a vision and strategy for creating a transit village: downtown plano

8/14/2019 A Vision and Strategy For Creating a Transit Village: Downtown Plano

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DowntownPlano A Vision and Strategy for Creating a Transit Village


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Downtown Plano: A Vision & Strategy forCreating a Transit Village

Across America, people are searching for places with the warmth and feel towns had ahundred years ago. People want places that are vibrant and diverse where they canlive, walk to a park, stores, restaurants and visit with friends along the way. Fortunately,there is a special place like this nearby Historic Downtown Plano.

Once sleepy and nearly forgotten, downtown Plano has reawakened and offers uniqueshops, galleries, restaurants and two community theaters. Haggard Park, the center ofdowntown, is a great place for a concert, picnic or romantic stroll. Nearly 500 urbanapartments and 40,000 square feet of non-residential space have been built downtown.More than 100 for-sale townhouses and condominiums are now under construction. TheHaggard Park, Douglass and Old Towne neighborhoods adjoining downtown are gracedwith historic homes and tree-lined streets.

Catalyst for ChangeThe catalyst for downtowns transformation was the opening of Dallas Area RapidTransit (DART) light rail service in December 2002. DART has made downtown Planomore accessible and visible to the region. During peak service hours, trains arrive anddepart at 4-minute intervals. The run from downtown Plano to downtown Dallas takesapproximately 35 minutes. With approximately 1,000 daily trips, the downtown station isvery successful. Like DART stops at the Dallas Zoo, Southside at Lamar, the WestEnd, and Mockingbird Station, downtown Plano is a destination station that attractsleisure-time riders who come to shop, eat and enjoy cultural attractions.

In the mid-1990s, the City of Plano prepared a strategy to maximize DARTs potentialbenefits. Each stations development opportunities vary due to their service demandsand area context. The Red Line, serving Plano, comes north from Dallas within whatwas once railroad right-of-way. This heavily developed commercial/industrial corridorhas limited opportunities for new development immediately surrounding DART stations.

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Some stations have large parking lots and bus transfer bays to serve commuters whichtypically separate the platform from potential development sites. Other stations, suchas downtown Planos, have little or no parking and rely on shuttle service, drop-off andpedestrian traffic. These stations often present the best development opportunities.After examining the alternatives, Plano chose to create a transit village through urbaninfill mixed-use development based on the principles of transit-oriented development(TOD).

Transit Village Concept

The concept of a transit village has its historical roots in the streetcar suburbs and newtowns of long ago. At that time, transit and residential development were built jointly todisperse urban population and create streetcar ridership. Modern transit villages, unliketheir antecedents, are typically infill or redevelopment projects constructed withinestablished urban and suburban areas. A transit village integrates residential andcommercial uses in a compact, pedestrian-oriented environment served by a transitstation. A transit village is designed to reduce auto dependency by clusteringdevelopment within walking distance of the station. The primary core of a transit villageshould be contained within a 5-minute walk (1/4 mile) of the transit stop. A transitvillage may contain a variety of retail, entertainment, service, civic and residential uses,but residential use is often primary. The land use mix within a transit village mustachieve synergy, whereby each use supports and reinforces other uses. Merecompatibility of use is not sufficient. A transit village is not intended to be self-sufficient,but it should be an interdependent community where auto-based travel by its residentsis more by choice than necessity. The amount of residential use within the village isunlikely to be sufficient to create a market for retailing and services. Therefore, a

successful business strategy must focus on the needs of the larger area market. Toencourage demographic diversity, the village should contain a variety of housing typesand sizes, including rental and for-sale units.

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Transit Village Design Elements

The goal of a transit village is to make a transit station into a sustainable urban activitycenter that reinforces the use of mass transit. The design elements of a transit village,listed below, are similar to those of traditional neighborhood development and newurbanism.

Village Center: The village center is the area of greatest density and interaction. It iswhere people meet, conduct business, and engage in leisure, entertainment andcelebration. The center is a place frequented by nearly all residents. Those living outsidethe village perceive it as a place of community importance. The design model of thevillage center is usually the main street or town square of a small town.

Grid Streets: A transit village should have a tight grid pattern of streets to easecirculation and interaction. Small blocks make walking easier, and frequent intersectionsdiscourage speeding vehicular traffic. The street grid should create a regular pattern, butoccasional offsets and irregularities create visual interest and unique development sites.

Street width should vary (22 - 36). Large thoroughfares should be avoided as theydetract from the pedestrian environment of a village.

Development Grain: A transit village should principally consist of a fine grain of narrowlots and multiple buildings, both attached and detached. A few larger anchor uses aredesirable to generate activity, establish identity and induce visits by people residingoutside the village. Development intensity should decrease from center to edge.

Mixed-Use: Mixing land uses increases the likelihood of symbiotic interaction. Land usecan be mixed horizontally or vertically. It is natural and desirable for sub-areas within thevillage to be either predominately but not exclusively residential or non-residential.

Common Open Space: A transit village should be relatively dense and compact.Common open space should be provided instead of private yards to create a compactdevelopment pattern. A park or plaza is often located in the village center.

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Street as a Place: A street is more than a means of travel, it is also an outdoor roomframed by buildings. A street is a common shared environment. It is a place wherepeople meet, conduct business and play. The appearance of the street (includingpavement, curbs, walks and fixtures) sets the quality of the place. Streets should bedesigned to discourage high speed traffic, thereby making it safer for walking and biking.Buildings should be brought close to the street (generally a maximum of 15 behind thecurb) to frame the street and connect the public and private environments.

Permeable Buildings: Buildings are designed to create a comfortable transition between

the public and private realms. Windows, doors, porches, stoops and overhangs are usedto connect the building to the street. The goal is to encourage interaction and a sense ofcommunity.

Shared Parking: Like open space, parking must be managed to maintain a compactdevelopment form conducive to pedestrian travel. The amount of code required parkingshould be reduced below standard suburban requirements and organized in shared lotsand garages, generally located on the perimeter of the village. On-street parking isencouraged to reduce the need for parking lots and reduce the speed of vehicular traffic.On-street parking also provides a separation between pedestrians and traffic.

Linked Neighborhoods: A transit villages residential population is typically too small tosupport a significant amount of retailing and services. Developing a strong link to nearbyneighborhoods is critical to creating a larger retail market and generating transit ridership.This linkage should be both physical and psychological. The physical tie is the connectingnetwork of streets, bike trails and sidewalks. The psychological tie is developed byproviding services and amenities that residents of these neighborhoods will use on a

regular basis.Entry Corridors: The village should be accessible to the larger community. Entrycorridors must balance the need for accommodating traffic volume with the need tomaintain a pedestrian-oriented environment. Major thoroughfares must either be routedaround or tamed as they pass through the village. Public parking should be convenientlylocated to entry corridors.

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Downtown Plano as a Transit Village

Downtown Plano is ideally suited to be a transit village. The historic fabric of downtownPlano is still in place. Downtown has a well-defined street grid. Its Main Street, 15 th Street, is vibrant with business. The area has a fine-grain development pattern of smallcommercial buildings with an urban park at its center. Downtowns anchors include thePlano Municipal Building, the ArtCentre of Plano and the Courtyard Theater. The entirearea is within a 5-minute walk of the DART station. Downtown Plano is easily accessibleand has a good base of public parking. The areas greatest strength is its historic

character, which distinguishes it as authentic when compared to the contrivedappearance of some green-field developments. Downtown is surrounded on three sidesby historic neighborhoods that enrich the area.

Since 1999, when the goal of creating a transit village was articulated, nearly 600dwelling units and 40,000 square feet of commercial space have been built downtown.In addition, the Courtyard Theater was constructed and Haggard Park was enlarged andimproved (see Appendix C). Although much has been accomplished, there are alwaysopportunities for continued progress. Scattered vacant lots and underutilized buildingssurround downtown providing excellent sites for the infill housing required to build transitridership and strengthen the market for neighborhood retailing and services. The existingmix of downtown businesses is improving, but more diversity is needed. The streetscapeof the immediate downtown area is high quality and pedestrian-oriented, but the qualityof the surrounding area needs improvement. Finally, the surrounding neighborhoodshave shown significant reinvestment, but scattered substandard properties remain. Thecity is committed to addressing these opportunities through a coordinated program ofaction.

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Plan and Strategy for Downtown

The 1991 Downtown Plan and subsequent studies (see Appendix A) provide a goodframework for land use and transportation development. They have guided newregulations, streetscape improvements, the location of the DART station, and thepromotion of downtown as an art center. The city remains committed to an ongoingdowntown planning process involving all stakeholders.

Continuing the transformation of downtown into a transit village requires a two-tiered

strategy based on proximity to the DART station. The first tier is directed to the villagecenter or primary area, located within 1/4 mile of the DART station. The second tierstrategy addresses the area outside the center, but within 1/2 mile of the transit stop.The boundary between the primary and secondary areas is not precise, rather it is anarea of linkage and transition. Each redevelopment site must be studied as a uniqueopportunity. Objectives and recommendations for the two areas follow:

Primary Area Strategy

Objectives: Diversify and expand business and cultural activities to strengthen downtown as a

destination. Develop 1,000+ units of housing to add transit ridership and increase retail demand. Develop 50,000+ square feet of space with retail, restaurants, and services to

support residential development. Preserve and restore historic and contributing buildings.

Eliminate nonconforming structures and vacant land through redevelopment toachieve a compact and cohesive development pattern.

Actions: Redevelop key sites through financial incentives and acquisition where necessary.

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Continue developing arts facilities, programs and events in downtown Plano. Restorethe Cox School to complement the Courtyard Theater.

Continue to assist business development, especially restaurants and nighttime uses. Continue to evaluate the supply and management of public parking in downtown. Redevelop selected surface parking for business, housing and structured parking. Expand Haggard Park by acquiring the remaining private property at the SE corner

of Avenue G and 16 th Street, restoring the house for civic use. Complete downtown streetscape improvements, including 15 th Street, 14 th Street,

Avenue I and Avenue G. The project should include improved sidewalks, street

trees, street furniture and fixtures common to downtown. Designate historic properties downtown, and provide technical and financial

assistance for restoration and fire protection. Assist merchants and property owners with managing and marketing downtown.

Secondary Area Strategy

Objectives: Increase the amount of housing within 1/2 mile of the DART station to 3,500 units to

generate retail demand and boost transit ridership. Improve pedestrian linkages to surrounding neighborhoods to make downtown more

accessible. Improve the physical condition and economic vitality of nearby neighborhoods.

Actions: Encourage infill housing by eliminating development fees.

Conduct utility capacity studies and make improvements as needed. Enforce property standards, and if necessary, force the demolition of dilapidated

structures to provide infill housing sites. Designate historic properties and districts, and provide tax incentives for the

restoration of designated properties.

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Improve pedestrian and bike access to downtown and the DART rail stops. Evaluate

sidewalk widths and conditions. Evaluate and improve pedestrian crossings of majorthoroughfares. Construct planned bike trails linking neighborhoods to DART stations.

Routinely evaluate DART feeder bus routes to adjoining neighborhoods andcommercial areas as housing and business density increases.

Develop programs to increase public awareness of downtown neighborhoods. Involve neighborhood residents in decisions affecting downtown and their

neighborhoods.

Implementation and Funding

Downtown development is being spurred by a variety of incentives provided by the Cityof Plano. Eastside Village and 15 th Street Village demonstrate the citys ability to joinwith business to create development opportunities and tailor partnership responsibilitiesto meet the specific needs of each project. The city continues to amend developmentregulations to achieve good design and sound development economics, while protecting

downtowns historical and architectural character. The city expedites plan review andinspections to keep projects on schedule. In addition to these incentives, the city hascreated many programs, described below, to further encourage development downtownand in the surrounding neighborhoods:

Tax Increment Financing: In 1999, the City of Plano, PISD, Collin County and CollinCounty Community College created a tax increment finance (TIF) district to encourageeconomic reinvestment along the DART LRT corridor. As authorized by Chapter 311 ofthe Tax Code, a TIF receives funding through ad valorem taxes derived from the growthof the total appraised value of property within the district occurring after the district isestablished. TIF funds can be spent for infrastructure, facilities and land within the

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district to facilitate economic reinvestment. State law also grants municipalities broader

development powers within a TIF district. The Eastside TIF extends along the DART railcorridor from the southern city limit to approximately mile north of Parker Road. At thetime the TIF was created, the total appraised value of property within the district was$313 million. Five years later, the total appraised value has grown to nearly $413million, yielding $6.2 million in revenue to date. Thus far, projects (including theCourtyard Theater and Cox Building rehabilitation) specified for TIF funding havecreated a funding obligation of $12 million. The total revenue generated during thedistricts 15-year life (which expires 2114) should exceed $20 million.

380 Agreements: Chapter 380 of the Local Government Code gives municipalitiesauthority to make grants and loans of funds or services to further economicdevelopment. This authority, combined with that associated with tax incrementfinancing, was used to structure the partnerships that created Eastside Village I and IIand 15 th Street Village. A development agreement was drafted for each project thatdefined the public and private development responsibilities, grants of property,improvements, cash reimbursements and fee waivers.

Neighborhood Empowerment Zone: Authorized under Chapter 378 of the LocalGovernment Code, the City of Plano created a Neighborhood Empowerment Zone inAugust 1999, which includes downtown and the surrounding neighborhoods. Among thepowers granted by the law, cities may waive development fees within an empowermentzone to stimulate economic development, including the production and rehabilitation ofaffordable housing. Planos empowerment zone waives all development-related fees forconstruction, remodeling and rehabilitation of commercial buildings and single-familyhousing. Fees are also waived for the rehabilitation of multi-family units, provided thecost of work is greater than $8,000 per unit. The neighborhood park fee is waived fornew multi-family construction. As of October 2004, $299,048 in fees have been waived,resulting from construction valued at $33,925,698, including 26 new single-familyhouses.

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Smart Commute: Created as a pilot program by Fannie Mae, the Smart Commute

program establishes a partnership among local government, area lenders, transitagencies and Fannie Mae to provide mortgage financing near transit stations. Under theprogram, borrowers may qualify for larger loans based on a transit benefit (presumedsavings) added to their monthly income. The program provides 100% financing for lowand moderate income families and 97% financing for other borrowers. This programwas launched in Plano in September 2004.

Historic Preservation Tax Abatements: Under the authority of Chapter 11.24 of theTax Code, properties designated as a heritage resource by the city are eligible to receivea property tax exemption to encourage proper restoration and maintenance. The size ofthe exemption ranges from 38% to 100% of the structures value based on the use of theproperty and its historical significance. All four governmental entities that levy a propertytax in Plano participate in the program. Designated properties are reviewed annually toensure they are properly maintained and qualified to continue receiving the exemption.In addition to designating individual properties, Plano has established two historicdistricts downtown and the adjacent Haggard Park neighborhood.

Fire Sprinkler Program: Fire protection of downtown Plano has been a long-standingconcern. Downtown was repeatedly destroyed by fire in the 1890s. Today, only a fewbuildings in the historic commercial core have fire sprinklers. The fire department isworking with downtown merchants and building owners to reduce risk and install ashared fire sprinkler system. As an incentive, the city will pay the cost of extendingwater lines and installing fire valves and risers to serve building groups. The merchantswill pay the cost of internal service lines and sprinkler heads.

Regulatory Incentives: A number of regulatory incentives have been adopted toaccommodate development and reduce cost. No existing building is required to provideparking regardless of occupancy. Up to 4,000 square feet of building area may beadded to a building without providing parking. New buildings are required to provideparking, but at a much lower rate than required elsewhere in the city. The PlanningCommission may also decrease the amount of required parking by giving credit fornearby public parking. Buildings may cover 100% of the lot and may be four stories

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in height. Live/work units are permitted on the ground floor of buildings. Building

stoops, awnings, balconies, and signs are permitted to extend into the street right-of-way. Where sidewalks are sufficiently wide, the city permits outside dining under alicense agreement with the restaurant. The 2003 International Building Code for ExistingBuildings is used for regulating restoration and remodeling of historic commercialbuildings.

Summary

The transit village vision is providing the inspiration for an effective strategy to revitalizedowntown and maximize the benefits of DART rail service. To date, this strategy hasproduced 500,000 square feet of mixed-use development and 100+ units of for-salehousing currently under construction. Small business reinvestment downtown has beenstrong with the addition of new restaurants, shops and services. The adaptive reuse ofthe Cox School Gymnasium to create the Plano Courtyard Theater has further reinforceddowntown Plano as an arts district. The City of Plano is strongly committed todowntowns continued growth as an urban center and a prime example of sustainabledevelopment.

Additional Information: Contact the City of Plano Development Business Center at 972-941-7122

Websiteswww.dart.org/downtownplanostation.aspwww.eastsidevillage.com

www.planoplanning.orgwww.planotx.org/artwww.developmentexcellence.com/awardswww.tpcworld.comwww.hhpa.com

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http://www.dart.org/downtownplanostation.asphttp://www.eastsidevillage.com/http://www.planoplanning.org/http://www.planotx.org/arthttp://www.developmentexcellence.com/awardshttp://www.tpcworld.com/http://www.hhpa.com/http://www.hhpa.com/http://www.tpcworld.com/http://www.developmentexcellence.com/awardshttp://www.planotx.org/arthttp://www.planoplanning.org/http://www.eastsidevillage.com/http://www.dart.org/downtownplanostation.asp


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City of Plano

The City of Plano is a vital part of the Dallas/Ft. Worth metropolitan region, located 18miles north of downtown Dallas. Incorporated in 1873 and with a population of only3,500 in 1960, Plano remained a small town through most of its history. Today, Plano isa diverse, urbanizing city of 72+ square miles with a population of 243,500. Plano is amajor employment center with more than 120,000 locally-based jobs. The city is hometo many national corporate headquarters, including Electronic Data Systems (EDS), JCPenney, Frito Lay and Dr Pepper. Plano is the largest city in Collin County, and it is thefourth largest city in the metropolitan area.

Plano residents and businesses enjoy excellent services and a low tax rate of 45.35per $100 of assessed evaluation. With a tax base of greater than $20 billion, Plano hasan AAA bond rating from the top three rating services. Plano has received many awardsand accolades for its quality of life and outstanding public services. Designated an All-America City in 1994, in January 2004, CNN Money designated Plano its top place to

live in the Western United States (cities over 100,000City of PlanoP.O. Box 860358Plano, Texas 75086-0358972- 941-7000www.plano.gov

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http://www.plano.gov/http://www.plano.gov/


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APPENDIX

Appendix A Downtown Plans and Studies 14

Appendix B Recommended Design Improvements 15

Appendix C Downtown Plano Projects 17

Appendix D Eastside Village I Project Profile 18

Appendix E Eastside Village II Project Profile 19

Appendix F Courtyard Theater Project Profile 20

Appendix G 15 th Street Village Project Profile 21

Appendix H Downtown Plano Awards 22

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Appendix A: Downtown Plans and Studies

Downtown Plano Development Plan, 1991 Preservation Plan Update, 1992 Design Guidelines for Planos Historic

Areas, 1993 Infill Housing Study, 1995 Business/Government Zoning District,

June 1993 10 Big Ideas for Eastern Plano, 1997 Downtown Development Plan Update,

1997 Preservation Plan and Ordinance Update,

1997 Urban Residential District, February 1998 The Plano Performing Arts Center Report,

1998 Downtown Light Rail Stop: Development

Vision and Objectives, 1998 Land Use and Transportation Study for the

DART Parker Road Transit Center, 1998 Eastern Plano Streetscape Features, 1999 Downtown Plano: A Vision and Strategy for

Creating a Transit Village, 1999

Neighborhood Empowerment Zone #1,1999 Eastside Tax Increment Financing District,

1999 Haggard Park Heritage District, January

2000 Downtown Plano Parking Study and

Executive Summary, 2000 Center City Plan In Eastside Plano, 2001

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Appendix B: Recommended Design Improvements

Haggard Park Haggard Park is the ceremonial heart of Plano. It is frequently used forweddings, family reunions, and various community celebrations. The park is thecenterpiece of downtown. Haggard Park creates a dramatic setting for the CourtyardTheater and the DART station, and unites downtown and the surroundingneighborhoods. The park was recently enlarged and re-landscaped. The onlyremaining out-parcel is a house located at the SE corner of 16 th Street and Avenue H.This property should be bought by the city and the home restored and devoted to civicuse.

14th Street 14th Street forms the southern edge of downtown. It also connectsdowntown to the Douglass neighborhood. 14 th Street was recently reconstructedbetween Avenue G and Avenue K. Additional landscaping and infill development isneeded, especially along the south side of 14 th between Avenue I and Avenue K.

15th Street 15th Street is downtowns Main Street. It is also the major entry to

downtown from US 75. The streetscape quality of 15th

Street is uneven and in need ofimprovement. Reconstruction of 15 th between Avenue I and Avenue G is scheduled tobegin in early 2006. The project will include brick sidewalks, ornamental streetlights andlandscaping. The width of the traffic lanes should remain narrow to discourage speeding.

15th Place 15 th Place was reconstructed into a mews (a narrow pedestrian street) withthe development of Eastside Village I. While some buildings along the south side of thestreet have been improved, additional work is needed. Gravel parking lots along thestreet should be paved. Providing shared trash collection containers would bebeneficial.

16th Street 16 th Street between Avenue G and Avenue K is the primary pedestrianpath from the Haggard Park neighborhood and the Plano Municipal Building to theDART platform. Sidewalk and landscaping improvements to 16 th Street were made inassociation with the development of Eastside Village I and the redevelopment of

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Haggard Park Additional improvements are needed, especially along the north side of

16th

between Avenue K and Avenue J.

Avenue G Avenue G is the major connection between the Douglass and HaggardPark neighborhoods. The section of Avenue G between 14 th and 16 th Streets carriesmoderate traffic volume requiring the existing 4-lane design. North and south of thissection, Avenue G runs through residential areas and traffic volumes drop. Streetscapeimprovements are planned for portions of Avenue G south of 15 th. This work needs to beextended north to 18 th Street, and consideration should be given to incorporating trafficcalming measures into the section between 16 th Street and 18 th Street.

Avenue I Avenue I should be improved to provide a pedestrian connection betweenthe Douglass neighborhood and Haggard Park. Sidewalks, street trees and antiquestreetlights should be placed along Avenue I. The Interurban Museum is an attractivefocal point at the north end of the street.

Avenue K Avenue K is a major arterial street. In the immediate downtown area,Avenue K is paired with Municipal Drive to create a one-way couplet system. Avenue K

carries large volumes of southbound traffic during the morning peak hours, but duringother periods volumes are well below its capacity. Plans are being prepared to narrowthe section of Avenue K to two lanes from 18 th Street to 14 th Street. Additional on-streetparking and landscaping will be installed with the narrowing project.

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Downtown Plano ProjectsAppendix C

DARTPlatform

PlanoMunicipalBuilding

EastsideVillage I

Cox SchoolRice Field

15 th StreetVillage

PlanoCourtyardTheater

Haggard Park

EastsideVillage II

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Appendix D: Eastside Village I Project Profile

Location: NW corner of 15 th Place & Avenue KSite size: 3.6 acres GFA: 245,000 square feetBuilding height: 3 and 4-storiesConstruction classification: 1997 UBC Group R-1 & M, Type V-1 HourBuilding materials: frame construction, brick veneer, stucco and hardy boardNumber of dwelling units: 33 efficiencies, 118 one-bedroom, 83 two-bedroomNon-residential space: 15,000 square feet

Parking: 351 garage spaces, 47 surface spacesCity of Plano construction cost: $2,000,000 ($1,030,098 credited against landtransferred by DART to Plano)Amicus construction cost: $15,720,000 total; $13,100,000 hard cost2004 Tax valuation: $12,871,000

Project architect: Womack & Hampton Architects, LLC4311 Oak Lawn, Suite 50Dallas, TX 75229 214-252-9000

Civil engineer: Huitt-Zollars, Inc3131 McKinney Avenue, Suite 600, LB105Dallas, TX 75204 214-871-3311

Landscape architect: Huitt-Zollars, Inc.3131 McKinney Avenue, Suite 600, LB105Dallas, TX 75204 214-871-3311

Developer: Amicus Partners, Limited15601 Dallas Pkwy., Suite 525

Dallas, TX 75001 972-361-5480Public concessions and incentives: Plano assembled and cleared the site. Thecity leased the site to Amicus for 70 years, with 3 10-year options. Annual base rent($0.60/sq. ft.) was discounted in the 1st and 2nd years to 25% and 50%. After the 3rdyear (base year), the annual rent is adjusted based on net operating income. Planoconstructed off-site infrastructure. Fees paid by Amicus were credited against rentduring the 1st and 2nd years. The park fee was waived.

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Appendix E: Eastside Village II Project Profile Location: NE corner 14 th Street & Avenue KSite size: 3.1 acres GFA: 245,000 square feetBuilding height: 3 and 4-storiesConstruction classification: 2000 IBC Group R-2 & M, Type V-ABuilding materials: frame construction, brick veneer, stucco and hardy board

Number of dwelling units : 38 efficiencies, 137 one-bedroom, 54 two-bedroomNon-residential space: 25,000 square feetParking: 419 garage spaces, 33 surface spacesCity of Plano construction cost: $800,000 reimbursement allowanceAmicus construction cost: $17,830,000 total; $15,100,000 hard cost2004 Tax valuation: $14,335,000

Project architect: RTKL Associates, Inc.1717 Pacific AvenueDallas, TX 75201 214-871-8877

Civil engineer: Huitt-Zollars, Inc.3131 McKinney Ave., Suite 600, LB105Dallas, TX 75204 214-871-3311

Landscape architect: RTKL Associates, Inc.1717 Pacific AvenueDallas, TX 75201 214-871-8877

Developer: Amicus Partners, Limited

15601 Dallas Pkwy., Suite 525Dallas, TX 75001 972-361-5480Public concessions and incentives: Plano deeded 1.1 acres to Amicus inexchange for 100 garage parking spaces (in addition to those required by code)secured by easement. The city granted an allowance of $800,000 for the constructionof public infrastructure to serve the development. The neighborhood park fee waswaived.

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Appendix F: Plano Courtyard Theater Profile Location: NW corner of 16 th Street & Avenue H.Site size: 1.063 acresGross building area: 20,000+ square feetBuilding height: 33 feetBuilding materials: brick and cast stoneParking: 200Construction cost: $6+ millionDescription: Theater created through the adaptive reuse of the Cox High SchoolGym, located on Avenue H across from Haggard Park. Constructed in 1938 underthe WPA, the theater is the second oldest public structure in the city. The 326-seattheater is a flexible venue, well-suited to a variety of performances. The theater canbe set in end-stage, thrust-stage and arena configurations.

Original Architect: Hoke SmithProject Architect: Hardy Holzman Pfeiffer Associates

902 Broadway, 11 th Floor

Dallas, TX 75229 212-677-6030Theater Consultant: Theatre Projects Consultants25 Elizabeth StreetSouth Norwalk, CT 06854 203-299-0830

Acoustician: Jaffe-Holden Acoustics, Inc.114A Washington StreetNorwalk, CT 06854 203-838-4167

General Contractor: Joe Funk Construction Engineers, Inc.11226 Indian TrailDallas, TX 75001 972-243-7141

Financing: The City of Plano leased the building and site from the Plano IndependentSchool District for 60 years in exchange for the districts use of the theater for 10 daysannually. The main source of funding is $4.6 million from a tax increment financedistrict. Other funding has been provided through the citys general fund, hotel/moteltax and private gifts.

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Appendix G: 15 th Street Village Profile

Location: SE & SW Corners of 15 th Street & Avenue G Site Size : 4 acresNumber of Dwellings : 34 townhouses and 90 condominiumsBuilding Height: 2-story townhouses

3-story condominiums over 1-level garageUnit Size: townhouses - 1,700 - 2,100 square feet

Condominiums - 900 - 1,100 square feetProjected Sales Price: $250-300K townhouses and $150-200K condominiums

Project architect: Graphics Design Group3615 North Hall StreetDallas, TX 75219 214-520-8800

Civil engineer: Helmberger & Assoc.124 Hooper RoadWylie, TX 75098 972-442-7459

Contractor: Historic Plano Townhouses LLC806 East 15 th StreetPlano, TX 75074 972-422-6992

Developer: 15 th Street Village806 East 15 th StreetPlano, TX 75074 972-422-6992

Public Concessions and Incentives : The City of Plano provided a 2-year option topurchase approximately 1 acre of land at $11 per square foot subject to the developer

acquiring all other property required for the project, obtaining zoning and planapprovals and substantially completing 50 dwelling units. The city also provided areimbursement allowance of $100,000 for public infrastructure and $24,000 costparticipation in shared-use on-street parking. Plano will waive most development feesassociated with the project.

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Appendix H: Downtown Plano Awards

1999 Texas Chapter of the AmericanPlanning Association Project PlanningAward, Downtown Plano Transit Village

2002 Greater Dallas Planning Council Urban Design Award for Built Projects,Eastside Village

2003 North Central Texas Council ofGovernments Celebrating Leadership inDevelopment Excellence Landmark Award inRedevelopment, Downtown Plano TransitVillage

2003 Texas Municipal League PublicWorks Award, Downtown Plano Transit Village

2004 Texas Downtown Association BestNew Construction Award, Eastside Village

Downtown DART PlatformBefore and After

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a vision and strategy for creating a transit village: downtown plano

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