15’

14’

15’

Fig 4.55: Railhead Avenue Section; Right of Way 73’

Railhead Avenue should be replaced at US 89 to create more direct access
to the eastern portion of the redevelopment area. The existing east-west
axis should be changed to one parallel to the north side of Sears. The
road would lead vehicular traffic into the heart of the proposed new mixeduse district before heading east towards the destination retail located in
the eastern portion of the redevelopment area. This new road should be
designed as an appealing boulevard, with two lanes in each direction and
bike lanes on either side, as part of the FUTS trail. A traffic study should
be performed to estimate traffic volumes and determine the need for
additional turn lanes at the US 89 junction. As the road reaches the mixeduse district, its width should be reduced to one lane in each direction,
with a landscaped median wide enough to accommodate left turn lanes
where needed. This new road will impact a number of properties, as well
as existing parking configurations, and will necessitate the creation of a

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 46

15’

5’

13’

15’

13’

5’

15’

Fig 4.56: Spur Street Section; Right of Way 81’

new parcel map. Land located within the prior Railhead Avenue right-ofway will need to be reallocated to adjacent property owners impacted by
the new Railhead Avenue alignment to provide better access and additional
parking.
Spur Street should be relocated and link Route 66 to the new US 89
connector. This road will facilitate circulation around the east side of the
mall, acting as the mall “loop road”. This road will also provide access to
the new mixed-use neighborhood from Route 66. The road should have
no more than one lane of traffic in each direction, unless a traffic study
determines that this can not handle projected traffic volumes. A dedicated
bike lane should be provided in each direction, as part of the FUTS.
Public transportation routes through the site should be developed. The
possibility of adding a bus interchange at the back of the mall should be
studied, as should the location of a bus stop in close proximity to the
mixed-use area.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 47

Fig 4.57: Pedestrian and Truck Routes

The FUTS trail should be extended through the site. The FUTS trail
currently runs along the southern edge of Route 66.The FUTS trail should
be extended through the site as a pair of dedicated bike lanes or a 10 foot
wide sidewalk. These lanes would connect the existing FUTS trail to the
new Railhead/89 intersection, terminating at the start of Elden trail.
Dodge Avenue should be extended southwards through the site to Route
66, and Empire Avenue should connect to US 89. This extension would
provide a more direct way for the trucks hauling cinder to reach either the
I-40 on-ramp, or northbound US 89. It is important to minimize conflicts
between trucks and vehicles; the type of trucks used to haul cinders from
the adjoining quarries generate dust, dirt and fumes and therefore should
not share small-scaled streets with vehicles or pedestrians. Separating truck
traffic from vehicular traffic will benefit both types of traffic because existing
traffic congestion at the Railhead Avenue/US89 intersection would be
eliminated.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 48

Fig 4.58: Mall area

4.2b. Use
A new mixed-use neighborhood should form the nucleus of development
at the back of the mall. This would include a retail component, a housing
component and a public-use component. The retail component could
include an 8-12 screen theater, as well as a mix of shops and restaurants.
The housing component could include a mix of dwelling unit types
(including apartments and townhomes), and should be well connected to
the retail by means of the public-use component. This could include an
open space such as a town green, as well as a destination use such as a
skating center. In addition, the town green would give character and
identity to the new neighborhood. It would act as a focal point to the
new neighborhood and as a common resource for the various uses located
around it, such as the housing to the North and East, the skating center
to the East and the retail to the South.
Create a “Restaurant Row” along Route 66. These restaurants could be
auto-oriented and include fast-food type uses. Part of the clientele could
be westbound traffic on I-40. The restaurants could advertise on the
freeway within the opportunities provided by ADOT’s freeway signage
system. The restaurants should be arranged to form “gateways” into the
site from Route 66.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 49

Create new destination retail uses to the east of the mixed-use district.
These would be oriented to be visible from the loop road, as well as from
Route 66. These should include a large tenant (in the range of 150,000
to 200,000 sf ) which would act as a regional draw and increase trips to
the East Gateway area.
Create an Auto Mall to anchor the eastern end of the site. An Auto Mall
would be laid out on both sides of an “auto row” to create a synergistic
destination.
Allow for the expansion of the Flagstaff Mall building. This expansion
could include additions to the department stores, as well as new retail at
the front of the mall.
Develop signage guidelines appropriate to use and context. The city
should move away from one-size-fits-all guidelines and investigate the
creation of different signage districts, each with their own unique
characteristics.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 50

Fig 4.59: Illustrative Site Plan

4.2c. Structure and Layout
Flagstaff Mall Expansion: (area located to the West of Spur Street).
Expansion could happen in a number of different ways:
1. Provide additional retail facing US 89. This would have an impact
on the parking field, but creating new retail frontage on the NorthWest face of the mall would help give the mall a much needed
facelift, and would dramatically improve the present fortress-like
appearance of the mall. An additional depth of about 20’ would
minimize impact on parking, affecting about 24 spaces. The
new frontage could extend for approximately 175’ on the south
side of the main mall entrance, and 155’ on the north side of the
main mall entrance. Ideally, tenants would have through-spaces
connecting to the inside of the mall, though there could also be
stand-alone uses facing the parking lot. Existing tenants within
the mall could be encouraged to expand outwards. Given the
desirability of creating display windows facing the parking lots,
entertainment-type tenants (such as books or music) would be
suitable candidates for this kind of layout. Additional retail area
could be in the range of 6,000 to 7,000 square feet.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 51

2. The anchor stores could expand outwards. Due to site
constraints, expansion at Sears would be limited to about 15,000
to 20,000 sf; expansion of JC Penney would depend on availability
of land in the so-called “blight” area to provide an additional
parking area; within the present site constraints, expansion would
be limited to the range of 10,000 to 14,000 sf. Expansion of
Dillards is possible, given the potential reconfiguration of uses to
the east of the existing mall footprint, and the potential relocation
of Spur Street to the east. Expansion could be in the range of
25,000 to 28,000 sf.
3. The anchor stores could expand inwards. This would allow
potentially greater expansion of the landlocked department stores
(Sears and Penney’s). This would also minimize the construction
cost of building a new perimeter to the mall; however some tenant
relocation would be necessary. Suitable tenants could find a home
in the outdoor entertainment retail destination, or along the block
of Theater Drive which connects the mall to the mixed-use area
(see “future expansion” below).
4. Some new restaurant pads could be provided in a number of
locations, including:
a. the South corner of the intersection of the re-aligned
Railhead Avenue and US 89. The additional area could
contain a pad of approximately 5,000 square foot in size;
however, parking in that area is in short supply due to
the realignment of Railhead Avenue, and consideration
should be given to supplementing the Sears parking.
b. the intersection of the former Spur Street and Route 66.
This is a location which has plenty of visibility and
parking. This would be part of the proposed “Restaurant
Row” along Route 66.
c. the intersection of the former Spur Street and the new
Theater Drive. This is a location which also has plenty
of visibility and parking

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 52

It is anticipated that the additional square footage for the Dillards store
would require about 100 to 120 parking spaces according to industry
standards. The remainder of the new square footage (Sears expansion,
Penney’s expansion, new retail at front of mall and new restaurants) would
require about 200 to 225 spaces. These additional spaces would be located
in an expanded lot to the East of the Dillard’s store.

Area

Current Parking Count

Proposed Parking Count

Roseben Inc. Parcel
(Office Max)

123 spaces

123 spaces

Area immediately to the
North of Sears

140 spaces

88 spaces

Parking field to the east of the Mall

785 spaces

850 spaces

Overall Mall

1,994 spaces for
422,417 sf
(4.72/1,000)

2,100 spaces for
approx. 500,000 sf
(4.2/1,000)

The parking counts are for illustrative purposes; actual counts may vary
depending on the way that the parking lots are laid out. The square
footage for the overall mall in the “proposed” column (approx. 500,000
sf ) includes the expansion square footages described above.
Current recommendations for parking supply in ULI’s “the dimensions
of parking” are in the range of 4.0 to 4.5 spaces per 1,000 square foot of
retail. By ULI standards, the parking supporting the expanded retail West
of the former Spur Street, though less than the current ratio, is still within
an acceptable range.
Should the retail prove to be a thriving success, expansion would eventually
be possible along the block of Theater Drive that connects the mall to the
outdoor retail area. However, new retail uses would be supported by
structured parking since the added retail would reduce the surface parking
count. The economics of supporting retail with structured parking can
be challenging, and this would have to be studied at the appropriate time.
Including retail uses fronting US 89, the existing mall area is approximately
38.6 acres.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 53

Fig 4.60: Main Street Area

“Main Street” Area:
This area is located immediately to the East of the relocated Spur Street.
A significant anchor, such as a movie theater, would be needed to create a
draw in this location. In turn, this would allow other retail uses, such as
a bookstore and music store to become viable. There is a 10-screen theater
in the Milton Road area of town, and there may, therefore, be room in the
local market for an additional 10 screens. Due to the current constraints
of the downtown area, this would be an ideal location for such a use. An
8 to 10 screen movie theater could have between 2000 and 2400 seats,
with a parking demand of 670 to 800 seats (at 1 space per 3 seats).
The illustrative plan shows an additional 74,000 sf of retail. In order to
create a compelling atmosphere, the retail should be arranged continuously
along a street environment, with the storefronts facing the street and
parking to the rear, with some additional parking (either parallel or
diagonal) arranged along the street.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 54

15’

19’

14’

14’

19’

15’

Fig 4.61: Section of Theater Drive; Right of Way 96’

15’

19’

14’

14’

15’

8’

Fig 4.62: Section of Town Green Lane; Right of Way 85’

Depth of the retail stores could be in the 60’ to 70’ range, unless a large
tenant (such as a bookstore, which might require about 25,000 sf ) needs
to be accommodated, in which case the areas within the blocks shown on
the illustrative plans would have to be modified.
The street widths in this area should be kept as narrow as possible to
make streets pedestrian friendly. A 26’-0” curb-to-curb dimension is
suggested, with 12’-0” to 15’-0” sidewalks between the curb and the face
of the buildings.
The 720 parking spaces shown on the illustrative plan may be sufficient if
the theater does not exceed 2,000 seats, and it is assumed that some of the
shops and theater parking could be shared.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 55

Fig 4.63: Main Street Area

The architectural design of this area should not be overly themed. A
variety of materials should be encouraged, including, where possible, use
of local facing stones such as those found in Downtown. For instance, his
material could be used as a high base on the front of the buildings.
Storefronts should not be treated as a continuous horizontal band of glass;
rather, they should be broken up and separated by pilasters. The use of a
variety of parapet heights and roof forms should be encouraged. The area
should be eclectic and lively, and the use of colorful awnings and creative
signage should be encouraged.
The ROW at the relocated Spur Street is 71’-0”. This includes two 10’0” sidewalks, two 5-’0” bicycle lanes, two 13’-0” travel lanes, and a 15’-0”
wide median which can accommodate left turn lanes where required.
The Main Street area is approximately 11.0 acres in size.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 56

Fig 4.64: Mini Major Area

Mini-Major Area:
In contrast to the Main Street area, the mini-major area is an automobileoriented retail destination linked to the mixed-use neighborhood via the
new loop road. It is anticipated that this area could support about 100,000
sf of retail, parked at the ratio of 5 spaces per 1,000 sf. This slightly
higher ratio corresponds to the parking demands of this kind of retail,
and will help in attracting quality national tenants.
The area should include a pad at the Auto Row/Route 66 intersection, as
shown on the illustrative site plan. This would be part of the proposed
“Route 66 Restaurant Row”.
As in the Main Streets area, the use of local stone should be encouraged.
Identical repetition of the “Rocky Mountain” themed wood canopy
structure at the mall entrance should be avoided, though the architectural
treatment certainly could include heavy timbers and sloping roofs. The
use of incongruous materials, such as the clay tile used in the Barnes and
Noble store on Milton Road, should be avoided.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 57

Fig 4.65: Anchor-tenant Area

The width of Railhead Avenue as it crosses the Mini-Major area should
be as follows: 15’-0” of landscaping/sidewalk on either side of the road,
two 13’0” travel lanes, and a 15’-0” landscaped median to accommodate
left turn lanes where required.
The Mini-Major area is approximately 11.5 acres in size.

Anchor-Tenant Area:
This area is located to the east of the Mini-Major area. This area could
accommodate a large single user in the range of 150,000 to 200,000 sf.
Parking requirements for such a user could be anywhere in the range of
600 to 1,000 spaces, depending on size and use. Once the ADOT
intersection upgrade is complete, it is anticipated that the vehicular traffic
to this anchor tenant would use Route 66 rather than US 89.
This area should contain a restaurant pad across from the one located in
the Mini-Major area, as shown on the illustrative site plan. Typical sizes
range from 5,000 to 7,000 sf. In addition, adding a pad-type building to
the south of the anchor tenant is seen as desirable, since this will help
mitigate the large blank side walls that are characteristic of such tenants.
The Anchor-Tenant area is approximately 16.7 acres in size.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 58

Residential Area:
This area is located immediately to the north of the Main Street Area, and
is organized around two parallel north/south streets, one of which is the
new “Town Green Lane”, which runs south all the way to Route 66.
Dwelling units could be a mix of town homes (with densities in the range
of 12 to 15 units per acre) and garden apartments (with densities in the
range of 15 to 25 units per acre).
The illustrative site plan shows one way in which these different unit
types could be combined. Streets should have a cross-sectional width of
40’ to allow for guest on-street parking, with access streets only needing
to be 25’ wide.
The east-west gas line easement that runs across this portion of the site
needs to be maintained, and should be used for public open space.
This area includes the Town Green, which acts as a focal point for the
entire neighborhood. The net dimensions of the Town Green are 200
feet in the east-west direction by 180 feet in the north-south direction,
excluding streets. The Town Green should be a landscaped open space
that might accommodate such events as casual ball games, a farmer’s
market, outdoor afternoon concerts, etc.
The Residential Area is approximately 17.5 acres in size.

Fig 4.66: Residential Area

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 59

Fig 4.67: Auto Mall Area

Auto-Mall Area:
This area is located to the north and east of the Anchor-Tenant Area and
consists of 8 lots. Lots could be combined, or further subdivided,
depending on tenant needs. The lots are organized around a curving
“Test Drive”, to create a strong identity. Special signage guidelines should
be devised for this area. Signage should be included at the entrance of US
89.
Dodge bisects the Auto Mall Area and runs in a north-south direction to
connect Route 66 with the cinder quarry area. It is anticipated that very
little vehicular traffic would use Dodge, since Auto Row loops conveniently
to Route 66.
The Auto Mall Area is approximately 43.7 acres in size, excluding Dodge
and Auto Row itself.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 4 Design & Guidelines 60

Fig 4.68: Resource Protection Area

Resource Protection Area:
This is located immediately to the south-west of the movie theater. It has
been isolated in order to preserve the mature trees that are located there,
as well as the significant changes in topography that occur in this area. Of
the total of 238 significant trees throughout the site, the illustrative site
plan retains 105. The ones that are retained are typically the most mature,
27 of which are in the specially designated resource protection area.
The Resource Protection Area is approximately 3.0 acres in size.

Skating Center Area:
This is located immediately to the east of the Town Green and could
accommodate a large destination use such as an ice skating center.
The Skating Center Area is approximately 3.4 acres in size.

Fig 4.69: Skating Center Area
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

retail strategy
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

5

A r i z o n a

Ch. 5 Retail Strategy 62

5.

RETAIL STRATEGY; Pat Hurst, Economic Development Systems

Approach to Strategic Positioning
I have outlined herein the approach taken in efforts to strategically position
both the Downtown and Gateway East areas. It is clear there are two
distinctive environments to enhance. Each has their own personality,
strengths, weaknesses and constraints. By addressing the tenant-mix
merchandising program as enclosed herein, I believe the opportunity for
success is attainable for each area respectively.
5.1 Downtown
As in most downtown districts where there are multiple ownerships the
revitalization process takes time. This is due in large part to the varying
levels of interest in participation by owners and existing tenants, but also
by the types of businesses sought to help revitalize historic/cultural areas.
The most desired tenants, such as boutique and independent retailers/
restaurateurs are spending the majority of their time running their
businesses and are not typically looking for new retail venues. Therefore,
research and recruitment of these types of businesses can be time
consuming. However, the end result can be tremendous if approached
aggressively, but strategically. This is not to say that there is no place in
Downtown for national or regional tenants. National and regional tenants
have advertising power, which local/independents do not usually have.
As a result, a visitor looking for the Z Gallerie store will also find The
Artist’s Gallery or other local stores they would not otherwise have found.
Nationals/regionals can usually pay higher rent and usually desire corner
locations. An independent storeowner can be around the corner and still
gain tremendous foot traffic by being adjacent to a national or regional
tenant. The tenant mix and merchandising plan for accommodating a
variety of tenants is crucial to long-term success.

Fig 5.1 : Downtown,
a mix of local, regional and national stores

While there are several reasons why tenants will or will not choose a
location, there is one factor that all national/regional/independents have
in common—the desire for well designed and functional retail/restaurant
space.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 63

It is extremely important that, as new mixed-use projects are designed,
the design and function of the retail and restaurant space components be
given priority status. Issues of concern include the following:
•
•
•
•
•
•
•
•
•
•
•

Minimum ceiling height (16-18’)
Glass lines (maximum exposure)
Signage
Lighting-inside and out
Façade at street level
Sidewalks (for patio dining)
Deliveries
Trash storage/removal
Utilities/grease traps/ vents
Valet parking opportunities
Sloping floors/ceilings (garage retail)

In addition to these guidelines, a pro-active outreach program to market
and promote the Downtown to prospective tenants is recommended.
Streamlined market data with supporting district maps depicting locations
of existing tenants as well as opportunities for lease, building profiles,
demographic comparisons, visitor profiles, campus lifestyles, etc. should
all be included in the package.

5.2 Gateway East
The Gateway East area, including the Flagstaff Mall, if revitalized and
expanded as represented in this report, will require a strategic approach to
tenant mix/merchandising. The majority of tenant concepts are national
and regional and typically prefer to be in a mall setting. However, you
will find tenants that can function in both downtown and mall
environments. The small shop tenants discussed below are good examples
of this mix.
It is my understanding that there is a desire to upgrade the current mix of
shop tenants as new space is added to the Flagstaff Mall. The most
important factor, which will drive an upgraded mix for the new shop
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

Fig 5.2 : Flagstaff Mall entrance

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 64

space, will
tenants:
•
•
•
•
•

be determining the level of success of the following existing

Fig 5.3 : Flagstaff Mall entrance

Gap/GapKids
Victoria’s Secret
Eddie Bauer
Bath & Body Works
Department Store Type (Level A, B, C and their current
volumes)

If, in fact, these stores are doing well, one has a better chance of attracting
other Gap family stores such as Banana Republic, other apparel shops,
such as Ann Taylor, and more specialty retail.
The substantial traffic increase by developing the proposed 10-plex theater
will help to support the shop space in Flagstaff Mall. It is crucial at Gateway
East, as in the Downtown, that restaurants with patio dining be
programmed and strategically located to help connect the sub-districts of
the mall. For example, a full-service restaurant could be located to take
advantage of the environment created by the landscape and pine trees
along Route 66 thus linking the other restaurants in “Restaurant Row” to
the anchors in the project.

Fig 5.4 : Mall interior

The mini-anchor or major-anchor tenant opportunities for the larger mall
expansion are also important. Their space requirements range from 20,000
to 150,000 square feet, depending on the mix.
Attachments:

“A” Downtown Districts Theme
“B” Competitive Position for Downtown

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 65

- attachment “A” -

DOWNTOWN DISTRICT THEMES
To further community identity, the promotion of a public and private
visual arts program, the development of “art film” festivals, small live
theatres (including comedy, improv, jazz and blues venues), restaurants,
art galleries and other cultural activities will assist in the development of
an image of a multifaceted Downtown District. Within a district, retail
should be developed in a linked and continuous manner, so that pedestrians
are not impeded or discouraged to make district-wide connections. This
development should be a mix of mid to upscale value-retail, neighborhood
serving retail, as well as smaller specialized retail uses. Residential space
in the districts (including mixed-use with upper-level residences and
perhaps live-work spaces for artists and others) should be linked with the
surrounding residential community/consumer base.

Fig 5.5 : Towards a vital and multifaceted downtown

Private development of small and large-scale retail, residential and hotel
projects is only part of the strategy. Public-private partnerships must
work together to develop the creative design of public space. Streetscapes
are a key part of the public space in the districts because they can unify
the districts thematically and link visitors and consumers to all of the
businesses and amenities. Landscaping, new lighting, unified signage and
well-designed trash receptacles are some of the important ways to identify
and enhance the streets and walkways of the districts. Designing creative
and inviting open spaces within, and adjacent to buildings is necessary to
encourage strolling and lingering within the districts. Streetscapes and
alleyway improvements are important because they will improve the
pedestrian experience, which will reinforce private investment and promote
the visibility of businesses in the districts. In this way, improved streetscapes
will be an important part of the overall strategy of the districts as a safe
and attractive heart of the city.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 66

A Sense of Place
The districts have a special historic and cultural character, which should
be capitalized on in its general development strategy. Moreover,
Downtown should become a “destination location” where people decide
to visit the districts, rather than a specific store, and also have the
opportunity to engage in shopping and dining experiences as well as
multiple cultural experiences. Both, streetscapes and private development,
should be designed to encourage such pedestrian strolling and “lingering”
in the districts. A key element in encouraging this pedestrian activity will
be to promote safety, cleanliness and order in the districts.

Fig 5.6 : Fall in Flagstaff

Romance
The downtown districts can build on current assets and become known
for not only quiet and sophisticated settings, but as a cultural and
intellectual center for Flagstaff and the greater marketplace, boasting of
professional artist-studios, theaters and music/jazz venues. Streetscapes
should connect the various venues through the use of sidewalks, alleys
and open spaces. Lighting should be bright enough to enhance safety but
be consistent in design with the character of the districts.
The districts should continue the blending of night and day by providing
a distinct living, working, and entertainment district for artists mixed
with other residents. This would be a place that would be both home and
working environment for artists in live/work buildings and other spaces.
It would contain exhibition and sales galleries, performance venues, offices
for arts organizations, and educational studios. These would be supported
by retail services, restaurants, coffeehouses, jazz clubs, and other
entertainment facilities in conjunction with the greater downtown area.
While attracting a critical concentration of artists, the majority of the
district residents would represent a broad spectrum of educational,
professional, economic, and cultural backgrounds. As a consequence, the
residents would patronize local markets, personal service establishments,
schools, parks, and similar uses found in the greater downtown district.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 67

The adjacency of both Districts to the available transportation venues is
benefecial and attractive to Flagstaff residents and visitors. Upgraded hotels,
plus additional overnight accommodations, will offer a substantial patron
base for its galleries, performance venues, restaurants, and entertainment
facilities. More patrons could be captured from residents and visitors
throughout Arizona who travel through the city regularly.
The arts and community serving uses would extensively utilize the fabric
of historic and older buildings of the Southside Warehouse District. Many
buildings display note-worthy architectural design elements which, if
renovated, would contribute to a distinct character that distinguishes the
District. New development could serve as infill of comparable scale and
density maintaining the patterns that have traditionally characterized the
Southside Warehouse District.
The streetscape of the Southside Warehouse District along Phoenix
Avenue/old Route 66 could function as an outdoor “front room,” thereby
accommodating living, working, arts, dining, entertainment, and other
uses. In many respects, they could functionally “continue” the uses from
inside a building to its outside. The streets could offer a communal space
for walking, socializing, dining, retail, and community events. Additional
trees, planters, benches, signage, pedestrian scaled lighting, public art,
and paving treatments would enhance their quality as a “special place.”
Rather than emphasizing uniform streetscape improvements, local artists
could contribute to the historic, but eclectic, design of streetscape elements,
distinguishing the SSW District from other pedestrian areas of the city
and region.

Fig 5.7 : Architecturally noteworthy buildings like the
Sierra Vista motel can contribute to the character of
the historic Southside Warehouse district

A central outdoor space, Arts Park, could serve as the symbolic center of
the districts. It can be used to display the work of local artists, as a
performance venue (Shakespeare in the Park, etc.), as well as provide a
small recreational center for residents. Linked to the adjacent sidewalks
and uses, this outdoor space could be an integral element of the urban
fabric. If appropriate, the scattering of “pocket parks” throughout the
area would serve as the “backyard” for the new downtown.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 68

Arts oriented and community events could be conducted throughout the
year to promote the identity of the districts and provide a forum for
community socialization. A key event, an annual arts walk, would provide
the opportunity for local artists to display and sell their work to a large
clientele. Other events could include working galleries, phantom galleries,
performances, music festivals, children’s art exhibitions, educational
programs, farmers’ markets, community picnics, cultural heritage festivals,
athletic events (5K/10K, bicycle races, etc.), and similar activities.
The revitalization of the Districts would result from its proactive marketing
and promotion as a distinct and desirable place in not just Northern
Arizona, but greater Arizona as well. This would involve the cooperative
arrangements of local artists, residents, businesses, organizations and the
City of Flagstaff.

Blending Day and Night
The Districts should encourage use well into the evening. This could be
accomplished by integrating a variety of complementary, but perhaps
different daytime and nighttime uses. The districts should attract
interesting, eclectic and dynamic retail uses; including live-work studios,
mid to upscale retail, major cultural/educational institutions (perhaps a
culinary arts school) and provide both daytime and nighttime pedestrian
traffic. The Districts also should seek to expand entertainment, restaurant
and retail, as well as cultural activities including art film festivals and
equity waiver theatres for nighttime visitors. Dining, entertainment and
neighborhood serving uses, accented with both small and mid-scale retail,
should provide the day-night link. Streetscapes should recognize the
districts’ varying day and nighttime pedestrian patterns, thereby reinforcing
the links between day and nighttime uses.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

Fig 5.8 : Cultural events need to be planned and the
locations and timing coordinated

Fig 5.9 : Provide both, uses and safe lighting, for nighttime activity

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 69

- attachment “B” -

RECOMMENDED COMPETITIVE POSITION FOR DOWNTOWN
A blending of new uses, with existing specialized and successful uses in
the districts, will help to distinguish these shopping areas from others. By
building upon the most successful retail operations, new uses can be added
that accentuate a differentiated image from other areas of the city.
Recommended ways to distinguish the districts include the following:
1. The incorporation of a small-scale venue to present independent films,
16mm film, or a Foreign Cinema concept (the film is projected onto
a blank exterior wall and is part of courtyard and café/dining
experience) will help to create a unique arts/bookstore/dining
destination node. This will be unlike the more typical chain store/
cinema combinations seen in most mall locations. In combination
with other uses, such as the proposed revitalization of the Orpheum
Theater, this could help establish the area as an arts/entertainment
destination.
2. A culinary school offering classes to residents, in addition to an
accreditation program for chefs, would be a notable addition,
particularly if marketed aggressively to area residents. This not only
assists in the creation of an 18-hour environment, but also provides
the opportunity to have graduates stay and open restaurants in the
local area. Typically, culinary schools are packaged with chef supply
stores such as Sur la Table. In some cases, the breads, pastries, etc. are
presented and sold in a retail venue at street level.
3. The inclusion of more restaurants, particularly if these restaurants are
not found in other neighboring locations, would be a compatible
addition to the district. Strategically placed restaurants, bakeries and
delis would assist in creating a competitive position differentiated
from the mall. This would also assist in creating the link needed in
Downtown. Patio dining should be encouraged.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 5 Retail Strategy 70

4. To infill with independent merchants, as well as some nationals, not
replicated in regional mall and power center settings, would add much
to distinguish the district with a unique character. Such stores would
carry items including home furnishings, home gifts and accessories
(such as Z Gallerie, Elm Street, CB2, Illuminations, The Mole Hole),
galleries, antiques, interior design products, art gifts and supplies,
and specialized hobbies and collectibles.
5. The tourist and local community would patronize boutique versions
of outlet stores. Retailers with “Main Street” curb appeal who would
function well in this environment include Plaltzgraff, Dansk, Crate
& Barrel, etc.
6. A freestanding (non-hotel affiliated) day spa of approximately 7,500
– 10,000 s.f. in a strategic location in the downtown area could
continue to help establish the area as unique and different from the
mall experience.
7. The inclusion of attractive residential and hotel projects with ground
floor retail as proposed in the Field Paoli Urban Design Program will
help distinguish the area as one that is a lively, active place to live and
to shop. Housing options should include live-work and artist-lofts,
in addition to traditional formats.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

economic analysis & strategy
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

6

A r i z o n a

Ch. 6 Economic Analysis & Strategy 72

6. ECONOMIC ANALYSIS & STRATEGY
Tim Kelly, Marilyn Chu, Keyser Marston Associates

6.1 Overall Economic Approach and Purpose
The approach recommended for the Gateway West and Southside
Warehouse sites is basically an analysis of the investment supported based
on a projected target return. This analysis involves a review of the
expectations and assumptions that affect the net income of the proposed
project. Evaluated, in addition, are the financial objectives of the developer,
investors and lenders, that must be achieved in order to provide sufficient
financial incentive for the project to proceed.
It should be noted that financial feasibility analysis is an iterative process
that continues throughout the development period, each iteration
becoming more sophisticated and accurate as more and better project
data is available. The above is especially true for the Gateway West and
Southside Warehouse projects, proposed in the Downtown Plan, which
are primarily conceptual at this stage of planning.

Fig 6.1: Looking East on Aspen Avenue in Downtown
Flagstaff

The following discusses the analytical process and the key components
used in determining the economic feasibility of the projects proposed for
the two Downtown sites.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 73

6.2 The Process
There are essentially three basic steps in the process for analysis
development feasibility. They are as follows:
a. Determine the development budget
b. Develop a project pro forma
c. Determine the Investment Supported Based on Target Return
on Costs (ROC) or Return on Investment (ROI)
The key components of each of these steps are described below and
illustrated in Exhibits I to III.
6.2a. Determine the Development Budget. Financial feasibility analysis
begins with the proposed project’s development budget. This budget should
include potential costs related to the development, including:
Acquisition costs
Site and infrastructure improvements
Construction costs
Soft costs, including legal fees, architectural and engineering fees
Governmental fees and EIR mitigations
General and administrative costs (overhead)
Costs incurred to obtain financing
Costs associated with marketing and lease up
6.2b. Develop a Project Pro Forma. The analysis requires using the budget
to prepare a pro forma statement, including a forecast of income and
expenses. The pro forma is used to generate the Net Operating Income
(NOI) of the project, which is the income generated by a property less
vacancy and bad debt and less non-reimbursable operating expenses.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 74

6.2c. Determine Investment Supported Based on Target Return on Cost
Return on Investment. The next step is to estimate the investment
supported (land and improvements) based upon the stabilized Net
Operating Income and the target Return on Costs (ROC), or Return on
Investment (ROI), needed to attract private capital. Developers and
investors anticipating a short-term investment often look at a project’s
return on cost, which is calculated by dividing the NOI by the total
development costs (land cost, construction costs, soft costs, and financing).
Alternately, the total investment supported can be determined by dividing
the Net Operating Income by the target rate of return.
The target ROC/ROI values by land use, location, and level of risk is
typically in the range of 9% to 13%. The estimated investment supported
based on these returns, for the various land uses proposed for the Gateway
West and Southside Warehouse sites, is discussed in the next section of
this memo.
It should be noted that, in some cases, an evaluation of the Internal Rate
of Return (IRR), or the rate of return computed on a multi-year, beforetax and after-tax cash flows, is also appropriate. The IRR reveals a discount
rate that can be compared to yields offered by other projects and investment
opportunities. However, given the preliminary and conceptual nature of
the projects proposed for the Gateway West and Southside Warehouse
site, we recommend that the less complex ROC/ROI analysis be used to
evaluate financial feasibility at this time.

6.3 Estimated Investment Supported
As discussed above, an adequate return must be provided in order to create
incentive for a developer to proceed with a project. A reasonable range of
return in the current market is in the 9.0% to 13.0% range. Based on the
average rent levels provided by city staff for new/newer spaces in the
downtown area, our preliminary estimate of the investment supported
are as follows:
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 75

6.3a. Residential
(Assume a 900 square foot unit on an average )
Per Unit
Annual Gross Rent
<Less> Vacancy & Bad Debts
Effective Gross Rent

@ $1/SF/Mo.
@ 5%

$10,800/Yr.
( 540)
$10,260

<Less> Operating Expenses @ $4,000/Du
Net Operating Income

(4,000)
$ 6,260/Yr.

Target Rate of Return on Costs

9%

Estimated Investment Supported (rounded) Per Unit

$70,000±

6.3b. Retail
Per SF
Annual Rent (NNN)
<Less> Vacancy & Bad Debts
Effective Rent

@ $1.85/SF/Mo.
@ 5%

$22.20/Yr.
( 1.11)
$21.09

<Less> Operating Expenses
Net Operating Income

@ 3%

( .63)
$20.46/Yr.

Target Rate of Return on Costs

12%

Estimated Investment Supported (rounded)
Per Sq. Ft. of Rentable Area

$170±

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 76

6.3c. Office
Per SF
Annual Rent (NNN)
<Less> Vacancy & Bad Debts
Effective Gross Rent

@ $1.70/SF/Mo.
@ 5%

$20.40/yr.
( 1.02)
$19.38

<Less> Operating Expenses
Net Operating Income

@ 3%

( .58)
$18.80/Yr.

Target Rate of Return on Costs

11%

Estimated Investment Supported (rounded)
Per Sq. Ft. of Rentable Area

$170±

6.3d. Hotel
Per Room
(Assume top quality facility)
Average Room Rate
Average Occupancy Rate
Gross Room Revenues
Gross Total Revenues
<Less> Departmental Expenses
<Less> Undistributed Expenses
<Less> Fixed Charges
Net Operating Income

@ $100/rm./night
@ 75%
@ 67% of Total

$27,375
$40,858/Yr.

@ 27% of Gross

_______
$11,032/Yr.

Target Rate of Return on Costs

12%

Estimated Investment Supported (rounded) Per Room

$90,000±

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 77

In general, if per unit development costs, inclusive of land, directs, indirects
and financing, exceed the estimated investment supported, public subsidy
would be needed in order for the project to generate sufficient return and
financial incentive to encourage a developer to proceed. If per unit
development costs are less than the estimated investment supported, no
public subsidy would be needed. Given that the above estimates are based
on very preliminary concepts, and that the rents have not been
independently verified by KMA, they should be viewed as early order-ofmagnitude estimate ranges to provide an early indication to the City/
Agency of the development costs supportable. These estimates should be
refined as additional project data (i.e., costs and program) become available.

6.4 Financing Challenges
The development proposed for the Gateway West and Southside
Warehouse sites is expected to face a number of challenges which will
impact the ability of the projects to secure financing. The key challenges
include the following:
Attracting a qualified developer: The two sites, including both
proposed public and private uses, cover a substantial area, i.e.,
roughly 20± blocks, in the city’s core. The proposed projects are
also relatively complex, i.e., they involve a diversity of uses like
civic and private, street level commercial and upper level
residential, rehab of existing buildings and new construction and
historic rehabilitation. In addition, the residential apartments
being proposed in the Downtown Plan include a new prototype
that has not been built to date in the Flagstaff. Thus, given the
size, scale, range of uses, and complexity of the projects proposed
for the two sites, it is our understanding that few, if any, local
developers have the requisite qualifications and resources to
implement the projects.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 78

Securing financing for the private components: In the current
market, financing appears to be the easiest for residential products
and most difficult for hotels. In general, the ability of the
developer to obtain financing is just as important a test of project
financial feasibility as the results of a pro forma.
Securing financing for the public components: In addition,
funding for the public components proposed, i.e., the courthouse,
city center, library, parking, etc. - which is expected to be
substantial - has not yet been identified and remains uncertain.
Structuring public/private partnership: Given the mix of public
and private uses proposed for the sites, it is important to identify
a developer who has experience with public/private projects.
These challenges clearly impact on the financial assumptions used in the
pro forma and the analytical results.

5.5 Recommended Strategies
In response to the financing challenges above, following are some
recommended strategies that can be considered by the Redevelopment
Agency to assist the implementation of the projects:
Pre-test the proposed development concepts with a selected group
of qualified developers who have successfully completed
comparable projects. The purpose is to both gauge development
interest and to obtain early “real-world” feedback on the concepts.
Identify public actions that can support project implementation,
i.e., assistance with land assemblage, initiation of discussion with
property owners for an Owners Participation Agreement (OPA),
availability of tax-increment funds, etc.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 79

Identify private resources that may potentially be available, i.e.,
establishment of a special assessment district, a business
improvement district, etc., to fund project-wide improvements.
Target existing program resources, if any, such as building facade
improvement, historic preservation credits, housing set aside
funds, etc., to assist project implementation on the two sites.
Review zoning to identify any changes that may be needed to
support the development proposed in the Downtown Plan.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 80

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 81

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 6 Economic Analysis & Strategy 82

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

the next steps
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

7

A r i z o n a

Ch. 7 The Next Steps 84

7.

THE NEXT STEPS

7.1 Downtown - Gateway West and Southside Warehouse Areas
This chapter outlines next steps in the implementation of the “Development
Strategies,” including the use of this report in future planning and
redevelopment processes by the City of Flagstaff.
A sizeable portion of proposed new development is located within the
three and a half blocks in the West Gateway Area of Downtown. Given
the strategic importance of the blocks, new development on them will
affect the entire Downtown and to some extent the entire City. For that
reason, the design of any major development in town with retail, office,
hotel, and housing should refer to the urban and architectural design
directions in this report. The directions will ensure that the projects will
fit into the City programmatically and will draw upon the existing synergy
of the Dowtnown.
The plan for the Southside Warehouse Area, including new infill buildings,
streetscape and renovation, creates strategies that will contribute to the
area’s historic and cultural character. The evolution of the area’s identity
should follow a coordinated approach to development amongst property
owners, business operators and the City. The City should encourage
appropriate development in this area with uses such as a museum and
artist lofts, which could help anchor the area.
The construction and completion of the Rio de Flag Project is critical to
the ability to carry out these projects, since it will remove these areas from
the floodplain. It is essential that the City continue to pursue construction
of the Rio Project with a completion date in 2005. As the Rio De Flag
project construction timetable is finalized, a schedule should be established
for issuing Request for Proposals for the Southside Warehouse District.
Also, a community dialogue should be completed regarding specific street
improvements, especially along Phoenix Avenue, and ways that these
improvements can be funded.
A Parking District should be considered to build and manage the new
parking garages, along with the overall management of on-street parking
and other lots and garages that may exist today, or be developed at a later
date.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 7 The Next Steps 85

The City should continue to increase its marketing programs to assist in
the development of Downtown as a destination, based on the
recommendations included in this report and from other economic and
retail consultants that have provided reports to the City as part of this
project. The City should retain a rendering consultant to create images of
the Gateway West and Southside Warehouse Areas of the Downtown.
These images, including walking tours, historic building maps and
information sheets, could be used in the marketing of these projects to
regional and national tenants, developers and tourism agencies.
The City should issue a Request for Proposal to private developers. Existing
businesses or tenants can be incorporated into the new projects in several
ways. Retail tenants could obtain better retail street frontage along Aspen
Avenue or Humphreys Street and office and commercial tenants could
obtain space on upper floors of the project.
A proposed project for a conference center and hotel, which has been
considered for the eastern end of Aspen on sites defined by Agassi, Verde
and Elden Streets, is a priority project for the Downtown. The hotel and
conference center is a necessary activity center for the eastern end of the
Aspen Street and it would be complimentary to the hospitality and cultural
components of downtown events. Also, it could be connected to a possible
Elden and Lone Tree access into the Downtown from I-40 to the south.
The City should coordinate with property owners in the area, with operators
in the hospitality industry, and with the private development community
to strive for the realization of this project in the Downtown.
Block 3 is critical for providing public parking for existing Downtown
uses, in addition to providing parking for new projects. Block 3 could
provide additional space for City Hall and for Courts’ expansion. From
an urban design perspective, Block 3 creates a retail linkage along Aspen
Avenue from Leroux Street to the civic functions around Wheeler Square.
Blocks 3 and 4 create a gateway into the Aspen commercial corridor from
Wheeler Square and Humphreys Street. Block 4’s development is dependent
on, and integral to, the proper development of Block 3, since it provides
additional parking for Block 4.
The next block to be developed should be Block 2. This block could be
easily assembled since the two major property owners, Bank One and
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 7 The Next Steps 86

Arizona Public Service, could be either accommodated in a new
development or relocated to other properties. The creation of market rate
housing in Downtown is critical to the creation of a 24-hour community.
There are a number of national developers that have successfully completed
similar projects throughout the country.
The Orpheum, in block 5, can be one of the anchors to Downtown,
pulling in residents and tourists. The City should continue to search for
an appropriate use and operator. It should also consider NAU as a
collaborator or leverage the input it has to offer.

7.2 East Gateway Area
The East Gateway area has a somewhat different strategy from the
Downtown, since a major developer and owner is a partner with the City
in the redevelopment of the area. The City will concentrate on design and
installation of the infrastructure for the area in preparation for building
development. The retail and the housing components will complement
each other and each will contribute value. Building the Town Green and
the ice-rink in a first phase will help make an attractive neighborhood and
should contribute to the timely completion of the overall development.
The City should pursue consolidation of the residential site for a future
issuance of Request for Proposal for a mixed-income development.
Renderings and other drawings should be completed of the Mall expansion,
which can be used in marketing to potential tenants and to establish
development objectives for the different concerned parties.
City staff and Westcor should proceed with a rezoning, tentative plan,
creation of the Redevelopment Plan and Development Agreement for
Planning and Zoning, Council and public input with final decisions reached
by all parties by the end of 2002.
The City should incorporate existing TEA 21 FUTS projects so that the
trails link with the Mall expansion. This includes projects on Route 66
and US 89.
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 7 The Next Steps 87

The City should work with ADOT and Westcor to ensure that the East
Flagstaff Interchange is constructed in a timeframe that positively impacts
the Mall redevelopment.
The City should proceed with the designs of Dodge Avenue, Test Drive
and Empire Avenue, for completion in 2003. Westcor, in cooperation
with the City, should proceed with designs for the Loop Road system.
The City should ensure that the existing fire station on Railhead Avenue
has access during the redevelopment process, while pursuing a long-term
solution for the station relocation to the Country Club/I-40 area. The
existing training station should also be relocated from this densely developed
area.
The City should develop a strategy for redevelopment of the existing
heavy industrial area, as well as prospects for additional light industrial
area on surrounding lands, as part of the creation of the overall final
Redevelopment District Plan.
The City and Westcor should meet with the State Land Department to
review the overall design concept and finalize the disposition agreements
for the site.
Staff should complete the overall redevelopment plan for the 1,000-acre
Redevelopment Area and include the Mall expansion concept plans as part
of the overall plan, in conjunction with the rezoning of the Mall and Auto
Mall sites.
The City, working with Westcor, should complete a timeline for the Mall
expansion including necessary infrastructure improvements to meet the
needs of the redevelopment.
Staff should work with auto dealers and manufacturers to finalize plans for
the Auto Mall and proceed with improvements to enable this area to be
completed.

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

evolution of the plan;
a compendium
D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

8

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 89

8.

EVOLUTION OF THE PLAN; A COMPENDIUM

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 90

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 91

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 92

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 93

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 94

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 95

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 96

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 97

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 98

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 99

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 100

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 101

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 102

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 103

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 104

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 105

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 106

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 107

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Ch. 8 Evolution of the Plan ; a compendium 108

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Related Documents 109

RELATED DOCUMENTS
1. Demographic Survey
2. Southside Historic Building Survey. Volume I and II. October 1993
3. Historic property survey report. 1980
4. Historic properties survey. Volume I. 1985
5. Historic survey map 1993
6. Historic preservation grant application manual
7. Regional Land Use and Transportation Plan. Draft.
8. Regional Land Use and transportation Plan. July 2001
9. Greater Flagstaff Open areas and Greenways plan. 1998
10. Urban Mobility Study; issues and visions. August 2001
11. Urban Mobility Study; existing conditions. September 11, 2001
12. Growth Management Guide 2000. April 1987
13. Land Development Code
14. Redevelopment area designation & Redevelopment area plan. August 1992
15. Parcel Ownership
16. Public Transit brochure
17. Flagstaff mall store listing
18. Campus Master Plan, Northern Arizona University. 2000
19. Design Review Guidelines. August 2001
20. Vision 2020. June 1997
21. Downtown Design Handbook. 1991. Updated 1997.
22. Local newspapers- City Scape, Flagstaff Tea Party
23. Stone Landmarks by Marie D. Jackson. 1999

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a

Acknowledgements 110

Acknowledgements

CITY OF FLAGSTAFF
John Sliva, Planning Director
Michael Kerski, Redevelopment Program Manager
John Saltonstall
Mark Sawyers
Neil Gullickson
Vince Knaggs
Reed Jenkins
Paul Jones

CONSULTANT TEAM
Field Paoli
Frank Fuller, FAIA
Yann Taylor, AIA
Sameer Chadha
Karen Pahed
Keyser Marston Associates
Tim Kelly
Marilyn Chu
Economic Development Systems
Pat Hurst

D e v e l o p m e n t

S t r a t e g i e s

D o w n t o w n

E a s t

G a t e w a y

F l a g s t a f f

A r i z o n a