2013 CLIDE Awards Winners
Each month we promote a different CLIDE Award winner in various regional publications.
Klyde Warren Park serves as a central gathering space for Dallas and its visitors. This tree-filled 5.2–acre urban green space built over the recessed Woodall Rodgers Freeway between Pearl and St. Paul streets in downtown Dallas serves as a vital connector between Uptown, Downtown and the Dallas Arts District. It engages downtown residents, workers and visitors with walking trails, a dog park, botanical garden, performance pavilion, a children’s park, games area, and local food trucks. Klyde Warren Park is a highly active space, providing daily free programming for the public ranging from yoga to book signings to outdoor concerts and films. The park is owned by the City of Dallas, but is privately operated and managed by the Woodall Rodgers Park Foundation. Connectivity was an important consideration when Klyde Warren Park was built. Easily accessible by foot, trolley and bicycle from Uptown, Downtown, and the Arts District, the park contributes to a more walkable city center.
Plants in the botanical garden are primarily native Texas species. More than 300 new trees will act as a natural bio-filter, reduce storm water run-off, and mitigate urban heat island effect. Solar panels on all light poles will provide power as part of a high-efficiency lighting management system. A below-surface irrigation system will control water use saving an average of 300,000 gallons per year compared to a conventional overhead spray system.
The concept of building a deck park over Woodall Rodgers Freeway may have originated in the 1960s when Dallas Mayor J. Erik Jonsson decided to recess the freeway. Many years later in 2002, the idea resurfaced in the real estate community. In 2002, The Real Estate Council initiated local and state advocacy efforts to explore the possibility of building a park over Woodall Rodgers Freeway. The organization's members donated pro-bono legal services, planning, website design and research, and funded the feasibility study required to launch the project with a $1.5 million Impact Grant in 2004. That investment spurred Klyde Warren Park, which broke ground in September 2009 and opened in October of 2012.
According to the Insight Research Corporation’s economic impact study, Klyde Warren Park is estimated to create $312.7 million in economic benefit, including 182 new jobs and $12.7 million in tax revenue. In March 2009, the Woodall Rodgers Park Foundation received $16.7 million in federal stimulus funds as a “shovel-ready” transportation enhancement project that will create approximately 1,000 immediate jobs and stimulate additional economic development and job growth in the future. The park is a model of a successful community catalyst from which others can learn and benefit. Bringing together municipal, state, federal and private sources, Klyde Warren Park is one of the most significant and successful public-private ventures in Dallas history.
The White Buffalo is located in the heart of Fort Worth’s cultural district, just a short walk from the shops and restaurants along West Seventh Street. Historically, the area has been a cultural destination, and recent developments of mixed use projects have infused a lively atmosphere to the neighborhood. The White Buffalo consists of a micro unit design, which is a design concept that responds to the need for a smarter, urban housing prototype.
The project was a redevelopment of an urban site that was part of an older, under-utilized warehouse area. As an urban infill site, the White Buffalo has little impact on existing natural features or stream corridors. Being part of greyfield site redevelopment, new infrastructure has been placed to ensure ground water quality was not compromised by the project. As a planned development, the parking requirement is reduced to a minimum of only one car per unit to help minimize footprints and physical impact.
White Buffalo is efficient, especially on such a small urban site. With very strategic space planning, units provide a nearly identical experience to larger apartments for less rent. Units are designed with efficient and modular kitchen and bath layouts, closets sharing circulation space with rooms, fewer dividing walls, ten-foot ceilings, large windows providing ample natural lighting and sliding / barn doors instead of swinging doors. The building facade is placed as close to the street as zoning and utility setback permits, keeping with the urban character of the project. At the easternmost edge of the project, four townhomes line the street, featuring undercover parking; individual stoops to the sidewalk and private roof top decks. Given the advantage of the location, each roof top deck provides a sweeping view of downtown Fort Worth.
By utilizing smaller units and a smaller building footprint, the developer was able to build on significantly smaller parcels of land and proves that quality, not quantity drives success.
In 2004, the North Texas Municipal Water District (NTMWD) faced a critical raw water supply shortage. Water demands in NTMWD's rapidly growing service area north and east of Dallas, Texas, would soon outpace their capability to meet them from their existing raw water sources. New surface water supplies planned at that time would not be completed in time to contribute to the solution. NTMWD addressed this problem by developing an environmentally friendly, fast-track project that would yield the raw water supply needed to meet the increased water demand: the East Fork Raw Water Supply Project.
The project works like this: NTMWD diverts treated effluent (return flows) from the East Fork of the Trinity River that have been contributed by NTMWD- or customer-owned wastewater treatment facilities into a 2,000-acre constructed wetland for removal of sediments and nutrients from the water. The wetland-treated water is then conveyed 43.5 miles to Lavon Lake for storage, subsequent treatment, and use by NTMWD customers. The East Fork Raw Water Supply Project is capable of providing enough water to serve 500,000 people per year. This is comparable to the yield of a new reservoir, but was completed at a cost of less than 25% of developing a new reservoir and in about 20% of the time.
The wetland habitat created through this project has had a tremendous positive effect on the community and region. Over 250 species of birds have now been documented at the site, hundreds of students have experienced nature up close through the educational programs established at the Wetland Center, and university researchers are utilizing the facility to advance environmental science.
The East Fork Raw Water Supply Project is a major achievement for the North Texas Municipal Water District (a regional utility) and Rosewood Corporation (a private corporation) in that a public-private partnership was formed that pursued and accomplished the implementation of a water reuse strategy that did not rely solely on a traditional concrete, steel, and chemical treatment facility, but rather one that used the power of nature to clean the water. Over three square miles of wetlands were built as a result of this project, creating a wetland habitat in a location where very little previously existed.
In 2010, remnants of Tropical Storm Hermine caused widespread flooding in Arlington, submerging many low-lying pockets under several feet of water. Firefighters had to use ladders and boats to reach stranded residents and over twenty roadways, including several arterial streets, were flooded and closed due to hazardous conditions. The flooding caused intermittent power outages, temporary road closures, evacuations, contaminated water supplies in some areas, and hazardous post flood conditions. Approximately 250 homes were flooded or left uninhabitable throughout the City. Residents were confused about why their homes flooded and why the City was unable to prevent the flooding. Many did not have insurance or were unaware that their homeowner’s and renter’s policies did not cover flood damage. The City used the disaster to try to educate citizens and City leaders about the dangers of flooding, the need for projects to reduce flooding risks, flood insurance, and the Turn Around, Don’t Drown campaign.
As a result, the City of Arlington Stormwater Management Division has developed a unique way of spreading awareness about flood preparedness with the creation of a graphic novella (comic book), “The Rescue League Academy: Sink or Swim.” This novella demonstrates the importance of being prepared for floods in a way that people of all ages will understand.
This novella lays the foundation for residents’ initial understanding of flooding and flood preparedness before, during, and after a flood. As flooding can happen anywhere and at any time, residents must be made aware of the dangers of rising floodwater and specific behaviors that could help protect lives and property. This novella will help to foster an understanding of flooding and flood preparedness, as well as a respect for our natural resources. Simply, the novella serves as an entertaining and also educational resource for residents who need information regarding flooding and flood preparedness.
As the planning phase started in 2007 for a new Capital Improvement Bond Program, the Fort Worth Independent School District (FWISD) took steps to ensure a successful program, begining with a needs assessment. Among their findings; more than 60% of school buildings were over 50 years old, classrooms lacked technology that would facilitate teaching and learning, and the previous 1999 bond program ran behind schedule, over budget, and led to allegations and an FBI investigation.
In November 2007, voters approved a $593.6 million bond referendum, including $551.9 million for construction of new schools, additions, and renovations to existing schools and athletic facilities in the Fort Worth Independent School District. The Capital Improvement Program (CIP) began with the Architects Selection Process on November 7, 2007, just one day after passage of the bond. This rapid start, and the subsequent success of the CIP implementation, was possible due to the planning and preparation by FWISD and the Program Manager (AECOM) in the months prior to the bond election.
To gain back public trust, FWISD front loaded the bond program with quick, visible projects like resurfacing the running tracks at every school. The 2007 Capital Improvement Program renovated all 130+ schools with equity a guiding principle. Critical needs were addressed at all schools in all parts of the District — following the same priority standards. The goal was to level the playing ﬁeld regarding facilities and services offered by the schools to the students, faculty and community.
The 2007 Capital Improvement Program was completed in November 2011 and consisted of 3 phases, including 5 new schools, 8 additions, and 123 renovations - all of which were completed on time and on budget. Because of the money saved, the program has been extended to provide additional improvements District-wide. Phase 4 includes 2 additions and 21 renovations. All of which will be completed on time and on budget. A few key performance indicators include zero claims or legal actions in over 3,000 contracts, only 3 minor safety incidents in four years of construction, an average of 8 proposals per solicitation, over 40% historically under-utilized business participation, and $92.5 Million in savings and credits.
The “Downtown Plano Vision and Strategy Update”, adopted by the Plano City Council in February 2013, charts the course for the continued transformation of Plano’s historic downtown into a vibrant urban center based on the concepts of transit oriented development. In 2002, Dallas Area Rapid Transit’s Downtown Plano light rail station opened and provided the spark for renewed interest and reinvestment by developers and small business owners in partnership with the City of Plano. Since then over 750 new housing units in a mix of urban apartments, condominiums and townhouses have been constructed. A diverse assortment of new stores, restaurants and bars has occupied new commercial space and restored historic buildings. Public-private partnerships have been key to the success of many projects, with the city utilizing funding from a Tax Increment Finance district and capital improvement bond program, fee waivers, land banking and other programs to supplement private sector efforts.
The “Vision and Strategy Update” establishes goals to continue and expand the revitalization program outside of the core downtown area to the entire DART rail corridor. Plano is presently served by three stations on the Red/Orange light rail lines, and a station on the proposed Cotton Belt rail line is being considered at 12th Street, just south of Downtown Plano. With the addition of this station, the entire two and one-half mile corridor from the Bush Turnpike station on the south to the Parker Road Station on the north would be within walking distance of one of the four stations.
This expanded area contains numerous opportunities for urban infill and redevelopment projects, and the “Vision and Strategy Update” envisions the addition of at least 3000 new residential units within the rail corridor and the development or revitalization of 500,000 square feet of non-residential space. Street, trail and sidewalk improvements are also planned to create a safe, pedestrian-friendly environment and better connections between the adjoining neighborhoods, mixed-use centers and transit stations. Some of Plano’s oldest neighborhoods abut the rail corridor, offering opportunities for infill housing and revitalization. Finally, the “Vision and Strategy Update” recommends the continuation of the economic and tax base growth required to provide public improvements, services and reinvestment incentives.
Downtown Plano’s success is evident in both tangible and intangible ways. The additional residential customer base has spurred merchants in the older downtown buildings to reinvest and renovate. Downtown Plano no longer “rolls up the sidewalks” at 5:00 pm. The residents of Downtown Plano and surrounding neighborhoods are out walking their dogs, dining at the beer garden, and hurrying to catch a performance at the theater. Developers and small businesses have found Downtown Plano to be a profitable place to invest. The revitalization projects have served as a laboratory for the city to be an effective and supportive partner in public/private partnerships. The “Downtown Plano Vision and Strategy Update” will guide the continued use of mass transit and the principles of new urbanism to expand an urban activity center and provide a sustainable development strategy for a maturing suburban city.
The West Seventh Urban Village is a 200-acre redevelopment district just West of downtown Fort Worth and East of the many museums found in Fort Worth’s Cultural District. The Commercial Corridors strategies, which outlines specific strategies and short and long-range opportunities for reinvestment, have been implemented through the City’s Urban Village Program, which ultimately assisted the West Seventh Urban Village in exceeding redevelopment performance expectations. Within ten years, property values in the village have more than quadrupled; sales tax revenues have greatly increased; over 1,300 new housing units have been built; and over one million square feet of retail/office development has occurred.
The Urban Village Program applies mixed-use zoning in designated urban villages to incentivize higher density, walkable communities with urban design standards meant to foster desired building forms. In addition, economic incentives help close funding gaps and bring central city redevelopment costs more in line with greenfield costs. Targeted capital improvements within the villages help update aging infrastructure and retrofit roadways for multiple users.
West Seventh Urban Village includes four major mixed-use, pedestrian-oriented developments completed since 2005 as well as several developments currently under construction. Two of the developments, Montgomery Plaza (Kimco Development) and Museum Place (Jagee Properties), are previous individual CLIDE award winners for redevelopment, and their performance is impressive. Each development contributes living, dining, entertainment, and shopping experiences for its visitors and residents.
Infill development has played a key role in completing the village. New businesses have located in vacant or underutilized buildings previously occupied by warehouses, auto repair facilities and other light industrial uses. Today, the City of Fort Worth continues to work with the Cultural District Alliance (CDA) and many development partners to maintain success and promote quality future development. CDA is in the process of creating a form-based code to address the remaining developable land and ensure that appropriate transitions are made between intense core development and the surrounding single-family neighborhoods and the nearby Trinity Uptown District.
Dallas County is working to provide 35 miles of contiguous trail system from the northern tip of the County, through downtown Dallas, to Fair Park and the Trinity River Corridor. Serving as a vital link between the Preston Ridge Tail north of I-635 and White Rock Creek, Katy and Santa Fe Trails to the south, the Cottonwood Trail allows residents to freely travel by trail from Plano to Downtown Dallas, a distance of nearly 20 miles. The Cottonwood Trail is a 4 mile multi-use trail that promotes walking, running, cycling, rollerblading, and more. As a critical link in the city and regional trail system, the Cottonwood Trail provides a multi-modal route through the heavily traveled and previously impenetrable by foot, U.S. 75/I-635 corridor. The Cottonwood Trail provides direct access to 2 DART stations and major employers such as Texas Instruments. Other important connections include Medical City, Hamilton Park, multiple residential areas, schools, retail and commercial areas.
The Cottonwood Trail project is unique for a several reasons. TxDOT laid the foundation for this trail when they constructed the initial piece of the Cottonwood Trail beneath the High Five overpasses as a part of the High Five project which was completed in 2005. At that time Texas Instruments, NCTCOG, TxDOT and Huitt Zollars (a national engineering consultant) were all committed, but it wasn’t until Dallas County stepped up to take that lead and provide $3.2 million along with a grant of 1.8 million secured from State funds and the promise of “pro-bono” design from Huitt Zolars that the project was able to take off. Although a public project, the partners involved in completing this project included several private participants. The project is the first example for Dallas County of a truly multi-jurisdictional transportation project with many other symbolic “firsts.” Had it not been for the flexibility and willingness to try new things by the agencies involved, this project would have never been possible, not to mention, unprecedented commitment from the community, politicians and staff members of this multi-agency project.
The Duncanville Main Street Revitalization Project began in 2000 when Options Real Estate began purchasing and rehabilitating older buildings in the downtown area. The focus was to redevelop properties on and near the downtown area to encourage a more walkable and bike friendly commercial corridor that would be the center of activity in the community. Today, this revitalized center of Duncanville is now ready for the extension of the urban rail system which will ultimately connect Duncanville to Dallas. The end result will be a downtown core that is both vibrant and economically sustainable.
After the creation of the original master plan and form-based code, the Main Street Committee (city and citizens), the consulting team (developers and partners) and the business owners held a series of meetings to create a vision for the development that would encouraged connectedness and community. These meetings were followed by a formal charette to document the ultimate positive solution for the city, the community and the business owners. From this charrette came The Form-Based Zoning and Infrastructure Plan which was used by the City of Duncanville to receive two NCTCOG Sustainable Development Grants to build the streetscape along the Main Street corridor. In addition, this plan has set the stage for the continued capital investment in vertical infrastructure of Main Street.
In 2002 Main Station, a 22,000 square foot mixed use development was created to serve as the catalyst of the new downtown. This corridor was re-zoned to a Form-Based Code which included a complete redesign of Main Street infrastructure. The new form-based zoning and initial four blocks of the reconstructed Main Street has created new infill and small businesses. Occupancy rates have improved dramatically and leasing prices per square feet continue to increase. Additional foot traffic and leasing of vacant properties has created a neighborhood feel for both the owners and the shoppers. Sales taxes continue to increase annually along with property valuations.
The Main Street Corridor will eventually become an actual Main Street populated with successful businesses and citizens able to work or cycle to City Hall or the Public Library and who will be able to walk to the train for a trip to Dallas. The infrastructure has been completed for a twelve square block area and eleven new and/or repurposed structures have been built.
In the spring of 2012, the McKinney Avenue Transit Authority entered into a Public/Private partnership with the City of Dallas and Dallas Area Rapid Transit and began construction on an extension to the existing trolley line in Downtown Dallas that would place trackage on Olive Street, all the way to Federal Street. Work on this project began in April of 2012 and project completion is slated for September 2013.
The Trolley Circulator will provide high capacity transportation of visitors to the project area and help to address the problem of very limited parking. Additionally, the trolley will provide alternative transportation and help to decrease the number and necessity for short distance automobile trips within the project area thus reducing traffic congestion and the producton of NOS emissions. Frequently scheduled trolleys will provide an efficient, environmentally friendly, fun means of circulating within a high density activity area. The trolley lines will now connect pedestrians to The Dallas Museum of Art, the Nasher Sculpture Garden, the Crowe Museum of Asain Art, the Winspear Opera House, Myerson Symphony Hall, Klyde Warren Deck Park, the Margot Perot Museum of Science and Nature, the Bishop Lynch School for the Performing Arts, the Dallas Theatre Center, and numerous businesses and hotels along the route. The trolley lines will also connect to DART rail stations.
Trolley ridership has steadily increased since 2004, to nearly 350,000 yearly riders. It is expected that residents and visitors to the area will opt to utilize the free trolley for transportation as their primary transportation around downtown Dallas. MATA will be adding three additional trolley cars to its four car fleet. One trolley, built in 1909 has been in continual service for over 100 years. All the trolleys that will be in operation are restored vintage trolleys from different time periods and different locations around the world and all provide zero emission transportation.
The Terrell Carnegie Library cornerstone was laid on September 29, 1903 and was dedicated on March 15, 1904. Andrew Carnegie, the prominent steel industry magnate, endowed the Carnegie Foundation which granted funds for the building of hundreds of libraries throughout the world and United States between 1890 and 1961. Thirty-two Carnegie libraries were built in Texas, Terrell being the twelfth, and is only one of thirteen remaining in the state. The Original deed stipulated continuous library use or the city would forfeit ownership. This year marks the 109th anniversary of library and museum use. The Terrell Carnegie Library is a designated landmark in the National Register of Historic Places, the Texas State Archeological Landmark (SAL) and Recorded Texas Historic Landmark.
The Terrell Carnegie Library Master Plan was initiated as part of the FY 2011 Hotel Occupancy Tax Funding intended to determine priorities and costs for preserving the historic building and enhancing the use of the structure. The plan evaluates the current state of the structure and systems, the space usage, functional considerations, and archival storage. It identifies work scopes for restoration and repair in accordance the the Texas Historical Commission, and sets priorites for rehabilitation of the building with budgets to guide annual investment. The Plan also provides for ongoing cyclical inspection and maintenance.
This cultural and architectural landmark is a valued treasure not only for the City of Terrell, but for the entire region.
McKinney’s historic Town Center is blessed with and well-positioned to leverage its location, physical assets, history (160+ years), character, community pride, vibrant businesses, cultural arts, and diverse demographic composition. However, like many city centers, the challenge facing McKinney’s Town Center is learning how to create a renewed emphasis on its authentic form and character while still embracing growth and planning for the future. As a proactive step towards this end, the City of McKinney launched the Town Center Study Initiative in 2006.
The vision is to have the Town Center anchored by two thriving urban villages (the historic downtown core on the west side of State Highway 5 and the transit-oriented village on the east side of State Highway 5) surrounded by stable and preserved single-family residential neighborhoods. These two villages will be compact, walkable, and diverse urbanized places that will have a concentration of jobs, housing, commercial uses, public spaces, public transportation, and pedestrian activity. To create a healthy synergy between the two villages, the State Highway 5 corridor will embrace and unite, rather than divide. Different but compatible land uses will be mixed horizontally or vertically. Buildings for infill development will relate to their associated street types in terms of size, scale, mass, orientation, and frontage. A variety of urban residential infill buildings with minimal setbacks from the street will help to achieve a density necessary to support transit and local commercial activity.
McKinney’s historic Town Center is poised to fill a market niche for people who want an urban lifestyle but with a small town feel. As the vision is fulfilled, the Town Center will prove to be an appealing alternative to generic suburban subdivisions, strip shopping centers, and congested auto-oriented roads, offering many of the positives of a big city lifestyle without many of the negatives typically associated with a big city.
Over the last 4 years, City Staff has made over 50 presentations to a diverse array of stakeholder groups (downtown business owners, private developers, property owners, neighborhood associations, residents, etc.). The continued engagement and participation of stakeholders in reviewing proposed public improvements, development standards, and other implementation tools cements the necessary buy-in from the private and public sector for making the Town Center vision a reality. Success is also evident in the way that these implementation actions have helped to catalyze a renaissance seen in the core of McKinney’s historic Town Center and have re-established the core as the heart and soul of the community for citizens and visitors alike. Economic development and redevelopment activity has greatly increased as a result. In addition to helping to weather the recent economic recession, these implementation actions have collectively increased activity after 5pm, increased sales per square foot, increase demand for downtown housing, and an increased sense of community pride.
In 2004 under the Neighborhood Investment Program (NIP), the City of Dallas, in partnership with the Bexar Street community, developed a comprehensive master plan for the Bexar Street neighborhood and soon began acquiring dilapidated commercial and residential properties for redevelopment. This plan represents the shared long-term vision of residents and neighborhood stakeholders and was conceived over a series of meetings and planning/design workshops.
The redevelopment of the Bexar Street neighborhood embodies a holistic community development approach. Infill development, code enforcement, housing and infrastructure improvements within the residential neighborhoods abutting the Bexar Street mixed-use corridor are underway to maximize the impact of targeting public resources and stem the process of neighborhood decline. At the same time, efforts are underway to create an employment and vocational training complex within the Bexar Phase II development to provide employment skills and job readiness training for area residents.
The city’s master plan for this area calls for 30,000 square feet of mixed-use office retail space, a police satellite station, new rental apartments, and for sale townhomes. Public infrastructure improvements, green spaces, targeted code enforcement, and infill housing development on 100+ land bank lots are also planned or underway. To date, new street and streetscape improvements and the first phase of townhomes have been completed. It is estimated that development of the vacant land bank lots will return approximately $9.2M to the tax rolls, while the redevelopment of Bexar Street, as master planned, will increase sevenfold the city’s initial land investment of $1.09 M, returning approximately $6.6 in new taxable value to the city tax rolls.
The redevelopment of Bexar Street will serve as prototype for other redevelopment initiatives within the city of Dallas. In fact, the city has already committed public improvement and land acquisition funding to replicate this process within one other Neighborhood Investment Program target area located close to Bexar. It is the city’s hope that this innovative and strategic approach will help stabilize declining neighborhoods and bring greater choice and options to the southern sector to help stem the north / south divide.