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Agenda 10/23/2003 SPOKANE VALLEY PLANNING COMMISSION AGENDA Council Chambers - City Hall 11707 E. Sprague Avenue 6:30 p.m.-9:30 p.m. * * * October 23, 2003 * * * I. CALL TO ORDER II. PLEDGE OF ALLEGIANCE III. ROLL CALL IV. APPROVAL OF AGENDA V. APPROVAL OF MINUTES • October 9,2003 Draft VI. PUBLIC COMMENT VII. COMMISSION REPORTS VIII. ADMINISTRATIVE REPORT XI. COMMISSION BUSINESS A. OLD BUSINESS- 1. Discussion of City Center 2. Continued Discussion of Proposed R-1 Zone B. NEW BUSINESS— 1. Presentation—WSU Design Studio Presentation on U-City X. FOR THE GOOD OF THE ORDER XI. ADJOURNMENT COMMISSIONERS CITY STAFF Fred Beaulac Marina Sukup,AICP Robert Blum Greg McCormick,AICP John G. Carroll Scott Kuhta,AICP David Crosby Debi Alley William Gothmann, Chair Gail Kogle Ian Robertson, Vice-Chair www.spokanevalley.orq CITY OF SPOKANE VALLEY Request for Planning Commission Action Meeting Date: October 23, 2003 Item:.Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing X information ❑ admin. report ❑ pending legislation AGENDA ITEM TITLE: Student Presentations WSU Interdisciplinary Design Institute Professor Robert Scarfo PREVIOUS COMMISSION/COUNCIL ACTION TAKEN: None BACKGROUND: Following the Mayor's U-City meeting on September 24, 2003, the City was contacted by Professor Scarfo about the possibility of his Interdisciplinary Design class assisting the City in exploring the possibilities for a vision for the U-City area. The class includes students in architecture, interior design and landscape architecture. The study area defined extends roughly between Valley Way and Eighth Street from Argonne/Mullan to Bowdish. The class has had approximately four weeks to prepare the presentation. Additional work in developing details specific to the individual disciplines may be identified based on comments received during the presentations. RECOMMENDATION: Not Applicable STAFF CONTACT: Marina Sukup, Community Development Director Fresh Fall City Cleanup City of Spokane Valley, WA Fall 2003 00 '..194:11eY IDTEZ' @Ogy Fresh Fall City Cleanup City of Spokane Valley,WA Fall 2003 2 eY Existing Situation Existing Situation • Blighted and dilapidated properties • Unregistered vehicles in city resulting in that are detrimental to health, loss of income safety,and welfare of the community • Junk cars causing environmental concerns • Excessive visible solid waste that (oil, antifreeze, etc.),safety worries(kids lowers quality of life playing in them, rats living in them),and • Junk and abandoned cars in full aesthetics public view that drag down • Junk cars that attract crime and lower appearance, property values and property values livability of a nei•hborhood .,�....... 3 -:•"v4 { ^knY Existing Situation vy Existing Situation • Piles of trash and debris,and improperly • Lack of citizen cooperation with code stored lumber,firewood and bricks enforcement adding to enforcement cost provide a place for rodents to live • No easy way for residents to dispose of • A few people who do not care about large unwanted items quality of life issues — Inoperable vehicles • Elderly and infirm residents unable to —Appliances: refrigerators,dryers,etc. adequately keep up their property or — Furniture and household items dispose of large unwanted items — Hazardous waste: oil,antifreeze,etc. 5 ^ �• 6 6 1 Fresh Fall City Cleanup City of Spokane Valley, WA Fall 2003 .0,0ovaney Future Situation 0,0owley Future Situation • Well-kept properties resulting in increased • Environmental health and safety improved value and quality of life for property • Visible solid waste eliminated or reduced owners and neighbors • Neighbors working with neighbors in • Junk cars shielded from public view in community projects residential neighborhoods • Semi-annual city-wide workdays where • AU vehicles in residential areas with groups work together to improve both current registration public and private properties • Mandatory trash pickup where property • Indigent property owners paying needed to be cleaned up "whatever they are able"for cleanup Valley Future Situation 0000Va11ey • All leadership groups in the City working together for a better community Fresh Fall City Cleanup — Government and civic organizations — Schools and educational leaders and/or — Business and commerce leaders Spring City Cleanup — Medical,legal,and other.professionals — Churches and faith-based organizations — Service dubs,youth dubs,senior organizations City of Spokane Valley, WA — Media Fall 2003/Spring 2004 — Sports,arts and entertainment — Sodal and benevolent organizations z' N — ane `" What will be accomplished on al1ey Overall Objective 00.0194iley completion of the project? Eliminate visible solid • A plan for future semi-annual cleanup projects waste and junk in ten • Improved quality of life designated areas of the • Not-for-profit groups working City of Spokane Valley together for a better city Time Limitation: • Public/private cooperation Friday-Saturday,TBD • Improved morale 8 am to 1 pm each day,followed by"block party"lunch 2 Fresh Fall City Cleanup City of Spokane Valley, WA Fall 2003 Identifying and ;0011iy Project Planning Group Prioritizing Projects Citizens representing... Advisory Board... • Code Enforcement officer • Community Devel. Dir. • Mayor • Fire Department • Planning Commission • Police Chief • Police Department • Fire Department • Fire Chief • Mail carriers and meter readers • Chamber of Commerce • Chamber Exec. • Spokane Valley Community Center • Police Department • Business Exec. • SCOPE • Waste Management • Waste Mgmt. • Neighborhood Watch captains • Ministerial Association • Etc. • City Planning Department 13 14 voicane 00.0VatleY Volunteers „.;.°valley Block Parties • Churches,faith-based organizations • Location for each of ten block parties • Service dubs: Kiwanis, Lions, Rotary,etc. • Donated food and soft drinks • Chamber of Commerce and businesses . persons to organize each party • Public and private schools • Labor organizations —Pick up and prepare food • Scouts and youth organizations —Provide tables,chairs, utensils,etc. • Health clubs, sports clubs —Provide cleanup crew ` ` lilt ~� t 'A'' ‘, a 16 15 ‘44 Equipment to be 00saltey Junk Car Removal Provided by Volunteers • Tow trucks and operators • Trucks/pickups for solid waste removal • TBA is willing to organize this • Mowers, hand trucks,wheelbarrows part of the project • Tax write-off for vehicles • Work gloves,safety glasses donated to non-profit agencies • Hard hats,work boots(if required) • Form for junk car owners to request help • Other hand tools 3 Fresh Fall City Cleanup City of Spokane Valley, WA Fall 2003 Fire Department 0 Waste Management or Transfer Station • Develop and publicize a system so • Develop and publicize a system so that that private citizens may dispose private citizens may easily dispose of of hazardous waste materials: large unwanted items —Oil • Perhaps regularly scheduled"large waste — Paint trash days"quarterly or monthly —Tires • Items to be included: —Antifreeze —Furniture,appliances — Bio-hazardous materials • Items not to be included: —Construction waste, cars, car parts 19 20 wy Safety Concerns 0.001441eY Publicity • Every volunteer must sign the Safety • Each participant will receive Guidelines (see notes page) a t-shirt and a certificate to • "A clean City is important, but your safety • Ask Valley Chamber t coordinate all publicity is more important" • Prepare news releases • All children under 18 should be • Send publicity to all groups accompanied by a parent or guardian within the City 21 22 Mayoral Proclamation 0.00 Vaiky Research Whereas... • How have other communities have conducted similar projects? I now proclaim (Date TBD)as Fresh Fall Cleanup Days in the City of Spokane Valley • Could we use people with court-ordered and encourage all citizens to do whatever community service requirements? they can to eliminate unsightly junk from • Could we use jail trustees on projects? our neighborhoods... • Could we use high school students who want"community service"on their resume? 23 :-;,.... 24 4 Fresh Fall City Cleanup City of Spokane Valley, WA Fall 2003 Research Research • Could a"Youth Employment Agency" • Which organization will give tax receipt for accomplish ongoing cleanup projects? donated items(cars, etc.)? — Provide part-time jobs for youth • What fee (if any) will be required to take —Funded through fines assessed against items to waste disposal site on cleanup property that needs to be cleaned up days?Could this be paid or negotiated by —Available to provide cleanup services to the City? others in the City • Are groups covered by liability insurance — Retired persons could provide management (i.e. city, churches,clubs, businesses)? and training expertise A'• N. t25 26p '0'00%0E7 SponsorshipSponsorship • Business/private sponsors are expected . possible publicity for sponsors: • Sponsorship includes: donated cash, supplies or equipment; leased or loaned —Decorative proclamation from City Council equipment — Newspaper advertising • White Glove Sponsor- $5,000 and up — Mention in"City News" Squeaky Clean Sponsor- $2,500 to$4,999 —Taxable deduction for a contribution Buff&Shine Sponsor- $1,000 to$2,499 Scour Sponsor- $500 to$999 • Check with Chamber of Commerce for Sweep Sponsor- $100 to $499 other possible benefits sa zs .- y_.. 27 .`....;.»:.. 28 0801°V4 ileY Milestones Cleanup Schedule Presentation at City Council Study 7:00 am Leaders meet; verify equipment Session 7:30 am Registration at base camps; donuts, Project approved by City Council coffee&juice served; safety Trash removal plan approved by guidelines signed; assignments Waste Management/Sunshine made to work teams Disposal 8 am— 1 pm Work Projects Volunteer groups committed 1 pm Meet back at base camp for"block party"lunch, certificate, and Publicity campaign launched community service hours (if needed) 28 '`,,.� 36 5 Fresh Fall City Cleanup City of Spokane Valley, WA Fall 2003 5po" ' Potential "10s" Priority Cleanup Areas (these have not been contacted yet) 1. TBD 6. 1. Police Department 8. Valley Nazarene Church 2. Fire Department 9. Valley Open Bible Ch. 2. 7. 3. Chamber of Commerce 10 Grace Harvest F'ship 3. 8. 4. Kiwanis Club 11 Central Valley Sch. Dist. 4. 9. 5. Lions Club 12 Living Water Comm. Ch. 5. 10. 6. Rotary Club 13 Valley Assembly of God 7. City Hall 14 Ministerial Association There will be a lead organization and These are the potential lead organizations supervisor for each of the ten areas for each area of the project T Z w 31 32 ,til' "= '�,✓ : :_ ,shy Graphics to be Added 0,00Vailey Neighborhood Watch 1. Current Crime Maps for Spokane Valley An active Neighborhood Watch program (let's attack the worst crime areas) can result in a reduction of crime, in people helping people,and in improved 2. Map of City,with divisions used by the neighborhoods. Police Dept. We need about 1,500 neighborhood 3. Digital photos of potential cleanup watch groups to cover the city(assuming sites (solid waste,junk cars, public an average 20 homes per block). areas, private residences, etc.) This could be an excellent byproduct of a successful Fresh Fall City Cleanup 33 34 stioican Questions? ADD NAME(s) Phone:921-1000 E-mall:cityhall@spokanevalley.org Fax:921-1008 or visit Spokane Valley City Hall 11707 E.Sprague Spokane Valley,WA 99206 35 6 Safety Concerns • Every volunteer must sign the Safety Guidelines (see notes page) • "A clean City is important, but your safety is more important" • All children under 18 should be accompanied by a parent or guardian 21 Fresh Fall City Cleanup — City of Spokane Valley City Cleanup.Safety Guidelines A clean City is important—Your safety is more important Review these guidelines with all volunteers prior to every cleanup. DO make sure that ail volunteers are familiar with these safety precautions. DO dress appropriately for the weather.Closed in,hard-soled shoes,long pants and sturdy gloves are recommended.Safety glasses (or plastic lens sunglasses)are recommended for eye protection.Light-colored clothing is best in summer heat. DO carpool to pickup sites to keep the number of vehicles on the roadside at a minimum. DO work only in daylight and in fair weather. DO work in groups and designate one volunteer to watch the activities of all other volunteers to ensure that proper safety practices are being followed.Carefully supervise children in the group. DO take breaks and drink liquids. DO be aware of personal surroundings at all times(loose dogs.etc).Stay alert for snakes and noxious weeds.Avoid them! DO stay alert.Watch out for traffic.Face traffic.Cross with signals. DON'T pick up litter on the roadway surface or close to the edge of the road or on any medians at any time. DON'T horseplay or do anything that will distract passing drivers or other volunteers. DON'T work during peak travel times in heavy traffic.Never do cleanups at night. DON'T leave children or pets in vehicles at cleanup sites.Don't bring small children or pets along to cleanup sites. DON'T pick up materials which might be hazardous(firearms,hypodermic needles,chemicals,etc).Contact the City designee or fire or police department. DON'T over exert yourself.Get assistance when lifting heavy items.Don't climb to remove graffiti in high areas.Report these sites to your project coordinator. 1) Read,and/or have read to you,the above safety information. 2) Sign below that you agreeto follow the safety information and any other instructions provided by Spokane Valley Public Works personnel.Have all volunteers sign on the back of this form. 3) Return this to Keep Spokane Valley Beautiful or your group coordinator before starting your cleanup. Project Date PRINT GROUP LEADER NAME PRINT STREET ADDRESS CITY,STATE,ZIP SIGNATURE 21 CITY OF SPOKANE VALLEY Request for Planning Commission Action Meeting Date: October 23, 2003 Item: Check all that apply: ❑ consent ❑ old business ❑ new business ❑ public hearing X information ❑ admin. report ❑ pending legislation AGENDA ITEM TITLE: Retail Study of Underperforming and Vacant Retail Areas PREVIOUS COMMISSION/COUNCIL ACTION TAKEN: None BACKGROUND: This report was developed jointly by the cities of Richardson, Plano and Carrollton to address the issues facing a number of locations within their jurisdiction. The cities are second and third tier communities in the Dallas metroplex. Richardson was fully developed approximately twenty years ago and Plano during the last five years. The Central Expressway is their IH-90 equivalent with Greenville Avenue similar to Sprague Avenue in many respects. The retail areas included in the report were developed in the seventies and eighties, but are now either vacant or underperforming. The report explores many of the issues that we should take into consideration as we develop the Spokane Valley Comprehensive Plan. It may also provoke questions that should be directed to the students making presentations on U-City. RECOMMENDATION: Not Applicable STAFF CONTACT: Marina Sukup, Community Development Director i. • • • RETAIL STUDY of UNDERPERFORMING AND VACANT RETAIL • hE_�S • ExI cur vE SUMMARY i I ' :-,..4.,;-' ' .:: `fry 1.y �4 "L . x,.. aM s '4 .. 0::* ` 4 J • • ..w. 4 . a P ..,y &nti i ' s � m. 3 ..�... eLe. •••''''';':.,_'-'-.7-::''AC i Y -'•.;;_."': 1,••;-....,..1.::1;7‘1. ,Y37 ' 1. ` vc ". . °j" s < 3G - t'::-4,-, 1_ am • 4 - X13'40 .;`i p•:'..,•;;;;,,..,.L.,,..,::::,-.::,-.7f t raz -c ' i. v. a � 4• s:. 3. iNt - W3 e- A Joint Study of the Cities of Carrollton, Plano and Richardson - J.[RWIL9ON&ASSOCIPtTES Leland Consulting Group,Inc. Newman Jackson Bieberstein,Inc. Carrollton,Piano,Richardson Jowl-RETAIL STUDY JOINT RETAIL STUDY EXECUTIVE SUMMARY Introduction/Background Purpose of the Study A national trend of stagnating and declining"inner ring" suburbs is evident throughout the U.S. Inner-ring suburbs were the first suburban neighborhoods beyond the original central city and today may be far from the fringe or urban boundary. Facing increasing competition from both"the fringe"and revitalizing downtowns, commercial areas in these"in between"communities are experiencing declines in property values and market share. These impacts are felt not only by property owners, but also by the communities within which these properties are located. The competitive position of commercial real estate in these communities will gradually erode unless there is a significant repositioning of its role, recognition of its current target markets, and restructuring of the physical layout of centers to reflect the more mature nature of the communities that surround them. Together,the public and private sectors face the challenge of revitalizing the commercial developments. The cities of Carrollton, Plano and Richardson—all"inner ring"suburbs of Dallas—are"case studies° of the problems described above. Each of these communities, in their own way,faces a multitude of challenges to revitalizing their key commercial areas. Among them: • Municipal planning practices which led to retail over-zoning • Rapidly changing retail formats(nationally and regionally) • Dramatic shifts in demographic characteristics, particularly age and ethnicity ■ Limited market opportunities • "Cannibalization"of retail sales by large format retailers • Eroding market share due to competition from outer suburbs • ■ Historically adversarial relationship between public and private sectors ■ Complexity of"deal points°in older commercial centers For each of these communities,the implications of allowing these trends to continue are severe and immediate. The long-term health of a community relies, in great measure, on its ability to J.D.WILSON&ASSOCIATES EXECUTIVE SUMMARY 'I LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAIL STUDY provide easily-accessible goods and services for its residents.A decline in this ability has far- reaching consequences, including: loss in fiscal revenues; deterioration of surrounding commercial development; negative impact on neighborhoods; decline in jobs and income; erosion in overall economic health; and, damage to future economic development efforts. In an effort to reverse the trend of commercial decline occurring in their own communities,these cities joined forces to commission a study that would provide recommendations and strategies for the productive use/reuse of vacant/underused commercial structures,vacant sites and/or partially-developed retail zoned sites within their boundaries. This report provides a technical basis for the individual cities to establish policies, revise codes and ordinances, consider rezoning proposals, and establish incentives to promote appropriate development and/or redevelopment. Based on the.identification of"best practices" and the issues identified in analyzing the"prototypical"sites, a series of tools and strategies were developed to guide the municipal practitioner through the identification of issues and development of"agents" for change. The tools include a profile of market conditions, criteria for evaluating future sites in order to select an appropriate strategy, and a description of altemative strategies and tools necessary to further their implementation. This is concluded with"next steps"for establishing a framework within the communities to"ready their environments"for investment. Project Process The Joint Retail Study process began during the Fall of 2001 and will conclude during the Summer of 2002. The effort was initiated and directed by a Technical Committee made up of community development representatives from the three participating cities.They were supported by a team of consultants, including Dennis Wilson of J.D.Wilson and Associates(Planners and Urban Designers), Bill Cunningham and Anne Ricker of Leland Consulting Group (Real Estate Strategists), and Rowland Jackson and Michael Spackman of Newman, Jackson, Bieberstein (Landscape Architects and Land Planners). Insight and guidance was provided by an Advisory Committee comprised of commercial developers, brokers, business owners, and neighborhood advocates. Audience for Findings This report is intended as not only a summation of the process, but a strategic guide for community policy makers, staff, property owners and operators of commercial properties. For all who participated in its preparation, the goal was the identification of strategies to promote J.D.WILSON&ASSOCIATES EXECUTIVE SUMMARY 2 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAIL STUDY sustainable commercial environments which are adaptable to the evolving nature of retail development,support an increase in property values and ultimately result in a greater community benefit. Best Practices Following are conclusions regarding the"best practices"for cities to follow as a partner in the revitalization of their commercial base. They are based on lessons learned by successful commercial(re)development efforts from across the country, an in-depth understanding of issues impacting local retail markets, and industry knowledge gained through participation in this study by area experts(the Advisory Committee).They are intended to provide a foundation for the implementation of revitalization strategies for commercial properties in the three participating cities.The following"best practices"are based on successful retail developments. 1. Know the Market 2. Prune Retail-Zoned Land 3. Recycle Older Retail Centers 4. Avoid Strip-Zoning Major Roadway Intersections 5. Concentrate Retail at Major Intersections 6. Create Pedestrian Districts" 7. Manage Parking 8. Use Landscaping to Soften Development 9. Tame Signage 10. Ensure Visibility to Tenants and Site Features 11. Facilitate Creation of Associations and Districts 12. Require"Clean and Safe" Retail Environments Market Analysis Introduction Planning for the strategic revitalization of commercial properties requires that a community know its market and understand its unique potential. Retail development is driven by market forces— demand in the form of population, households and spending potential growth, and supply in the form of competition. Markets are people, and understanding the characteristics of those people —a community's residents and employees—is critical to an effective retail strategy. For the purpose of this study, market opportunities were identified through an assessment of national and J.D.WILSON&ASSOCIATES EXECUTIVE SUMMARY 3 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson Jorrr RETAIL STUDY local trends, and analyses of supply and demand conditions for various development products within the trade areas of the three communities. National and Regional Retail Trends Changes in retailing are the result of evolving consumer behavior brought about by demographic shifts, advances in technology, and expanded shopping choices. National and regional retail trends affecting development within America's"inner ring"suburban areas such as Carrollton, Plano and Richardson, include: Ethnic Retailing: In response to changing demographics, particularly growth in the Hispanic,African American and Asian populations, retailers are increasingly targeting goods and services and even entire shopping areas serve these groups. "Main Street in the Suburbs": As downtowns across the country continue to revitalize, they are creating place-making models for neighboring suburbs. Store Formats and Center Types: Emerging consumer trends have precipitated the following changes in store formats and retail center types including:smaller is better, multi- branding/cross-branding; reuse of second generation space; and, urban formats and store types. Local Economic and Demographic Trends A review of historical data suggest that the three communities have experienced annual growth rates ranging from 1.5%to 6.3% over the last decade, an increase in median household incomes, and increasingly diverse ethnic profiles—trends providing opportunities for investment and reinvestment. Local Retail Supply Characteristics Retail supply within the three communities represents a typical suburban mix of shopping center and store types. Retail concentrations are located along major transportation thoroughfares such as US Hwy 75, Interstate 35E,the North Dallas Tollway, President George Bush Turnpike and key arterials within each community. Plano contains nearly 60%of the retail space within the three communities and also has the lowest vacancy rates. This is due primarily to Piano's newer retail base and wealthier customer base. The highest vacancy rates are being experienced in Richardson,which has a much older J.D.WILSON&ASSOCIATES EXECUTIVE SUMMARY 4 LELAND CONSULTING GROUP NEVVMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAEL STUDY retail base and slower household and income growth. Carrollton's retail environment falls between Piano and Richardson—relatively high household and income growth, but an aging retail base. Retail Demand Estimates Demand for new commercial development is estimated by analyzing current consumer expenditures by trade-area residents, identifying the total square feet those expenditures can support, and comparing these conditions to the existing amount of commercial square footage in the trade area. Based on this analysis, niche opportunities were identified for each of the three communities as follows: Carrollton • "Middle Market"Apparel—Discount Department Store; Footwear; Specialty Apparel • Entertainment—Theaters; Sporting Goods; Recreational Retail; Bookstore • Restaurants—Sit-Down, Family-Style Restaurants; Specialty Foods; Fast Food/Carryout Plano • Entertainment—Theaters;Sporting Goods; Recreational Retail; Bookstore • "Higher-End"Apparel—Specialty Apparel (Men's/Women's); Footwear Richardson • "Higher-End"Apparel—Specialty Apparel(Men's/Women's); Footwear • Entertainment—Theaters; Sporting Goods; Recreational Retail; Bookstore • Household Equipment—Appliances; Home Electronics; Computer Equipment . • Home Fumishings—Specialty Furniture; Home Accessories Evaluation of Prototypical Sites Introduction The overriding goal of any commercial revitalization strategy is to select areas and sites for reinvestment with the greatest likelihood of success. While success can be defined in many ways, it is most easily measured in economic terms—for the public sector, increased property values and tax revenues;for the private sector, higher rents/sale prices and rates of return. However, success can also be defined in physical, political, and even social terms. Therefore, areas/sites must be"screened"with criteria that reflect the range of factors for success. The prototypical sites which were the subject of study, and which are presented in Appendix B,were "screened"to ensure a broad variety of issues relating to"reinvestment"were addressed. J.D.WILSON&ASSOCIATES EXECUTIVE SUMMARY 5 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson Jozr r RETnn.STUDY Opportunities for Reinvestment Among the three participating communities, opportunities for use and reuse of commercial properties were identified. These opportunities include: • Creation of mixed-use environments • Engaged planning for the community's future • Repositioned commercial centers • Enhanced physical standards • Connected commercial centers • Policy framework which "readies"the environment for investment Potential Barriers to Reinvestment Commercial redevelopment is challenging., It requires a high level of analysis, planning and assistance in order to attract new investment from the property owner. Commercial areas affect the health and vitality of surrounding neighborhoods, but they are also a subset of a larger market and therefore must respond to changes locally and regionally. As such,they have unique strengths to be capitalized on and limitations to be overcome. These limitations, commonly referred to in this report as barriers, pose exceptional obstacles which require exceptional solutions. Barriers identified during the study process fell into four broad categories—market, physical, financial and regulatory. The identification of barriers, and the issues which perpetuate them, framed the research and analysis necessary to arrive at final recommendations. Implementation Strategies Strategies to Capitalize on Opportunities and Overcome Barriers In the context of this study, a review of more than 150 commercial properties in the three communities resulted in the identification of seven prototypes representative of a range of conditions affecting property use and reuse. Selection of possible approaches to promote investment in these properties was based on the results of an analysis of evaluation criteria. Strategies to address the challenges presented by the subject properties include: creation of a mixed-use environment; property re-zone; property build-out; physical retrofit; general marketing and financial assistance;completion of a sub-area plan;and, establishment of a policy framework and development standards. J.D.WILSON&ASSOCIATES EXECUTIVE SUMMARY 6 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAIL.STUDY These strategies are intended to help public decision-makers understand the challenges facing commercial centers in their community. No single strategy is the only solution for a challenged retail environment. In fact, a combination of targeted strategies is most effective. Identification of preferred strategies should be the result of market findings,the site evaluation, review of community goals and discussions with individual property owners. Public and Private Roles Local government has the largest and longest term interest and responsibility in community reinvestment. Therefore, under any reinvestment strategy,the public entity needs to have a strong involvement and visible presence. It should provide continuing leadership, regulatory incentives and"seed"capital for pilot projects. Not only does govemment have the legal ability to address a failing retail environment,, it is the primary conduit to local, regional,state and federal funding sources. The cities that commissioned this study recognize the importance of public participation in attracting reinvestment. Collectively they understand that their role should be to"prepare the environment"and to act as an advocate, promoter,facilitator, policy-maker,financier and educator. If done effectively,the private sector will respond as an investor,operator, manager, and marketer. Getting Started In order for city government to proactively initiate programs to facilitate and to directly participate in the evolution of their commercial areas and the properties within them,they need to: ■ Adopt a policy framework to reflect a commitment to stimulating reinvestment,including funding sources and criteria for"rate of retum on investment". ■ Revise ordinances and standards to reflect current"best practices"in retail development. • Identify funding sources for use in revitalization/reinvestment efforts; possibly establishing a range of programs to be offered. • Streamline economic development programs to attract targeted uses such as"anchors"and other market"generators". • Monitor and inform property-owners and the development community of changes in market conditions,the regulatory environment, and incentive programs. 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''''i.'-. „4..=7:1.;„-_:: ''''. .:....J.:- .. :-. ..*:. '.4.1 ..—. _. ....,...It _ . ,.._ 4-,.1..kiiili v ':-,. -:,i,,,,,.. 2. ,..t,„:.::::::: ,,r'' :).-,, . - `4Z.t.‘17,:.'‘.\'.• ,., 7..*'W,,t0:47,,,,,,f; •-•':...s•••:- '':•;:e•'• S' ' `:;•.,..., ,•,•-•:•'•.•••;,1&r:1§- :-.ic*LJ ,77,*,-,rP.,..44 • :.';1; . 1 '1:7. • '• ' k,..,:.--, _. 's • - %I.,',.-- .1'2'. , . •:.k,, • ,. ''.-.,, •,, --4, 7- ,..,. .., „, = -...e . t•.;.-„.:.,, ''',,,,--...s.: ' . - ..'....r.iii,:',. the Cities o A Joint Study of Cities of Carrollton, Plano and Richardson • • 7ATES 4.13.1VILS°N&ASS°C Leland Consulting Group,inc. Newman Jackson Bieberstein,inc. CREDITS Advisory Committee Jim Biggerstaff Plano Transition and Revitalization Committee Chris Cozby Trammel Crow Company Chris Davis Richardson City Plan Commission James F. Duggan Duggan Realty Advisors Lee Dunlap Plano Planning &Zoning Commission Bruce Larson Carrollton Planning &Zoning Commission Tim Hughes Falcon Realty Advisors Joe S. Keifer Richardson Resident Dave Oldfield Oldfield Developments David Wilson Cencor Realty Services Technical Advisory Committee Chris Barton Senior Planner, City of Carrollton Phyllis Jarrell Director of Planning, City of Plano Keith Krum Senior Planner, City of Richardson John Webb Planning Director, City of Carrollton Monica Heid Director of Development Services, City of Richardson Jeff Zimmerman Planning& Information Manager, City of Plano Consultant Team Dennis Wilson J. D.Wilson &Associates Anne Ricker Leland Consulting Bill Cunnigham Leland Consulting Rowland Jackson Newman, Jackson, Bieberstein Mike Spackman Newman, Jackson, Bieberstein July 29,2002 Carrollton,Plano,Richardson JOINT RETAIL STUDY CONTENTS Introduction/Background 1 Purpose of the Study Project Process Audience for Findings Best Practices 5 Market Analysis 9 Introduction National and Regional Retail Trends Local Economic and Demographic Trends Local Retail Supply Characteristics Retail Location Criteria Trade Area Identification Retail Demand Estimates Market Opportunities* Site Evaluation ..........................................19 Introduction Evaluation Criteria for Reinvestment Approach-matrix factors Market Context—map of demos, psychographics, etc.* Opportunities for Reinvestment Potential Barriers to Reinvestment Implementation Strategies ... .23 Strategies to Capitalize on Opportunities and Overcome Barriers Public and Private Roles 'Tool Kit"-incentives, programs, policies, etc. Getting Started 28 J.D.WILSON&ASSOCIATES Contents i LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Appendix A. Strategy Action Plan B. Prototypical Sites—Scenario Specific Strategies Development Program (1 page) Center Description Redevelopment Program Site and Trade Area Map Market Opportunities(Summary) Market Demand Summary Barriers to Investment Design Concepts(1-2 pages) Alternative Concept Plans Sample Sketches Implementation Program (1 page) Potential Implementation Element Site and Trade Area Map Financial Impacts Implementation Action Items C. Revitalization Tools &Strategies Glossary D. Sample Retail Site Selection Criteria J.D.WILSON&ASSOCIATES Contents ii LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson Jona'RETAIL STUDY JOINT RETAIL STUDY STUDY SUMMARY Introduction/Background Purpose of the Study 'The suburbs built in the 1940's, 1950's, and 1960's are beginning to show the same signs of decay that central cities have been experiencing over the past generation,yet neighborhoods still are being built on the fringe that probably will be thrown away in 20 years." Source: Christopher 8. Leinberger, Urban Land, October 1998. Already the new face of retailing is beginning to change the how, when, where, and why of shopping, which will have profound implications for suburban shopping areas. Today's consumers have unprecedented options—and these options continue to increase A common thread running through many of these options reflects an increasing connectivity to other aspects of daily life;a mix of activities;a stronger sense of community;and more attention to the environment, the experience and the enjoyment of shopping. These characteristics are in tune with what today's consumers are looking for but not finding in most suburban shopping areas." Source: Ten Principles for Reinventing America's Suburban Strips, Urban Land Institute, 2001. A national trend of stagnating and declining Inner ring"suburbs is evident throughout the U.S. Inner-ring suburbs were the first suburban neighborhoods beyond the original central city and today may be far from the fringe or urban boundary. Facing increasing competition from both"the fringe" and revitalizing downtowns,commercial areas in these In between"communities are experiencing declines in property values and market share. These impacts are felt not only by property owners, but also by the communities within which these properties are located. The competitive position of commercial real estate in these communities will gradually erode unless there is a significant repositioning of its role, recognition of its current target markets, and restructuring of the physical layout of centers to reflect the more mature nature of the communities that surround them. Together,the public and private sectors face the challenge of revitalizing the commercial developments. J.D.WILSON&ASSOCIATES Introduction/Background 1 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN The cities of Carrollton, Plano and Richardson, all"inner ring°suburbs of Dallas, are"case studies"of the problems described above. Each of these communities, in their own way,faces a multitude of challenges to revitalizing their key commercial areas: • Municipal planning practices which led to retail over-zoning • Rapidly changing retail formats(nationally and regionally) • Dramatic shifts in demographic characteristics, particularly age and ethnicity • Limited market opportunities • "Cannibalization"of retail sales by large format retailers • Eroding market share due to competition from outer suburbs • Historically adversarial relationship between public and private sectors • Complexity of issues to resolve in older commercial centers For each of these communities,the implications of allowing these trends to continue are severe • and immediate. The long-term sustainability of a community substantially relies on its ability to provide easily accessible goods and services for its residents.A decline in this ability has far- reaching consequences, including: • Loss in fiscal revenues • Deterioration of surrounding commercial development • Negative impact on neighborhoods • Decline in jobs and income • Erosion in overall economic health • Damage to future economic development efforts In an effort to reverse the trend of commercial decline occurring in their own communities,these cities joined forces to commission a study that would provide recommendations and strategies for the productive use/reuse of vacant/underused commercial structures,vacant sites and/or partially-developed retail zoned sites within their boundaries. This study focused upon neighborhood-oriented centers rather than on regional shopping centers This report provides a technical basis for the individual cities to establish policies, revise codes and ordinances, consider rezoning proposals, and establish incentives to promote appropriate development and/or redevelopment. It also addresses a broad range of issues within 7 prototypical shopping centers(NWC 14th&Jupiter, SWC Park&Jupiter, NEC Legacy&Custer, NEC Plano&Buckingham, NEC Arapaho&Hampshire, NEC Josey&Keller Springs, NWC Old Denton&PGBT, NEC Josey&Keller Springs)in order to demonstrate how revitalization could occur. J.D.WILSON&ASSOCIATES Introduction/Background 2 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Project Process The Joint Retail Study process began during the fall of 2001 and concluded during the summer of 2002. The effort was initiated and directed by a Technical Committee made up of community development representatives from the three participating cities.They were supported by a team of consultants, including Dennis Wilson of J.D.Wilson and Associates(Planners and Urban Designers), Bill Cunningham and Anne Ricker of Leland Consulting Group(Real Estate Strategists), and Rowland Jackson and Michael Spackman of Newman, Jackson, Bieberstein (Landscape Architects). Insight and guidance was provided by an Advisory Committee comprised of commercial developers, brokers, business owners, and neighborhood advocates (herein referred to as the delivery system). Collectively the participants met in a series of bi-monthly workshops during the study process to: review findings from the research and analyses of the consultant team;test the feasibility of implementation recommendations; and,discuss revitalization efforts within the three communities. The process was extremely iterative and benefited from valuable dialogue between those members of the"delivery system"who will ultimately be most vested in its outcome. Audience for Findings This report is not only intended as a summation of the process, but as a strategic guide for community policy-makers,staff, and commercial property owners and managers. For all who participated,the goal was the identification of strategies to promote sustainable commercial environments which are adaptable to the evolving face of retail, support an increase in property values and ultimately result in a greater community benefit. The information which follows presents a discussion of key elements necessary for successful implementation revitalization strategies in the three participating communities. We begin at the end with conclusions regarding the"best practices"for cities to follow as a partner in the revitalization of their commercial base. This is followed by a description of the steps to guide the municipality through the identification of issues and development of"right strategies"for change. Presented first are analyses on market conditions which could affect the strategies; second, criteria for evaluating future sites in order to select an appropriate strategy;third, a description of altemative strategies and tools necessary to further their implementation. We conclude with"next steps"for establishing a framework within the communities to"ready their environments"for investment. J.D.WILSON&ASSOCIATES Introduction/Background 3 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN The appendixes provide examples of the application of the process to seven prototypical sites. For each property,the consultant team prepared a profile of market conditions, evaluated the site (including identifying barriers to reinvestment), created a pictorial representation of a reuse strategy,justified a preferred strategy, and identified tools to further the strategy. Because these were approached as case studies without detailed information on each site,the resulting scenarios may help to define a range of possible solutions to the issues identified in the analysis rather than represent the most appropriate action for that particular site. Note: Recommendations presented herein are based on a review of qualitative and quantitative factors affecting the region, input from both the technical and advisory committee participants, research of primary and secondary data sources, and experience in other markets. J.D.WILSON&ASSOCIATES introduction/Background 4 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAIL STUDY Best Practices The following "best practices"for retail development are based on research of lessons learned by' successful commercial(re)development efforts from across the country, an in-depth understanding of issues impacting local retail markets, and industry knowledge gained through participation in this study by area experts(Advisory Committee). These practices are reflected in the design and(re)development alternatives identified for the prototypical sites presented in Appendix B. 1. Know the Market • Maintain database of local real estate conditions—understand your position in the regional market • Identify sites which offer regional access and preserve a balanced supply • Monitor national and regional retail trends—building formats, consumer preferences, fiscal impacts • Coordinate collection and dissemination of market,financial and demographic data to stakeholder and investor audiences 2. Concentrate Retail at Major Roadway Intersections • (If feasible)separate traffic through the use of parallel local streets or frontage roads —limiting access points; linking parking lots; providing turn lanes; coordinating traffic signals; adding bus, bike and pedestrian links; and, introducing of transit stops • Avoid retail zoning at every major intersection and every corner • Ensure continued mobility—balancing through-traffic with destination-traffic • Manage surrounding roadways and traffic effectively to provide convenient accessibility to sites • Create a secondary street pattern,where appropriate, and • Modify setback requirements to pull facilities to the street 3. Avoid Strip-Zoning Major Roadways • Zone for a mix of uses including large-lot or clustered residential, attached residential, office, institutional, and public uses and spaces that reinforce a sense of "community character" • Avoid insulating residential uses from major roadways with alleys and tall fences • Use key intersections or major transit stops to create cores of development that differ from each other in character,function and purpose • Direct public investments and locate public facilities in higher-density zones e.g., libraries, schools, cultural faculties,community meeting places, government administrative centers 4. Prune Retail-Zoned Land • Provide incentives for redeveloping and rezoning excess, poorly located and under- sized parcels J.D.WILSON&ASSOCIATES Best Practices 5 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN ■ Limit the extension of infrastructure to prevent sprawl and increase property values ■ Structure zoning to encourage a more dense form of development(and mix of uses) in key locations 5. Create"Pedestrian"and"Mixed-Use" Districts" ■ Incorporate key aspects of pedestrian.districts: • - Set building lines at the street or driver 0 - Provide wide sidewalks with shaded seating, � r}; Pedestrian level lighting and special paving,water fountains, pots and planters, bicycle racks and trash receptacles ', -• Ensure shade for pedestrians by using trees, 1 trellises, awnings, porches or building overhangs - Provide for retail display windows or landscape ! features such as public art,fountains, kiosks and identification graphics along walkways - Ensure sidewalks wide enough to accommodate �° Y outdoor dining ■ •T Integrate housing with the retail and encourage ... : . pedestrian connections to adjacent residential and -� commercial developments • Strive harder for architectural excellence-where appropriate,develop design guidelines for each street or district • Work with local utility and cable companies to place all power lines underground 6. Manage Parking • Consider creation of parking district, bringing t' iN■ �� " ,: multiple facilities under common management '10' , G151401 • Size parking for reasonable demand; provide peak I . i,W ,�;�„ � !” M i' parking in overflow lots ' "'a�NGu � ' E 0, a • Encourage and plan for shared parking among " .41 adjacent uses at ; • Provide some parking directly in front of stores. .. L� ;r � W ,��u G =4 +ral e. on-street(or on-drive parking ' 9• ) L uN9 u "N� � �r4+p dy�G , �� ■ Consolidate parking beside and behind buildings, i��' Also , „, or in the center of the block mei Vi 7. Recycle Older Retail Centers � • Provide incentives for lace lifts', physical retrofits L , ' na?, 4.. • 1111, and reconfiguration of centersa � �� ' ,� , ,x" • its, p Be prepared to demonstrate demographic and 'Af fel traffic shifts and resulting opportunities for an ,11" alternative mix of uses •- : • r.,. Reduce barriers to enhanced connections between OUTMODEDER SHOPPINRK G OLDER, • OUTMODED SHOPPING CENTER J.D.WILSON&ASSOCIATES Best Practices 6 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN commercial districts and residential areas • Encourage integration of new amenities—parks, entertainment, cultural activities— participate in cost to deliver infrastructure for public spaces 8. Tame the Signage • AM Encourage buildings that enclose and �' *.Striri MO ew" , yiM frame the corners of major intersections in order to create identity and minimize the need for large signs : r, • Work cooperatively to create integrated ; sign and planting plans �, �. ' i; • Encourage lot designs whereby " , buildings are close to the street, O eliminatingneed for too much signaged �T • Ensure that sign regulations are not overly restrictive; allow the creative use of signs that make a"district"distinctive • Prohibit signage (in corridors and urbanized areas)which creates a physical and visual blight(roof signs and pole signs),and encourage signs which offer identification and further establish a sense of place(multi-tenant pylon or monument signs at major entries) 9. Use Landscaping to Soften Development • Create"green"areas for heat reduction and visual relief and interest. • Incorporate water features to invigorate retail areas and provide cool relief in a hot climate • Provide attractive landscaping along the street edge to attract customers,while `a¢ � ' screening the automobile from public >g��*. yrs corridors • Provide tree plantings that"frame"views *� :_ .,, ' , to retail signs, rather than screen them " . _ r�^^.'°r.'"'r'""'• Use annual flower color in high visibility areas for greater visual impact and reduced maintenance costs ... -- ■ Keep grass and turf areas simple in form, r and easy to mow and maintain 10. Ensure Visibility to Tenants and Features • Ensure that codes, regulations and standards do not promote improvements which inhibit views • Ensure that landscaping and pad sites do not disrupt view corridors • Promote signage responsive to transit modes,yet consistent with the physical environment J.D.WILSON&ASSOCIATES Best Practices 7 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN 11. Facilitate Creation of Associations and Districts • Encourage participation in organizations which provide management, marketing and maintenance for multiple properties and ownerships • Establish parking districts where feasible (see 7. Manage Parking) 12. Require "Clean and Safe" Retail Environments • Design for security • Require adequate lighting such as"tree-top°fixtures that are designed and located "in harmony°with tree plantings • Promote integration of uses and building design which leads to increased views and visibility of retail areas("eyes on the street") J.D.WILSON&ASSOCIATES Best Practices 8 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson Jona RETAIL STUDY Market Analysis Introduction Planning for the strategic revitalization of commercial properties requires that a community know its market and understand its unique potential. Retail development is driven by market forces– demand in the form of population, households and spending-potential growth patterns,and supply in the form of competition. Markets are people and understanding the characteristics of those people—a community's residents and employees—is critical to an effective retail strategy. For the purpose of this study, market opportunities were identified through an assessment of national and local trends, and analyses of supply and demand conditions for various development products within the trade areas of the three communities. Initially, trends in the retail industry which will impact the form and location of future commercial development were identified. This was followed by analyses of market factors affecting the area's potential, as well as an understanding of potential short-and long-term development opportunities within a designated trade area. National and Regional Retail Trends The retail environment changes constantly. Many industry experts say"Retail changes its face every seven years.' Competition from both shopping destinations and non-store shopping alternatives require retailers to be constantly repositioning themselves. "Increasingly, retail development is reconnecting with the larger community around it, becoming integrated into a total destination where people can participate even when they are not shopping."' Changes in retailing are the result of changing consumer behavior brought about by demographic shifts, advances in technology, and expanded shopping choices. National and regional retail trends affecting development within America's Inner ring°suburban cities such as Carrollton, Plano and Richardson include: 1. Ethnic Retailing. In response to changing demographics, particularly growth in the Hispanic,African American and Asian populations, retailers are increasingly targeting goods and services and even entire shopping concentrations to these groups. As the Urban Land Institute predicted in 1997,"Ethnic shopping centers will be a big economic engine for future 1Ten Principles for Reinventing America's Suburban Strips,Urban Land Institute,2001. J.D.WILSON&ASSOCIATES Market Analysis 9 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN growth. The challenge is learning how to deal with the unique attributes of these centers and the populations they serve." 2. "Main Street in the Suburbs". As downtowns across the country continue to revitalize,they create place-making models for neighboring suburbs. Public-private efforts to give identity to homogeneous shopping areas and infuse investment in declining inner ring suburbs are increasingly prevalent. In a 1997 article, Stores magazine noted,"The revitalization of main street has caught the imagination of retailers,who see neighborhood locations as a viable means of growth ... Main street stores are answering shoppers'demand for convenience, efficiency, and something new while avoiding the sense of sameness that frequently seems to fill many suburban centers.' 3. Store Formats and Center Types. Emerging consumer trends have precipitated the following changes in store formats and center types: "Smaller is better": Smaller prototypes across all retail categories are being developed to respond more nimbly to consumer preferences. These smaller stores offer more specialized goods and services and reduce development risk. A good example is smaller grocery store designs for urban locations. Multi-Branding/Cross-Branding: More and more retailers are sharing costs and creating marketing synergy by co-tenanting retail space. Whether through the "store within a store format(e.g., StarbucksBames and Noble)or the development of two-store pads (e.g., Panda Express and Noodles and Company), retailers are able to share common facilities (kitchen, restrooms, etc.), access and visibility, and development risk. Reuse of Second Generation Space: The proliferation of big-box"category killers°in the 1990s left many scars on local retail landscapes. Most significantly, those retailers who were"shaken our of the big box wars, left behind large-scale vacant structures—creating both physical and economic blight. Recently,there has been heightened interest in these spaces, particularly among drug, home improvement,sports demonstration, and office supply retailers,as well as athletic clubs. Urban Formats and Store Types: The resurgence of downtown shopping and entertainment has inspired retailers to consider urban designs for traditional J.D.WILSON&ASSOCIATES Market Analysis 10 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN suburban formats and store types. These new urban"models"emphasize smaller store sizes, multi-story buildings (with structured parking), streetfront appeal and connectivity, and compatibility with the urban environment. Big box and grocery retailers are particularly proactive in designing urban prototypes. To better understand how these trends interface with specific markets,'an analysis of local supply and demand conditions was completed. The results of this market analysis are presented in the following section. Local Economic and Demographic Trends Economic and demographic characteristics in the market are indicators of overall trends and economic health,which may affect future development and redevelopment efforts. The study area for this analysis is comprised of the cities of Carrollton, Plano and Richardson, located in the north central portion of the Dallas area. However, development of specific product types in a particular neighborhood or community will likely attract individuals from a broader area. Economic and demographic indicators were,therefore, analyzed for these communities and surrounding areas within Dallas, Collin and Denton Counties, considered to be a source of demand and competition for future projects. Key economic and demographic characteristics of the three communities are summarized below. Carrollton • Household growth at 2.9% annually from 1990 to 2001; projected at 1.8%annually from 2001 to 2006 • Most significant growth has been along IH-35E and north of Trinity Mills Road • Median household income growth at 4.2%annually from 1990 to 2001;projected at 3.3% annually from 2001 to 2006 • 13.8% of households with incomes below$30,000; 68.0%with incomes over$50,000 • Accelerated decline in household growth rates in central areas • Increasing concentration of African-American population, particularly along the eastern border of Carrollton and Dallas • Significant concentration of Asian population since 1990,with 30-40% of population being Asian in the area near Trinity Mills Road and Old Denton Road • 40% of households comprised of 55+-year olds have incomes over$50,000 Plano • Household growth at 6.3%annually from 1990 to 2001; projected at 3.4% annually from 2001 to 2006 J.D.WILSON&ASSOCIATES Market Analysis 11 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN • Median household income growth at 5.7%annually from 1990 to 2001; projected at 5.7% annually from 2001 to 2006 • 6.7% of households with incomes below$30,000; 82.7%with incomes over$50,000 • Most significant growth in northwest portion of City, along North Dallas Tollway with 20% annual household growth; declining growth near Independence Pkwy and Parker Rd • Historically, most significant concentration of African American population along Plano Pkwy and US Hwy 75; in 2001, replaced with concentration of Hispanics • Asian population modest in 1990; significant increase(20-29%)in area east of Preston Rd and north of Parker Rd • Modest concentration of individuals 55+, but with significant wealth (80% of households reporting $50,000+income) Richardson • Household growth at 1.5% annually from 1990 to 2001; projected at 1.0%annually from 2001 to 2006 • Median household income growth at 4.8% annually from 1990 to 2001; projected at 3.7% annually from 2001 to 2006 • 10.7% of households with incomes below$30,000;75.2%with incomes over$50,000 • Declining growth in southeast portion of City; most significant growth east of SH 190/PGBT; and a continued pattern of modest growth throughout rest of City • Negligible concentration of African American population in 1990;greatest increase east of US Hwy 75 around SH 190/PGBT • . Significant concentration of Asian population throughout eastern portion of City, east of US Hwy 75 • Negligible concentration of Hispanics; however, there are significant concentrations just outside the City in the area of SH Hwy 190(PGBT)east of US Hwy 75(Central Expressway), and in the Spring Valley Road area west of US Hwy 75. • Wealth among more ethnically diverse areas east of US Hwy 75 and south of Arapaho Rd • Significant concentration of individuals 55+(20-39%)with significant wealth(60-80% over $50,000) J.D.WILSON&ASSOCIATES Market Analysis 12 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Population Percent Asian-1990 , . I S I FMT20.• $ ... .. • ..; ; Legend .„ . %Mian . . Fico ': ; : : 0-9% . * . - . . . r . .. 10-19% . - i a 3° i mu .....j. -0.P-741 4-"°% .... . -_>50% • EFi=0:37 Ra". i 0 1 ...:,... ... 1 : • • 2 Ws ."-: . ----',. '1 '._..g,..-Lgoacy-Or- ::.-,:...-: •1 . 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Tnit .ya,. :..:.! ?fia.1rult.:1...,ti.....„1 1 •a :::•1....':??..,:•- .. e;';:t.'-': .1, 4 ' ' i 1 ' ,'::•:- s' :.•DF1';'-.C.171 !L'-'44---4 ...,_,-..:„A, :„...2 .•i. t• -- -..,• - •-,----,:=7-7 7,A.4-f.-:', ,t T, •l'- .--,.....1._:-••i---4.'.!"-i--'..I . _- • 1 " :;-.• Mn-,Rd LE '''''"' -•-.II I • •-•• 1 LAND coNsu --,,,,,,,..1:.•:+,:2'-',:, , •. . ; i :. . --2 ?••--,..--'''`'•':•• f . :';.,''' .; i -' i lanic kio4114L ). ‘-, V. ' -:.' --1----T-- '-- 1 . ... .0 i ',.:*,::::,'U'N:',::'. I I, %,11• '•'.. 4 ' f ' 1•- ..i---. ' 4 '' :.s ..- ;:- i .' ' t7...\ --4,. ."-1,---1Y1h11111L" 'T 1 ... L , i 1 • --",";•'''.:' I .1- ,, i Comr.h,2001 i"*'-'7,,a,,,,:i:.t.i.,. ',,,;,,:::.:4 I i , ',..1, ? 1 .; I i ,. .,i-- •,'.....-..1,i, f' 1 1 ..._ ...L. ...,, . 4.5.''.':, : .y-_3 i , 1 I =. , 1. 4 , t. ---------•-- - J.D.WILSON&ASSOCIATES Market Analysis 13 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN In addition to economic and demographic indicators, retailers are increasingly utilizing lifestyle demographics to target potential market segments. These"psychographic profiles"of a community attempt to predict Lifestyle, social and psychological tendencies based on demographic characteristics. For the three communities analyzed, psychographic profiles were analyzed to characterize both daytime(workers) and nighttime(resident)populations. This profile information is summarized for each community below. Carrollton ■ The daytime population predominately falls into the Kids& Cul-de-Sacs and Upward Bound profiles, described as follows: - Kids& Cul-de-Sacs: Similar to Executive Suites and Kids& Cul-de-Sacs, it ranks high on all affluence measures. Although married couples with children still dominate this cluster, some married couples without children are moving into Kids and Cul de Sacs. These suburban folks lead busy lives centered on family activities. - Upward Bound:These members are literate, earn dual incomes,and fly frequently. Most are married with kids, and live in new, single-family homes.These college graduates work in management or professional occupations.They are more likely than most to watch the X-Files, belong to an auto club,and use whole bean coffee,among other interests. ■ The nighttime population predominately falls into the Upward Bound and Executive Suites profiles, described as follows: - Upward Bound:These members are literate, earn dual incomes,and fly frequently. Most are married with kids, and live in new, single-family homes.These college graduates work in management or professional occupations.They are more likely than most to watch the X-Files,belong to an auto club,and use whole bean coffee,among other interests. - Executive Suites:These singles and married couples have bought their first houses and condos. The couples have more children than the other clusters in their larger social group. Although they are less affluent than Winner's Circle members,they are equally ambitious,well-educated and competent—they are just ten years younger. Plano • The daytime population predominately falls into the Kids& Cul-de-Sacs and Blue Blood Estates profiles, described as follows: -J.D.WILSON&ASSOCIATES Market Analysis 14 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN - Kids&Cul-de-Sacs: Similar to Executive Suites and Kids& Cul-de-Sacs, it ranks high on all affluence measures. Although married couples with children still dominate this cluster, some married couples without children are moving into Kids and Cul de Sacs. These suburban folks lead busy lives centered on family activities. - Blue Blood Estates:Established executives, professionals, and"old money" heirs that live in America's wealthiest suburbs. They are accustomed to privilege and live luxuriously— one-tenth of this group's members are multimillionaires. The next affluence level is a sharp drop from this pinnacle. ■ The nighttime population predominately falls into the Executive Suites and Kids&Cul-de- Sacs profiles, described as follows: - Executive Suites:These singles and married couples have bought their first houses and condos. The couples have more children than the other clusters in their larger social group. Although they are less affluent than Winner's Circle members,they are equally ambitious,well-educated and competent—they are just ten years younger. - Kids&Cul-de-Sacs: Similar to Executive Suites, Kids& Cul-de-Sacs ranks high on all affluence measures. Although married couples with children still dominate this cluster, some married couples without children are moving into Kids and Cul de Sacs. These suburban folks lead busy lives centered on family activities. Richardson ■ The daytime population predominately falls into the Kids&Cul-de-Sacs and Winner's Circle profiles, described as follows: - Kids&Cul-de-Sacs: Similar to Executive Suites, Kids&Cul-de-Sacs ranks high on all affluence measures. Although married couples with children still dominate this cluster, some married couples without children are moving into Kids and Cul de Sacs. These suburban folks lead busy lives centered on family activities. - Winner's Circle:These"new money"families live in expensive"mini-mansions"in major metropolitan suburbs. They are well-educated executives and professionals who are married with teenagers. Big producers and big spenders, Winner's Circle families enjoy globe-trotting. • The nighttime population predominately falls into the Winner's Circle and Money&Brains profiles, described as follows: - Winner's Circle:These"new money"families live in expensive'mini-mansions"in major metropolitan suburbs. They are well-educated executives and professionals who are J.D.WILSON&ASSOCIATES Market Analysis 15 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN married with teenagers. Big producers and big spenders, Winner's Circle families enjoy globe-trotting. - Money&Brains:This segment is a mix of family types: singles, married couples with children, and married couples without children. These families own their own homes in upscale neighborhoods near cities. Dual incomes provide luxuries,travel and entertainment. Local Retail Supply Characteristics Retail supply within the three communities represents a typical suburban mix of shopping center and store types. Retail concentrations are located along major transportation thoroughfares such as US Hwy 75(Central Expressway), IH 35E(Stemmons Freeway),the President George Bush Turnpike (PGBT) and key arterials within each community. The table below(completed July 2001)summarizes the retail supply characteristics of all the sites that were studied. (Note: It does not reflect all of the retail sites in each city.) Center Type Carrollton Plano Richardson Neighborhood #of Centers: 16 60 18 Total Sq. Ft.: 763,160 3,557,030 966,592 Vacancy Rate: 12% 5% 27% Community #of Centers: 5 25 17 Total Sq. Ft.: 1,140,524 3,708,731 2,439,664 Vacancy Rate: 13% 8% 24% Regional #of Centers: NA 4 2 Total Sq. Ft.: NA 1,766,650 1,189,955 Vacancy Rate: NA 5% 26% Total #of Centers: 21 89 37 Total Sq.Ft.: 1,903,684 9,032,411 4,596,211 Vacancy Rate: 13% 6% 25% Center Types: Neighborhood: Grocery-anchored;30,000 to 100,000 Square Feet Community: Multiple anchors; 100,000 to 300,000 Square Feet Regional: Region-serving anchors;power centers;500,000+Square Feet SOURCE:CITY STAFFANDLELAND CONSULTING GROUP. • As shown, Plano contains nearly 60%of the retail space within the three communities and also reflects the lowest vacancy rates. This is due primarily to Plano's generally newer retail base and J.D.WILSON&ASSOCIATES Market Analysis 16 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN wealthier customer base. The highest vacancy rates are being experienced in Richardson,which has a much older retail base and slower household and income growth. Carrollton's retail environment falls between Plano and Richardson–relatively high household and income growth, but an aging retail base. Retail Location Criteria Site selection criteria used by retail tenants and tenant representatives fall within four specific categories– ■ market—population or households within a specified radius; • economic-income ranges of a specified level,cost of land and buildings,economic development incentives, number of businesses in the trade area, specified household profile(presence of children/seniors/ethnic composition), availability of specified space (in-line, end-cap, pad, etc.); • physical-traffic counts, access and visibility, levels of improvements, surrounding land uses; and, ' • regulatory-zoning and others. Depending on the tenant type,differing measures of these variables will determine a site's attractiveness. A sample of what different retailers look for is presented in the Appendix D. Trade Area Identification Particularly with in-fill and commercial redevelopment projects, a focused analysis that carefully reviews local market conditions and perceptions is required to realistically estimate market support. Specifically, market conditions, including existing pattems of development, competitive projects and significant physical and perceptual barriers, must be considered in order to define • the principal trade area from which a project will draw its users. Based on this analysis,the trade area,which will likely be a source of competition and demand for a project, is determined. Commercial analysts generally consider the trade area for their projects to be the"rooftops"or households within a certain distance of the property. The actual size of the trade area is influenced by the store type, level of competition, and presence of any physical or perceptual barriers noted above. This trade area forms the basis for estimates of retail demand by store type. Retail Demand Estimates Demand for new commercial development is estimated by analyzing current consumer expenditures by trade area residents, identifying the total square feet those expenditures can support, and comparing these conditions to the existing amount of commercial square footage in J.D.WILSON&ASSOCIATES Market Analysis 17 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN the trade area.Trade area resident expenditures support a greater amount of commercial space than exists in the area when residents make a significant portion of consumer purchases outside - the trade area.When this occurs in a commercial category,there is considered to be a category "void", or"residual demand°in the trade area.This is an opportunity for new development to accommodate this demand. Of course, no retail category can be expected to capture 100% of spending generated by households within a given trade area. For example, a trade area household may spend about 95% of all its grocery budget at a supermarket within the area, but maybe only a fraction of their restaurant spending will stay within the trade area. Based on this type of"void"analysis,the following retail niche opportunities were identified for each of the three communities. Carrollton • "Middle Market"Apparel—Discount Department Store; Footwear,Specialty Apparel • Entertainment—Theaters; Sporting Goods; Recreational Retail; Bookstore • Restaurants—Sit-Down, Family-Style Restaurants;Specialty Foods Plano • Entertainment—Theaters; Sporting Goods; Recreational Retail; Bookstore • "Higher-End°Apparel—Specialty Apparel(Men's/Women's); Footwear Richardson • "Higher-End"Apparel—Specialty Apparel(Men's/Women's); Footwear • Entertainment—Theaters; Sporting Goods; Recreational Retail; Bookstore • Household Equipment—Appliances; Home Electronics;Computer Equipment • Home Furnishings—Specialty Furniture; Home Accessories The use of a void analysis,with a corresponding growth analysis(estimating demand from new households in the trade area), helps retailers to identify targeted areas for investment. On a community-wide scale, it is used to initially compare communities within a larger region or metropolitan area. On a site-specific scale, it is used to determine the most appropriate location for a retail store or center type. For a community retail strategy,this type of analysis focuses retail attraction efforts and targets users for development/redevelopment. J.D.WILSON&ASSOCIATES Market Analysis 18 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAIL STUDY Evaluation of Prototypical Sites Introduction Once market context has been determined and niche opportunities identified, strategic revitalization of commercial properties requires a systematic approach to targeting areas and sites for reinvestment. In this way, communities(as public and private partners)can effectively "leverage"investment efforts to overcome barriers and achieve desired outcomes. Simply put, the goal is to match the solution to the problem. Evaluation Criteria for Reinvestment Approach The overriding goal of any commercial revitalization strategy is to select areas and sites for reinvestment where the greatest likelihood of success will occur. While success can be defined in many ways, it is most easily measured in economic terms—for the public sector, increased property values and tax revenues;for the private sector, higher rents/sale prices and rates of return. However, success can also be defined in physical, political, and even social terms. Therefore, areas/sites must be"screened"with criteria that reflect the range of factors for success. The following summarizes criteria that may be applied to site selection for targeted reinvestment. Market Opportunity: Support for the development of various land uses (residential, commercial, office, lodging,etc.)based on review of the following demand indicators: population, households, employment,income growth,traffic counts, and opportunity resulting from demographic shift Linkage: Presence of, or geographic proximity to,existing "districts"or"activity centers"; connections to neighborhoods Leveraging Investment Recent public investment;targeted area for public investment; reflected in CIP or comprehensive plan Physical Obsolescence: Necessity for improvements to improve access, appearance, other condition; physical obsolescence as measured by industry standards Favorable Ownership Patterns: Available acreage within or adjacent to property; presence of public/institutional ownership (special emphasis on those showing interest in revitalizing); potential assemblages Targeted Area Within Comprehensive Plan: Targeted area for change or revitalization; policies/programs identified in a comprehensive plan or sector study supportive of this action J.D.WILSON&ASSOCIATES Evaluation of Prototypical Sites 19 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Public Programs/Incentives Available: Availability of programs/incentives such as T1F,CDBG, "brownfield"dollars, and/or potential to capitalize on programs in place Mixed-Use Potential. Physical environment and market support for mixed-use development;proximity to support infrastructure— service organizations, churches, schools, government offices/facilities, employers,etc. Community Need: Quantified demand for select uses,and perceived need reflected by public input Oversupply of Space: Location at a commercial intersection (four corners of commercial);over-supply of improved and zoned retail land in trade area;over-supply of product type Commercial Corridor Location: Location within a commercial corridor–influenced by"strip effect"of surrounding uses; aging suburban corridor The prototypical sites,which are presented in Appendix B,were'screened'through the above criteria in order to identify an appropriate implementation strategy to address limitations on " reinvestment. They should serve as a guide for future evaluation of challenged commercial sites within the three communities. Opportunities for Reinvestment The market analysis, combined with the evaluation of prototypical sites, highlights opportunities for investment and provides direction for future revitalization efforts. Among the three participating communities, opportunities for use and reuse of commercial properties were identified. These include: • Creation of mixed-use environments,where better pedestrian connections to neighborhoods could be established; in addition,consumers will drive farther distances to patronize businesses within a unique environment ■ Engaged planning for the community's future–balancing the land use base to meet market demand and better address future market trends, community vision, and property investment objectives ■ Better use of an underutilized community asset(e.g.commercial land), by adding new space and/or uses which provide market and economic vitality • Repositioned commercial centers to take advantage of prevailing market conditions, changing demographics, and consumer preferences J.D.WILSON&ASSOCIATES Evaluation of Prototypical Sites 20 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN • Enhanced physical standards–particularly among aging commercial centers through façade improvements, landscaping, building design, site layout and utility, etc. • Connected commercial centers-to the larger regional"neighborhood"–coordinating planning and investment at a subarea level to establish a larger vision for the regional environment within which properties are developed and operated • Policy framework which prepares the environment for investment–restricts what is not desired and encourages what is desired Potential Barriers to Reinvestment Commercial redevelopment is challenging and requires a high level of analysis, planning and assistance in order to attract property owner interest in new investment. Commercial areas affect the health and vitality of surrounding neighborhoods, but they are also a subset of a larger market, and therefore must respond to community and regional changes. As such,they have unique strengths to be capitalized on and limitations to be overcome. These limitations, commonly referred to in this report as barriers, pose unique obstacles which require unique solutions. Barriers identified during the study process fell into four broad categories—market, physical, financial and regulatory. Barriers within each of these categories are presented below: Market Barriers • Changing demographics • Lease conditions • Ownership(absentee,fragmented) • Competition (alternative formats,four corners, non-store) • Incompatible surrounding uses • Historic district designation, or other design limitations • Image of an area • Tenant mix • Cleanliness and safety • Lack of retail economic development experience in city Physical Barriers • Incompatible surrounding uses • Physical obsolescence • Change in retail formats • Incompatible design/character J.D.WILSON&ASSOCIATES Evaluation of Prototypical Sites 21 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN • Partially developed property • Inefficient lot layout • On-site physical constraints • Traffic speeds Financial Barriers • Economics of(re)development • Level of property owner investment • Broker directives(bottom line) • Lease/deed restrictions Regulatory/Political Barriers • "Dry/wet"status • Insufficient policy support • Physical surroundings(high-speed roadways, neighboring uses) • Down-time from transportation improvements • Restrictive codes and ordinances(signage, landscaping, outdoor dining, parking) • Permitting process(timing) • Lack of growth policies • Limited political will for condemnation Identification of barriers,and the issues which create and perpetuate them,framed the research and analysis necessary for final recommendations. J.D.WILSON&ASSOCIATES Evaluation of Prototypical Sites 22 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT RETAIL STUDY • Implementation Strategies Strategies to Capitalize on Opportunities and Overcome Barriers The implementation strategies presented below were developed to address the"barriers"to reinvestment identified during the study process. Note: Their application is presented in the context of 7 case study"environments"or scenarios present within the three communities. Just as challenges or"barriers"to investment are multifaceted, so too must be the solutions. Most commercial properties contain multiple impediments or barriers to change. Therefore,the key to revitalization is resolving the major impediments and inducing reinvestment. However, due to a unique set of conditions—such as recalcitrant property owners—some sites may not be realistic candidates for revitalization.There is a point where the city will not be able to stimulate change. Nonetheless, it should create a fair and equitable environment for change that includes the flexibility to deal with a wide variety of issues. In the context of this study, a review of more than 150 commercial properties in the three cities resulted in identifying seven commercial developments (prototypes) representative of the range of conditions affecting property use and reuse. Selection of a preferred approach to promote investment in each property was based on an analysis of evaluation criteria(see discussion above). The following includes: a description of central strategies (approaches); recommendations for public and private roles among implementing entities; and, identification of incentive programs and tools to support the strategies. Central Strategies Mixed-Use-Retrofit existing improvements to a mixed-use environment through the addition of uses other than retail, including office, housing, lodging, public spaces, and/or others. This scenario might require demolition and/or construction of buildings, either adjacent to existing improvements(horizontal)or as a vertical addition. Either circumstance will most likely require a change in zoning and an adjustment to required parking ratios. This strategy should be considered when: - a mixed-use market opportunity is present; -- a linkage to surrounding development can be strengthened; -- supportive property ownership is in evidence; - public programs are available to assist in implementation; and -- a community need can be addressed. J.D.WILSON&ASSOCIATES Implementation Strategies 23 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Re-Zone—Re-zone property from current classification to an alternative including mixed- use, residential, office, lodging, or other. This could be either property owner or city- initiated and may apply to an existing improved property or vacant parcel.A re-zoning could also be"triggered"by a request for permits to alter or develop the property. Where city programs for such actions do not exist,they would need to be established through Council approval. This strategy should be considered when: — a market opportunity is present; — a linkage to surrounding development can be strengthened; — the proposed re-zoning is compatible with the Comprehensive Plan; — a community need can be addressed; — there is an oversupply of commercial space in the immediate area;and — the property is within a defined commercial corridor. Build-Out—Provide predevelopment assistance to property owners in the form of market opportunities analysis, site planning and/or design for construction of an appropriate use concept for the unused or underused portion of their property. This strategy should be considered when: — a market opportunity is present; — a linkage to surrounding development can be strengthened; — there is the potential for"leveraging" recent public investment — supportive property ownership is in evidence; — the proposed development is compatible with the Comprehensive Plan; and — a community need can be addressed. Physical Retrofit—Provide assistance to property owners for design and development of an appropriate concept for retrofitting existing buildings or site improvements. Within this strategy,the cities could also include dedication of capital dollars for necessary infrastructure improvements(access, drainage,streetscape enhancements,etc.)to improve the area within which the property is located. This strategy should be considered when: J.D.WILSON&ASSOCIATES Implementation Strategies 24 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN — a market opportunity is present; — the existing physical"health"of the development is substandard; — supportive property ownership is in evidence; — the proposed retrofit is compatible with the Comprehensive Plan; — public programs are available to assist in implementation;and — a community need can be addressed. General Marketing/Financial Assistance—Provide general assistance—marketing, financial, professional—to property owners to improve existing properties. Efforts might include attracting tenant(s), reconfiguring center space, street and streetscape improvements, utility upgrades, landscaping, re-zoning, acquisition of adjacent properties for expansion, land swaps, etc. This strategy should be considered when: — a market opportunity is present; — a linkage to surrounding development can be strengthened; — there is the potential for leveraging"recent public investment; — public programs are available to assist in implementation; and — a community need can be addressed. Sub-Area Plan—Prepare a sub-area plan for the larger influence area surrounding the subject property. The planning effort should involve broad stakeholder participation and address the potential for various improvement district mechanisms to enhance the physical condition of the area,future land uses,design standards for select uses,future infrastructure improvements, etc. This strategy should be considered when: — a market opportunity is present; — a linkage to surrounding development can be strengthened; • — there is the potential for leveraging"recent public investment; — the proposed sub-area plan is compatible with the Comprehensive Plan; — a community need can be addressed; — there is an oversupply of commercial space in the immediate area;and — the area is within a defined commercial corridor. Policy Framework—Establish a policy framework and development standards that address some of the barriers to reinvestment, and provide focus for fiscal stimulation of reinvestment.These should refine the city's current"vision", policies and programs. J.D.WILSON&ASSOCIATES Implementation Strategies 25 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN While there are several conditions common to the range of central implementation strategies presented, the two which are essential to any strategy are market opportunity and community need. Balancing community vision with market reality is critical to any implementation strategy, and should be at the forefront of all implementation efforts. These strategies are intended to help public decision-makers understand the challenges facing commercial centers in their community. No single one of these strategies is the sole solution for a challenged retail environment, and one strategy does not have to be used exclusive of the others. Identifying a preferred strategy should be the result of market findings,site evaluation, a review of community goals and discussions with property owners. Public and Private Roles Local government has the largest and longest-term interest and responsibility in community reinvestment. Therefore, under any reinvestment strategy,the public entity needs to have a strong involvement and visible presence. It should provide continuing leadership, regulatory incentives and"seed"capital for early and pilot projects. Not only does government have the legal responsibility to address many implementation approaches, it is an important conduit to local, regional, state and federal funding sources. The cities that commissioned this study recognize the importance of public participation in attracting reinvestment. Their role should be to"prepare the environment"by acting as an advocate, promoter,facilitator, policy maker,financier and educator.The private sector's role will be as an investor,operator,manager, and marketer. 'Tool Kit" As commercial properties compete in the local and regional markets, a city's"tool kit° must contain a variety of strategies and mechanisms to attract investment. Tools used for commercial reinvestment fall into several broad categories including: assistance with site acquisitions and building and infrastructure improvements;operating assistance;and business counseling and marketing. They can be used independently or in various combinations. Given the obstacles,or barriers, associated with commercial redevelopment, it is imperative that whatever mix of tools is put in place,they must be comprehensive,flexible and creative—from"paint brush to bulldozer", and everything in between. J.D.WILSON&ASSOCIATES Implementation Strategies 26 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN The Strategy Action Plan summarizes a range of actions that could be implemented to capitalize on opportunities and remove barriers,thereby improving the environment for reinvestment. These actions are presented in response to the implementation strategies identified above and include benchmarks for measuring success. In addition, common reinvestment tools and incentives,which represent core elements of the actions, are described in a Glossary in Appendix C to this report. • J.D.WILSON&ASSOCIATES Implementation Strategies 27 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Carrollton,Plano,Richardson JOINT Renes,STUDY Getting Started In order for city governments to proactively initiate programs to facilitate and participate in the evolution of their commercial areas and the properties within them,they need to: • Adopt a policy framework to reflect a commitment to stimulating reinvestment, including funding sources and criteria for"rate of return on investment". • Revise ordinances and standards to reflect current"best practices" in retail development. • Identify sources of funds for use in revitalization/reinvestment efforts, possibly establishing a range of programs to be offered. • Streamline economic development efforts to assist in attracting targeted uses such as "anchors"and other market"generators". • Monitor and inform the"delivery system"of changes in market conditions,the regulatory environment, and programs to provide incentives for selected types of commercial development in targeted locations. J.D.WILSON&ASSOCIATES Getting Started 28 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX A Strategy Action Plan APPENDIX A STRATEGY ACTION PLAN APPENDIX A. STRATEGY ACTION PLAN Barriers to Investment Investment!Reinvestment Possible Actions Benchmarks (Measure) Strategy Regulatory!Political Policy Reform Regulatory/Political • > "Dry/wet"zoning 1 Review regulatory and policy D Improved Ratio of • Insufficient policy support documents to identify further Investment to Spending/ • Physical surroundings (traffic barriers to reinvestment Leverage speeds, neighboring uses) 2 Conduct broker/developer forums Down-time from transportation to discuss perceived and realized D Increase in Property Values improvements barriers 3 Update policies and regulations to > Limits on regulations (signage, reflect objectives for retail market - D Increase in Completed landscaping, outdoor dining, tell the story Projects by Property Owners parking) 4 Solicit Council support for policies, • Permitting process (timing) incentives and growth D Increase in Requests for > Lack of growth policies management programs Assistance by Property • Limited political will for 5 Coordinate programs and Owners condemnation initiatives of other studies to ensure consistency with retail D Increase in Sales Tax goals Revenue 6 Prepare legal documents to protect community against future blighted conditions,e.g.escrowed funds for D Increased Commitment to demolition of vacant big boxes;"go Revitalization (as measured dark provisions;etc. by owner, broker survey) 7 Identify funding to assist businesses impacted by transportation improvements 8 Streamline approvals for retail development/redevelopment consistent with city goals J.D.WILSON&ASSOCIATES LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX A STRATEGY ACTION PLAN Barriers to Investment Investment/Reinvestment Possible Actions Benchmarks (Measure) Strategy Market Regulatory/Marketing/ Market/Financial Financial Assistance > Changing demographics 1 Maintain active database of > Improved Ratio of > Lease conditions demographic shifts;work with GIS Investment to Spending/ > Ownership (absentee, Department to communicate profile Leverage fragmented) characteristics to"delivery system" > Competition (alternative —real estate brokers,developers, > Increase in Property Values formats,four corners, non- property owners,etc. 2 Monitor market factors through store) assistance with > Increase in Requests for > Incompatible surrounding uses broker/development community; Assistance by Property > Historic district designation or issue newsletter to communicate Owners other design limitations conditions > Image of an area 3 Educate economic development Y Tenant mix specialists in City regarding > Lack of retail economic methods and materials to promote development experience in retail attraction and monitor trends city 4 Work with developers to understand financial gaps and beneficial incentives to further Financial strategies 5 Promote creation of merchant's > Economics of(re)development associations and special districts > Level of property owner with representatives to potentially investment leverage revenues to promote > Broker directives (bottom line) "clean and safe"programs—or > Changing demographics safe and secure commercial > Level of property owner environments investment > Incompatible surrounding uses > Community/public official acceptance of mixed-use concept J.D.WILSON 8.ASSOCIATES 2 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX A STRATEGY ACTION PLAN Barriers to Investment Investment/Reinvestment Possible Actions Benchmarks (Measure) Strategy > Competition on four corners Mixed-Use Redevelopment Plan 1 Establish working relationship with > Increase in Property Values > Physical obsolescence property owner > Tenant mix 2 Offer predevelopment assistance > Increase in Requests for > High turnover (market analysis,site conditions Assistance by Property assessment, assemblage Owners negotiations,etc.) 3 Quantify economic"gap"(if any) and work with property owner to identify mechanisms to assist with financing(e.g.,tax increment financing,sales tax rebates,CDBG • dollars,demonstration dollars,etc.) 4 Streamline approvals(permits) through department reorganization and designation of retail specialist 5 Encourage surrounding property owners to participate Property Re-Zone 1 Work with property owner to understand unique challenges impacting property;identify appropriate program to address issues 2 Complete pre-development market analyses illustrating market opportunities associated with alternative development program 3 Make available programs and incentives to address any economic impacts 4 Establish streamlined program to receive and process zone change requests J.D.WILSON&ASSOCIATES 3 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX A STRATEGY ACTION PLAN Barriers to Investment Investment/Reinvestment Possible Actions Benchmarks(Measure) Strategy ➢ Change in retail formats Build-Out Development 1 (Optional)Prepare a city-overlay > Increase in Property Values ➢ Incompatible design/character Program for Property map identifying areas of over- ➢ Tenant mix supply and identification of > Increase in Requests for ➢ Partially developed property weak/under-performing properties; Assistance by Property Ownership(absentee, initiate re-zone; use condemnation Owners fragmented) powers where necessary 2 Assist property owner with assemblage of adjacent parcels to > Increase in Sales Tax facilitate redevelopment Revenue 3 Establish working relationship with property owner 4 Offer predevelopment assistance (site/property design,market analysis,site conditions assessment,etc.) 5 Streamline approvals(permits) through department reorganization and designation of retail specialist 6 Establish incentive programs to develop center in conjunction with pad sites;or, restrict partial development of commercial properties—re-zone to mixed-use where necessary to encourage early build-out J.D.WILSON&ASSOCIATES 4 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX A STRATEGY ACTION PLAN Barriers to Investment Investment/Reinvestment Possible Actions Benchmarks (Measure) Strategy ➢ Change in retail formats Physical Retrofit and/or 1 Establish working relationship with ➢ Improved ratio of Investment ➢ Physical obsolescence Infrastructure Improvements property owner to Spending/Leverage ➢ Inefficient lot layout 2 Offer predevelopment assistance ➢ On-site physical constraints (site/property redesign,market ➢ Increase in Property Values analysis,site conditions ➢ Landscaping requirements ➢ Traffic speeds assessment, etc.) ➢ Increase in Completed p 3 Quantify economic"gap"(if any) ➢ Incompatible design/characterand work with property owner to Projects by Property Owners ➢ Tenant mix identify mechanisms to assist with financing(e.g.,facade grants,tax ➢ Increase in Requests for increment financing,sales tax Assistance by Property rebates, CDBG dollars, Owners demonstration dollars,etc.) 4 Streamline approvals(permits) ➢ Increase in Sales Tax through department reorganization Revenue and designation of retail specialist and priority with building department 5 Offer city economic development department assistance with tenant attraction, coordination among supporting organizations (Chambers,special interest groups),etc.to support uses in program 6 Identify necessary capital projects to improve infrastructure serving site;obtain funding J.D.WILSON&ASSOCIATES 5 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX A STRATEGY ACTION PLAN Barriers to Investment Investment!Reinvestment Possible Actions Benchmarks(Measure) Strategy ➢ Changing demographics Sub-Area Plan Including 1 Initiate program for sub-area plans ➢ Improved ratio of Investment ➢ Competition on four corners Subject Property in select areas of the city impacted to Spending/Leverage ➢ Incompatible surrounding uses by commercial concentrations— ➢ Image of an area use planning process to solicit ➢ Increase in Property Values ➢ Reluctance to plan for long- input on vision, as well as educate stakeholders on market and term demographic shifts ➢ Increase in Completed ➢ Limited funding for 2 Develop design concepts Projects by Property Owners infrastructure improvements illustrating connections between ➢ Disconnects from commercial commercial and residential areas ➢ Increase in Requests for areas to neighborhoods 3 Identify policies, regulations which Assistance by Property ➢ Crime conflict with vision of stakeholders Owners and amend where appropriate 4 Promote identification of necessary y Increase in Sales Tax capital projects to improve infrastructure serving area Revenue 5 Promote creation of merchant's associations and special districts ➢ Increased Commitment to with representatives to potentially Revitalization (as measured leverage revenues to promote by owner, broker survey) "clean and safe"programs, and work with city economic development specialist Source: JD Wilson and Associates and Leland Consulting Group Measures: Ratio of Investment to Spending/Leverage Increase in Property Values Increase in Completed Projects by Property Owners Increase in Requests for Assistance by Property Owners Increase in Sales Tax Revenue Increased Commitment to Revitalization (as measured by owner,broker survey) J.D.WILSON&ASSOCIATES 6 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Appendix B Prototypical Sites Appendix B Prototypical Sites The sites for this study were selected for their diversity of development and investment impediments. The plans do not represent recommended solutions for these particular sites, but rather demonstrate how a variety of planning strategies can work on actual sites. These sites, therefore, should be considered as examples. Contents Map of Prototypical Sites and Trade Areas 1 Plaza One of Josey Ranch (Carrollton) Development Program 2 Site Plan 3 Site Plan Description 4 Implementation Program 5 Furneaux Creek (Carrollton) Development Program 7 Site Plan A 8 Site Plan B 9 Site Plan Description 10 Implementation Program 11 Buckingham Square(Richardson) Development Program 13 Site Plan 14 Building Elevations 15 Site Plan Description 16 Implementation Program 17 Camelot Center(Richardson) Development Program 19 Site Plan 20 Site Plan Description 21 implementation Program 22 Legacy! Custer(Plano) Development Program 24 Site Plan 25 Site Plan Description 26 Implementation Program 27 14 Jupiter Place (Plano) Development Program 29 Site Plan A 30 Site Plan B 31 Site Plan Description 32 Implementation Program 33 Panther Park (Plano) Development Program 35 Site Plan 36 Site Plan Description 37 Implementation Program 38 y:.r� P. I I Fh1724 i i --- i 'tri-e' Retail Corners t ,..1 dy - — -� :I. Frisco I { • 1 2`i:«'°':,3-Miles I I 1, 44- c g ,ae r ys .. �� a - " 1 t 1 �� 18 BW1S3T111 mtoit Rd `- ) I-- K • I • Tt�e Cotte -r f t .� kl,' -- t— •'arko (it .. ii 1 I tib Spnnq ree.}? -c6 { {,_ - k€tSd,1 1. - / r' ( Q3 �. I 1 I �,I_ 1 '•E • r` 1— Para 1 j •�' -'� `4tiSvvifie•_ f �! t H 'N_� i!' ` ' ! ..1"I Park B'vd v ¢ 1. ! } t 1 Mebron P ,— `�{Qn,„,,„wb , > -Q f i—.�r ti • i �,e`�'l'`;" -j 1 `-'^... .i!_.4-1531!2jp ,i''';' I i v- . !t1t a •�.� �'�:\ . (. ..-lrilk, • 4 . I — _,- , CampRic atis €z �,<CarrolltonCrrollton . 47, •`' aiI_' . '.ik elfer_S,,, .Rd I :a b = Gtns-EgY' - ^?t } _ • - 'B,., • '^ I. I I i*-*? ( BekdiT.Rd ( /4 1 } y. ae•0 , 1...',— ;. • �' S. , .VaflgyRd ( f I (( . � I mNrir 1 - -i l ( I ( _Bucki *--P----,. -- '' I:- ;Valley YewLn I �t '� ¢.• 1 iE ! I t !;�' , 3:t 1 { — .� I til _� f G9i �, y 1 1 I� — 1 * .,,.. t I ;�� --......I s- �J ,-;"� N®lerRd i I 1 . --% 'i 1 r:. I ,Royal Ln I� ..w_l -�_- r l i I �_ Walnut LnI : — —1 i � {_ I. ' -. i. .i' `� i 1 `; 1 1 I i i I—= —4t-�_ . ! I t - PROTOTYPICAL SITES AND THEIR TRADE AREAS PLAZA ONE OF JOSEY RANCH Josey Lane at Keller Springs (Carrollton) APPENDIX B PROTOTYPICAL SITES DEVELOPMENT PROGRAM PLAZA ONE OF JOSEY RANCH NEC JOSEY & KELLER SPRINGS Center Description Site and Trade Area S t b� . The Plaza One of Josey Center is located at the northeast comer Ole ?kP of Josey and Keller Springs in Carrollton. The center contains 1. approximately 112,000 square feet of retail space configured in a *• neighborhood center.The center is anchored by an Albertson P�noPki — 6vry _ N.Inasi@ grocery store and exhibits relatively high vacancy among the -,..,,,,,.5-3.,7- 'x . • _' &p newer retail tenants,particularly those located along Keller - ° . s , 1 raad _ Springs. Overall,the center is in good condition,although the - •4 i, ri. .r t. configuration of retail space is somewhat limiting. Adjacent uses a,, include neighborhood retail,office,civic and vacant land. - Garra4Ttto �? - Redevelopment Program Set ` - 7 a The Plaza One of Josey Center offers a physical retrofit and � � gVaarr Rd assemblage opportunity focusingon reor i ' retailspaces #", g PP ty ganizmg kt: --„, ,,. j and creating stronger linkages to surrounding neighborhoods. aseprawLa - The existing retail on the site could be re-oriented to front Josey, - i V R- A + with redevelopment targeting office/service users. New high- '`""t4- `"_ c>f end attached residential development on undeveloped portion of 1/4,,,,. R: to property would help to"density"area and create transition from neighborhood. Physical improvements would create the place. Market Opportunities Market Demand (share of trade area) Short-Term Short-Tenn Long-Tenn (1-5 years) (1-5 years) (5-10 years) Housing(units) Housing For-Sale Rental X ' (Townhomes/Condos) 300-350 Ownership(Attached) X Rental Apartments 200-250 Senior X Retail(SF) 15-20,000 Office(SF) 50-75,000 Retail Neighborhood-Serving X Destination/ X Entertainment Barriers to Investment Specialty/Themed X Office ➢ Orientation of space along north and east sides lack Class A X visibility Local Service/Boutique X > Significant amount of competition in area with Incubator Space X development happening north of tollway Other D Given quality of improvements,less obvious as Hotel X property eq g ro requiring assistance Public X Parking X J.D.WILSON&ASSOCIATES PLAZA ONE OF JOSEY RANCH 2 L ELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Josey Lane at Keller Springs(Carrollton) - ..,,,...tt•tt,=M4tA-='''.--1;P:!•1=ir•EITMESTglignilinrffigiV;r4.41ii!ilTil!i;63iii'ArililliliilliaNliiiir ---ILL.s..-1-1,-."....,•-..--....:-.......- :,.!1:-:i„.1.4-ii.:•-•„i,.:„..,-.1.4........--A•Avg...9.:,,-,•,r E.,,,.1.......,i,..„-„,,,...,.........,,....•:-...:::::...!.._ ••••,,,A,,.:.,,,,,,•.,..Ei.c,,,,,,,...,,,;,.;,:rakaipEct.,,,,E,....,!!•,,,,i.,,,,,F.••••••=7-1•„..ii,••••••••,:,...•••.,,,,,,,...•,1.I.E,,,:,,,,..G....rii.D.,,i, r''''140:''''1'.1"R•4114 •"•MiliEji'ilA.:14WrilL-Vikellt7V- •'-kEE'Vi'''''''' .4'1!;-;'1'.`ti•'.'rff:. 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PLAZA ONE OF JOSEY RANCH ,, Josey Lane at Keller Springs iiiimmilusionisiliiimmilimiimiliiiiimmignidsimiliiiiinalopiliViiiiiiiiiiiiiiiitiiiIiiiii1 arilinsimilis r. Key Issues 1; '1 1� gi ilii: :: ul Ail Plan Description r I Y r ,,._Yx:�:� ' 7.! �NIYIYYtl MI P91GI 4 Y: I.1 FI G!�!:n:apply:,, ,IN w�"A* dxk The 1&acre site is currently occupied by an Albertsons anchor with associated retail and office space on the Y1. north portion of the site. The south portion of the siteiiIiii!iigiliiiiiiiHiiiiiiiiipmEppyoliti �...:.::: .........' ' .. ....._.. ...!. has a Luby's restaurant, a branch bank with drive .................. •..::::"xu::::a:a_:xu:x:,::GNG!Y!FNi!iYGF�Giii!iigm?:'.:.T! wYA�gx,,tmpt!!!!,!!!,,!i!!!!liri!!!!!!:: .,r,y;.;�r!:i.!!?!!:��n ....I.e.!.... ..v!:.:�1'�Ni:iF!INF!:ii!i,iT5ii!!!!...........:..i.:!.......i!i!�pl'....a...:..::!.....!': ilii:, I.x...A...v._:1:::::u_!:::h:F:!:...v..A.Y..::!:::,......:,..:.:..:.:....pill....v..,.......:..igili...:...:......:.....:.. vacant ',::AY::::�m::!:m;.a:cc::::dad:::::::::Y::::v:L:v!::1::1:!:cl:�!dW.v:Ira::::!:1::::::�:::!::p::.:4F:::L!:�:N::d•::Lv:!d!::d::N,;;..a. through teller, and approximately 4.0 acres of aca t ::: ,..::.!:.:::..::.:!:::::.:::::..::::.....,,...,::::::.:I:::.,:.::::::�::,.,:.:::::!::::.:!:N:N:,:.:,.:::.!:a:N.!:.::::::.:::.:.,.:::..: 9PP Y 11,::1!!!:1 ll:! :,,,,,,..i i..1. .-. .d10,—, ,...,c:?:..::!':!M1:a!::: .....4 I y;,:,,.,� ,,I..... :.:.....I�r:!!��:.ii�::N4�:��::::,�::::::!�::�!:::::::::.:!:i�:::!!:::w:,:,:::gid:!:::SIF::!:�: ::!:!1:":la:;i ilii :. • ::::,!!:u!..,:,,,;,! :.:....ilii....... ...a:�l'�,i...::! ,:.:d:!,::II.I:" !,i;:lllli!1 �i:!iI!'isP�§::IF.'iY�i�!i!illi!Ii.a!!li�!!!!liiIii!!!!!!ii�i!F�::::�::::::,:!,.;!:!::F!.;;:::!:!::,;!A.:,; .!Ii:�!�!'is�i!:::!!I!aiii,.:,;.,„!!;r!::::�!i!ill::.!iNl:i::::�::::,y:A::::!�:::::�:a: : _::!�.:�:::!�::::::::�:��u!:�!�:u�:::�::�:!�:�,�!eA;;::!:�:.�.. I.....:.:....:.:,cY::..1:N:i N^i i:!::!:!.N,:,:,.1,!!i�:::::::,,.:i!:!v:!:::::::::.:::::...:::-„....,;..:..:....:.,:.:::::,.:.:..;...GI;::::N,;i!!I!i!!!!iiGlii!i Gx! s Park to the east. The !i:.Y:•:•:::!:::�:.:.::::.Ni•:::,!:.:1::::::::::..::!::::.:::.::I:::::::::III::::i::N!!•:�!:IalliiN!:i::::!isi:!:I!::!i:..!!i!::::::!.::::!:i:::::::::::!::::::: land that has views to Steenson !!!!!!! �.,::::::::,:,,:..::!:,:::.!:::.::::::,:::::::::1:::!:.!..:::: e:::::.:.:!:F:h.:.::::::!:..::::::...:::::.:..! I;;!,:,.,,1..:.:::..,:1 1.:.::::::Y:..:.::::!:.:N:::.::!:::::.::A...::1 Y:.1::::: ::.::::::::!!:::a:!G::::::1:NF.J!i!G,G!?I::!!GI!! i : .:!::I:,......:.:.:,:1.:::::::1.•!:!::::::!:::::: ,:.,:iii:.,:.,,.,,,::.. ,...i...;. ,,::I:!!:yal:iiG:G!�! !::!.:::.:!!:::1:...::!!:!:.•:�:.!:!::!:!::,::::::::!Ilii,I!�!!!!!!�!.,:::::.:.y!!!!!!!!!!!!!!!!!s1!Ia!;;,:::;....Ii:Iii:I!::!::!:::::::::Y::.:::::::I:::II center has a relatively high vacancy on its north and 0 'i, _;, pn ,; I k!1 �' A I fir.teal,&Irc'`A �� east edges, a strong grocery anchor, and it is well �” N ,4, maintained. 111 , a j la 1 1 I The plan proposes a mixed-use development. The i •vacant parcel on the east side of the center is u Y A' proposed for high-end attached residential. This higher EXISTING ALBERTSONS AND PARTIALLY VACANT SPACE density residential use would both take advantage of FACING JACKSON STREET the views afforded by the city park and support the retail. The plan also proposes that the service drive connecting Jackson Street and Keller Springs through the parking lot be upgraded to a city street to facilitate flow and circulation of traffic and to provide better exposure to the retail. The plan also recommends landscaping along Keller Springs be improved to enhance curb appeal and to screen parking lots from the street. Additionally, the plan proposes a reconfiguration of the "wing" of retail space east of the Albertsons to facilitate better parking distribution and attract a"stronger"user. J.D.WILSON&ASSOCIATES PLAZA ONE OF JOSEY RANCH 4 LELAND CONSULTING GROUP NEWMAN,JACKSON,Bre6ERSTEN Josey Lane at Keller Springs(Carrollton) APPENDIX B PROTOTYPICAL SITES IMPLEMENTATION PROGRAM PLAZA AT JOSEY RANCH NEC JOSEY & KELLER SPRINGS Implementation Central Strategy Site and Trade Area Physical Retrofit-Provide assistance to property owners for . - Pate Rd -5' design and development of an appropriate concept for retrofitting : .-a• ; existing buildings or site improvements. Within this strategy,the Paik Dvd LI ; PAZII% cities could also include dedication of capital dollars for necessary infrastructure improvements(access,drainage,streetscape ',,, ..V.,-f'.--7,572 w enhancements,etc)to improve the environment within which the -,swzi,-,:,-,4f.,:iz-.44 ' property is located. .- - t,,-; ;.'1...-.tiliblit4i5PS General Market/Financial Assistance-Provide general assistance-marketing,financial,professional-to property owners -I 73 for the improvement of their existing property. Efforts might 41 Lite rei '-''''':..7,‘':'1i!-:4-..,. '-',;117;7:—.4,'-''';:':''';,4,':- • ''' ' Ban LIP ad C ., .?,"--,.: include the attraction of tenants(s),reconfiguration of center space, "•;;..., ,iiv,..,.. „,,,--....,,.....„.,- ,,...-'-z. Spitg ft:S.:Rd streetscape improvements,utility upgrades,landscaping,,re- zoning,,acquisition of adjacent properties for assemblage,land 1 ''';'',.',,Z-;;;44-fle..T .. swaps,etc. A '''' ;";i' ''f " '.:i.'".- ' ,Ravall:n Financial Implications Implementation Action Items D Assist property owner(s)with assemblage of Estimated Project Value surrounding parcels to promote multi-use environment(housing)and encourage a more Total Office/Retall Rentable SF 20,000 significant development concept-assemble through Rent/SF(Triple Net) $16.00 acquisition and sale at discounted price, participation in negotiations,condemnation,etc. Gross Income • 5320,000 D Promote integration of mix of uses,particularly Occupancy 95% those that benefit from natural features on eastern portion of property-demonstrate(to property Effective Gross Income $304,000 owner)premium potential created by adjacency to Operating Costs 540,000 open space corridors D Ensure zoning permits non-commercial uses(amend Net Operating Income $264,000 if necessary)-provide market/financial support to Capitalization Rate 10% illustrate impacts D Provide predevelopment assistance-urban design Project Value-Office/Retail $2,640,000 planning(create a place),market feasibility analysis Townhomes/Condos(units) 300 (prove up market),etc.to illustrate recent shifts in the market and opportunities inherent in a modified Value Per Unit $225,000 program-provide assistance with targeting tenants Total Housing Value(Less Mktg Costs) $62,500,000 and tenanting strategy D Analyze transportation network surrounding Total Project Value $65,140,000 property-revise transportation plan to support commercial in area Development Cost Estimate > Promote and support creation of a"place or Property Purchase(Acquisition/Demolition) $1,500,000 destination-strong landscaping and design elements,integration of seating adjacent to retail, On-Site Improvements $550,000 signing and wayfaring,etc. Building Construction Costs 547,000,000 Program- Construction Contingency $4,700,000 D Formalize the through street into a"double-loaded" retail corridor Soft Costs(%of Hard Costs) $5,000,000 D Redevelop retail space adjacent to Albertson's to a Total Project Cost $61,750,000 single user space D Re-orient retail to provide better street exposure Total Project Value 565,140,000 > Continue re-tenanting back of center with Project MargireGap" $3,390,000 office/service users > Develop senior/retirement housing on adjacent parcel J.D.Wit.soN&ASSOCIATES PLAZA ONE OF JOSEY RANCH 5 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Josey Lane at Keller Springs Carrollton( ) APPENDIX B PROTOTYPICAL SITES FURNEAUX CREEK Old Denton Road at PGBT (Carrollton) APPENDIX B PROTOTYPICAL SITES • DEVELOPMENT PROGRAM FURNEAUX CREEK NWC OLD MENTON & PGBT Center Description Site and Trade Area Furneaux Creek is located at the northwest corner of Old , Denton Road and President George Bush Turnpike(PBGI) o LevnsuWe "- , in Carrollton. The center contains approximately 295,000 ,a.- ,, square feet of retail space,oriented inward and configured ; , '-00' 'A. in a neighborhood center,with pad sites at the corner.The I r center exhibits high vacancy(40%+),including an anchor o # ` space and recently vacated movie theater complex. _ � Adjacent uses include the interstate,big box retail, ,W .4 t ' a at multifamily residential and vacant land. - z' arrpiltant'' 1 A iµ Rd Redevelopment Program :::.k. • l^v BM li.�e Ads, Furneaux Creek offers a redevelopment opportunity for business park uses with support retail/restaurant/service i space,some of which could be accommodated in existing „va94 Wtwln. space. Since area retail momentum has already been established on the opposite corner of the interchange and . .,>v„_ '`. there is an oversupply of commercially zoned land,a f M complementary use is recommended for redevelopment. New office/business park development would capitalize on the regional access provided by the Turnpike. Restaurants could take advantage of limited"wet"status. Market Opportunities Market Demand (share of trade area) Short-Term Long-Term Short-Term (1-5 years) (5-10 years) (1—5 years) Housing Housing(units) Rental X For-Sale 350-3400 /C (fownhomesondos) Ownership(Attached) X Rental Apartments 150-200 Senior X Retail(SF) 25—30,000 Retail Office(SF) 200—250,000 Neighborhood-Serving X Destination/ X Entertainment Barriers to Investment Specialty/Themed X Office > Limited visibility due to its lower elevation Class A X > Limited access from Old Denton Road > Recent highway improvements have limited access to Local Service/Boutique X site Incubator Space X > One controlled access point from north bound Old Denton Road Other > Big box competition on west side of interstate; Hotel X regional mall development at alternative interchange Public X > Limited physical enhancements in area Parking X J.D.VVIsoN&ASSOCIATES FURNEAUX CREEK 7 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Old Denton Road at PGBT(Carrollton) --, _,...„,...._. , - .... „..15ttillisieisiRvciturl •,-,-----7;--F*-11"maigautemlivil . .,,,,tairattamittaretittkIN „,...„0.77:0w514:4; iiiiiiiiilliiiilillilli011.11111111 .......„...,E1 , , ipw-oatikersistashirowttmatignakiligimmembil -----u...tierwkwe:;: -.2.:9:i.---Yii*Nt•--,Vilyatilitittallititatigtingtumilogitgammomi _.,,. .k:-:likalgittilL,a1,11NWIRINBillitittitlatIMIliallitilliNaleg 77-,---- .***7007-55-1,1191,01141.7.:::-.44:40.:10 tbitoktaktmettualitift1511iintgliiiiiiii.A,„,,,p,t„14„14.„,. er-„.,,lt.---:‘:{4.'i.A-lititsg.L.-Siy.:14,T:51Eqi!i- tivigives*li:ok:.,iv.mliurmosisvapkvainipighmtritismatarzumminitttuatittali . „4:Kiiiiitn:47;*004-fatitNii77:::0.4.,,A2!1:'7 I.:•!.-1::.i,,a7.1 - risfitth.IL!NNIRVIVNITarkitelnktatittitinitta411114 ....,_.,ET7171111011101:;011PWRietilllitteRTr17;111 - Ii60911.1IFIANPIIIMIP414;10M11411041Pgliktlill161001g •.......---"rz,4%,,T•7414.7.--: ••4.4,.. ..,,,15:A•...--,,.pet........-i,:,,K,E,m;--",. ,-..-...,• ._ •••••••,,,.. ,,_ ,-i. .0134 ., livalit,.-.....41K,h.v.*-4t,T,N!„.gmiikibtittitil,,,:attgaeRimmitHitir ...„„„ -----1-11--.'L,'...AT:sti-11,,,-_.••-,41,11--7,.- tt.).,,..,1, ttwi!ii:RRE,,, -,7T.-4,"+",•:..::.,.-Qiiiro,.1....loithiptri HakintEttureititztotgatititeEttatplillittaf,,:..t.: li..- ....t„t•tollitatit1L.Tsitttop_.:;,...ft,dtmk..,..vz..4,,,•%,;".ii:i.,,Ltagi,,,.".:,•!.!!!i!:::it-...1-1 littm.-.,. ,--....0-2,i'-:4----e--Lis:. 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WAK...MWN ... , APPENDIX B PROTOTYPICAL SITES FURNEAUX CREEK Old Denton Road at President George Bush Turnpike(PGBT)) The current layout of this 15-acre retail center orients most or the development inward. Visibility into the site is limited because it is located at a lower elevation than the intersection of Old Denton Road and the President George Bush Turnpike-Highway 190 (PGBT). The recently constructed PGBT Turnpike is depressed along the section where it passes under Old Denton Road preventing views into the site. Access is limited from Old Denton Road,with only one(uncontrolled) access point from north-bound Old Denton Road. Two concepts were developed for this site; both proposals are for a mixed-use redevelopment. Concept A leaves 24 Hour Fitness, Mervyn's and a small segment of retail space just south of Mervyn's. The free-standing restaurants remain and up to 5 more restaurant sites are added. The northwest quadrant of the site (comprising some 4 acres) is designated multi-family residential to compliment existing multi- family to the north and west of Carter and MacArthur and to provide an immediate source of pedestrians. Concept B takes into consideration that development of"big box" retail to the east of Old Denton Road provides adequate retail for the area, and that Fumeaux Creek's the lack of visibility inhibits its use for retail. This concept plan proposes that the southem portion of the site along PGBT be designated as office and the northern portion being dedicated to fitness and entertainment. 24 Hour Fitness and the new dinner theater would remain, restaurant sites and other complementary uses would be located between the office uses and existing fitness center, Mervyn's could relocate to the big box retail area east of Old Denton Road. Both plans recommend that a traffic signal be located on Old Denton Road at the mid-block entrance to the site and the retail to the east. The plans also address the need for a strong project identity to be established at the comer of PGBT and Old Denton Road. This identity could take the form of an architectural element or an attractive sign. This element should be themed to correspond with the development scheme. Landscape improvements should be considered regardless of the redevelopment scheme to enhance the curb appeal of the project. J.D.WILSON&ASSOCIATES FURNEAUX CREEK 10 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Old Denton Road at PGBT(Carrollton) APPENDIX B PROTOTYPICAL SITES IMPLEMENTATION PROGRAM FURNEAUX CREEK NWC OLD DENTON & PGBT Implementation Central Strategy Site and Trade Area Build-Out-Provide predevelopment assistance to , property owners in the form of market opportunities • ..-.Z - analysis,site planning and/or design for construction of ' 1 t ws>nAe an appropriate use concept for the unused or underused • ;x= � A. portion of their property. : E :'- �`. Q s: R - ?mer- - Policy Framework-establish a policy framework and ▪ z development standards that address some of the barriers , '; Irranc to reinvestment,and provide focus for fiscal stimulation of ,� r 7-' �I n1t1 ` R reinvestment These should refine the city's current �11 t nix „vision",policies and programs. • I9..lti Sa'vgs Ra Program ogram- , COPpeQ *2114 t F. �Y�e J r > Redevelop as office/business park with supporting • '. i4 commercial usesg > Create mini restaurant park for interchange area y,ter1fey i n z businesses and residents _ > Develop 100K to 150K new office space 1: 0 4 > Develop townhomes on adjacent parcels ,,,,, . I 1.. _ a Financial Implications Implementation Action Items > Establish an enterprise zone in vicinity of the property in Mechanisms: order to promote business center concept > Explore the use of highway funding for analysis and design > Planning dollars for staff and/or consultant time related to of development improvements and transit supportive uses predevelopment services,property assemblage, within and around interchange > Relocation dollars > Assist property owner(s)with assemblage of surrounding D Enterprise tax benefits(non-local impact) parcels to promote stronger connections between uses and D Transportation dollars to encourage a mix of uses encourage a more significant development concept- D Dedication of CEP for targeted investment-landscaping assemble through acquisition and sale at discounted price, pedestrian connections,rerouting of streets participate in negotiations,condemnation,etc > Provide regulatory tools that facilitate parceling and land D Low-interest dollars(EDA,CDBG) assembly e.g.minimize curb cuts,establish minimum parcel D Increase in property taxes size,vacate and/or reroute streets and alleys,etc. > Work(economic development department/chamber) Implications: with/assist Mervyns with relocation to another location elsewhere in the city > Increase in sales tax revenue > Research application of EDA,HUD and other federal grant > Increase in property tax revenue-commercial and residential funds-public and private-as revenue source for > Stronger land use balance in area improvements-for predevelopment and development > Effective leverage of public dollars assistance (Note: EDA provides grants and matching funds for Location promotes eligibility for transit dollars soft planning and hard construction dollars to communities promoting growth management and revitalization) D Assign priority to area in allocation of capital improvement funds necessary to promote business center concept and participate infinancing infrastructure improvements J.D.WILSON&ASSOCIATES FURNEAUX CREEK 11 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Old Denton Road at PGBT(Carrollton) APPENDIX B PROTOTYPICAL SITES BUCKINGHAM SQUARE Plano Road at Buckingham (Richardson) APPENDIX B PROTOTYPICAL SITES DEVELOPMENT PROGRAM BUCKINGHAM SQUARE NEC PLANO & BUCKINGHAM Center Description Site and Trade Area 1 YafK ctvd fd .Y The Buckingham Square center is located at the northeast :ocnaa ip r 14thSI • e corner of Plano and Buckingham in Richardson. The � y center contains approximately 73,000 square feet of retail 9a Rd. . Remorid. _-.s-•- space configured in a traditional neighborhood center, with pad sites at the corner.Despite the new investment by FWc aralson'� Wal-Mart Neighborhood Market and Eckerd Drug, Catt the -- e original center is in poor physical condition. Adjacent uses P a tzar,stv'' •• include discount neighborhood retail and single family 564-'74:241310 , Rd residential. Belt6ne_ Spin Vali r Rd Redevelopment Program ' , .9txngfisnRd The Buckingham Square center offers a market"re orientation"opportunity(with new development on pads) o �3g �a Y' focusing on better serving the changing demographics of f' the surrounding neighborhood. The program should build on the momentum created by recent new investment Physical improvements proposed include restriping the parking lot,facade improvements,enhanced landscaping and signage and subdivision of anchor space to smaller units. Market Opportunities Market Demand (share of trade area) Short-Term Short-Term Long-Term (1—5 years) (1-5 years) (5-10 years) Housing(units) Housing For-Sale (Townhomes/Condos) 225-250 Rental X Rental Apartments 125-150 Ownership(Attached) X Retail(SF) 10—15,000 Senior X Office(SF) 50—75,000 Retail Neighborhood-Serving X Destination/ Barriers to Investment Entertainment Specialty/Themed X ➢ Area in vicinity of site is over-retailed Office ➢ Retail on two of other three corners proximate to site feature primarily discount tenants Class A X ➢ Traffic lights and speeds in front of center need Local Service/Boutique X adjustment to facilitate access Incubator Space X ➢ Existing facade on center aged relative to new improvements Other Hotel X Public X Parking X J.D.WILSON&ASSOCIATES BUCKINGHAM SQUARE 13 LELAND CONSULTING GROUP NEwMAN,JACKSON,BIEBERSTEIN Plano Road at Buckingham(Richardson) . . ,!.. .,... iy,Eiiiiii:iFiiFiii'EiZ4;414106iii• ___. ...„,,,,1:;;;;;;;;ii;iiiiiii5i.1624,11itioRkAgsr5q i • .....,,,,,_,,,..,„..i,-i;i5iiiiiii:Airkaii44.111,010.4.",7.`!t: :::?;......•1110111.11115:4':::._,,,,41' ,,,..g;k4Fgi!"----iiii..NIt'-'-.•-• -• ••-V•..20-•:.. u•'... ;.,i1.1101.41141,,...4.4-512;.. „,,,„...,•:••••,,Egitaiii:1!iiMigh4.4Wow--[:-;---..•.::-:O. !'-: • F.:•'-';-;-• .u::.7i. . imIllt.E.-%Samillbal- ..., ."---'.-.,'1., I,• . • ..li• • ..,•,.-:-;:..., :•.* 2:,•.,:....':•-''.rDingrEE41.4 gliEPANIngli rritigirainitke;417:'„...77.7i.:i:;::iii.:,1•Pl''57'.',...1::'.:1..;;:::,!,::'..A •... ..: . -i.'!-'.1;!,..':,..-...,..;:.::ii.-:,.:-'-'';[;;E:fitha-igiiHrt:C• ,:•,!..04,70.. .4Malrfif7.7P;ENTgaigiWIKErriT,',---1;'.'iME i:•-::".i.:,:•.!.:::ii: IL .:* '!;::-"IT' .:-: .1. . . .1. . •i-,i;:1-.-'7'.::.:••••:.:.1„•-i::-: .1.::.filltilfarialigi:E'.;1,P1.1! , •,-.: milnliilifkkLxiiiiiittt)-i":99: .:ti.:::iii:1:':;:.;.i..ji-.:'11-j.'::-•',-.;•' :•:.:i:-;:-:.-i--‘ ::-.--1-:''' -;:'..I..::.•• • -1.",-•-..,,-.-!',.,t,i e:•'•.:::,:::::••AD!i;illi;:li!,:!::.:,laitL_RIEBEzig.t.,::Ail, -. uctil4itawisto-4-,T 7:•.•:.!:•,.!:,i:i;.:•::,!..-::,.!;!::::::-::.:-.3:::.:. - ...,,i•!,-...1.:..?•:::Elii -::... ..,•! :....„...:i:.•:.:..4 . . ..::.....*-.:.:::!:,!;;i!;!'il:!'..11;IVI!'!il:7---..?.-.,:. • Iltimgli.41PPiu:',#'7''''.! .. in :f•"...!..",11!..,:'...P:!::::'''.."-, .-::::ii-; •!;•1••:.•:::;1,7:'..•.:•••,'F'..:*.*:.'::iti* titSta.t.rir...,:+7.4..•::!'::.,:-,.•;;,-..:. .:.. •.•:.-:.:......;::.!:::.'r..-.-:-:::.:.:••Ni•: ..,4.*Ktitnitillittg6pitif,,, i 1. . . .:!..'-'.i'.---6..7:::: :.:'..'.:.:;•“•ar.:::,:,:.;::::....;‘:I 4.-.;:': '. .::.:!...i::i.i:-,i1:!;:::];1!,!!!!.1.1:,:.!:::;.;:.•.:.. 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't\ti • M I , r64 ..fm ,., . . ,._P_EDESTR_I A N_At.c_fTL 21 :I'A_IL PARKING : I ) _,-,--,---- ,, . 4iiii4118 ........,_ -j-'21-•;;-11- 7.-----=---=-7:-I-----,''-','--'1:- -7--:'--;-L'-'--------,,--- -,•A',--4=:'--2--1------Ti--'-Y-9,-- --1F-F21-7-',1--7-----',-"-;----. • APPENDIX B PROTOTYPICAL SITES BUCKINGHAM SQUARE Plano Road at Buckingham Road lu °� g '' MAI F� GpN I!��Ijl is lbs !. Ilii �" 6�I '4,4 ' �Jry 1 ��rp it �,�' Ii o-�� i�,�� i 4 rEa �A„!��IIO� .�,,�! rsi � �„ �� 1 „t vu ,o'MIFF r�� , .� p ' ,iii 1I i^.0 l�� i N� , lie II S” -4;14-4,10p ,'.-1,;47' ri P "po f ,[e I1IG I ,ui ".� il'F„,$'$ '. ' a ! i� . �. !�I III �!!L�!�`y(�I' yy i Ip�� I w,F 7,tl Fr li i„1�� :brr 0 1!�I��47„J 1 p - IAr.,"fir 11!�I YPJty r'r 1.;.4+41.g. j,II„I i�” y I 11 „ ti �Gq I I ,� I(' laa "xn !' „1 ILI 1 4 I I SII 11'!��I N 1 hN I N t 1! This 14-acre site is in southeast � I 4�" H �. � " 1 1 ! ��, � m 1 � I 0. l L P„�„5 ::na �I1ih 1x19! FI '! 1� aIM! 1�1�4J�7J '�il:� al ! � • I.!i!!!a,6i:111 1111: 'W! 19Y,,4 1111 i HIL IRI II:�� , I�Nu,,j 1.!;"„„?d:.y§�"�� :1„p,?�! �1 �,y .,�ij N W 1�!.1!.'k „I'IG,!!�11!�dlll?'Im:h„"Y!�I!,1111i�il;;,kkir II:!I�:;�:mii.:.TI:!;ourw o ".r�IAi'+ X,1�! 'uF..n 1!Ilaall:"'d I!'!'�1�!�Am i 1�q,, NI I� 1�' I,WYE W+1 I I I„1 �1 nI?'!11!:p:�q!15!!.!4iW'illx! '!�� 'ilii.. a!1 �,�I h: Richardson near the Garland- u 11IIN e:::,,lL:,.No 11!,,:.,:;!;;,„t!:.d:::::!111:!,;!„;.oto I:,::,A:::,00:„a!,,::!.,;!:;10110:,11Iii ;�!.,:A . liiIR:,,1!. Iw nl„�„� 'i”Ir21215'"��x"'1!',� 1'f 111+'e 11''�I�n�N'!!n yll 1,� I ��,laHw,"k!'. Richardson city limits. It is an �„ '1 l gym,. 1`,,„,�N�c l underutilized strip center with high - '" m its vacancy. It has a vacant undersized ' F ,, ,� , ��5 ��' anchor store; the site has been split into '; � "�'� „ „ , y �,, a„ 1 'V, r", ��y_' p W;ii Ill q db4J,A g L:!" 1, "ydadA �I'li:�.ai A IIP 1,I , IL bAF �'9M�-d Ii��,1,1§u,!b�::...w,!:!!1::"„, a.,,,.1�:1��!:„�il:l!1,1"INIy��.:� :!u!C:e;L:.:.:..::::::�::�!::::::;:.,„::�i:.:�.::!:!:.:::�:::l::::::::.,:.;,;;..:!::::�";...:...n:�::�!.:::.1::a1'�+u!.:�several se crate ownershi s and there I t1Ai 1aI,!I 1„yii�u„.'1��1 u Ay ! '� 1 ; „” IP P , ,�„l�„p�l� w l!11'„I�iW A! is single family adjacency on two sides. a ' Ai 1 1 ' ' , 1„ Na 1! ! h. imi A '1 , ;!;!?I,1_!,s"�,u.. g � ...„12 whuuh --,gala..!..!...a!'�A .._I. �1.�!...... i However, a new Wal-Mart Neighborhood w Market food store and an Eckerd's Drug EXISTING CENTER WITH VACANT ANCHOR Store have been constructed recently on the site. The new construction emphasizes the lack of maintenance in the center and the need to upgrade the older portion of the project. The old portion, comprising 8 acres, is painted beige, which is in stark contrast to the architectural elements and bright colors used on the Wal-Mart Neighborhood Market. The conceptual plan for this site calls for architectural enhancements and a face-rift for the facade of the older buildings. Based on demographics, a themed center could attract a more diverse group of tenants which might serve the ethnically diverse area better. The plan proposes that parking lots be restriped from 60 degree parking spaces to 90 degree spaces for greater efficiency. It also recommends additional landscaping along Buckingham and Plano Roads, and landscaping in the parking lot and along the old center. The largest tenant space (the old anchor) could be developed into a market, junior-sized anchor (such as an office supply store) or restaurants with outdoor seating/eating in an open central court. The two primary entry points should be emphasized with architectural signs and landscaping. J.D.WILSON&ASSOCIATES BUCKINGHAM SQUARE 16 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSIEIN Plano Road at Buckingham(Richardson) APPENDLX B PROTO1YPICAL SITES IMPLEMENTATION PROGRAM BUCKINGHAM SQUARE NEC PLANO & BUCKINGHAM Implementation Central Strategy Site and Trade Area Physical Retrofit-Provide assistance to property owners i_ !SP':01.9 L' , for design and development of an appropriate concept for younar,Nditst:11Kwy leth RI .5 c..\..1...: retrofitting existing buildings or site improvements. •T": .144., Within this strategy,the city could also include dedication ,..90 .- ' ; _4 of capital dollars for necessary infrastructureRenwRfli .. 2__ improvements(access,drainage,streetscape ii • f , i • - enhancements,etc.)to improve the environment within - i_.. ••''••••t.'..t.f f.!0*,._prOson 4' • which the property is located. 2 i •,: 1---,,,, ,''Cpilia i''. 5\''''- • .e", 3 - - ' ,7?`",-- General Market/Financial Assistance-Provide general 1e4 1 7t ,ts-,s,i:-f-,-.T. ':, -,-,,. assistance-marketing,finandal,professional-to - il!,..•e•-•-••.:.-•_:•-1,;:•*-:= •-••:,-•54,'-1:•••":::•-v- property owners for the improvement of their existing ;- . ..• ,-,....1.•_-•-•5,;,--,,T ca!,-. ..- •••:-.>,..,‘ -••:-.4 • . . : . ,, ,;•,,,...,,••.:`,.•••.,•-•,•--,-,.-• •,..,3,,,iiitua,Rd : property. Efforts might include the attraction of tenants, ! -,t1 .-41'±-2:-.::--;•'-•-'.•:,'-•'-'KM'':'..k-f-T.A i reconfiguration of center space,streetscape improvements, IA i ! -1:-ielK:614:11. : 2114alfljii? utility upgrades,landscaping,re-zoning,acquisition of ...-.4 . A.-.,441,14-i4,,i,st-,-.6,,,--„. - a . ir',4z .e3:*.:ur.i.4,,,,--rr-'7-7-: • - J adjacent properties for assemblage,land swaps,etc. , ..4.1 .,.‹,4N,•:„!,',...te„, Sub-Area Plan-Prepare a sub-area plan for the larger :• influence area surrounding the subject property. The Ln planning effort should involve broad stakeholder participation and address the potential for various improvement district mechanisms to enhance the physical condition of the area,future land uses,design standards for select uses,future infrastructure improvements,etc. Financial Implications Implementation Action Items Mechanisms: D Assist with securing low-interest financing administered through city offices or"advocacy entities"such as a D Low-interest dollars(EDA CDBG) development authority,special district,or development D Urban Renewal-Tax Increment Financing(ITF) corporation D Assist with securing low-interest and creative financing > Sales tax rebate program mechanisms-public and private-sales tax sharing(rebate) > Facade grant as revenue source for improvements;shared infrastructure > Dedication of CIF for targeted infrastructure investment costs;facade grants;gap financing for future restaurant pad; D Planning dollars for staff and/or consultant time related to waived or delayed permit and development fees;etc. predevelopment services,preparation of sub-area plan,code D Provide predevelopment assistance-urban design planning revisions (create a place),market feasibility analysis(prove up ) Utility franchise fees for infrastructure upgrades market),etc.to illustrate recent shifts in the market and D Public dollais for acquisition of adjacent property opportunities inherent in a modified program D Work with land owner and adjacent stakeholders to develop Implications: a sub-area plan(identify boundaries)which addresses balance of uses,compatibility between uses and D Increase in sales tax revenue(from current status as partially connections,sustainable landscaping,supportive signage, occupied) transportation impacts,etc. D Increase in property tax revenue-commercial and residential D Adopt different standards for landscaping in commercial D Effective leverage of public dollars corridors and around specific pulse points-or locations which draw activity-walkable settings,mixed-use areas, gathering places,activity centers Program- D Physical improvements to create identity and link old and new portions D Aggressive re-tenanting of anchor space(health dub, theater,etc.) ' D Build on momentum from recent investment(Wal-Mart, Eckerd) J.D.WILSON&ASSOCIATES BUCKINGHAM SQUARE 17 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Plano Road at Buckingham(Richardson) APPENDIX B PROTOTYPICAL SITES CAMELOT CENTER Hampshire at Arapaho (Richardson) APPENDIX B PROTOTYPICAL SITES DEVELOPMENT PROGRAM CAMELOT CENTER NEC ARAPAHO & HAMPSHIRE Center Description Site and Trade Area The Camelot Center is located at the northeast comer of o s I < <' mA Parkgni Arapaho and Hampshire in Richardson. The center - Nxman Wt>i .PkwY. afh sl.._. c contains approximately 79,000 square feet of retail space Pfanc Ph'Y i , . €yo-. configured in a pre-1970's neighborhood center.The center y , m ` exhibits high vacancy,has no anchor space and is in poor -- -,..0i,-----_--.:..,,,-,„, Ren erAtil a: 7 physical condition. Adjacent uses include neighborhood �r 2 �, � �t � convenience retail,office conversions and senior housing. tin ya .il fa1[ISOs t \� Redevelopment Program t ,ii * . { The Camelot Center offers a combined redevelopment and a i 8 1 n' u,.,,,;,1714. s£I market"re-orientation"opportunity focusing on better syvtristd _ serving the changing demographics of the surrounding P'''''',470.''';,,,',-1,---24.i.11'''' Butlangham Rd neighborhood(increase in seniors). The existing retail on 4~' , 4>« '» i''''' 'Y E the site could be re-oriented to serve a senior population, WaNut S! with new development targeting mediral office users. \A Z' ' FaiestLn ': "Re-tenanting"would better support neighborhood o! demographics in the long-term,while office development 1. s W Rd' would provide support for existing and new retail and ' better capitali7p on the site's proximity to US 75. Market Opportunities Market Demand (share of trade area) Short-Term Short-Term Long-Term (1—5 years) (1-5 years) (5-10 years) Housing(units) Housing For-Sale 275-300 Rental X (Townhomes/Condos) Ownership(Attached) X Rental Apartments 125-150 Senior X Retail(SF) 10-15,000 Retail Office(SF) 75—100,000 Neighborhood-Serving X Destination/ X Entertainment Barriers to Investment Specialty/Themed X Office > Limited visibility resulting from"S"shaped road Class A X > Supply of retail in area-over-retailed,under-stored Local Service/Boutique X > Design and character of improvements on-site Existing disconnect between commercial and Medical Office X residential areas Other > Non-pedestrian environment surrounding property Hotel X Public X Parking X J.D.WILSON&ASSOCIATES CAMELOT CENTER 19 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Hampshire at Arapaho(Richardson) •••NF.,,,ti,g2:43,41:tralbi ,,.,..,„,,,...ullii,„.-!!!!!!!!fl:11111MIALITal!ilik!!!!!:„iiiiillii!iii!!!iitiNlipiEfultwklmrtiliii!iamayMPLi* •1••. .---- ...,,,..„.,..„.-.;!•!!! 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E.qpnEre,„,,xsizziaelamitinniniliiiiizia :keiii.vii ,,„.... . Siejgg-2111*.•-V71. 4-1142•118.01.111[41MIVERgaitaliglikillillii!iiiailtbEIMILITilliiiiiigOlnliti:4ii!!:.kil7;:iiii!.ii;i:gaiNallillialiilg,24'"'"'"'"'-'--.' .• 7 t-0,1701• ;1114:1,11,10111RECOROWN1114::;;;O:iii:litY;!!;Z:16.!•2. ialaiblit-;,%•;•;;":6 ';;;';••- -;---;!*-ftilVijt!;;RIARtinffilillftti!!;:!!!', =,: rit&W;,;A-- • it1141.14-01;e114,:r4R7tRaglitlEMERIE " E V•,::1;;falitailikakAggi&A-4--no.- L., - - _ --_,-,_--7.--__-_--,-,.- 1-;_•;"--z;-_•:-.1:Z1,;-':•-;-_ -•,-17,-;-f---_,--=-------'-,-,W,-77-6; q;-;-_-.-----z-fi;--n.;,-7,6--;;;;_ -:-:,- ;11-c'-;;-;--.'_;-;----_;--;--;I-,I-----;--------- --- .:... • .. ., .. .,. .......-. .. . .. - .....,-......_ . ... ........ _... APPENDIX B PROTOTYPICAL SITES CAMELOT CENTER Hampshire at Arapaho Road This 7.5-acre center is known as Camelot Shopping Center. It is in an older section of Richardson where ,•611„,,44,1101411$i i, �, many of the homes were built in the 1950's. It has noa ��' 'h :' anchor space, and contains marginally economic ", xl tenants. The Tudor-style center is in poor condition, { A 4j l ; " ; 4 and its layout makes tenant spaces very difficult to i......n , d ..._Nc 4 :.. , .... J kw � "�klx � IJ ' u I w I 1 f yA o dsee from the large Y ° curve in this section Of a l nIp " ti_ ;x w:.: ; , „w, o ,hpimtdLW Arapaho Road. The architectural style of the buildings is outdated and the project is showing its a M , age. The concept plan removes all the buildings and starts fresh with new uses that are more compatible with the o L�II�A,� wu,ly:r xu u,�aia,Ix �aYIYW�M:u�I evolution of the surrounding neighborhood, since ;” JI M �III °"° '""x' I , . I I" � ," YI r:III I'Ix Ih I l isfr mi I.....I �§ there is more than adequate retail space in the area. INI I I I Iryy,w.Sr'',',II,AI Nw�,ryIAIIIy'u x"LM" np IH"I�x aI I uAll uI xdIo�AA,I:AJ�NIL ry�LlIp ..�x' Il Nwy i The plan proposes that the site be redeveloped iI " a b' x •, a " I professional office that would serve the growing I1 x I wuuIxiI I11u ' '•�D�h ,li;dy'IxyrinnAmlxliiTi�in.!tpl+uP��w ilpltwdlps_" 17"u.:.l.�..! population of retired and assisted-living residents in •, �uµ• ••,p,,..•••.lr..N?ex • mi EXISTING CENTER LS LARGELY VACANT the general vicinity. The Richardson Senior Center is less than a mile west on Arapaho and there are several senior housing projects located within walking distance of the study site. The Public Library and a YMCA are located a short distance to the.east near the Custer-Arapaho intersection, and a city recreation center is located a few blocks west on Arapaho. An alternative use for the front half of the site facing Arapaho Road is a cafeteria style restaurant. While there are several fast food restaurants and smaller°mom and pop°restaurants in the area,there is not a reasonably priced "sit down° restaurant serving food all day. The remainder of the site could be developed as professional office. Both alternatives should provide well-designed garden and plaza space for the comfort of visitors to the site. In combination with street trees along Rockingham Lane and Hampshire, this could provide a community focus and provide seniors with an attractive and protected area to walk. J.D.WILSON&ASSOCIATES CAMELOT CENTER 21 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Hampshire at Arapaho(Richardson) APPENDIX B PROTOTYPICAL SITES IMPLEMENTATION PROGRAM CAMELOT CENTER NEC ARAPAHO & HAMPSHIRE Implementation Central Strategy Site and Trade Area Mixed-Use-Retrofit existingimprovements to a mixed-use L '� 5 ' a y P �. environment by adding uses other than retail including office, - (ivd._ " ! 1 - ! m housing,lodging,public spaces and/or others. This scenario might p lta�nan4Nt a 9PI " lel ; cc r require demolition and/or construction of buildings,either ^ f" k Pi�Y 1 " " m adjacent to existing improvements(horizontal)or as a vertical _ " ,..,r- • - addition. Either circumstance will most likely require a change in •7.11,,,,-2:: "t; r the zoning designation and adjustment in parking ratios. J�_ r ; Build-Out-Provide predevelopment assistance to property '13 a =, III" s°� tolaYd: • �1 owners in the form of market opportunities analysis,site planning g 4144' ?� ' , r , and/or design for construction of an appropriate use concept for a tl Bit a ,-, 1 the unused or underused portion of their property. _�, , f„„ _ SpnPp i R3 e � s Program- 4 ..e----074-4,. ...!„5,,,, ! � 4- &.righazn Rd > Redevelop center to create mixed-use environment oriented to rt-4 " 3 concentrated senior population Watn it Si > Introduce new office space(medical/supply) {. '. f �e �s,. Fue51 In , .•- > New support retail/service/restaurant > Expand planning/concepts beyond site-potential adjacent - - ` • t redevelopment parcels Financial Implications Implementation Action Items Estimated Protect Value > Provide predevelopment assistance-urban design Total Office/Retail Rentable SF 75,000 planning(create a place),market feasibility analysis Rent/SF(Triple Net) $16 00 (prove up market),etc to illustrate recent shifts in the market and opportunities inherent in a modified Gross Income $1,350,000 program > Work with property owner to rezone property to Occupancy 95 h mixed-use or PUD to allow for uses other than Effective Gross Income $1,262,500 commercial-provide market,financial support to illustrate impacts Operating Costs $150,000 > Assist with identification of equity partners(e.g., Net Operating Income $1,132,500 mediral and senior service related) > Assist with securing low-interest and creative Capitalization Rate 10% financing mechanisms— sales tax sharing(rebate) Project Value-Office/Retail $11,325,000 as revenue source for improvements;shared infrastructure costs;gap financing for residential Townhomes/Condos(units) 275 uses;waived or delayed permit and development Value Per Unit • $200,000 fees;etc. > Institute neighborhood outreach and education Total Housing Value(Less Mktg Costs) $49,500,000 program to explain the benefits of a multi-use Total Project Value $60,825,000 redevelopment program and enhanced pedestrian connections between commercial and residential Development Cost Estimate uses Property Purchase(Acquisition/Demolition) $6,000,000 D Work with property owner to develop plan which encourages stronger connections to park space and On-Site Improvements $1,800,000 surrounding neighborhoods-participate in Building Construction Costs $41,000,000 financing these improvements > Work with land owner and adjacent stakeholders to Construction Contingency $4,100,000 develop an area plan(identify boundaries)which Soft Costs(%of Hard Costs) $7,000,000 addresses balance of uses,compatibility between uses and connections,standards,etc Total Project Cost $59,900,000 Total Project Value $60,825,000 Project MarginrGap" $925,000 J.D.WILSON&ASSOCIATES CAMELOT CENTER 22 LEUM CONSULTNG GROUP NEWMAN,JACKSON,BIEBERST IN Hampshire at Arapaho(Richardson) • APPENDIX B PROTOTYPICAL SITES LEGACY / CUSTER Legacy at Custer (Plano) APPENDIX B PROTOTYPICAL SITES DEVELOPMENT PROGRAM NEC LEGACY & CUSTER Center Description Site and Trade Area i ._ FM 720 f The site is located at the northeast corner of Legacy and . Custer in Plano. It contains approximately 8,100 square Frisco 1 x,2 feet of retail space configured in pad sites at the corner of ," the intersection. The remainder of the center site is vacant R a rox.20 acres The center's existingretail space is well 3 ;,/11' ( PP ) maintained and in good condition. Adjacent uses include a "" " , a y ` institutional,housing and vacant property. es ' E � r 0 ; Development Program q'"� t -.- The site at Legacy and Custer offers a new development j i p r r .' � , PatKerRC Sparv:,.,,,,,,-,-,,,b.,„,,..„...415„..,„:„u5 4-4, opportunity for a mixed-use"village center"with housing „ and service uses including office and daycare space.A Papy Rd �, e-; s- .a-*� , ' potential partnership with the owner of the parking lot onr m = the southeast corner of this intersection could provide ' Part,Pcl v ___ -- ,. !_ more area for development(if needed). The mixed-use 1 71 �P Cthsi i e village center has the potential to create a destination for _ "i►1 ,,.:II 1014 PiT the well-established,high-income surrounding : ^ .--=. R,,,i,alkd ! ~b neighborhood. Market Opportunities Market Demand (share of trade area) Short-Term Short-Term Long-Term (1—5 years) (1-5 years) (5-10 years) Housing(units) Housing For-Sale 500-750 Rental X (Townhomes/Condos) Ownership(Attached) X Rental Apartments 250-500 Senior X Retail(SF) 50—75,000 Retail Office(SF) 75-100,000 Neighborhood-Serving X Destination/ X Entertainment Barriers to Investment Specialty/Themed X D Site offers mixed-use potential,but zoning does not Office X D With a location on the outer edge of the city Gass A boundaries,there is already a significant amount of Local Service/Boutique X Incubator Space X competition Other D Limited potential as commercial activity center for Hotel X with institutional uses on adjacent parcels(isolation) Public X > "Dry"block Parking X J.D.WILSON&ASSOCIATES LEGACY/CUSTER 24 LELAND CONSULTING GROUP Legacy at Custer(Plano) NEWMAN,JACKSON,BIEBERSTEIN 111111:11k4: ' ::rr!1:17 r: 1F. 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There are two commercial - buildings on pad sites at the comer of Legacy and ,,, � Custer — a Texaco Convenience store and' -µ Veterinarian. The concept is to develop 14.5 acres of �' IWu y Yuln9,g5 YII�� "I illi 4w 'r�; 'Id. new single family housing at approximatel8 dwelling ''C �dMY p��4.� � Y'I' umiddn nn�ly!Irl:ll:"fNy� :ullI units per acre. The prototypical unit is a"zero lot line" EXISTING GAS STATION ON THE CORNER home on a 40' x 110' lot, yielding 82 total homes. This plan incorporates alleys and a similar density to adjacent neighborhoods. A 2-acre commercial/office parcel is proposed along the southern edge of the site along Legacy to augment the • existing commercial uses. Five percent of the gross area has been set aside as open space along Custer and a small interior park space. J.D.WILSON&ASSOCIATES LEGACY/CUSTER 26 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Legacy at Custer(Plano) APPENDIX B PROTOTYPICAL SITES IMPLEMENTATION PROGRAM NEC LEGACY & CUSTER Implementation Central Strategy Site and Trade Area Re-Zone-Rezone property to an mixed-use,residential,office,lodging 773 or other. The re-zone action could be either petition-based or city- - initiated and may apply to an existing improved property or vacant Frisco ��. if parcel. A property re-zoning could also be"triggered"by a request for z permits to alter or develop the property. Where city programs for such s actions do not exist,they would need to be established through Council , �y approval „...--.....,..,7,7-,:-....-.::;:„.-. rF. •t” 'rte l Policy Framework-establish a policy framework and development f - standards that address some of the barriers to reinvestment,and r r provide focus for fiscal stimulation of reinvestment These should 1 PjdnQ ''a J refine the city's current"vision",policies and programs. ." C .P�wsl �3 1; P?-?�Rd ParkKJ,. 1 a ,�. a > Program- XY ' m • Develop mixed-use"village"with a mix of housing and Palk siA Vr '`-' --, Y 1 , anwrs;i:Fiay_ .tatnst.. 2 retail/service uses k ,p �" .• - 3.a • Develop higher density housing(8-10 units/acre) i.-....- Er :..parvo Penn ' 7-" •" • New support retail/service-coffee shop,convenience retail,day - aO a..., ad $ a care • Create destination for established high-income neighborhood Financial Implications Implementation Action Items Estimated Project Value > Provide predevelopment assistance-urban design Total Office/Retail Rentable SF 20,000 planning(create a place),market feasibility analysis Rent/SF(Triple Net) $18.00 (prove up market),etc.to illustrate recent shifts in the market and opportunities inherent in a modified Gross Income $360,000 program Work with property owner to rezone property to Occupancy 95% mixed-use or PUD to allow for uses other than Effective Gross Income $342,000 commercial-provide market,financial support to illustrate impacts Operating Costs $40,000 > Work with property owner to develop a land use Net Operating Income $302,000 program with an emphasis on a mix of housing products,with support service and commercial space Capitalization Rate 10% > Establish development standards for project planning Project Value-Office/Retail $3,020,000 area(surrounding uses where possible)which are performance driven-expressing character,quality Zero-Lot-Line Housing(units) 82 and use mix goals Value Per Unit $250,000 > Long-Term Establish effective by-right development standards for the larger planning area and along the Total Housing Value(Less Mktg Costs) $19,065,000 subject corridors in order to ensure disruptions in Total Project Value $22,085,000 commercial uses and preclude future"stripping out" of the corridors Development Cost Estimate > Formally recognize rezone and land use plan and Property Purchase 54,000,000 reflect alternative development program in city comprehensive plan and other supporting codes and On-Site Improvements $1,500,000 regulations Building Construction Costs $14,000,000 > In an effort to assist the property owner with lending commitments-provide a city-presence in the project Construction Contingency $1,400,000 by leasing space for an appropriate city office Soft Costs(%of Hard Costs) $2,300,000 > Promote transfer of development rights program (establish if one is not in place)in order to replace Total Project Cost $23,200,000 additional/existing by-right commercial space with residences,allowing for a denser commercial program Total Project Value $2Z085,000 in an alternative"receiver site"(applicable when Project Marginl"Gap" ($1,115,000) property owner maintains multiple property holdings within the city J.D.WILSON&ASSOCIATES LEGACY/CUSTER 27 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Legacy at Custer(Plano) APPENDIX B PROTOTYPICAL SITES 14 JUPITER PLACE 14th at Jupiter Road (Plano) APPENDIX B PROTOTYPICAL SITES DEVELOPMENT PROGRAM 14 JUPITER PLACE NWC 14Th & JUPITER Center Description Site and Trade Area ivaThe 14 Jupiter Place center is located at the northwest °r-�'_.A� - cornerof 14th and Jupiter in Plano. The center contains _ .i E- - Df. approximately 107,000 square feet of retail space Plano V configured in a traditional neighborhood center,with ®Cnid;Pim gg' '`E`' #fes P Rd •convenience store and fast food pads,and retail strip at the _ _Pater Rd -- 2:g s.�r, 4,1`cr corner. While the center's anchor space is currently vacant • ii 7 (50,000+SF),the center as a whole is in good condition as Paucity' $ �x _ ' it was redeveloped in the last three years- Adjacent uses Niru Arrimtlr '14i St" a 4x r 1 include neighborhood commercial and residentiaL - ?aro P7vy�" ...,....,1,--,,'''',,,-.'.la - f 90 i ReiuPr'Rd :� x Redevelopment Program .N V RO:10,Nr t • I Richardson ' The 14 Jupiter Place center offers a redevelopment . . ais opportunity focusing on"re-tenanting"to capitalize on 1 f?d growth in select ethnic demographic groups. Through architectural changes,the center could be revitalized to Beit neRd include the addition of pavilions or kiosks in the parking Spei • Rd a , lot,bright colors,awnings,banners and flags. In addition, 1`3e-7 - .•BuckinghainRd 'outdoor seating and eating spaces and special paving in the parking lot to accommodate festivals and open markets. Market Opportunities Market Demand (share of trade area) Short-Term Short-Term Long-Term (1—5 years) (1-5 years) (5-1D years) Housing(units) Housing For-Sale Rental X (Townhomes/Condos) 175-200 Ownership(Attached) X . Rental Apartments 225-250 Senior x Retail(SF) 45-50,000 Retail Office(SF) 50-75,000 Neighborhood-Serving X Destination/ X Entertainment Specialty X Barriers to Investment Office Class A x > Lease conditions limit type of tenant able to release Local Service/Boutique X anchor space Incubator Space X > Commercial development adjacent to property Other > Tom Thumb grocery store located across the street Hotel X > Given recent investment,less obvious as property Public X requiring assistance Parking X J.D.WILSON&ASSOCIATES 14 JUPITER PLACE 29 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN 14`h at Jupiter Road(Plano) -Yfr F _ s x3'=T_z=.. _� sz� 6 �'x =x£ ___. r....-...:_...�......_ £ ........._. ..._........_ �-rte. ...::::::e:...._.. 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' =�. __._.___r ' �s 4' ei a. .._ff :.ik E - �F.tFi -. ..__.____� - € $.. .. .._..:011.111,44 � 3t .......:..:.......:_ 3:r � - EE: . ...i - ..._ ._99 !--,v4„._,,-..,,_:_,--„,--=- a - - APPENDIX B PROTOTYPICAL SITES 14 JUPITER PLACE �� I "'' �� ,K , ,r�R I 1 , �" �1 a„ aI 14th at Jupiter Road ; �' „° �,� 4 ,„,�9 a ��" il w4 �V`�GItlrl a al r 11�� rl CI�ItnI, :.. ,�"� 1 xd I ,0n ,I J x ,1 i 1 �d�� i M� � li i�,ly ! �� ' IC ylml w i . a uix, I il I�x rl.F , I�i�„� 4a 1 S IIn eD..7.1 *0 I �"�,I+��,�d � �' i� m P7• i 6 l ill'IN � „ jNi i I�n�a4 IE6 I This 8.5-acre site was re-developed within the r �r 1,,„ ,11 '+ ,; I4, iiipti")40...,MIM i1 4 Jd '�q�'d I N 44:10 I P �1�6y'�,�p�i p� �F '10,1110401:1401101q Ip�i� N ,��i 1i1�� '.��J� I � u M'I 4411140.Ix aI. u�J1,1 i„xI¢ LCL r dmr last three years. Prior to redevelopment it was ;gok iplia Jr,, �x 4li yyyiA,111 , ,d d+ ly ', iIj�I MN 101111, �n��i��11�„h � a;l��N�'�.aJ�u"„ �„��'��,i�u � a r . , � n: the site of a Tom Thumb grocery store that Go f wapi ;��l,,,�,1, ` ,',��y l'd;;q?�� Ir "7':� 9 ';x H� ::101 14th n 1, �: ��%w��'a6� r subsequently relocated across Street. The J� �, i, ' `I :',,riuTl :77 C. f qd a �raj;„„ ,� � I k n,�afni uuu. 1„ ��i J N'h d�u i uxxd”i"' AI,�u!q� u. „i ii�i� I�'. new development was structured around a 1 1 �1u4I „11 �a�I„u,'��„� l I�, d „�a , iiilit1 ,. b� I �'la, ui�. alis:°�r, JdJ I�P 'ul i i linpl,X.. EI'I a o-��w Bbl I' hi,ld � ii2 ;ri� igi JI Minyard's grocery store. The Minyard's closed � „ r,, �a.,t,�, `,k,�a.�;M ,a 4, , ,M;�Ir , 4 74104010 I a�,' ,. 4 f '” J ':,1:46p'11P"14,4 °x dh r w., y 1„a. and several of the smaller retail tenants moved � �� ra ��"„� � JI,�,I a��eL�� „�od �l��gyuu out with the grocer. There is a convenience store le THE MORE SUCCESSFUL RETAIL SPACE FACES 14 STREET on the corner with a fast food restaurant adjacent to it on the 14th Street frontage. There is a stand-alone retail building north of the convenience store that is now occupied by restaurants. The segment of new retail space that faces 14th Street seems to be viable because of the relatively high volume of east-west traffic. There is retail development on all 4 corners of the main intersection. Two concept plans were developed for this site. Concept A proposes that the northern 2/3 of the site be razed and replaced with residential development. This concept reflects the fact the study site is too small to accommodate a new 60,000 s.f. anchor store. Another factor is the orientation of the retail. Most of the successful retail centers in the area face east-west streets. The northern portion of the site contains zero lot line housing yielding approximately 39 homes at 7.2 units per acre. The prototypical lot is similar to the one used on the Custer site—40' x 110'. However, in this scheme alleys were not used. Five percent of the residential area has been set aside as park and landscape open space. The . development would be internally oriented, but not gated community. There would be screening from the remaining retail on the south and the apartments north of the site, as well as an enhancement of pedestrian walks and street crossings. Concept B retains all the existing retail space and suggests"re-tenanting". The old Minyard's could be developed as an ethnic marketplace to take advantage of changing demographics in the area. Architectural changes could include the addition of pavilions or kiosks in the parking lot, bright colors, awnings,banners and flags added to the façade and light standards in the parking lot. There could be a strong inside-outside relationship with outdoor seating and eating spaces. An area of special paving could be developed in the parking lot that could be used as a festival space or market on weekends. The design also calls for additional landscaping along 14th Street to enhance curb appeal. J.D.WILSON&ASSOCIATES 14 JUPITER PLACE 32 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN 14th at Jupiter Road(Plano) APPENDIX B PROTOTYPICAL SITES IMPLEMENTATION PROGRAM 14 JUPITER PLACE NWC 14Th & JUPITER Implementation Central Strategy Site and Trade Area Mixed-Use-retrofit existing improvements to a mixed-use Miles nea 1 environment through the addition of uses other than retail induding office,housing,lodging,public spaces and/or Piano P's, others. This scenario might require demolition and/or SprIngCreek Flaw , - Pater Rd construction of buildings,either adjacent to existing g i u D" improvements(horizontal)or as an addition. Either pa ` z " a circumstance will most likely require a change in the zoning =p Blvd r Y j designation and adjustment in parking ratios. NcmatlWmtsAPrx� 141h 1 t �' 1 41. Policy Framework-establish a policy framework and ` rso •' Plrmop- 'I development standards that address some of the barriers to Retx>arilrt reinvestment,and provide focus for fiscal stimulation of a<- reinvestment These should refine the city's current"vision', - _ •d fZicttrardsonn policies and programs. Corms Blvd � �.• Arapaho Rd Program- a EeltLneRd_t' ➢ Redevelop site as residential enclave-higher density housing SpringVaT�yRd ,.` ➢ Retain portion of existing retail to support housing(pads /Lri E3rAvngtumRil' and strip along 14th) ➢ Provide pedestrian connections from housing and surrounding neighborhood Financial Implications Implementation Action Items Mechanisms: ➢ Work with property owner to rezone property to mixed-use > Urban Renewal-Tax Increment Financing(TIF) or PUD to allow for uses other than commercial-provide ➢ Low-interest dollars(EDA,CDBG) market,financial support to illustrate impacts ➢ Planning dollars for staff and/or consultant time related to ➢ Assist with identifying and securing low-interest financing rezoning,establishment of transfer of development right administered through city offices or"advocacy entities" such as a development authority,special district,or program,coordination of various financing programs development corporation lmpIiaations: ➢ Analyze qualifying conditions and if feasible establish urban renewal district ➢ Increase in sales tax revenue ➢ Assist with identification of equity partners(optional) ➢ Increase in property tax revenue-commercial and residential ➢ Institute neighborhood outreach and education program to ➢ Stronger land use balance in area explain the benefits of a multi-use redevelopment program and enhanced pedestrian connections between commercial and residential uses ➢ Promote transfer of development rights program(establish if one is not in place)in order to replace additional/ existing by-right commercial space with residences, allowing for a denser commercial program in an alternative "receiver site"(applicable when property owner maintains multiple property holdings within the city) D Provide regulatory tools that facilitate parceling and land assembly including limited curb cuts,minimum parcel size, vacation and/or rerouting streets and alleys D Long-Term:Require that any subdivision of property be based on an approved site plan that ensures:joint access, shared parking,visibility,conformity with master sign plan, and association management J.D.WILSON&ASSOCIATES 14 JUPITER PLACE 33 LELAND CONSULTING GROUP !h NEWMAN,JACKSON,BIEBERSTEIN 14 at Jupiter Road(Plano) APPENDIX B PROTOTYPICAL SITES PANTHER PARK Park Boulevard at Jupiter Road (Plano) APPENDIX B PROTOTYPICAL SITES DEVELOPMENT PROGRAM PANTHER PARK SWC PARK & JUPITER Center Description Site and Trade Area The Panther Park center is located at the southwest corner ;......''''''''....********°1: A> `°-of Park and Jupiter in Plano. The center contains approximately 91,000 square feet of retail space configuredt� Rd . 4s .- in an"L"shape as a traditional neighborhood center,with [ He'J9xt • pad sites at the corner. The center has maintained t I . relatively low vacancy rates,with some deferred le�q D s maintenance in evidence. Adjacent uses include I Plan°€ •neighborhood retail,residential and institutional(middle �°!'�a "; �' PartT#d school). P Rd ...,,,,„..4-,,,,,n;. 3 •r: - : - , A-414 Redevelopment Program �.a " ,' - ro-k; t North BURY 14tp`SL " Zi".-Z„,' The Panther Park center offers a market"re-orientation" aa ' ii : t s 7 ` opportunity,with limited redevelopment focusing on Asa 'j .. Rennat�t ...i �>..- L..= . better serving the changing demographics of the t, ks,l surrounding neighborhood(increase in seniors and ' 1 *7 RIc ardson Hispanics). Through a redesign of the center,connections _ 4 to surrounding residential and the adjacent Willow Creek ��A Park could be enhances. New space for a themed restaurant could be accommodated as an end-cap unit with outdoor seating. Market Opportunities Market Demand (share of trade area) Short-Term Short-Term Long-Term (1—5 years) (1-5 years) (5-10 years) Housing(units) Housing For-Sale 100-1250 Rental X (Townhomes/Condos) Ownership(Attached) X Rental Apartments 100-125 Senior X Retail(SF) 10—15,000 Retail Office(SF) 25—35,000 Neighborhood-Serving X Destination/ Entertainment X Barriers to Investment Specialty/Themed X Office > "L"design leaves corner units with less visibility and Class A X . utility Local Service/Boutique X > Commercial development adjacent to property Incubator Space X > Age of center-1970s influencing design,character Other and quality of materials Hotel X > Disconnects with neighborhood and neighborhood Public X assets Parking X J.D.WILSON&ASSOCIATES PANTHER PARK 35 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Park Boulevard at Jupiter Road(Plano) • �:,x-_ -- :.:- -: . . ....��x �: 3:__:: :=:E_Wit__ = -- -x mka_: AFF :€: .7 iotWitlia ..__..... _-: �`-.::x-xr::x::-4:ix.,x-....:�r. .,._..-'-'-_-.._.:.::........:.__.._._¢.._i:.:xr.;x.xx_ -.-z ....xc_.._.3�E. ---.41.104,L71':7-:.:-. ......:�—_. „� };: -*-� ambio iviikktrumktilficri ituiEriiiismilairilitoltiRuillwri ¢s.:-s:::.-xxF ,rr. .,g :x. =.ter .: 4 � : _x......,._;r _. 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'3 .e. z __a£._.a.3.�¢x+xs'�€ a�34x.._r�..._¢ ..r.x... __-vim __._�- ':r ':z�� E£�� 4itOlitliiiia ..:�E€£�_'Y�_l�:$!I �_ .!€� ��€ E5£._...._ ...3:_ E - : - -moi �, �_ � ma x - — - -_ _ = -- APPENDIX B PROTOTYPICAL SITES Ywp'. PANTHER PARK '1 I I , Park Boulevard and Jupiter Road This older, 15 acre site has recently undergone r a metamorphosis. The anchor, a Brookshire's grocery store, has been converted to an "Oleg ra4mSeAti ,u�y IJII I�I ear"ml6aaaak grocery, catering to the growing number of " hl i II'H y '!YA pMy Y..�,y Ip, q I:XtldIIgWLdw a�i41 Hispanic residents in adjacent neighborhoods The center is in a good location and � 'A" a',;;t. 419110;40,.....a ..._ i demonstrates how a center can be re-fitted to bfi �ppp 4 accommodate changing demographics in the THE FORMER BROOKSHIRE'S IS NOW AN OLE!GROCERY aa'IHIFI b' market area. There are some leasing problems with some of the retail space in the"elbow"of the"L° shaped center, but the center appears to be viable and busy. The concept for this center is to enhance its curb appeal along the Park and Jupiter frontages. One specific addition could be made to the tenant mix—a traditional Mexican restaurant located on the east end of the south leg of the "L." This location would give the restaurant visibility from Jupiter and offer great views into Willow Creek Park south of the center. An outdoor eating area could be added on the east end of the restaurant. It is also recommended that the wall between the park and the retail center be lowered to allow visual access into the park from the restaurant. A further response to the area's shift to a dominant Hispanic population could be to use the center's parking area for festival events and periodic markets. Parking could likely be accommodated in school- owned facilities north and east of the site (i.e. Bowman Middle School, and a PISD administrative facility). Such events might be sponsored by the city's Parks Department in conjunction with the center's owner and local Hispanic organizations. J.D.WILSON E.ASSOCIATES PANTHER PARK 37 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEeERSTEIN Park Boulevard at Jupiter Road(Plano) APPENDIX B PROTOTYPICAL SITES IMPLEMENTATION PROGRAM PANTHER PARK SWC PARK & JUPITER Implementation Central Strategy Site and Trade Area Build-Out-Provide predevelopment assistance to property owners in the form of market opportunities analysis,site planning and/or design for construction of _ kpin,,iepQ 4-\ j_ an appropriate use concept for the unused or underused portion of their property. I tied!-- Policy Framework-establish a policy framework and tr development standards that address some of the barriers Q t 18110 I it SP^n3._ gt:P 2. g fir^ to reinvestment,and provide focus for fiscal stimulation ofr$ reinvestment These should refine the city's current Aram "vision",policies and programs. e t Pararid ttariniqwmt 484(121141: fProgram- � i- .xs 24 D Reinforce center's image as"festival center" "•"` `1-!.�r.,_ D Physical improvements to improve"curb appeal" D Create"front door"on Jupiter D Develop new restaurant space to take advantage of }.. Ric` rcison park connection is oo .a�rs : . Z i Financial Implications Implementation Action Items Mechanisms: D Provide predevelopment assistance-urban design planning D Planning grant for demonstration projects (create a place),market feasibility analysis(prove up D Planning dollars for staff and/or consultant time related to market),etc.to illustrate recent shifts in the market and predevelopment services,outreach and education,code opportunities inherent in a modified program revisions D Assist property owner with identification of marketing D Federal or state dollars to promote ethnic retail opportunities partners(Hispanic Chamber)to facilitate the attraction of (themed)tenants for the property D Low-interest dollars(EDA,CDBG) D Assist with securing low-interest and creative financing Sales tax rebate program mechanisms-public and private-sales tax sharing(rebate) • Facade grant as revenue source for improvements;shared infrastructure D Dedication of OP for targeted infrastructure investment costs;facade grants;gap financing for future restaurant pad; • Waived or delayed development fees waived or delayed permit and development fees;etc. D Increased property values-commercial and residential D Work with property owner to develop plan which Stronger retail sales encourages stronger connections to park space and surrounding neighborhoods-participate in financing these Implications: improvements D Institute neighborhood outreach and education program to D Increase in sales tax revenue explain the benefits of a multi-use redevelopment program D Increase in property tax revenue-commercial and residential and enhanced pedestrian connections between commercial and residential uses D Offer regulatory relief from codes which discourage connections between compatible uses(Lang-Term:Revisit codes and regulations to ensure compatibility with current objectives of the community-eliminate barriers to"right" investment) D Create a cultural district-have parks department work with the property owner and community advocacy groups (ethnic chamber)to program cultural events,market the site,manage shared parking on-site J.D.WiLsoN&ASSOCIATES PANTHER PARK 38 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Park Boulevard at Jupiter Road(Plano) APPENDIX C REVITALIZATION TOOLS & STRATEGIES GLOSSARY APPENDIX C REVITALIZATION TOOLS&STRATEGIES GLOSSARY APPENDIX C. REVITALIZATION TOOLS & STRATEGIES GLOSSARY Advocacy Entity: Planning and management entities separate from Community Development Assistance(CDA)(State): Authorizes up to governmental agencies responsible for designated areas. Entity assumes certain percent state tax credits to eligible contributors investing in approved promotion of area, manages and coordinates its implementation,initiates actions community projects;in certain instances applicants must meet economic to move area closer to its vision. Specific functions may include: acquire, distress criteria; non-profit developers subject to limitations on per project tax assemble, hold and convey land to permit new forms of infill development; credits. facilitate targeted home rehabilitation loans;coordinate and participate in real estate development and infrastructure financing;facilitate actions of public Community Development Block Grants(CDBG)(Federal): Federal grants, agencies responsible for government services; monitor traffic issues and administered through local or regional offices,designed to lower the overall manage parking efficiently;monitor security matters; coordinate the cost of a project;projects must demonstrate the ability to improve the dissemination of market information;establish fees,rates and charges for use of economic conditions of an area. property; and direct marketing and promotion. Community Development Corporation(CDC): Nonprofit organizations Affordable Housing Demonstration Project: Public-private effort whereby based in specific neighborhoods and subject to local governance. CDCs may public sector contributes land,financing, or the like,and private sector rehabilitate and build affordable housing for neighborhood residents,foster (developer)contributes their expertise and money to joint development of an local economic development,and provide an array of related social services. affordable housing project;program is designed to educate delivery system (property owners,developers, lenders,public officials,community at-large,etc.) CDF1s-Community Development Financial institutions: Networks of on"value"of developing product in the market. federal banks,credit unions, and CDCs that target loans to redlined areas. ArtSpace Inc.: Organization based in Minneapolis, Minnesota with national Community Reinvestment Act(CRA): Program under which federally- experience consulting,developing,financing and managing live/work spaces for insured lending institutions are provided incentives to offer assistance with artisans. A significant level of ArtSpace's operating budget is financed through development financing for local projects(particularly those in economically- large endowments, allowing them to participate at below market rates,thus distressed areas); assistance usually offered at a favorable rate;institutions alleviating large financial burdens early in their projects. earmark a percent of their lending dollars for this program. Brownfields: Contaminated former industrial and commercial lands— Concentrated Public Facilities: City investment in identified areas by comprising a portion of sites that could be redeveloped. locating both facilities and publicly sponsored developments and amenities in places where infill development is desired;result is a greater leverage of Business Recruitment/Retention: Program,frequently administered by an public dollars through strategic investment,and ability to assist developer with economic development entity,which assists with the recruitment(attraction)or financial pre-leasing requirements. retention of business either into or within a designated area;program elements might include financial assistance,regulatory assistance,and/or marketing. Cultural Arts Activities: Activities and programs which encourage use of the arts in a designated area by a variety of participants. Business Relocation Program: Program,frequently administered by an economic development entity,which assists with relocating businesses out of a Cultural Tourism: Marketing and promotion of cultural and historic designated(urban renewal)area;program elements might include financial community elements of interest to visitors to an area;a thriving industry for assistance, regulatory assistance, and/or marketing. many areas of the east and south. Cultural tourism efforts generally originate at a grass-roots level,but quickly require the assistance and coordinate of Capital Improvement Plan(CIP): Dollars earmarked for improvement and municipal and state entities. extension of infrastructure in municipalities. J.D.WILSON&ASSOCIATES LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX C REVITALIZATION TOOLS&STRATEGIES GLOSSARY Density Bonuses: Incentive offered to developers of projects that meet Educational Seminars: Programs hosted by a variety of entities(i.e., lender, specified goals(i.e.,affordable housing,public spaces,transit,etc). developer,municipal,etc.)which promote an open dialogue among those individuals and organizations which represent delivery system;can occur in a Design Guidelines: Formal set of guidelines(with over-sight by a board variety of forums;purpose is to provide participants with various perspectives comprised of area stakeholders, neighborhood representatives,and design and an understanding of initiatives designed to facilitate development process. professionals)for use by investors doing projects within priority areas. Guidelines address character and quality levels and frame discussions Engage Elected Officials: Variety of methods by which elected officials are with staff. engaged in planning and implementation efforts;improved communication between staff and elected officials. Note: This should be a common practice, Design Standards: Formal set of standards(either administered through an not project-specific. appointed design-review committee and/or municipal staff)for development which require certain development character and quality levels for the built and Enterprise Zone: State-designated area where businesses located within natural environment. them that make capital investments, hire new employees,contribute to economic development plans, rehabilitate old buildings and/or do research Developer RFPs: Request-for-Proposals from potential developers of projects and development are provided a tax credit. An approach to revitalizing in designated areas. Selection of developer based on dollar amount of bid; distressed areas by offering tax incentives, regulatory relief and improved quality of design;developer's track record; and preferences of neighborhood government services. residents. Environmental Impact Reports(EIR)s: Used to assess environmental Development Fee: Development fees are monetary charges on development to impacts and determine mitigation measures needed for building a recoup a portion of the capital and operating costs required to accommodate a redevelopment plan,specific plan, or community plan. As projects are • project. Note: Fees for sewer/water hook-ups,building permits, processing fee, identified,the City may be asked to conduct additional environmental reviews etc.can be waived or delayed until the developer sees a positive cash flow as a or focus on few identified areas. means to encourage infill projects. Facade Maintenance Program: Any program—local,state or federal— Development Standard Waivers: During approvals process, City can grant including low interest loans and/or grants—which encourages investment in, waivers or variances for items including height limits,setbacks,density,lot and improvement to,building facades within a planning area.May also be coverage, rear access,etc. designed as a matching funds program,within a district,for building façade maintenance. Dispersion Policies or Regulations: Municipal policies or regulations that prevent the concentration of homeless shelters, half-way houses,and social Government Liaison: Individual or committee charged with establishing and service organizations in a small area or district of the city. maintaining a dialogue between various branches of government(local, county,regional)regarding issues such as—intergovernmental agreements, Economic Development Administration(EDA) (Federal): Public entity which regulatory reform,facilities planning,etc. provides assistance in form of planning grants and construction financing-for the development of projects in rural and urban locations which will result in the Historic Preservation Investment Tax Credits(Federal): Percent of creation of jobs for the community. rehabilitation costs of income-producing properties can be used as a tax credit which can be sold on the market. J.D.WILSON&ASSOCIATES 2 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX C REVITALIZATION TOOLS&STRATEGIES GLOSSARY HOME: HOME Investment Partnership Program, a HUD program,whereby HUD Land Speculation: Land purchased with sole intent to sell at a profit. allocates funds by formula among eligible state and local governments to strengthen public-private partnerships and to expand the supply of decent,safe, Land Swap: To develop specific infill site in specified way,potentially contrary sanitary and affordable housing(with primary attention to rental housing),for to existing property owner or developer,cities can offer an exchange of city- very low-income families. owned land of similar value in alternate location. Improvement District: Both an organizing and financing technique for area Level-of-Service: Roads within community are designed to meet specified revitalization. District provides stable stream of income for activities and projects goals regarding mobility, connectivity, and regional planning and land use considered special to area or in addition to general municipal services. Districts development. Level-of-service is measure used to describe street standards are vehicle for providing additional services for a fee and not to substitute for necessary to address role of the street. By adjusting level-of-service you services funded through traditional tax revenues. address the tension between through-trips and access to activities and services along the road(corridor). Infill Development: Development of new homes, commercial and/or retail buildings,and public facilities on unused or underused lands in existing Leverage Infrastructure Funding to Support Private Money: Within a communities. predefined area,public investment for infrastructure located strategically to leverage private investment. Note: This should be a common practice,rather infrastructure Cost Participation: Cost of infrastructure(either onsite or off- than a specific program. site)shared by developer and/or property owner with an entity(public (city/county),private(developer co-op), or semi-private organization which will Limitations on infrastructure Extensions: Method used in regional growth benefit from its availability—can be offered through a formal program or on a management whereby efficient development patterns are rewarded. case-by-case basis. Linked Deposits: Local development agencies and downtown development insurance Redlining: Illegal,yet real, activity whereby insurance companies organizations use their bank deposits to leverage bank lending for activities charge higher rate to projects in inner-city locations based on perception of supported in the area. City or development agency deposits its funds in one higher risk,the impact of which is felt in higher costs associated with design and or several banks with provision that bank make loans in support of identified construction, inflated security provisions, higher taxes,and overall operating community objective. Note: /n select instances, cities have foregone interest costs which exceed similarly sized projects in suburban locations. Lawsuit on these deposits so that the bank can make loans at below market rates. activity,community monitoring and jurisdictional statutes have begun to address the issue. Note: Practice also applies in lending industry. Liquor License Restrictions: Limit on the number of liquor licenses which issued in a designated area. Restrictions generally tied to businesses which Land Assembly: Land assembled by public,private or non-profit entity in effort generate over a certain percent of their revenue from liquor sales. The to position for development of larger projects. Assembly can happen through purpose being not to eliminate restaurants,but concentrations of bars. purchases of properties,vacating and/or rerouting streets and alleys,etc. Loan Pooi(Lending Pools): Several lending organizations contributing Land Donation/Write-Down: Property owner—public(city/county),private financing to a project or projects,thus sharing risk. An amount of capital (developer),or semi-private organization—contributes land to a project either as pledged by several entities for lending to businesses based on some agreed a donation without an expected return,or at a reduced price.City-acquired upon goals or other criteria. Pledges can be in the form of loans,letters of commitment and stock purchases. Pool can be either organized formally or on property through fee simple transactions and foreclosures are an obvious source a case-by-case basis. for land contributions. J.D.WILSON&ASSOCIATES 3 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX C REVITALIZATION TOOLS&STRATEGIES GLOSSARY Low Income Housing Tax Credits(State): Dollar for dollar reduction or credit i.e., permanent and temporary streetscape elements,sidewalk widening, against an investor's federal income tax liability on salary,wages, business,etc.; reduced speeds,etc. credit is treated like a cash payment or as a reduction against the amount of tax owed; sale of tax credits by the developer contributes to project equity,thereby Pedestrian Environment: Commercial and/or neighborhood environment reducing developer's out-of-pocket investment. designed to accommodate needs of pedestrians,as well as through and destination traffic,by incorporating select infrastructure improvements,design Low Interest Loans/Subordination: Loans for construction, acquisition, elements,and traffic management mechanisms. Methods to achieve include: operation, etc.are offered to qualifying individuals or organizations at a preferred separating traffic through use of parallel streets;limiting access points;linking interest rate;subordination by a public(city/county),private(lender),or semi- parking lots; coordinating traffic signals;adding alternative transportation private organization of a loan provides a guarantee to the lending organization lanes;widening sidewalks;providing crosswalks; providing street lights and that in the event of default debt service will be paid. furniture; preventing"deadening"uses without building front;and incorporating transit stops. Micro Loan Program: Offers small amounts of capital usually less than$2,500 to very small businesses for wide range of capital needs including facade Predevelopment Funding Grants: Financing for project expenses incurred improvements,working capital and personal needs;provide loan guarantees. prior to construction,i.e.,soft costs including consulting,design,engineering, Downside:Excessive credit analysis and underwriting costs. and planning,and marketing, etc. Note:The Economic Development Administration(EDA)has funds for predevelopment and construction costs. Non-Profit Developer Support: Variety of financial and regulatory tools and programs which streamline and reduce costs for"eligible projects"by"eligible Project Thresholds: Project size thresholds, predetermined and designed to developers." allow smaller projects to be rapidly permitted, saving extensive reviews for larger developments and environmentally sensitive sites. Overlay Zone(i.e.,historic,parking): Designated area superimposed on one or more existing zoning districts;designed to protect or enhance an area's Public Subordination: City/county provides a guarantee to the lending special qualities;governmental review of all developments,with the power to organization that,in the event of default,debt service will be paid. approve design according to standards contained in the ordinance or in a district plan or design guidelines;program elements include"bonuses"and"requirement Redevelopment: Restoration of existing buildings and properties blighted adjustments." and/or which diminish the character and function of a neighborhood including adaptive use and historic preservation properties. Park-in-a-Park: Creative method by which parking is secondary to design and landscaping, giving visual appearance of cars in park rather than trees in a Regulatory Reform: Initiative by government entity to amend existing parking lot. regulatory documents to be responsive to prevailing market and economic conditions;examples might include: new or amended zoning designations, Parking District: Designated area wherein parking design,development and planning approval process reform,updated comprehensive plan,etc. management issues among multiple facilities are controlled by select entity beyond that provided for by standard municipal levels of service and control. Reverse Mortgage: Low interest loan based on equity in home. Particularly relevant for seniors. Pedestrian Enhancements and Linkages: Various public,private and non- profit initiatives to improve the pedestrian environment in a designated area, J.D.WILSON&ASSOCIATES 4 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN APPENDIX C REVITALIZATION TOOLS&STRATEGIES GLOSSARY Revolving Loan Funds: Flexible funding in form of loans,guarantees and Streamlined Development Approval: Initiative by government entity to interest subsidies to firms which further local development goals;designed to facilitate a timely approvals process for(re)development projects meeting alleviate high costs and short supply of capital for businesses,particularly small certain criteria. Also referred to as a"green-tape"permitting program. Critical ones,or those located in distressed areas. Components include: lower rates, elements of program: 1)streamlined permit and entitlement process;2) longer terms;many capitalized by with federal funds combined with private greater predictability;and,3)fairness in fees and exactions. Components: 1) funds. appointed case manager,2)consolidated permit process;3)waived or reduced fees;4)reduced number of changes to previously approved plans;5) Re-Zone Parcels: Either city-owned and initiated,or petition-based, through an stoppage to the issuance of conflicting requirements by different departments; organized effort initiated by the"advocacy entity"to enlist the support of property 6)a single public hearing;7)streamlined environmental review process. owners within a designated area—request for a change in property zoning (Green-tape program in Austin) designation(to mixed-use);the objective is to provide landowners the incentive and economic strength to maintain and redevelop a high-quality environment, Surplus Properties: Tax-delinquent properties held in trust by City for react more swiftly to market trends, and evolve on site as environment around affecting taxing districts.Given significant inventory and properties in strategic them evolves. locations,surplus properties are valuable incentive as contribution to catalyst projects. Release of properties to tax roles dependent on intergovernmental Sales Tax Sharing: Future sales from a development can be rebated to agreement among tax districts. developer to pay for infrastructure-city/county agrees to split sales tax revenue with developer,then developer uses to pay for infrastructure. Tax Abatement: Taxing entity(usually the city)abates or reduces a portion of tax burden;this can happen in the form of an adjusted on an individual School Programs: Programs(Le.,essays,art,civic participation)which property basis, or in an abatement zone. encourage the involvement of students in a designated area. Tax Exempt Bond Financing: Method of financing long-term debt issued by Self-Certification Program: Contractors assume responsibility for inspecting government whereby bondholders need not include interest payments on and certifying the correct completion of their own work. Quality is assured by taxable income. random spot checks;contractors who cheat lose their licenses. Tax Increment Financing(TIF): A district obtains funds from increases in Signature Project: Public-private effort whereby public sector contributes land, regular tax revenues that arise from new development in the district; financing,or the like, and private sector(developer)contributes their expertise incremental increase in tax revenues over designated base year revenues is and money to joint development of a significant project within a designated diverted to a special fund;diversion of regular tax revenues rather than planning area;program is designed to encourage development of project which additional fees to generate revenue for district investments. Can be used in will serve as a catalyst for additional investment. conjunction with municipal bond issues whereby increment is pledged to repayment of the bond issue,or actual increase allocated to an administering Smart Growth: Growth management program which combines incentives, agency directly to finance redevelopment activities. disincentives, and traditional planning techniques to promote a pattern of growth that achieves economic,environmental,and quality-of-life objectives. Transfer of Development Rights(TDR): Ability to transfer property entitlements from one property to another when one of the parcels is located in Strategic Partners: Participation by public and private sector partner,in efforts a designated development area. designed to further a common goal. J.D.WILSON&ASSOCIATES 5 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN • APPENDIX C REVITALIZATION TOOLS&STRATEGIES GLOSSARY Transit-Supportive Land Use: Land uses and land use forms supportive of alternative forms of transportation. Typical elements include:high-density residential, employment uses, commercial developments and public spaces. Turnkey Facilities: Buildings, frequently institutional,developed(and some times managed)by a private entity for another entity. Benefits to developer include a developer fee, management fee,position in the project,etc. Urban Renewal: Tool used for purpose of eliminating slum or blighted areas within municipality, and positioning areas for development or redevelopment. Actions under urban renewal include demolition of structures;construction of infrastructure and public spaces;sale of property; and, relocation of businesses and residents. Underground Utilities: City works with local utility and cable companies to place all utility lines underground; maintenance,weather-related repairs,and service disruption costs are reduced. City also encourages low-rate programs to assist developers with burying utility infrastructure. J.D.WILSON&ASSOCIATES 6 LELAND CONSULTING GROUP NEWMAN,JACKSON,BIEBERSTEIN Appendix D. Sample Retail Site Selection Criteria APPENDIX D RETAIL SITE SELECTION CRITERIA APPENDIX D. SAMPLE RETAIL SITE SELECTION CRITERIA PREFERRED PAD :FLOOR SIZE .POPULATION AND `-IH INCOME RETAILER ' SIZE(.c) F?EQUIRED;SF),z TRAFFIC CRITERIA CRITERIA; • 10,000 plus 2,000 home& 10,000 trade Ace Hardware 2 to 3 garden area population $30,000 20K trade area population;at intersection with "significant" Walgreens 1.5 to 2 14,500 traffic counts n/a 130K population Whole Foods Market 4 15-40,000 within 3 mi. n/a Wild Oats Market 100K population 28-30,000 within 3 mi. $56K 75K population within 3 mi.; 150K within 5 Bally Total Fitness 3.5 25-30,000 mi. $35-75K 100K population 24 Hour Fitness 20-60,000 within 3 mi. n/a 300K within 5 mi. (plus 60,000 The Container Store 2 25,000 cars/day) $75K 50-70K population within 5 mi. (near movie Bennigan's 2 6,500-7,100 theaters ideal) Ruby Tuesday 25K within 3 mi; (family restaurant) 1.5 3,000-4,500 50K within 5 mi. 10K within 1 mi.;20K within 2 mi.; 10-30K daily traffic volume; 1,000 businesses Schlotzsky's Deli 1 3,200 within 1 mi. 40%over$50K 8,500-10,000 (plus 14,000 ft prefers not Children's World Learning of outside play 2,400 kids age overly affluent Centers 1 area) 0 to 6 for daycares My Gym Children's Fitness Centers 1 2,500-3,000 n/a 40K population Radio Shack 1 2,300-3,000 within 3 miles 20,000 plus Blockbuster Video 1 3,000-5,000 cars daily J.D.WILSON&ASSOCIATES LELAND CONSULTING GROUP NEWMAN,JACKSON, BIEBERSTEIN