Astoria Oregons Downtown Revitalization Story

Kate Washington
June 2014









Portland State University
USP527: Downtown Revitalization
1

Introduction
As cities and towns across America come to realize the value of their urban cores, a movement to
revitalize them has gained traction. Many cities experience urban decline due the rise of the
personal automobile or the decline of their primary industry. Astoria, Oregon is a small, rural
city that has struggled with the loss of its timber industry and the canneries supported by the
local fishing industry. Like most cities founded on production industries, they must reinvent
themselves in ways that do not rely on manufacturing. This paper explores the ways Astoria has
met this challenge and gives recommendations for continued improvement.
Profile of Astoria
Astoria is located on the northwestern-most tip of the state of Oregon, perched at the mouth of
the mighty Columbia River. The city is, perhaps, best known in America for its contributions to
pop culture; The Goonies, Short Circuit, Kindergarten Cop, and The Ring were all filmed in
Astoria. Locally, Astoria is known for its blue collar atmosphere, which is evident not only in its
working waterfront, but also in its choice of festivals; fisherman poetry, beer, timber, and
seafood are common themes. There is no lack of a sense of humor in this town, either. Over the
past thirty years, the Astor Street Opry Company has performed Shanghaied in Astoria, a
melodramatic musical, for more than 55,000 people (Astor Street Opry Company 2014).
Demographics
The city occupies 6.16 square miles (plus 4 square miles of water) of a peninsula and is home to
about 9,527 people (though, people like to round up to 10,000 (Benoit 2014)), which is 44 more
people than lived there in 2010. They live in 4,171 households, which is a little more than two
people per household. Of those households, about half (2,428) are families. Astorians are
primarily white (89%) and Hispanic (10%). The population is primarily aged thirty five to sixty
four (39%) and a quarter of Astorians are aged eighteen to thirty four (24%). About a quarter of
them have a bachelors degree or higher and a vast majority (92%) have a high school diploma
(United States Census Bureau 2012).


2

Economy
Astoria has an 11% unemployment rate, which is higher than Oregons (7.7%) and the United
States (6.6%). The published unemployment numbers are lower than the reality, though,
because they only include people collecting unemployment benefits and do not account for
people whose benefits may have run out or those who have stopped looking for work. Given the
recession and Astorias struggling economy, unemployment may be much higher. For example,
the city has a 17% poverty rate for families with children. The median household income is
$40,603, but 59% of households spend more than 30% of their income on rent (United States
Census Bureau 2012). Historically, Astorias economy has been anchored in trade, timber, and
fishing, with emphasis on the fishing industry. Today, the most common industries are retail
trade, manufacturing, construction, and service.
History
Astorias history has similar components to other small, rural American cities, such as
dependence on production industries and reliance on railroads; however, Astoria boasts certain
national and international ties that set it apart. Astoria is the oldest American settlement west of
the Rockies and marks the end of the Lewis and Clark Trail. Before European settlement, Native
Americans of the Clatsop and Chinook tribes lived in the area along the Columbia River and
Pacific Ocean. In 1805, the Lewis and Clark Corps of Discovery moved into Fort Clatsop, but
when a ship did not arrive to take them home, they returned east, retracing their westward path.
In 1810, Americas first millionaire, John Jacob Astor, sent his fur company to establish Fort
Astoria, the first permanent American settlement in the West. Two months later, British explorer
David Thompson, the first European to navigate the entire length of the Columbia River, arrived
at Fort Astoria and made a British claim to the fertile area (Astoria Oregon 2014).
The settlement changed hands a couple more times before being permanently established. When
Astors fur company failed in 1813, during the War of 1812, they sold the fort and trade to the
British NorthWest Company in order to save it from being captured by a British warship. The
British renamed it Fort George. The land and buildings, however, were later returned to
American ownership in 1818. Britain and America held joint ownership of the territory west of
the Continental Divide, but as the Oregon Trail brought waves of Americans to the region,
3

tensions grew. In 1846, Britain ceded all territory south of the 49
th
Parallel in signing the Oregon
Treaty (Astoria Oregon 2014).
As its reputation grew, the city attracted a great deal of Chinese and Scandinavian immigrants
who took up fishing and cannery work. Its location at the mouth of the Columbia River made
Astoria a highly accessible point of trade along the northwest coast. Not only could ships dock
and resupply in Astoria, but the navigability of the Columbia River gave traders greater access to
the interior from a Pacific route. Astoria presided over the gate to it all. In 1966, Washington and
Oregon completed the Astoria-Megler Bridge, replacing the half hour ferry ride and linking
Highway 101 up the west coast (Astoria-Warrenton Chamber of Commerce Tourism 2014).
Astorias maritime legacy is tied to the mouth of the Columbia River, a dangerous sand bar
nicknamed the Graveyard of Ships. Due to the sand bars tendency to shift, the confluence of
the Columbia River and Pacific Ocean is one of the most treacherous stretches of river in the
world (bar pilots require several years of training and there are only a dozen or so qualified bar
pilots in the world) and the resting place of approximately 2,000 ships since 1792 (Oregon State
Parks and Recreation 2014).
The Story of Astorias Revitalization
Astoria is known for many things; not only is it the oldest American settlement west of the
Rockies, it was a global headquarters for the fishing and cannery industry. Across the Columbia
River, Fort Stevens is the only American soil on the west coast to suffer a Japanese submarine
bombardment. And many people know Astoria as the place of the second worst weather in the
United States, lagging only closely behind Forks, Washington. Astoria gets 206 days of rain, an
average of 85 inches per year.
Fewer people know Astoria for its downtown revitalization efforts. This small city of about
10,000 people (Benoit 2014) has been actively transforming its downtown core for nearly three
decades. And its good they got an early start on this, because Astoria is dedicated to taking the
slow and steady approach. In the late 1970s, when Bumble Bee Seafoods relocated its global
headquarters to San Diego after eighty one years in Astoria (New Book Chronicles History of
Bumble Bee Canneries 2014), the loss left a gaping hole, not only in the citys economy, but
also its waterfront. Other canneries followed suit as the fishing industry struggled with dwindling
4

populations of salmon. Around the same time, Oregon imposed stricter regulations on the timber
industry in order to conserve the resource. The city was dealt a second blow when the Astoria
Plywood Mill went bankrupt in 1991 (The Daily Astorian 2003). Finally, as a result of the loss of
trade, Burlington Northern and Santa Fe Railroad (BNSF) discontinued service in 1996 (Astoria
Riverfront Trolley 2014).
Astoria might have faded away, dismissed into history, but there are certain unchangeable
characteristics that protect the city. Its geography at the mouth of the Columbia River keeps the
city vital in its link to trade along the river. Its residents tend to have a great deal of loyalty to
their home and remain there, despite the change in economies, which creates a longer
institutional memory upon which to draw (Benoit 2014). The city is compact and located on a
hill, leaving no flat spaces for sprawl to divert resources away from the downtown core. Finally,
Astoria is linked to Americas national history in ways that the average Midwest railroad
company town is not.
Similar to Portland, the conversation about returning downtown to the community in Astoria
started at the waterfront. After the canneries left and the plywood mill closed, downtown Astoria
was not a welcoming place. It was, in fact, a dangerous place at night. Its businesses primarily
catered to the tough, gritty characters of the waterfront, serving up alcohol and strippers after
dark. As an initial effort to reclaim downtown for Astorians, a group of men formed Guys with
Ties and began frequenting these establishments (Benoit 2014). It made patrons uncomfortable
and gave the local police a way to enter the conversation without initiating it. As the Guys with
Ties and police worked in tandem, the dangerous elements started to clear out, making way for
Astorians to begin to envision the waterfront and downtown as their own.
The Plans
Several policies contribute to Astorias revitalization success. At the national level, the Coastal
Zone Management Act (CZM) was authorized in 1972. In addition to balancing the competing
interests of coastal protection, restoration, and development, CZM encourages coastal states to
redevelop deteriorating urban waterfronts and ports, and preserve and protect sensitive historic,
cultural, and aesthetic coastal features along their waterfronts (Wall 2007). In 1973, Oregon
established the Oregon Coastal Conservation and Development Commission (OCCDC) to carry
5

out this federal vision via the Oregon Coastal Management Program in conjunction with
Oregons new state-wide planning goals. This program coordinates federal and state agencies
with coastal cities in order to develop and administer their comprehensive plans and land use
goals. Astoria was able to access CZM grants and assistance to clean up its polluted waterfront
and create various visual and physical connections to the Columbia River.
It was a catalytic moment for Astoria when Doug Thompson purchased the empty Bumble Bee
Seafoods office building in 1985 (Good, Goodwin, and Stambaugh 1990). On the heels of
hosting a national Sea Grant conference about waterfront revitalization, Astorians seemed ready
to make something of theirs. They formed an ad hoc waterfront community to explore and make
recommendations, resulting in a detailed design study of the waterfront. Since then, the City has
employed a variety of tools to achieve their goal of restoring Astorias downtown to its role as a
central hub for the community.
Astoria uses urban renewal districts and tax increment financing to raise funds for two different
urban renewal areas, Astor-East and Astor-West. It has added three districts to the National
Register of Historic Places in order to preserve the historic character of the downtown. It has
engaged in brownfield remediation to clean up its polluted waterfront and the City is part of the
National Main Street Program, which supports its economic redevelopment. Astorias first city
plan was drafted in 1976 and has since evolved into a comprehensive plan with development
code, a riverfront vision plan, a trails master plan, and a historic preservation plan with design
guidelines that all guide decisions about future development, infill, and redevelopment.
Historic Preservation Plan
In 1833 and 1922, Astoria suffered devastating business district fires that wiped out a great deal
of older architecture and structures. This explains why, in the downtown core, most architecture
is post-1920s. However, up on the hill, in residential areas, the architecture is strongly Victorian.
Therefore, Astoria employs guidelines for the variety of historic styles (Rehab Astoria Right: A
Guide to Working with Astorias Historic Residences 2013). In an earlier comprehensive plan,
the City had already recognized this need by establishing a revolving fund to create loans for
historic commercial properties (but not residential).
6

Astorias Historic Preservation Plan was adopted by City Council in April 2008. City staff first
created an inventory and evaluation of existing conditions. Then they distributed two needs
assessment questionnaires in order to understand the communitys needs and expectations. Based
on the input from those questionnaires, the staff presented three alternative historic preservation
strategies and City Council adopted the current plan, the preferred alternative (Astoria Historic
Preservation Plan 2008-2012 2008).
Astoria benefits from enrollment in several state and national historic preservation programs that
provide support and/or funding. Astorias Historic Landmarks Commission (HLC) was
established in 1977 and is bound by procedure set forth in the development code. Astoria has
three historic districts and forty nine resources on the National Register. Of its thirty nine local
landmarks, ten are on the National Register (Astoria Historic Preservation Plan 2008-2012
2008). An additional two districts have been inventoried as contributing to historic character and
are, therefore, afforded certain protections and resources.
The Preserve America Community program provides federal recognition and access to grants for
historic preservation. At the drafting of the Historic Preservation Plan, Astoria was only one of
four established Preserve America Communities in Oregon. Today, Oregon has eight (Preserve
America 2014). In 1996, Astoria became a Certified Local Government, which is a national
program, administered through state historic preservation offices, to give access to non-
competitive grants for historic preservation. Further, Astoria takes advantage of Oregons
Special Assessment Program (OSAP), which is available to resources on the National Register.
In 2008, eighteen out of four hundred eligible Astorian properties were using OSAP (Astoria
Historic Preservation Plan 2008-2012 2008). Finally, the HLC administers a historic
preservation award and the Bank of Astoria offers a $25,000 commercial faade renovation loan.
The results of the HLCs questionnaires identified the waterfront as a priority for Astorians,
particularly Youngs Bay on the south shore of the Astorian peninsula. Astorians feel there needs
to be stronger protection of historic resources and they support adding historic markers
throughout town and using economic incentives as the primary tool for historic preservation. The
questionnaire results also indicate Astorians would like to see the City clarify its development
code. As a result, the 2008 Historic Preservation Plan outlines the following strategies: improve
and clarify development code, use the survey and inventory program to pursue nomination of
7

new districts, expand the economic incentives programs to include residential structures, and
develop and install historic markers in order to engage and educate the public (Astoria Historic
Preservation Plan 2008-2012 2008).
Main Street Program
Astoria participates in the Oregon Main Street Program and is part of the National Main Street
Network. The Main Street Program (MSP) is a national program that was originally designed for
historic preservation. In 1980, when the pilot program produced the unintended benefit of
stronger economies in the pilot towns, the program was retooled as an economic development
model for towns and small cities.
The four cardinal points of MSP are organization, promotion, design, and economic
restructuring. The program is always a locally-driven initiative, applied comprehensively,
incorporating all four points. MSP also emphasizes a strong public-private coalition, serving as a
coordinating effort to assemble a broad range of stakeholders to collaborate on a common
agenda. Finally, MSP needs a dedicated source of funding and must be run by a hired manager
and a board of directors that, ideally, represents both the public and private interests.
The current Oregon Main Street Program was created in 2008 after its previous incarnation
ended in 2002. Oregons program is run by the Oregon Economic and Community Development
Department and administers MSP in a three-tiered menu. These tiers are designed to
accommodate the level of commitment, investment, and resources a city can devote. The
Exploring Downtown program is for communities that want to revitalize their downtowns or
learn more about the process. The Transforming Downtown program is for communities that are
committed to downtown revitalization, but need technical assistance. The Performing Main
Street program is reserved for communities that were previously national main street cities or
have advanced downtown programs (Oregon Parks & Recreation Department 2014).
Astoria is one of Oregons original Main Street communities. When the first Oregon program
ended in 2002, Astorias participation was suspended; however, when Oregon reinstated MSP in
2008, Astoria re-enrolled in Oregons program at the Transforming Downtown level and was
recently recognized as a Performing Downtown. As of Oregon MSPs 2013 annual report,
Astoria has strengthened its brand and community capacity, organized several events such as
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monthly art walks, completed a comprehensive inventory of downtown businesses and buildings,
hired a full-time executive director, raised at least $38,000, and leveraged $50,00 in streetscape
and faade improvements (Oregon Main Street Program 2010 Annual Report 2010), (Oregon
Main Street Program 2011 Annual Report 2011), (Oregon Main Street Program 2012 Annual
Report 2012), (Oregon Main Street Program 2013 Annual Report 2013).

Trails Plan

In 2013, Astoria updated its Trails Master Plan. The new document creates an overall vision for
trails within city limits, providing guidance on improvements and recommendations for new
trails (Trails Master Plan, 2013). Under most conditions, this plan would be considered part of
Astorias parks and recreation vision, but the plan provides input on the 6.4 mile waterfront
Riverwalk Trail in downtown, which is an essential component of Astorias downtown
revitalization vision. Outreach before the plan update determined that the Riverwalk is the most
heavily used trail in the city and the biggest concern along the Riverwalk is safety. The 2006
Trails Master Plan calls for improved signage along trails and better connectivity between and
among the Citys trails. Along the Riverwalk, specifically, the City intends to increase police
patrols, improve wayfinding and regulations signage, and develop a plan to manage invasive
plant species (Astoria Trails Master Plan 2013-2033 2013).

Riverfront Plan
Astorias Riverfront Vision Plan is a crowning jewel in Astorias revitalization crown. It was
adopted in 2009 and provides a very comprehensive vision for public access to and private
development of the waterfront while respecting the fact that it is still a working waterfront. It
builds on decades of study and preparation, dating back to a 1968 riverfront plan that envisioned
a mall and anchor department store. Subsequent plans created public spaces along the waterfront
(1976), focused on tourism and redevelopment while protecting older buildings (1985), river
parks and dock improvements to give the public more access (1990), and adding new
employment, housing, and entertainment (1997) (Astoria Riverfront Vision Plan 2009). The
2009 vision was completed at the depth of the Great Recession and, therefore, acknowledged the
forthcoming economic struggles Astoria will face.
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The primary principles of the 2009 Riverfront Vision Plan reflect current thinking about mixed-
use spaces, sustainability, economic diversity, and planning for visitors while prioritizing the
local community. The Vision promotes physical and visual access to the Columbia River and
encourages a mix of uses that support Astorias working waterfront as well as the Citys
economy. It allows for new development that respects the citys historic character, protects the
health of the river, and enhances the Riverwalk Trail. The Vision divides the Riverfront into four
unique areas based on their physical and use characteristics: Bridge Vista, Urban Core, Civic
Greenway, and Neighborhood Greenway. By creating distinct areas, the City can be more
specific about the waterfronts redevelopment, rather than putting blanket regulations over
residential, industrial, commercial, and tourist zones. Astoria can use parks and plazas, paths,
landscaping, and natural resources to enhance its natural features. It will regulate overwater
development (out on docks and piers) as well as upland and residential development by using
regulations for building height, mass, and character. In order to improve circulation, the vision
calls for analysis of traffic patterns, bike and pedestrian connections, pedestrian crossings, and
parking needs.
The Partners
Several key players partner in the revitalization of urban cores in order to pool resources and
draw on the strengths and networks of both the public and private sectors. In Astoria, the Astoria
Downtown Historic District Association administers a great deal of the non-profit programs and
the Citys Community Development Office and the City Managers Office oversee public sector
strategies. The Astoria-Warrenton Chamber of Commerce organizes local businesses in order to
promote their products and recognize them for their contributions to the community. Other
partners range from private developers to the Port of Astoria, and various state and federal level
organizations and programs. Perhaps, most especially, Astoria relies on a great deal of volunteer
effort to provide the manpower to support Astorias growth.
Astoria Downtown Historical Association
The Astoria Downtown Historical Association (ADHDA) is a driving force for revitalization in
Astoria. It was founded in 1985 as a result of work done by the Oregon Downtown Development
Association, which administers the Oregon Main Street Program. The ADHDA oversees thirty
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eight blocks bounded by 5
th
and 7
th
Streets, Exchange Street, and the Columbia River. The
Association encourages community involvement and investment in preserving the character of
historic downtown while promoting its health and future (Astoria Downtown Historic District
Association 2014). Its efforts have been so successful that in 2013 it hosted the Oregon Main
Street Conference and was recognized by Oregon Main Street as a Performing Main Street
Community.
In accordance with the requirements of the Main Street approach, ADHDA is run by a board of
directors and a hired manager. ADHDAs board is comprised of twelve people who represent the
public and private sectors. Its membership includes unaffiliated community members, business
owners from a variety of industries, the City, the local chamber of commerce, and the local
media (the radio station and newspaper) (Astoria Downtown Historic District Association
2014). Its four committees match the four MSP principles: a business development committee, a
design committee, an organization committee, and a promotion committee. According to
research done by Kent Robertson (2004), this is very typical of MSPs. Robertson also found that
the promotion committee is usually the most popular and effective, probably because it is easiest
to recruit for and can show quick results, while the economic restructuring committee
(ADHDAs business development committee) is usually least popular and rated least effective,
probably because it requires a more sophisticated skill set. Unfortunately, the ADHDA did not
respond to correspondence, so this paper cannot report how well the association makes use of its
committees and Oregon MSP resources.
City Planning Department
Astorias government is small and, while all staff members are able to be involved in most
decisions, the City Manager takes a very active role in the citys revitalization efforts. Paul
Benoit, who served seventeen years as Astorias City Manager, began working with the City in
1982. He and Willis L. Van Dusen, the citys mayor of twenty eight years, were closely involved
with Astorias various visioning processes and plan updates (Benoit 2014). As a result, Astoria
has benefited from nearly three decades (which encompasses almost all of its revitalization
work) of stable politics and strong leadership. The citys leaders have a clear vision of what they
want Astoria to become and, with the support of the local population, have been able to play the
long game, so to speak, when it comes to redevelopment and renewal. In Astoria, the public
11

sectors only goal is to make life better for Astorians (Benoit, 2014). Unfortunately, the City
Planning Department also did not respond to correspondence and, therefore, its perspective is not
included in this paper.
Successful Outcomes
With thirty years of downtown revitalization under its belt, Astoria counts a great many
successes along the way. Astoria has employed a variety of revitalization tools such as urban
renewal districts, tax increment financing, historic preservation, planning, zoning, the National
Main Street Program, events, and partnering with local institutions such as Clatsop Community
College to leverage millions of dollars in investment and rehabilitation.
Cannery Redevelopment
When Doug Thompson purchased the empty Bumble Bee Seafoods office in 1985, he planned to
use the first floor as office space and develop the second floor as a bed and breakfast with a
restaurant on site (Good, Goodwin, and Stambaugh 1990). Years later, the building having
changed ownership once or twice, No. 10 at Sixth Street was filled with activity. It was home to
approximately twenty seven businesses such as Gundersons Cannery Caf, Lazy Spoon Caf,
Hipfish magazine, and Clatsop Behavioral Healthcare. According to Chester Trabucco, an owner
of the building at the time, the redevelopment had won a historic preservation award in 1994
(Tobias 2010). Then in 2010, a fire destroyed the pier for the second time in its history and
today, only the iconic viewing tower, added in the 1990s, remains.
Pier 39 better matches Thompsons original vision. It is the site of the 135 year old Hanthorn
Cannery, the oldest cannery still standing (Mudge 2009). The complex, also Astorias largest
cannery, was purchased by Floyd Holcomb in 2003 and today, the ground floor leases space to
Rogue Ales Public House, Coffee Girl, and Astoria Scuba & Water Sports. Above, Fishermans
Suites offers a three-room luxury mini retreat that can sleep up to sixteen people. Pier 39 also
offers executive office space and artists lofts for rent and is home to the Bumble Bee Cannery
Museum (Pier 39 2014).
The Cannery Pier Hotel is located on the site of the former Union Fishermans Cooperative
Packing, Co. (Daily Astorian 2005). The dock was purchased by Astoria native Robert Jacob and
12

construction began in the early 2000s, opening in 2005. Today, the pier supports a 46-room
upscale boutique hotel with a day spa, a library, and a History Walk chronicling local history
on the second floor. The building offers two conference rooms, attracting not only tourists, but
also corporate meetings. The hotel also boasts green practices that make it a sustainable addition
to Astorias economy (Cannery Pier Hotel 2014).
Mill Pond
Mill Pond Village is a 120 year old brownfield site that is now an upscale neighborhood. It is
located on the site of the Astoria Plywood Company, which went bankrupt in 1991. The property
was developed by Art DeMuro, president of Venerable Properties, located in Portland (The Daily
Astorian 2003). DeMuro acquired the land in 1997 and the first phase of construction opened a
decade later. The sites environmental cleanup was the result of partnerships with the City of
Astoria, Shorebank Enterprise, Pacific Power, Clatsop County and various state and federal
agencies. Construction on this site was called for in the 1997 Gateway Master Plan, which was
created as a community effort to guide development in the area in order to keep it in character
with the rest of the city. The development of single-family, multi-family, and senior housing has
sparked further development in adjacent properties (The Daily Astorian 2006).
Shopping District
Astoria is a rare city in that it has a complete downtown main street district. The shopping
district even has its original JC Penny department store. When the 1922 fire wiped out most of
downtown, Astoria rebuilt. As a result, when other downtowns were trying to revitalize hundred
year old buildings, Astorias stock was slightly newer. Further, Astorias downtown has a
cohesive appearance in architecture and materials that makes it easier to identify as a downtown.
A clear identity for a downtown can be an asset when it comes to rallying support from the
community. Astoria is capitalizing on this unique advantage by funding faade improvement
programs and hosting events that invite more people into the central business district.

Liberty Theater & Elliott Hotel
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The Liberty Theater, built in 1925, underwent an $8.5 million restoration in the early 2000s,
reopening in 2005 (Hauser 2004). Inside and out, the theater has been restored to its original
Italiant style and is now home to a regional performing arts center, hosting, for example, a
children's theater festival and a music festival complete with operatic performances. Liberty
Restoration, Inc. is a non-profit that was launched in 1991 to raise funds for the restoration
effort. The non-profit is run by a board of sixteen people from two counties who are committed
to the theatres regional value. They have partnered with Clatsop Community College and
Portland State University in this effort (Liberty Theater 2014).

The renovation has sparked a bit of a revival on its block. When the theaters beautiful exterior
was completed, neighboring buildings looked drab by comparison. In response, the Elliott Hotel
underwent a $4 million restoration. Across the intersection, the brand new Columbia River Day
Spa opened the same month in the once-derelict Bank of Astoria building. Ten months later, the
Schooner, an upscale bistro, opened in a formerly abandoned 1920s tavern. It now serves as the
Hotel Elliotts restaurant (Hauser 2004).

Riverwalk

Astorias Riverwalk may very well be the most influential catalyst of all the citys projects. It has
grown from small pockets of public access here and there to five miles of uninterrupted access. It
starts at Pier 39 and extends to the western port. Along the way, visitors can view sea lions,
enjoy the Columbia River Maritime Museum, Heritage Park, Memorial Park, and the 6
th
Street
Viewing Platform. Visitors can also experience the sights, sounds, and smells of a working
waterfront. During the tourist season, a historic trolley runs along three miles of the trail on
BNSFs original rails. When the City was negotiating for the 50 foot wide railway with a Rails to
Trails project in mind, the industrial sector pushed to keep the rails, in case the economy
rebounded (Benoit 2014). In a compromise, the City agreed, which turned out to be a fortunate
twist of fate when Astoria had the opportunity to lease a 1913 streetcar from Portlands stock.
The streetcar was installed in 1999 and christened the Astoria Riverfront Trolley (Astoria
Riverfront Trolley 2014).

14

The Riverwalk has also been a catalyst for the redevelopment of the Astoria Railroad Depot and
the expansion of the Columbia River Maritime Museum. The Maritime Museum, opened in
1962, was built beside the railroad depot, which was donated to the museum by BNSF in 1987.
In 2002, the Maritime Museum underwent a $6 million expansion, adding 44,200 square feet.
The Barbey Maritime Center, dedicated to the preservation of traditional maritime skills and
trades, is housed in the renovated depot and opened in 2011. These two institutions serve as an
anchor to the citys relationship with the river, and the Maritime Museum has been recognized at
the national and state level as one of the finest maritime museums in the nation (Columbia
River Maritime Museum 2014).
Cruise Ships
In 1984, Astoria completed a $10 million upgrade to Pier 1, its most easterly pier, to
accommodate cruise ships. It has been a port of call for blue water ships ever since (Port of
Astoria 2014). Before then, Astoria was only accustomed to hosting river cruise ships, which is
still part of the economy. When the ships are repositioned between major ports, they run empty.
Bruce Conner, owner of Sundial Travel, hit upon the idea of running repositioning cruises that
visit slightly less in-demand ports. He networked with cruise lines at conferences and got Astoria
on the routes (Benoit 2014). When the 2009 Swine Flu epidemic forced ships to re-route from
Mexico, Astoria was prepared to receive the additional ships. In fact, true to its volunteerism
nature, Astoria organized 120 cruise hosts who are stationed throughout the city during a
cruise stay in order to make sure visitors are able to find where they need to go and what they
want to see (Benoit 2014). Today, Astoria hosts fourteen to twenty seven ships per month from
May to November. It may not have a large airport or convention center (though it does have an
event center), but Astoria still draws and international crowd to its downtown.
Events and Festivals
Astoria hosts a remarkable number and variety of events that attract visitors as well as serve the
local population. ADHDA organized a Shop on Sunday campaign to boost weekend sales. They
also organize the monthly 2
nd
Saturday Art Walk. ADHDA hosts a post-Thanksgiving event at
the Liberty Theatre called Saturday Sparkles and a Riverwalk Community Parade in July. They
also present the annual Pacific Northwest Brew Cup, held every autumn. Astoria Sunday Market
15

is a non-profit that organized in order to support local farmers by hosting a weekly market. The
Astoria-Warrenton Chamber of Commerce website lists such events as the Annual Garlic
Festival, the Astoria Music Festival, the Scandinavian Midsummer Festival, a 10K marathon, the
annual Fisher Poets Gathering, and the Seafood and Wine Festival. Theres also a Timber
Festival, Regatta Fest, a historic homes tour, and even a Goonies Day, commemorating the 1985
movie filmed in Astoria. These events promote local interests and history, but also create a
continuous regional, interstate, and national draw that brings new visitors who infuse local
businesses with their patronage.
Conclusion
Astorias success in revitalization is deeply rooted in the communitys identity. From the start,
Astorians resisted any changes that felt inauthentic and they expected to be involved in the Citys
plans for their home. Further, they mustered the activist spirit and volunteer hours to make it
happen. All development was (and is) expected to respect the blue collar ethos and the industrial
character of the community. Astorians did not resist change entirely, but the strength of their
commitment to their identity prevented the government from making changes too quickly and,
according to Benoit (2014), prevented the City from making a lot of mistakes.
A pleasant side effect of the redevelopment was the cultural tourism that flowed in, but Astorians
bristled at being called quaint. In response, they designed bumper stickers with phrases such as
We Aint Quaint, Astoria for Astorians, Gritty, Not Pretty, and Save the Best of Astoria
for Astoria. It was not intended to send visitors away, but to remind the community of their
priorities (Benoit, 2014). When younger people began moving to Astoria in the late 1990s and
early 2000s, it was not to change the atmosphere, but to become part of it. Astorias identity is so
tangible that the new residents wrapped themselves in it. Today, Astoria is home to quite a few
young entrepreneurs who value the quality of life Astoria offers.
When the Lewis and Clark Bicentennial Celebration showed up on the calendar in 2006, Astoria
made a several improvements to the downtown in anticipation of thousands of visitors. The
visitors did not overwhelm the city, but travel writers, sent to cover the event (Benoit 2014),
found a treasure they could not wait to share. The proceeding wave of good press put Astoria on
the map at a fortunate time, considering the impending recession.
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When the economy began to turn around, Astoria got more serious about its shopping district and
hired Michele Reeves of Civilis Consulting to make a thorough analysis and recommendations
for ways to improve the district. In spring 2013, Reeves presented her findings and
recommendations using a downtowns as stores metaphor (Reeves 2013). Just like a store, a
downtown should be designed to keep people there. Her eighty six page dossier comprehensively
details ways the City can turn its attention inward to engage its own residents with the downtown
for not only festivals and markets, but also for essential services.
Reeves recommends creating a stronger identity by emphasizing the districts entrance and exits
points on Marine Drive so people know when theyre there. She strongly recommends restoring
two-way traffic to both streets in order to slow down traffic and give people time to see whats
around them. The report highlights Astorias pit parking as an issue to be addressed. Because
the city is built on a hill, when it loses a building, the excavated basement is often turned into a
parking lot, leaving cracks in the urban fabric. Finally, she suggests fostering use of the
waterfront by creating a stronger connection with the river, perhaps by establishing launch and
rental spots for water recreation and tourism.
Recommendations
Astorias portfolio of revitalization tools is quite comprehensive. The city has not shied away
from trying new methods. While they might explore using a business improvement district or
creating a Friends of the Waterfront group (for example), Astoria already uses two urban renewal
areas in a compact downtown, and research has not turned up evidence of a shortage of money
(though more can never hurt). Business owners would probably want proof there was no other
way to fund improvements before they submitted to a special assessment. Further, Astoria
already benefits from a high level of volunteerism and community pride. Creating a friends of
group would probably be redundant. My primary recommendation, then, is to focus on good
urban design in order to make the city more visible.

Increase Wayfinding
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Astoria lacks a comprehensive wayfinding campaign and would benefit from improved legibility
of the urban landscape. When I visited, I experienced a distinct lack of wayfinding tools that
would have helped me to know where I was in relation to the rest of the city. I strolled the
shopping district, but I wasnt sure which streets had the best access to the waterfront. I only
explored a fraction of the waterfront because I did not know it was five miles long, nor did I
know there were any attractions beyond the Maritime Museum. Maps were not made available in
the stores I visited. On the Riverwalk, I was not sure which locations were for visitors and which
were off limits. Signage and maps, perhaps color coded to match the four zones of the 2009
Riverfront Vision Plan, would help visitors know where they are and how to get where theyre
going as well as provide visual cues to the varying characteristics of the four waterfront zones.
Embrace Color
Reeves report (Reeves 2013) points out that most of Astorias downtown buildings are the same
color: beige. This does not offer much contrast against the often overcast sky, especially when
the trees are bare. It also makes a block of buildings blend together, making it difficult to judge
distance when trying to decide how much farther to walk. She recommends introducing a
brighter color palette and I concur.
Astoria has been called Little San Francisco due to its Victorian houses and hillside terrain and
might take a cue from the way San Francisco embraces color. Some of the worlds most
memorable waterfronts are brightly colored (and lit at night) and Astoria has certainly made
itself a world class place to visit, as evidenced by the Port of Astorias busy cruise schedule. In
addition, perhaps if the buildings were more visible from the river, there would be more value to
river recreation. Those out on the river would have a striking view to look back upon as they
drifted past. Astoria does not have to sacrifice its character to use color. The Cannery Pier Hotel
uses a vibrant red that suits the maritime nature of the waterfront, but makes the structure easily
noticed from a distance.


Fill the Sidewalks
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A third way to make the city more visible is to fill the sidewalks. Fill them with plants, people,
tables, chairs, art, wares, music, and delicious scents. Of course, this is easier said than done in a
city that gets more rain than anyone might bargain for. However, as tempting as they might be,
awnings should be reserved for outdoor restaurant and caf seating. Street trees and plants are an
excellent way to make a street feel fuller and would thrive in the climate. Signage that hangs
perpendicular to the wall is another good way to fill and frame a streetscape (and also contributes
to better wayfinding). Just as retail serves retail, people attract people. Humans love to people
watch, so if Astoria can create public spaces that invite people to pause, others will notice and
also pause.
Implementation
These recommendations would likely be implemented by the Citys design review committee or
ADHDAs design committee. The purpose an MSP design committee is to enhance a
downtowns physical assets and visual qualities (Robertson 2004). Downtowns need a strong and
distinctive sense of place that is pedestrian-friendly. This can be achieved through strategies such
as faade improvement, streetscaping, or street banners. Robertsons survey (2004) found that
the most effective design tactics are faade improvement grants and loans, landscaping, and
enhanced infrastructure such as sidewalks and street lamps. Interestingly, Roberston found that
design is most often utilized in newer programs, suggesting a recent increase in people who
understand and value good urban design.
The City already planned to add signage along the Riverwalk as part of its 2013 Trails Master
Plan, so one might assume that project is forthcoming. Adding color to the downtown could be
accomplished by projecting filtered lights on walls, as suggested by Reeves report. Painting
buildings could also be emphasized under the faade improvements program. The City might
even go so far as to select a palette of limited colors so the downtown looks cohesive, but that
might come across as contrived to a community that prizes their authenticity. If there are
regulations that prevent putting signs or tables in the public right of way, they should be re-
evaluated to explore how they can provide more flexible use of sidewalks.
Astoria has added immeasurable value to its downtown over the past three decades. Based on
Astorias success and effort in restoring its downtown, its next strategy should focus on how to
19

get people there and keep them there. They have already taken a step in that direction by hiring
Civilis Consulting to evaluate the shopping district. From there, they will need to prioritize and
fund a few key strategies at a time. They may even consider hiring an urban design consultant to
explore ways to integrate greater visibility and more inviting design for the downtown while
remaining true to the citys blue collar character.

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