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DOWNTOWN CARROLLTON 2025 MASTER PLAN

Table of Contents Executive Summary...................................................................... 5

4. Master Plan..............................................................................93 2035 Master Plan......................................................................................................... 95

1. Introduction...............................................................................13

Character Zones............................................................................................................ 96

Overview........................................................................................................................ 15

Proposed Transportation Network.........................................................................155

Why Do We Plan........................................................................................................... 20

Urban Design Initiatives...........................................................................................166

How Does This Plan Relate to Previous Plans and Ongoing Initiatives.......... 21

Design Guidelines......................................................................................................172

Master Plan Process..................................................................................................... 26

5. Implementation..................................................................... 177 2. Downtown Today....................................................................29

Implementation Overview.......................................................................................179

A Brief History of Downtown.................................................................................... 31

Implementation Strategies......................................................................................181

Issues That We Must Address: Development Opportunities & Challenges... 32

Action Plan...................................................................................................................192

Physical Framework..................................................................................................... 33 Market Assessment and Land Use Opportunities................................................ 53

Appendices

Leveraging Market Delivery Process....................................................................... 63

Appendix A: Action Plan Steps................................................................................213

Market Partners............................................................................................................ 67

Appendix B: Community Engagement Results....................................................273

Catalyst Locations........................................................................................................ 69

Appendix C: Supporting Materials.........................................................................327

3. Engagement & Vision............................................................. 71 Community Input......................................................................................................... 73 The Vision for Downtown........................................................................................... 91

Acknowledgments

Thanks to the City of Carrollton’s elected and appointed officials, the City staff, the citizens and stakeholders who provided knowledge, assistance and insight throughout the process of developing this Downtown Master Plan.

Mayor and City Council Steve Babick - Mayor Christopher Axberg - Councilmember Place 1, Northeast Jason Carpenter - Councilmember Place 2, At-Large Richard Fleming - Councilmember Place 3, Southwest Dr. Andrew Palacios - Councilmember Place 4, At-Large Nancy S. Cline - Councilmember Place 5, Northwest Daisy Palomo - Councilmember Place 6, At-Large Rowena Watters - Councilmember Place 7, Southeast

City Manager’s Office Erin Rinehart - City Manager Shannon Hicks - Assistant City Manager for Public Safety and Development Services Chrystal Davis - Assistant City Manager for Culture/ Leisure and Support Services Chloe Sawatzky - City Secretary

Downtown Plan Advisory Committee

Consultant Team

Steve Babick Jason Carpenter Nancy Cline Stan Friend Stephanie Gonzales Paula McDonald Daisy Palomo Rusty Pendleton John Royer

Gensler Catalyst Urban Development BGE, Inc. Fehr & Peers

City Staff Ravi Shah - Executive Director of Development Brett King - Director of Development Services Loren Shapiro, AICP - Planning Manager Michael McCauley - Senior Planner Emily Offer - Senior Planner Lydia Tormos - Planning Technician

Executive Summary The Downtown Carrollton Master Plan serves as a visionary roadmap to guide the City’s ongoing efforts to revitalize and develop its historic Downtown. This plan is not a rigid blueprint but rather a flexible framework that reflects the community’s collective aspirations. While the exact locations and details of specific projects may shift in response to market dynamics, landowner preferences, and evolving circumstances, the plan’s core principles and goals remain steadfast—to enhance Downtown’s role as a vibrant, livable, and economically dynamic hub.

EXECUTIVE SUMMARY

Building on Momentum The Downtown Carrollton Master Plan builds on the successes of previous planning efforts, including the 2008 Downtown TOD Plan, and addresses current challenges and opportunities. Carrollton has witnessed significant progress over the past decade, such as the integration of transit-oriented development, enhancements to public spaces, and increased interest in mixed-use redevelopment. The plan leverages key drivers of change,

such as regional trends in urbanization, the anticipated arrival of the DART Silver Line, and the City’s proactive acquisition of key properties. These efforts position Downtown Carrollton as a competitive destination for residents, businesses, and visitors. The plan recognizes Downtown as a regional transit hub, capitalizing on its connectivity to the DFW Metroplex. It also acknowledges Downtown’s unique character—rooted in its historic core—and the need for balanced growth

that honors its heritage while embracing innovation. By building on this momentum, the plan charts a course for sustainable growth, ensuring Downtown remains a cherished and vibrant community asset. A Collaborative Planning Process The development of the Downtown Carrollton Master Plan was guided by an extensive, year-long, communitydriven process that ensured diverse voices were heard and integrated into the plan’s recommendations. Community workshops provided forums for interactive discussions, while online surveys expanded outreach to capture

a wide range of perspectives. Stakeholder interviews offered deeper insights into the unique opportunities and challenges facing Downtown. Central to this process was the Downtown Plan Advisory Committee (DPAC), a group of community representatives who provided ongoing guidance and acted as champions for the plan. Collectively, these efforts engaged over 345 participants, reflecting the community’s shared priorities and aspirations. This inclusive approach has ensured that the Master Plan is a vision deeply rooted in community values.

DOWNTOWN CARROLLTON MASTER PLAN

Market Assessment and Existing Condition A thorough market assessment and evaluation of existing conditions were integral to the development of the Downtown Carrollton Master Plan. This process not only analyzed the economic and physical landscape but also identified opportunities for targeted interventions

that align with the community’s long-term goals. This analysis provided a comprehensive understanding of the Study Area’s strengths, challenges, and opportunities, laying the groundwork for informed and strategic recommendations. The market assessment introduced a 10-year consolidated programming approach, aligning development cycles with strategic priorities to ensure

10-YEAR CONSOLIDATED PROGRAMMING APPROACH RETAIL (apparel, computer, misc, health, grocery, household, auto)

60,211 SF

ENTERTAINMENT (performance, dinner theater, museum)

60,211 SF

Artist studio performance workspace

10,000 SF

RESTAURANTS (fast, fast casual, sit down, upscale, bars, catering)

100,717 SF

OFFICE (loft, single tenant, multi-tenant, boutique)

68,796 SF

In-office service retail

2,500 SF

In-office food service

2,500 SF

HOTEL (boutique with small meeting)

230 Keys

In-hotel restaurant

2,500 SF

In-hotel retail/distillery

7,500 SF

Meeting

5,000 SF

FOR SALE RESIDENTIAL Single Family

331 Total Units Breakdown by category:

33 Units

Bungalow/Carriage Homes

66 Units

Townhomes/Row houses

133 Units

Flats

99 Units

FOR LEASE RESIDENTIAL Single Family Rental

365 Total Units Breakdown by category:

18 Units

Small Infill Flats

73 Units

Urban Apartments

146 Units

Mixed-Use Apartments

128 Units

ACTIVE SENIOR LIVING Senior Flats (owner) Senior Flats (rental)

EXECUTIVE SUMMARY

257 Total Units Breakdown by category:

30 Units 227 Units

resources are directed toward impactful and achievable projects. This approach provides a structured timeline for investments and fosters clarity in prioritizing initiatives that will yield the highest returns. Key findings included Cottonwood Rd.

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the community’s vision. Importantly, the assessment emphasized prioritizing The Core as the starting point for development efforts to maximize impact and avoid diluting resources across the Study Area. By building on

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identifying priority parcels that hold the greatest potential for catalytic development. These parcels were selected based on their location, market viability, and ability to support transformative projects that align with

N Scale: N.T.S.

Study Area Boundary 100 Year Floodplain Existing Open Space City Owned Parcels Vacant Infill Land Reinvestment/ Redevelopment Infill Small-Scale Reinvestment Unlikely to Redevelop in Near Future

DOWNTOWN CARROLLTON MASTER PLAN

the existing momentum in The Core, the City can create an even stronger, more vibrant Downtown, setting the stage for future growth throughout the broader Study Area. Cottonwood Rd.

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key zones and enhancing green spaces are critical steps to achieving this goal. These efforts will ensure that Downtown feels safer and more vibrant, with increased activity, fostering a greater sense of security for patrons.

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The assessment also highlighted the need for improved connectivity, enhanced public spaces, and infrastructure investments to unlock Downtown’s full potential. Strengthening pedestrian and transit connections across

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EXECUTIVE SUMMARY

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Study Area Boundary City Owned Parcels Priority Parcels - Phase 1 Priority Parcels - Phase 2

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LEGEND Study Area Boundary Existing Buildings Single-Family Townhome Multi-Family Hotel Retail Artist Studios Entertainment Office Nature/Event Space Logistics Transit Platform Parking Garage

DOWNTOWN CARROLLTON MASTER PLAN

A Vision for Downtown Carrollton Downtown Carrollton is poised for transformative growth, with opportunities to capitalize on its rich history, transit connectivity, and diverse community character. The Master Plan envisions Downtown as a vibrant mixeduse environment, where residential, retail, office, and entertainment uses seamlessly coexist. It emphasizes the creation of enhanced public spaces, pedestrian-friendly streetscapes, and strategic infrastructure improvements to foster connectivity and livability. The vision incorporates five distinct character zones within Downtown: • The Core: The heart of Downtown, featuring a mix of historic preservation and new developments,

EXECUTIVE SUMMARY

anchored by the Historic Square, the introduction of a southern square, and a range of retail and dining options. • The Settlement: A residential and mixed-use area emphasizing the community’s heritage, with opportunities for new housing and small-scale commercial projects. • The Hutton: Focused on the Hutton Branch Greenway, this zone prioritizes open spaces and recreational amenities, integrating nature with urban life. • The Westside: Envisioned for transformative mixed-use projects, this area connects to the broader Downtown fabric and leverages proximity to industrial and commercial hubs.

• The Gate: Serving as the primary entry point to Downtown, this zone highlights transit-oriented development opportunities near the DART Silver Line station. The plan is designed from the ground plane, including reimagining the land below IH-35E as a vibrant community asset. Proposed enhancements include creative , large-scale art installations as part of an art park, and transformative lighting to create a welcoming and safe environment. The space could also incorporate opportunities for active outdoor amenities such as a dog park, food truck park, and recreational areas. This transformation will better connect The Core to the rest of the Study Area, creating a cohesive and dynamic Downtown experience. These interventions aim to transform what is currently underutilized space into

an active and inviting destination, further integrating the Westside into the broader Downtown fabric. This project exemplifies the plan’s vision of using innovative and artful solutions to reimagine spaces and foster community engagement. A Framework for Action The Implementation chapter translates the vision into actionable steps, providing the City with a clear roadmap for achieving its goals. The plan focuses on priorities that balance feasibility with transformative impact. Policy updates, such as zoning changes and design guidelines, align regulations with the plan’s objectives.

Infrastructure investments, including upgrades to utilities, transportation networks, and public amenities, are strategically designed to support new development and enhance the overall Downtown experience. Adaptability is a cornerstone of the implementation framework, allowing the City to respond to evolving market conditions and emerging opportunities. Partnerships with private developers, grants, and public funding mechanisms are identified as critical tools for maximizing resources and fostering collaborative growth. By following the Action Plan, Carrollton can ensure the successful realization of its Downtown vision.

The Downtown Carrollton Master Plan represents a bold and achievable vision for the future. Rooted in community input and guided by actionable strategies, the plan provides a clear path for transforming Downtown into a vibrant, connected, and economically thriving district. It is both a reflection of the community’s aspirations and a practical framework for achieving them. While the specifics of individual projects may evolve, the plan’s principles provide a consistent guide for progress. By embracing this plan, the City of Carrollton can unlock Downtown’s full potential as a dynamic regional destination and a cornerstone of community pride.

DOWNTOWN CARROLLTON MASTER PLAN

1. Introduction

Overview

Led by Gensler and their consultant team in collaboration with the Downtown Plan Advisory Committee (DPAC), City Council, the City of Carrollton Development Services and their many partners, including citizens and stakeholders, the Downtown Carrollton Master Plan is the result of a year-long collaborative process that engaged people from all walks of life in and around Downtown Carrollton in a conversation about the next ten years of growth and development in Downtown. Broadly speaking, we asked people who live, work, study, visit or spend time in Downtown, “What kind of place do you want Downtown to be?” The answers were rich and varied, reflecting a range of perspectives and the complexities of Downtown Carrollton — a tourist and entertainment destination, a neighborhood, a transit hub, and industrial center, an area steeped in history, a creative and cultural center, and a place that is ripe for offering the Metroplex a uniquely Carrollton experience.

CHAPTER 1. INTRODUCTION

This plan, in many ways, represents our collective answer to the initial question. The pages that follow contain maps, data, and drawings coupled with photos, quotes, and ideas from many people — more than 345 in all — each of whom cares deeply about Downtown Carrollton. Together, we crafted a shared vision for the heart of our City; the plan’s supporting recommendations echo the priorities of our Downtown community and offer a road map for translating our vision for Downtown into reality. The Downtown Carrollton Master Plan is comprehensive, addressing a range of topics that will help the community navigate and advocate for land use changes, transportation improvements, investments in open space and the public realm, and a range of policies and programs that together will unlock Downtown’s real estate and economic development potential in support of a more vibrant, livable, and unique community asset for all to enjoy.

Why Now?

MOMENTUM + OPPORTUNITY

RELEVANCE + FORESIGHT

DART Silver Line

Transit connected opportunities Several City-acquired properties throughout the Study Area

17 years since the last Downtown Master Plan Clear set of actions items to continue to progress the development of Downtown Refresh codes and policies Community opportunity awareness

Regional urban centers and placemaking trends

CURATED CARROLLTON

Embrace the unique aspects of Carrollton Small town feel Heritage and history Downtown as a unique local asset

DOWNTOWN CARROLLTON MASTER PLAN

Study Area The Downtown Carrollton Master Plan study area encompasses a 0.61-square mile area (387 acres) at the heart of Carrollton. Generally bounded by Capital Parkway on the north, Upfield Drive on the west, Crosby Road on the South and Josey Lane on the east, the study area is made up of six districts. These six districts include the Historic Square, the Urban Core, the Urban General, the Urban Fringe, the PD 169 Belt Line Overlay area, and the West Side of IH-35E. The Historic Square, Urban Core, Urban General, and Urban Fridge are sub-districts to the Downtown Transit Center Zoning District. Consideration is given to the land just outside of the study area, identified as “Adjacent Transitional Areas” as part of the master planning process to ensure compatibility to the existing, established neighborhoods. Historic Square The Historic Square is a mixed-use district at the heart of Carrollton and its location most often identified as the downtown of the City. The historic character has been preserved in this district and includes the Square that is surrounded by retail and dining establishments. This district is lined with on-street parking, compact drive lanes, and sidewalks, enhancing the pedestrian experience. Urban Core The Urban Core district was adopted to develop a dense urban form consisting of a mix of residential, retail, office and entertainment uses in close proximity to the Downtown Carrollton DART stations - the hub for the existing green line and planned future silver line.

CHAPTER 1. INTRODUCTION

Urban General

PD 169 Belt Line Overlay

The Urban General district allows for medium- to highdensity development that transitions the Urban Core and Historic Square with mixed-use development. This district is not intended to be located adjacent to low density residential districts. Per the Carrollton Comprehensive Zoning Ordinance, development in this district should be a minimum of two stories and a maximum of six stories with build-to lines of six feet from the Right-of-Way in all locations except when abutting IH-35E north of Belt Line Road, in which case the build-to line is 12 feet from the Right-of-Way.

Belt Line Road is a major arterial street carrying large volumes of traffic. PD-169 is an overlay zoning district on Belt Line Road between IH-35E and Josey Lane. As it exists today, this area is a transitional corridor, containing a mix of low-density single family detached or office, on the east, to multifamily and retail towards the west. The intent of the overlay district is to provide a gateway into Downtown Carrollton by improving the appearance of buildings and properties along the roadway. The Belt Line Road Overlay is subdivided into four sections with various use and development guidelines to ensure the corridor appropriate scales up in density as it approaches the Urban Fringe, Urban General and Urban Core districts.

Urban Fringe The Urban Fringe district is characterized by its urbantransitional nature, featuring residential townhousestyle units with front door entries facing public streets or open spaces. The district maintains a moderately dense residential character, serving as a buffer between the more densely populated mixed-use sub-districts and nearby low-density neighborhoods. The Urban Fringe build-to lines and minimum number of stories are the same as the Urban General district, however the maximum number of stories in the Urban Fringe District is four stories.

West Side of IH-35E IH-35E is an important freight corridor that accommodates more than 12,000 trucks daily. The west side of IH-35E is currently an industrial hub with many warehouses and a rail spur. Expanding the urban form of Downtown to the west side of IH-35E has been part of the City’s vision. The arrival of the second DART station, the Silver Line, will put a demand on this area to extend the form based-ideology of Downtown Transit Center District and PD-169 Belt Line Overlay to the west side of IH-35E.

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LEGEND Master Plan Boundary Adjacent Transitional Areas Historic Square Urban Core Urban General Urban Fringe PD 169 Belt Line Overlay West Side of IH-35E DART Silver Line DART Green Line

Figure 2.1: Study Area

DOWNTOWN CARROLLTON MASTER PLAN

Regional Context Downtown Carrollton is located approximately 15 miles northwest of Downtown Dallas, 30 miles northeast of Downtown Fort Worth, and 10 miles east of DallasFort Worth International Airport. Situated along IH35E, the Downtown Study Area has local and regional economic impact. According to the Texas Department of Transportation Economic Role of Freight in Texas Study, “the IH-35 Corridor provides connectivity to key domestic and international trade partners. Annual freight moved into, within, out of, and through the IH-35 Corridor by truck total 402 million tons, valued at $690 billion.” In addition to interstate vehicular access, the Downtown Study Area is a regional hub for light rail, with a stop for both the Dallas Area Rapid Transit (DART) Green Line and Silver Line. The Green line connects the Kleberg neighborhood in southeast Dallas to the North Carrollton/Frankford Station and the Denton County Transportation Authority (DCTA) A-Train (at the Carrrollton Trinity Mills Station) to Downtown Denton. At the time of the development of this document, the DART Silver Line was under construction. In addition to connecting to the DART Green Line once opened, the Silver line will connect with the DART Orange Line and the Trinity Metro TEXRail Line at DFW Airport terminal B and the DART Red Line at the City Line/Bush Station in Richardson. Situated in close proximity to Dallas-Fort Worth International Airport, one of the busiest airports in the world, and Dallas Love Field, serving the greater Texas area and beyond, Downtown Carrollton benefits from enhanced connectivity to regional and global air travel, bolstering Carrollton’s position as a hub for commerce and tourism and urban living.

N Scale: N.T.S.

CHAPTER 1. INTRODUCTION

Why Do We Plan

The pace of change in Carrollton, and Downtown in particular is remarkable. Downtown is poised to play a critical role in the City and region’s continued growth in coming years — welcoming new density in proximity to transit, jobs, and entertainment, as well as a surging number of visitors. Both the pace of change and the increasing demands on Downtown necessitate planning to coordinate efforts and enable City leadership and elected officials, investors, and community advocates to be proactive in shaping anticipated growth to yield a vibrant and connected Downtown that feels and functions as a place where people want to be.

Updating the 2008 Carrollton Downtown TOD Plan with this new Downtown Carrollton Master Plan creates an opportunity to help focus the energy and actions of Downtown stakeholders and elected officials with a vision and recommendations grounded in an open and transparent public process. This plan has grappled with key issues facing Downtown, determined local priorities, considered feasibility and phasing, and organized a range of ideas into actionable steps forward.

DOWNTOWN CARROLLTON MASTER PLAN

How Does This Plan Relate to Previous Plan and Ongoing Initiatives? This 2025 Downtown Carrollton Master Plan will replace the 2002 City of Carrollton Renaissance Initiative and the 2008 Downtown Carrollton Transit-Oriented Development Plan. Much progress has been made toward advancing the goals and strategies outlined in the 2008 Plan. Building on the 2008 Plan, Downtown will continue to: • Be a distinctive destination with its unique location adjacent to IH-35, an active and a future transit station, and its historic square, • Focus on a multi-modal experience that accommodates the pedestrian, bicycle, automobile, and train; • Provide sufficient parking that is managed to aid the success of retail and businesses institutions in Downtown while also meeting the demands of residents and visitors;

Given the growth and momentum in Carrollton, there are many other planning and development initiatives that play a vital role in shaping Downtown’s future; some of these plans speak to the City as a whole, others to areas within Downtown, and still others to neighboring areas that nonetheless will influence Downtown in coming years. Many of these have become established programs that aid in the development and aesthetics of Carrollton. At present, the inventory of prior planning and development efforts that pertain to the Downtown Study Area includes more than 30 plans and projects, and the list is growing. In addition to this past planning work, the City has assembled several parcels of land within the Study Area that are ripe for redevelopment. The Downtown Carrollton Master Plan represents an opportunity to take stock of prior plans and acquired land and bring them into alignment.

• Ensure a variety of land uses are available and accessible throughout Downtown; including a variety of housing typologies and the “third place” or the places where people socialize and exchange ideas outside of their home and office; • Supply Downtown with public space, plazas and other outdoor gathering amenities to enhance the placemaking experience.

CHAPTER 1. INTRODUCTION

Citywide Plans The following citywide plans establish both the broader planning context into which the Downtown Master Plan must fit as well as the legislative process by which this plan for Downtown gains standing. Carrollton By Design Comprehensive Plan (2003) identifies the Community’s values, ideals and aspirations about Carrollton’s future environment, and serves as the official policy of the City regarding physical development. The Comprehensive Plan identifies DART stations, the Belt Line Road Corridor and Downtown as “Areas of Opportunity”, or areas where investment and reinvestment efforts should be directed, where private investment can effectively be leveraged with public initiatives. Beyond that, the DART station area should place an emphasis on transit-oriented, mixeduse, pedestrian environments, relying on high-density development to provide support transit ridership. The focus of the Belt Line Road Corridor should be on infill housing and commercial opportunities and the Downtown should place and emphasis on creating dense housing options and strengthening the retail base. There are seven Urban Form policies and six Urban Design polices impacting the character of development within the Study Area. Carrollton, Texas Trails Master Plan (2022) is an analysis of the City’s existing trails system, evaluation of for continued trail growth and a series of recommendations for maintaining existing trails and prioritizing new trail development. As it pertains to the Downtown Master

Plan, the Trails Master Plan recommends that all trails that follow DART rail lines be consistent with the Hike and Bike Trail Use on DART Right-of-Way policy and should be designed in accordance with Rails with Trails Manual by the US Department of Transportation and all published DART and TexRail guidelines and requirements. Carrollton, Texas Comprehensive Zoning Ordinance (Updated 2023) is the guiding ordinance for land use regulations across the entire City. Much of the Downtown Study Area is zoned within the Downtown Transit Center (DTC) District. The intention of the DTC is to provide a mix of residential, retail, and office uses in a pedestrianfriendly district that capitalizes on the convergence of regional transit, freeways and arterial roadways. Within the DTC, four sub-districts were created to focus density and historic character in appropriate locations within the DTC District. The Comprehensive Zoning Ordinance dictates a series of design guidelines for development within the DTC, including building form, architectural features, facade materials and color, and ground floor uses. Other facets that are regulated within the DTC District include lighting, screening, and parking. Beyond the DTC Zoning category, the remaining land within the Study Area falls within a Planned Development (PD), Light Industrial, Freeway District or the Interstate Overlay District. Zoning in the Adjacent Transitional Areas is predominantly Single Family with a few areas zoned as PD.

Design Guidelines (various documents) act as advisement for development by typology or use across the City. The City has established design guidelines for residential subdivisions, residential accessory structures, multi-family development, commercial development, landscaping of commercial developments, and signage. Most notably are the sign design guidelines as these guidelines pertain specifically to commercial business districts and transit-oriented development. This document is worth evaluating with consideration to a branding strategy as part of the Downtown Study Area. Other Citywide plans that were reviewed as part of the existing documentation assessment include: • Carrollton, Texas Comprehensive Subdivision Ordinance (2021) • Carrollton, Texas Sign Regulations (Updated 2023) • Carrollton, Texas Engineering General Design Standards (2018)

Department

• Carrollton, Texas Code of Ordinances, Chapter 155, Tree Preservation (Updated 2023)

DOWNTOWN CARROLLTON MASTER PLAN

Plans within Downtown The following plans overlap with portions of the Downtown Master Plan Study Area. City of Carrollton Renaissance Initiative (2002) is the combination of four plans within and adjacent to the Downtown Study Area; the Downtown Carrollton Station Plan; the Old Downtown Carrollton Plan; the PD36 Study; and the Josey Belt Line Plan. This Renaissance initiative examined Downtown Carrollton prior to and the preparation for the construction of the Dallas Area Rapid Transit (DART) station. Much growth and development has occurred in the Downtown area as a result of the preparedness of the City in response to the DART line stopping in Downtown. Some key topics that were identified in the Renaissance Initiative that remain relevant today are the grade separation of Belt Line Road, connection to the Old Downtown area, a shared parking strategy, streetscape improvements, and continued transit-oriented development to name a few. Downtown Carrollton Rail Station Master Plan Phase 1 Report (2006) addresses the long-term ability to accommodate transit platforms on all three rail lines running through the downtown while maintaining necessary freight operations. It also identifies sites to relocate Mercer Yards, preparing for a development program for the station facility and a concept design of a multi-modal station. Generally, it has concluded that the three lines could accommodate for transit use utilizing a centralized station.

CHAPTER 1. INTRODUCTION

Carrollton, Texas Transit Oriented Development Land Acquisition Analysis (2006) evaluated parcels within approximately 1,500 feet from the Downtown Carrollton DART transit station for future development. The study identified parcels that will likely develop on their own, parcels the City could pursue to acquire at some point and parcels the City should pursue ownership of in the near future.

PD 169 Ordinance 3269 Belt Line Corridor (2008) is the guiding document for development in the PD boundaries, generally located along Belt Line Road between Josey Lane and Myers Street. The ordinance is governing the land use, development standards, signage and driveway locations within the boundary with the goal of blending local retail and single family uses together across four character zones.

Downtown Carrollton Market Analysis and Implementation Strategy (2008) provides the City of Carrollton, potential development partners, and other stakeholders with a technical framework for discussions regarding market opportunities, and partnership strategies in advance of, and in connection with, the introduction of transit improvements. It also provides the basis for the vehicular traffic study by providing possible densities and uses allocated to certain blocks in the area.

Downtown Carrollton Rail Station Master Plan Phase 2 (2009) is a follow up study of the Downtown Carrollton Rail Station Master Plan Phase 1 Report and includes conceptual project development of the transportation components, such as passenger corridor alignment, track work and a passenger transportation hub. It also includes a framework for civic open spaces and transitrelated mixed-use development within a quarter-mile walking radius of the station. The plan also addresses the cost of public infrastructure and private development for the project.

Downtown Carrollton Transit-Oriented Development (2008) updates the form-based code that the City put in place following the Renaissance Initiative and expands on the Initiative by adding in transit-oriented development opportunities west of IH-35 and north of Hutton Branch, updating the market feasibility study, recommending a new roadway configuration, supplementing in the Denton County Transit Authority (DCTA) line, and demonstrating the impacts of the preliminary station platform analysis. As mentioned in the introduction of this section, there are many aspects of this 2008 plan that our 2025 Downtown Master Plan continues to build on to make a dynamic and robust district in anticipation of and preparation for expected growth generated the DART silver line.

Ordinance 3034 Tax Increment Reinvestment Zone (2005) creates a TIRZ for the Study area and continues north along IH-35E to the Trinity Mills Station. The TIRZ is a special zone created by City Council to help fund redevelopment costs and stimulate growth that might not otherwise see timely market development. The addition of taxes generated by new improvements - tax increments - are collected in a fund to finance public improvements within the TIRZ.

Concurrent Downtown Studies Other plans within the Downtown study are that were reviewed as part of the existing documentation assessment include: • Carrollton, Texas Transit-Oriented Development Transportation and Parking Study (2007 & 2015) • Special Use Permit 350a Ordinance 3185, DART Green Line Station (2007) • Geotechnical Engineering Report, Transit Oriented Development, South of Carroll Ave. between Myers Dr. and DART Rail (2010) • Resolution 3608 Neighborhood Empowerment Zones (2013) • Carrollton, Texas Old Downtown Drainage Study (2015) • Resolution 4200 Neighborhood Empowerment Zones (2018) • DART Briefing on the Silver Line Regional Rail Project (2020) • DART Design-Build Update, Downtown Carrollton Station Silver Line (2020) • Special Use Permit 350a Ordinance 4021, DART Silver and Green Line Stations (2021)

At the time of developing this document, a few other studies were underway in Downtown. The Master Plan consultant team had scope coordination meetings with teams developing the following studies to ensure strategies between scopes were in alignment. • Carrollton Downtown Street Infill Project The City commissioned Gresham Smith to develop a two-part scope: a street infill study consisting primarily of sidewalks and streetscape improvements; and screening strategy for privately-owned dumpsters within the Downtown areas. The streetscape infill areas are intended to further continue streetscape improvements along Broadway Street onto Crosby Road, add pedestrian amenities along 4th Avenue fronting IH-35E, and enhance the streetscape around the block south of the Historic Square. • Downtown Mural Master Plan The City selected Articulation Art Owner Lesli Marshall to design and execute the Downtown Mural Master Plan, installing art murals on selected sites in Downtown each year. Each mural is intended to be a stand-alone work, but collectively the murals thread Carrollton’s story together.

• North Central Texas Council of Governments DART Silver Line TOD Study The North Central Texas Council of Governments DART Silver Line TOD Study includes a parking study for the areas around the Silver Line Station, a trails study along the Silver Line, and a Jobs and Housing analysis around DART stations in the region. • Recreation, Open Space, & Parks Master Plan In collaboration with Dunaway, the Parks and Recreation Department is undergoing a Recreation, Open Space, & Parks Master Plan to enhance the parks and recreation facilities of Carrollton. • Historic Depot Study Dallas Area Rapid Transit has been examining the reuse of the Historic Depot. Public engagement and an online survey solicited feedback from the Carrollton community on programming desires for the space. Preliminary findings from the community during the development of this Downtown Carrollton Master Plan suggest uses such as a cafe and a police sub-station as options for the reuse of this historic building.

DOWNTOWN CARROLLTON MASTER PLAN

Plans in Adjacent Neighborhoods Of course, Downtown does not exist in a vacuum. Its future is linked with that of adjacent neighborhoods, each with its own vision for the future. The Downtown Carrollton Master Plan takes into account the momentum, potential, and recommendations of the following plans and ordinances, seeking to coordinate efforts and create complementary outcomes. • Carrollton Downtown Rail Station Master Plan, Mercer Yard (2008) • Ordinance 3852, Planned Development 213, Creekside at Thomas Park (Zoning) (2018) • Cotton Belt Regional Rail Line Section CB-2 Section 2-3 West of Perry Road to East of Marsh Lane (2020) • Ordinance 4007, Carroll Crest Zoning (2021)

CHAPTER 1. INTRODUCTION

Master Plan Process

The Downtown Carrollton Master Plan reflects a year long planning process that commenced in February of 2024 and drew a close in March of 2025. The planning process involved six plan development phases: Discover, Analyze, Frame, Explore, Recommend, and Document; each of which are further explained below.

Plan Development 1. Discovery

2. Analyze

3. Frame

During the Discovery phase, the Master Plan consultant team kicked off the project by meeting with City Staff to hand off all related on-going and past planning documents associated with the Downtown Master Plan Study Area. The Master Plan consultant team evaluated these documents as an opportunity to take stock of prior plans and bring them into alignment with the vision and goals of this Downtown Carrollton Master Plan. As part of the Discovery phase, a Downtown Plan Advisory Committee was formed to help guide the planning process and have each member of the Advisory Committee act as a champion for the planning efforts within their sphere of influence.

The Analyze phase allowed the Master Plan consultant team to review the existing conditions within the Downtown Study Area to find areas of opportunity and constraint. A series of existing conditions maps were created and evaluated with the end result of a Catalyst Locations map that would inform the next phases of the planning effort. Within the Analyze phase, the Master Plan consultant team continued to work with the Downtown Planning Advisory Committee and began the community workshop process to garner feedback from local residents, employees, business owners and other stakeholder on the vision for Downtown Carrollton.

The Frame phase is when the Master Plan consultant team evaluated the market conditions and constructed a programming analysis to help inform the growth potential over a 10-year cycle, equivalent to one development cycle in private investment horizons. Based on this information and the conclusions from the Analyze phase, the Master Plan consultant team began identifying programmatic needs for the catalyst sites within the Downtown Study Area that will help spur future development and/or redevelopment.

4. Explore

5. Recommend

6. Document

With the foundation of identifying the vision, key catalyst sites and feasible programming needs for Downtown Carrollton, the Explore phase identifies land use strategies and public realm interventions. During this phase, the Master Plan consultant team investigated existing and future transportation modes, shared access and parking solutions, and safe pedestrian pathways, all of which, in combination with the conceptual land use plan informed the illustrative master plan developed in the next phase.

After interpreting all the data and community feedback that took place during the previous phases, the Master Plan constant team developed an illustrative master plan and a series of implementation strategies to support the plan. Individual development projects were identified on the illustrative master plan, each serving as potential catalyst efforts to stimulate growth in the Study Area. Policy recommendations and high-level design guidelines were also identified to help the City turn the plan into reality.

During the entire first five phases, the Master Plan consultant team documented the findings and recommendations in a series of drafts that were presented to City Staff and the DPAC for review. At the conclusion, this final Downtown Carrollton Master Plan was produced.

DOWNTOWN CARROLLTON MASTER PLAN

Plan Schedule

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2025

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Summer

Fall

Winter

Spring

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EXPLORE

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CHAPTER 1. INTRODUCTION

How to Use This Plan In addition to the ideas and insights, hopes and dreams shared by the Carrollton community, the Downtown Carrollton Master Plan is built upon the foundation of data and analysis. The Master Plan consultant team paired the public input with research about existing conditions, trends, and market projections. Together, the listening and analysis inform a shared vision for the future as well as a set of goals and strategies that will help us work together to make the vision become a reality over the next fifteen years. The remainder of this document includes the following four main chapters: Chapter 2: Downtown Today provides an overview of Downtown’s history and present conditions, identifying key findings shaping Downtown’s future and/or informing this Plan’s recommendations for change. Chapter 3: Vision and Goals details the community’s shared vision for the future and presents the goals that organize the Plan’s strategies.

Chapter 4: Master Plan documents the Plan’s actionoriented recommendations, addressing a range of topics from pedestrian connectivity, parking strategies, and architectural design guidelines. This chapter also presents an illustrative master plan with specific development projects with example case studies and project-specific programming. Chapter 5: Implementation describes how to transition from ideas to action now that the plan is complete.

DOWNTOWN CARROLLTON MASTER PLAN

2. Downtown Today

A Brief History of Downtown Downtown Carrollton has a deep-rooted history. Before the arrival of white settlers, the area was home to the Caddo, Wichita, and Tonkawa tribes. Following the empresario land grants from the Mexican government and the Republic of Texas, white settlers began to explore and eventually claim land in what is now North Central Texas. The region that would become Carrollton was part of the Peters Colony Grant, one of four grants issued by the Republic of Texas, and its legacy is preserved in a local street name. William and Mary Larner were the first recorded settlers in the Carrollton area, arriving in 1842. That same year, Isaac Webb visited and took soil samples back to Missouri. In 1843, Isaac and his wife Mary Hughes Webb relocated from Barry County, Missouri, settling in Texas after crossing the Red River and moving in with Mary’s brother. In 1844, the A.W. Perry family claimed their land. Both the Larners and Perrys were originally from Carrollton, Illinois, and thus the name Carrollton was adopted for the new settlement. A.W. Perry established a mill with Wade H. Witt, marking the beginnings of local industry. Agriculture was the area’s first major industry, with early buildings including grist mills on the Elm Fork of the Trinity River. These mills are commemorated by Trinity Mills Road in modern Carrollton. Carrollton’s first school was founded in 1856, and the Dallas & Wichita Railroad arrived in 1881. By 1882, Carrollton had a population of 500, featuring a steam grist mill, four cotton gins, two churches, and two schools, as noted in the Texas Gazetteer. CHAPTER 2. DOWNTOWN TODAY

Beginning in 1900, the town square was platted, replacing a local cotton patch local merchants started forming what is now the Downtown Carrollton Square. The first bank was established in 1902. In 1908, a major flood destroyed many of the homes in downtown Carrollton, encouraging citizens to establish a new neighborhood on higher ground known as Carrollton Heights. When Carrollton was incorporated in 1913 the Square was the center of a thriving community with rail access in every direction. The first gazebo was built in 1921. The gazebo soon became a place for concerts, speeches, and Saturday dances - providing entertainment and a community focal point for people in Carrollton. By the late 1940s Carrollton was a “grain and gravel” town that also supported a dairy industry. A brick plant furnished brick for Dallas. During the postwar era the city worked to attract major industries. National Metal Products, a manufacturer of metal utility cabinets and shelving, established itself there in 1946. With the Sun Belt boom, especially as it affected the Dallas area, the City of Carrollton grew rapidly. The population was 1,610 in 1950, and 13,855 by 1970. Between 1970 and 1980 it increased 193 percent, to 40,595; almost three-quarters of the year-round housing units in the city were built during that decade. Nevertheless, Carrollton retained a remnant of frontier living with many of the historic buildings in Downtown still remaining.

Issues That We Must Address: Development Opportunities and Challenges Downtown Carrollton has seen a range of successful efforts that have significantly contributed to its achievements and growth. The infill of new attached residential and mixed-use developments has enhanced the nighttime population and community presence, which should continue to be prioritized. The addition of 3 Nations Brewing has transformed the area into a major activity hub, attracting visitors and fostering a network of advocates for downtown revitalization. Similarly, the Pocket Sandwich Theater has established itself as a vibrant arts destination, further enriching the downtown’s cultural offerings and nighttime programming. The preservation of the urban fabric and the Historic Square has maintained the area’s unique and authentic character, while the DART rail has expanded transportation options for residents and visitors alike. Improvements to the IH-35E and Belt Line Road have streamlined access, making it easier to navigate to and from Downtown. The Carrollton’s proactive property acquisitions have created opportunities for further advancement, and its willingness to engage in publicprivate partnerships has provided a framework for implementing high-quality developments. Together, these initiatives form a comprehensive strategy that continues to enhance Downtown Carrollton as a vibrant and inviting community. Despite its many successes, Downtown Carrollton faces several challenges that must be addressed to realize the community’s vision of a highly interactive, recognizable, and authentic urban center. One significant issue is that programming lacks the critical mass of use and activity, contributing to a “sleepy small town” atmosphere that 32

undermines the excitement and attraction necessary for Downtown to reach its full potential. Additionally, there is a lack of visual cues that signal Downtown as the true center of Carrollton, which diminishes its identity and prominence within the City. The recent transportation infrastructure improvements of IH-35E have inadvertently overshadowed the Downtown area, leading to a sense of being “out of scale” amidst the overpasses, further complicating the area’s urban fabric. The industrial pattern along the west side IH-35E, combined with these highway enhancements, has contributed to a shift in Downtown’s identity, making it less recognizable as a vibrant community hub. Furthermore, the areas beneath the roadway overpasses often feel unsafe, deterring potential visitors and residents. As is common to urban downtowns, investments to enhance the public realm character and quality are needed to change perceptions. The transition from the DART rail station to Downtown remains unactivated, fostering an environment that lacks a sense of ownership and inviting atmosphere, which can increase the likelihood of undesirable behavior. Lastly, disconnecting gaps in development between the Downtown districts result in an overall disjointed experience, hindering the cohesiveness and appeal of the area. Addressing these challenges is essential for cultivating a lively and engaging downtown that fully embodies Carrollton’s community spirit.

DOWNTOWN CARROLLTON MASTER PLAN

Physical Framework

Reviewing the existing conditions in Downtown is a critical step in the long-term planning process. It provides a comprehensive understanding of the Study Area’s strengths and weaknesses, which is essential for making informed decisions. This process lays the foundation for creating a master plan that meets the needs of the community and enhances the quality of life for the businesses, residents and visitors of Downtown Carrollton. The maps included in the following pages offer valuable insights crucial to the future development of Downtown Carrollton. When considered alongside the market assessment, these visual representations provide a comprehensive analysis that culminates in the designation of catalyst blocks. These catalyst blocks are strategically chosen as the primary areas for initial investment and development to catalyze momentum in Downtown Carrollton. In addition to the maps depicted in this chapter, the utilities infrastructure, including storm water, waste water, and water lines, were reviewed at a cursory level

CHAPTER 2. DOWNTOWN TODAY

as part of the assessment of the existing conditions. Before future development in the Study Area moves through the development review process, the age of the utilities infrastructure should be considered for potential replacement as needed. Infrastructure should be evaluated in greater detail than conducted here in. Additionally, a utilities study should be considered in areas where any increased density is recommended beyond the current development densities. It will be important for the City to know of infrastructure needs in advance of developments to properly accommodate the demands and funding. This will be particularly important west of IH-35E and north of Belt Line Road. It is imperative to understand that while these mapping observations are highly informative, they are not intended to be prescriptive or limiting. Rather, they should serve as a foundation for creative thinking and encourage innovative approaches to development within the area. It is essential to remain open to new ideas and investment opportunities that may arise, even beyond the proposed projects identified in the catalyst blocks.

Boundaries

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unique traits, characteristics and zoning requirements. Any recommendations from the proposed master plan that are in conflict with the zoning requirements should be captured in policy changes to the zoning to allow the proposed development within the sub-district.

these sub-districts have their own unique characteristics which were outlined in detail on page 17. These six subdistricts represent their respective zoning districts in the City’s Zoning Ordinance, each with their own allowable uses, height limits, and setbacks. Future development of these sub-districts should be sensitive to each of their

The Study Area is generally bound by Crosby Road on the South, Upfield Drive on the West, Capital Parkway on the North, and Josey Lane on the East. The Study Area is broken down into six sub-districts: The Historic Square, the Urban Core, the Urban General, the Urban Fringe, PD 169 Belt Line Overlay, and the West Side of IH-35E. Each of

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Study Area Boundary Historic Square Urban Core Urban General Urban Fringe PD 169 Belt Line Overlay West Side of IH-35E

DOWNTOWN CARROLLTON MASTER PLAN

Urban Building Form

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structured around the car. This auto-centric layout results in large surface parking lots and limited pedestrian amenities, which reduce connectivity and the sense of place. To foster a more vibrant, walkable environment, future development should prioritize mixed-use projects and pedestrian-oriented infrastructure.

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primarily met around three of the edges of City Square in Downtown, sections of Broadway Street and east of the DART Green line on the south side of Belt Line Road where mixed-use multi-family developments line the blocks. In contrast, most of the Study Area has limited urban building form with predominantly single-use sites

This map shows the footprint of buildings in the Study Area. An ideal urban building form would cover the majority of a block along the street with pockets of nondeveloped land set aside of open space. This scenario is ideal because the buildings frame the street and create a walkable environment. This ideal building form is

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CHAPTER 2. DOWNTOWN TODAY

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LEGEND Study Area Boundary Building Footprint

Roadway Network

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limits the flow of foot traffic between the DART station and the Historic Core. To address these challenges, tall, vertical elements—such as signage, landmarks, or public art—could draw attention from IH-35E, while pedestrianfocused infrastructure should enhance access between the DART station and Downtown.

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The hierarchy of road types depicted below illustrates IH-35E and Belt Line Road playing major roles. IH-35E, in its elevated form, causes motorists to bypass Downtown Carrollton without even realizing it. Similarly, Belt Line Road, which is also elevated right off of IH-35E, creates challenge entering into Downtown. This disconnection

The roadway network significantly shapes how automobiles navigate the Study Area. While the focus should be on creating a pedestrian-friendly environment, the role of the automobile cannot be overlooked, and careful planning is needed to manage traffic and mitigate negative impacts like congestion and reduced walkability.

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LEGEND Study Area Boundary Highway Arterial Collector Planned Collector Extension Local Highway Ramp Traffic Direction

DOWNTOWN CARROLLTON MASTER PLAN

Parking

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CHAPTER 2. DOWNTOWN TODAY

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and awareness issue rather than a true lack of supply. Improved wayfinding, signage, and the creation of safe, walkable routes to the parking under the overpasses, along with better management of shared parking resources, could help address these concerns and make the existing parking more effective and optimized.

parking, however, as shown below, there is actually a significant amount of public surface parking available throughout Downtown, including under IH-35E and Belt Line and a notable amount of private parking spread across the rest of the Study Area. This suggests that the perceived parking shortage is more of an accessibility

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The parking analysis illustrates the land allocated to parked cars. In successful urban environments, buildings are located close to the street, integrating on-street parking, while shared parking facilities are centrally located, blending into the urban fabric. Within the Historic Core, there is often a perception of insufficient

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Study Area Boundary Public Lot to be Redeveloped Public Parking Public/Private Shared Parking Private Parking Use Restricted Parking: DART

Auto Footprint

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parking structures into their footprint, which balances the needs of an auto-oriented environment with creating a pedestrian-oriented public realm through a reduced parking footprint. Where feasible, future developments in Carrollton should consider similar parking strategies to reduce the auto footprint within the Study Area.

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the auto footprint in the Study Area, however even discounting the presence of IH-35E in the analysis, the amount of pavement present in the Study Area indicates that past priorities have been placed on the car rather than people. Existing developments such as Lux on Main, Union Carrollton Square, and LYV Broadway incorporate

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The auto footprint analysis illustrates the areas that are paved, including parking, alleys, streets and drives. The areas shown in orange in the map below are programmed for the automobile. 208 acres of the Study Area are dedicated to the automobile. That equates to 54 percent of the total area. IH-35E consumes a large portion of

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LEGEND Study Area Boundary Paved Areas Structured Parking

DOWNTOWN CARROLLTON MASTER PLAN

Freight Network

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freight and transportation industries. While there are no official truck restrictions on any streets in the Study Area, design strategies should be explored to discourage truck traffic in areas envisioned as urban, walkable, and pedestrian-friendly environments, helping to balance freight mobility with quality of life considerations.

Belt Line Road functions as a key east-west connector, linking freight-intensive industries along IH-35E to those east of Josey Lane. The presence of numerous warehouse and distribution facilities on the west side of IH-35E underscores the area’s role in regional logistics. The map below highlights facilities directly related to

According to the City’s Code of Ordinances, Belt Line Road and IH-35E are the only designated truck routes in the Study Area. However, no specific streets are explicitly prohibited from truck traffic. IH-35E serves as a major freight corridor, facilitating trade between domestic and international partners across Texas, while

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growth. Bus route 229 also connects Downtown Irving/ Heritage Crossing Station to the Addison Transit Center, with several stops along Belt Line Road, providing more options for residents, employees, and visitors. This robust transit network strengthens Downtown’s role as a central and connected community within the region.

the Trinity Mills Stop. The Silver Line, opening in early 2026, will add east-west connectivity, linking Shiloh Road in Plano to DFW Airport and connecting to the TEX Rail for direct service to Fort Worth. These rail lines position Carrollton as a strategic transit hub in the DFW Metroplex, supporting accessibility and economic

Carrollton is served by Dallas Area Rapid Transit (DART), both by rail and bus, providing essential connectivity within the region. Within the Study Area, DART operates two rail lines. The Green Line connects Buckner Road in Southeast Dallas to North Carrollton at Frankford Station, while the A-Train extends service to Denton at

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Study Area Boundary DART Bus Line DART Bus Stop DART Green Rail Line DART Green Line Station DART Silver Rail Line DART Silver Line Station

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the surrounding region. Two notable planned bicycle routes are along Crosby Road and Perry Road. The Crosby Road bike route will bring bicycle traffic into the Study Area from Josey Lane eastward and the Perry Road bike route will connect Dewitt Perry Middle School and other northern amenities to Crosby Road.

planned bike paths or bike lanes that will either connect existing bike infrastructure or add new routes that will better connect the City. Some of these planned bike paths or bike lanes will contribute to the regional Veloweb bikeway network (the regional trail system linking 115 cities in North Texas), further connecting Carrollton to

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The existing bicycle network through the Study Area including on-street bike lanes and off-street bike paths - is currently minimal, however the City of Carrollton’s Trails Master Plan and the North Central Texas Council of Governments illustrate the funded Cotton Belt Trail along the future DART Silver Line as well as several additional

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Study Area Boundary Existing Bike Path or Lane Funded Bike Path or Lane Planned Bike Path or Lane Veloweb

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Tartan Dr. Josey Ln.

e. Av

Highland Dr. Perry St.

Francis St.

Larner St.

Maryland St.

t. in S 4th

Myers St.

Belt Line Rd.

t. in S

Erie St.

2nd Ave.

Walnut Ave.

l Co

Rosemon Ave.

Crescent Dr.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Capital Dr.

ON TT

Maryland St.

Century Dr.

RAN

B RY

PER

Spring Ave.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

connectivity and safety. The North Central Texas Council of Governments developed a Recommended Sidewalk Construction study which can be found in the appendix of this document. The proposed sidewalk gaps by priority should be considered when implementing the recommendations of this Master Plan.

neighborhood to the north of Belt Line Road and the industrial areas to the west of IH-35E have a lack of sidewalk network, making them uninviting for pedestrian movement. However, the N.O.T.I.C.E. program in Carrollton Heights, the neighborhood north of Belt Line Road, will add curbs, gutters and sidewalks, improving

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This map depicts the sidewalk network in the Study Area. The Historic Core has well-connected sidewalks and crosswalks, while Belt Line Road’s sidewalks run alongside high-speed traffic, making walking uncomfortable. Additionally, frequent driveways along Belt Line Road disrupt any continuous pedestrian experience. The

N Scale: N.T.S.

Study Area Boundary Sidewalk Trail Funded Trail Pedestrian Crossing

DOWNTOWN CARROLLTON MASTER PLAN

Land Values

AN BR TT ON rD r. sle Ke s

. Dr

Clint St.

Walnut Ave.

5th

e. Av riﬀ

rg de

Tartan Dr. Josey Ln.

e. Av

Highland Dr. Perry St.

Francis St.

Larner St.

Maryland St.

t. in S 4th

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

2nd Ave.

Rosemon Ave.

l Co

nto

Crescent Dr.

Erie St.

-35

. ve eA eg

Perry Ave.

Jackson St.

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

e esc Cr

Capital Pkwy.

identifying feasible development opportunities and for shaping strategies that align with the economic realities of the market. Accurately assessing land value can help target locations with the most potential for growth and investment.

Study Area is valued at $10 to $26 per square foot, which is about mid-range of the price points. Areas valued at over $26 per square foot are areas where the cost of new development may be too high for most uses or could not support enough density, thus driving development costs. Understanding these land values is critical for

The land value map is one of the most important maps for development and is based on the county’s tax assessments from 2023. The values shown are based on price per square foot and do not represent market values or the owner’s expectations. There is a range of value across the Study Area, however a majority of the

Glengarry Dr.

Dr.

Ross Ave.

n Va

Balmoral Dr.

Bro Elm

t. yS wa

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

LEGEND

Crosby Rd.

CHAPTER 2. DOWNTOWN TODAY

N Scale: N.T.S.

Study Area Boundary Under $5 per square foot $5-$10 per square foot $10-$26 per square foot $26-$52 per square foot Over $52 per square foot

Existing Future Land Use Designations

BR TT ON Dr . Ke ssl er

. Dr

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

Ross Ave.

n Va

Tartan Dr.

Glengarry Dr.

ﬀD

ri erg

Francis St.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

e esc Cr

Capital Pkwy.

in the Study Area that will be within the City’s current vision. As such, no changes to the existing Future Land Use Plan are anticipated based on the proposed uses outlined in this Downtown Study Area Master Plan.

AN CH

uses in a pedestrian-oriented environment with retail and restaurants at the ground level. The remaining 11 parcels in the Study Area include Commercial, Industrial, Residential, and Public/Semi-Public. With the majority of the Study Area identified as Mixed-Use Urban, there is ample flexibility for programming future development

The future land uses have been identified on the City’s Future Land Use Plan, which acts as a guide for future development in the City. A majority of the land within the Study Area has been identified as Mixed-Use Urban. According to the Comprehensive Plan, this area is intended to be high-density office and residential

Balmoral Dr.

Elm

t. yS wa

Bro

Tappan Cir.

LEGEND

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

N Scale: N.T.S.

Study Area Boundary Mixed-Use/Urban Residential Commercial Public/Semi-Public Industrial

DOWNTOWN CARROLLTON MASTER PLAN

Existing Ground Floor Uses

BR A TO N rD r. sle Ke s

Rosemon Ave.

Walnut Ave. Walnut Ave.

2nd Ave.

5th

Glengarry Dr.

D riﬀ

Ross Ave.

Elm

t. yS wa

Bro

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

CHAPTER 2. DOWNTOWN TODAY

Tartan Dr.

LEGEND

e. Av

n Va

Francis St.

N Scale: N.T.S.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Clint St.

nto

E ll Co

Erie St.

Perry Ave.

Jackson St.

-35

IH . ve eA eg

Crescent Dr.

. Dr HU

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

e esc Cr

Capital Pkwy.

personal services lacks pedestrian facilities, making it difficult to access and limiting its potential. Enhancing pedestrian connectivity along Belt Line and integrating active ground floor uses will help create a more cohesive and inviting environment that complements the vibrancy of Downtown.

NC H

Downtown’s core, defined by retail, personal services, food and beverage, and entertainment, is well-suited for foot traffic and community interaction. A curated mix of ground floor retail can further activate the area, attracting visitors and creating a lively atmosphere. In contrast, Belt Line Road’s mix of residential, office, and

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Ground floor uses play a crucial role in shaping the character and vibrancy of an area by setting the tone for the street-level experience and establishing its visual identity. On the west side of IH-35E, industrial and warehouse uses dominate, while the east side features a diverse mix, with a large residential component.

Study Area Boundary Residential Balmoral Dr. Personal Service (Bank, Salon, etc.) Retail/Shopping Dining/Entertainment Professional Office Religious Institution Education City/County/Regional Authority Industrial/Warehouse Automotive Service Parking Structure

Age of Structure

AN BR TO N Dr . Ke ssl er

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

ﬀD

ri erg

Francis St.

Glengarry Dr. Ross Ave.

n Va

LEGEND

Upfield Dr.

Hutton Dr.

Crosby Rd.

Balmoral Dr.

t. yS wa ad Bro St. Elm

Tappan Cir.

Tartan Dr. Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Capital Dr.

ON TT

Maryland St.

Century Dr.

RAN

B RY

PER

Spring Ave.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

opportunities for redevelopment. As this area transitions, it will provide valuable space for new, forward-thinking projects that align with the City’s vision for a dynamic and evolving downtown, creating potential for a mix of residential, commercial, and office uses that could further enhance the district’s appeal and functionality.

showcasing the City’s ongoing commitment to revitalizing the Downtown area. On the west side of IH-35, the mix of building ages is also apparent. Newer buildings in this area are expected to remain for the foreseeable future, while older warehouse-type structures, many of which are reaching the end of their useful life, present prime

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The overall approximate date of construction for buildings in the Study Area is quite varied. The Historic Core contains some of the oldest buildings in the area, which add character and a sense of place. These historic structures are nicely juxtaposed with new mixed-use and residential developments to the east and south,

N Scale: N.T.S.

Study Area Boundary Built before 1974 Built between 1974 - 1989 Built between 1999 - 2013 Built between 2014 - 2024

DOWNTOWN CARROLLTON MASTER PLAN

Publicly & Quasi-Publicly Owned Lands

AN BR TO N

r. rD sle Ke s

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

Ross Ave.

n Va

Balmoral Dr.

Elm

t. yS wa

ad Bro

Tappan Cir.

CHAPTER 2. DOWNTOWN TODAY

LEGEND

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

Tartan Dr.

Glengarry Dr.

ﬀD

ri erg

Francis St.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

busiest during specific hours, leaving their parking lots underutilized during non-peak times. Partnering with these landowners to use their parking facilities during off-hours could activate underused spaces and support parking solutions for events or weekend activities. Such collaborations could maximize land use efficiency.

in the area. Similarly, DART’s parking lots present future redevelopment opportunities that could support transitoriented development, making the area more connected. Additionally, there are only a few parcels owned by religious institutions and one parcel owned by Carrollton/ Farmers Branch ISD. These institutions are typically

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There are several parcels within the Study Area that are publicly or quasi-publicly owned, most of which belong to either the City of Carrollton or Dallas Area Rapid Transit (DART). The City’s land holdings represent a strong foundation for potential catalyst development projects that could spur further investment and activity

N Scale: N.T.S.

Study Area Boundary City-Owned Land School-Owned Land Religious Institution-Owned Land Transit Authority Owned Land

Activity Generators & Destinations mile walking radius around each. Many of the radii overlap, suggesting that individuals may be inclined to walk between these generators, provided there is a safe and inviting pedestrian environment. This overlap indicates a strong potential for foot traffic and connectivity. By strategically connecting these points through thoughtful

BR AN HU TT ON

Maryland St.

Dr . Ke ssl er

en Clint St.

nD r.

5th

e. Av

ﬀ

i rgr

n Va

Francis St.

Ross Ave.

Elm

t. yS wa

Bro

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

LEGEND Glengarry Dr.

Dr.

Tappan Cir.

Tartan Dr.

N Scale: N.T.S.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Walnut Ave.

2nd Ave.

Rosemon Ave.

Walnut Ave.

Belt Line Rd.

St. ain

Erie St.

Perry Ave.

Jackson St.

nto

e. Av ge

lle Co

Crescent Dr.

-35

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

infill, improved sidewalks, crosswalks, and pedestrianfriendly amenities like seating areas and green spaces, these anchors could create a cohesive sequence of engaging experiences that not only encourage people to explore the Study Area and beyond but also foster a strong sense of community.

Activity generators are points of interest that attract people to or near the site, encompassing a variety of spaces such as places of employment, retail and dining venues, public facilities, and large residential developments. The map illustrates these activity generators within the Study Area, highlighting a quarter-

Study Area Boundary Activity Generator Balmoral ¼ MileDr.Radius 1 Historic Square 2 Pocket Sandwich Theater 3 Three Nations 4 LYV Broadway 5 Union at Carrollton Square 6 Lux on Main 7 DART Green Line Station 8 Switchyard 9 Thomas Place 10 DeWitt Perry Middle School 11 Metrocrest 12 Carroll Crest 13 Historic Depot

DOWNTOWN CARROLLTON MASTER PLAN

High-Impact Blocks

NC BR A TT ON r. er D Ke ssl

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

Ross Ave.

n Va

Tartan Dr.

Glengarry Dr.

ﬀD

ri erg

Francis St.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

businesses. By fostering further investment in or around these high-impact blocks, the City can build on their existing momentum, enhancing their role as vibrant focal points that not only draw residents and visitors but also encourage social interaction and economic growth within the community.

and appeal. Among all the blocks in the Study Area, these currently attract the most foot traffic and activity, making them key areas for community engagement. They encompass new multifamily developments, the DART station, Disciple Korean Baptist Church, City Square, and the surrounding shops, restaurants, and

The blocks highlighted in blue represent areas that currently have or have the potential to become high-impact blocks for investment based on current conditions. Although parking lots are included, these parking lots possess significant potential for future infill development that could enhance their usability

Balmoral Dr.

Elm

t. yS wa

Bro

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

CHAPTER 2. DOWNTOWN TODAY

N Scale: N.T.S.

LEGEND Study Area Boundary Strongest Identity Blocks

Open Space & Physical Features

BR AN Dr . Ke ssl er

Walnut Ave.

e. Av

ﬀD

ri erg

Glengarry Dr. Ross Ave.

n Va

Tartan Dr. Josey Ln.

5th

FRANCIS PERRY PARK

Francis St.

Highland Dr. Perry St.

in Ma HISTORIC SQUARE e. Av 4th

Maryland St.

St.

Larner St.

PIONEER PARK

Myers St.

2nd Ave.

t. in S

Clint St.

Walnut Ave.

r. Belt Line Rd.

Rosemon Ave.

ll Co

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Capital Dr.

ON TT

Maryland St.

Century Dr.

RAN

B RY

PER

Spring Ave.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

bodies enhances the natural landscape and provides opportunities for recreation. Efforts to enhance and connect these green spaces with other proposed green spaces through walking trails, landscaping, and pedestrian pathways can provide vital recreational opportunities for residents.

require additional consideration when preparing for future development. Currently, there are only two Cityowned parks in the Study Area: Historic Square, which serves as an important green space for community gatherings; and Pioneer Park, a small passive park. In addition to these parks, the presence of water

HU TT ON

This map identifies existing parks, water bodies, and floodplains. The land adjacent to Hutton Branch and north of Belt Line Road, west of IH-35E, is designated as special flood hazard areas, indicating a higher risk for flooding during significant rain events. The land adjacent to Hutton Creek is classified as the regulatory floodway, which will

Balmoral Dr.

Elm

t. yS wa

Bro

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

LEGEND CROSBY RECREATION CENTER

N Scale: N.T.S.

Study Area Boundary Park Open Space Stream Water Body FEMA Regulatory Floodway FEMA Special Flood Hazard Area without Base Flood Elevation

DOWNTOWN CARROLLTON MASTER PLAN

Vacant Land Analyzing the vacant land within the Study Area serves a dual purpose: it highlights gaps in the urban landscape and identifies potential sites for future development. Approximately 30 acres of the 387-acre Study Area consist of developable vacant land, or roughly seven percent of the total area. Given the limited availability of continuous Cottonwood Rd.

BR TT ON HU

rD Ke s

sle

PER

Clint St.

Rosemon Ave.

Walnut Ave. Walnut Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Capital Dr.

Maryland St.

Spring Ave.

ON TT

Rd. Perry

Vinylex Dr.

Century Dr.

RAN

B RY

Random Rd.

Northside Dr.

esc Cr

Capital Pkwy.

the area. By leveraging its land holdings, the City can not only ensure that new projects align with community needs and urban planning principles but also encourage high-quality development that enhances the character and vibrancy of the Study Area.

AN CH

greenfield space, future development will likely necessitate the removal or redevelopment of existing structures to optimize land use and accommodate growth. The City owns 31 of the 68 vacant parcels. This places the City in an ideal spot to guide redevelopment efforts in line with its long-term vision and strategic goals for

ll Co

Belt Line Rd.

5th

e. Av

Ross Ave.

n Va

Tartan Dr.

Glengarry Dr.

ﬀD

ri erg

Highland Dr.

Josey Ln.

t. in S

e. Av

Francis St.

Perry St.

4th Ma

Maryland St.

St.

Larner St.

Myers St.

2nd Ave.

Balmoral Dr. Bro

Elm

t. yS wa ad

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

CHAPTER 2. DOWNTOWN TODAY

N Scale: N.T.S.

LEGEND Study Area Boundary Vacant Land

Ease of Assembly

BR TT ON r. rD sle Ke s

. Dr

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

Ross Ave.

n Va

Tartan Dr.

Glengarry Dr.

ﬀD

ri erg

Francis St.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

e esc Cr

Capital Pkwy.

sites. Most of the blocks within Study Area contain four or more land owners per block, which may make traditional mixed-use development harder to achieve. These areas may redevelop in later phases compared to areas where there are fewer land owners due to the time it may take to acquire the necessary parcels.

AN CH

region and country, the difficulty to assemble land is one of the most challenging issues. Some land owners may be willing to sell their land to investors while others do not want to part with their land. Blocks with three or fewer land owners are likely the easiest to assemble for redevelopment, making them more viable for catalyst

The ease of assembly analysis looks at the level of difficulty to develop based on the number of property owners for each block. The more owners a block contains, the more difficult it will be to acquire the appropriate amount of land to make redevelopment feasible. For many redevelopment situations around the

Balmoral Dr.

Elm

t. yS wa ad

Bro

Tappan Cir.

LEGEND

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

N Scale: N.T.S.

Study Area Boundary 1 Land Owner/Block 2-3 Land Owners/Block 4-5 Land Owners/Block 6+ Land Owners/Block City/DART Properties

DOWNTOWN CARROLLTON MASTER PLAN

Market Programming and Land Use Opportunities Real Estate and Community Development think tanks such as the Urban Land Institute and others have identified the desires the marketplace has for places like Downtown Carrollton. The community engagement obtained through this planning process has underscored these themes as well. The ubiquitous suburban development patterns of DFW that Carrollton exists within blurs the lines between communities and cities while creating an anonymous city fabric leading to disillusionment and desire for more experience from our centers of community. One is not sure where the City starts and ends, how it resonates along the IH-35E corridor, and a sense of “center” is rarely found. This results in the following themes of desire that Downtown should create through its experience. A Center of Community Links to the fundamental desire for connection, experience and Community identity Sense of History Delivers the important feeling of authenticity based on its apparent history and positioning Obvious Destination Provides the answer to the question: “honey, what do you want to do tonight” The plan for Downtown should focus on accomplishing infill development that leads to the heightening of experiences that fulfill these thematic desires.

CHAPTER 2. DOWNTOWN TODAY

Programming Analysis Goals and Methodology This analysis quantifies land use potential based on forecasted growth in population and employment based on NCTCOG and Census estimates. Using downtown’s trade area to quantify this growth, it converts these populations into real estate programming in retail, restaurant, office, hotel and residential uses. It is important to note these quantities should be seen as 10-year increments that can be applied to the full anticipated build-out period for the downtown district which may reflect a 50 year horizon. This analysis also compares trends for the specific trade area to what is forecasted to occur in DFW at large to help determine base line challenges and strengths.

HISTORIC DOWNTOWN I

AD RO E N

TL EL

ine er L Silv

Green

Line

IH-35

DOWNTOWN CARROLLTON 54

DOWNTOWN CARROLLTON MASTER PLAN

Downtown Trade Area A trade area for Downtown programming has been created to measure its forecasted growth over a 10-year period. This trade area boundary is based on a 10-minute drivetime distance for retail, residential and employment uses and a 15-minute drive time for restaurant uses. The shape of the boundary is based on natural and man-made inhibitors and street edges.

CHAPTER 2. DOWNTOWN TODAY

The results of this measurement indicate the population served by Downtown exists within a vast suburban region lacking centers of experience and amenities, while being mostly defined by the transportation network only. However, it does indicate that this area is very well served by highways, roadways, and transit in ways that the rest of the DFW Metroplex are not. This is an inherent strength to build upon.

Population Trends and Implications The 10-year forecast of population growth for the trade area was analyzed through breakdowns in household formation, income, and age. This was also compared as a percentage of each whole to what is forecasted to occur in DFW at large within each category. The results identify the following points of consideration. • The Downtown trade area is forecasted to have smaller numbers of family households and related owner-occupied residential growth than what is forecasted for DFW at large on a percentage basis. This is likely due to the existing density of development within the area and apparent lack of new development sites. To counteract this, a focus on infill development and attached unit development should be envisioned.

• There is significant growth forecasted in the senior population. This is likely due to the existing population of the Carrollton region and an “age in place” mindset. There is an opportunity to both embrace and counteract this trend based on programming desires for downtown in which additional land can be opened up for new development for a younger population by providing new senior and multigenerational housing types that provide more attractive lifestyles than staying in current housing.

Source: ESRI, Catalyst Group

Summary

Downtown Trade Area

DFW At Large

Census 2010

Census 2020

2023

2028

2033

Number

Percent

Number

Percent

Population

653,058

758,958

782,212

796,328

810,444

28,232

1,098,788

14.0%

Households

263,585

308,511

320,456

328,499

336,542

16,086

426,802

13.0%

159,981.00

188,394.00

183,533.00

187,857.00

192,181.00

8,648.00

0.05%

297,485

0.07%

Families

10-Year Addition

DFW 10-Year Addition

Median Household Income

$82,000

$90,518

$95,219.42

$99,920.83

9,403

10%

19,894

25.0%

Average Household Income

$124,061

$137,047

$144,219.65

$151,392.30

14,346

10%

28,599

24.8%

Per Capita Income

$50,815

$56,517

$59,687.91

$62,858.83

6,342

11%

10,816

25.8%

Owner Occupied Housing Units

120,750

129,380

134,297

136,144

137,991

3,694

299,212

9.1%

Renter Occupied Housing Units

142,836

179,131

186,159

192,354

198,549

12,390

128,248

10.0%

33.1

34.9

35.5

35.7

0.80

0.8

2.3%

Median Age

Census 2010 Population by Age

Number

Percent

Census 2020 Number

Percent

2023 Number

Percent

Number

2028

2033

Percent

Number

20-Year Addition Number

DFW 10-Year Addition

Percent

Number

Percent

0-4

49,615

7.6%

46,226

6.1%

48,535

6.2%

50,340

6.3%

52,145

3,610

99,632

18.8%

5-9

46,155

7.1%

46,841

6.2%

48,816

6.2%

47,112

5.9%

45,408

-3,408

-7%

44,983

8.0%

10 - 14

42,790

6.6%

47,845

6.3%

48,136

6.2%

45,938

5.8%

43,740

-4,396

-9%

53,841

9.6% 4.3%

15 - 19

40,107

6.1%

46,578

6.1%

45,119

5.8%

43,353

5.4%

41,587

-3,532

-8%

22,970

20 -24

47,155

7.2%

52,831

7.0%

55,493

7.1%

59,360

7.5%

63,227

7,734

14%

49,827

9.6%

25 - 34

123,160

18.9%

140,901

18.6%

141,151

18.0%

142,843

17.9%

144,535

3,384

161,219

13.6% 17.6%

35 - 44

101,112

15.5%

115,070

15.2%

122,892

15.7%

123,383

15.5%

123,874

982

199,834

45 - 54

93,707

14.3%

97,397

12.8%

94,529

12.1%

96,682

12.1%

98,835

4,306

93,394

9.7%

55 - 64

59,993

9.2%

85,903

11.3%

85,534

10.9%

80,761

10.1%

75,988

-9,546

-11%

(23,892)

-2.7%

65 - 74

28,228

4.3%

49,652

6.5%

57,863

7.4%

63,365

8.0%

68,867

11,004

19%

158,425

25.0%

75 - 84

14,979

2.3%

21,852

2.3%

25,551

3.3%

32,891

4.1%

40,231

14,680

57%

222,092

78.3%

85+

6,059

0.9%

7,862

0.9%

8,593

1.1%

10,301

1.3%

12,009

3,416

40%

50,222

56.2%

DOWNTOWN CARROLLTON MASTER PLAN

Income Trends and Implications The 10-year forecast of household income for the trade area was analyzed through breakdowns in household formation and income ranges. This was also compared as a percentage of each whole to what is forecasted to occur in DFW at large within each category. The results identify the following points of consideration.

• Households with incomes above $75k are forecasted to grow in the trade area, with higher amounts of growth above $100k. This is a positive forecast for downtown as it reflects growth in populations that have more disposable income for eating out, shopping, etc; all mainstays of a successful downtown experience.

• Households with incomes lower than $75k are forecasted to drop in number over a 10-year period, and a rate of decline much greater than what is forecasted for DFW at large. As a result, the pressure for affordable housing may be less in comparison.

• The growth in higher incomes also reflect a rise in population that can qualify for mortgages and related for-sale housing types, as well as “renter-by-choice” demographic associated with quality rental housing buildings. Provision for lower income housing is forecasted to decline. Downtown Trade Area

Summary

Census 2010

2023

2028

2033

DFW At Large

10-Year Addition

DFW 10-Year Addition

Number

Percent

Number

Percent

Population

758,958

782,212

796,328

810,699

28,487

1,098,788

14.0%

Households

308,511

320,456

328,499

336,744

16,288

426,802

13.0%

Families

188,394

183,533

187,857

192,283

8,750

297,485

0.07%

Median Household Income

$82,000

$90,518

$95,219

$100,165

9,647

11%

19,894

25.0%

Average Household Income

$124,061

$137,047

$144,220

$151,768

14,721

11%

28,599

24.8%

Per Capita Income

$50,815

$56,517

$59,688

$63,037

6,520

12%

10,816

25.8%

Owner Occupied Housing Units

129,380

134,297

136,144

138,016

3,719

299,212

9.1%

Renter Occupied Housing Units

179,131

186,159

192,354

198,755

12,596

128,248

10.0%

34.9

35.5

35.7

36.1

0.80

2.3%

Median Age

2028

2033

Number

Percent

2023 Number

Percent

Number

Percent

Number

Percent

<$15,000

17,687

5.5%

15,776

4.8%

13,865

(3,822)

-22%

(27,252)

-0.1%

$15,000 - $24,999

14,138

4.4%

11,409

3.5%

8,680

(5,458)

-39%

(45,554)

-0.3%

$25,000 - $34,999

18,084

5.6%

15,633

4.8%

13,182

(4,902)

-27%

(36,305)

-0.2% -0.1%

Households by Income

20-Year Addition

DFW 10-Year Addition

$35,000 - $49,999

36,250

11.3%

33,018

10.1%

29,786

(6,464)

-18%

(35,537)

$50,000 - $74,999

59,154

18.5%

57,405

17.5%

55,656

(3,498)

-6%

7,065

3.0%

$75,000 - $99,999

43,665

13.6%

45,373

13.8%

47,081

3,416

60,226

18.0%

$100,000 - $149,999

57,265

17.9%

63,171

19.2%

69,077

11,812

21%

171,544

35.0%

$150,000 - $199,999

29,646

9.3%

37,269

11.3%

44,892

15,246

51%

193,365

74.5%

$200,000+

44,548

13.9%

49,427

15.0%

54,306

9,758

22%

139,250

41.7%

Source: ESRI, Catalyst Group

CHAPTER 2. DOWNTOWN TODAY

Source: ESRI, Catalyst Group Housing Units by Occupancy

Census 2020

2023

2028

Downtown Trade Area 2033

DFW At Large

10-Year Addition

Status and Tenure

Number

Percent

Number

Percent

Number

Percent

Number

Total Housing Units

118,770

100.0%

123,113

100.0%

126,996

100.0%

131,001

7,888

Occupied

110,930

93.4%

114,602

93.1%

117,503

92.5%

120,477

5,895

Owner

43,446

36.6%

45,259

36.8%

45,681

36.0%

46,107

848

11%

299,212

65%

Renter

67,484

56.8%

69,343

56.3%

71,822

56.6%

74,390

5,047

64%

128,248

28%

Vacant

7,904

6.7%

8,511

6.9%

9,492

7.5%

10,586

2,075

26%

36,100

2033

20-Year Addition

2023 Households by Income

2028

Percent

DFW 10-Year Addition Number

Percent

463,560 427,460

DFW 10-Year Addition

Number

Percent

Number

Percent

Number

Percent

Number

Percent

<$15,000

17,687

5.5%

15,776

4.8%

13,865

(3,822)

-22%

(27,252)

-0.1%

$15,000 - $24,999

14,138

4.4%

11,409

3.5%

8,680

(5,458)

-39%

(45,554)

-0.3%

18,084

5.6%

15,633

4.8%

13,182

(4,902)

-27%

(36,305)

-0.2%

36,250

11.3%

33,018

10.1%

29,786

(6,464)

-18%

(35,537)

-0.1%

59,154

18.5%

57,405

17.5%

55,656

(3,498)

-6%

7,065

3.0%

$25,000 - $34,999 $35,000 - $49,999

Renter Qualifying Threshold

$50,000 - $74,999 $75,000 - $99,999

Owner Qualifying Threshold

43,665

13.6%

45,373

13.8%

47,081

3,416

60,226

18.0%

$100,000 - $149,999

57,265

17.9%

63,171

19.2%

69,077

11,812

21%

171,544

35.0%

$150,000 - $199,999

29,646

9.3%

37,269

11.3%

44,892

15,246

51%

193,365

74.5%

$200,000+

44,548

13.9%

49,427

15.0%

54,306

9,758

22%

139,250

41.7%

DOWNTOWN CARROLLTON MASTER PLAN

10-Year Residential Programming The 10-year forecast of household growth and demographics for the trade area was analyzed through breakdowns in anticipated housing and income projects to determine a residential program broken down by both rental and ownership type. As there are other areas within the trade area that can accommodate this forecasted growth, the programming was discounted to represent anticipated potential by housing type. This calculated program follows:

• 592 units for for-lease residents including affordable, market, luxury, and assisted living housing formats. • 361 units for residents seeking for-sale housing types, including first-time, moveup, empty nest and senior flat housing formats. • This is a positive forecast as it involves mixed-use apartment buildings, upscale apartment flats, small infill flats, townhomes, senior and assisted living buildings.

DISCOUNTED HOUSING PROGRAM SUMMARY Building Area (SF)

Residential Units (DU)

Market/Affordable Renter

45,465

Up-Market Renter

208,967

246

Luxury-Market Renter

56,456

Senior and Assisted Living

107,643

227

For-Lease Residential Categories*

592

Early/First Time Buyers

390,731

142

Move Up/Family Buyers

472,235

135

Empty Nest/Move Down Buyers

190,168

Senior Flats

68,376

For -Sale Residential Categories Total Housing (over 10 year cycle)

Mixed-Use Apartments

Small Infill Flats

Townhomes and Attached Units

Seniors & Assisted Living

361 1,540,040

953

* Note: No demand calculated for subsidized housing due to projected market decline

CHAPTER 2. DOWNTOWN TODAY

10-Year Retail Programming The 10-year forecast of household growth and demographics for the trade area was analyzed through breakdowns in anticipated retail and restaurant categories based on sales-tax and spending records. This analysis has shown that there is potential for new development in a range of retail categories. However, the state of the retail industry has been in flux due to a number of factors including the increase in on-line shopping. And, while the regional location is good, the 10 year Projected Spending Growth

specific access and direct visibility of retail in any of the 4 quadrants of the intersection is challenged. As a result, the amount of this potential is greatly dependent on the creativity and delivery of new development within the downtown area, with retail most likely being limited to a secondary position focused on placemaking, restaurant, and destination uses. With this said, the 10-year period that has been discounted based on additional areas of supply in the as follows:

Average Sales/SF

Capture Rate

New Building Area (SF)

Average Store Size

Number of Stores

Apparel Products and Services

$74,526,748.01

$339

10%

21,984

3,000

Computer, Communication, Electronics

$74,422,027.03

$430

20%

34,615

25,000

Miscellaneous Retailers

$68,767,408.45

$207

10%

34,615

5,500

Entertainment (15 Min)

$11,140,192.00

$148

10%

7,527

6,000

Fuel and Auto Services

$132,687,348.08

$1,500

4,339

5,000

Household, Furnishings and Equipment

$98,030,669.86

$365

20%

53,715

5,000

Health and Personal Care

$60,307,508.00

$500

20%

24,123

9,000

Grocery and Specialty Food

$231,939,038.55

$300

10%

77,313

15,000

Restaurants, Bars, Catering (15 Min)

$422,866,702.68

$500

10%

105,717

5,000

On-Line Discount Factor (30%) 10-Year Net Programming Potential

• Approximately 250k sf of retail uses ranging from apparel, household goods, health and personal care, and grocery uses. This includes strong opportunities for restaurants and drinking entertainment facilities.

Retail within Mixed-Use Setting

110,846 sf 25,864 sf per year

258,641 sf over ten years

Apparel Products and Services includes shoe repair and other shoe services, apparel laundry and dry cleaning, alteration, repair and tailoring of apparel, clothing rental and storage and watch and jewelry repair. Computers and Electronics includes major and minor appliances, computers and related equipment. Miscellaneous Retail includes toys and games, photo equipment and supplies, books, pet supplies, sports and exercise equipment and hobby supplies. Entertainment includes movie theaters, dinner theaters, live performance venues and museums. Fuel and Auto Services includes gas stations, auto supplies and auto repair facilities. Household, Furnishings and Equipment includes housewares, textiles, furniture, land and garden, housekeeping supplies and remodeling materials. Health and Personal Care includes hair and nail care, prescription drugs and vitamins, oral hygiene products, cosmetics, skin care, bath products and personal care appliances.

Retail within Walkable Format

Grocery and Specialty Food includes small and larger grocers, package food supply, liquor stores, specialty food supplies, and precooked meal retailers and catering providers. Restaurants, Bars, and Catering includes fast food, fast casual, sit down, and upscale restaurants, drinking establishments, and catering providers.

DOWNTOWN CARROLLTON MASTER PLAN

10-Year Office and Hotel Programming The nature of employment has changed drastically in North Texas post Covid with workplace habits and occupancy having been reset. And, Artificial Intelligence has been converting back-office employment to being all-digital undertakings. As a result, the workplace now competes with our homes in attracting employees while AI has reduced demand for Class B & C buildings. Office space that is being delivered is mostly of the highest quality, well-amenitzed, and generally limited to locations that offer an immersive and walkable experience. Downtown Carrollton has the potential to provide such an experience through strategic infill, further placemaking, and engaging operations. However, this will take time

to accomplish as there is general oversupply/vacancy in the broader submarket that would need to be lessened (through retrofit, renovation or waiting for market stabilization) for the lending market to likely agree to new projects in the area. With this said, there is some potential for such workspace to occur in the shorter term if it is tenant/owner-driven and (likely) smaller scale. As there can be a direct correlation between workforce population and hotel demand, there may be potential for a smaller, boutique hotel with some meeting and food/ beverage offerings. A full supply and demand analysis is needed to measure this potential. The results of the focus on employment uses is summarized below.

• Discounted demand from forecasted trade area employment growth points to the potential of 75k to 100k sf of white collar office space within a mixed-use and highly amentized setting over a 10 year period. • This demand is constrained by there being over 300k sf of vacant space that would likely need to be absorbed before tenant-specific office space could be delivered in the area. Office within a Mixed-Use Setting

Employment, Office and Hospitality Programming Downtown 10 Min Trade Area

Current Trade Area Employees:

2023

175,796

Forecasted 2033 Population:

287,444

Forecasted Trade Area Employees:

2033

182,565

Ten Year Employee Change:

6,769

1.57

Market Capture Rate:

20%

Job to Residential Population Ratio:

2023 Businesses

2023 Employees

Number

Percent

Number

Percent

Number

1,007

6.6%

16,400

9.3%

17,031

2,084 sf

Transportation (in-office calculated at 5%)

297

1.9%

4,002

2.3%

4,156

509 sf

Communication and Information

441

2.9%

6,701

3.8%

6,959

17,029 sf

Finance and Insurance

747

4.9%

5,591

3.2%

5,806

14,209 sf

Health and Social Services (in-office calculated at 5%)

943

6.2%

11,142

6.3%

11,571

1,416 sf

1,655

12.0%

18,263

10.4%

18,966

46,412 sf

800

5.2%

5,609

3.2%

5,825

Construction and Utilities (in-office calculated at 5%)

Professional and Legal Services Real Estate & Leasing (in-office calculated at 15%)

2033 Employees

A. Total 10-Year White Collar Office Demand (Based on Forecasted Employment Growth and Market Capture Rate)

Net White Collar Office Building Area (330 sf/ employee)

2,138 sf 83,796 sf

Reduction Issues: Net Reduction in Demand due to COVID Preferences

29,329 sf

Absorption Required to Achieve 92% Occupancy (to allow new positive underwriting)

372,712 sf

2024 2Q Cushman & Wakefield DFW Office Report - Class A Vacancy Rate

4,573,153 sf

B. Total 10-Year White Collar Office Demand (When considering COVID preferences and existing vacancies)

-318,244 sf

10-Year Forecasted Net Population Growth

8,526 people

Total 10-Year Hotel Programming Potential (demand only)

CHAPTER 2. DOWNTOWN TODAY

Mixed-Use Boutique Hotel

16%

Measured Total Sub-Market Office Space

Hotel Rooms to Residential Population Ratio

Mixed-Use Office Buildings

0.027 230 keys

10-Year Consolidated Programming Combining the measured programming potential by use over a 10-year period shows real potential to advance the downtown experience in the short term. The table below shows the land uses and expected areas or unit counts that Downtown Carrollton can support in the next 10-years. The sub-categories for entertainment, office and hotel are additional square footages that support their respective main use. It will be critical to find developers and their related implementation teams that are well-suited to delivering interesting and exciting urban infill that is accretive to a broadened downtown experience. 10-YEAR CONSOLIDATED PROGRAMMING APPROACH RETAIL (apparel, computer, misc, health, grocery, household, auto)

60,211 SF

ENTERTAINMENT (performance, dinner theater, museum)

60,211 SF

Artist studio performance workspace

10,000 SF

RESTAURANTS (fast, fast casual, sit down, upscale, bars, catering)

100,717 SF

OFFICE (loft, single tenant, multi-tenant, boutique)

68,796 SF

In-office service retail

2,500 SF

In-office food service

2,500 SF

HOTEL (boutique with small meeting)

230 Keys

In-hotel restaurant

2,500 SF

In-hotel retail/distillery

7,500 SF

Meeting

5,000 SF

FOR SALE RESIDENTIAL Single Family

331 Total Units Breakdown by category:

33 Units

Bungalow/Carriage Homes

66 Units

Townhomes/Row houses

133 Units

Flats

99 Units

FOR LEASE RESIDENTIAL Single Family Rental

365 Total Units Breakdown by category:

18 Units

Small Infill Flats

73 Units

Urban Apartments

146 Units

Mixed-Use Apartments

128 Units

ACTIVE SENIOR LIVING Senior Flats (owner) Senior Flats (rental)

257 Total Units Breakdown by category:

30 Units 227 Units

DOWNTOWN CARROLLTON MASTER PLAN

Leveraging Market Delivery Process Understanding the Real Estate Delivery System For the City and community to help guide the redevelopment and development potential identified in the market programming analysis by use, there needs to be a strategic implementation plan positioned by use that is based on an understanding of how traditional real estate is delivered, what aspect of new development in downtown may be in conflict with traditional norms, and a devised strategy to overcome these perceived risks. This is because the conventional norm in real estate delivery is fundamentally impacted by the amount and mitigation of capital risk. The linear process involved includes the identification of an opportunity, analysis prepared to prove up the opportunity within its competitive set, the assemblage and structuring of capital needed to act on this opportunity, modification of regulation if needed, and the creation and management of a proven and experienced team to bring about a built result. If any of the steps along the way uncover an unconventional need and related risk, it would require a specific strategy to mitigate this anomaly and risk accordingly. Without doing so, implementation will not occur on a timely basis. Conceptual factors associated with this includes the following. • Project – Is there measured demand for the product type, developments of this type in the competitive trade area that have been economically successful within the past 10 years, community support for such a development, capital availability for this type of development in the time frame planned, and a team assembled that has experience in the successful implementation of such developments from ideation through construction through disposition?

CHAPTER 2. DOWNTOWN TODAY

• Project financial viability – Does the cost vs. revenue modeling show a profitable venture that is within market norms? • Capital providers (Equity) – Are there equity sources of capital that are available and willing to fund the non-debt portion of the development with return thresholds and horizons that work with the project type? • Debt providers (Financing) – Are there sources of construction financing available and willing to fund the debt portion of the development interest carry and pay off terms that are workable within the needs of the project capital stack? • Mitigation measures – If there are any disconnects within the project and capital provider expectations vs. market realities, are there economic development tools available to close financial gaps identified to mitigate the perceived risk to levels that are comfortable for all to advance? • Public infrastructure and funding – Public improvements compliment and accompany private initiatives. It is important to elevate public infrastructure and urban design projects in advance of need to assure right-time funding. This approach can also inform private project initiatives to avoid delays resulting from studies needed to accompany public participation or incentive initiatives.

The Real Estate Delivery Team and Individual Motives If there are mitigation measures the City is asked to participate in financially, it should analyze the project proposed with great consideration to determine its viability for, if failure occurs, only the City is left to deal with the aftermath of failure and related market tainting. As such, it is helpful to compare the various team members’ goals with the desired outcomes in addition to the factors mentioned as part of the delivery process in Understanding the Real Estate Delivery System section above. These include such issues as the following. • Developer – Do they have prior successes for the specific type of projects or inherent components involved? Is the vision they propose for the project congruent with the community’s vision for this particular site? Does the developer have the economic wherewithal, or have the assembled the needed partners to provide necessary capital stack and commitments required for implementation? • Consultant team – Do they have specific experience with the particular project type or inherent components? Are they motivated by the delivery of the specific development vision, or a desire to produce a design that is not sensitive to community visioning?

Risk Mitigation

LENDER INVESTOR INTERNAL

• Contractor – Do they have the specific experience with the particular project type and related components? Do they have the economic standing and market relationships to weather cost overruns or labor shortages? • Capital providers – Do they have the necessary temperament to weather issues that will undoubtedly come up during the life of the project, and relationship with developer that allows for this? • City – Is staff motivated by the delivery of the specific development vision, provide enough leeway for the developer to achieve this vision through a slightly different approach than previously identified? Do they have the support of the Council to make decisions, or are they hampered by political tensions that cause the approval environment to be a negative one for the developer? • Elected officials – Is there general consensus between the policymakers on the vision of the plan components to be able to provide a supportive environment for the developer (who is the city’s implementing agent for their vision)?

Capital Providers

Promotes Repetition of “Proven” Development Patterns

(Profit Motives) (Investment Guarantor)

Opportunity

INTERNAL TEAM & CONSULTANTS

(Design Awards)

Risk Mitigation

PUBLIC OFFICIALS STAFF

The Municipality

the DEVELOPER (Community’s Implementor)

Outcome Promotes Taking the Simplest Approach to Delivery

DOWNTOWN CARROLLTON MASTER PLAN

Redevelopment Sequencing Immersive urban districts in Texas have followed a fairly regular and expected sequencing of project types. The City should analyze this experience carefully to determine whether such implementation sequencing poses any political or community concerns in order to avoid forcing the market to do something that is out of the ordinary in a macro sense. This sequencing is summarized below. 1. Rental Housing and Public Amenities – This creates the community form and urban design, while providing a nighttime population that can help activate restaurants. This includes market rate, mixed-income and senior housing. The City has already undertaken this step with the marketplace, and there is still more work in this phase needed to gain critical mass. 2. Restaurants – This generates the desired urban “scene” that attracts people to the area. The City has already undertaken this step with the marketplace, and there is still more work in this phase needed to gain critical mass. 3. Employment – This helps to generate a sustaining urban context by providing

CHAPTER 2. DOWNTOWN TODAY

daytime population that can activate lunchtime restaurant activity and retail. There is not enough critical mass in the prior uses in place yet, along with more enhanced urban design and amenity programming on the ground yet for it to resonate as a viable employment destination. 4. Retail – With critical mass in both daytime and nighttime uses, this generates an environment in which retail, including grocery and entertainment uses, can thrive. While the City has advance some activity in this phase, there is more work to be done with the supporting uses mentioned previously to ensure long-term success within retail categories. 5. For-sale housing – Once the district is identifiable as a place to be, and has a proper range of positive public school choices, the market is ripe for new for-sale housing. 6. Further infill – This reflects a repeat of the items above, but at higher densities and values.

How to Leverage the Conventional Delivery System for Downtown There are specific steps the City should take to work with the marketplace to implement the vision for downtown. Those steps are based on positioning for the Market, and identifying / working Projects as discussed here. Market Issues • Address weaknesses in market for desired uses and determine which projects to bring forward to the development marketplace as desired projects with any related mitigation measures identified and solved for. • Explore what control City can have to change conditions, if any, needed for these projects to advance. This includes confirming community support, changing zoning, approving financial incentives if needed, and brokering dialogue between complimentary users.

Project Positioning • Prioritize projects that have greatest catalytic return on the advancement of the downtown vision • Identify developers that share vision and quality mindset the City has for the particular project • Hold discussions with these developers to identify the specific developers that seem to be the best fit • Incentivize developer, if needed, through public-private partnerships in manner that mitigates perceived risk • Charge City’s Economic Development staff and legal counsel to undertake a simple and timely process towards arriving at a master development agreement

• Act on budgetary, policy, and political needs to ready the environment for private partners to enter

DOWNTOWN CARROLLTON MASTER PLAN

Market Partners Importance of the School District The quality of the school district is a primary factor for new investment to occur and as such should be seen as the primary economic development factor. Employers seek locations having good access and residential desirability, where such “desirability” is defined by affordability, amenities and the quality of the available schools. As such, the City should take a more active role with the School District to find common areas to work towards this all-important end result. It should identify competing cities’ school district performance and devise strategies together on how to overtake its competitors by delivering a higher quality education experience in both academic and physical terms. Carrollton/Farmers Branch ISD: • Accountability Rating B / Average SAT 972 • Average teacher salary: $61.4k and average experience 9.2 years • 59.6% students at risk of dropping out; though only 1.8% did Irving ISD:

nt Equivale

• Accountability Rating B / Average SAT 900

• Average teacher salary: $64.8k and average experience 9.5 years • 67.6% students at risk of dropping out; though only 1.8% did Richardson ISD:

Growth

market

• Accountability Rating B / Average SAT 1167 • Average teacher salary: $58.6k and average experience 9.8 years

Source: Texas Tribune, Catalyst

• 54% students at risk of dropping out; though only 2.7% did Frisco ISD: • Accountability Rating A / Average SAT 1156

Growth

Office = Housing & Access market

Housing = Good Schools

• Average teacher salary: $62.7k and average experience 10.5 years • 22.6% students at risk of dropping out; though only 0.4% did

CHAPTER 2. DOWNTOWN TODAY

Strategic Partnerships For the City to realize the community’s vision for a more successful and meaningful downtown experience, there will be a series of key partnerships required for the implementation phase. These are described herein. Form Strategic Relationship with CFBISD

Form Strategic PPP’s with Key Developers

• Research and compare differences in operations between Richardson, Frisco and CFBISD

• Identify and connect with active developers delivering desired end results across land uses

• Determine ways to augment teacher pay and adult education through local contribution

• Jointly plan key catalytic developments to achieve desired goals to change the market

• Explore joint planning of school facilities that serve the downtown area to achieve overall community goals

• Identify concerns or economic gaps these developers have and creatively work to form solutions

DOWNTOWN CARROLLTON MASTER PLAN

Catalyst Locations

AN BR TT ON r. rD sle Ke s

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

Ross Ave.

n Va

Balmoral Dr.LEGEND

Elm

t. yS wa

ad Bro

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

CHAPTER 2. DOWNTOWN TODAY

Tartan Dr.

Glengarry Dr.

ﬀD

ri erg

Francis St.

Josey Ln.

4th

e. Av

Highland Dr. Perry St.

St.

Larner St.

Maryland St.

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

unique, allowing for diverse development solutions that cater to a variety of market needs and community goals. This approach ensures that catalyst projects not only generate economic activity but also contribute to a more vibrant, cohesive, and inclusive neighborhood fabric.

experience. There are three categories of catalyst development: Vacant infill development, reinvestment/ redevelopment infill, and small-scale reinvestment. By strategically mixing and matching opportunity types, investment in the Study Area will be broad-reaching and

Below depicts the convergence of all elements that define catalyst locations within the Study Area. These locations are prime candidates for redevelopment and have the greatest potential to transform the Study Area, boosting the local economy and enhancing the overall community

N Scale: N.T.S.

Study Area Boundary 100 Year Floodplain Existing Open Space City Owned Parcels Vacant Infill Land Reinvestment/ Redevelopment Infill Small-Scale Reinvestment Unlikely to Redevelop in Near Future

Priority Parcels

AN BR TT ON r. rD sle Ke s

Clint St.

Walnut Ave.

2nd Ave.

5th

e. Av

Glengarry Dr.

ﬀD

ri erg

Ross Ave.

n Va

Balmoral Dr.

Elm

t. yS wa

ad Bro

Tappan Cir.

Tartan Dr. Josey Ln.

e. Av

Highland Dr. Perry St.

Francis St.

Larner St.

Maryland St.

t. in S 4th

Myers St.

Belt Line Rd.

t. in S

Walnut Ave.

ll Co

Rosemon Ave.

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Maryland St.

Capital Dr.

ON TT

RAN

B RY

PER

Spring Ave.

Century Dr.

Rd. Perry

Cottonwood Rd.

Random Rd.

Northside Dr.

Vinylex Dr.

esc Cr

Capital Pkwy.

and resources too broadly across other areas. A focused approach to enhancing Downtown first will not only catalyze additional development in adjacent sub-districts but also ensure that subsequent phases of investment are more sustainable and impactful.

concentrating development efforts in these sub-districts will create the necessary critical mass to support further investment and momentum. Strengthening Downtown will establish a solid economic and social foundation, enabling the remaining sub-districts to thrive in the future, rather than diluting efforts by dispersing energy

To maximize impact, a priority for development should be placed on City-owned parcels in the Historic Square and Urban General sub-districts, as these areas serve as key anchors for future growth and will help set the standard for revitalization throughout the Study Area. Given that Downtown already has a strong framework to build upon,

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

LEGEND N Scale: N.T.S.

Study Area Boundary City Owned Parcels Priority Parcels - Phase 1 Priority Parcels - Phase 2

DOWNTOWN CARROLLTON MASTER PLAN

3. Engagement & Vision

Community Input The Downtown Carrollton Master Plan embraced a collaborative process, guided by the Downtown Plan Advisory Committee’s (DPAC) leadership and the frequent involvement of the DPAC members, City Staff, key Downtown institutions and anchors, and the community of Downtown residents, employees, and visitors, those most passionate about the future of Downtown Carrollton.

CHAPTER 3. VISION & GOALS

Committed to a community-driven process, the Downtown Carrollton Master Plan met face-to-face with 100 different people, who offered their time, ideas, and experience in various meetings, interviews and planning sessions. 245 people completed the online survey. City Staff also played a vital role in promoting the planning process through the City’s website and local publications.

Downtown Plan Advisory Committee The City of Carrollton assembled a Downtown Plan Advisory Committee (DPAC) for the Downtown Master Plan to provide insights and guidance during the planning process, as well as serve as ambassadors of the process to the community at large. The DPAC consisted of representation of Downtown stakeholders and elected officials. The Master Plan consultant team met with the DPAC on four separate occasions to discuss the vision for the Study Area, examine existing conditions, evaluate neighboring communities, and present recommendations. Meeting 1 The Master Plan consultant team and the DPAC met on April 16, 2024 at the Gravley Center in Downtown Carrollton to kick off the committee effort. The Master Plan consultant team welcomed the DPAC, setting expectations for their role in helping to shape the Downtown Carrollton Master Plan. Following the introductions and role expectations, representatives from Dallas Area Rapid Transit (DART) presented an overview of happenings with the DART Silver Line and DART land holdings in the Dallas region. Following the DART presentation, the Master Plan consultant team presented an overview of the review of the existing documentation and adopted plans and ordinances for Downtown Carrollton as well as a synopsis of the existing conditions analysis, getting the DPAC familiar with the work completed to date. After reviewing the various materials, the Master Plan consultant team engaged the DPAC in a Strengths, Weaknesses, Opportunities, and Threats (SWOT) activity and requested each DPAC member to write a postcard the future, describing how they would like to see the Study Area in 25 years.

The SWOT exercise produced the following comments: Strengths • • • • • • • • • • • • •

Great location - Close to DFW DART Station Restaurants Inviting Access Housing Family-friendly atmosphere Easy to work with the City Police and Fire are engaged Square with life People know each other Historic Area Lighting Theater

Weaknesses • • • • • • • • • • •

No hotel or grocery Stale retail merchandise Need better signage Need better wayfinding Poor pedestrian access to the west side Need more eclectic restaurants No experience on the west side Lack of property owner association Lack of guidelines or standards No leasing strategy to curate the mix Buildings owned by absent landlords

Opportunities • • • • • • • • • • •

Make it shine - grain elevator as icon and place Celebrate innovation People mover QR codes to do a walking tour Parking under IH-35E Perception of safety Plans for 4th Street Access from IH-35E Unique restaurants on Belt Line Road Urban edge on Belt Line Road Publicity of history

Threats • • • • •

Homeless Accessibility Traffic vs. walking Under IH-35E as pedestrian Disparate parcels

Following the engagement exercises, the Master Plan consultant team, City Staff, and the DPAC embarked on a site tour, walking and driving around the Study Area to get familiar with the various aspects and assets within the boundary.

DOWNTOWN CARROLLTON MASTER PLAN

Meeting 2 The Master Plan consultant team met with the DPAC on June 5th, 2024 at Carrollton’s City Hall to present the outcomes of the first public workshop, held on April 29th, 2024 and a synopsis of the feedback received from the Downtown precedents tour, held on April 22nd, 2024. After the overview of feedback from these engagement sessions, the Master Plan consultant team presented the market analysis for the Study Area and concluded the presentation with sharing some big ideas for the Study Area. The Master Plan consultant team requested the DPAC and City Staff provide comments and feedback on the presentation by June 26th, 2024 to move forward with refining the proposed projects in the Downtown Master Plan that were derived from the big ideas. Meeting 3 The Master Plan consultant team met with the DPAC on August 21st, 2024 at Carrollton’s City Hall to present the outcomes of the second public workshop, held on June 12th, 2024, the findings from the three stakeholder interviews, and the results from the online survey that was open from May 13th, 2024 to June 26th, 2024. Following a summary of the community engagement exercises

CHAPTER 3. VISION & GOALS

to date, the Master Plan consultant team presented an overview of parking and curbside management strategies, followed by strategies for the making Belt Line Road more pedestrian-friendly, which included a series of potential street cross sections and a diagram of safe pedestrian crossing locations. Finally, the Master Plan consultant team reviewed development action items and potential phasing for the ideas proposed in the Study Area. Generally the DPAC and Staff provided positive feedback on the ideas proposed during this meeting, with substantial discussion revolving around parking solutions that are appropriate for the City of Carrollton. Meeting 4 The Master Plan consultant team met with the DPAC on November 13th, 2024 at Carrollton’s City Hall to present the first four chapters of the draft Downtown Carrollton Master Plan, roughly a 75% draft, with focus on the proposed projects in Chapter 4. The overall discussion was generally favorable on the Master Plan document development and the proposed projects suggested for Downtown Carrollton. Implementation of the Master Plan was an important discussion point and the Master Plan consultant team reiterated the focus of Chapter 5 of the document will contain a clear and concise

implementation action plan for the City to utilize after adoption. At the conclusion of the meeting, the DPAC and the Master Plan consultant team discussed the renderings of the Master Plan that would best serve the document as well as marketing collateral for the City’s use during discussions with potential developers. Meeting 5 The Master Plan consultant team met with the DPAC for a final time on February 12th, 2025 at Carrollton’s City Hall to present the 90% draft of the Downtown Carrollton Master Plan, with a focus on Chapter 5, the Implementation Chapter. The consultant team presented the Action Plan and proposed timeline to initiate each action item. Discussion with the DPAC focused on agreeing upon the proposed timeline. Overall, the DPAC was in favor of the Implementation Chapter and Action Plan outlined in the chapter. Following the DPAC meeting, the consultant team incorporated the minor adjustments and comments that came out of the February 12th DPAC meeting in preparation for City Council review at the work session on March 25th, 2025 and adoption on April 1st, 2025.

Downtown Precedents Tour On April 22, 2024 the Master Plan consultant team, the DPAC, and City Staff visited seven downtowns and noteworthy districts in the Dallas metroplex to stimulate conversations on placemaking and downtown development. The tour departed Carrollton City Hall at 8:45 AM and visited the following locations: • Downtown Denton • Downtown Lewisville • Downtown Grapevine • Bishop Arts District • Downtown Garland • Downtown Plano • Downtown McKinney Detailed case study descriptions of each of these locations can be found in Chapter 4, however key elements that resonated throughout the day were establishing an identity and theme for Downtown, providing a diverse array of land uses, and balancing parking demands. Following the precedents tour, City Staff and the DPAC were asked to provide their feedback on what aspects or elements seen on the tour that could utilized in Downtown Carrollton, what aspects or elements seen on the tour that are not appropriate for Downtown Carrollton, and what themes or identity should Downtown Carrollton build upon. Below summarizes the feedback from this post-tour exercise: Aspects that could be utilized in Downtown Carrollton: • Wayfinding and identity signs • Stages that incorporate seating/standing areas • Outdoor seating for restaurants • Unique/boutique shops & restaurants

• Murals

• Dining and Drinking theme

• Landscaping enhancements

• Expand the brewery scene

• Consistent signage for businesses

• Historical narrative

• Entertainment and food district

• Blue collar roots around the grain silo, railroad and gazebo

Aspects that are not appropriate in Downtown Carrollton: • Alleys in Bishop Arts and Plano might not be appropriate in Carrollton • A large government building in Downtown isn’t ideal for Carrollton • Streetscape in Grapevine and Plano not conducive to pedestrians and cyclists • The divided, one-way street in Lewisville is not effective • Too many bars in some locations

• Where we were and where we are going • Family-Oriented events • Greenscape and flowers with changing landscape materials with the seasons

DOWNTOWN CARROLLTON 2024 MASTER PLAN

PRECEDENTS TOUR REVIEW Thinking about the communities we visited on the precedents tour, what aspects/elements do you think could be utilized in Carrollton’s Downtown Master Plan Study Area?

• Avoid design that does not promote form, design, and scale of various areas like Harvest Hall in Grapevine. • Lack of dimensionality that Grapevine had - not much beyond the main street.

What aspects/elements did you see on the precedents tour that you feel are not appropriate for Carrollton’s Downtown Master Plan Study Area?

Themes Carrollton can build on: • Capitalize on student population and Asian demographics • International festivals

Considering some of the themes we saw on the precedents tour (Grapevine’s wine theme, Denton’s music theme, etc.), what are some themes you think Carrollton can build it around. Think about a theme that would keep people coming back time and again versus a one-time attraction.

• Railroad or Switch Yard • Trains and Movement with the DART, Tarantula Train, Biking & walking Trails • Theater emphasis • Music concerts on the square • Event driven with more events around the various holidays

DOWNTOWN CARROLLTON MASTER PLAN

Stakeholder Interviews As part of the study process the Master Plan consultant team conducted three interviews with key stakeholders in Downtown Carrollton. The purpose of the interviews was to engage stakeholders in an open, candid discussion about the Downtown Carrollton Master Plan Study Area to get a better understanding of existing conditions, barriers and opportunities. Six questions were asked of each stakeholder and the responses from those questions are as follows: What are the opportunities you see for the future of the Study Area? • More energy and people in the area. • Newer apartments are creating momentum. • Patio dining space. • Existing restaurants are successful. • Developing housing on the north side of Belt Line.

If you had to pick a theme for Downtown Carrollton to brand around, what would it be? • Celebrations in the square. • Authentic, quaint, historic. • A place for people to go to find what they need, relax and enjoy food and leisure time.

• More flexibility in the zoning on the west side of IH-35E to allow office and residential. • Parking lots - without the right parking solution, the businesses will struggle. What creates excitement and momentum in the community?

• Update the zoning to give more flexibility for land uses.

• A place for kids to play and have a good time.

• The commercial on Belt Line is not working. • Connecting to the west side of IH-35E will be a challenge.

• Elevate the single family that already exists/ improving its value so there is a healthy, strong single family neighborhood to support the Downtown

• Improved single family in the surrounding area.

• A mixture of all the things people need.

• The proposed 4th St. extension needs to swing down to the south so it doesn’t impact the existing buildings.

• Improve density

What is one major thing you want to see changed in the Study Area?

• Developing land by the detention pond.

What are the challenges in the Study Area?

Is there anything else you want to share?

• Need to have safety. • Nightlife, food & residential areas.

beverage

establishments,

• Cool places that would want to be a part of the community. • Being able to live and work in the same place with close proximity to amenities. • Density and building height for visibility.

• Access to parking for patrons and employees that is safe and convenient is a challenge.

CHAPTER 3. VISION & GOALS

Public Workshops The Master Plan consultant team facilitated two public workshops to understand the community’s goals, desires and vision for the Downtown Study Area. The first public workshop was held on April 29th, 2024 from 6:00 to 8:00 PM. A total of 51 community members attended this session to give their feedback. Of those, 18 identified as working in the Study Area, 17 identified as living in the Study Area, and 17 identified as visiting the Study Area. The Master Plan consultant team presented the community with four stations to provide input. The first station was a thumbs up/thumbs down exercise, where participants gave a thumbs up or a thumbs down on 15 different initiatives or design strategies for the Study Area, the results of that exercise are on the right side of this page.

SIDEWALK/MEDIAN PLANTING

PROGRAMMED ACTIVITIES

COMMUNITY EVENTS

STREET STRING LIGHTS

UNDERPASS LIGHTING

HISTORIC MARKER QR CODES

SIDEWALK FURNITURE

ENHANCED TRAIL AMENITIES

FUNCTIONAL ART

WAYFINDING ELEMENTS

SCULPTURES

INTERACTIVE INSTALLATIONS

STREET PAINTING

MONUMENT/GATEWAY ELEMENT

INSTAGRAMMABLE SPOTS

2 1 1 6 1 2 2 10 7 5 7 16

DOWNTOWN CARROLLTON MASTER PLAN

The second exercise was to identify up to two words that best described how each sub-areas should feel in 15 to 20 years. The top character words for each subdistrict include: Historic Square

Urban General

• Safe (17)

• Safe (16)

• Safe (18)

• Walkable (14)

• Walkable (9)

• Economic Engine (11)

• Historic (11)

• Economic Engine (8)

• Walkable (9)

• Family-Friendly (10) • Small Town Feel (9) • Entertainment (9)

Urban Core • Safe (23)

Belt Line Road Overlay

• Small Town Feel (9) Urban Fringe • Safe (15)

West Side of IH-35E

• Walkable (10)

• Safe (17)

• Family-Friendly (9)

• Economic Engine (12)

• Housing Options (8)

• Bustling (10)

• Walkable (12)

• Family-Friendly (8)

• Entertainment (11)

• Gathering Space (8)

• Small Town Feel (8) • Entertainment (9)

CHAPTER 3. VISION & GOALS

The third exercise allowed participants to write sticky notes on the strengths, weaknesses, opportunities, and threats for the study area. The following comments were the common trends in this exercise: What’s Great? (strengths)

What Would You Like to See More of? (opportunities)

• Restaurants (23)

• Events, Entertainment & Live Music (15)

• Events & Entertainment (17)

• Trails and Walkability (7)

• Location & Access to DART (5)

• Green Spaces & Parks (7)

• Historic Charm (4)

• Food & Beverage, Shopping (6)

What are the issues? (weaknesses)

What are the Concerns for the Future? (threats)

• Safety & Homelessness (18)

• Safety & Homelessness (24)

• Tenant Mix & Hours of Operation (17) Parking (13)

• Noise (4)

• Lighting (4)

• Traffic (4)

DOWNTOWN CARROLLTON MASTER PLAN

The final exercise of the public workshop on April 29th was a postcard to the future. Participants were asked to write a postcard describing what the Study Area looks like in 25 years. 24 participants completed a postcard. Below are a few samples of the completed postcards. All of the postcards can be found in the appendix.

CHAPTER 3. VISION & GOALS

The second public workshop took place on June 12th, 2024 from 6:00 to 8:00 PM. A total of 37 community members attended this session to provide their feedback. Of those, one person was younger than 18 years old, three people were between the ages of 18 and 24, seven people where between the ages of 25 and 34, nine people were between the ages of 35 and 49, seven people were between the ages of 50 and 64 and eight people were over 65 years old. Two participants did not comment on their age. Three people said they work in the Study Area, 20 people said they live in the Study Area and 11 people said they visit the Study Area. Upon completing the basic demographics exercise, the Master Plan consultant team presented participants with three stations to provide input. The first station was a land use exercise where participants were given heart stickers to identify land uses that they would like to see in each of the six sub-areas. The results of that exercise are depicted below and on the following page.

Retail

Food & Beverage

Grocery

Entertainment Venue

Boutique Hotel

Parks & Open Space

Historic Square

Urban Core

Urban General

Urban Fringe

Belt Line Corridor

West Side of IH-35E

DOWNTOWN CARROLLTON MASTER PLAN

Overall, a grocery store and parks & open space ranked very favorably with the participants. While not ranked the highest in any sub-area, mixed-use development was seen as favorable in all six sub-areas. Single-family and townhomes were highly favorable in the Urban Fringe sub-area, while office ranked the best in the Belt Line Corridor and the West Side of IH-35E. Boutique hotel and maker-space/warehouse didn’t rank particularly high for most of the sub-areas, however in the right context and among other uses, a boutique hotel and a maker-space/warehouse use could fit into a successful and dynamic mixed use downtown, so these uses shouldn’t be completely discredited as viable solutions for the Downtown Carrollton Study Area.

Single-Family

Townhomes

Multi-Family

Mixed-Use

Office

Maker-Space / Warehouse

Historic Square

Urban Core

Urban General

Urban Fringe

Belt Line Corridor

West Side of IH-35E

CHAPTER 3. VISION & GOALS

The second station at the second public workshop was an idea map. The Master Plan consultant team asked participants to fill out comment cards with ideas for the Study Area and put a sticker on the map associated with the location for their idea. Sixty-two ideas were recorded. Topics for the ideas could fall under nine categories: Biking/walking/ transit, business, parks & green space, safety, congestion/parking, housing, events, Downtown identity or other. Below depicts the location in the study area and the topic type for the ideas generated during the exercise. The located comment cards can be found in the appendix, however the general trends revolved around a desire for a grocery store in Downtown, constructing a parking garage or other parking solution for managing the congestion and parking concerns in Downtown, and increasing the identity of Downtown.

Ke ssl er

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tD en

Maryland St.

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Balmoral Dr.

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Grocery store with parking underneath/ included

t. yS wa ad

Bro

Tappan Cir.

Hutton Dr.

Glengarry Dr.

Buy the silos and Ross Ave. illuminate with LEDs

Dr.

Tartan Dr. Josey Ln.

5th

Perry St.

Francis St.

Highland Dr.

Larner St.

Maryland St.

St. ve. hA

Crosby Rd.

Clint St.

A good place for a police sub-station. We need one.

Walnut Ave.

Myers St.

2nd Ave.

St.

Erie St.

Belt Line Rd.

in Ma

Walnut Ave.

l Co

Rosemon Ave.

Crescent Dr.

nto

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Perry Ave.

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Capital Dr.

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Jackson St.

Century Dr.

BRA If density Downtown is increased, efforts RY PER should be made to minimize new parking, especially surface lots. People living Downtown should have a better experience getting around Downtown. Parking should Spring be inAve. garages or outskirts in order to maximize 0.5 mile radius from the train station.

Rd. Perry

TT ON

AN CH

Cottonwood Rd.

Random Rd.

al pit

Northside Dr.

. wy

An interactive park area for kids and adults

N Scale: N.T.S.

Study Area Boundary Biking/Walking/Transit Business Parks & Green Space Safety Congestion/Parking Housing Events Downtown Identity Other

DOWNTOWN CARROLLTON MASTER PLAN

For the final exercise at the second public workshop, the Master Plan consultant team requested that participants finish the statement, “My wish for the Study Area is...” in a video testimonial. 11 participants participated in sharing their wish for the Study Area, which are included in the Downtown Carrollton Master Plan video showcasing the plan and the planning process. Of the 11 participants, six live in the Study Area, one works in the Study Area, and one owns land in the Study Area. While the testimonials can be seen in the Downtown Master Plan video, a snapshot of these comments include: • A safe place to live • A local grocery store • Structured parking • Work-force housing • A mixed use place to live, work and play • Pedestrian-friendly environment • Cohesiveness and clear branding for Downtown • A vibrant and energetic location

CHAPTER 3. VISION & GOALS

Online Survey An online survey was hosted from May 13, 2024 to June 26, 2024 to gather additional feedback from community members who were either unable to attend the in-person public workshops or wanted to provide additional feedback on their vision for the Study Area. The survey resulted in 245 responses. The survey results are highlighted on the following pages and the entirety of the results can be found in the appendix.

HOW OLD ARE YOU?

WHAT IS YOUR RELATIONSHIP TO THE STUDY AREA?

WO R K L IVE

V ISI T

10 20 83

131

Under 18

18-24

25-34

35-49

50-64

Over 65

WHAT BRINGS YOU TO THE STUDY AREA (select all that apply) RESTAURANTS AND/ OR BARS

218

SPECIAL EVENTS

191

ARTS AND CULTURAL OPPORTUNITIES

123

TO RIDE THE DART

68 35

OTHER BUSINESS APPOINTMENTS

DOWNTOWN CARROLLTON MASTER PLAN

WHAT DO YOU DISLIKE THE MOST ABOUT THE STUDY AREA (Choose up to 3)

WHAT DO YOU LIKE BEST ABOUT THE STUDY AREA (Choose up to 3)

IT’S DIFFICULT TO FIND PARKING

135

THE LACK OF BUSINESSES THAT MEET MY NEEDS

132

THERE IS TOO MUCH TRAFFIC

THE LOCAL RESTAURANTS AND/OR BARS THE AREA IS WALKABLE/ BIKEABLE

169 108

THE COMMUNITY SOCIAL LIFE

100

THE AREA DOES NOT LOOK CLEAN AND ATTRACTIVE

THE LOCAL VIBE

I HAVE CONCERNS ABOUT PUBLIC SAFETY

THE LOCAL SHOPPING AND ENTERTAINMENT CHOICES

OTHER

I FEEL SAFE

THE LACK OF EVENTS AND PROGRAMMING

THE LOCAL HISTORY AND ARCHITECTURE

THE AREA LACKS A SENSE OF COMMUNITY

I HAVE ACCESS TO PUBLIC TRANSPORTATION

THE NUISANCE ISSUES

THE LOCAL PARKS AND RECREATION

THE COST OF LIVING/LACK OF AFFORDABLE HOUSING

IT’S AFFORDABLE

THE ARTS AND CULTURAL OPPORTUNITIES

15 6

65 51

THE DENSITY OF HOUSING

THE LACK OF HOUSING THAT MEETS MY NEEDS

OTHER

THE DISTANCE TO MY JOB

THE TYPES OF HOUSING AVAILABLE TO ME

I AM CLOSE TO SERVICES

CHAPTER 3. VISION & GOALS

HOW OFTEN DO YOU TAKE DART WHETHER WITHIN OR ORIGINATING IN DOWNTOWN?

NEVER

RARELY

A FEW TIMES A MONTH

SEVERAL TIMES A WEEK

DAILY 122

HOW OFTEN DO YOU BICYCLE WITHIN DOWNTOWN? NEVER

RARELY

A FEW TIMES A MONTH

SEVERAL TIMES A WEEK

DAILY

180

WHAT IS THE STUDY AREA’S GREATEST TRANSPORTATION CHALLENGE? 125

PARKING UNATTRACTIVE SIDEWALKS/ PEDESTRIAN INFRASTRUCTURE

37 29

TRAFFIC/CONGESTION 19

OTHER SAFETY

LACK OF BICYCLE LANES

CURRENT BUS AND/OR RAIL SERVICE

DOWNTOWN CARROLLTON MASTER PLAN

WHAT TYPES OF DEVELOPMENT OR ACTIVITIES WOULD YOU MOST LIKE TO SEE IN THE STUDY AREA (Choose up to 5) RESTAURANTS

186

RETAIL & STORES

157

WHAT CHANGES WOULD YOU LIKE TO SEE IN THE STUDY AREA (Choose up to 3) MORE TO DO/HIGHER QUALITY BUSINESSES

168

PARKING IMPROVEMENTS

109

ENTERTAINMENT

107

BELT LINE ROAD IMPROVEMENTS

PARKS/OPEN SPACE

107

GROCERY

SAFETY

MORE WALKABLE

GROCERY STORE ARTS/PERFORMANCE SPACE

BARS

70 44

COMMUNITY CENTER WORKSHOP/STUDIO SPACE

TOWNHOUSES

OTHER

HOTELS

APARTMENTS

HEALTH CARE FACILITIES

OFFICE SPACE

CHAPTER 3. VISION & GOALS

ENHANCED CONNECTIONS UNDER IH-35 DIVERSITY OF USES AFFORDABLE HOUSING OTHER

45 39 23 15

WHAT FUTURE IMPROVEMENTS WOULD YOU LIKE TO SEE ON THE WEST SIDE OF IH-35 (Choose up to 3) UNIQUE PEDESTRIAN UNDERPASS CONNECTIONS

152

(ENHANCED LIGHTNING, MURALS, ETC.)

EXPANSION OF THE CARROLLTON GREEN TRAIL

111

DIVERSITY OF USES (HOUSING, RETAIL, RESTAURANTS, HOTEL, OFFICE, OPEN SPACE, ETC.)

SAFETY IMPROVEMENTS

WORKSHOP/STUDIO SPACE OTHER

20 10

DOWNTOWN CARROLLTON MASTER PLAN

The Vision for Downtown The successful future of Downtown reflects the bringing together of engaging buildings, streets, sidewalks, parks and open spaces within a branded environment that is well operated and programmed for active life experiences. This is an exercise that master community developers (such as Hillwood, Del Webb, Brookfield,

Neighborly Connection

• Forge better public connections that offer accidental (and thereby authentic) community interaction. • Focus on the strengthening of a program centered on a range of mixed-uses to generate activity from the daytime through the evening. • Ensure all buildings utilize supportive architecture and engage their surrounding streets to avoid “back door” experiences.

CHAPTER 3. VISION & GOALS

Community Engagement

• Sponsor and promote neighborhood / district events on multiple scales. • Promote the creation and expansion of community organizations. • Require awareness and inclusion of all citizens into downtown activities. • Seek out and support strategies to provide connection of people together.

and Newland) work to deliver regularly. There is much market intelligence on these efforts as reported by ULI and Builder Magazine in various publications which reflects the following market trends that should be considered for downtown revitalization efforts.

Outdoor Activity

• Provide and promote a variety of venues on multiple scales, across both private and public development. • Ensure there are meaningful connections to Nature in both manicured and wild form.

Multi-Generational Focus

• Seek out housing delivery with offerings for full life stages & demographics. • Promote programming that allows move up and consolidation within the district.

• Provide and promote user-friendly natural/passive and urban/active programmable spaces and events.

Remote Working

Water Experiences

Living Well/Mindfulness

Education and Safety

• Require flexibility in the design of homes and businesses to adapt to new workplace realities.

• Provide water access within the district by highlighting existing water courses and related amenities.

• Promote health/wellness in design and operations of both public and private facilities.

• Provide open spaces that have wireless connection and places to informally work / connect.

• Prepare efficient and sustainable designs of these spaces and related connections.

• Ensure both passive and active health uses are planned within the community.

• Plan all public projects for technical evolution, and require this of private developers.

• Water and natural features should be designed to enhance environmental resilience, promote public well-being, create a unique sense of place, and drive economic growth by attracting investment and sustainable development.

• Design pleasant public realm spaces to encourage active pedestrian use.

• Work with Carrollton-Farmers Branch Independent School District (CFBISD) to ensure the schools serving the downtown area improve to be Great schools. • Provide safe neighborhoods in the downtown area with easy access ways to each school. • Display this leadership for peace of mind.

DOWNTOWN CARROLLTON MASTER PLAN

4. Master Plan

2035 Master Plan

ita

p Ca

Rosemon Ave.

Josey Ln.

Perry Ave.

Jackson St.

Clint St.

Erie St.

Denton Dr.

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Century Dr.

e leg

Rd. Perry

Crescent Dr.

Maryland St.

n sce

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Spring Ave.

Walnut Ave.

Oak St.

Belt Line Rd.

College St.

Francis St.

Tartan Dr.

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St.

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St.

Larner St.

Highland Dr.

Maryland St.

Myres St.

2nd Ave

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Main St.

St .

ert

b Ro

-35 IH

N Crosby Rd.

CHAPTER 4. MASTER PLAN

Scale: N.T.S.

LEGEND Study Area Boundary Existing Buildings Single-Family Townhome Multi-Family Hotel Retail Artist Studios Entertainment Office Nature/Event Space Logistics Transit Platform Parking Garage

Character Zones

the proposed character zones and the existing zoning districts. The next several pages highlight each character zone and the priority projects within each character zone. These projects are tailored to enhance the unique identity of each zone while fostering cohesion and connectivity throughout the entire Study Area.

AN BR TT ON HU

Northside Dr.

rD r. sle

Clint St.

Walnut Ave.

5th

e. Av

ﬀD

i rgr

e nd

Ross Ave.

Bro Elm

t. yS wa ad

Tappan Cir.

Upfield Dr.

Hutton Dr.

St.

Crosby Rd.

N Scale: N.T.S.

Tartan Dr.

LEGEND Study Area Boundary Glengarry Dr. Zoning Sub-Districts Historic Square Dr.Core Balmoral Urban Urban General Urban Fringe PD 169 Belt Line Overlay West Side of IH-35E Character Zones The Core The Settlement The Hutton The Westside The Gateway Josey Ln.

e. Av

Highland Dr. Perry St.

Francis St.

Larner St.

Maryland St.

t. in S 4th

Myers St.

2nd Ave.

t. in S

Walnut Ave.

r. Belt Line Rd.

Rosemon Ave.

ll Co

Crescent Dr.

Erie St.

nto

. ve eA eg

Perry Ave.

Jackson St.

-35

Capital Dr.

ON TT

Maryland St.

Spring Ave.

Century Dr.

RAN

B RY

PER

Ke s

Vinylex Dr.

esc Cr

Capital Pkwy.

Rd. Perry

Cottonwood Rd.

Random Rd.

The Master Plan proposes the Study Area be broken into a total of five distinct character zones: the four villages - The Core, The Settlement, The Westside, and Hutton - and one gateway area - The Gateway. The boundaries of these character zones are depicted below with the zoning sub-districts outlined to show the overlap between

DOWNTOWN CARROLLTON MASTER PLAN

Phasing and the Role of Catalyst Projects The identification of the five character zones within the greater Downtown area identifies the long-term potential offered to the City to guide reinvestment on a phased basis. It is best to focus on completing each character zone as much as possible prior to advancing into the next character zone to gain the strongest critical mass of use and activity possible to help ensure lasting success. However, it is recognized that this will not be fully possible given the market will undoubtedly approach the City on projects that don’t fall within this ideal phasing timeline. Therefore, we have identified specific catalyst projects in each district that we believe provide the greatest impact to “prime” the market to implement the vision noted for each. Public sector projects that enhance the environment for private development should be planned and implemented as well, sometimes in advance and other times in combination with private initiatives. The more that the City can proactively define and plan for these, the better the City can respond to opportunities arising. Any market-instituted project proposal should be compared carefully against these catalyst projects if public funding/assistance is being requested to determine whether equal or greater community impact will result. The suggested phasing of the downtown districts follows.

Phase One: The Core The goal of this phase is to provide a densified historic commercial core activated through a mixed-use strategy. As this is the most identifiable zone at present, all public effort should be focused on the densification, urbanization, and beautification of the historic commercial Downtown core prior to focusing elsewhere in the Study Area. Phase Two: The Settlement Efforts in this character zone should be focused on providing a strengthened and better-connected original town neighborhood experience. Phase Three: The Hutton Development in this character zone should focus on providing new urban amenities and multi-use programming along I-35. Phase Four: The Gateway Development in the Gateway should serve as a new small-business gateway, providing a direct connection to the larger Downtown area. Phase Five: The Westside The intention for the Westside is to provide new corporate infill to capitalize on the density and activity generated in prior phases.

CHAPTER 4. MASTER PLAN

The Core The Core character zone is generally bounded by Crosby Road on the south, IH-35E on the west, Belt Line Road on the north, and Myers Street on the east. The character of The Core is intended to be a continuation of the Historic Square and an urban, walkable environment, with a mix of housing, retail, and boutique office space. Two community-gathering outdoor areas are proposed to contribute to the urban environment and build an open space network in conjunction with the existing Historic Square.

C13

Belt Line Rd.

C11

C6 C10

C12

Vision-inspired projects within The Core include:

Myres St.

. 2nd Ave

C1 • IH-35E Underpass Art Installations (page 99)

• Priority Project: Signage upgrade program (page 100) C2 C4

St.

(page 102)

C5 4th

St.

• Priority Project: Vacant parcel infill development C4

C14

(page 103)

• Priority Project: Design enhancements of Historic C5

S ay

C10

C18

• Priority Project: Urban infill with roof-top parking C3

Elm

C18

• Gateway Office with Parking (page 106) C6

C12

St.

Square (page 104)

t. hS

n Va

D riff

C15

• Artist Pavilions below DART (page 107) C7 • Southern Pocket park with Performance Venue C8

(page 108)

• Mixed-use and mixed-density residential infill C9 developments (page 110)

-35

C10 • IH-35E underpass parks (page 112) E

LEGEND Study Area Boundary Existing Buildings Townhome Multi-Family Retail Artist Studios Entertainment Office Parking Garage

C11 • Gateway Enhancements (page 114) s

ert

b Ro

C16

Dr.

C12

C12 • Broadway Streetscape Enhancements (page 115)

C13 • Belt Line Road Crossing (page 117) C14 • DART Trail and Enhancements (page 118)

C17

sby

Cro

C15 • South Pond Park (page 119)

St.

N Scale: N.T.S.

C16 • IH-35E Buffering (page 120) C17 • Crosby Street Round-About (page 121)

• Priority Project: Roadway Connections (page 138) C18 DOWNTOWN CARROLLTON MASTER PLAN

IH-35E Underpass Art Installations (C-1, H-4, W-2) IH-35E Underpass Art Installations

Underneath IH-35E, a transformative art installation will guide pedestrians through what might otherwise be an intimidating space, turning it into a vibrant and inviting passage. As a critical project to the success of Downtown Carrollton, this installation will serve as a unique feature not found anywhere else in the region. Drawing inspiration from the immersive works of artists like Christo, the intention is to create a landmark that captivates visitors and enhances the overall downtown experience. The design could include large-scale art walls that wrap around the underpass, using color, light, and texture to craft an interactive experience. Thoughtfully placed lighting and reflective surfaces will enhance visibility and safety, while curated murals and installations engage passersby, encouraging exploration and connection. Activating this space will also increase safety by fostering an “eyes on the street” environment, deterring vagrancy and ensuring a more welcoming pedestrian experience. Visible from the DART Silver Line, this dynamic artwork serves not only as a visual landmark but also as a symbolic bridge, seamlessly stitching together the Study Area and inviting the regional community to experience the space in a new, inspiring way. By transforming the underpass of IH-35E into a safe, creative environment, this installation reinforces the vision of connectivity and engagement between the character zones in the Study Area, ensuring Downtown Carrollton becomes a distinctive destination that redefines the perception of public spaces.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER City of Carrollton Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Reach out to artists who specialize in large-scale, immersive, installations. The City could invite local or international artists known for creating environmental and urban interventions, offering them the opportunity to design a work inspired by Christo’s style of wrapping, veiling, or interacting with large structures.

•

Seek grants from national or international arts foundations, such as the National Endowment for the Arts or art-specific philanthropic organizations, to secure funding for the installation.

•

Consider adding interactive components to the installation where the public can actively participate in or help shape the final outcome, such as collaborative pieces of fabric wrapping, storytelling, or digital interaction.

•

Work with TxDOT and the Federal Highway Administration to obtain the required permits for the installation under IH35E.

•

Launch a robust marketing campaign to promote the installation. Leverage partnerships with local media outlets, as well as national art and architecture publications, to generate coverage of the installation and position it as a landmark cultural event.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215, “BE-2” on page 193 and page 216, “BE-15” on page 197 and page 229, “BE20” on page 198 and page 234, “OP-6” on page 201 and page 244, “PR-8” on page 203 and page 254, “PR-13” on page 205 and page 259, “PR-15” on page 206 and page 261, “EDF-1” on page 207 and page 263, “EDF-2” on page 207 and page 264, “EDF-3” on page 207 and page 265, “EDF-4” on page 208 and page 266, “EDF-8” on page 209 and page 270

CHAPTER 4. MASTER PLAN

Signage Upgrade Program (C-2) Signage Upgrade Program

The Downtown Signage Upgrade Program aims to enhance the visual identity of the district by providing cohesive and high-quality signage that promotes both the individual character of buildings and the overall brand of Downtown. The program will introduce a consistent design language for building signs that allows for flexible tenant branding while maintaining a unified aesthetic. These signs will be designed to complement each building’s architecture and will incorporate elements such as lighting and durable materials to create engaging and visible markers. This initiative not only aims to strengthen the visibility of local businesses but also to contribute to a more vibrant and visually appealing streetscape, reinforcing Downtown as a destination for residents and visitors alike. By partnering with building owners and utilizing public funding mechanisms, the program will deliver long-lasting improvements that support business growth and placemaking efforts in the area.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Work with a graphic designer to prepare visioning graphics showing how each building can have new and engaging signage to help expand the brand of Downtown and offerings of the building itself. The signage should be seen as graphic “housings” in which tenant names can change without requiring modification of the sign itself. Signs should have power for lighting and should accentuate each building, whether it is a multi-tenant building or individual in-line building.

•

Hold discussions with building owners to show them this potential and request access to implement these approaches. As public monies would be spent, a signage easement would be required.

•

Using TIF funding, implement detailed design, construction and installation of these building signs.

•

Should individual tenants desire a form of signage for their specific space, signage design review should ensure this specific signage is complimentary with the building sign design. Tenant signs would be at the tenant’s cost.

•

Include public realm signage and placemaking initiatives.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “OP-6” on page 201 and page 244 “PR-5” on page 203 and page 251 “EDF-6” on page 208 and page 268 “EDF-7” on page 209 and page 269

100

DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Downtown Denton Downtown Denton has become a vibrant cultural and economic center in North Texas that draws from both its city population and the region around it. A key factor of this transformation has been the influence of both the University of North Texas (UNT) and Texas Women’s University (TWU), which have provided an immediate market that has helped shape downtown’s programming and identity by attracting students and faculty to the area. This has driven demand for housing, retail, and entertainment options, and spurred the development of new businesses as the City’s revitalization efforts evolved. UNT’s renowned College of Music has established Denton as a hub for music and arts, giving rise to a vibrant music scene that permeates throughout downtown. This musical identity has been embraced by local businesses and community members, leading to the establishment of numerous music venues, festivals, and events that contribute to the area’s unique charm and cultural vibrancy. The City has implemented various measures to advance redevelopment. Efforts to mitigate floodplain issues are now playing a significant role in shaping the downtown’s next wave of development by opening up key areas for redevelopment that were previously non-viable. The City has improved key infrastructure elements, the County has built a rail transit station and bus facilities, and new land use regulations have been encoded to help further advance redevelopment. These efforts have not only made the downtown area safer and more resilient but have also helped to preserve and enhance its natural beauty and character. Lessons for Downtown Carrollton • Continue to foster relationships with stakeholders in the Study Area. Denton’s downtown success has been built on strong community engagement and collaboration between various stakeholders. • Proactive planning and infrastructure investment around floodplain management issues will ensure long-term resilience for the Study Area. • Work to evolve a theme to help drive and affect new programming and development efforts. • Identify key sites for public/private partnerships that will further the community’s vision and aggressively seek out such partners. • Maintain the identity of existing buildings, allowing variances that enhance the uniqueness of the site. • Promote the use of distinctive retail signage and architectural details.

CHAPTER 4. MASTER PLAN

101

Urban Infill with Rooftop Parking (C-3) Urban Infill with Rooftop Parking

Urban infill in the Core with rooftop parking screened by signage presents an opportunity to maximize space while addressing both development needs and parking demands placed on Downtown. By utilizing rooftop parking, developers can reduce the footprint typically required for parking structures, freeing up valuable ground-level space for mixed-use buildings, public spaces, and pedestrian-friendly amenities. Integrating rooftop parking into these infill projects can also enhance the aesthetic appeal by keeping parking areas hidden from street view, contributing to a more vibrant and cohesive urban landscape. The section below illustrates that the ground floor should be dedicated to retail, grocery, or food and beverage establishments, activating the street level and creating an engaging pedestrian experience. A ramp on the back side of the building takes motorists up to a parking level that is lined with two levels of boutique office. This unique development type along IH-35E not only efficiently utilizes space but also provides an opportunity for dynamic rooftop signage that serves a dual purpose—screening the parking area from highway view while acting as a bold visual landmark for passing motorists. Well-designed signage can reinforce Downtown Carrollton’s identity, capturing attention and enticing drivers to explore the area, ultimately increasing visibility and economic activity. By integrating signage as an architectural feature, this approach transforms a functional necessity into an asset that strengthens both branding and urban design.

102

PHASING PRIORITY

Short-term priority

IMPLEMENTER Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Engage building owners to gauge interest in an “overbuild.” These publicly owned structures would have aerial parking easements for parking and access. If owners redevelop, parking costs would serve as a public incentive, aligning with infill development goals.

•

Focus only on full-block projects where owner consensus exists.

•

Develop a signage concept as part of the previous signage program, ensuring visibility from the highway, promoting downtown, and allowing on/off-site advertising as a revenue source for owners.

•

Explore creating a parking district to recoup investment through paid parking after the first free hour. Engage parking operators to identify optimal design and technology solutions.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-7” on page 194 and page 221 “BE-12” on page 196 and page 226 “BE-13” on page 196 and page 227 “OP-8” on page 201 and page 246 “PR-3” on page 202 and page 249 “PR-9” on page 204 and page 255 “PR-12” on page 205 and page 258 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-5” on page 208 and page 267 “EDF-6” on page 208 and page 268 “EDF-10” on page 209 and page 272

DOWNTOWN CARROLLTON MASTER PLAN

Vacant Parcel Infill Development (C-4) Vacant Parcel Infill Development

Strategic infill development on vacant and City-owned parcels in downtown offers an opportunity to strengthen the urban core, create new destinations, and enhance public safety by eliminating gaps in the urban fabric that can feel isolated or underutilized. Thoughtfully designed infill projects can introduce a mix of uses that promote walkability, support local businesses, and create a more vibrant street-level experience. Rooftop dining experiences could be incorporated into these infill spaces, especially for lots lining the Historic Square, providing unique gathering spaces with scenic views that enhance the district’s charm and appeal. These elevated dining destinations would not only attract visitors but also extend activity into the evening hours, contributing to a lively and engaging downtown atmosphere. By activating downtown on multiple planes—from the street level to upper-story uses like dining, office, and residential spaces—these developments create a dynamic, layered urban environment that fosters connectivity and longterm economic sustainability. Incorporating a variety of dining, retail and entertainment options into these spaces can help establish Downtown as a premier destination, drawing a diverse mix of residents and visitors while reinforcing its identity as a thriving, welcoming, and vibrant district.

PHASING PRIORITY

Short-term priority

IMPLEMENTER Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Consider and refine the specific projects shown in the master plan for these properties.

•

If further refinement is needed, engage a designer to prepare conceptual approaches desired for communication to the developer marketplace.

•

Research similar development types in the region that have been successful, research who the developer was, and set informal meetings with each to determine who may be the best fit to enter into discussion for the implementation of each project.

•

If the City must enter into a formal engagement process, limit this formal process to a Request for Qualifications with vision statements based on the Master Plan intent to ensure the greatest number of respondents.

•

Select the most appropriate partners for each project, define any economic gaps and devise sources and uses of funding to advance.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-12” on page 196 and page 226 “BE-13” on page 196 and page 227 “OP-2” on page 200 and page 240 “OP-3” on page 200 and page 241 “OP-8” on page 201 and page 246 “PR-3” on page 202 and page 249 “PR-9” on page 204 and page 255 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-5” on page 208 and page 267 “EDF-6” on page 208 and page 268 “EDF-9” on page 209 and page 271 “EDF-10” on page 209 and page 272

CHAPTER 4. MASTER PLAN

103

Design Enhancements of Historic Square (C-5) Design Enhancements of Historic Square

104

Enhancing the Historic Square, including the grain elevator, involves creating a dynamic and engaging environment that appeals to the senses and encourages people to linger and explore. Through the thoughtful integration of hardscape and softscape elements, the square will offer a balance of open plazas and green spaces that invite movement and relaxation. Shade structures and tree canopies will provide comfort during warm months, while seating areas and pathways will create a welcoming and accessible layout. Reworking the parking around the Historic Square, including the potential removal of existing angled and head-in parking or replacing it with parallel parking, will expand the square’s footprint, allowing for wider sidewalks, more greenery, and additional gathering spaces. Extending paving materials from the square all the way to surrounding building fronts on all four sides will unify the square’s design, providing a larger public realm effect and a seamless connection between the square and adjacent businesses. The addition of interactive features, such as lighting installations, soundscapes, and digital displays, will further activate the space and support seasonal programming and events. By incorporating these elements, the Historic Square will engage sight, sound, and touch, creating a sensory-rich experience that draws people in and transforms it into a vibrant hub of community activity and interaction.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

As part of the City’s CIP, undertake a design and construction program to enhance the historic square to better engage the buildings around it, remove head in parking (if other public parking sources are being implemented), and provide unique technological updates to bring the space into a more contemporary setting.

•

Explore upgraded paving materials reflecting the rich, timeless character of the Historic Core.

•

Work with the owners of the grain elevator to enhanced the branding and graphics showcased on the facade.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-2” on page 193 and page 216 “BE-6” on page 194 and page 220 “BE-8” on page 194 and page 222 “BE-20” on page 198 and page 234 “BE-24” on page 199 and page 238 “OP-2” on page 200 and page 240 “OP-3” on page 200 and page 241 “OP-4” on page 200 and page 242 “OP-5” on page 201 and page 243 “OP-6” on page 201 and page 244 “OP-7” on page 201 and page 245 “PR-1” on page 202 and page 247 “PR-3” on page 202 and page 249 “PR-11” on page 204 and page 257 “PR-13” on page 205 and page 259 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-3” on page 207 and page 265 “EDF-4” on page 208 and page 266 “EDF-6” on page 208 and page 268 “EDF-8” on page 209 and page 270

DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Downtown McKinney Downtown McKinney has experienced significant growth over the years, with a unique focus on preserving its historic Courthouse square environment. One notable aspect of this growth has been the emphasis on residential infill, with private individuals taking the lead in renovating their own homes and historic properties. Unlike some other areas, there was relatively little City involvement in the Downtown’s development until about a decade ago. However, the scale of development in McKinney has proven to be well-suited to the area’s character and needs. The Downtown area’s theme is centered around the square, which has been revitalized with a good mix of soft goods, cultural attractions, restaurants, and government facilities. Despite most residents being predominantly located to the west, efforts are being made to expand the downtown’s reach and appeal. This includes plans to bridge across Highway 5 and rebuild streets, as well as the construction of a new City Hall. One of the key strategies in McKinney has been to build off the success they’ve already achieved, with a deliberate and intentional approach to Downtown development. There have received funding and plan to build a deck park over Highway 5, further enhancing the area’s appeal and connectivity, linking development on the east side of Highway 5 to Downtown.

Lessons for Downtown Carrollton • Consider innovative ideas for urban spaces to create better linkages. • Curate the tenant mix to ensure there is a diversity of offerings, including soft goods, services, and restaurants. • Utilize the grain elevator as an opportunity for branding the Downtown, to strengthen the identity. • Consider using electronic event signage to showcase various community events coming up in the Study Area. • Add bountiful planters around the Historic Square and along major corridors to soften the hardscape in Downtown.

CHAPTER 4. MASTER PLAN

105

Gateway Office with Parking (C-6) Gateway Office with Parking

The proposed architectural gateway office at the intersection of Broadway Street and Belt Line Road will serve as a prominent landmark and entrance to Downtown Carrollton. Designed with parking integrated below the office structure, this development will optimize land use and provide convenient access for both office tenants and visitors. Its strategic location adjacent to the DART station will feature a direct connection to the elevator landing, enhancing multi-modal accessibility and making it easy for commuters and pedestrians to transition seamlessly between transit and the building. The gateway office should also serve as a visual anchor for motorists arriving in Downtown Carrollton, with distinctive architecture and signage that creates a memorable first impression. By framing the entrance into the Downtown area, this building will reinforce the Core’s identity and set the tone for the vibrant urban experience awaiting beyond, in conjunction with a public realm gateway enhancement of the Broadway Street and Belt Line Road intersection.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER

Private Development

IMPLEMENTATION STRATEGIES •

Offer property tax abatements, impact fee waivers, or direct grants to help offset the costs of building the podium parking structure or incorporating high-quality design elements.

•

Collaborate with the developer to brand the development as part of the Downtown gateway entry. This can include city-backed marketing campaigns to attract tenants or businesses to the office space.

•

Integrate public art or cultural features that create a sense of place and arrival into Downtown. The City can collaborate with local artists to make the development more appealing and connected to the community.

•

Identify strategies to work with various property owners for redevelopment to achieve the gateway office building.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-7” on page 194 and page 221 “OP-3” on page 200 and page 241 “PR-2” on page 202 and page 248 “PR-10” on page 204 and page 256 “PR-12” on page 205 and page 258 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-10” on page 209 and page 272

106

DOWNTOWN CARROLLTON MASTER PLAN

Artist Pavilions Below DART (C-7) Artist Pavilions Below DART

Artist pavilions are proposed below the DART Green line in Pioneer Plaza to serve as a creative gateway, bridging the gap between the mixed-use apartment buildings east of DART and the historic square. These pavilions will not only provide a physical connection but also foster a dynamic cultural hub where local artists can showcase their work, host pop-up exhibitions, and engage with the community. Positioned strategically under the transit line, the pavilions activate an underutilized space, enhancing pedestrian flow and offering a seamless transition between the modern residential areas and the historic square. In conjunction with this, enhancements to the adjacent DART trail corridor carry this concept north and south. This integration of art, transit, and public space will celebrate the neighborhood’s unique identity, encourage foot traffic, and support local businesses, contributing to the overall vitality of Pioneer Plaza.

PHASING PRIORITY

Long-term priority

IMPLEMENTER Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Design the pavilions to be flexible, allowing for different artistic uses, from displaying works to holding small events or classes.

•

Engage local artists and arts organizations to participate in the planning and design process. This ensures the pavilions meet the needs of artists and align with their creative visions.

•

Establish a budget that includes costs for design, materials, construction, and long-term maintenance. Make sure to include contingencies for unexpected expenses.

•

Host workshops, art demonstrations, or community events in the pavilions, encouraging public participation and fostering a creative atmosphere in the park.

•

Designate a city department or partner organization to manage the pavilions, including scheduling artists, coordinating events, and overseeing maintenance.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “BE-16” on page 197 and page 230 “BE-20” on page 198 and page 234 “OP-1” on page 200 and page 239 “OP-3” on page 200 and page 241 “OP-5” on page 201 and page 243 “OP-6” on page 201 and page 244 “OP-7” on page 201 and page 245 “PR-8” on page 203 and page 254 “PR-13” on page 205 and page 259 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-3” on page 207 and page 265 “EDF-4” on page 208 and page 266 “EDF-8” on page 209 and page 270

CHAPTER 4. MASTER PLAN

107

Southern Pocket Park with Performance Venue (C-8) Southern Pocket Park with Performance Venue

A proposed southern pocket park/southern square with an integrated performance venue will serve as a dual anchor for the downtown area, complementing the historic square to the north and strengthening the district’s cohesion and sense of place. This pocket park, envisioned as a flexible, open-air community space, will feature a small stage for live music, theater, and cultural events, encouraging year-round activity and providing a venue for residents and visitors to experience local talent and cultural programming. Surrounding vendor pop-up pavilions offer an additional active attraction between performance events, potentially serving as a local farmers market. Together with the historic square, these two anchors create a balanced urban framework, drawing people from both ends and encouraging exploration throughout downtown. By establishing a new gathering space that connects to the historic core through enhanced pedestrian pathways and public art, the southern pocket park and performance venue will contribute to the broader vision of a more vibrant, walkable downtown. This dual-anchor approach will help distribute foot traffic, support local businesses, and highlight the area’s unique blend of history and contemporary urban life.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER City of Carrollton Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Partner with local developers, arts organizations, and businesses to share the costs and responsibilities of park development and long-term maintenance. This can include agreements for naming rights, sponsorships, or contributions to the design and programming of the venue.

•

Develop a programming strategy to activate the space year-round with events like farmers markets, outdoor film screenings, and cultural festivals. Partner with local arts organizations to establish a performance calendar and ensure the venue remains a vibrant cultural hub.

•

Create or designate a management entity, such as a nonprofit organization, business improvement district (BID), or city department, to oversee park maintenance, programming, and security. A dedicated management group can help coordinate with stakeholders and ensure the park’s success.

•

Design structures for flexible use. Design the southern square and roadway plaza for public assembly with active pedestrian use at other times.

IMPLEMENTATION CROSS-REFERENCES

“BE-1” on page 193 and page 215 , “BE-6” on page 194 and page 220, “BE-18” on page 198 and page 232, “BE20” on page 198 and page 234, “OP-1” on page 200 and page 239, “OP-3” on page 200 and page 241, “OP-4” on page 200 and page 242, “OP-5” on page 201 and page 243, “OP-6” on page 201 and page 244, “PR-8” on page 203 and page 254, “PR-11” on page 204 and page 257, “PR-13” on page 205 and page 259, “PR-15” on page 206 and page 247, “PR-16” on page 206 and page 262, “EDF1” on page 207 and page 263, “EDF-2” on page 207 and page 264, “EDF-3” on page 207 and page 265, “EDF-4” on page 208 and page 266, “EDF-8” on page 209 and page 270

108

DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Downtown Garland Downtown Garland has undergone a significant transformation, with various initiatives aimed at enhancing its growth and development. One key aspect of this revitalization is the extension of Dallas County College, strategically located north of the Downtown DART station to serve as an anchor and catalyst for further development. This extension is part of a broader vision to create a more vibrant and dynamic downtown area. To support the growth of downtown, there is a shared parking facility between residential areas and City Hall, which will help alleviate parking issues and encourage more people to visit and stay in the area. Additionally, the square in downtown Garland has been redesigned to make it more attractive and functional, creating a focal point for the community. Another important aspect of the downtown revitalization is the focus on connectivity, particularly with the DART system. Efforts are being made to improve residential connections to the DART, making it easier for people to access downtown Garland and encouraging more sustainable transportation options. The redevelopment of downtown Garland is also leveraging public components, with streets funding being secured through federal dollars. This financial support is crucial for implementing various improvement projects that will enhance the overall appeal and functionality of downtown. Several key public facilities have been integrated into the downtown area, including a renovation of the Central Library on the northwest corner and the Landmark Museum train depot. Place along the edge of downtown, these facilities are easily accessible to residents and visitors alike. Lessons for Downtown Carrollton • Anchor institutions can draw people to the area and stimulate further development. • Attractive public spaces can help animate Downtown, making it a more engaging destination for residents and visitors. • A traditional square with offshoots in the form of a hub-and-spoke model, where additional activity can occur, creates a central gathering space that radiates energy into surrounding areas, further activating Downtown by encouraging foot traffic, fostering connections between key destinations, and providing opportunities for retail, dining, events, and public spaces that enhance the overall vibrancy and economic vitality of the district.

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Mixed-Use and Mixed-Density Residential Infill (C-9) Mixed-Use and Mixed-Density Residential Infill

The addition of mixed-use and mixed-density residential infill in Downtown, particularly around the southern pond east of the transit line and along Belt Line Road, aims to create a vibrant, cohesive urban fabric that supports a diverse community. This development strategy will introduce a blend of townhomes, mid-rise apartments, and live-work units, seamlessly integrating residential, retail, and office spaces to foster an active street life and encourage walkability. By positioning these new developments around the pond, the area will transform into a distinctive neighborhood hub, offering residents scenic water views, direct access to green space, and pedestrian connections to nearby transit. The mix of densities allows for a variety of housing options, accommodating a broad range of income levels and household types while supporting local businesses through an increased population base. This approach not only maximizes the use of available land but also strengthens the link between the historic downtown core and emerging residential neighborhoods, creating a more inclusive and interconnected downtown experience.

PHASING PRIORITY

Long-term priority

IMPLEMENTER Private Development Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Continue to Invest in streetscape enhancements throughout Downtown, including wider sidewalks, pedestrian lighting, landscaping, and public art. These investments increase foot traffic, making the downtown more attractive for retail, dining, and residential living.

•

Create fast-track approval processes for developers pursuing mixed-use or mixed-density projects, especially if they include affordable housing or other community benefits.

•

Collaborate with private developers through PPPs to develop city-owned or underutilized land for mixed-use projects. The city can lease land at reduced rates in exchange for mixeduse or mixed-density development.

•

Work with developers to acquire and assemble smaller parcels of land into larger, more developable tracts. This can enable large-scale mixed-use developments that may otherwise be difficult to achieve in dense urban cores.

•

Partner with developers to implement and program ongoing activities and maintenance of adjacent park properties.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 , “BE-12” on page 196 and page 226, “BE-13” on page 196 and page 227, “OP3” on page 200 and page 241, “OP-4” on page 200 and page 242, “OP-8” on page 201 and page 246, “PR-2” on page 202 and page 248, “PR-9” on page 204 and page 255, “PR-12” on page 205 and page 258, “PR-16” on page 206 and page 262, “EDF-3” on page 207 and page 265, “EDF-4” on page 208 and page 266, “EDF-5” on page 208 and page 267, “EDF-6” on page 208 and page 268 , “EDF10” on page 209 and page 272

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DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Downtown Plano Downtown Plano has transformed from a tiny downtown with municipal facilities into a vibrant cultural and economic center. The revitalization of Main Street has been a focal point of this transformation, with efforts to redesign the area and create a more inviting environment for residents and visitors alike. Incentives for small retailers have been instrumental in attracting businesses to the area, while the formation of a merchants association has helped coordinate efforts to promote downtown and support local businesses. Recognizing the need for residential options in Downtown, a regional mixed-use developer led the first phase of residential development, including townhomes and condos, which added to the area’s diversity and appeal. Efforts to avoid a monoculture of just apartments and restaurants have been successful, with the addition of infill pieces that give the area an authentic feel and contribute to its charm. Despite its growth, Downtown Plano has struggled with a lack of a cohesive theme, which has hindered its ability to establish a strong identity. However, the presence of a municipal center nearby has helped anchor the area and provide a sense of community. The city has also made efforts to build more retail, such as the city office on 14th Street and K Avenue, to further enhance the downtown experience. The addition of a rooftop patios and the refurbishment of Haggard Park, have further added to Downtown Plano’s appeal. Ongoing renovation projects along 15th Street coming off Highway 75 are expected to continue to enhance the area’s attractiveness and accessibility. Lessons for Downtown Carrollton • Provide incentives for small retailers can help attract a diverse range of businesses in Downtown. • Providing a range of land use types and sub-types avoids a monoculture. A variety of housing typologies caters to people in different stages of life.

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IH-35E Underpass Parks (C-10) IH-35E Underpass Parks

PHASING PRIORITY

Mid-term priority

IMPLEMENTER City of Carrollton Public-Private Partnerships

IMPLEMENTATION STRATEGIES

Transforming the underutilized space beneath IH-35E into a vibrant community park will activate the area and create a unique recreational hub that brings together residents and visitors. Leveraging the existing parking, the new park will introduce a dynamic mix of amenities, including elements such an art plaza, a food truck court, skate park, basketball courts, and dog park space—each should be thoughtfully designed to fit within the structural constraints of the highway columns. This multi-use space will cater to a variety of interests and age groups, fostering an inclusive environment where people can enjoy physical activity, socialize, and engage with the arts. To ensure the space feels welcoming and safe at all hours, strategic lighting should be installed throughout the park, emphasizing pathways, gathering spots, and play areas. The lighting design will not only improve visibility and security but also enhance the park’s aesthetic appeal, transforming it into an inviting, well-lit public realm that becomes a lively destination day and night. This project will transform a previously underutilized area into an active, connected part of Downtown, redefining what urban parks can be in the context of challenging infrastructural environments.

112

•

Develop the park in phases to allow for gradual improvements and adaptation over time.

•

Begin with a small-scale pilot project to test different ideas and address potential challenges before committing to a permanent design.

•

Partner with private companies or organizations to sponsor specific park features such as a dog park, sport court, or public art installation.

•

Establish long-term maintenance partnerships with local businesses or community groups to help manage and care for the space.

•

Implement a regular maintenance schedule and consider active management strategies, including security, to keep the park clean, safe, and inviting.

•

Create a park conservancy or trust to oversee funding, maintenance, and programming, ensuring the park’s longterm success and sustainability.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 , “BE-2” on page 193 and page 216, “BE-6” on page 194 and page 220, “BE-15” on page 197 and page 229, “BE-20” on page 198 and page 234, “BE-22” on page 199 and page 236, “OP-1” on page 200 and page 239, “OP-2” on page 200 and page 240, “OP-3” on page 200 and page 241, “OP-4” on page 200 and page 242, “OP-5” on page 201 and page 243, “OP-6” on page 201 and page 244, “OP-7” on page 201 and page 245, “PR-8” on page 203 and page 254 , “PR12” on page 205 and page 258, “PR-13” on page 205 and page 259, “PR-15” on page 206 and page 247, “PR-16” on page 206 and page 262, “EDF-1” on page 207 and page 263, “EDF-2” on page 207 and page 264, “EDF-3” on page 207 and page 265, “EDF-4” on page 208 and page 266, “EDF-8” on page 209 and page 270

DOWNTOWN CARROLLTON MASTER PLAN

Dallas Downtown Parks Activation Policy The Downtown Parks Activation Policy in Dallas include a variety of city ordinances, master plans and efforts of various organizations that cumulatively focus on transforming public spaces into vibrant, engaging destinations through strategic programming, public-private partnerships, and community-driven events. Several key organizations, including the Dallas Park and Recreation Department, Downtown Dallas, Inc., and the Woodall Rodgers Park Foundation play critical roles in implementing this policy across multiple downtown parks. Key activation strategies include daily programming, hosting events, and a mix of permanent restaurants and rotating food trucks at Kylde Warren Park provides a steady flow of visitors. Activation of Main Street Gardens Park includes community-driven events, dog-friendly spaces and outdoor cafe seating. Carpenter Park activation efforts include skateboarding and active recreation as well as public art and placemaking elements. Harwood Park is includes familyoriented features such as a playground and a flexible lawn space. These varied approaches highlight the importance of tailored activation strategies that respond to the unique context and needs of each park. By examining these efforts, key lessons emerge about successful public space activation, including the role of consistent programming, diverse recreational opportunities, and strong partnerships in creating dynamic and well-used urban parks. Lessons for Downtown Carrollton • Encourage programming with regular events, art installations, and seasonal activities to keep spaces active. • Streamline permitting to make it easier for businesses and community groups to contribute to activation. • Support Public-Private Partnerships to ensure long-term funding and management. • Enhance outdoor dining and retail through policies that allow businesses to extend into sidewalks, alleys and plazas to increase vibrancy. • Integrate transit and mobility through policies that support walkability, micromobility, and pedestrian-only zones that create a more engaging downtown experience.

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Gateway Enhancements (C-11, W-7) Gateway Enhancements

Gateway enhancements are proposed at both the intersections of Belt Line Road and Broadway in the Core and Belt Line Road and the proposed new road in the Westside. Thoughtful planning of the Belt Line Road and Broadway Street intersection will be necessary to manage the topography change; however, a preliminary review suggests that capturing some of the existing parking associated with the Gravely Center could allow the retaining wall to shift south and west, creating space for additional landscaping. This would enhance the intersection as a key vehicular gateway into downtown. At both gateway enhancement locations, landscaping at the four corners and a spanning vertical element should be incorporated to draw attention and establish a strong sense of entry into the district.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Allocate resources through the City’s Capital Improvement Program to prioritize the design and construction of gateway features. Secure budget for streetscape improvements, landscaping, and infrastructure adjustments that enhance the gateways at Belt Line Road and Broadway, as well as the new road in the Westside.

•

Engage the local community and stakeholders in the design process to ensure that gateway features reflect the character and identity of the downtown area. Public workshops, surveys, and focus groups can provide input on design preferences, ensuring that the gateways resonate with both residents and visitors.

•

If immediate full-scale development isn’t feasible, implement the gateway features in phases. Start with lower-cost elements such as signage and landscaping, and incorporate larger elements like vertical features and public art as funding becomes available.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-4” on page 193 and page 218 “BE-5” on page 194 and page 219 “BE-8” on page 194 and page 222 “BE-23” on page 199 and page 237 “OP-6” on page 201 and page 244 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247 “EDF-3” on page 207 and page 265

114

DOWNTOWN CARROLLTON MASTER PLAN

Broadway Street Enhancements (C-12, S-8, H-9) Broadway Street Enhancements

Street enhancements are recommended along the entire length of Broadway Street, from Belt Line Road to Crosby Street, in addition to the streetscape improvements around the squares. These enhancements should focus on creating a cohesive and pedestrian-friendly environment, including widened sidewalks, decorative lighting, street trees, and enhanced crosswalks for improved safety and walkability. Additional amenities such as seating, bike racks, and public art installations could further activate the streetscape, encouraging greater foot traffic and supporting nearby businesses. Integrating sustainable infrastructure, like permeable pavers and green stormwater features, can also contribute to the overall aesthetic and environmental resilience of the corridor. A well-designed public space can increase property values and provide a catalyst for economic revitalization in the surrounding area, making the corridor a prime destination for investment and activity.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Prioritize the street enhancements within the City’s Capital Improvement Program, allocating dedicated funding for infrastructure improvements such as sidewalk widening, street trees, and decorative lighting. This ensures that the project is integrated into the City’s long-term financial and operational planning.

•

Partner with local developers and property owners to share the cost of streetscape enhancements. Offer incentives, such as density bonuses or expedited permitting, in exchange for developer contributions to sidewalks, landscaping, and street furniture improvements adjacent to their developments.

•

Encourage the formation of a Business Improvement District (BID) along Broadway Street. A BID allows local businesses to collectively contribute to and manage the maintenance and improvement of public spaces, including street amenities, lighting, landscaping, and cleaning services.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-2” on page 193 and page 216 “BE-3” on page 193 and page 217 “BE-8” on page 194 and page 222 “BE-9” on page 195 and page 223 “BE-21” on page 198 and page 235 “OP-2” on page 200 and page 240 “OP-6” on page 201 and page 244 “OP-7” on page 201 and page 245 “PR-1” on page 202 and page 247 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262

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Case Study: Downtown Lewisville Downtown Lewisville has experienced dynamic growth and redevelopment which highlights its mixed-use offerings as a new market for people desiring urban walkability and entertainment. The City and its economic development policies have been the key driver of this change. It has actively sought out private development partners to help implement its vision, forming customized public/private partnerships and undergoing key public improvements along the way. Additionally, the City has made a direct effort to reinvest in its own programming Downtown by locating its new municipal center, arts and entertainment center, and a new central park (Wayne Ferguson Plaza) with entertainment venues all within the center of the district. This was done on a phased basis, now with emphasis around the existing passenger rail station. The vision for Downtown has been to emphasize its historical charm while accommodating modern amenities and services. The City has invested in streetscape projects, adding wide sidewalks, landscaping, and public art to create an inviting atmosphere for residents and visitors alike. This emphasis has helped attract new businesses and restaurants to the area, contributing to its economic vitality. In addition to its historic theme, Downtown Lewisville has also evolved an identity for holding community events, by regularly hosting festivals and concerts that bring people together and showcase the area’s cultural offerings. These events have not only boosted the local economy but have also helped foster a strong sense of pride and identity among residents. There have also been key urban design moves to heighten the visitors experience in Downtown. City Hall’s strategic placement reinforces the connection between the civic center and the commercial district, creating a sense of centrality and importance. Wayne Ferguson Plaza, situated in front of City Hall, acts as a central gathering space and community hub and exists as the ceremonial core of the district. Its design and amenities, including a performance stage, interactive water feature, and seating areas, make it a popular destination for events, concerts, and social gatherings. Its location in close proximity to Main Street encourages foot traffic and supports local businesses. Lessons for Downtown Carrollton • Invest in walkability with streetscape, wide sidewalks, and pedestrian-friendly infrastructure. • Use a district-based phasing strategy, focusing on developing one area before expanding. • Create a highly amenitized and memorable open space, with retrofits for the historic square. • Avoid a two-way couplet, as it encourages faster traffic and reduces retailer visibility.

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DOWNTOWN CARROLLTON MASTER PLAN

Belt Line Road Crossings (C-13, G-7) Denton Drive & Belt Line Road Crossing

CHAPTER 4. MASTER PLAN

To emphasize the pedestrian connection between the DART Green Line Station and Downtown, the intersection of Denton Drive and Belt Line Road should be prioritized as a safe pedestrian crossing area. The City could use this important intersection as a branding opportunity, enhancing the crossings with brick pavers and embellishing the center of the intersection with the City logo. Additionally, the installation of decorative pedestrian-scale lighting, landscaping, and wayfinding signage could further enhance the area’s visual appeal while guiding pedestrians toward key destinations. Incorporating traffic calming measures such as raised crosswalks or curb extensions can improve pedestrian safety by slowing down vehicles and creating a more walkable environment. Crossings at Belt Line Road at Larner Road and Perry Road should also be improved with traffic calming measures to make the pedestrian experience safer for students walking to and from DeWitt Perry Middle School. Enhancements such as high-visibility crosswalks, pedestrian refuge islands, and flashing beacons can significantly improve safety and comfort for students and other pedestrians. These improvements will not only address key safety concerns but also foster stronger connections between the neighborhood and school, supporting a more accessible and pedestrianfriendly community. These enhancements across key intersections will improve connectivity, prioritize pedestrian safety, and create visually distinct gateways that reinforce the identity of Downtown while meeting the needs of its residents and visitors.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Evaluate the current conditions and determine the specific needs for pedestrian safety enhancements. This analysis will provide data to support funding applications and help identify the most effective interventions.

•

Allocate funds from the City’s budget or Capital Improvement Program (CIP) specifically for intersection enhancements. This can ensure that financial resources are set aside for the project, enabling timely implementation.

•

Conduct regular safety audits at the intersection to identify hazards and areas for improvement. This proactive approach can help the City address safety concerns promptly and ensure that the enhancements effectively improve pedestrian safety.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-3” on page 193 and page 217 “BE-5” on page 194 and page 219 “BE-8” on page 194 and page 222 “BE-9” on page 195 and page 223 “BE-23” on page 199 and page 237 “OP-6” on page 201 and page 244 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247

117

DART Trail Enhancements (C-14) DART Trail Enhancements

The existing trail below the DART Green Line is proposed to continue extending between 4th Street and Vandergriff Drive, connecting to the remaining length of the trail south of Vandergriff Drive. To make this connection work in the narrow space, the existing parallel parking may need to be removed. Ensuring the continuity of this trail is critical for enhancing pedestrian and cyclist mobility, providing a seamless connection between key destinations, and encouraging non-vehicular modes of transportation. This extension not only links different parts of the community but also integrates the trail with the proposed enhancements at the intersection of Denton Drive and Belt Line Road, further emphasizing the City’s commitment to pedestrian safety and accessibility. By removing the parallel parking, the City can maximize the space for the trail, creating a safe and attractive green corridor that aligns with the broader goal of enhancing connectivity between the DART Green Line Station and Downtown.

PHASING PRIORITY

Long-term priority

IMPLEMENTER City of Carrollton North Central Texas Council of Governments

IMPLEMENTATION STRATEGIES •

Conduct a parking study to assess the impact of removing parallel parking in the narrow space and explore alternatives for displaced parking, such as nearby lots or street redesigns. Engage local businesses and residents to find acceptable parking solutions while prioritizing the trail connection.

•

Collaborate with DART to ensure the trail alignment is compatible with the transit corridor and does not interfere with existing operations. Additionally, work with utility companies to identify any potential conflicts with underground or overhead infrastructure, making necessary adjustments to facilitate construction.

•

Commission a detailed design and engineering study to assess the best possible trail alignment, taking into account the narrow space and parking concerns. The study should explore options such as reducing lane widths or using retaining walls to maximize available space while ensuring a safe and functional trail.

•

Consider including low-profile landscaping and expanding the public art initiative in Downtown as part of the trail enhancements. Coordinate with DART to add murals to the Green Line rail columns.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “BE-9” on page 195 and page 223 “BE-16” on page 197 and page 230 “OP-6” on page 201 and page 244 “PR-11” on page 204 and page 257 “PR-13” on page 205 and page 259 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262

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DOWNTOWN CARROLLTON MASTER PLAN

South Pond Park (C-15) South Pond Park

The existing retention pond south of Vandergriff Drive is proposed to be enhanced into a valuable community asset by adding landscaping and connecting it to the existing trail network. These improvements can transform the pond into both a functional stormwater management feature and a recreational space, with native plants, seating areas, and educational signage that promote environmental awareness. This enhancement ties into other natural water features across the study area, creating a cohesive network of green spaces that manage stormwater, improve water quality, and support biodiversity. Connecting the pond to the trail and the Hutton Branch greenway strengthens pedestrian and cyclist access, making it a key stop along a larger sustainable and recreational corridor. The pond and its amenities will also serve as a key attraction for residents of nearby multi-family and townhome developments, providing them with easy access to green space and outdoor activities, further enhancing the livability and appeal of the downtown area.

PHASING PRIORITY

Long-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Include the retention pond enhancement as a priority project within the City’s Capital Improvement Plan. This will secure funding for the necessary improvements, such as landscaping, seating areas, and trail connections, while ensuring the project is aligned with the City’s long-term development goals.

•

Use native, drought-tolerant plants and sustainable design practices to minimize ongoing maintenance costs. Incorporating sustainable landscaping will not only reduce water consumption and maintenance requirements but also create an ecologically beneficial environment that supports local wildlife and stormwater management.

•

Partner with local businesses, corporations, or non-profit organizations interested in sponsoring elements of the pond enhancement. Companies might fund specific features like benches, educational signage, or public art installations, helping reduce costs while creating additional community connections.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “OP-5” on page 201 and page 243 “OP-6” on page 201 and page 244 “OP-7” on page 201 and page 245 “PR-8” on page 203 and page 254 “PR-13” on page 205 and page 259 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-8” on page 209 and page 270

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IH-35E Buffering (C-16, H-7, W-8) IH-35E Buffering

Adding trees and landscaping along IH-35E in the Core, Westside, and Hutton districts will create a natural buffer to reduce the noise and visual impact of the highway on adjacent developments. Dense rows of native trees and shrubs can act as a sound barrier, absorbing and deflecting highway noise, while also improving air quality and enhancing the overall aesthetic of the area. Strategic landscaping will soften the sight of the highway, providing a more visually appealing backdrop for businesses, residences, and public spaces in all three districts. In addition to these environmental and aesthetic benefits, this green buffer will improve the pedestrian experience, making the districts more comfortable and inviting. Utilizing native, drought-tolerant plants will ensure lowmaintenance sustainability while reinforcing a cohesive landscape design that unifies the Core, Westside, and Hutton districts. This green infrastructure also creates a sense of continuity along the highway corridor, tying together these key areas.

PHASING PRIORITY

Long-term priority

IMPLEMENTER City of Carrollton Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Collaborate with TxDOT to ensure that landscaping projects align with state transportation guidelines and utilize any available resources or programs that support highway beautification. TxDOT may be able to contribute to planting initiatives along the highway right-of-way.

•

Prioritize the creation of tree and landscape buffers in the City’s Capital Improvement Plan, allocating funding for the design, installation, and maintenance of these green spaces along IH-35E. This will ensure that the buffer zones are recognized as vital infrastructure improvements for noise reduction, air quality, and aesthetic enhancement.

•

Implement the landscape buffers in phases, starting with the most visible and noise-impacted sections of IH-35E, focusing on the Core district first. This phased approach allows for spreading out costs over time, and progress can be made while the City seeks additional funding or publicprivate partnerships.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-9” on page 195 and page 223 “BE-15” on page 197 and page 229 “OP-6” on page 201 and page 244 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247

120

DOWNTOWN CARROLLTON MASTER PLAN

Crosby Street Roundabout (C-17) Crosby Street round-about

A roundabout at the south end of Downtown, at the intersection of Broadway Street and Crosby Road, would improve traffic flow and safety while serving as a visual gateway to the district. This roundabout would help manage congestion by allowing continuous traffic movement, reducing delays at a key intersection that connects the downtown core with surrounding neighborhoods. In addition to its functional benefits, the roundabout could be designed with attractive landscaping or public art in the center, reinforcing the area’s identity and creating an appealing entrance into Downtown. By calming traffic and enhancing pedestrian safety, this roundabout would support the city’s broader goals of creating a more walkable, inviting, and vibrant downtown environment.

PHASING PRIORITY

Long-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Begin with a feasibility study that assesses the traffic patterns, pedestrian and bicycle connectivity, and overall impact of the proposed roundabout. This study should include traffic modeling to predict how the roundabout will affect vehicle flow and pedestrian access, and an analysis of potential land acquisition needs.

•

Include the roundabout project in the City’s Capital Improvement Plan to secure funding and establish a timeline for construction. This will ensure that the project is recognized as a priority and can be scheduled alongside other infrastructure improvements.

•

Explore various funding sources, such as federal or state grants, local transportation funds, or partnerships with regional agencies. Programs like the Surface Transportation Block Grant Program (STBG) or the Transportation Alternatives Program (TAP) can provide financial support for such infrastructure projects.

•

Work with transportation engineers to develop a detailed design, incorporating features such as appropriate lane widths, signage, and pedestrian crossings. The design should prioritize safety, accessibility, and aesthetics, with consideration for landscaping or public art elements to enhance the gateway experience.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-3” on page 193 and page 217 “BE-4” on page 193 and page 218 “BE-8” on page 194 and page 222 “BE-9” on page 195 and page 223 “OP-6” on page 201 and page 244 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247

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The Settlement

Erie St.

The Settlement character zone is generally bound by Belt Line Road on the south, the DART Green Line on the west, Hutton Branch on the north, and Erie Street on the east. The character of The Settlement is a transition between a dense urban environment at the DART stations to a reinvested single-family district on the east, with townhomes in between. Investment in the single family neighborhoods that surround the Downtown is critical to the success of Downtown. These neighborhoods provide a stable residential base that supports local businesses, generates foot traffic, and fosters community engagement. A well-maintained and attractive residential environment also increases property values, attracts new families, and creates a sense of pride and ownership that extends into the Downtown area. Additionally, enhancing these neighborhoods improves connectivity between residential and commercial areas, making it easier for residents to access Downtown amenities, contributing to a more vibrant, economically resilient urban core.

Spring Ave.

S6 S5

Perry Ave.

Vision-inspired projects within The Settlement include:

S1 • Priority Project: Single-family common areas

Bro

(page 123) t.

yS wa

S6 S6

r. on D

S3 Dent

• Priority Project: Neighborhood pocket park S3 (page 126)

• Priority Project: Pond access and fishing pier S4

(page 127)

Myers St.

Elm St .

t. nS

N Scale: N.T.S.

122

with DART (page 124)

Belt Line Rd.

• Priority Project: Hotel and shared parking garage S2

Walnut St.

LEGEND Study Area Boundary Existing Buildings Single-Family Townhome Multi-Family Hotel Retail Fishing Pier Transit Platform Parking Garage

• Priority Project: Infill residential development S5 (page 128)

• Streetscape and landscape improvements S6 (page 129)

• Hutton Branch Greenway (page 135) S7 • Broadway Streetscape Enhancements (page 115) S8 • Roadway Connections (page 138) S9 DOWNTOWN CARROLLTON MASTER PLAN

Single-Family Common Areas (S-1) Single-Family Common Areas

CHAPTER 4. MASTER PLAN

Single-family common zones are envisioned to be strategically positioned within the centers of residential blocks, providing shared amenities and fostering a sense of community among neighbors. These common zones will function as intimate, semi-private spaces, offering amenities such as landscaped courtyards, playgrounds, community gardens, picnic areas, and small pavilions that encourage interaction and shared activities. Designed to be accessible only to surrounding residents, these spaces create a safe and welcoming environment for families and individuals to gather, while also enhancing the visual appeal of the neighborhood. The arrangement promotes social cohesion and reduces the need for each home to have large, individual yards, making efficient use of land and allowing for more housing within each block. This approach appeals to a market segment that values both the privacy of single-family living and the benefits of shared community spaces, such as young families, professionals, and empty-nesters seeking a more engaging lifestyle without sacrificing personal space. By capturing this market, the neighborhood increases its value and attracts a diverse mix of residents, which enhances the overall appeal and livability of Downtown. The resulting demand for this unique housing typology will also elevate property values, further supporting the broader revitalization and economic growth of the Downtown area.

PHASING PRIORITY

Short-term priority

IMPLEMENTER Private Development

IMPLEMENTATION STRATEGIES •

Meet with existing property owners to explore the concept of creating a shared common zone within the center of the block that retains their ownership while providing space for such common amenities as child care, gardening, grilling, play area, and senior programming. Emphasize that private zones can be maintained closer to the homes, explaining how this concept can improve value and life experience, while also providing the potential for private infill of new residential structures.

•

Program these spaces for uses complementary to surrounding public park uses.

•

Partner with property owners for shared access, maintenance and security.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “PR-9” on page 204 and page 255 “PR-14” on page 205 and page 260 “EDF-10” on page 209 and page 272

123

Hotel and Shared Parking Garage with DART (S-2) PHASING PRIORITY

Denton Drive Crossings Hotel and Shared Parking Garage with DART

Mid-term priority

IMPLEMENTER Public/Private Partnership

IMPLEMENTATION STRATEGIES

A landmark hotel or high-end residential mixed-use development is proposed on the existing DART parking lot, utilizing a shared parking garage to maximize land use efficiency while maintaining commuter access. This development is intended to connect directly to the DART platform level, providing unparalleled convenience for transit-oriented residents and visitors. The project should include iconic architecture that complements the height and character of the nearby historic grain elevator, featuring a modern aesthetic that embraces the area’s heritage through the use of textured materials and vertical forms that can be seen from IH-35E. The building’s mixed-use programming, with ground-floor retail and dining options, will activate the streetscape and establish a vibrant gateway into Downtown Carrollton. By integrating seamlessly with transit and serving as a visual anchor, this development will elevate the district’s profile, attract a high-end market segment, and stimulate further investment and redevelopment around the DART station. The direct connection to DART, coupled with the project’s distinct design, will create a unique identity for the district, strengthening its appeal as a dynamic, transit-oriented community hub.

124

•

Work with DART to gain control of the parking lot for redevelopment purposes.

•

Meet with commercial brokers to discuss what would be required to get a full service conference hotel to locate to this site. If there is potential identified through these conversations, engage a hotel market study and post a Request For Proposals.

•

If hotel is not viable, devise a Request For Qualifications focused on this site providing specialized housing.

•

All designs for this property should accomplish the master plan vision of having a vertical architectural feature that builds on the existing grain elevator in the Core to expand Downtown’s presence, and provides direct access to the DART station at platform level.

•

Design Denton Drive crossings of Belt Line Road for safe pedestrian crossings. Extend trail and pedestrian network and open space along Denton Drive to complement varied uses east and west.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-7” on page 194 and page 221 “BE-10” on page 195 and page 224 “BE-11” on page 195 and page 225 “BE-19” on page 198 and page 233 “PR-2” on page 202 and page 248 “PR-7” on page 203 and page 253 “PR-10” on page 204 and page 256 “PR-12” on page 205 and page 258 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-4” on page 208 and page 266 “EDF-10” on page 209 and page 272

DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Downtown Grapevine Downtown Grapevine has built a strong theme around wine and the ancillary uses around wine. In addition to shops and wine-themed stores, the City hosts Grapefest every fall, which brings over 200,000 visitors to Historic Main Street each year. Coupled with the theme of wine, Grapevine has bolstered a secondary theme around the train with the development of the Grapevine Main Station, a $114 million dollar public/private sector transit-oriented development that consists of a food hall, an entertainment venue, an outdoor plaza, a high-end hotel and a shared parking garage. The nearby train depot serves as an attraction throughout the year with themed train rides. During the winter holidays, Downtown Grapevine comes to life with festive decorations and lights. The train depot becomes a stop on the cherished North Pole Express. Outside of Downtown, the Gaylord Hotel hosts its annual Ice attraction. The emphasis on the holiday decorations and activities both in Downtown and at the Gaylord draws visitors across the region to the City from Thanksgiving to New Years. The layout of Downtown Grapevine is in a strip rather than a square, which has both assets and challenges. The single strip format creates a vibrant pedestrian format, however once you get off the strip, there is very little energy to attract foot traffic. With that, dense housing options are limited in Downtown Grapevine. Those that exist are on the southern end of Downtown, however the City is looking to expand residential offerings to create a more balanced and sustainable community. Lessons for Downtown Carrollton • Build a strong theme that can generate reoccurring visits. • Create landmarks that are memorable for Downtown to help define the character. • Hosting more theme-based events can enhance the overall appeal of Downtown. • The concept of the Grapevine Main Station can serve as an inspiration of what could be developed on the current site of the Green Line parking lot as part of a potential mixeduse development.

CHAPTER 4. MASTER PLAN

125

Neighborhood Pocket Park (S-3, W-9) Neighborhood Pocket Park

A new pocket park entry off Denton Drive is envisioned to bridge the existing disconnect between the DART station area and the surrounding neighborhood, while establishing a welcoming gateway into the community. This project will involve eliminating the existing cul-desac and repurposing the land as a thoughtfully designed green space, complete with walking paths, native landscaping, play facilities, and a shade structure with seating areas. A similar second pocket park is proposed in the Westside district at the intersection of Main Street and the proposed new connection roadway into Belt Line Road The pocket parks will formalize the edges of the neighborhood, creating a more defined and accessible entry point that encourages pedestrian movement between the transit area and the residential streets. By transforming underutilized land into an inviting public space, this pocket park will soften the transition between the DART station and the community, making the area more cohesive and pedestrian-friendly while enhancing the neighborhood’s sense of place and identity.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

As part of the City’s CIP, redesign this area to be a neighborhood park, that retains access to the single family residences while providing a community-focused program for this entry area.

•

Design the pocket park to accommodate various activities within a small footprint. This can include seating areas, play equipment for children, shade structures, community gardens, or small event spaces. The park should be adaptable for different ages and uses.

•

Choose durable, low-maintenance materials for benches, pathways, and play structures to reduce upkeep costs and ensure the park remains attractive over time.

•

Further develop park program and funding requirements for implementation in bond programs or in conjunction with complimentary infill development.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “OP-5” on page 201 and page 243 “PR-8” on page 203 and page 254 “PR-13” on page 205 and page 259 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-8” on page 209 and page 270

126

DOWNTOWN CARROLLTON MASTER PLAN

Pond Access and Fishing Pier (S-4) Pond Access and Fishing Pier

CHAPTER 4. MASTER PLAN

The Master Plan includes activating the underutilized pond area west of Erie Street by providing enhanced access and transforming it into a vibrant recreational amenity for the community. The project will involve cleaning up the edges of the pond, introducing native landscaping to restore the natural habitat, and constructing a fishing pier that also doubles as an iconic “Instagram-moment” destination. The pier will be thoughtfully designed to offer scenic views of the water and surrounding green space, creating a picturesque backdrop for social gatherings, photoshoots, and leisurely strolls. This improvement not only increases the pond’s functionality as a place for fishing and relaxation but also elevates its visual appeal, encouraging more residents and visitors to engage with the area. As part of a broader initiative to incorporate existing water features throughout the master plan, this project will link into a new trail system that highlights and connects these unique elements. Other water-focused enhancements include revitalizing Hutton Branch to serve as a scenic amenity and integrating the southern pond east of the DART line into the trail network. These interconnected projects will create a cohesive system of trails and green spaces, supplemented with public art, transforming the area’s water features into celebrated community assets that elevate the overall quality and connectivity of the neighborhood.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Work with DART to secure right of way for new roadway providing access to the pond.

•

As part of the City’s CIP, design this roadway and pond improvements for public access.

•

Further develop pond program and funding requirements for implementation in bond programs or in conjunction with complementary infill development, working through multiple phases and steps leading to public consensus and funding.

127

Infill Residential Development (S-5, G-5) Infill Residential Development

Strategic infill development of townhomes, bungalows, and carriage homes are recommended to reinforce the character and vibrancy of Belt Line Road and key entry points into the community. This diverse mix of residential housing types should be thoughtfully integrated to establish a human-scaled streetscape that enhances the visual appeal of the corridor and creates a welcoming sense of arrival. Townhomes will add density while maintaining a pedestrian-friendly environment, bungalows will contribute to the neighborhood’s historic charm and scale, and carriage homes will provide unique housing options that activate alleyways and underutilized parcels. By positioning these infill developments along Belt Line and throughout the neighborhood, the master plan seeks to create a cohesive architectural identity that blends with the existing fabric while attracting new residents and investment. This approach will reinforce the role of Belt Line Road as a vibrant spine for the community, enhancing connectivity, walkability, and overall sense of place.

PHASING PRIORITY

Short-term priority

IMPLEMENTER Private Development

IMPLEMENTATION STRATEGIES •

Identify developers in the region that are doing exceptional work on these types of housing developments in such places as downtown Lewisville, Denton, Grapevine, and elsewhere. Meet with these on an individual basis to present the vision and generate interest.

•

Update zoning in PD-169 to allow increased heights above two stories for townhome development in the Gateway district.

•

Capture public realm improvement contributions in conjunction with private development.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “PR-9” on page 204 and page 255 “PR-16” on page 206 and page 262 “EDF-10” on page 209 and page 272

128

DOWNTOWN CARROLLTON MASTER PLAN

Streetscape and Landscape Improvements (S-6) Streetscape and Landscape Improvements

CHAPTER 4. MASTER PLAN

The Settlement District is further enhanced through the addition of streetscape and landscaping improvements that reinforce and strengthen its small-town identity. New or upgraded roadway and utility infrastructure may be needed, including provision of sidewalks where existing Right-of-Way may not exist. Thoughtfully placed street trees, native plantings, and decorative lighting will frame the streets, creating a picturesque, pedestrianfriendly environment that celebrates the neighborhood’s character and scale. By softening the edges between sidewalks and residences, these enhancements will promote walkability and encourage outdoor activity, contributing to a vibrant and cohesive community feel. The improved streetscape will also serve as a visual and physical link between the historic Downtown and the surrounding residential areas, further integrating the neighborhood into the fabric of the broader district. These investments in the public realm not only elevate the neighborhood’s appeal but also increase the value of homes by creating a more desirable and visually unified setting. As the streetscape improvements enhance the neighborhood’s aesthetic and connectivity, property values are expected to rise, attracting new residents and encouraging reinvestment in existing homes, ultimately supporting the long-term sustainability and prosperity of the Settlement District within the growing Downtown area.

PHASING PRIORITY

Long-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Utilize the North Central Texas Council of Governments Silver Line Study Routes-to-Rail Station to prioritize streets and sidewalks that need improvement.

•

Assess the current tree canopy coverage in the residential area and identify opportunities to plant additional street trees. Focus on species that are well-suited to the local climate, low-maintenance, and provide shade to enhance the pedestrian experience.

•

Develop a comprehensive infrastructure plan to anticipate costs and new services needed for implementation.

•

Evaluate Hutton Branch Greenway segment in conjunction with broader initiative in the Hutton.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-8” on page 194 and page 222 “BE-9” on page 195 and page 223 “BE-21” on page 198 and page 235 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262

129

The Hutton

pit

al P

sce

Cre nt

Dr.

H6 H9 Crescent Dr.

The Hutton character zone is generally bound Belt Line Road on the south, Capital Drive on the west, Capital Parkway on the north, and Jackson Street on the east. On the east side of IH-35E, the Hutton is intended to be a dense transit-oriented development with the highest building heights in the Study Area. To balance the density, a regional destination urban open space is recommended to connect under IH-35E and across Hutton Branch. Meanwhile, north of the urban open space, modernized logistics warehouses are proposed to bring Carrollton’s IH-35E distribution corridor up to today’s standards. These improvements aim to not only meet current demands but also position the area for future growth, supporting both economic activity and quality of life through carefully planned infrastructure and open space amenities. By integrating mixed-use developments and enhancing transportation networks, the Hutton character zone will serve as a dynamic hub that strengthens Carrollton’s regional presence. Vision-inspired projects within The Core include:

• Priority Project: Market-sized logistics facilities H1 (page 131)

H2 Century Dr.

• Infill mixed-use housing (page 132) H2 • Priority Project: Regional destination mountain H3

H2 H4

College Ave.

H6 H3

bike course (page 133)

H4 • IH-35E underpass art installations (page 99)

H5 • High-rise residential at Silver Line (page 134)

H6 • Hutton Branch Greenway (page 135) H7 • IH-35E Buffer (page 120)

Belt Line Rd.

N Scale: N.T.S.

130

LEGEND Study Area Boundary Existing Buildings Multi-Family Retail Office Nature/Event Center Logistics Parking Garage

H8 • Roadway Connections (page 138) H9 • Broadway Streetscape Enhancements (page 115)

DOWNTOWN CARROLLTON MASTER PLAN

Market-Sized Logistics Facilities (H-1, W-5) Market-Sized Logistics Facilities

Market-sized new logistics facilities are recommended in both the Hutton District and the Westside District, capitalizing on the access to IH-35E. By designating space for these facilities, the district can support modern logistics operations that meet current market demands, create employment opportunities, and contribute to economic growth. The proximity to IH-35E will enhance the attractiveness of the district for companies seeking logistical efficiency, further solidifying its role as a competitive center for industrial activities. This strategic development not only reinforces the economic vitality of the area but also establishes a framework for sustainable growth that balances industrial needs with community interests.

PHASING PRIORITY

Short-term priority

IMPLEMENTER Private Development

IMPLEMENTATION STRATEGIES •

Approach land owners to broker agreement to sell their parcels to a larger logistics developer.

•

Work with the developer on the delivery of a state of the art facility that has a well-designed building frontage, signage and landscaping that show a distinctively new approach from the I-35 corridor.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “PR-4” on page 202 and page 250 “PR-9” on page 204 and page 255 “PR-16” on page 206 and page 262 “EDF-10” on page 209 and page 272

CHAPTER 4. MASTER PLAN

131

Infill Mixed-Use Housing (H-2, W-3) Infill Mixed-Use Housing

Strategic infill of diverse housing options within close proximity to the employment cluster are proposed in both the Hutton and the Westside, fostering a balanced and dynamic urban environment. This approach integrates residential development with office, retail, and community spaces to create a more cohesive and vibrant district. By introducing residential in these districts, residents can live and work within the same area, reducing commute times and enhancing the overall quality of life. This synergy of uses promotes economic sustainability and activity throughout the day and evening, supporting local businesses and creating a more engaged community. Furthermore, integrating housing into the employment cluster will generate a sense of place and identity, encouraging walkability and a humanscale urban fabric that can adapt to future growth.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER Private Development

IMPLEMENTATION STRATEGIES •

Update the zoning to allow for a greater mix of uses, including residential, commercial, office, and live-work spaces. Flexible zoning can encourage developers to create projects that blend retail with residential units. Similar zoning updates across the country include Atlanta’s I-MIX, Denver’s I-MX, Charlotte’s Innovation Mixed-Use, and Portland’s Central Employment zoning districts.

•

Implement form-based zoning codes that focus on the physical form of buildings, streetscapes, and public spaces, rather than rigid land use categories. This ensures that new developments maintain the urban character of adjacent Downtown areas while encouraging a mix of uses.

•

Provide additional density, reduced fees, or streamlined approvals for projects that incorporate live-work units. These units can attract entrepreneurs, artists, or small business owners who prefer to live and work in the same space.

•

Require a high degree of transparency (large windows and glass doors) on the ground floor to ensure that retail spaces and live-work units are inviting and visually connected to the street.

132

DOWNTOWN CARROLLTON MASTER PLAN

Regional Destination Mountain Bike Course (H-3) Urban Mountain Bike Course

PHASING PRIORITY

Nature/Event Center

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES

A major catalyst for the success and future growth of Downtown Carrollton is the development of a regional outdoor open space destination in the Hutton area, anchored by a transformative mountain bike course or similar active outdoor amenity. This high-impact project is envisioned to weave through the flood zone, creatively traversing Hutton Branch and making use of the highway column underpass area to create a unique, multi-level riding experience. Designed to appeal to a wide range of skill levels, the course will turn underutilized space into a vibrant recreational hub, establishing Downtown Carrollton as a premier destination for outdoor enthusiasts across the region.

community engagement. By seamlessly integrating nature with urban infrastructure, this destination will attract a diverse mix of visitors while providing a dynamic space for residents to connect and thrive. More than just a recreational amenity, this project positions Downtown Carrollton as a leader in innovative urban design, fostering a deeper connection between people and their environment. It will redefine how public spaces are used, promoting active lifestyles, supporting local businesses, and driving economic growth, all while creating a signature attraction that cannot be found anywhere else in the region.

•

Approach land owner of detention basin to acquire property.

•

Approach TxDOT to obtain joint-use permit for use of the roadway understructure land.

•

As part of the City’s CIP, undertake a design and construction program to create a regional mountain bike course on the property identified in the master plan.

•

Solicit requests for proposals from concessioners to operate the facility, with funding coming through TIRZ funds (or PID).

•

Create linkages between parcels along the Hutton Branch Greenway.

•

Explore sponge park design technique to mitigate periodic flooding impacts on operations.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “BE-9” on page 195 and page 223 “BE-15” on page 197 and page 229 “BE-17” on page 197 and page 231 “PR-4” on page 202 and page 250 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-4” on page 208 and page 266 “EDF-6” on page 208 and page 268

At the heart of the mountain bike course, a trailhead and nature-focused event center will serve as the project’s focal point. This center could offer educational programs on local ecology, feature bike rentals, and provide community event spaces, reinforcing the area’s commitment to environmental stewardship and CHAPTER 4. MASTER PLAN

133

High-Rise Residential at Silver Line (H-5) Upscale Residential High-Rise

At the intersection of the DART Green and Silver Lines, a new upscale residential high-rise is envisioned as a striking addition to the Downtown skyline, visible from IH-35E. This development would blend modern architectural design with luxury living, offering sweeping views of the city and convenient access to transit, making it a premier location for urban dwellers. Its prominent position at the gateway to Downtown would create a visual landmark, contributing to the area’s growing identity as a vibrant and connected urban center. With ground-floor retail and dining, rooftop amenities, and thoughtfully designed green spaces, the high-rise would not only enhance the skyline but also activate the streetscape, offering a dynamic blend of residential, commercial, and public spaces that attract both residents and visitors alike. Mitigate rail adjacencies with dense native vegetation to complement the residential proximity.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER

Private Development

IMPLEMENTATION STRATEGIES •

Fast-track permitting and approvals for projects that meet TOD guidelines, especially those that align with the city’s vision for high-density, transit-adjacent housing. A streamlined process can reduce development timelines and increase developer interest.

•

Engage with the development community to communicate the City’s vision for transit-adjacent high-rise development and the incentives available. Hosting workshops, meetings, and information sessions with developers can increase interest and encourage private investment.

•

Design facilities to engage and activate the Hutton Branch Greenway improvements and public-private partnership oversight.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “PR-2” on page 202 and page 248 “PR-7” on page 203 and page 253 “PR-10” on page 204 and page 256 “EDF-10” on page 209 and page 272

134

DOWNTOWN CARROLLTON MASTER PLAN

Hutton Branch Greenway (H-6, S-7) Hutton Branch Greenway Trails

PHASING PRIORITY

Long-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES

Hutton Branch is envisioned to become a valuable open space asset for the City, transforming the area into a greenway featuring grade-separated trails on one or both sides, lighting, and themed bridge signage enhancements that tie into the district’s identity. Mixed-use developments along the Hutton Branch Greenway are encouraged to include food and beverage establishments with outdoor seating that overlooks this new community asset, fostering a vibrant, social atmosphere along the trail. The proposed trails are also recommended to seamlessly connect with the broader existing and planned trail network in Carrollton, promoting accessibility and walkability. In addition, opportunities for integrating public art, pocket parks, and event spaces along the greenway can further activate the area, creating a dynamic and multi-functional public space for residents and visitors alike. The Hutton Branch Greenway has the potential to become a key recreational and social hub, offering a scenic and accessible route through the heart of the City. CHAPTER 4. MASTER PLAN

•

Break the project into phases, prioritizing high-impact areas like those adjacent to new or planned mixed-use developments. Begin with sections where trail connectivity or community interest is highest, and incrementally expand the greenway over time.

•

Pursue various funding sources, including federal, state, and local grants focused on green infrastructure, parks, and trail development. Explore opportunities for public-private partnerships and donations for specific elements, such as bridges, public art, or pocket parks along the greenway.

•

Invest in high-quality, durable trail infrastructure with grade-separated crossings to ensure safety and accessibility. Enhance the experience with themed signage and lighting that reflects the character of the area and contributes to a sense of place.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-4” on page 193 and page 218 “BE-6” on page 194 and page 220 “BE-9” on page 195 and page 223 “OP-5” on page 201 and page 243 “PR-13” on page 205 and page 259 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-4” on page 208 and page 266 “EDF-8” on page 209 and page 270

135

The Westside

e Rd Belt Lin

St.

4th

St.

S ain

Elm

yS wa

ad Bro

The Westside character zone is generally bound by Crosby on the south, Main Street on the west, Belt Line Road on the north, and IH-35E on the east. The Westside is envisioned to be a mixed-use residential and office district with right-sized logistics facilities and artist spaces, connecting the district back to the Downtown core via Main Street and 4th Street under IH-35E. An additional linkage from the Westside to the greater Study Area is proposed to swing northward from Main Street and cross Belt Line Road into the Hutton character zone. This northward connection will not only facilitate movement between key development areas but also encourage synergy between the creative industries, residential life, and logistics operations. Through the inclusion of pedestrian-friendly streetscapes, public art, and flexible urban spaces, the Westside is designed to foster a vibrant community atmosphere while providing essential infrastructure for local businesses and cultural enterprises. Priority projects within The Settlement include:

• Priority Project: Mixed-use employment campus W1 (page 137)

• IH-35E underpass art installations (page 99) W2 • Infill mixed-use housing (page 132) W3

• Priority Project: Roadway Connections (page 138) W4 IH

-35

• Market-sized logistics facility (page 131) W5 • Artist spaces (page 139) W6 • Gateway enhancements (page 114) W7

LEGEND Study Area Boundary Existing Buildings Multi-Family Artist Studios Office Logistics Parking Garage

136

• IH-35E Buffering (page 120) W8 W5

• Neighborhood Pocket Park (page 126) W9

Crosby Ave.

Scale: N.T.S.

DOWNTOWN CARROLLTON MASTER PLAN

Mixed-Use Employment Campus (W-1) Mixed-Use Employment Campus

PHASING PRIORITY

Mid-term priority

IMPLEMENTER Private Development

IMPLEMENTATION STRATEGIES •

This would not occur until the Core District is completed and operating at full intensity

•

Approach land owners to broker agreement to sell their parcels to a larger office and mixed-use developer

•

Consider acquiring this property for future economic development potential.

Depending on the market for office space, a mixed-use employment campus is proposed south of Belt Line Road and west of IH-35E. The campus should be designed to leverage its IH-35E frontage, serving as a catalyst for economic growth and connectivity within the larger community while incorporating sustainability features that enhance its long-term viability. By combining office, retail, artist studios, and commercial spaces, the campus will attract a diverse range of businesses and industries, creating new job opportunities and increasing local investment. The strategic placement of buildings along IH-35E will enhance visibility and accessibility, drawing in regional employers and helping to establish the campus as a prominent economic hub. However, if market conditions for office space do not recover as expected, the site should allow for flexibility to incorporate multi-family housing and supporting services such as shops, restaurants, and community amenities. This adaptability ensures that the development can respond to evolving economic conditions while still achieving its role as a center for activity and growth. Thoughtful integration with the adjacent districts and amenities, as well as proximity to the trail system, will facilitate stronger links between the workforce and surrounding residential areas. By fostering a live-work-play environment, the campus can support local businesses, reduce commute times, and create a vibrant, sustainable community. CHAPTER 4. MASTER PLAN

137

Roadway Connections (C-18, S-9, H-8, W-4) Roadway Connections

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

As part of the City’s CIP, design and construct the Main / 4th street loop.

•

Rename Upfield Drive to Main Street.

•

When office development shows immediate potential, if feasible, approach DART regarding a new north/south connection across Belt Line.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-9” on page 195 and page 223 “BE-21” on page 198 and page 235 “PR-11” on page 204 and page 257

4th Street and Main Street are proposed to connect on the west side of IH-35E, creating a circular loop around the IH-35E underpass park. A new road is proposed to extend from Main Street and turn north to connect into Belt Line Road, creating additional access into the Westside District from Belt Line Road. This new connection places an emphasis on Main Street and 4th Street as “lifelines” into Downtown. To reinforce the significance of this new corridor, a gateway feature is proposed at the intersection of Belt Line Road and the new road, establishing a welcoming entrance that signals arrival and adds to the area’s sense of place. This gateway could include landscaping, public art, and signage that reflect the unique character and identity of the Westside and Hutton districts, making it an iconic marker that draws visitors and anchors the community. 138

Additionally, a roadway connection is proposed from Denton Drive to the planned fishing pier, improving accessibility to this key amenity and integrating it seamlessly into the district. Another roadway connection is planned in The Hutton, linking Crescent Drive and extending College Avenue to Luna Road, further enhancing connectivity and creating new development opportunities in the area. To unify the east and west sides of IH-35E, the renaming of Upfield Drive to Main Street is recommended, creating a cohesive streetscape and enhancing the perception of Downtown as a single, connected entity. This cohesive naming strategy will not only clarify routes but also contribute to a more intuitive and pedestrian-friendly environment that encourages exploration and engagement across the districts. DOWNTOWN CARROLLTON MASTER PLAN

Artist Spaces (W-6) Artist Spaces

A dynamic arts and cultural destination where local artists can both produce and showcase their work in an engaging and accessible environment is proposed along IH-35E in the Westside District. This proposed arts hub would include a variety of studio spaces for visual artists, sculptors, and craftsmen, along with galleries, performance venues, and flexible spaces for workshops and events. By integrating public and private experiences, the arts center would provide opportunities for visitors to observe artists at work, participate in interactive demonstrations, and purchase unique pieces directly from the creators. This model fosters a vibrant creative community that supports local talent and serves as a cultural anchor, drawing residents and tourists alike. Beyond its artistic and cultural value, the center would function as an economic driver, attracting complementary businesses such as cafes, boutiques, and art supply stores, while also providing rental income through studio leases and event hosting. With its potential to become a landmark destination, the arts hub would establish the area as a regional center for creativity, collaboration, and community engagement, contributing to the overall vitality and appeal of the district.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Amend zoning codes to allow for cultural, commercial, and mixed-use development in the selected location. Ensure the area is zoned for arts and cultural activities, and adjust any restrictions to permit art studios, galleries, and retail activities within the facility.

•

Launch a capital campaign to fund the construction, targeting local arts patrons, philanthropists, and foundations. Apply for grants from the National Endowment for the Arts (NEA), local cultural foundations, or state arts councils to support the design and construction of the facility.

•

Host an architectural design competition to engage local architects or firms with a reputation for designing innovative cultural spaces. The competition could focus on creating an eco-friendly, multi-functional building that reflects the local community’s culture and artistic aspirations.

•

Create a residency program where artists can work in the space for a fixed term, with public engagement opportunities such as open studios, workshops, or lectures. This keeps the space dynamic and fosters ongoing interaction between artists and the community.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “PR-4” on page 202 and page 250 “PR-8” on page 203 and page 254 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-4” on page 208 and page 266 “EDF-8” on page 209 and page 270

CHAPTER 4. MASTER PLAN

139

The Gateway S Perry

Clint St.

Erie St.

Josey Ln.

Walnut Ave.

G2 G3 G1

G2 G3

G1 G3

G5 Highland Dr.

Larner St.

Maryland St.

Myers St.

Francis St.

Belt Line Rd.

LEGEND Study Area Boundary Existing Buildings Townhome Retail Office N Scale: N.T.S.

The Gateway character zone is generally bound by the alleys on the north and south sides of Belt Line Road, Joesy Lane on the east, and Myers Street on the west. The Gateway character zone is intended to enhance the pedestrian experience arriving into Downtown, creating a welcoming and walkable environment. A mix of housing and small-scale commercial developments is proposed to line Belt Line Road, offering a variety of local shops, cafes, and residential spaces that blend seamlessly into the existing urban fabric. DeWitt Perry Middle School acts as a key anchor within the Gateway, and pedestrian amenities should prioritize the safety of students crossing Belt Line Road, incorporating features such as enhanced crosswalks, traffic-calming measures, and ample lighting. The Gateway’s role as a transitional zone between the more active Downtown core and surrounding neighborhoods ensures that it supports both daily activity and long-term vibrancy, establishing it as a 140

crucial part of the city’s fabric. Belt Line Road serves as Carrollton’s defacto Main Street, setting an image for the City and the Downtown Core neighborhood. To achieve optimal development, it is essential that streetscape enhancements, traffic calming, safe pedestrian crossings and reconfigured pedestrian ways be evaluated and implemented. This, in turn, should be accomplished with an integral redevelopment strategy as a complimentary catalyst for investment in adjacent neighborhoods linked to Downtown.

Priority projects within The Settlement include: G1 • Priority Project: Belt Line Road streetscape

improvements (page 141) G2 • Priority Project: Infill small business headquarters

(page 148) • Priority Project: Conversion of homes to commercial G3 spaces (page 149)

• Teacher housing (page 152) G4 • Urban townhome developments (page 110) G5 G6 • Signature gateway element and patio dining

(page 154) G7 • Belt Line Road Crossings (page 117)

DOWNTOWN CARROLLTON MASTER PLAN

Belt Line Road Streetscape Improvements (G-1) A comprehensive streetscape and landscape improvement strategy along the Belt Line Road is recommended to create a cohesive identity and visually unite the properties through the reworking of the street cross section. By reimagining the street design and potentially removing the existing median, additional space can be allocated for expanded landscape zones, wider sidewalks, and enhanced streetscape features in front of the properties. This reconfiguration would provide opportunities to introduce lush planting beds,

street trees, and pedestrian amenities such as seating, lighting, and public art, transforming the corridor into an inviting and pedestrian-friendly environment. These enhancements would create a more unified appearance along Belt Line Road, making it a safer and more comfortable space for pedestrians, cyclists, and motorists alike. Additionally, the improved streetscape would contribute to a stronger sense of place, encourage greater foot traffic, and support local businesses by creating an attractive and engaging corridor that serves as both

a connector and a destination within the community. Through this holistic approach, the reworked street section will help reinforce the area’s identity and ensure it functions as a vibrant and interconnected district. This plan proposes several possible street section options for Belt Line Road, however further investigation of Belt Line Road will need to occur before one or another of these preferred cross section(s) is selected and implemented. As this is done, it will be important to further define outcome goals for the corridor.

R.O.W.

R.O.W. Signage Turf

Lot Front Yard Parkway

Existing Right of Way Cross Section

CHAPTER 4. MASTER PLAN

Roadway Sidewalk

Existing Median & Turn Lanes

Roadway

Lot Front Yard Sidewalk

Building

Parkway Note: Illustrations are preliminary, conceptual, and subject to change.

141

Proposed Cross Section Option 1: Within the Existing Right of Way Overhead Power lines Existing R.O.W.

Existing R.O.W.

Street Lights Periodic Trees

Signage

Turf & Concrete Pavers

Existing R.O.W. Sidewalk

Parkway

This cross section uses the existing Right of Way, but removes a traffic lane in each direction and allocates that land to wider sidewalks and parkways. The sidewalks and parkways are flipped from the existing condition to protect the pedestrians from the vehicular traffic. It is recommended that the parkways and sidewalks be a minimum of six feet each. Additional space could be obtained for the pedestrian realm by reducing the vehicular travel lands from 12 feet to 11 feet. Ideal Dimensions Travel Lanes: 11’-12’ Parkway: 5.5’-6.5’ Sidewalk: 6’-10’

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Roadway

Existing Median & Turn Lanes

Roadway

OPTION 1 PROS:

Parkway

Sidewalk

Note: Illustrations are preliminary, conceptual, and subject to change.

OPTION 1 CONS:

• One less lane each way calms traffic speeds

• Would require an additional traffic study with traffic signal and speed limit optimization

• Shifts widened sidewalk back from curblines

• Limited utility space for tree planting

• Reduces north-south crosswalk lengths

• Unsightly overhead utilities remain

• Compliments urban redevelopment

• Overhead utilities limit tree size and form

• Sidewalk is generously sized to allow for a high level of pedestrian comfort

• Sightlines limit landscaping

• Works within existing Right of Way

• Thin landscape edge and buffer effect

DOWNTOWN CARROLLTON MASTER PLAN

Proposed Cross Section Option 2: Road Diet with Bike Lane

Proposed Trees

Proposed R.O.W.

Periodic Trees

Existing R.O.W.

Proposed R.O.W.

Street Lights

Turf & Concrete Pavers Understory Landscape & Parking Beyond Existing R.O.W. Parkway

Sidewalk

Parkway

Bike Lane

This cross section option reduces the number of vehicle travel lanes from six to four and allocates the gained land to on-street bike lanes, parkways with parallel parking, and sidewalks. To ensure adequate space for the sidewalks, additional Right-of-Way is needed. To further add to the pedestrian realm, a second parkway is proposed to sandwich the sidewalks. This creates a lush, and safe pedestrian environment. Utilities in this option would need to be relocated to the alleys. Ideal curbside buffered bike lanes are recommended to be approximately six feet for the bike lane and three feet for the buffer. Ideal Dimensions Travel Lanes: 11’-12’ Curbside Bike Lanes: 6’ Bike Lane Buffers: 3’ Parkway with Parallel Parking: 8’ Sidewalk: 6’-10’ Parkway: 5.5’-6.5’ CHAPTER 4. MASTER PLAN

Roadway

Existing Median & Turn Lanes

Roadway

OPTION 2 PROS:

Bike Parkway Sidewalk Parkway Lane Note: Illustrations are preliminary, conceptual, and subject to change.

OPTION 2 CONS:

• One less lane each way calms traffic

• Potential cut-through traffic in the neighborhood

• Shifts widened sidewalks back from curblines • Reduces north-south crosswalk lengths

• Would require an additional traffic study with traffic signal and speed limit optimization

• On-street bike lane provides east-west mobility

• Sightlines limit landscaping

• Parallel parking option compliments proposed retail and food & beverage land uses

• Requires Right of Way acquisition or easement through properties

• Removes unsightly overhead utilities

• Right of Way width inconsistency in commercial

• Landscape width give the opportunity for utilities to be buried and allows large shade trees that are both functional and aesthetic to grow without disturbing utility lines • Dual layer landscape in scale with corridor • Compliments urban redevelopment • Sidewalk is generously sized to allow for a high level of pedestrian comfort

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Proposed Cross Section Option 3: Road Diet with Side Path

Proposed Trees

Proposed R.O.W.

Periodic Trees

Existing R.O.W.

Proposed R.O.W.

Street Lights

Turf & Concrete Pavers Understory Landscape & Parking Beyond Existing R.O.W. Parkway

Sidewalk

Parkway

This cross section is similar to cross section Option 3 with reduced travel lanes, however instead of curbside buffered bike lanes, the sidewalk becomes a wider shared use path. Additional Right-of-Way would need to be added to the existing Right-of-Way to add the external pathways for the double row of trees along the sidewalks. Utilities would also need to be relocated for this option. Ideal Dimensions Travel Lanes: 11’-12’ Parkway with Parallel Parking: 8’ Sidewalk: 10’-12’ Parkway: 5.5’-6.5’

Roadway

Existing Median & Turn Lanes

Roadway

OPTION 3 PROS:

Parkway

Sidewalk

Parkway

Note: Illustrations are preliminary, conceptual, and subject to change.

OPTION 3 CONS:

• Shifts widened sidewalks back from curblines

• Would require an additional traffic study with traffic signal and speed limit optimization

• Reduces north-south crosswalk lengths

• Side path traffic conflicts

• Multi-use side path limits Right of Way take

• Sightlines limit landscaping

• Parallel parking option compliments land use

• Requires Right of Way acquisition or easement through properties

• One less lane each way calms traffic

• Removes unsightly overhead utilities • Landscape width give the opportunity for utilities to be buried and allows large shade trees that are both functional and aesthetic to grow without disturbing utility lines

• Right of Way width inconsistency in commercial

• Dual layer landscape in scale with corridor • Compliments urban redevelopment • Sidewalk is generously sized to allow for a high level of pedestrian comfort

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DOWNTOWN CARROLLTON MASTER PLAN

Proposed Cross Section Option 4: Existing Main-lanes

Proposed Trees

Proposed R.O.W.

Periodic Trees

Existing R.O.W.

Proposed R.O.W.

Street Lights

Understory Landscape

Existing R.O.W. Sidewalk

Parkway

Option 4 Cross Section maintains the three travel lanes in each direction but requires additional Right-of-Way to add in widened sidewalks and tree-lined parkways. This option requires utilities to be relocated to the alleys. To calm traffic, the City could reduce the vehicular travel lanes from 12 feet to 11 feet. The extra six feet can be allocated to the parkways and/or sidewalks, reducing the amount of additional Right-of-Way the City would need to add.

Roadway

Existing Median & Turn Lanes

Roadway

OPTION 4 PROS:

Parkway

Sidewalk

Note: Illustrations are preliminary, conceptual, and subject to change.

OPTION 4 CONS:

• Retains three roadway lanes each side

• Roadway dominates over development

• Shifts widened sidewalks back from curblines

• Excessive north-south crosswalk lengths

• Removes unsightly overhead utilities

• Thin landscape edge and buffer effect

• Adds median understory landscape

• Sightlines limit front row landscaping

• Sidewalk is generously sized to allow for a high level of pedestrian comfort

• Requires Right of Way acquisition • Right of Way Inconsistency in commercial

Ideal Dimensions Travel Lanes: 11’-12’ Parkway: 5.5’-6.5’ Sidewalk: 6’-10’

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Proposed Cross Section Option 5: Reduced Main-lanes with Bike Lanes

Proposed Trees

Proposed R.O.W.

Periodic Trees

Existing R.O.W.

Proposed R.O.W.

Street Lights

Understory Landscape

Turf & Concrete Pavers

Existing R.O.W. Parkway

Parkway Sidewalk

Bike Lane

This cross section is similar to the Option 4 cross section in that it maintains 6 lanes of travel, however buffered curbside bike lines and a second parkway on the outer edge of the sidewalk is proposed to enhance the multimodal experience. The utilities are recommended to be relocated to the alley in this option. The City would need to add additional Right of Way for this cross section, however to help calm traffic and reduce the total amount Right-of Way needed to be added, vehicular travel lanes can reduce from 12 feet to 11 feet.

Roadway

Existing Median & Turn Lanes

Bike Parkway Sidewalk Parkway Lane Note: Illustrations are preliminary, conceptual, and subject to change.

Roadway

OPTION 5 PROS:

OPTION 5 CONS:

• Retains three roadway lanes each side

• Roadway dominates over development

• Potential traffic speed reduction

• Excessive north-south crosswalk lengths

• Shifts widened sidewalks back from curblines

• Sightlines limit front row landscaping

• On-street bike lane provides east-west mobility

• Requires Right of Way acquisition

• Parallel parking option compliments land use

• Right of Way Inconsistency in commercial

• Removes unsightly overhead utilities • Landscape width affords utility flexibility • Dual layer landscape in scale with corridor

Ideal Dimensions Travel Lanes: 11’-12’ Curbside Bike Lanes: 6’ Bike Lane Buffers: 3’ Sidewalk: 6’-10’ Parkway: 5.5’-6.5’

146

• Sidewalk is generously sized to allow for a high level of pedestrian comfort

DOWNTOWN CARROLLTON MASTER PLAN

Potential Traffic Calming Strategies for Belt Line Road PHASING PRIORITY

To enhance the pedestrian experience, improve safety, and reduce vehicle speeds, the following traffic-calming measures could be implemented on Belt Line Road: • Reduce lane width from twelve feet to ten or eleven feet.

Short-term priority

• Reduce the number of lanes from 6 to 4 lanes, possibly a combination of both.

IMPLEMENTER

• Add a landscaped parkway with trees between the curb and sidewalk, possibly outbound as well.

City of Carrollton

• Evaluate on-street parking or parallel parking pockets. • Reduce speed limits. • Provide safe pedestrian crossings, especially at the school zone. • Significantly widen pedestrian crosswalks delineated with high-contrast pavements. • Add rumble strips in advance of pedestrian crossings. • Install improved illumination of roadway and pedestrian ways. • Reduce pedestrian crossing lengths with bulb-out islands. • Design intersections in a plaza-like manner to emphasize pedestrian zones. • Improve safety signage, signalization and video monitoring.

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IMPLEMENTATION STRATEGIES •

Once interest is being generated, position the corridor for improvements through the City’s CIP, with particular emphasis on achieving the street sections identified in the master plan..

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-3” on page 193 and page 217 “BE-5” on page 194 and page 219 “BE-8” on page 194 and page 222 “BE-9” on page 195 and page 223 “BE-21” on page 198 and page 235 “PR-1” on page 202 and page 247 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262

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Infill Small Business Headquarters (G-2) Infill Small Business Headquarters

The Master Plan aims to transform Belt Line Road into a thriving hub by encouraging infill of small business headquarters and establishing the area as a premier address for entrepreneurship and innovation. By promoting the corridor as a strategic location for business growth, the City should seek to attract a diverse mix of start-ups, professional firms, and creative enterprises. To support this vision, the corridor should offer access to special incentives such as tax abatements, grants, and reduced permitting fees, making it an attractive option for businesses looking to establish a presence in a dynamic and growing community. Additionally, the development of high-quality office spaces, co-working environments, and flexible-use buildings will cater to the unique needs of small businesses, providing the infrastructure and amenities necessary for long-term success. As the corridor evolves into a small business hub, it will generate new employment opportunities, stimulate economic activity, and enhance the overall vibrancy of the area, reinforcing its identity as a key economic driver and preferred business address within Carrollton.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton Private Development

IMPLEMENTATION STRATEGIES •

Hold discussions with insurance providers to investigate the establishment of a common insurance pool zone for downtown at large, with the goal of allowing small businesses to buy into group policies for all types of insurance rather than buying more expensive single entity policies. With this pathway to group policy determined, hold meetings with all property owners in the downtown zone to explore levels of interest, and broker this discussion with insurance providers accordingly. Market this concept through EDC and Chamber literature.

•

Research comparable corridors such as West Lovers Lane and Henderson Avenue in Dallas to determine the type of owners / tenants / developers that successfully converted these former residential corridors into mixed-use small-business focused districts, and compare to similar companies that exist in the City and trade area. Hold discussions with such sponsors to communicate the vision, insurance program potential, and other incentive tools available all to see if they have interest in relocating to this corridor.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “PR-6” on page 203 and page 252 “PR-9” on page 204 and page 255 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-10” on page 209 and page 272

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DOWNTOWN CARROLLTON MASTER PLAN

Conversion of Houses to Commercial Spaces (G-3) Conversion of Houses to Commercial Spaces

CHAPTER 4. MASTER PLAN

Adaptive reuse of existing homes into commercial spaces is proposed along Belt Line Road, provided that building and landscape enhancements, as well as signage, are thoughtfully designed to be engaging and visually appealing. Tying into the zoning strategies in PD-169 for this corridor, this approach respects the character and scale of the surrounding area while fostering economic development by creating opportunities for small businesses, boutique shops, and professional offices. Establishing aesthetic standards for these repurposed structures will be essential to ensure a cohesive and high-quality appearance throughout the Gateway District, setting clear guidelines for facade treatments, materials, colors, and landscaping that reflect the district’s vision. These standards will help unify the corridor’s visual identity, encouraging property owners to make investments that contribute to the overall appeal and value of the area. By maintaining the architectural integrity of these structures and incorporating inviting features such as upgraded facades, lush landscaping, and attractive signage, the converted spaces can seamlessly blend into the neighborhood fabric. This strategy will activate the area with new uses and activity, creating a vibrant and eclectic district that balances the residential character with modern commercial vitality.

PHASING PRIORITY

Short-term priority

IMPLEMENTER City of Carrollton

IMPLEMENTATION STRATEGIES •

Ensure existing zoning allows for the conversion of existing homes into commercial uses, and explore an overlay district that focuses on joint parking and landscaping, building materials, and massing approaches.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “PR-6” on page 203 and page 252 “PR-16” on page 206 and page 262 “EDF-10” on page 209 and page 272

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Case Study: Lovers Lane House to Commercial Conversion Lovers Lane between Menier Street and Bluffview Boulevard has seen a transformation, with many residential structures being converted into small-scale commercial establishments. This shift has not only changed the visual character of the area but also created a more dynamic, mixed-use environment. The former homes, now adapted into offices, boutique shops, and local eateries, maintain the charm of the original neighborhood while fostering a sense of community-driven commerce. This transition has allowed the area to retain its residential feel, even as it grows into a bustling local business hub, blending convenience and accessibility for both residents and visitors alike. Lessons for the Gateway • Facade aesthetics for the house-to-commercial conversion should be well-maintained. • Signage on businesses should be legible and shall comply with the City’s Signage Guidelines. • The outer drive lanes are allowed for on-street parking during non-peak traffic hours.

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DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Bishop Arts District The Bishop Arts District in Dallas has undergone a remarkable transformation, evolving from a relatively quiet neighborhood into a bustling and vibrant cultural hub. One of the key factors driving this growth has been the district’s ability to maintain its historic character and charm while adapting to changing times. Adding to the charm, many of the historic homes in the area have been repurposed into shops, restaurants, and art galleries, adding to the district’s eclectic and unique character. This adaptive reuse of historic buildings has helped preserve the area’s heritage while fostering economic growth and vitality. However, as the area has grown in popularity, parking has become increasingly scarce, leading to congestion and frustration among visitors. To address this issue, the district has implemented various parking management strategies, such as shared parking agreements with neighboring businesses and the development of additional parking lots. Despite its rapid growth and development, the Bishop Arts District has managed to maintain its historic charm. The district’s architecture, characterized by its early 20th-century buildings and brick storefronts, has been carefully preserved and restored. This commitment to preserving the area’s historic character has helped the Bishop Arts District retain its sense of place and authenticity, distinguishing it from other commercial areas in the Metroplex. Lessons for Downtown Carrollton • Adaptive reuse of homes into businesses has been a key factor in the Bishop Arts District’s revitalization. Strategically implementing this strategy along Belt Line Road will help drive energy to the Downtown area and create a gateway into the Historic Square. • Maintaining a balance between growth and historic preservation is essential. Honoring Carrollton’s history while embracing new development that enhances the Downtown area character is vital to success.

CHAPTER 4. MASTER PLAN

151

Teacher Housing (G-4) Teacher Housing

The property directly east of DeWitt Perry Middle School provides an opportunity to explore the potential a multi-family development focused on teacher housing, providing a unique opportunity to support educators while addressing community housing needs. By introducing residential units tailored specifically for teachers, the project would create an affordable and convenient living option, helping to attract and retain quality educators. The addition of housing adjacent to the school would not only offer proximity to work but also foster a stronger sense of community by integrating educators more closely into the neighborhood they serve. Thoughtful site planning and design would ensure that the residential development complements the existing school facilities, utilizing shared amenities and maintaining an appropriate scale and character. This innovative approach to workforce housing could serve as a model for other school districts, demonstrating how underutilized land can be reimagined to meet both educational and community objectives.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER Public-Private Partnership

IMPLEMENTATION STRATEGIES •

Explore partnerships with private developers or nonprofit organizations specializing in affordable housing. These partnerships can provide the necessary expertise and funding to develop teacher housing on school property.

•

Offer tax breaks or incentives for developers who build teacher housing, or for the school district if they retain ownership of the land and property. This can make the project more financially viable.

•

Implement a system to monitor the success of the housing development, including occupancy rates, tenant satisfaction, and its impact on teacher retention. Use this data to make informed adjustments to the project or future housing initiatives.

•

Consider developing a comprehensive report documenting the planning, funding, design, and operational strategies used for the teacher housing project. Share this report with other school districts in the area as a resource for their own housing initiatives.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “PR-16” on page 206 and page 262 “EDF-1” on page 207 and page 263 “EDF-2” on page 207 and page 264 “EDF-10” on page 209 and page 272

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DOWNTOWN CARROLLTON MASTER PLAN

Case Study: Casa del Maestro Teacher Housing in Santa Clara, CA Casa del Maestro (“House of the Teacher”) is an innovative teacher housing development in Santa Clara, California, designed to provide affordable housing options for local teachers in the Santa Clara Unified School District (SCUSD). The project was developed in response to rising housing costs in the Bay Area, which made it increasingly difficult for teachers to afford to live near the schools where they worked. Casa del Maestro was developed using district-owned land, reducing acquisition costs and making the project financially feasible. To fund construction, the Santa Clara Unified School District issued certificates of participation (COPs), a financing mechanism that allowed them to raise capital without voter approval. The development consists of 70 rental units designed for early-career teachers, offering one- and two-bedroom apartments at below-market-rate rents (50-60% of market rate). The district retains ownership of the property and manages leasing, with teachers eligible to rent for up to seven years, giving them time to save for homeownership or transition into the local market. The project also includes shared amenities, such as a community center and green spaces, fostering a supportive living environment. Other school districts across the country have also recognized the importance of providing affordable housing for educators. These efforts are part of a growing trend of school districts utilizing creative financing, public-private partnerships, and district-owned land to provide housing options for their workforce. Such initiatives are becoming essential tools for attracting and retaining talent in areas with high housing costs. Lessons for Downtown Carrollton

Jefferson Union High School DIstrict - Daly City, CA

Casa del Maestro - Santa Clara, CA

• The school district can leverage underutilized land to create affordable housing solutions without major land costs. • Using certificates of participation or similar financing mechanisms can allow CarrolltonFarmers Branch ISD to fund housing without requiring voter-approved bond measures. • Setting a maximum rental period ensures units remain available for new teachers rather than becoming permanent housing. • Rezoning or policy adjustments have allowed for higher-density housing on school district land, enabling the district to maximize available space and serve more educators.

Shirley Chisholm Village - San Francisco, CA

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153

Signature Gateway Element and Patio Dining (G-6) Gateway Feature Patio Restaurant

Signature gateway features are proposed to flank Belt Line Road on the west side of Josey Lane to mark the entry into the Gateway corridor, establishing it as a distinctive and non-conventional commercial area. These features would serve not only as visual landmarks but also as focal points for community engagement. The inclusion of small restaurants that leverage the adjacent green spaces, would enhance the area’s appeal and provide a solid return on investment for the Cityowned land. These restaurants could create inviting environments where families can enjoy meals while allowing dogs to play and kids to explore, fostering a vibrant community atmosphere. By establishing these community destinations, the Gateway corridor would become a lively gathering place that encourages social interaction and outdoor enjoyment, ultimately enriching the overall experience for residents and visitors alike.

PHASING PRIORITY

Mid-term priority

IMPLEMENTER Private Development City of Carrollton

IMPLEMENTATION STRATEGIES •

Develop a design concept for the signature gateway that incorporates distinctive features such as landscaping, signage, art installations, and seating areas. Ensure the design reflects the Gateway district’s branding and encourages a welcoming atmosphere.

•

Offer tax breaks or reduced fees for businesses that develop outdoor spaces catering to families and pet owners. This can encourage investment in the entryway area.

•

Actively seek out potential food and beverage tenants that align with the district’s branding and family-friendly goals.

•

Invest in landscaping to enhance the aesthetics of the entryway. Use native plants, trees, and flowers to create a welcoming and sustainable environment.

•

Integrate public art that reflect the Gateway district’s identity and values. Collaborate with local artists to create engaging installations that draw attention to the entryway.

IMPLEMENTATION CROSS-REFERENCES “BE-1” on page 193 and page 215 “BE-6” on page 194 and page 220 “BE-23” on page 199 and page 237 “PR-6” on page 203 and page 252 “PR-8” on page 203 and page 254 “PR-11” on page 204 and page 257 “PR-15” on page 206 and page 247 “PR-16” on page 206 and page 262 “EDF-4” on page 208 and page 266 “EDF-8” on page 209 and page 270 “EDF-10” on page 209 and page 272

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DOWNTOWN CARROLLTON MASTER PLAN

Proposed Transportation Network The proposed transportation network for the master plan aims to create a balanced, multi-modal system that prioritizes connectivity, safety, and accessibility for all users. The network includes a series of roadway improvements, possible road diet strategies for Belt Line Road, enhancements to the freight network, and the addition of proposed bike lanes in key locations to strengthen the bicycle and pedestrian infrastructure throughout the Study Area. These improvements are designed to support the City’s vision of a more connected and accessible downtown, where residents and visitors have convenient transportation options beyond the private automobile. The plan suggests implementing road diet strategies on Belt Line Road—such as reducing the number of vehicle

CHAPTER 4. MASTER PLAN

lanes and re-allocating that space for bike lanes, wider sidewalks, or green buffers. This will not only calm traffic and improve safety but also support the shift towards alternative modes of transportation. The freight network will be enhanced to accommodate goods movement more efficiently while minimizing conflicts with other road users, ensuring that critical industrial and commercial areas remain well-served.

New and proposed bike lanes are strategically placed in locations that provide direct connections between residential neighborhoods, Downtown’s core, and surrounding commercial districts, promoting cycling as a viable and attractive mode of travel. Similarly, pedestrian networks will be enhanced by filling in sidewalk gaps, improving crosswalks, and adding amenities such as

lighting and street furniture to create a more comfortable and inviting walking environment. By orienting Downtown toward transit, bike, and pedestrian routes, the City signals a shift away from prioritizing vehicular capacity expansions and instead focuses transportation investments on creating a multi-modal network that encourages sustainable and active transportation choices. This approach will not only support the development of a vibrant, livable, and accessible urban core but also contribute to reduced traffic congestion, lower emissions, and an overall improved quality of life for residents and visitors alike.

155

Roadway Network The proposed roadway network aims to enhance connectivity, safety, and accessibility in the Downtown Study Area by introducing several strategic extensions and new roadways. Key changes include extending 4th Street to connect with Main Street on the west side of

IH-35E, and extending Main Street past the 4th Street intersection further west before turning north to connect into Belt Line Road. This new connection will improve access between the core of Downtown and the surrounding areas, providing an alternative route for

drivers and easing congestion along existing corridors. A roundabout is proposed at the intersection of Century Drive and a potential new road leading to the Mountain Bike Course and the associated nature/event space,

Rd. Perry

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156

N Scale: N.T.S.

LEGEND Proposed New or Redesigned Roadways

DOWNTOWN CARROLLTON MASTER PLAN

facilitating smoother traffic flow and reducing the likelihood of accidents. Another roundabout is planned at the Crosby Road and Broadway Street intersection, which will help manage traffic volumes and improve the pedestrian environment. To support new development and provide better access to recreational areas, a new road is proposed to branch off Denton Drive, running parallel to the Railroad lines and turning back down to Perry Avenue. This road will provide direct access to the fishing pond, promoting the area’s outdoor amenities and recreational offerings, while also serving as a potential catalyst for further development along this corridor. The proposed changes to the roadway network will

CHAPTER 4. MASTER PLAN

bring multiple benefits to the Downtown Study Area. First, these new connections will help distribute traffic more evenly, reducing congestion on existing streets and creating a more resilient transportation network. The improved access to the Historic Core and surrounding districts will encourage economic development, attract new businesses, and increase property values as accessibility becomes more efficient and convenient. Enhanced connectivity will also make it easier for visitors and residents to navigate between commercial, cultural, and recreational destinations, strengthening the overall sense of place and community cohesion. Furthermore, incorporating roundabouts at key intersections will improve safety by reducing conflict

points and providing a traffic-calming effect, making the Study Area more pedestrian and bike-friendly. The planned roadways and intersections will also accommodate future growth and support the City’s longterm vision of a more connected, vibrant, and accessible downtown that supports multi-modal transportation options. Overall, the proposed roadway network is a key component of the City’s strategy to enhance mobility, support sustainable development, and create a more livable environment for residents, businesses, and visitors. By thoughtfully expanding the existing road system, the City can unlock the full potential of the Downtown Study Area as a thriving urban center.

157

Shared Access and Parking

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Implementing a paid parking program could provide a dual benefit by offsetting the costs of enforcement and funding future parking improvements. Long-term, the City may want to explore the possibility of consolidated off-street parking solutions, such as constructing a parking garage. This would not only increase overall parking capacity but also free up valuable street space for other uses, such as enhanced pedestrian areas or bike lanes, contributing to a more vibrant and accessible downtown environment.

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program would allow employees to purchase permits to park for the day, ideally in off-street lots. This approach would free up on-street parking spaces for short-term visitors, ensuring higher turnover and availability for customers patronizing local businesses.

The City should also consider enforcing and expanding existing time restrictions on parking to encourage the Spring Ave. use of spaces further away from the Historic Square, which can help alleviate current issues where residents are parking on-street in high-demand areas. Coupling Rosemon Ave. these restrictions with an employee permit parking

Vinylex Dr.

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To better manage parking demand and utilization, the City should consider several strategies, as presented to the Downtown Plan Advisory Committee (DPAC).

One key recommendation is to improve the branding and wayfinding of parking facilities, making it easier for visitors to identify and access available parking options. Additionally, enhancing the pedestrian and bike networks as in the proceeding sections will support alternative modes of transportation, thereby reducing the overall demand for parking. Establishing a mobility hub or designated pick-up and drop-off zones for ridesharing services like Uber and Lyft can further alleviate Northside Dr. pressures by providing convenient access points parking for visitors who choose not to drive.

Rd. Perry

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Based on a study by the North Central Texas Council of Governments (NCTCOG), it appears that existing parking capacity within the Study Area is sufficient to meet current demand. An optimal parking occupancy rate is typically around 85%, which ensures that there is generally at least one parking space available on each block face. The block faces that exceeded this threshold were primarily located adjacent to residential land uses and experienced peak demand well after business hours, suggesting that they were occupied by residents rather than visitors or employees. Meanwhile, the publicly available off-street parking facilities did not exceed 60% Capital Pkwy. occupancy at peak times, indicating that there is ample off-street parking capacity that is underutilized.

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Formalizing Capital Parkway and Crosby Road as designated truck routes will also guide future development along these corridors, ensuring that freight operations are not impeded by competing modes of transportation. This approach aligns with the City’s longterm vision for maintaining and enhancing the viability of its industrial zones, supporting economic development while balancing the needs of freight traffic with other transportation modes.

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While commercial vehicles are generally permitted to use non-truck routes for local deliveries or to access specific destinations that are not reachable via designated truck routes, it is recommended that Capital Parkway and Crosby Road be officially designated as truck routes. This would ensure that freight traffic is prioritized in future planning and infrastructure investment decisions, and that the movement of goods remains efficient. In addition, the design of intersections, entry driveways, and other infrastructure elements along these corridors should consider the specific needs of freight vehicles, such as larger turning radii and sufficient maneuvering space.

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IH-35E and Belt Line Road serve as crucial arteries for freight movement within the City, providing key connections to regional and national markets. These corridors support the efficient flow of goods and materials, which is essential for the continued success and growth of industrial and commercial activities in the area. To further enhance freight accessibility and support Carrollton’s industrial base, freight routes should also be prioritized on Capital Parkway and Crosby Road, both of which are located west of IH-35E and serve existing and proposed industrial uses.

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Bicycle and Hike & Bike Network

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Bike Route at Denton Drive to the planned bike route at Perry Lane would be a bike lane or pathway along Belt Line Road. This route would provide an alternative transportation mode for residents on the east side of Downtown to access the Historic Core and other

Area to the greater region. In addition, the funded Silver Line Trail will contribute to the greater regional bicycle network. This plan also considers additional potential connections beyond what the City and the NCTCOG are currently planning. One option to connect the existing

The proposed bicycle network builds off of the City’s Trails Master Plan and the North Central Texas Council of Governments (NCTCOG) regional plan. As noted in the existing conditions chapter, there are several planned bike paths or lanes that will help connect the Study

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character districts within the Study Area. Additionally, the 4th Street route is proposed to continue on the west side of IH-35E, heading north at the new road, crossing Belt Line Road at a proposed intersection east of Hutton Drive, and connecting into the funded Silver Line Trail and the proposed mountain bike park. Denton Drive and Elm Street, both providing access under Belt Line Road, are primary bike access routes into Downtown. Within Downtown, vehicle speeds should be managed such that streets function similarly to bike boulevards. This would create a network where the level of traffic stress for cyclists remains low without the need for extensive protected bike facilities. To further support bicycle use, strategically placed protected bike parking at the Historic Square is recommended, providing a safe

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and convenient option for cyclists visiting Downtown. By connecting existing, funded, and planned bike routes with the additional proposed routes in this plan, the Study Area will see significant value added in terms of both mobility and community cohesion. These connections not only improve the convenience and safety of bicycle travel but also encourage more residents and visitors to choose biking as a preferred mode of transportation. This, in turn, can help reduce traffic congestion and contribute to a healthier, more sustainable urban environment. A well-integrated bicycle network can stimulate economic development by improving access to local businesses, increasing foot and bike traffic in key commercial and cultural districts, and making the Study

Area more attractive to new residents, visitors, and potential investors. The proposed connections will also enhance the City’s efforts to promote active lifestyles and outdoor recreation, aligning with broader public health goals and the City’s vision for a more connected and livable urban fabric. By offering alternative, safe, and efficient transportation routes, the City can also alleviate the demand on traditional road infrastructure, providing long-term benefits in terms of maintenance and cost savings. This expanded network not only serves as a transportation solution but also strengthens the City’s identity as a forward-thinking, bike-friendly community that prioritizes accessibility, sustainability, and quality of life for its residents.

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Pedestrian Network The master plan envisions a robust, safe, and accessible pedestrian network that prioritizes walkability and seamlessly connects key destinations, neighborhoods, and trail access points. Primary streets within the district will serve as pedestrian-focused corridors, featuring tree-lined streets, pedestrian-scale lighting,

and high-quality materials that enhance both safety and aesthetics. Some of these corridors will provide direct connections to trailheads and greenway systems, integrating the natural landscape with the urban environment to create a continuous, enjoyable walking experience. Crosswalks and intersections should be

designed for maximum safety, with enhanced visibility, traffic calming measures, and accessible ramps. The pedestrian network should also support mixed-use development and public spaces, with ample seating, wayfinding, and shaded areas to improve comfort and encourage people to walk or bike rather than drive.

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Safe Pedestrian Routes A well-connected and safe pedestrian network is a critical component of creating a vibrant and accessible downtown. Prioritizing pedestrian safety and comfort not only encourages walking as a primary mode of transportation but also enhances the overall experience for residents, visitors, and employees. To achieve this,

the City should focus on developing safe and efficient pedestrian routes that connect key destinations such as transit stops, residential neighborhoods, commercial areas, and cultural attractions. As part of the master plan, three primary pedestrian

crossings are proposed along Belt Line Road at Denton Drive, Larner Road, and Perry Road. Denton Drive serves as the primary pedestrian access point into Downtown from the DART station, making it a crucial corridor for those commuting by transit. Ensuring a safe and welcoming crossing at this location will encourage

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greater use of transit options and support multi-modal connectivity. Meanwhile, the crossings at Larner Road and Perry Road are particularly critical for student safety, as they serve DeWitt Perry Middle School and experience heavy pedestrian traffic during school arrival and dismissal times. These three crossings should be prioritized by the City to ensure that both students and transit users have safe and accessible routes across Belt Line Road In addition to the primary pedestrian crossings, the master plan identifies several secondary or future crossing locations along Belt Line Road, including at Maryland Street and Erie Street. These crossings will help connect additional residential areas to the commercial and cultural amenities of Downtown, providing more options for safe pedestrian movement. Similarly, a future enhanced pedestrian crossing is recommended at the intersection of Broadway Street and Crosby Street, which will further strengthen connectivity within the Downtown Study Area. This crossing would support access to nearby commercial and industrial zones, ensuring that pedestrian safety is considered as these areas develop. Enhancing pedestrian safety begins with addressing sidewalk conditions and continuity. Gaps in the sidewalk network should be filled to ensure that pedestrians have continuous and direct paths throughout the Study Area. Additionally, sidewalks should be designed with appropriate widths, curb ramps, and crosswalks that are easily navigable for all users, including those with disabilities. Intersection improvements, such as high-visibility crosswalks, curb extensions, and pedestrian refuge islands, can further increase safety and reduce crossing distances, making it easier and safer for people to navigate busy streets.

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Lighting, landscaping, and street furniture should also be incorporated into pedestrian routes to create a more welcoming and comfortable environment. Well-lit paths improve visibility and help prevent accidents, while landscaping and seating areas enhance the pedestrian experience by offering places to rest and enjoy the surroundings. Wayfinding signage and information kiosks can further aid navigation, providing clear directions to popular destinations and helping pedestrians feel more oriented within the urban environment. In areas where pedestrian and vehicular conflicts are more prevalent, traffic-calming measures such as reduced speed limits, narrowed travel lanes, and the use of textured or raised crosswalks should be considered. These strategies can slow down traffic and alert drivers to the presence of pedestrians, thereby creating safer and more shared street spaces. The City should also consider strategies to limit vehicular access in key pedestrian zones or during peak times, especially in areas with high foot traffic, to create pedestrian-priority spaces that foster a more walkable and enjoyable environment. Overall, a well-designed pedestrian network is essential for promoting active transportation, reducing traffic congestion, and creating a lively and attractive downtown. By investing in safe and accessible pedestrian routes—particularly at key crossings such as Denton Drive, Larner Road, and Perry Road—the City can enhance the quality of life for its residents, support local businesses by increasing foot traffic, and contribute to a healthier, more sustainable community.

DOWNTOWN CARROLLTON MASTER PLAN

To create safe pedestrian crossings across Belt Line Road, the following recommendations can be implemented: Signalized Crosswalks with Pedestrian-Activated Signals Priority Location: Denton Drive • Install pedestrian-activated traffic signals at the crosswalks to allow safe crossing when needed, reducing unnecessary traffic delays. These can include countdown timers to inform pedestrians of the remaining crossing time. • Consider incorporating leading pedestrian intervals (LPI), which give pedestrians a head start before vehicles receive a green light, ensuring visibility and reducing conflict with turning vehicles. Raised Crosswalks Priority Location: Larner Road and Perry Road • Raised crosswalks create a speed table that slows vehicles as they approach the crossing, making it safer for pedestrians, especially children, to cross. These are particularly effective in school zones where speed reduction is crucial. • Combine with enhanced signage and high-visibility pavement markings (e.g., reflective paint and large crosswalk lines) to ensure drivers are aware of the crossing. • Raised crosswalks may be a challenge with the volume of traffic along Belt Line Road. A traffic study would need to be conducted to see if raised crosswalks are a viable option.

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Pedestrian Refuge Islands Priority Location: Denton Drive, Larner Road and Perry Road • Refuge islands in the center of the road allow pedestrians to safely wait while crossing in two stages. This is especially useful on wide roads where it may be difficult to cross in one light cycle. • These islands can also be designed with landscaping or other features to visually cue drivers to slow down. Enhanced Lighting and Reflective Signage Priority Location: Denton Drive, Larner Road and Perry Road • Ensure that all crossing areas are well-lit, particularly for early morning and evening use near the light rail station. Adequate lighting improves visibility for both pedestrians and drivers. • Flashing pedestrian signage and reflective road markings can further enhance safety by drawing attention to crosswalks and priority pedestrian areas, particularly at the middle school crossing. Hawk Signals (High-Intensity Activated Crosswalk) Priority Location: Denton Drive

School Zone-Specific Measures Priority Location: Larner Road and Perry Road • Implement school zone speed limits during peak times, enforced with flashing beacons. Additionally, consider hiring crossing guards to assist children during high-traffic times, adding another layer of safety at the crossing. • Adding bike lanes or a designated pedestrian path leading up to the crossing can ensure that students on foot or bicycle have a safe approach to the crosswalk. Curb Extensions (Bulb-Outs) Priority Location: Denton Drive, Larner Road and Perry Road • Curb extensions at crossing points reduce the distance pedestrians need to cross and improve their visibility to drivers by pushing the crosswalk closer to traffic. This also naturally slows down vehicles by narrowing the roadway at key intersections. These recommendations prioritize safety while ensuring pedestrian crossings are efficient and user-friendly, especially in high-traffic areas like near transit stations and schools.

• HAWK signals remain off until activated by a pedestrian, at which point they flash yellow, then turn red, requiring vehicles to stop and allow pedestrians to cross safely. This is especially effective in areas with intermittent pedestrian traffic, such as at transit stations.

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Urban Design Initiatives Urban Design for the sake of this study speaks to the design and use of public open spaces such as gateways, streetscapes, wayfinding, trail networks, parks and plazas. These spaces form the primary public realm which shapes user perceptions of cities and neighborhoods in conjunction with buildings and infrastructure. Ideally, these spaces should be designed harmoniously to complement one another but this is sometimes difficult given the variability of incremental development. Even so, public realm urban design can be applied to elevate the identity and value of a place while also delivering usable public amenities in what are often tight, urban spaces. In most cases, public realm urban design occurs on public property and rights of ways but instances can occur where a portions of these initiatives occur on private property. Similarly, funding usually tracks back to public sources but public-private partnerships and integrated design guideline approaches extend implementation funding capabilities. With this in mind, the City is encouraged to advance concepts identified in this study to further define projects, programs, and budgetary projections to enable phased, right-timed and opportunistic implementation.

Downtown Carrollton has achieved a great deal in a relatively short time frame in regards to urban design. This demonstrates that successful results can be delivered, even if more challenging than may be perceived in more suburban greenfield setting. In general, all areas highlighted in this Master Plan will benefit from additional investment in the quality of public open space, including rights of ways. Improvements targeting greener environments with shaded pedestrian zones, appropriately scaled park and plaza spaces, dynamic signing and messaging, comfortable seating opportunities, pedestrian scaled paving fields, interesting color palettes and artful interventions are amongst the typical characteristics encouraged. This is an important placemaking function which requires investments over an extended period with commensurate maintenance cost allocations. Some of these costs may be offset via publicprivate partnerships which are strongly encouraged. Establishing accurate, advance funding streams for these improvements is a key first step. The goal of this initiative is to make the Downtown environment a key attraction complemented by thoughtful planning and design of buildings and infrastructure.

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Gateways and Wayfinding A coordinated network of Gateways in and out of Downtown, including sub-districts, is recommended to implement an integrated system of signage and wayfinding devices in concert with public space designs. Emerging sub-districts likely deserve variation from the historic core as another means for local branding. The intent of these improvements is to enhance a recognizable imagery and identity associated with downtown. These can vary in scale, nuanced for sub-districts, imagined and confirmed through a singular, coordinated design strategy. Doing so can result in improved identity and clarity of circulation. A particularly important gateway is the southbound and northbound entries off Belt Line Road at Broadway Street where signage and greenery are needed to transform and clarify an important access point with more favorable qualities. This could include some form of span over Belt Line Road to create a dramatic landmark and sense of arrival to Downtown. The current environment of harsh, concrete oriented roadway and highway barriers does not represent the Downtown well. A more favorable and memorable point of first impression is recommended. Pedestrian crossing are not feasible at this intersection due to steep gradients exceeding handicap accessibility standards. Improved pedestrian connectivity to the DART and Silver Line sites are recommended at Main Street / Denton Drive as a key, early priority for north south connectivity. Anything making these crossings more safe and memorable is encouraged. Additional crossings of Belt Line deserve consideration in conjunction with an integrated urban design and redevelopment vision for this corridor. Any such pedestrian crossing should be considered in conjunction with traffic signalization, safety lighting/signage and robust hardscapes described in Safe Pedestrian Crossings to clearly delineate these points in a safe manner. In so doing, they can serve as secondary gateways along Belt Line Road.

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Within the various sub-districts, directional signage can aid in directing visitors to destinations. Current signage struggles to compete for visibility with the varied and complex backgrounds throughout Downtown, which will only become more complex over time. Patrons indicate frustration finding parking as one example of signage and wayfinding needs, similar examples will likely increase with further development. It is recommended that the City pursue an updated signage program that builds on current designs. Multi-colored signs along Belt Line Road work well when used in larger sign panel formats. Small signs may be subtle but do not meet their mission if those unfamiliar with the area do not observe or slow traffic to observe. Within Downtown, sign color, size and high visibility accents are suggested to increase legibility. This may include additive graphic accents, highlighted sign panel surrounds or internally illuminated panels. However this is achieved, a degree of continuity with citywide signage can be maintained. Another opportunity for identity, branding and wayfinding exists in the silos within the downtown core. The current signage has worked for many years but may fail to compete at the growing scale of downtown and the enlarged IH-35 corridor. A more dramatic, contemporary effect could be achieved by application of an artful painting of the entire structure illuminated at night, potentially including the current signage message. Projected lighting is another option that affords flexibility of design and messaging. It is not the intent of this study to resolve a solution, rather to suggest consideration through a separate, more detailed study.

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Streetscapes Streetscape strategies are well defined by current city guidelines and successful examples implemented. All roadways within the study area are recommended to receive streetscape improvements, recognizing that design variation is warranted for the newly defined sub-districts. Several corridors of primary interest are noted herein. These include the completion of Broadway Street streetscaping from Belt Line Road to Crosby Road, including the proposed traffic circle. Infilling current streetscape gaps will lend continuity of sequence into the core and beyond to proposed expansion areas. East West linkages serve the expansion goals of the Master Plan and mitigate IH-35E spaces that currently feel separated. Extending streetscape along Denton Drive to the north of Belt Line Road recognizes and compliments the City’s intent to activate redevelopment of these

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districts. Lastly, buffering IH-35 to the extent possible will enhance the desirability of uses along its’ frontages. One of the most transformative opportunities exists along Belt Line Road. An enhanced public realm can set the tone for development interest and quality. This initiative is multi-faceted with aesthetic, safety, public amenity and redevelopment goals that all complement one another. The reimagining of Belt Line Road is a formative opportunity to redefine the identity of the Downtown districts and the City at large.

targeting improved aesthetic conditions. This includes integrated, uniform safety lighting below bridges, particularly at pedestrian crossings, artful interventions to animate under-bridge crossings, and edge buffering with tastefully appropriate fencing, walls, and landscaping. These improvements should be considered with the same level of design rigor as is commonly applied to best practice commercial architectural designs.

While the proximity to IH-35 is an asset from a regional access standpoint, the physical form of the highway structures creates adverse conditions affecting adjacent properties and the overall perception of Downtown. These conditions can be mitigated via improvements

DOWNTOWN CARROLLTON MASTER PLAN

Bike and Trail Networks Pedestrian networks often include shared use paths and bike routes, depending on-street versus off-street configurations. These corridors provide connectivity between sub-districts, to surrounding neighborhoods and the community at large, whether by bicycle or pedestrian foot traffic, thereby warranting consideration in concert with streetscapes or as stand-alone facilities. Safety is a legitimate issue receiving greater attention of late under the ‘Vision Zero’ phrase. This speaks to user comfort, whether apparent or subliminal, pedestrians and cyclists’ sense of safety and appeal of these environs adds to the desirability of these facilities. The safety and quality of these environments is a testament for their use which should be addressed in the design of these facilities. Successful examples include landscaping to buffer adjoining uses, lend shade and create an overall experience ideally complimented with periodic artwork, furnishing, branded signage and lighting. Katy Trail in Dallas is a premier example of a local success story where phased improvements, funded by public and private interests have created a significant community asset that compliments surrounding property values. A similar approach to pedestrian and trail networks is encouraged. The space below the elevated DART structure is an opportunity to transform an otherwise underutilized public space as a linear greenway asset. This could be realized through trail, pedestrian, and landscape designs like the recently acclaimed Underline project in Miami. This will require design explorations, negotiations, use and maintenance agreements with DART that demand advance planning to realize. Integrating design updates to Pioneer Park in conjunction with this lends gravity to the small footprint of this park. Reimagining Pioneer Park as an activated pedestrian space with multiple uses within this tight site will enable it to serve as a stronger destination and Downtown asset.

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Parks and Open Spaces Parks and open spaces are necessary components to urban vitality and livability that need to be anticipated for public funding streams. Realizing all the types of improvements appropriate will benefit from private funding assistance, if carefully planned and designed. This can be best realized through City-led and/or endorsed conceptual studies and design guidelines that precede the final design of these spaces and places. Parks in urban settings take different forms and address different programmatic needs than most suburban parks. This is evidenced in built examples throughout Texas and the United States. Downtown Dallas Parks Conservancy, formerly Parks For Downtown Dallas, is a successful model for public-private achievements in this realm. Albeit at a larger scale than may be warranted for Carrollton, design

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and operational principles apply that could benefit Downtown if achieved in concert with Carrollton Parks & Recreation. Other simultaneous initiatives can occur to further enhance parks and Downtown character through private open spaces such as plazas, courtyard and open space linkages. A number of new open spaces deserve consideration as shown on the Downtown Master Plan. The Historic Square is an established icon and center of activity that can be enhanced by extending the current footprint to the building lines surrounding it. A similar strategy is recommended at the proposed South Square. This can be achieved using various brick pavers colors to ‘carpet’ surrounding roadways, parking and sidewalks punctuated

with periodic shade trees, planters, furnishings, signage, and lighting. Improvements of this sort act more like a plaza than park to enhance the square’s presence and expand the footprint for event capacity. The use of natural clay brick best fits the historic theme while providing quality with longevity. It is recommended that natural clay brick be used as the primary public space accent paving in areas within the historic core. Displaced concrete pavers can be re-used in other areas but the use of pale tan pavers is discouraged as they fail to delivery visual clarity and relief.

DOWNTOWN CARROLLTON MASTER PLAN

Parks initiatives identified in the Master Plan are described elsewhere to include the following*: • Historic Square (Existing) - .55 Acres – retain and enhance as programming evolves. • Expanded Historic Square – 1.55 Acres – expand footprint impact through enhanced hardscapes • South Square – .78 Acres – create an amenity serving the southern sector of the downtown core • South Square Multi-Use Performance Parcel - .70 Acres – an active attraction site capable of weekly events used in combination with an Elm Street plaza street block that can be closed for functions. • North Neighborhood Park - .30 Acres – resident oriented with playscapes and small gathering space. • West Neighborhood Park - .85 Acres - resident oriented with playscapes and small gathering space. • North Lake Park – 2.50 Acres – unique natural feature access as a passive space resident amenity. • South Lake Park – 1.50 Acres - unique natural feature access as a passive space amenity to adjacent trail patrons and compliment to surrounding infill developments. • Wetland Park – 18.0 Acres – nature space serving as a regional attraction and compliment to adjacent public facility. • Hutton Branch Greenway – 7.0 Acres – extension of Wetland Park ecosystem and trail network amenity. • North Under-bridge Park – 5.72 Acres – mountain bike course as unique downtown attraction. • South Under-bridge Park – 4.40 Acres – active recreational uses safely cordoned from active rail lines to create amenity from otherwise forgotten space. CHAPTER 4. MASTER PLAN

• Art / Sculpture Park – 1.07 Acres – highly imageable space as unique attraction and transition between east and west developments. • Existing DART Trail - .42 Acres – enhance as compliment to Pioneer Park and downtown linkage. • Expanded DART Trail - .60 Acres – complete linkage as enhanced bike and pedestrian corridor. • Pioneer Park (Existing) - .28 Acres – activate space with vendor pavilions to create unique destination. • Downtown Gateway – 1.20 Acres – create enhanced identity portal as primary entry first impression. • Belt Line Gateway - .60 Acres - create secondary enhanced portal as primary approach first impression. • TOTAL ESTIMATED ACREAGE – 47.90 Acres *NOTE - All acreages are preliminary and approximate A key compliment to ownership residential neighborhoods in and around Downtown is provision of adequate park and open spaces. Of particular notes, a dog park is recommended under the IH-35 bridge with complementary active uses to occupy otherwise unused space. This does not need to be as large as some community scaled facilities tend to be, rather just enough for separate large dogs and the smaller dogs which tend to prevail in urban districts. This affords an amenity for local pet owners and opportunities for social interaction. Given the popularity of dog parks, inclusion of amenities such as water fountains, seating areas and themed designs warrant consideration. Any of the park and recreational uses below the bridges need to be safety separated from rail line with continuous fencing with safe access and parking directly adjacent.

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Design Guidelines The design guidelines for the Master Plan aim to establish a cohesive and vibrant district that honors the historic character of Downtown while fostering future growth and development. By integrating thoughtful building placement, pedestrian-friendly streetscapes, complementary architectural styles, and a unified brand identity, the plan envisions a dynamic, connected community that harmonizes with its surroundings. These guidelines seek to ensure that every new development, public space, and visual element within the district contributes to a sense of place that celebrates Carrollton’s unique history, supports diverse uses, and invites residents and visitors to experience the area’s charm and vitality. Through this comprehensive approach, the guidelines will reinforce Downtown Carrollton as a distinctive destination where the past and future seamlessly converge.

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Building Placement The Core, Settlement & Gateway

The Hutton & Westside

Setbacks: Maintain consistent front setbacks along primary streets to reinforce an urban street wall and pedestrian-friendly environment, however ensure there is ample room for street trees and landscape elements. In the Settlement and Gateway districts side setbacks should allow for pedestrian passageways and connections between buildings.

Setbacks & Build-to Lines: Establish variable setbacks to accommodate a mix of uses and streetscape conditions. Retail and office buildings should be close to the street to create an active frontage, while logistics/warehouse buildings may have deeper setbacks to allow for loading zones.

Height & Massing: Respect the traditional building heights within the historic core. For new developments in the Core, step back upper stories above the fifth floor to preserve a human-scale street experience. Development in the DART Green Line Parking lot should include an architectural element that mirrors the height of the grain elevator in Downtown to continue the visual cues of Downtown Carrollton from IH-35E. Orientation: Buildings should be oriented toward the primary streets, with active frontages and main entrances facing the sidewalk. Corner buildings should address both street frontages with architectural articulation and transparency.

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Architecture The Core, Settlement & Gateway

The Hutton & Westside

Materials & Facades: Encourage the use of traditional materials like brick, stone, and wood to ensure that new buildings harmonize with the existing historic fabric. Facade treatments should include a mix of textures and details such as cornices, window sills, and pilasters. For signature buildings such as the development on the DART Green Line parking lot or the high-rise residential at the DART Silver Line, a more modern aesthetic may be incorporated to juxtapose with the traditional architecture throughout Downtown. For the Gateway district, buildings that undergo a residential to commercial conversion should use materials and color schemes that are harmonious with the surrounding homes to ensure the businesses blend seamlessly into the neighborhood character.

Materials & Facades: Utilize a mix of contemporary and industrial-inspired materials such as metal panels, exposed concrete, brick, and glass. Encourage facade articulation through the use of varied textures, colors, and materials to break up larger building masses.

Roof lines & Parapets: Encourage gabled, flat, or parapet roof lines consistent with historic precedents. In the Core, roof lines should be articulated with cornices or similar elements that create visual interest.

Roof lines & Building Form: Consider roof lines that reflect an industrial character, such as sawtooth or flat roofs with articulated parapets. For residential and mixed-use buildings, incorporate balconies, terraces, and rooftop amenities. Fenestration & Detailing: Use larger windows and transparent ground floors in office and retail buildings to promote visibility and interaction with the streetscape. Residential buildings should include windows and balconies that overlook streets and public spaces.

Windows & Doors: Use window styles and proportions that are reflective of historic structures. The Incorporation of transom windows, decorative lintels, and recessed entryways to add depth and character are strongly encouraged in the Core and Gateway districts.

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Streetscape The Core, Settlement & Gateway

The Hutton & Westside

Sidewalks: In the Core, use brick or textured paving materials in key areas to echo the historic character, with wider sidewalks in high-traffic areas to accommodate outdoor dining, seating, and pedestrian movement. Crosswalks in all three districts should be enhanced with brick or textured materials.

Sidewalks & Pedestrian Paths: Provide wider sidewalks and multi-use paths to accommodate pedestrian, cyclist, and recreational use. Enhance connectivity with pedestrian bridges, underpasses, and crosswalks that safely link the Westside area to the historic core.

Street Furniture: Install historic-style benches, lighting, and wayfinding signage that complements the historic aesthetic. Include bike racks and trash receptacles that are functional and visually cohesive.

Street Furniture & Amenities: Incorporate contemporary street furniture that complements the industrial aesthetic, using materials like steel, concrete, and wood. Include seating, bike racks, and sheltered transit stops.

Landscaping: Integrate planters and street trees where space permits, using native and drought-tolerant species. Encourage the use of landscape elements that soften building edges and enhance pedestrian comfort.

Landscaping & Buffering: Use landscaping to define different zones within the Hutton and Westside districts, providing buffer plantings between mixed-use and industrial areas.

Lighting: Utilize decorative lighting fixtures that reflect the historic character, providing adequate illumination for safety while accentuating architectural features.

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Brand Identity The Core, Settlement & Gateway

The Hutton & Westside

Signage: Utilize traditional sign materials such as wood, metal, or painted surfaces. Signs should be externally illuminated with gooseneck lights or other appropriate fixtures. Signs for parking should be highly-visible, utilizing bright colors that are compatible with the brand identity of the Core and large fonts. In the Gateway district, signage for residential to commercial conversion should have clear and concise messaging to convey the message. These signs should be strategically placed where they are most useful and visible. Additionally these signs should be designed to complement the architecture of the building.

Signage: Utilize a mix of traditional and modern signage styles. Wayfinding and building signage should incorporate industrial-inspired materials like metal and concrete, with bold graphics that reflect the area’s evolving character.

Color Palette: Develop a cohesive color palette for each district. Tie the districts together using a shared accent color that is used sparingly in signage, wayfinding or public spaces. Ensure that colors are applied to consistent materials, such as signage and street furniture, to create a unifying element that connects the districts back to the broader Downtown identity. Public Art & Community Identity: Integrate public art that reflects both the history and future vision of the area. Consider sculptures, murals, and installations that evoke Carrollton’s historic roots while signaling the district’s transformation into a vibrant, mixed-use community.

Public Art & Murals: Encourage the inclusion of murals and public art that reflect the community’s history and culture, promoting a sense of identity and place.

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5. Implementation

Implementation Overview A great plan’s true value lies in its implementation. The Downtown Master Plan for Carrollton provides a bold vision for the area, but its benefits will only be realized through deliberate action. To bring this vision to life, the City of Carrollton, its partners, and stakeholders must take a proactive, strategic approach to shaping the future of Downtown. This requires aligning public investments and initiatives to act as catalysts for the type of redevelopment envisioned.

The fundamental question is: What steps are needed to prepare for and stimulate redevelopment? This implementation plan outlines a comprehensive strategy to address that question, laying out a roadmap for action. Key Focus Areas for Implementation Catalytic Projects and Strategic Investments: Redevelopment should focus on transformative projects that maximize impact. Priorities must be informed by detailed research on available properties, under-performing assets, and strategic sites. While private sector investment will drive much of this redevelopment, targeted public subsidies may be necessary to address key barriers such as land assembly, infrastructure upgrades, and remediation of site constraints. Public-Private Partnerships and Coordination: Successful implementation requires ongoing collaboration between the City, private developers, transit agencies, and the community. City leaders and staff must remain committed to fostering strong publicprivate partnerships and engaging stakeholders, including business and property owners and residents, to ensure alignment and momentum. Phased Approach and Prioritization: Given the scale and complexity of Downtown redevelopment, not all initiatives can be implemented simultaneously. Prioritizing projects that offer the highest return on investment—whether through economic impact, public benefit, or alignment with the community’s goals—will be essential in the early stages. This phased approach ensures steady progress while managing resources effectively.

Long-Term Vision and Resilience This Master Plan is not just a framework for the present but a long-term strategic vision for the next decade and beyond. Over this period, Carrollton will face shifts in economic conditions, resource availability, and evolving community priorities. However, consistent investment in Downtown revitalization will bolster Carrollton’s fiscal health, creating a ripple effect that supports broader community objectives. Benefits of Implementation Investing in Downtown offers multiple benefits: • Enhancing Carrollton’s economic base through increased property values, retail activity, and employment opportunities. • Strengthening the City’s identity as a vibrant, mixed-use urban core. • Creating a sustainable financial model, where public investments in Downtown catalyze private development, yielding long-term fiscal returns for the City. • Downtown as a community asset and the face of Carrollton to outside interests, highlighting its role as a centerpiece for quality of life and proximity that makes it attractive to businesses and residents. • Positioning Downtown as a premier destination by emphasizing its appeal as a vibrant and enjoyable hub for visitors and residents while leveraging its proximity to Far North Dallas and regional DART connections to strengthen accessibility and draw regional interest. By committing to the strategies outlined in this chapter, Carrollton can transform its Downtown into a dynamic and thriving district that serves as a cornerstone for community pride and economic vitality. Additional studies will be needed to refine and adapt plans over time, and ongoing funding will be essential to support implementation and ensure the district’s sustained growth and success.

Continued Advance Planning/Interim Studies: There are several follow-up studies that are necessary before a project can be constructed, such as a detailed Belt Line Road corridor study or a Downtown traffic and parking study. These studies are critical for identifying potential challenges, informing decision-making, and ensuring that projects are well-aligned with community needs and long-term goals.

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Critical Steps, Highest Impact and “Easy Wins” Projects This plan contains over 50 actions. While each serves to further the vision and goals established in the Master Plan, it can seem overwhelming. As a result, five critical steps, 10 of the most impactful changes and 10 “easy wins” have been identified as key to creating momentum. These is not a correlation between cost of a project

and its impact - often the lowest cost efforts can make monumental differences. Some of these listed projects serve to make the remaining projects easier. Even for costly projects, there are often interim actions that can test concepts or achieve goals while preparing for the larger investment.

If only these 25 efforts are completed, implementation should be considered a success and celebrated. That said, it is likely that accomplishing these twenty actions will successfully create the momentum to carry through the majority of the remaining Action Plan.

5 Critical Steps

10 Highest Impact Projects

10 “Easy Wins”

• Implementation Kick-Off Summit (see page 182)

• Urban Infill with Roof-Top Parking (BE-1; see page 102)

• Signage Upgrade Program (BE-1/PR-5; see page 100 and page 251)

• Belt Line Road Corridor Study (BE-5; see page 219)

• Vacant Parcel Infill Development (BE-1, see page 103)

• Roadway Connections (BE-1/BE-21; see page 138 and page 235)

• Downtown Traffic & Parking Study (BE-7; see page 221)

• Design Enhancements of Historic Square (BE-1; see page 104)

• Core Signage & Wayfinding Upgrades (BE-4; see page 218)

• Downtown Streetscape Study (BE-8; see page 222)

• Hotel and Shared Parking Garage with DART (BE1; see page 124)

• Engage Hotel Developer for Preliminary Input on Market Feasibility (BE-10; see page 224)

• Downtown Management Evaluation (OP-6; see page 244)

• Infill Residential Development (BE-1; see page 128)

• Engage with Retail and Restaurant Brokers to Assess Market Trends (BE-12; see page 226)

• Regional Destination Mountain Bike Course (BE1; see page 133)

• Collaborate with DART to Define Development Opportunities for Their Parking Lot (BE-14, see page 228)

• Mixed-Use Employment Campus (BE-1; see page 137) • Belt Line Road Streetscape Improvements (BE-1; see page 141) • Infill Small Business Headquarters (BE-1; see page 148) • Conversion of Homes to Commercial Spaces (BE1; see page 149)

• Expand Downtown Wi-Fi Access (OP-7, see page 245) • Develop a Public-Private Partnership (P3) Strategy for Downtown Projects (EDF-1, see page 263) • Form a Merchants Association and Explore the Creation of a Public Improvement District (EDF6, see page 268) • Develop a Downtown Social Media and Content Strategy (EDF-8, see page 270)

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Implementation Strategies The successful realization of the Downtown Plan requires a multifaceted approach that brings together diverse implementors, partnerships, and tools. Downtown development is a complex, long-term effort that thrives on collaboration between the public and private sectors, with each playing a critical role in delivering projects that align with the community’s vision. While the City serves as the central facilitator, private developers, community organizations, and other stakeholders contribute essential resources, expertise, and energy to drive transformative change.

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The implementation strategies focus on five critical areas: implementation coordination, development roles and partnerships, funding and financing options, regulatory and policy actions, and marketing and promotion efforts. Together, these strategies provide a roadmap for advancing Downtown projects, ensuring they are both financially viable and aligned with long-term goals. By leveraging these tools in tandem, the City can create a dynamic environment that attracts investment, supports local businesses, and enhances the quality of life for residents and visitors alike.

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Implementation Coordination A critical next step in advancing this Downtown Master Plan is establishing a structured and collaborative approach to implementation. Hosting an Implementation Kick-Off Summit is recommended to bring together the consultant team and representatives from key City departments—including, but not limited to Planning & Zoning, Public Works, Parks & Recreation, and Transportation—to formalize the implementation process and ensure a unified strategy for moving forward. The Kick-Off Summit would serve as a cornerstone for effective coordination, addressing the need to clearly define roles, highlight interim studies to further defined project programs, prioritize actions, and align departmental efforts with the broader goals of the Master Plan. By creating a dedicated space for dialogue, the summit would foster collaboration among City staff, helping to break down silos and encourage a shared sense of ownership over the plan’s implementation. The summit is envisioned as a dynamic, interactive event that balances strategic

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discussions with practical planning. It would begin by reaffirming the vision of the Master Plan and emphasizing its importance to the City’s long-term growth and development. From there, the focus would shift to identifying priority projects, establishing clear timelines, and discussing how various departmental responsibilities intersect to achieve the plan’s goals. Collaborative sessions would address specific challenges, such as funding strategies, project phasing, and interdepartmental coordination, ensuring all participants leave with a clear understanding of their role in the process. Implementation coordination serves as a critical bridge between planning and action. A well-structured kickoff process would enable the City to maximize its resources, enhance communication across departments, and sustain progress over time. Additionally, it would demonstrate to the community that the City is committed to turning the vision of the master plan into a reality. By embracing this approach, the City can establish a coordinated, strategic, and adaptable implementation process that meets the needs of both staff and stakeholders.

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Development Roles and Partnerships The successful implementation of the Downtown Master Plan relies on the collective efforts of various stakeholders, each playing a vital role in shaping the future of Downtown Carrollton. From the City’s leadership in providing funding mechanisms, land assets, and regulatory frameworks, to the private sector’s investment and innovation, every partner contributes to creating a thriving urban environment. Together, these interconnected roles and partnerships create a robust framework for driving sustained growth and realizing the full potential of Downtown Carrollton.

City of Carrollton

The City of Carrollton plays a pivotal role in the successful implementation of the Downtown Master Plan, serving as both a leader and partner in driving the vision forward. As the primary steward of the plan, the City is uniquely positioned to utilize a range of tools and resources to catalyze development and attract private investment. Key responsibilities include: • Positioning Access to Special Funding and Incentive Mechanisms: The City can harness financial tools such as Tax Increment Financing (TIF), Public Improvement Districts (PIDs), and Chapter 380 agreements to reduce risk and enhance the feasibility of Downtown projects. By strategically deploying these incentives, the City can encourage private sector participation and ensure alignment with the Master Plan’s goals. Additionally, establishing a clear financial allocations roadmap—including City-funded sources like general revenue and bond programs, as well as contributions through partnership agreements, TIF, and PID funds—will provide the necessary framework to guide investments and ensure sustainable funding for Downtown initiatives. • Leveraging Land Assets: Carrollton’s ownership of key parcels in the Downtown area provides a significant advantage. The City can use its land holdings to anchor catalytic developments, offer land at reduced costs for public-private partnerships, or assemble sites for larger-scale mixed-use projects. • Enhancing the Public Realm: The City will lead efforts to improve streetscapes, sidewalks, parks and public spaces, ensuring a pedestrian-friendly environment that supports vibrant urban life. Investments in lighting, landscaping, and other infrastructure improvements will create a safe, welcoming, and aesthetically pleasing Downtown core. • Developing Policies and Regulations: Through thoughtful zoning updates, design guidelines, and streamlined permitting processes, the City can shape a regulatory environment that incentivizes high-quality, context-sensitive development. These policies will provide clarity and predictability for developers while promoting the character and vision of Downtown. • Providing Leadership and Coordination: The City will act as a central coordinator, aligning efforts across departments, public agencies, and private partners. This includes fostering collaboration with stakeholders, facilitating community engagement, and ensuring projects are implemented in a timely and cohesive manner. By strategically leveraging its authority, assets, and partnerships, the City of Carrollton will lay the groundwork for a thriving, vibrant Downtown that meets the aspirations of the community.

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Private Development Marketplace

The private development marketplace plays a critical role in bringing the Downtown Master Plan to life by delivering the projects and investments that will shape Downtown Carrollton’s future. Private developers, property owners, and investors are essential partners in transforming the vision into reality through the construction of mixed-use developments, residential communities, commercial spaces, and public amenities. Their role extends beyond financial investment; they bring innovation, market expertise, and an entrepreneurial spirit that drive the plan’s success. Private sector involvement is vital in: • Delivering Key Projects: From housing and retail to office and entertainment spaces, private developers are responsible for implementing the built environment that supports a vibrant Downtown. Their ability to respond to market demand ensures a dynamic mix of uses that meets the needs of residents, businesses, and visitors. • Driving Innovation and Quality: The private sector brings cutting-edge design, construction methods, and operational models to Downtown projects. This focus on quality and sustainability enhances the overall appeal and long-term viability of the district. • Creating Community Value: Beyond economic gains, private developers contribute to creating a sense of place, fostering social connections, and supporting cultural and recreational opportunities that enrich the Downtown experience. • Contributing to the Downtown Character and Place: Private developers shape Downtown Carrollton’s identity by creating buildings and spaces that reflect the community’s vision. This includes meeting development criteria for the public realm, such as enhancing streetscapes and creating pedestrian-friendly spaces, which strengthen the sense of place and community. By aligning their investments with the principles of the Downtown Master Plan, private developers will be instrumental in shaping a thriving, attractive, and economically resilient Downtown.

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Public Private Partnerships

Public-private partnerships (P3s) are a cornerstone of successful Downtown development, offering a collaborative framework to achieve the ambitious goals of the Downtown Master Plan. These partnerships combine the strengths of the public sector—such as vision, regulatory authority, and access to funding mechanisms—with the private sector’s expertise, efficiency, and financial resources. By working together, public and private entities can deliver transformative projects that neither could accomplish alone. P3s play a crucial role in: • Catalyzing Large-Scale Development: Complex, high-impact projects often require substantial upfront investment and long-term coordination. Publicprivate partnerships enable shared risk and reward, making these projects more feasible and attractive to private investors. • Maximizing the Impact of Public Resources: Through strategic use of incentives, land assets, and infrastructure improvements, the public sector can enhance the financial viability of private projects. This, in turn, accelerates the delivery of critical components like affordable housing, commercial spaces, and public amenities including associated public funding contributions. • Aligning Public and Private Goals: P3s ensure that private developments contribute to the broader vision for Downtown, such as creating vibrant public spaces, supporting multi-modal transportation, and preserving the area’s unique character. • Enhancing Community Benefits: Public-private partnerships often include agreements to deliver community-focused outcomes, such as job creation, workforce development, and affordable housing, ensuring that the benefits of Downtown development are widely shared. • Promoting Innovation and Efficiency: By leveraging the private sector’s expertise in design, construction, and operations, P3s can result in higher-quality developments delivered on time and within budget.

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There are a variety of Public-Private Partnership frameworks depending on the project type, funding structure and level of government involvement. Each proposed publicprivate partnership project should be evaluated to determine which framework is most appropriate. • Availability Payment Model: The private sector finances, builds, and maintains the asset while the government makes scheduled payments based on performance and availability. Local example - North Tarrant Express (NTE) in Fort Worth. A private consortium financed, built, operates, and maintains express lanes on I-820 and SH-121/183. The state makes scheduled availability payments based on performance. • Revenue-Risk Model: The private sector takes on the financial risk and is repaid through user fees or tolls. Local example - LBJ Express in Dallas. A private partner financed and built the express toll lanes on I-635 and recoups costs through toll revenue. • Lease-Leaseback Model: The government leases land or a facility to a private entity, which then develops and operates it before returning ownership after a set period. Local example - Klyde Warren Park in Dallas. Build over a freeway with private funding, city support and a public improvement district, the park is operated by a nonprofit but sits on public land.

• Joint Development Model: A public entity provides land or infrastructure, while the private sector builds and operates the project, often sharing the revenue. Local example - Mockingbird Station in Dallas. DART partnered with developers to create a transit-oriented development on publicly owned land next to a light rail station. • Concession Model: A private entity builds and operates a project for a fixed period before transferring it back to the public sector. Local example - Love Field Airport in Dallas. Under the Love Field Modernization Program, private partners, including Southwest Airlines, contributed funding to the redevelopment of the terminal. In return, Southwest Airlines has significant operational control over the terminal’s gates and facilities. • Land Value Capture: The increase in land value is captured from public investment to help finance infrastructure. Local example: Dallas Midtown. Special financing districts and incentives helped fund infrastructure, leveraging increased property valued to support development. Public-private partnerships are vital for building the trust, collaboration, and shared commitment needed to implement a Downtown Master Plan that fosters long-term economic growth and community well-being.

• Tax Increment Financing (TIF) + P3: Future tax revenues generated by the development finance upfront infrastructure costs. Local example - Cypress Waters Development in Dallas. The City of Dallas created the TIF district and partnered with a private developer to fund critical public infrastructure including roads, utilities, trails, and parks.

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Strategic Implementation Body

A dedicated strategic implementation body is essential to effectively translate the Downtown Master Plan’s vision into action. This organization, which could take the form of a non-profit, quasi-public, or public entity, would serve as the central driver for identifying, prioritizing, and executing catalytic projects. A full-time City employee dedicated to Downtown actions and outcomes should act as a partner to this implementation body. By actively promoting these opportunities to the private development community, the implementation body ensures that the most impactful projects are realized in a timely and cohesive manner. Key responsibilities of the strategic implementation body include: • Project Identification and Prioritization: Working closely with City leadership and stakeholders, the body will identify high-priority projects that can act as catalysts for broader Downtown revitalization. These projects could include mixed-use developments, public realm enhancements, or transportation hubs. • Targeted Marketing and Outreach: The implementation body will market these projects to regional developers and investors with a proven track record of delivering similar developments. This targeted approach ensures that Downtown Carrollton attracts the right partners to bring high-quality projects to fruition. • Building Partnerships: The organization will foster collaboration among City staff, the Historic Downtown Carrollton Association, property owners, and other key stakeholders. This collaborative approach ensures that all parties are aligned in their efforts to drive Downtown’s success. • Resource Coordination and Advocacy: The implementation body will act as a liaison to secure funding, align public incentives, and advocate for policies that support Downtown projects. By streamlining these processes, it creates a more attractive environment for private sector investment. • Monitoring and Accountability: The body will track the progress of projects, ensuring alignment with the Master Plan and providing regular updates to stakeholders. This accountability helps maintain momentum and public trust. With its focused mandate and collaborative structure, the strategic implementation body will be instrumental in transforming the Downtown Master Plan into a vibrant reality.

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Funding and Financing Options A variety of financing options are available to support the implementation of the Downtown Master Plan. Each tool should be carefully evaluated to determine its optimal use based on the specific needs and timing of individual projects. Successful implementation will likely require a layered approach, combining multiple funding sources such as private capital, City and County contributions, Tax Increment Reinvestment Zone (TIRZ) funds, improvement district revenues, tax abatements, opportunity zones, and state or federal grants.

City-Wide Bond Funding

To drive private investment and ensure the desired outcomes of the Downtown Master Plan, the City can leverage three key types of economic development and incentive mechanisms:

Local Hotel Occupancy Tax

• Public-Driven Preparatory Actions: These initiatives involve public investment in foundational infrastructure and site readiness, such as utility upgrades, street enhancements, and public space improvements, to create a favorable development environment that attracts private sector interest. • Concurrent Public and Private Investments: Coordinated efforts between the City and private developers to deliver projects that align with the plan’s vision. This includes ensuring developments meet desired forms, patterns, and densities while providing essential public improvements such as streetscapes, parking facilities, and open spaces. • Risk Mitigation Incentives: Tools such as grants, tax abatements, or fee waivers that reduce the financial risks associated with project development. These incentives help bridge funding gaps, lower upfront costs, and make projects more viable for private developers. By strategically deploying these financing options and mechanisms, the City can create a balanced and dynamic funding model that encourages sustained investment while delivering the high-quality development envisioned in the Downtown Master Plan. The following is an overview of key funding strategies and tools to implement this Downtown Master Plan: Economic Development Sales Tax Authorized by state law, this tax dedicates a portion of local sales tax revenue to economic development activities. Funds can support infrastructure projects, land acquisition, and public amenities that enhance Downtown’s appeal to businesses and visitors. This tool is particularly effective for attracting anchor developments and promoting job creation.

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General obligation bonds (backed by the full faith and credit of the City) or revenue bonds (repaid through specific revenue streams) can finance large-scale public improvements such as streetscapes, utility upgrades, parks, and public buildings. Bonds provide a reliable source of capital for multi-year projects, ensuring the timely implementation of major Downtown initiatives.

Collected from hotel guests, this tax can fund projects that promote tourism, cultural programs, and historic preservation. Revenues can be directed toward the development of convention centers, performance venues, and public art installations in Downtown, enhancing its role as a regional destination. Property Tax Abatement This tool provides temporary property tax relief to incentivize private development or significant property improvements. Abatements can reduce the financial burden for developers during the early stages of a project, encouraging investment in residential, commercial, or mixed-use developments that align with the Downtown vision. Tax Increment Reinvestment Zone (TIRZ) A TIRZ captures the incremental increase in property tax revenues within a designated area, reinvesting those funds into public improvements that support growth. Typical uses include financing for streetscapes, public plazas, infrastructure improvements, and other catalytic projects that increase property values and spur further development. Public Improvement District (PID) A PID allows property owners within a designated area to self-impose an assessment to fund enhancements such as enhanced lighting, landscaping, security, and maintenance. PIDs provide a flexible funding stream for ongoing improvements that maintain and enhance the quality of Downtown’s public spaces. Municipal Management Districts (MMDs) MMDs are special districts created to provide additional services and infrastructure improvements beyond what the City typically offers. Funded through assessments, these districts can support Downtown marketing, event programming, and business recruitment efforts, helping to maintain a vibrant and active district. 187

Special Purpose Districts

General Fund Sources

These districts finance and manage specific types of improvements or services, such as transportation, cultural facilities, or flood control. They can be tailored to meet the unique needs of Downtown, providing a targeted funding source for projects that benefit the area.

The City’s General Fund can finance a variety of Downtown initiatives, from small-scale public improvements to larger capital projects. General Fund allocations demonstrate the City’s commitment to Downtown, providing seed funding or matching dollars for grants. Additionally, bond program allocations and standing line-item dollars can be utilized to ensure consistent funding for transformative Downtown projects, enabling the City to plan and implement improvements over the long term.

Matching Funds/Loans State and federal programs often provide matching grants or low-interest loans for infrastructure, environmental, or economic development projects. These programs require the City to contribute a percentage of the project cost, leveraging external funds to maximize impact. Matching funds are ideal for large-scale projects such as trail systems, streetscape enhancements, and public transit improvements.

Impact Fees

Federal Historic Preservation Tax Incentive

Municipal Management Rebates

This program provides a 20% tax credit for the rehabilitation of historic, incomeproducing buildings. It encourages the preservation and adaptive reuse of Downtown’s historic assets, ensuring that they remain integral to the area’s character while supporting economic growth.

Rebates offer partial reimbursement of local taxes or fees to businesses that meet specific investment or job creation criteria. This tool incentivizes businesses to locate or expand in Downtown, fostering economic activity.

Neighborhood Empowerment Zone (NEZ) An NEZ offers property tax abatements, fee waivers, and expedited permitting to encourage investment in underdeveloped areas. By establishing an NEZ in Downtown, the City can stimulate redevelopment, attract new residents, and support small businesses. Enterprise Zone

Collected from developers, impact fees offset the cost of infrastructure improvements needed to support new development. These fees can fund utilities, road improvements, and parks, ensuring that Downtown’s infrastructure keeps pace with growth.

Sales Tax Sharing The City can negotiate agreements to share a portion of sales tax revenue generated by new developments with the developer, providing an incentive for projects that increase retail activity in Downtown. This tool aligns public and private interests, ensuring mutual benefits from increased sales tax collections. Tax-Exempt Financing

This state-administered program offers tax incentives to businesses investing in economically distressed areas. Benefits include tax refunds and fee waivers, making it an effective tool for attracting and retaining businesses in Downtown.

Municipalities can issue tax-exempt bonds to finance public projects or support private developments with a public purpose, such as affordable housing or mixed-use developments that include public amenities. This lowers the cost of borrowing and makes projects more feasible.

Opportunity Zone

Facade Maintenance Loan Program

Opportunity Zones provide federal tax incentives for investors who reinvest capital gains into designated areas. This tool attracts long-term private capital to Downtown, supporting projects such as mixed-use developments, affordable housing, and public amenities.

This program provides low-interest loans or grants to property owners for exterior building improvements, such as storefront renovations or historic facade restoration. These enhancements improve the visual appeal of Downtown and attract more businesses and visitors.

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Regulatory and Policy Actions Regulatory and policy actions are critical in shaping the physical and economic environment necessary to realize the vision of the Downtown Master Plan. Updating zoning regulations ensures that development aligns with the desired urban form, allowing for the mix of uses, densities, and design standards that promote a vibrant and walkable Downtown. The creation of a pattern book provides clear design guidelines, offering developers and property owners a framework for architectural styles, materials, and public realm improvements that reinforce Downtown’s unique character. Revisions to the Capital Improvement Plan (CIP) ensure that public investments in infrastructure, streetscapes, parks & open spaces and utilities are strategically aligned with the Master Plan’s priorities. This helps facilitate private development by preparing key sites and creating an environment where projects can thrive. Additionally, the City can adopt other regulatory measures to ensure the successful implementation of the Master Plan, including examples such as: • Form-Based Codes: These codes emphasize the physical form of development over traditional land use classifications, ensuring that new projects contribute to a cohesive and pedestrian-friendly Downtown environment. • Overlay Districts: Special overlay districts can impose additional standards or incentives within specific areas of Downtown, targeting key corridors or nodes for enhanced development. • Downtown Parks Master Plan: Advancing the vision for open spaces to further define programmatic uses, design characteristics, feasibility, acquisition,

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construction and maintenance costs will better inform funding streams, partnership agreements and speed of implementation. • Expedited Permitting and Approvals: Streamlining the review and approval process for projects that align with the Master Plan can incentivize investment and reduce development timelines. • Development Agreements: The City can enter into agreements with developers to ensure that specific project elements, such as public amenities or affordable housing, are delivered in exchange for incentives or flexibility in regulatory requirements. • Parking Standards Revisions: Adjusting parking requirements, such as reducing minimums or introducing shared parking strategies, can encourage higherdensity, mixed-use developments and optimize land use in Downtown. • Historic Preservation Ordinances: Strengthening preservation policies can protect and enhance Downtown’s historic assets, maintaining its unique identity while promoting adaptive reuse. • Complete Streets Policies: Establishing policies and preliminary designs that prioritize multi-modal transportation and pedestrian-friendly design ensures that public streetscapes contribute to a safe, accessible, and active Downtown. Together, these regulatory and policy tools can provide clarity, predictability, and the necessary framework for public and private stakeholders, fostering confidence and accelerating the implementation of the Downtown Master Plan.

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Marketing and Promotion Efforts A successful implementation of the Downtown Master Plan requires strategic and proactive marketing and promotion efforts to position Downtown Carrollton as a prime destination for investment, development, and community engagement. As the primary steward of the plan, the City must lead in promoting the vision, coordinating efforts, and facilitating partnerships to achieve the desired outcomes. Clear communication of the City’s role, along with targeted marketing strategies, will foster collaboration, attract the right stakeholders, and build momentum for Downtown’s transformation.

Coordinate Across Stakeholders

Key components of an effective marketing and promotion strategy include:

Engage Key Property Owners

Full Time City Staff Member Dedicated to Downtown

The City should build relationships with property owners within the study area, including major landholders such as churches and local businesses. Regular meetings and open channels of communication will help align their goals with the Master Plan, resolve potential conflicts, and identify opportunities for collaboration. Offering technical assistance to property owners and stakeholders ensures they are equipped to contribute to the plan’s success.

A full time City staff member allocated to coordinating, advancing and implementing the Master Plan priorities is conjunction with the Downtown Planning and Design team would serve as a dedicated advocate for the plan, ensuring consistent progress, fostering collaboration among stakeholders, and maintaining alignment with the plan’s vision and goals. This staff member would act as a liaison between the city, developers, community groups, and other partners, facilitating communication, tracking milestones, and securing funding or resources to achieve the Master Plan’s priorities effectively. Develop Engaging Marketing Collateral The City should create high-quality, visually appealing marketing materials that summarize the Downtown Master Plan. This collateral should highlight the vision, key concepts, catalytic projects, and market data supporting the plan. A highly graphic approach—incorporating renderings, maps, and success stories—will resonate with developers, investors, and community members, effectively conveying the opportunities and benefits of engaging with Downtown Carrollton. Privatived Event Management A privatized event management team allocated to coordinating, advancing, and implementing Downtown events in conjunction with the Downtown Plan City Staff member would ensure a consistent and professional approach to event planning and execution. This team would leverage their expertise to attract diverse, high-quality events, enhance community engagement, and align event programming with the district’s overall vision. By managing logistics, marketing, and partnerships, they would foster economic vitality, create memorable experiences, and maintain a seamless integration of events into the Downtown environment.

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Establishing a collaborative framework with public agencies, property owners, and developers is essential to ensuring future developments align with the Downtown Master Plan. By maintaining regular communication and coordination with these groups, the City can guide projects toward compliance with the plan’s goals while fostering strong partnerships.

Promote Catalytic Projects and Developers Identifying and showcasing built projects that align with the Downtown Master Plan’s vision serves as a powerful tool for inspiring confidence and attracting interest. Resource staff should actively engage developers with a track record of delivering similar projects, presenting them with the plan and gauging their interest in Downtown Carrollton. If informal outreach is insufficient, issuing formal Requests for Qualifications (RFQs) to a broader market pool can help target developers capable of executing the envisioned projects. Tell Downtown Carrollton’s Story Marketing efforts should emphasize the unique identity and opportunities of Downtown Carrollton. This involves crafting a compelling narrative that celebrates its history, community, and economic potential while positioning it as a vibrant, dynamic destination. Ongoing public relations campaigns, social media outreach, and partnerships with regional organizations can amplify the buzz and excitement surrounding Downtown. Facilitate Business Relocation for Key Sites When key development sites require the relocation of existing businesses, the City can play a vital role in assisting these transitions. Providing support, identifying alternative locations, and offering incentives will help minimize disruptions and maintain goodwill within the business community while enabling transformative development. DOWNTOWN CARROLLTON MASTER PLAN

Advance Supporting Studies As part of the marketing effort, the City should initiate detailed transportation and infrastructure studies to further refine and support the implementation of the Master Plan. These studies provide the data and clarity needed to secure investment and align public improvements with development goals. Through these coordinated marketing and promotion strategies, the City can effectively position Downtown Carrollton as an attractive, innovative, and thriving destination for investment and growth. Building excitement, aligning stakeholders, and highlighting the opportunities within Downtown will ensure that the Master Plan gains the traction and momentum needed for success.

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191

Action Plan

The Action Plan is thoughtfully organized into four comprehensive initiative categories, each designed to encompass a range of proposed actions that work in harmony to propel Downtown Carrollton toward achieving the community’s long-term vision for the future. These initiatives serve as a cohesive framework, integrating diverse strategies that collectively aim to deliver the desired transformation in Carrollton. The four initiative categories, each addressing critical components of the revitalization effort, are as follows: • Built Environment Initiatives • Operational and Programming Initiative • Policy and Regulatory Initiatives • Economic Development and Financial Initiatives For each initiative category, the action plan provides a detailed roadmap that includes specific recommended actions, identifies the catalyst project(s) these actions support, and outlines the recommended timeframe for initiating each action. It is important

192

to note that the timelines account for the understanding that some of these projects will require months or even years to fully realize their intended impact. Additionally, the plan specifies key stakeholders and entities responsible for implementing these actions, while offering a preliminary planning-level budget range for each project. These budget estimates will require further refinement as the City develops interim project designs, enabling more accurate cost assessments that can be aligned with available funding sources. A significant number of the proposed actions are expected to be funded and implemented through collaborative efforts between the City and private developers, highlighting the importance of public-private partnerships in achieving the vision for Downtown Carrollton. These partnerships will be instrumental in mobilizing resources, sharing expertise, and driving the successful execution of the recommended initiatives. It is also worth noting that the actions outlined in the plan are not presented in any particular order of priority.

DOWNTOWN CARROLLTON MASTER PLAN

Built Environment Actions The built environment serves as the physical framework for Downtown, shaping the community’s daily experiences and long-term aspirations. Implementation actions in this category aim to reinforce the district’s identity, enhance connectivity, and support sustainable growth. These initiatives prioritize adaptive reuse, context-sensitive infill, and the creation of vibrant, walkable streetscapes that respect historic character while accommodating future needs. To ensure these goals are achieved effectively, it is recommended that the Master Plan consultant team remain engaged during implementation, leveraging their practical and creative capabilities and providing consistent continuity from their in-depth work on the plan. By fostering a dynamic interplay between buildings, public spaces, and infrastructure, the actions outlined here will ensure a cohesive, resilient, and inclusive downtown that is both functional and inviting. BUILT ENVIRONMENT ACTIONS Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

BE-1

Deploy the Project Specific Implementation Strategies in Chapter 4 To help spur development and momentum for improvement in the Study Area, deploy the project specific implementation items found in Chapter 4. Prioritize items that can be achieved quickly as well as items that will have an impact within The Core.

ALL

BE-2

Enhance Street Lighting in Key Areas Install and upgrade pedestrian-scale lighting in Downtown corridors, parking lots, and public spaces to increase visibility and deter criminal activity and vagrancy. Work with TxDOT to incorporate enhanced and artful lighting under IH-35E. Coordinate with action item BE-8.

C-1, C-5, C-10, C-12, S-8, H-9

BE-3

Implement Traffic Calming Measures Install raised crosswalks, curb extensions, speed humps and other traffic calming measures mentioned in “Potential Traffic Calming Strategies for Belt Line Road” on page 147 to reduce speeds and improve pedestrian safety. Coordinate with action item BE-5.

C-12, C-13, C-17, G-1, G-7

BE-4

Core Signage & Wayfinding Upgrades C-11, C-17, In concert with the Signage Upgrade Program, install W-7, H-6, S-7 new signage in colors and branded graphics that outcompete surroundings for wayfinding clarity.

CHAPTER 5. IMPLEMENTATION

4-7

7-10

Key Entities to Implement

$$$

Various City Departments, Public Private Partnerships

Public Works Department, Engineering Department, Planning & Zoning Department, TxDOT

Public Works Department, Planning & Zoning Department, Urban Designers

Planning & Zoning Department, Engineering Department

Ongoing X

Planning Level Estimated Project Budget Range

193

BUILT ENVIRONMENT ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

BE-5

Belt Line Road Corridor Study A Belt Line Corridor Study, which would include Denton Drive and traffic calming measures, will consider the traffic calming and streetscape strategies illustrated in this plan. The Study should consider right-of-way, - including costs associated with acquiring or dedicating an easement for additional right-of-way, traffic demand, current and future development, and safety, and should deliver specific recommendations for the corridor, including 30% concept and project time horizon. Coordinate with action item BE-21.

C-11, C-13, W-7, G-1, G-7

BE-6

Downtown Urban Parks Planning & Design Develop use programs, designs, and estimated costs for all parks/open spaces to further inform implementation schedule/phasing, bond program inclusions and/or private implementation opportunities. See page 170.

C-5, C-7, C-8, C-10, C-14, C-15, S-1, S-3, S-4, S-7, H-3, H-6, W-6, W-9, G-6

BE-7

Downtown Traffic & Parking Study To complement NCTCOG’s TOD Parking Study and including the parking study near DART, conduct a parking utilization and turnover study to inform the location and prioritization of parking strategies in Downtown.

C-3, C-6, S-2

BE-8

Downtown Streetscape Study C-5, C-11, Evaluate existing and projected conditions at C-12, C-13, preliminary level of design associated with C-17, S-6, S-8, implementation of the Master Plan to further inform G-1, G-7 implementation and private partner negotiations and ensure appropriate identities for sub-districts and relevant inclusions in development criteria. Coordinate with action item PR-11.

194

4-7 X

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Engineering Department, Economic Development Department, Planning & Zoning Department

Parks and Recreation Department, Planning & Zoning Department, TOD Committee, Engineering Department, Music Art Committee

Engineering Department

Engineering Department, Planning & Zoning Department

Ongoing

DOWNTOWN CARROLLTON MASTER PLAN

BUILT ENVIRONMENT ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

BE-9

Conduct a Citywide Active Transportation Plan An Active Transportation Plan (ATP) will provide guidance regarding how Downtown will connect to the rest of the City from an active pedestrian perspective, will help with planning decisions on Belt Line Road and will guide the street treatments appropriate for the Downtown context.

C-12, C-13, C-14, C-16, C-17, C-18, S-6, S-7, S-8, S-9, H-3, H-6, H-7, H-8, H-9, W-4, W-8, G-1, G-7

BE-10

Engage Hotel Developers for Preliminary Input on Market Feasibility Organize a series of meetings with experienced hotel developers to gather insights into the Downtown market’s potential for hotel development. This process will help identify interest, challenges, and opportunities from a developer’s perspective and ensure that a future market supply and demand study is well-informed and targeted. This step will minimize costs and refine the scope of Action Item BE-11 by leveraging industry expertise early in the process.

S-2

BE-11

Hotel Market Supply and Demand Study Commission a professional study to evaluate the current and projected supply and demand for hotels in Downtown. This study should assess market conditions, trends in visitor demographics, and gaps in lodging options to determine the feasibility and type of hotel developments that would thrive in the areas.

S-2

CHAPTER 5. IMPLEMENTATION

4-7 X

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Planning & Zoning Department, Engineering Department

Economic Development Department

Ongoing

195

BUILT ENVIRONMENT ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

BE-12

Engage with Retail and Restaurant Brokers to Assess Market Trends Hold discussions with retail and restaurant brokers to gather preliminary insights into market conditions, tenant demands, and site selection criteria. This engagement will help identify key opportunities, current challenges, and potential strategies to strengthen the Downtown retail and dining scene. Feedback will also inform the scope of any further in-depth studies.

C-3, C-4, C-9

BE-13

Conduct a Detailed Retail and Restaurant Market Study Commission a study to analyze the retail and restaurant market in Downtown, assessing current offerings, consumer demand, spending patterns, and future opportunities. The study should provide datadriven recommendations for tenant mix, targeted marketing strategies and investment priorities to create a vibrant Downtown district

C-3, C-4, C-9

BE-14

Collaborate with DART to Define Development Opportunities for Their Parking Lot Engage DART to explore redevelopment opportunities for their Downtown Station parking lot. The process should define parameters for development, including parking and transit requirements, and establish a framework for property conveyance and leasing. Drawing from successful models like Trinity Mills, the collaboration should outline steps to attract a developer while safeguarding transit needs.

S-2

196

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Economic Development Department

Economic Development Department, Planning & Zoning Department

Ongoing

DOWNTOWN CARROLLTON MASTER PLAN

BUILT ENVIRONMENT ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

4-7

Key Entities to Implement

Parks & Recreation Department, Public Works Department, TxDOT, Planning & Zoning Department

Ongoing

BE-15

Confirm City’s Ability to Make Improvements Below IH-35E Work with TxDOT and railroad entities to confirm the City’s ability to make physical and aesthetic improvements in areas beneath IH-35E as well as the landscape buffering along IH-35E. This effort will clarify regulatory and maintenance responsibilities, paving the way for enhancements such as lighting, public art, pedestrian pathways, and active outdoor amenities.

C-1, C-10, C-16, H-3, H-4, H-7, W-2, W-8

BE-16

Confirm City’s Ability to Make Improvements Below DART Green Line Work with DART to confirm the City’s ability to make physical and aesthetic improvements in areas beneath the DART Green Line including the trail extension. This would establish the regulatory framework and maintenance responsibilities for enhancements such as a trail connection, artist pavilions, and public gathering spaces.

C-7, C-14

Parks & Recreation Department, Public Works Department, Planning & Zoning Department, TxDOT

BE-17

Engage Property Owner to Discuss Conveyance of Floodplain Land for Public Use Initiate conversations with the property owner for the floodplain property to explore the possibility of conveying the land to the City for public use, such as the proposed mountain bike course or other similar active outdoor amenity. The agreement should ensure the City maintains the required detention capacity to support adjacent non-floodplain properties while transforming the site into a recreational and community asset.

H-3

Parks & Recreation Department, Public Works Department, Planning & Zoning Department, Property Owner, US Army Corps of Engineers, NCTCOG

CHAPTER 5. IMPLEMENTATION

7-10

Planning Level Estimated Project Budget Range

197

BUILT ENVIRONMENT ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

BE-18

Explore Opportunities to Develop a Downtown Music Pavilion by Learning from the Levitt Pavilion Model and Similar Initiatives Engage the City of Arlington to understand how they successfully secured the Levitt Pavilion and evaluate whether a similar approach could be applied to development as a music pavilion in Downtown. These discussions should focus on funding mechanisms, partnerships, programming strategies, and operational frameworks that could support a vibrant venue.

C-8

BE-19

Continue Coordination with DART on the Final Program and Operations of the Historic Depot Collaborate with DART on the design, functionality, and integration of the final program into the Historic Depot. Ensure alignment with the broader goals are consistent with this Downtown Master Plan.

EXISTING STRUCTURE, S-2

BE-20

Install Interactive Public Art and Projection Mapping Displays Commission interactive public art installations and projection mapping displays that respond to touch, motion, or sound. These features will create memorable experiences, especially during festivals and events.

C-1, C-5, C-7, C-8, C-10, H-4, W-2

BE-21

Roadway Connections Elevate new street alignments and right of way requirements to determine costs, feasibility and impact on private property parcel development suitability. Prepare final engineering designs and acquire property to enable bidding for construction.

C-12, C-18, S-6, S-8, S-9, H-8, H-9, W-4, G-1

198

4-7

7-10

Key Entities to Implement

Economic Development Department, Parks & Recreation Department, Planning & Zoning Department

Planning & Zoning Department

$$-$$$

Economic Development Department, Parks & Recreation Department, Planning & Zoning Department, Downtown Arts Council

$$-$$$

Engineering Department, Planning & Zoning Department

Ongoing

Planning Level Estimated Project Budget Range

DOWNTOWN CARROLLTON MASTER PLAN

BUILT ENVIRONMENT ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

BE-22

Inquire About and Utilize the Sandy Lake Train as Part of the Downtown Public Art Initiative Explore the potential to incorporate the Sandy Lake Train as a unique and interactive art piece in Downtown. This historic train offers an opportunity to create a distinctive focal point that ties into Carrollton’s history. This effort should involve discussions between the train’s owner and City Staff to identify ways to repurpose and integrate the train as an artistic element in Downtown’s cultural landscape.

C-10

BE-23

Design and Construct Downtown Gateway Features Coordinate with design and engineering teams to develop gateway features at key points within the Study Area. These gateways will serve as iconic entry points, incorporating elements such as signage, public art, landscaping, lighting, and structural features that highlight Downtown Carrollton’s unique character.

C-11, C-13, W-7, G-6

BE-24

Enhance the Branding and Graphics on the Grain Elevator Enhance the exterior of the grain elevator with cohesive graphics, murals, or lighting can transform the grain elevator into an iconic feature that celebrates the community’s history, culture, and aspirations. This initiative requires collaboration with the property owner to align the design with Downtown’s branding while exploring creative solutions that respect the structure’s functional and historical significance.

C-5

CHAPTER 5. IMPLEMENTATION

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Economic Development Department, Parks & Recreation Department, Planning & Zoning Department, Historic Downtown Carrollton Association, Downtown Arts Council

$$-$$$

Economic Development Department, Public Works Department, Planning & Zoning Department, Parks & Recreation Department

Economic Development Department, Planning & Zoning Department, Marketing Department, Historic Downtown Carrollton Association

Ongoing

199

Operational and Programming Actions Operational and programming initiatives focus on activating Downtown as a destination for residents, businesses, and visitors. These actions emphasize creating vibrant public spaces, maintaining clean and safe streets, and fostering a sense of community through events, activities, and services. By ensuring effective governance, streamlined operations, and responsive management, these efforts will bring the master plan’s vision to life and sustain its momentum through dynamic and engaging programming.

OPERATIONAL AND PROGRAMMING ACTIONS Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

4-7

7-10

Key Entities to Implement

Planning & Zoning Department, Local Businesses

Historic Downtown Carrollton Association

Ongoing

OP-1

Food Truck and Pop-Up Markets Allocate zones for food trucks or temporary vendors to diversify dining and shopping options. Develop an operations management plan.

C-7, C-8, C-10

OP-2

Historic/Art Tours Develop self-guided or group walking tours with digital guides showcasing Downtown’s art and history.

C-4, C-5, C-10, C-12, THE CORE DISTRICT

OP-3

Shuttle Service Launch a convenient shuttle service to connect parking lots beneath IH-35 with key destinations in Downtown . The shuttle will improve access, reduce fears of safety concerns, and enhance the overall Downtown experience. This service should include clearly marked stops, a regular schedule, and ADAcompliant vehicles to ensure accessibility for all users.

C-4, C-5, C-6, C-7, C-8, C-9, C-10, THE CORE DISTRICT

Engineering Department, Historic Downtown Carrollton Association, Private Operators

OP-4

Establish a Downtown Security Ambassador or Community Policing Program Deploy trained safety ambassadors or police officers in branded Downtown Carrollton clothes to patrol Downtown including below IH-35E, provide visitor assistance, and address minor safety concerns. Ambassadors will also serve as a visible deterrent to crime.

C-5, C-8, C-9, C-10, THE CORE DISTRICT

Police Department, Historic Downtown Carrollton Association

200

Planning Level Estimated Project Budget Range

DOWNTOWN CARROLLTON MASTER PLAN

OPERATIONAL AND PROGRAMMING ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

OP-5

Activate Public Spaces with Programming Host regular community events such as concerts, markets, and fitness classes in public spaces to increase positive activity and deter illicit behavior.

C-5, C-7, C-8, C-10, C-15, S-3, S-4, S-7, H-6, W-9

OP-6

Downtown Management Evaluation Explore options and opportunities for a Downtownwide management, marketing, operations, and maintenance entity to supplement City services.

C-1, C-2, C-5, C-7, C-8, C-10, C-11, C-12, C-13, C-14, C-15, C-16, C-17, THE CORE DISTRICT

OP-7

Expand Downtown Wi-Fi Access Install public Wi-Fi hotspots in key Downtown areas to enhance visitor experience and support digital engagement.

C-5, C-7, C-10, C-12, C-15, THE CORE DISTRICT

OP-8

Coordinate a Downtown Dining Week Event Organize an annual Downtown Dining Week to highlight local restaurants and attract new patrons. Offer spacial menus, discounts, and culinary events.

C-3, C-4, C-9, THE CORE DISTRICT

CHAPTER 5. IMPLEMENTATION

4-7

Planning Level Estimated Project Budget Range

Key Entities to Implement

7-10

Ongoing

Parks & Recreation Department, Historic Downtown Carrollton Association

Historic Downtown Carrollton Association, Planning & Zoning Department

IT Department

Historic Downtown Carrollton Association, Economic Development Department, Marketing Department, Local Restaurants

201

Policy and Regulatory Actions Policy and regulatory measures provide the foundation for implementing the master plan by aligning rules and standards with the community’s vision. These actions involve updating zoning, incentives, and design guidelines to encourage desired development patterns while protecting key assets such as historic buildings, open spaces, and waterways. Establishing clear, predictable frameworks will attract investment, streamline approvals, and ensure that Downtown evolves in a way that balances growth with equity, accessibility, and environmental stewardship. POLICY AND REGULATORY ACTIONS Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

PR-1

PR-2

PR-3

PR-4

202

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Ongoing

Expand Build-To Line Flexibility Amend build-to -line standards to include allowances for wider sidewalks, street furniture, and outdoor seating areas to support vibrant streets. Coordinate with action item BE-8.

C-5, C-12, G-1

Planning & Zoning Department

Revise Building Height Regulations Adjust maximum building heights in the Urban Core and Urban General to encourage iconic high-density developments while incorporating height step-backs near adjacent low-density zones

C-6, C-9, S-2, H-5

Planning & Zoning Department

Economic Development Office, Planning & Zoning Department

Planning & Zoning Department, Economic Development Department, Legal Department

Mandatory Ground-Floor Retail in Key Zones Expand “Required Retail Construction” areas to include additional corridors, ensuring groundfloor activation with retail, restaurant, or flexible commercial uses.

C-3, C-4, C-5

Create a New Industrial Mixed-Use Zoning District Develop and adopt a new industrial zoning district that supports a greater mix of uses, including residential, commercial, office, live-work units, and artist spaces. This district will align with evolving urban trends and will foster dynamic, adaptable areas that support innovation and diverse community needs. The new district should draw inspiration from successful precedents such as Atlanta’s I-MIX, Denver’s I-MX, Charlotte’s Innovation Mixed-Use, and Portland’s Central Employment zoning districts.

H-1, H-2, H-3, W-1, W-3, W-5, W-6

DOWNTOWN CARROLLTON MASTER PLAN

POLICY AND REGULATORY ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

PR-5

PR-6

PR-7

PR-8

Create a Signage Upgrade Program for Buildings The Downtown Signage Upgrade Program will enhance the district’s visual identity with cohesive, high-quality signage that balances individual tenant branding with a unified aesthetic.

Update PD-169 to Encourage Additional Commercial Development Revise the allowable land uses, building heights, and setbacks in the sub-areas to allow for small-scale commercial, townhomes, and other uses listed in the Gateway District of the Master Plan. Include additional Special Development Standards for the facade aesthetics, signage and lighting standards of house-to-commercial conversion. Adjust the parking requirements to be reduced or waived for businesses that convert a single-family residential structure. Transit-Supportive Zoning Updates Create zoning incentives for projects that reduce car dependency and integrate transit access features, such as bike facilities or reduced parking minimums. Continue Public Art Efforts Expand the public art and mural initiative in Downtown to below IH-35 with prioritizing highquality murals and art installations. Coordinate with TxDOT to activate the space below IH-35 with public art installations and murals.

CHAPTER 5. IMPLEMENTATION

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Ongoing

C-2

Planning & Zoning Department, Building Inspections Department, Economic Development Department, Design Consultants, Local Business Owners

G-2, G-3, G-6

Planning & Zoning Department

S-2, H-5

Planning & Zoning Department

Planning & Zoning Department, Downtown Arts Council

C-1, C-7, C-8, C-10, C-15, S-3, S-4, H-4, W-2, W-6, W-9, G-6

203

POLICY AND REGULATORY ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

PR-9

PR-10

PR-11

204

Develop Pattern Books Create comprehensive pattern books to guide the design of infill development, new single-family residential projects and market-sized logistics facilities. The book should include architectural styles, materials, massing, and landscape standards that align with the intent of this master plan and the character of the neighborhood. The goal is to ensure a cohesive, context-sensitive development that will enhances neighborhood aesthetics and maintains community identity.

C-3, C-4, C-9, G-2, G-5, S-1, S-5, H-2, W-1, W-3

Landmark Building Guidelines Create a set of design guidelines specifically for landmark buildings at prominent intersections and axial point of interest within the Study Area. The guidelines should ensure that landmark buildings enhance the urban character, emphasize their unique locations, and contribute to the Downtown identity. The guidelines should cover aspects such as height, massing, facade articulation, materials, and integration with public spaces to reinforce their prominence.

C-6, S-2, H-5

Develop a Complete Streets Policy Create a Complete Streets Policy to set the City’s commitment to and implementation process for integrating Complete Streets concepts in transportation planning decisions and roadway design.

C-5, C-8, C-11, C-12, C-13, C-14, C-16, C-17, C-18, S-6, S-8, S-9, H-7, H-8, H-9, W-4, W-7, W-8, G-1, G-6, G-7

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Ongoing

Planning & Zoning Department, Urban Design Consultants, Community Stakeholders

Planning & Zoning Department, Urban Design Consultants

Planning & Zoning Department, Engineering Department, Public Works Department

DOWNTOWN CARROLLTON MASTER PLAN

POLICY AND REGULATORY ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

PR-12

PR-13

PR-14

Remove Parking Minimums in Downtown Amend the zoning codes to eliminate parking minimum requirements for new developments in Downtown, reflecting its walkable environment, proximity to transit, and focus on multi-modal transportation options. This policy will encourage developers to optimize land use by prioritizing pedestrian-oriented design and mixed-use projects instead of dedicating space for parking. Removing parking minimums will also lower development costs, attract a wide range of projects and allow the developer to determine how much parking is needed for their project. Provisions for shared parking can still be incentivized as part of the development process.

C-3, C-6, C-9, C-10, S-2, THE CORE DISTRICT

Create a Downtown Public Space Activation Policy Establish a streamlined policy to encourage temporary activations of public spaces, such as outdoor seating areas, pop-up shops, markets, and art installations. By simplifying permitting and providing guidelines for temporary uses, this policy will make it easier for businesses and organizations to utilize public spaces creatively.

C-1, C-5, C-7, C-8, C-10, C-14, C-15, S-3, S-4, S-7, H-4, H-6, W-2, W-9

Create Shared Access/Use Policies to Facilitate Single-Family Commons Work closely with residents, developers, and stakeholders to create shared access and use policies that enable single-family homes to share common spaces and infrastructure. Establishing clear guidelines encourages developers to implement the single-family commons model while ensuring it align with zoning regulations and community needs.

S-1

CHAPTER 5. IMPLEMENTATION

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Ongoing

Planning & Zoning Department, Economic Development Department, Design Consultants, Local Business Owners

Planning & Zoning Department Parks and Recreation Department

Planning & Zoning Department

205

POLICY AND REGULATORY ACTIONS - CONTINUED Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

PR-15

PR-16

206

C-1, C-5, C-7, Create a Public Realm Maintenance Program C-8, C-10, A Public Realm Maintenance Program ensures that C-11, C-12, Downtown’s shared spaces, including streetscapes, parks, plazas, and public infrastructure, remain clean, C-13, C-14, C-15, C-16, functional, and visually appealing. This program C-17, S-3, would define standards for cleanliness, repair, and S-4, S-6, S-7, upkeep while establishing clear responsibilities and funding mechanisms. A well-maintained public realm S-8, H-3, H-4, enhances community pride, supports economic H-6, H-7, H-8, W-2, vitality, and creates an inviting environment for W-7, W-8, residents, businesses, and visitors. W-9, G-1, G-6, G-7 Develop a Parking Management Plan A Parking Management Plan establishes strategies to efficiently utilize existing parking resources, balance supply and demand, and improve access to Downtown destinations. The plan should focus on optimizing parking availability, integrating modern technologies, and aligning parking policies with broader goals such as walkability, economic vitality, and environmental sustainability. By proactively managing parking, the City can enhance the user experience, support local businesses, and encourage multi-modal transportation options.

C-3, C-4, C-5, C-6, C-7, C-8, C-9, C-10, C-12, C-14, C-15, S-2, S-3, S-4, S-5, S-6, S-7, S-8, H-1, H-2, H-3, H-6, H-9, W-1, W-3, W-5, W-6, W-9, G-1, G-2, G-3, G-4, G-5, G-6

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Ongoing

Planning & Zoning Department, Public Works Department, Engineering Department, Parks & Recreation Department

Engineering Department, Economic Development Department, Planning & Zoning Department, Public Works Department

DOWNTOWN CARROLLTON MASTER PLAN

Economic Development and Finance Actions Economic development and finance strategies focus on creating a thriving economic ecosystem for Downtown by attracting investment, supporting local businesses, and leveraging public and private resources. These actions include identifying funding opportunities, structuring public-private partnerships, and implementing targeted incentives to catalyze growth. By prioritizing sustainable financial models and fostering entrepreneurship, Downtown will become a hub of innovation, commerce, and opportunity, driving long-term economic vitality. ECONOMIC DEVELOPMENT AND FINANCE ACTIONS Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies)

EDF-1

Develop a Public-Private Partnership (P3) Strategy for Downtown Projects Create a comprehensive strategy for executing public-private partnerships (P3s) to advance Downtown projects identified in this Master Plan. This strategy should outline frameworks for collaboration, funding mechanisms, and governance structures to effectively engage private sector partners. By leveraging public and private resources, the P3 approach will support transformative developments, such as mixed-use projects, public spaces and infrastructure improvements.

C-1, C-3, C-4, C-6, C-7, C-8, C-10, S-2, H-3, H-4, W-2, W-6, G-2, G-4

EDF-2

Catalyst Project Partnerships Collaborate with private developers to kick-start transformative projects through public-private partnerships in conjunction with dedicated City funding.

C-1, C-3, C-4, C-6, C-7, C-8, C-10, S-2, H-3, H-4, W-2, W-6, G-2, G-4

EDF-3

Apply for Cultural District Designation Submit an application to the Texas Commission on the Arts (TCA) for designation of Downtown as a Cultural District. This formalizes the area as an arts hub, unlocks grant funding, and raises its profile. The process includes stakeholder engagement, identifying cultural assets, and developing a strategic vision.

C-1, C-5, C-7, C-8, C-10, C-11, THE CORE DISTRICT

1-4

CHAPTER 5. IMPLEMENTATION

4-7

7-10

Planning Level Estimated Project Budget Range

Key Entities to Implement

Economic Development Department, Planning & Zoning Department, Private Developers, Community Stakeholders

$$$

City of Carrollton, Private Developers

Downtown Arts Council, Historic Downtown Carrollton Association, Planning & Zoning Department

Ongoing

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ECONOMIC DEVELOPMENT AND FINANCE ACTIONS Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

EDF-4

Tourism Marketing Campaign Develop and execute a campaign to promote Downtown Carrollton as a destination for shopping, dining, outdoor amenities, and events.

C-1, C-5, C-7, C-8, C-10, S-2, S-7, H-3, H-4, H-6, W-2, W-6, G-6

EDF-5

Develop an Economic Development Outreach Strategy to Attract Award-Winning Chefs to Downtown Create a targeted outreach strategy to attract award-winning chefs from the Dallas-Fort Worth area to open restaurants or culinary ventures in Downtown. The strategy should include personalized outreach, showcasing Downtown’s potential as a culinary destination, and offering incentives such as subsidies for property acquisition and construction.

C-3, C-4, C-9, THE CORE DISTRICT

EDF-6

Form a Merchants Association and Explore the Creation of a Public Improvement District (PID) Facilitate the establishment of a Downtown merchants association as a foundation for collective business advocacy and coordination. Once formed, collaborate with the merchants association to explore th feasibility of creating a Public Improvement District (PID). The PID should focus on enhancing Downtown’s competitiveness through coordinated marketing, parking management, public space maintenance, and a unified merchandising and leasing strategy.

C-2, C-3, C-4, C-5, C-9, THE CORE DISTRICT

208

4-7

Planning Level Estimated Project Budget Range

Key Entities to Implement

7-10

Ongoing

Market Department

Economic Development Department, Historic Downtown Carrollton Association

Economic Development Department, Marketing Department, Historic Downtown Carrollton Association, Downtown Property Owners and Business Leaders

DOWNTOWN CARROLLTON MASTER PLAN

ECONOMIC DEVELOPMENT AND FINANCE ACTIONS Ref #

Action Item

Catalyst Projects this Supports

Recommended Initiation Time Frame In Years (Completion time of item varies) 1-4

C-2

EDF-7

Develop a Signage Improvement Grant Program for Downtown Buildings Create a grant program to help building owners and tenants upgrade signage, promoting highquality, cohesive designs that enhance Downtown’s character, wayfinding, and visual appeal.

EDF-8

Develop a Downtown Social Media and Content C-1, C-5, C-7, Strategy C-8, C-10, Create a dedicated social media and content strategy C-15, S-3, S-4, to showcase Downtown’s events, businesses, and S-7, H-3, H-4, H-6, W-2, attractions. This strategy will increase visibility, W-6, W-9, G-6 engagement and foot traffic

EDF-9

Establish Incentives for Adaptive Reuse of Historic Buildings Establish a financial incentive program for rehabilitating historic buildings, offering tax abatements, grants, low-interest loans, or expedited permitting. This supports preservation while adapting buildings for modern use.

C-4, THE CORE DISTRICT

EDF10

Create Marketing Collateral to Attract Appropriate Developers for Private Development in Downtown. Develop marketing materials to showcase Downtown’s development potential, highlighting available sites, incentives, infrastructure improvements, and market demand. These materials will attract developers aligned with Downtown’s vision, driving high-quality private investment.

C-3, C-4, C-6, C-9, S-1, S-2, S-5, H-1, H-2, H-5, W-1, W-3, W-5, G-2, G-3, G-4, G-5, G-6

CHAPTER 5. IMPLEMENTATION

4-7

7-10

Key Entities to Implement

Economic Development Department, Planning & Zoning Department

Marketing Department, Economic Development Department, Historic Downtown Carrollton Association, Planning & Zoning Department

Economic Development Department, Historic Downtown Carrollton Association, Planning & Zoning Department

Marketing Department, Economic Development Department, Planning & Zoning Department

Ongoing

Planning Level Estimated Project Budget Range

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Action Items Initiation Time Frame The lists below and on the following pages outline the recommended timeframe for initiating each action item. Completion timelines may vary, and some actions may require ongoing efforts.

1-4 years • BE-1 Deploy the project specific implementation strategies in Chapter 4

• EDF-1 Develop a Public-Private Partnership (P3) strategy for Downtown projects

• BE-2 Enhance street lighting in key areas

• EDF-2 Catalyst project partnerships

• BE-4 Core signage and wayfinding upgrades • BE-6 Downtown urban parks planning & design

• EDF-6 Form a merchants association and explore the creation of a Public Improvement District (PID)

• BE-8 Downtown streetscape study

• EDF-8 Develop a Downtown social media and content strategy

• BE-10 Engage hotel developers for preliminary input on market feasibility

• EDF-10 Create Marketing Collateral to Attract Appropriate Developers for Private Development in Downtown

• BE-12 Engage with retail and restaurant brokers to assess market trends • BE-14 Collaborate with DART to define development opportunities for their parking lot • BE-15 Confirm City’s ability to make improvements below IH-35E • BE-19 Continue coordination with DART on the final program and operations of the Historic Depot • BE-21 Roadway connections (4th and Main Streets connection) • BE-23 Design and construct gateway features (Belt Line and Broadway) • BE-24 Enhance the branding on the grain elevator • OP-6 Downtown management evaluation • OP-7 Expand Downtown Wi-Fi access • PR-1 Expand build-to line flexibility • PR-2 Revise building height regulations • PR-3 Mandatory ground-floor retail in key zones • PR-5 Create a signage upgrade program for buildings • PR-6 Update PD-169 to encourage additional commercial development • PR-7 Transit-supportive zoning updates • PR-9 Develop pattern books • PR-14 Create shared access/use policies to facilitate single-family commons

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4-7 years • BE-1 Continue to deploy the project specific implementation strategies in Chapter 4

• PR-16 Develop a parking management plan

• BE-3 Implement traffic calming measures

• EDF-1 Continue to develop a Public-Private Partnership (P3) strategy for Downtown projects

• BE-5 Belt Line Road corridor study

• EDF-2 Continue Catalyst project partnerships

• BE-7 Downtown traffic & parking study • BE-9 Conduct a Citywide active transportation plan

• EDF-5 Develop an economic development outreach strategy to attract awardwinning chefs to Downtown.

• BE-11 Hotel market supply and demand study

• EDF-7 Develop a signage improvement grant program for Downtown buildings

• BE-13 Conduct a detailed retail and restaurant market study

• EDF-9 Establish incentives for adaptive reuse of historic buildings

• BE-16 Confirm City’s ability to make improvements below DART Green Line • BE-17 Engage property owner to discuss conveyance of floodplain land for public use • BE-18 Explore opportunities to develop a downtown music pavilion by learning from Levitt Pavilion model and similar initiative • BE-20 Install interactive public art projection mapping displays • BE-21 Roadway connections • BE-22 Inquire about and utilize the Sandy Lake Train as part of the Downtown public art initiative • OP-1 Food Truck and Pop-Up Markets • OP-3 Shuttle service • OP-4 Establish a Downtown security ambassador or community policing program • PR-8 Continue public art efforts • PR-10 Landmark building guidelines • PR-11 Develop a complete streets policy • PR-13 Create a Downtown public space activation policy • PR-15 Create a public realm maintenance program CHAPTER 5. IMPLEMENTATION

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7-10 years • BE-1 Continue to deploy the project specific implementation strategies in Chapter 4 • BE-21 Roadway connections (all remaining connections) • BE-23 Design and construct gateway features (all others) • OP-2 Historic/Art tours • OP-5 Activate public spaces with programming • OP-8 Coordinate a Downtown dining week event • PR-4 Create a new industrial mixed-use zoning district • PR-12 Remove parking minimums in Downtown • EDF-1 Continue to develop a Public-Private Partnership (P3) strategy for Downtown projects • EDF-2 Continue Catalyst project partnerships • EDF-3 Apply for Cultural District Designation • EDF-4 Tourism marketing campaign • EDF-5 Continue to develop an economic development outreach strategy to attract award-winning chefs to Downtown.

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Appendix A: Action Plan Steps

Action Plan Steps The following appendix provides a detailed outline of proposed steps the City of Carrollton can take to implement the action items identified in the Implementation Chapter of this Downtown Master Plan. These recommendations are designed to offer clear, actionable guidance to support the City’s vision and goals, ensuring that each action item is executed effectively and aligns with the broader strategic framework. By following these steps, the City of Carrollton can prioritize efforts, allocate resources efficiently, and foster measurable progress toward achieving the desired outcomes.

Built Environment Actions BE-1: Deploy the Project Specific Implementation Strategies in Chapter 4 Priority projects include: 1. The Core: Signage upgrade program on page 100 with additional action steps on page 251 2. The Core: Urban infill with roof-top parking on page 102 3. The Core: Vacant parcel infill development on page 103 4. The Core: Design enhancements of Historic Square on page 104 5. The Settlement: Single-family common areas on page 123 6. The Settlement: Hotel and shared parking garage with DART on page 124 7. The Settlement: Neighborhood pocket park on page 126 8. The Settlement: Pond access and fishing pier on page 127 9. The Settlement: Infill residential development on page 128 10. The Hutton: Market-sized logistics facilities on page 131 11. The Hutton: Regional destination mountain bike course on page 133 12. The Westside: Mixed-use employment campus on page 137 13. The Westside: Roadway connections on page 138 14. The Gateway: Belt Line Road streetscape improvements on page 141 15. The Gateway: Infill small business headquarters on page 148 16. The Gateway: Conversion of homes to commercial spaces on page 149

APPENDIX A: ACTION PLAN STEPS

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BE-2 Enhance Street Lighting in Key Areas 1. Conduct a Lighting Needs Assessment Map existing streetlights, underpass lighting, and fixtures to identify areas lacking sufficient coverage. Analyze safety data, traffic patterns, and footfall studies to prioritize locations like corridors, parking lots, and underpasses. Work with TxDOT to assess the current lighting infrastructure under IH-35E for improvement opportunities. 2. Develop Lighting Design Standards Create cohesive guidelines for pedestrian-scale lighting, specifying fixture types, brightness, and aesthetics to align with Downtown’s identity. Incorporate innovative elements such as smart lighting systems or artistic features for underpasses to enhance both functionality and aesthetics. Ensure energy efficiency by mandating the use of LED or solar-powered fixtures. 3. Secure Funding and Select Vendors Explore diverse funding sources, including federal and state grants, local budgets, and public-private partnerships. Develop an RFP outlining design and performance expectations to attract qualified lighting vendors. Consider partnerships with businesses or developers for co-funding in highimpact areas. 4. Install and Test Lighting Start with a pilot project in a high-priority location to test designs and address issues before broader implementation. Collaborate with TxDOT to ensure seamless installation and regulatory compliance for lighting under IH-35E. Conduct nighttime tests post-installation to verify coverage and adjust fixture placements as needed. 5. Monitor and Maintain Lighting Implement a proactive maintenance program, scheduling regular inspections to keep fixtures operational. Set up an easy-to-use reporting system for public and staff to report outages or damage. Periodically review safety metrics and energy usage to measure the impact of lighting enhancements and identify areas for further upgrades.

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Possible Funding Sources » » » » » » » » » »

Safe Streets and Roads for All - US DOT Community Development Block Grant - HUD Energy Efficiency and Conservation Block Grant - DOE Rebuilding American Infrastructure with Sustainability and Equity - US DOT Texas Main Street Program - Texas Historical Commission Transportation Alternatives Program - TxDOT Recreational Trails Grant - Texas Parks & Wildlife Department Sustainable Development Funding - NCTCOG AARP Community Challenge Grant - AARP Our Town Grant - National Endowment for the Arts

DOWNTOWN CARROLLTON MASTER PLAN

BE-3 Implement Traffic Calming Measures 1. Conduct a Traffic Study Analyze current traffic patterns, speeds, and pedestrian activity in Downtown to identify high-risk areas needing calming measures. Prioritize streets and intersections with high pedestrian traffic, schools, or accident history for immediate action. 2. Design Traffic Calming Solutions Utilize the toolkit of traffic calming features outlined on page 147 tailored to Downtown’s character. Ensure designs are ADA-compliant and incorporate aesthetic elements, such as decorative crosswalks or planters, to enhance visual appeal. 3. Integrate into the Capital Improvement Plan (CIP) Include traffic calming projects in the next update of the CIP. Prioritize high-impact locations and align traffic calming efforts with other planned infrastructure projects to optimize resources. Identify phased funding allocations in the CIP to ensure sustainable implementation over multiple years. 4. Engage Key Stakeholders Collaborate with local businesses, property owners, and transportation agencies to align traffic calming efforts with broader Downtown goals. Coordinate with emergency services to ensure traffic calming measures do not impede access. 5. Pilot Traffic Calming Projects Implement temporary or pilot measures, such as painted curb extensions or temporary speed bumps, to test effectiveness before permanent installations. Use feedback from residents and data collection during the pilot to refine designs. 6. Secure Additional Funding and Permits Apply for state or federal grants and utilize CIP allocations to fund traffic calming measures. Obtain necessary permits from local or state transportation agencies, particularly for changes on major streets or intersections. 7. Install Permanent Traffic Calming Features Begin installation in prioritized areas, phasing implementation based on CIP funding and community needs. Integrate landscaping or public art into permanent features to enhance Downtown’s streetscape.

APPENDIX A: ACTION PLAN STEPS

8. Monitor and Adjust Collect post-implementation data on traffic speeds, pedestrian safety, and community satisfaction to evaluate effectiveness. Make adjustments or add additional measures as needed to ensure long-term success. Possible Funding Sources » Safe Streets and Roads for All - US DOT » Rebuilding American Infrastructure with Sustainability and Equity - US DOT » Transportation Alternatives Program - FHWA » Safe Routes to School Grants - TxDOT » Texas Main Street Program - Texas Historical Commission » Texas Traffic Safety Program - TxDOT » Sustainable Development Funding - NCTCOG » Transit-Oriented Development Grants - DART » AARP Community Challenge Grant - AARP » Complete Streets Grants - Smart Growth America » Business Improvement District » Tax Increment Financing

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BE-4 Core Signage & Wayfinding Upgrades 1. Evaluate Existing Wayfinding Conditions Conduct a walk-through assessment of Downtown to identify specific wayfinding pain points, such as areas with poor visibility or confusing navigation. Focus on high-impact zones like parking lots, transit stops, pedestrian paths, and major destinations where clarity is most critical. 2. Work with a Branding & Design Team to Develop a Vibrant Signage Strategy Create designs using bold colors, clean typography, and graphics that clearly differentiate Downtown signage from competing visual clutter. Incorporate modern design elements like directional arrows, simplified maps, and unique Downtown branding to improve functionality. Prioritize the creation of “gateway signs” for major entry points and clear directional signage for high-traffic areas. 3. Coordinate with Existing Programs and Stakeholders Modify existing signage regulations to meet the new guidance developed from the Signage Strategy Work in tandem with the Signage Upgrade Program on page 100 to ensure consistency in design language and maximize cost efficiencies. Engage DART and local stakeholders to align wayfinding signage with other Downtown improvements, such as parking systems and public transit routes. 4. Plan Installation Phases Strategically Divide installation into manageable phases, starting with the most critical or visible locations to generate immediate impact. Use temporary mock-ups or pilot installations to test the effectiveness of sign placement and design in real-world conditions. 5. Fabricate and Install Core Signage Select vendors with expertise in durable materials and high-visibility signage fabrication to ensure longevity and performance. Install signage with attention to positioning, ensuring each piece is placed at eye level or appropriate heights for its intended audience. 6. Enhance the User Experience Develop a complementary digital tool, such as an interactive map or QR code system integrated into physical signs, to assist visitors with real-time navigation. Incorporate lighting into critical signage for improved visibility during evening hours.

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7. Ensure Long-Term Maintenance and Adaptability Establish a streamlined maintenance plan that includes regular cleaning, inspections, and repairs. Plan for periodic updates to reflect changes in Downtown, such as new businesses or attractions, to keep the wayfinding system relevant. Possible Funding Sources » Transportation Alternatives Program - FHWA » Rebuilding American Infrastructure with Sustainability and Equity - US DOT » Texas Main Street Program - Texas Historical Commission » Safe Routes to School Grants - TxDOT » Complete Streets Grants - Smart Growth America

DOWNTOWN CARROLLTON MASTER PLAN

BE-5 Belt Line Road Corridor Study 1. Define Objectives and Scope Identify the purpose of the corridor study (e.g., traffic flow improvement, economic development, land use planning, environmental considerations). Clearly define the boundaries along Belt Line Road and key issues to address. 2. Allocate Budget and Resources Secure funding for the study through municipal budgets, grants, or partnerships with regional agencies. Allocate staff to oversee the process and ensure coordination across departments. 3. Hire a Consultant Develop a Request for Qualifications (RFQ) that outlines the scope of work, timeline, and deliverables for the corridor study. Select a consultant with expertise in transportation planning, urban design, or economic development, depending on the study’s focus. 4. Engage Stakeholders Identify and involve key stakeholders, including property owners, residents, businesses, and community organizations within the corridor. Hold preliminary meetings or workshops to gather input and understand concerns and priorities. 5. Conduct a Baseline Assessment Gather existing data on traffic patterns, land use, infrastructure, demographics, and economic activity within the corridor. Conduct field surveys, site visits, or initial studies to identify existing conditions and challenges. 6. Analyze Trends and Opportunities Review future development trends, zoning regulations, and market conditions. Identify potential opportunities for growth, redevelopment, or infrastructure improvements. 7. Develop and Evaluate Alternatives Expand on the scenarios identified in Chapter 4 for improving the corridor, addressing issues such as mobility, land use, aesthetics, and public space. Conduct cost-benefit analyses, traffic modeling, or feasibility studies to evaluate options. 8. Engage the Public Host public meetings, workshops, or online surveys to gather feedback on proposed alternatives. Incorporate community input to refine recommendations and build consensus. APPENDIX A: ACTION PLAN STEPS

9. Evaluate Right-of-Way Expansion or Dedicated Easements (See BE-21 on page 235 for additional information) Conduct a corridor study to evaluate the feasibility of expanding the right-ofway or creating dedicated easements for additional streetscape treatments. Analyze existing conditions, including right-of-way dimensions, adjacent land uses, and utility placements. Explore design alternatives to integrate enhanced streetscape elements such as widened sidewalks, landscaping, bike lanes, and public art. Engage property owners, utility providers, and stakeholders to identify constraints and opportunities. Align recommendations with the overall vision and goals for the corridor. 10. Draft the Corridor Study Report Prepare a comprehensive report summarizing findings, recommendations, and implementation strategies. Include maps, visuals, and phased action plans for proposed improvements. 11. Adopt and Implement the Plan Present the final corridor study to city leadership, planning commissions, and governing bodies for approval. Develop an action plan that prioritizes projects, timelines, and funding sources. Begin implementation by integrating recommendations into capital improvement plans, zoning updates, or development reviews. 12. Monitor and Update the Study Establish metrics to track progress and outcomes. Periodically review and update the corridor study to reflect changes in conditions, priorities, or funding availability.

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BE-6 Downtown Parks Planning & Design 1. Establish Project Framework Define the overall vision and goals for the parks/open spaces, identifying key objectives such as creating multi-functional community spaces, enhancing accessibility, and promoting sustainability. 2. Engage Planning and Design Consultant If internal resources are insufficient, initiate an RFQ process to select a consultant specializing in parks design, public space planning, and communitydriven projects. Outline expectations, deliverables, and timeline in collaboration with the chosen consultant. 3. Facilitate Community and Stakeholder Engagement Organize workshops, focus groups, and surveys to gather diverse community input on desired features and activities for each park/open space. Engage key stakeholders, including local businesses, residents, and community organizations, to ensure designs reflect local needs and priorities. 4. Conduct a Site and Infrastructure Evaluation Assess the current physical conditions of the land identified for parks/open spaces, including infrastructure, landscape features, and access points. Identify any constraints, such as environmental factors, existing structures, or utility infrastructure that may affect design options. 5. Develop Programmatic Concepts Create tailored programs for each park or open space, specifying the types of activities and amenities to be provided, such as playgrounds, green spaces, fitness areas, or event venues. Ensure the program supports long-term usability and adaptability for different age groups and community needs. 6. Generate Design Concepts and Visioning Collaborate with the consultant to develop visual design concepts, considering the unique characteristics of each space and how they fit into the broader downtown context. Emphasize innovative design elements that foster social interaction, environmental sustainability, and aesthetic appeal. 7. Estimate Budget and Phasing Plan Work with the consultant to develop a comprehensive cost estimate for each park, considering both construction and ongoing maintenance. Establish a realistic timeline with phased improvements to prioritize the most urgent needs or impactful projects first. 220

8. Incorporate into City Funding Mechanisms Integrate the park plans into the City’s Capital Improvement Plan (CIP) or bond program for consideration during budgeting cycles. Identify other potential funding avenues, such as grants, private donations, or partnerships with local developers and businesses. 9. Identify Opportunities for Private Investment Explore partnerships with private developers, businesses, or philanthropic organizations to help fund, develop, or maintain park spaces. Consider naming rights, sponsorships, or land donations to offset public investment costs. 10. Prepare Comprehensive Report and Final Presentation Compile all findings, designs, cost estimates, and implementation strategies into a final report for city officials and the community. Incorporate into the City Parks Master Plan to recognize Downtown parks as unique destinations while ensuring they are integrated into citywide planning, funding and development efforts. Present the plan to the city council and other key stakeholders for review, feedback, and formal approval. 11. Secure Funding and Finalize Implementation Finalize funding arrangements based on the selected funding sources (CIP, grants, private investments). Once funding is secured, proceed with project approval, design development, and construction based on the established phasing plan.

DOWNTOWN CARROLLTON MASTER PLAN

BE-7 Downtown Traffic & Parking Study 1. Define Study Scope and Objectives Establish the study’s objectives, focusing on understanding parking utilization, turnover rates, and the relationship between traffic patterns and parking demand in Downtown. Align the study with existing regional efforts, such as NCTCOG’s TOD Parking Study and nearby DART-related studies, to ensure consistency and relevance. 2. Select Consultant or Study Team If expertise is needed, issue an RFQ to hire a consultant specializing in transportation planning, parking analysis, and urban mobility. Outline specific deliverables, timeline, and expectations for the consultant to integrate findings from regional studies into the local context. 3. Conduct Field Data Collection Perform on-site parking occupancy surveys, monitoring peak and off-peak times to gather data on utilization and turnover rates. Collect traffic data in conjunction with parking data to understand how traffic flow impacts parking availability and demand. 4. Analyze Parking Patterns and Traffic Flow Review the data to identify areas with high demand, low turnover, or inefficient use of parking spaces. Assess the impact of nearby transit options (e.g., DART) and their influence on parking needs and traffic circulation. 5. Engage Stakeholders and Gather Input Consult with local business owners, residents, and commuters to understand parking needs, challenges, and preferences. Incorporate feedback to ensure the study accurately reflects community concerns and informs practical solutions. 6. Evaluate Potential Parking Strategies Identify and assess various parking strategies, such as shared parking, pricing strategies, and expanding parking infrastructure. Consider non-traditional solutions like bike racks, car-sharing services, or dynamic parking management systems. 7. Develop Prioritization Framework Based on study findings, create a framework for prioritizing parking solutions that address the most pressing needs (e.g., high-demand areas, improving turnover, or enhancing access to transit). Factor in the potential for phased implementation depending on available resources and funding. APPENDIX A: ACTION PLAN STEPS

8. Estimate Costs and Implementation Timeline Provide cost estimates for proposed parking strategies, including infrastructure improvements, technology investments, or operational changes. Develop an implementation timeline that sequences parking strategies based on priority, available funding, and feasibility. 9. Integrate Findings into City Planning Documents Include the study’s findings and recommendations into the City’s transportation or parking management plan. Propose actionable steps for integrating parking strategies into the Downtown development vision, ensuring alignment with broader urban planning goals. 10. Present Results and Recommendations Prepare a detailed report outlining findings, analysis, recommended strategies, and cost estimates. Present the study and recommendations to city council, stakeholders, and the public for feedback and approval. 11. Secure Funding and Begin Implementation Identify funding sources for implementing prioritized parking strategies, including potential grants, public-private partnerships, or inclusion in the city’s CIP. Once funding is secured, proceed with the phased implementation of recommended parking solutions, starting with the highest-priority areas.

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BE-8 Downtown Streetscape Study 1. Clarify Study Goals and Master Plan Alignment Define the study’s objectives, focusing on evaluating the current and future conditions of the downtown streetscape. Ensure the study aligns with the broader vision set forth in the Downtown Master Plan, identifying key areas where streetscape improvements will play a crucial role. 2. Review Existing Streetscape Conditions Conduct a thorough assessment of the current streetscape, including sidewalk conditions, street furniture, lighting, landscaping, signage, and accessibility. Identify areas of improvement based on functionality, aesthetics, and pedestrian experience. 3. Conduct Interim Studies Evaluate roadway and right of way needs associated with ongoing development. Understand interface between roadway infrastructure and streetscape implementation. 4. Analyze Projected Development and Growth Examine planned developments, zoning changes, and transportation improvements within the downtown area to anticipate how future growth will affect the streetscape. Evaluate projected traffic volumes, pedestrian activity, and development density to ensure the streetscape plan accommodates these changes. 5. Identify Key Streetscape Elements for Enhancement Based on the Master Plan, identify specific streetscape features that need enhancement, such as wider sidewalks, green spaces, lighting upgrades, or wayfinding signage. Prioritize improvements that will create cohesive public spaces and support the overall downtown vision. 6. Evaluate Infrastructure and Utility Integration Assess existing underground and above-ground infrastructure, including utilities, drainage systems, and street lighting, to understand potential conflicts with proposed streetscape changes. Identify any necessary upgrades or relocations of infrastructure to accommodate future streetscape designs. 7. Incorporate Stakeholder Input Engage local stakeholders, such as businesses, property owners, and community groups, to understand their concerns and desires for streetscape improvements. 222

Collect input on accessibility, safety, and desired amenities, ensuring designs reflect the needs of both pedestrians and motorists. 8. Develop Conceptual Streetscape Designs Based on the analysis, create conceptual designs that showcase proposed streetscape changes, including layout, materials, and landscaping elements. Ensure designs reflect the character of downtown and integrate well with surrounding architecture and urban spaces. 9. Establish Implementation and Phasing Plans Develop a phased approach for streetscape improvements, prioritizing high-impact areas with the greatest potential for enhancing the downtown experience. Include an implementation timeline that aligns with projected development milestones and available funding. 10. Conduct Cost Estimates and Funding Analysis Work with city staff and consultants to prepare cost estimates for streetscape improvements, considering materials, labor, and ongoing maintenance. Identify potential funding sources, including grants, public-private partnerships, and development incentives. 11. Refine Negotiation Framework for Private Partnerships Use the streetscape study’s findings to inform negotiations with private developers and property owners, ensuring their projects align with the public vision for the area. Develop a framework for collaboration, including funding responsibilities, design standards, and shared maintenance obligations. 12. Prepare Final Report and Recommendations Compile all findings, proposed streetscape designs, cost estimates, and implementation strategies into a final report. Present the study and recommendations to the city council, stakeholders, and potential private partners for feedback and adoption. 13. Secure Approval and Begin Implementation After approval, initiate implementation of the streetscape improvements in phases, starting with the highest-priority areas that will drive immediate positive impacts on downtown vitality.

DOWNTOWN CARROLLTON MASTER PLAN

BE-9 Conduct a Citywide Active Transportation Plan 1. Define Vision and Key Objectives Establish a clear vision for the Citywide Active Transportation Plan, focusing on how it will enhance Downtown’s connectivity to the broader city, prioritize pedestrian mobility, and inform street design decisions, particularly for Belt Line Road. 2. Inventory Current Active Transportation Infrastructure Conduct a detailed audit of existing pedestrian and cycling infrastructure across the city, identifying key assets and deficiencies in walkways, bike lanes, transit connections, and intersections. 3. Examine Future Growth and Connectivity Needs Analyze projected growth areas and new developments, including major employment centers, residential areas, and public amenities that require active transportation linkages to Downtown. Consider future traffic and pedestrian flow patterns to anticipate potential areas of high demand. 4. Conduct Stakeholder Mapping and Engagement Identify and engage key stakeholders, including local residents, businesses, advocacy groups, public transit agencies, and urban planners. Use a combination of online surveys, town halls, and collaborative workshops to gather diverse feedback on transportation needs and priorities. 5. Assess Pedestrian and Cyclist Safety and Accessibility Evaluate high-risk pedestrian and cyclist zones, considering factors like traffic speeds, crosswalk accessibility, and safety at major intersections, particularly near Downtown and Belt Line Road. Identify underserved areas where improved active transportation facilities can encourage walking and cycling. 6. Conceptualize Ideal Active Transportation Routes Identify ideal pedestrian and cycling corridors that connect key Downtown areas to other parts of the city, focusing on routes that maximize accessibility and safety. Consider environmental features, like parks or waterfronts, as potential pedestrian/bicycle routes to encourage active transportation. 7. Develop Streetscape Treatment Guidelines for Active Modes Formulate streetscape design guidelines that enhance the pedestrian experience, such as wider sidewalks, pedestrian lighting, landscaping, and distinct crossings.

APPENDIX A: ACTION PLAN STEPS

Propose design elements specifically for Downtown and Belt Line Road that integrate bike lanes, safe crossings, and calming measures to enhance safety and mobility. 8. Analyze Feasibility and Phasing of Improvements Evaluate the feasibility of proposed active transportation routes and streetscape treatments, considering existing infrastructure, available space, and potential conflicts with vehicle traffic or utilities. Develop a phasing strategy that prioritizes improvements based on the greatest impact and urgency. 9. Explore Funding Opportunities and Partnerships Investigate funding opportunities, including federal, state, or regional grants, as well as potential partnerships with private developers, local businesses, or community organizations. Look into innovative funding mechanisms, such as mobility bonds, developer incentives, or public-private partnerships to support infrastructure improvements. 10. Create a Detailed Cost Estimate and Timeline Develop a comprehensive budget for the entire plan, breaking down costs by phase, including design, construction, and long-term maintenance. Establish a timeline with realistic milestones for completing short-term, midterm, and long-term projects that align with development schedules and budget cycles. 11. Finalize Active Transportation Plan Compile all findings into a cohesive Active Transportation Plan that outlines strategic connections, design standards, funding strategies, and implementation timelines. Share the draft plan with stakeholders, revise based on feedback, and present the final version to city leadership and the community for approval. 12. Initiate Implementation and Monitor Progress Begin with priority areas identified during the engagement and planning phases, ensuring implementation aligns with community needs and anticipated growth patterns. Set up mechanisms to monitor the success of the ATP over time, adjusting priorities as new challenges or opportunities arise.

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BE-10 Engage Hotel Developers for Preliminary Input on Market Feasibility 1. Define Objectives and Desired Outcomes Establish clear goals for the meetings with hotel developers, focusing on gathering insights about Downtown’s potential for hotel development, including market demand, site preferences, and challenges. Determine key questions to guide the discussions, such as developer interest, financial feasibility, and any potential obstacles. 2. Identify and Select Experienced Hotel Developers Research and compile a list of experienced hotel developers with a proven track record in urban hotel projects, particularly in markets similar to Downtown. Prioritize developers who have successfully navigated both large and smallscale urban developments and who are familiar with the local market dynamics. 3. Prepare Background Information and Key Questions Gather relevant data about Downtown’s current and projected demographics, tourism trends, transportation access, and nearby amenities. Prepare a set of key questions that address market potential, challenges, and opportunities for hotel development in the area, including location preferences, target clientele, and operational considerations. 4. Schedule and Organize Meetings Reach out to developers and schedule individual or small group meetings to allow for open and candid discussions. Provide advance information about the Downtown area, existing market conditions, and any other relevant context to ensure productive conversations. 5. Conduct Meetings and Gather Feedback Facilitate meetings in a structured yet open format to encourage developers to share their perspectives on the market’s viability for hotel development. Capture insights related to market demand, expected occupancy rates, hotel type preferences (e.g., boutique, luxury, extended-stay), and operational considerations like staffing, costs, and financing. 6. Identify Key Opportunities and Challenges From the feedback gathered, identify common themes regarding potential opportunities (e.g., under-served market segments, gaps in existing amenities) and challenges (e.g., infrastructure limitations, high costs, competition). Pay particular attention to developers’ input on how the Downtown area can enhance its appeal and viability as a hotel destination.

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7. Assess Developer Interest and Market Readiness Evaluate the level of developer interest in pursuing projects within Downtown, taking note of factors that could influence their decision-making, such as location, incentives, and anticipated return on investment. Gather insight into what would make Downtown a more attractive market for hotel development. 8. Analyze Insights for Market Feasibility Study Use the gathered input to help refine the scope of a future market supply and demand study, ensuring that it is tailored to the needs and interests of hotel developers. Incorporate developer perspectives on location preferences, amenities, and customer segments to guide the design of the study. 9. Summarize Findings and Recommendations Prepare a summary report of the key insights gathered from the developer meetings, outlining the main opportunities and challenges, as well as any actionable recommendations for improving Downtown’s attractiveness as a hotel market. Share the findings with stakeholders involved in Downtown development and planning to inform future strategic decisions. 10. Determine Next Steps and Future Engagement Identify next steps based on the feedback, which may include conducting a formal market feasibility study, adjusting zoning or infrastructure plans, or offering incentives to attract hotel developers. Consider ongoing engagement with developers through follow-up meetings or additional forums to keep the dialogue open and refine plans based on changing market conditions.

DOWNTOWN CARROLLTON MASTER PLAN

BE-11 Hotel Market Supply and Demand Study 1. Define the Study Scope and Objectives Clearly outline the objectives of the study, focusing on understanding the current and projected supply and demand for hotels in Downtown. Identify key metrics to assess, such as market trends, visitor demographics, competitive analysis, and potential gaps in the lodging market. 2. Identify and Select a Qualified Consulting Firm Research and identify reputable consultants or market research firms with experience in hotel feasibility studies, particularly in urban settings. Evaluate firms based on their expertise in hospitality market analysis, familiarity with similar markets, and ability to provide actionable insights. 3. Develop and issue Request for Proposal (RFP) Prepare a detailed RFP that outlines the objectives, desired deliverables, timelines, and budget for the study. Include specific requirements, such as analyzing visitor demographics, existing hotel capacity, potential demand fluctuations, and recommendations for specific types of hotel developments. Distribute the RFP and review the proposals based on their understanding of the Downtown market, methodology, experience, and cost estimates. Evaluate proposals and select the most qualified firm based on their approach, experience, and ability to meet the study’s objectives. 4. Provide Relevant Background Data and Context Share any existing data on Downtown’s visitor patterns, hotel occupancy rates, local events, economic trends, and development plans that could influence demand. Ensure the consultant has access to information on key downtown attractions, transportation, and infrastructure projects that may impact hotel demand. 5. Conduct a Comprehensive Market Analysis The consultant should conduct a thorough market analysis, assessing factors such as: » Current hotel supply (inventory, occupancy rates, pricing, and types of hotels). » Trends in local and regional tourism, including shifts in visitor demographics and travel patterns. » Competitive analysis of existing hotels and emerging trends (e.g., boutique hotels, extended-stay options, or luxury accommodations). 6. Evaluate Gaps in the Market Identify underserved hotel segments or opportunities where additional lodging options could meet unmet demand (e.g., certain price points, luxury options, or accommodations catering to specific visitor demographics). APPENDIX A: ACTION PLAN STEPS

Assess the potential for new hotel developments in key Downtown locations, factoring in competition and market saturation. 7. Forecast Future Demand Develop forecasts for future hotel demand based on projected trends in tourism, city development, and economic growth. Include considerations for long-term shifts, such as growth in corporate travel, conventions, or leisure tourism, and the potential impact of new developments in the Downtown area. 8. Evaluate Feasibility of Hotel Development Based on the supply and demand analysis, assess the feasibility of various types of hotel developments (e.g., boutique hotels, budget accommodations, or upscale resorts) in different areas of Downtown. Determine the ideal scale of development based on projected occupancy rates, pricing trends, and market capacity. 9. Review Findings and Recommendations Review the draft findings and recommendations from the consultant, ensuring they align with the objectives and provide clear, actionable insights. Discuss recommendations for hotel types, target markets, ideal locations, and potential financial projections for new developments. 10. Present Study Results to Stakeholders Prepare a comprehensive report summarizing the study’s findings, including market conditions, demand forecasts, gap analysis, and recommendations for hotel development. Present the report to key stakeholders, such as city officials, developers, and business leaders, to inform decision-making and future development plans. 11. Integrate Findings into Development Strategies Use the study’s findings to guide policy decisions, zoning considerations, and strategic development efforts to support hotel growth in Downtown. Consider aligning the study with broader economic development plans and consider how the hotel market fits into the overall vision for Downtown’s growth.

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BE-12 Engage with Retail and Restaurant Brokers to Assess Market Trends 1. Define Engagement Goals and Objectives Clarify the purpose of engaging with brokers, focusing on gathering insights into market trends, tenant demands, and site selection criteria for retail and dining establishments in Downtown. Establish specific outcomes, such as identifying opportunities to attract new tenants, understanding challenges faced by existing businesses, and exploring strategies to enhance the Downtown retail and dining experience. 2. Identify Key Brokers and Stakeholders Compile a list of retail and restaurant brokers with expertise in urban and Downtown markets. Prioritize brokers with experience working with national chains, local businesses, and unique dining concepts that align with the Downtown vision. 3. Prepare Background Materials Develop a briefing packet with relevant data about Downtown, including demographics, foot traffic patterns, existing retail and dining options, and ongoing or planned developments. Include a summary of the Downtown vision to align discussions with long-term goals. 4. Schedule Broker Meetings Reach out to selected brokers and schedule one-on-one or small group meetings to facilitate focused and candid discussions. Offer flexibility in scheduling to ensure maximum participation. 5. Develop Key Discussion Topics Create a list of targeted questions and topics to guide discussions, such as: » What types of tenants are currently in demand? » What site selection criteria are most important to retail and restaurant tenants? » What challenges do tenants face in entering the Downtown market? » What trends or innovations are emerging in retail and dining experiences? 6. Conduct Broker Discussions Host interactive meetings with brokers, encouraging them to share insights about tenant preferences, market conditions, and strategies for attracting desired tenants to Downtown. Take detailed notes to capture feedback on challenges, opportunities, and specific suggestions for improvement.

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7. Analyze Broker Feedback Synthesize the feedback to identify common themes, such as gaps in the market, competitive advantages, and barriers to entry for tenants. Highlight opportunities to attract new retail and dining concepts or expand existing offerings. 8. Incorporate Feedback into Market Understanding Use the insights gathered to refine Downtown’s retail and dining strategy, aligning it with tenant demands and emerging trends. Identify areas where further study or investment may be necessary to support a vibrant retail and dining scene. 9. Evaluate Need for Additional Studies Based on broker feedback, determine if a more detailed market analysis or feasibility study is required to explore specific opportunities or address identified challenges. Outline the potential scope for such studies, including tenant recruitment strategies, economic impact assessments, or detailed site selection analyses. 10. Communicate Findings to Stakeholders Summarize the key insights from broker discussions in a concise report or presentation. Share findings with city officials, Downtown development partners, and business associations to guide decision-making and investment priorities. 11. Develop and Implement Preliminary Strategies Based on the feedback, begin implementing strategies to address identified challenges and capitalize on opportunities, such as: » Enhancing Downtown’s branding and marketing efforts to attract tenants. » Adjusting zoning or development incentives to meet tenant needs. » Improving Downtown’s physical environment to make it more appealing for retail and dining businesses. 12. Maintain Ongoing Engagement and Determine Next Steps Establish regular communication channels with brokers to stay informed about evolving market trends and tenant demands. Use these ongoing relationships to support tenant recruitment efforts and ensure Downtown remains a competitive and desirable location for retail and dining establishments. Identify next steps based on the feedback, which may include conducting a formal detailed retail and restaurant market study.

DOWNTOWN CARROLLTON MASTER PLAN

BE-13 Conduct a Detailed Retail and Restaurant Market Study 1. Establish Study Objectives and Scope Define the goals of the study, focusing on assessing current retail and restaurant offerings, understanding consumer demand and spending patterns, and identifying future opportunities. Determine specific deliverables, such as recommended tenant mix, marketing strategies, and investment priorities. 2. Engage in an Request for Proposal (RFP) process Draft an RFP detailing the study’s objectives, desired deliverables, timeline, and budget. Specify requirements such as expertise in urban retail and restaurant markets, data analysis, and the ability to provide actionable recommendations. Research and compile a list of consultants or firms experienced in retail and restaurant market studies, particularly in urban and Downtown environments. Distribute the RFP to qualified firms and encourage responses. Review submitted proposals and select a consultant based on criteria such as methodology, relevant experience, cost, and approach to delivering actionable insights. 3. Share Background Information with the Consultant Provide existing data about Downtown, including demographics, foot traffic, economic conditions, and previous market studies. Highlight known challenges or gaps in the retail and restaurant landscape. 4. Conduct Market Research and Analysis The consultant should assess Downtown’s current retail and dining offerings, occupancy rates, and tenant mix. Analyze consumer demand, spending patterns, and visitor demographics to understand purchasing behavior. Benchmark Downtown against comparable districts to identify competitive advantages and areas for improvement. 5. Identify Opportunities and Gaps Evaluate unmet consumer needs and market segments with growth potential. Identify gaps in retail and dining offerings, such as specific cuisines, price points, or shopping categories. 6. Develop Recommendations Provide data-driven recommendations for an optimal tenant mix, including targeted types of retailers and restaurants to recruit. Suggest marketing strategies to attract businesses and consumers, focusing on Downtown’s unique strengths and positioning.

APPENDIX A: ACTION PLAN STEPS

Recommend priority investment areas, such as infrastructure improvements or incentives to support new business development. 7. Engage Stakeholders for Feedback Share preliminary findings with key Downtown stakeholders, such as property owners, business associations, and city officials, to gather feedback and refine recommendations. Ensure alignment with broader Downtown planning and development goals. 8. Finalize the Study and Deliver Results Compile findings, analyses, and recommendations into a comprehensive report. Include an actionable roadmap for implementation, highlighting shortterm and long-term priorities. 9. Present Findings to Stakeholders Deliver the study results to city leadership, Downtown development groups, and other key stakeholders through presentations or workshops. Highlight key opportunities and provide a clear plan for leveraging the study’s insights. 10. Implement Recommendations Begin executing the study’s recommendations, starting with high-impact actions such as tenant recruitment, marketing campaigns, or infrastructure investments. Collaborate with brokers, developers, and property owners to bring the recommended tenant mix to Downtown. 11. Monitor Progress and Adjust as Needed Track the outcomes of implemented strategies to ensure they are meeting goals. Update the retail and restaurant strategy over time based on evolving market conditions and consumer behavior.

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BE-14 Collaborate with DART to Define Development Opportunities for Their Parking Lot 1. Initiate Collaboration with DART Contact DART representatives to discuss potential redevelopment opportunities for their Downtown Station parking lot. Set up an initial meeting to align on goals, mutual interests, and constraints for the site. 2. Define Shared Objectives Establish joint objectives for the project, balancing development opportunities with the preservation of transit functions. Agree on key outcomes, such as enhancing Downtown vibrancy, maintaining sufficient parking for transit users, and aligning with DART’s strategic goals. 3. Analyze Existing Conditions Conduct an analysis of the parking lot, including current usage, capacity, and access patterns. Assess the site’s connectivity to Downtown amenities and surrounding developments. 4. Identify Development Parameters Collaborate with DART to outline critical parameters for redevelopment, such as: » Minimum parking and transit requirements. » Land use compatibility with transit-oriented development principles. » Site design standards for multi-modal connectivity. Address potential challenges, such as zoning constraints or infrastructure needs. 5. Research Successful Models Examine similar projects, similar to redevelopment of Trinity Mills, to identify best practices and lessons learned. Highlight elements like public-private partnerships, developer incentives, and transit integration. 6. Develop a Conceptual Framework Work with DART to establish a preliminary framework for property conveyance, leasing terms, and developer engagement. Include considerations for ownership structure, revenue-sharing, and long-term maintenance responsibilities. 7. Host Stakeholder Workshops Convene workshops with key stakeholders, including DART officials, city representatives, and local businesses, to gather input and refine development parameters. Ensure that community concerns and priorities are considered. 8. Draft a Memorandum of Understanding (MOU) Develop an MOU between the City and DART to formalize the agreed-upon framework for redevelopment. Outline roles, responsibilities, and timelines for each party in the process. 228

9. Attract Developer Interest Prepare a Request for Qualifications (RFQ) or Request for Proposals (RFP) for potential developers, emphasizing the site’s transit-oriented potential and development parameters. Highlight the collaborative nature of the project and any incentives or support offered by the City or DART. Review proposals from interested developers, focusing on their ability to meet the defined parameters and integrate transit needs. Select a developer partner based on their vision, experience, and alignment with project goals. 10. Negotiate Development Agreements Work with DART and the selected developer to finalize agreements, including terms for land conveyance or leasing, parking provisions, and transit accommodations. Address any legal or logistical issues related to property ownership and development rights. 11. Design and Approval Process Collaborate with the developer and DART on site design to ensure compliance with transit-oriented principles and Downtown design guidelines. Facilitate necessary approvals from DART, the City, and other relevant entities. 12. Implement and Monitor Development Oversee the implementation of the development, ensuring that transit needs are safeguarded and the project remains aligned with the established framework. Regularly communicate progress with DART and stakeholders, addressing any challenges that arise. Upon completion, evaluate the success of the project in meeting both DART’s and the City’s goals. Use insights gained to inform future collaborations or similar redevelopment opportunities.

DOWNTOWN CARROLLTON MASTER PLAN

BE-15 Confirm City’s Ability to Make Improvements Below IH-35E 1. Initiate Coordination with TxDOT Reach out to the Texas Department of Transportation (TxDOT) to establish a point of contact for discussions regarding improvements beneath IH-35E. Schedule an initial meeting to outline the City’s interest in making physical and aesthetic enhancements. 2. Clarify Jurisdiction and Regulatory Responsibilities Determine ownership and maintenance responsibilities for the area beneath IH-35E. Identify any TxDOT regulations or restrictions that could impact proposed improvements, such as lighting, public art, or pedestrian pathways. 3. Document Existing Conditions Conduct a site assessment to document current conditions, including infrastructure, lighting, pedestrian access, and unused spaces. Compile relevant data and maps to support discussions with TxDOT. 4. Review Relevant Agreements and Policies Examine any existing agreements or policies between the City and TxDOT that govern activities in the IH-35E right-of-way. Research examples from other cities where similar improvements have been made under TxDOT highways (for example, the City of Dallas under IH-35E at Hi Line Drive). 5. Develop a Conceptual Improvement Plan Prepare a high-level plan outlining potential enhancements, such as improved lighting, landscaping, public art installations, pedestrian pathways, and outdoor amenities. Highlight how these improvements align with community goals, safety, and the broader Downtown vision. 6. Engage TxDOT in Detailed Discussions Present the conceptual improvement plan to TxDOT representatives to explore feasibility. Discuss TxDOT’s standards and approval process for making modifications in the right-of-way. 7. Identify Funding and Maintenance Responsibilities Clarify who will fund and maintain the proposed improvements, and negotiate terms if shared responsibilities are necessary. Consider including funding for these improvements in the City’s Capital Improvement Program (CIP) or exploring grants and public-private partnerships.

APPENDIX A: ACTION PLAN STEPS

8. Resolve Liability and Insurance Requirements Work with TxDOT to address liability concerns related to the proposed improvements. Ensure compliance with TxDOT’s insurance requirements for construction and maintenance activities. 9. Formalize an Agreement with TxDOT Draft and finalize a formal agreement or memorandum of understanding (MOU) with TxDOT, outlining roles, responsibilities, and the scope of allowable improvements. Ensure the agreement includes clear timelines for project approvals and implementation. 10. Engage Community and Stakeholders Share the improvement concepts with community members and Downtown stakeholders to gather input and support. Incorporate feedback to refine the plan and ensure alignment with local needs and preferences. 11. Obtain Necessary Permits and Approvals Work with TxDOT to secure all required permits and approvals for construction and aesthetic enhancements. Address any technical or design revisions needed to comply with regulatory standards. 12. Develop Detailed Improvement Designs Once TxDOT approval is secured, advance the conceptual plan to detailed design. Include technical specifications for lighting, pathways, art installations, and other features. 13. Construction and Implementation Coordinate with TxDOT to schedule construction activities, minimizing disruption to traffic and transit operations. Develop a phased implementation plan if necessary, prioritizing key improvements. Oversee the construction and installation of improvements beneath IH-35E, ensuring adherence to TxDOT standards and timelines. Monitor the condition of improvements post-implementation and address any maintenance needs promptly. 14. Evaluate Success and Plan Future Enhancements Assess the impact of the improvements on community use, safety, and aesthetics. Use lessons learned to inform future projects in other underutilized spaces.

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BE-16 Confirm City’s Ability to Make Improvements Below DART Green Line 1. Establish Communication with DART Reach out to DART to identify the appropriate representatives for discussing potential improvements beneath the Green Line. Schedule an initial meeting to present the City’s vision for physical and aesthetic enhancements in these areas. 2. Clarify Ownership and Jurisdiction Determine ownership of the space beneath the Green Line and confirm DART’s jurisdiction and regulatory authority over the area. Identify any existing agreements or easements that could influence the scope of improvements. 3. Document Current Conditions Conduct a site assessment to evaluate the space beneath the Green Line, noting existing features, infrastructure, and connectivity challenges. Prepare a summary of potential opportunities for trails, artist pavilions, and public gathering spaces. 4. Define Potential Improvements and Benefits Develop a high-level concept for proposed enhancements, such as trail connections, public art installations, and gathering spaces. Emphasize how these improvements align with the City’s goals for connectivity, public engagement, and economic vitality. 5. Discuss Regulatory Requirements, Maintenance and Liability Concerns with DART Meet with DART representatives to discuss their requirements and standards for improvements beneath the Green Line. Identify potential constraints, such as safety standards, operational needs, or environmental considerations. Work with DART to clarify long-term maintenance responsibilities for the proposed improvements. Discuss liability and insurance requirements to ensure compliance with DART’s policies. 6. Secure Initial Funding Commitments Identify potential funding sources, such as city budgets, grants, or publicprivate partnerships, to support planning and implementation. Include the project in the City’s Capital Improvement Program (CIP) if needed.

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7. Formalize an Agreement with DART Collaborate with DART to draft a memorandum of understanding (MOU) or similar agreement, outlining roles, responsibilities, and the regulatory framework for the project. Include provisions for timelines, funding responsibilities, and approval processes. 8. Engage Stakeholders and Community Members Host public meetings or workshops to gather input from residents, businesses, and other stakeholders about the proposed improvements. Refine the concept plan based on feedback to ensure alignment with community needs and preferences. 9. Secure Necessary Permits and Approvals Work with DART to obtain required permits and approvals for the proposed enhancements. Address any design modifications needed to meet regulatory or safety standards. 10. Develop Detailed Designs and a Plan for Phased Implementation Advance the conceptual improvement plan to detailed designs, including technical specifications for trail connections, artist pavilions, and gathering spaces. Incorporate feedback from DART and stakeholders during the design process. Develop a phased implementation strategy if necessary, prioritizing improvements that can provide immediate benefits while aligning with DART’s operational needs. 11. Construct and Monitor Improvements Oversee the construction and installation of approved enhancements, ensuring adherence to design specifications and DART guidelines. Monitor the improvements post-construction to ensure they meet performance expectations and community needs. Evaluate the success of the initial improvements in achieving connectivity, public engagement, and aesthetic goals.

DOWNTOWN CARROLLTON MASTER PLAN

BE-17 Engage Property Owner to Discuss Conveyance of Floodplain Land for Public Use 1. Identify Property Owner and Gather Background Information Confirm the property owner’s contact information and understand their current use and vision for the floodplain land. Review property records, zoning restrictions, and floodplain regulations to ensure alignment with the proposed public use. 2. Define the City’s Goals for the Property Clearly outline the City’s objectives for the floodplain land, such as creating a mountain bike course or other active outdoor amenities. Emphasize how these goals align with community needs and broader plans for recreational and environmental assets. 3. Conduct Internal Feasibility Analysis Assess the floodplain’s suitability for proposed uses while ensuring compliance with detention and flood mitigation requirements. Evaluate potential costs and funding sources for acquisition, site transformation, and long-term maintenance. 4. Engage the Property Owner Send an introductory communication to the property owner, outlining the City’s interest in exploring options for conveying the floodplain land for public use. Request a meeting to discuss the proposal in more detail. Develop a presentation summarizing the City’s vision, potential benefits to the community, and how the project would ensure continued compliance with floodplain management requirements. Include examples of successful floodplain-to-recreational land conversions as precedents. Meet with the property owner to understand their perspective, concerns, and potential interest in conveying the land. Discuss options such as direct purchase, donation, or a public-private partnership arrangement. Demonstrate how the proposed use will maintain or enhance the floodplain’s detention capacity. Highlight any improvements or additional benefits the project could provide for adjacent properties. Discuss potential incentives for the property owner, such as tax benefits, development credits, or naming rights for the amenity. Offer creative solutions to address any financial or logistical concerns the owner may have. Collaborate with legal counsel to draft a preliminary agreement or memorandum of understanding (MOU) outlining key terms, such as land conveyance, maintenance responsibilities, and compliance assurances. APPENDIX A: ACTION PLAN STEPS

5. Seek Community and Stakeholder Input Share the concept with the community and relevant stakeholders to build support and gather feedback for refining the proposal. Incorporate suggestions to ensure the project meets local needs and expectations. 6. Finalize the Agreement Work with the property owner to negotiate and finalize a formal agreement for the land conveyance. Ensure the agreement includes provisions for the City to maintain floodplain functionality and regulatory compliance. 7. Plan for Funding and Implementation Identify funding sources for site development, such as grants, public-private partnerships, or allocations from the City’s Capital Improvement Program (CIP). Develop a phased implementation plan for transforming the land into a public recreational asset. 8. Secure Approvals and Permits Obtain any necessary permits and approvals for the proposed site improvements from relevant agencies. Ensure the project aligns with environmental and floodplain management standards. 9. Begin Site Transformation and Community Activation Oversee site preparation and installation of recreational amenities, ensuring compliance with the agreement and floodplain requirements. 10. Monitor and Maintain the Site Establish a long-term maintenance plan to preserve the site’s recreational and functional qualities. Periodically review the site’s performance as a community and floodplain asset, making adjustments as needed.

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BE-18 Explore Opportunities to Develop a Downtown Music Pavilion by Learning from the Levitt Pavilion Model and Similar Initiatives 1. Research the Levitt Pavilion Model Study the Levitt Pavilion in Arlington, focusing on its history, funding mechanisms, partnerships, and programming. Identify key success factors that contributed to its development. Reach out to Levitt Pavilion staff and the City of Arlington to request a meeting for detailed discussions about their process. Prepare questions on topics like funding, community engagement, partnership building, and operational logistics. 2. Engage Stakeholders for Initial Input Meet with local arts organizations, music promoters, and community leaders to gauge interest in a Downtown music pavilion. Collect feedback on desired features, potential challenges, and community priorities. 3. Investigate Funding and Partnership Opportunities Explore public and private funding options, such as grants, sponsorships, donations, and naming rights. Identify potential partners, including nonprofits, corporate sponsors, and local arts organizations, to support development and programming. 4. Develop a Preliminary Business Case Estimate costs for construction, programming, and operations, referencing data from the Levitt Pavilion and other similar projects. Outline the anticipated economic and cultural benefits of a Downtown music pavilion. Meet with Arlington city officials to understand their approach to negotiating partnerships, building community support, and ensuring long-term success. Discuss lessons learned and potential pitfalls to avoid in pursuing a similar project. Contact the Levitt Foundation to learn about their requirements for partnering on a new pavilion and determine eligibility. Explore whether a partnership with Levitt or a similar foundation aligns with Downtown’s vision. 5. Evaluate Feasibility Analyze how the lessons learned from the Levitt Pavilion model can be adapted to Downtown’s unique context. Conduct a feasibility study to assess the potential impact, funding gaps, and challenges of the proposed pavilion. Compile insights and recommendations into a comprehensive report for City leadership and other key decision-makers. Highlight the steps required to pursue the project, including funding, partnerships, and community engagement. 232

6. Secure Initial Funding Commitments Begin identifying and securing initial funding sources to support the planning phase, including site evaluation, design concepts, and stakeholder outreach. 7. Engage the Community Host public meetings to share the vision for a Downtown music pavilion, gather input, and build excitement for the project. Use community feedback to refine the pavilion’s concept and ensure alignment with public expectations. 8. Develop a Detailed Plan Prepare a phased implementation plan that outlines timelines, responsibilities, and benchmarks for securing funding, finalizing designs, and constructing the pavilion. Include provisions for programming and maintenance. 9. Move Forward with Partnerships and Design Formalize agreements with key partners, such as sponsors, arts organizations, and operational managers. Begin the design process, incorporating elements that reflect Downtown’s identity and meet community needs. Oversee construction and prepare for the pavilion’s launch with a grand opening event. Develop a robust programming schedule to activate the space and establish it as a cultural hub in Downtown. Possible Funding Sources » » » » » » »

National Endowment for the Arts Grant - Department of Interior Community Development Block Grants - HUD Economic Development Administration Grant - Department of Commerce Cultural District Grant - Texas Commission on the Arts Texas Music Office Grant - Texas Economic Development & Tourism Office Texas Park Grant - Texas Parks and Wildlife Department Levitt Foundation Grant - Mortimer & Mimi Levitt Foundation

DOWNTOWN CARROLLTON MASTER PLAN

BE-19 Continue Coordination with DART on the Final Program and Operations of the Historic Depot 1. Review Existing Plans and Agreements Compile and review all relevant plans, agreements, and studies related to the Historic Depot, including the Downtown Master Plan and any prior DART collaboration documents. Identify areas where alignment or clarification is needed. 2. Collaboratively Develop a Program Vision Work with DART to outline the desired functionality and programming for the Depot, ensuring it aligns with the Downtown Master Plan’s goals. Incorporate feedback from stakeholders, including local businesses, transit users, and the community. 3. Assess Design and Integration Needs Evaluate how the Depot’s design can enhance its integration into the surrounding Downtown environment, including pedestrian connectivity, aesthetics, and access to other transit options. Address any necessary upgrades or modifications to support its final program. 4. Refine the Final Program and Operations Plan Work with DART to refine the Depot’s operational framework, including hours of operation, staffing, and maintenance responsibilities. Ensure the plan supports both transit operations and any additional programming, such as retail, cultural, or community uses. 5. Develop an Implementation Timeline Create a detailed timeline for implementing the final program, including design updates, stakeholder engagement, and operational setup. Include milestones for review and approvals by both the City and DART. 6. Communicate Progress to the Public Keep the community informed of progress through regular updates, ensuring transparency and maintaining public interest. Highlight how the Depot will enhance Downtown and improve transit experiences. 7. Prepare for Launch and Operations Finalize all operational details, including staffing, security, and programming schedules. Conduct testing or soft launches to ensure the Depot operates smoothly before its official opening. Host a public event to celebrate the completion and launch of the Historic Depot’s new program. Establish a process for ongoing monitoring and collaboration with DART to adapt the Depot’s program as needed. APPENDIX A: ACTION PLAN STEPS

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BE-20 Install Interactive Public Art and Projection Mapping Displays 1. Continue Working with Art Curation Company to Develop Installations In collaboration with the art curation company, work through steps 2-9. 2. Define Project Objectives Determine the goals for the interactive public art and projection mapping displays, such as enhancing Downtown’s identity, engaging the community, or supporting festivals and events. Specify desired interactivity, such as touch, motion, or sound-responsive elements. 3. Identify Suitable Locations Evaluate potential sites in Downtown for their visibility, accessibility, and ability to accommodate interactive installations and projection mapping. Prioritize high-traffic areas or locations near existing event spaces. 4. Engage Stakeholders for Input Consult with local artists, arts organizations, community groups, and event planners to gather ideas and feedback on the project. Ensure the installations align with the character and needs of the community. 5. Establish a Budget and Funding Plan Develop a budget that includes costs for commissioning art, technology, installation, maintenance, and programming. Identify funding sources, such as public art grants, sponsorships, or partnerships with private entities. 6. Engage in an Request for Proposals (RFP) process Draft and issue an RFP to invite artists, designers, and technology specialists to submit concepts for interactive public art and projection mapping displays. Include project objectives, site details, budget range, and interactivity requirements in the RFP. Choose proposals that best meet the project’s goals, budget, and technical feasibility. 7. Collaborate on Design and Implementation Work closely with selected artists and designers to finalize installation designs, ensuring they are safe, durable, and aligned with Downtown’s aesthetic. Coordinate with technology experts to integrate projection mapping and interactivity features. 8. Secure Necessary Approvals and Permits Obtain any required permits and approvals for installation. Address concerns related to public safety, accessibility, and impact on nearby properties. 234

9. Coordinate Installation Logistics Develop an installation plan, including timelines, contractor coordination, and safety protocols. Ensure minimal disruption to public spaces and surrounding businesses during installation. 10. Promote Community Engagement Host preview events or workshops to generate excitement and awareness about the new installations. Involve local schools or community groups in the creation or programming of interactive elements. 11. Launch and Celebrate the Installations Plan a public unveiling or festival to introduce the installations to the community. Include demonstrations of the projection mapping displays and interactive features. Coordinate with event organizers to feature the installations during Downtown festivals and events, maximizing their visibility and impact. Create programming schedules for projection mapping displays tied to seasonal themes or local celebrations. 12. Establish Maintenance and Monitoring Plans Set up a maintenance schedule to ensure the installations and technology remain functional and visually appealing. Monitor usage and gather community feedback to inform future enhancements or additional installations. Assess the installations’ success in engaging the public and enhancing Downtown’s cultural identity. Use lessons learned to guide the addition of new interactive art and projection mapping projects in other parts of Downtown. Possible Funding Sources » » » » » » » »

Our Towns Grants - NEA Grants for Arts Projects - NEA Public Works Program - US EDA Arts Respond Projects - Texas Commission on the Arts Texas Main Street Program - Texas Historical Commission Sustainable Development Program - NCTCOG Public Art Challenge - Bloomberg Philanthropies ArtPlace America Grants - ArtPlace America DOWNTOWN CARROLLTON MASTER PLAN

BE-21 Roadway Connections 1. Evaluate New Street Alignments Conduct a feasibility study to assess various alignment options, considering connectivity, traffic flow, and community needs. Perform environmental assessments to identify potential constraints such as wetlands, floodplains, or protected habitats. Evaluate how proposed alignments integrate with existing transportation infrastructure and long-term plans. 2. Determine Right-of-Way Requirements Define the necessary width and layout to accommodate travel lanes, sidewalks, bike lanes, and utilities. Assess existing right-of-way boundaries and identify areas requiring expansion. 3. Assess Impacts on Private Property Identify properties directly affected by proposed alignments and evaluate potential loss of land or development suitability. Assess changes to access points, visibility, and overall value for impacted parcels. Develop mitigation strategies, such as compensation or alternative access options, for affected property owners. 4. Engage Stakeholders Conduct meetings with property owners, developers, and community members to present and discuss alignment proposals. Gather input on concerns and opportunities to refine the alignment and ensure transparency. Collaborate with utility providers and other stakeholders to address integration needs. 5. Develop Preliminary Engineering Designs Create conceptual layouts showing road alignment, grading, drainage, and utility placement. Identify potential design challenges and propose preliminary solutions. Incorporate complete street principles to support all modes of transportation. 6. Refine Cost Estimates Break down cost estimates into categories, including design, acquisition, construction, and contingency. Adjust estimates based on preliminary designs and input from stakeholders. Consider long-term maintenance costs and lifecycle benefits.

APPENDIX A: ACTION PLAN STEPS

7. Acquire Necessary Property Conduct property appraisals to determine fair market value for required acquisitions. Negotiate purchase agreements or easements with property owners to secure the needed right-of-way. Use eminent domain only as a last resort after all reasonable negotiation efforts. 8. Prepare Final Engineering Designs Develop detailed plans, including construction drawings, grading details, and utility layouts. Ensure compliance with all local, state, and federal regulations. Perform peer reviews or quality checks to validate the designs before proceeding. 9. Secure Funding and Bid for Construction Explore funding options such as grants, impact fees, or public-private partnerships. Prepare and issue bid packages to attract qualified contractors. Review and select the most competitive and experienced bidder for the project. 10. Construct the Roadway Connections Coordinate construction timelines to minimize disruptions to nearby businesses and residents. Monitor construction progress to ensure adherence to design specifications and timelines. Address any unforeseen challenges during construction promptly and transparently. Possible Funding Sources » Rebuilding American Infrastructure with Sustainability and Equity Grants - USDOT » Surface Transportation Block Grant - FHWA » Public Works and Economic Adjustment Assistance Program - EDA » Safe Streets and Roads for All Grant - USDOT » Regional Transportation Council Funding - NCTCOG » Sustainable Development Program - NCTCOG » Capital Improvement Plan and Bod Programs » Tax Increment Financing Districts 235

BE-22 Inquire About and Utilize the Sandy Lake Train as Part of the Downtown Public Art Initiative 1. Research the History and Current Status of the Train Gather background information on the Sandy Lake Train, including its historical significance, ownership, condition, and previous uses. Document how similar historic artifacts have been incorporated into public art initiatives in other cities for inspiration. 2. Identify Key Stakeholders Determine the train’s owner and any other parties with a vested interest, such as historical societies or former operators. Contact the train’s owner to discuss their interest and willingness to collaborate on repurposing the train as a public art feature. Explore potential ideas, including display options, restoration needs, and thematic ties to Carrollton’s history. 3. Assess Feasibility Conduct a site visit and preliminary evaluation of the train’s condition to determine the scope of restoration and transport needs. Identify potential locations in Downtown where the train could be displayed, ensuring accessibility and visibility. Develop a conceptual vision for how the train will be used as an interactive public art element, such as serving as a historical exhibit, incorporating lighting or sound installations, or becoming a centerpiece for a public plaza. Align the vision with Downtown’s cultural and artistic identity. 4. Engage the Community for Input Host a community meeting or survey to gather public feedback and creative ideas for integrating the train into the Downtown public art initiative. Incorporate community input to build excitement and ensure the project resonates with residents. 5. Develop a Proposal and Budget Outline the steps, costs, and timeline for repurposing the train, including restoration, transportation, installation, and ongoing maintenance. Identify potential funding sources, such as City budgets, grants, sponsorships, or partnerships with local businesses. 6. Establish a Partnership Framework Work with the train’s owner to formalize an agreement outlining roles, responsibilities, and ownership terms for the repurposed train. Secure any necessary permissions or conveyance agreements.

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7. Engage Artists and Designers Issue a call for proposals to artists and designers to incorporate creative elements into the train’s design or its surrounding space. Ensure that the design reflects Carrollton’s history while adding contemporary artistic appeal. 8. Coordinate Logistics for Restoration and Installation Partner with restoration experts to repair and prepare the train for its new purpose. Arrange transportation and installation at the chosen Downtown site, ensuring safety and minimizing disruptions. 9. Unveil and Celebrate the Installation Plan a public event to unveil the train’s new role as a Downtown art piece, tying the celebration to Carrollton’s cultural and historical heritage. Use the train as a focal point for Downtown events, such as historical tours, art festivals, or seasonal celebrations. Highlight the train in marketing materials to attract visitors and reinforce Downtown’s unique identity. 10. Maintain and Evaluate Implement a regular maintenance schedule to preserve the train and its artistic elements. Gather public feedback on the installation’s impact and explore opportunities to enhance or expand the initiative in the future.

DOWNTOWN CARROLLTON MASTER PLAN

BE-23 Design and Construct Downtown Gateway Features 1. Engage Stakeholders Host public workshops to gather input from the community, businesses, and property owners. Collaborate with Downtown merchants, civic organizations, and local artists to incorporate cultural elements. 2. Coordinate Design and Engineering Teams Engage urban designers, architects, and engineers to develop concepts for gateway features. Ensure designs align with Downtown’s brand and reflect the district’s historic and cultural identity. Collaborate with engineering teams to assess feasibility, structural integrity, and utility requirements. 3. Secure Funding Explore funding opportunities, including grants, public-private partnerships, and sponsorships from local businesses. Incorporate the project into the City’s capital improvement plan. 4. Coordinate with Departments and Agencies Develop a phased implementation strategy that integrates gateway construction with other Downtown improvements. 5. Finalize Designs and Begin Construction Conduct public reviews of final designs for feedback. Select contractors and initiate the construction process, ensuring minimal disruption to the community. 6. Promote and Maintain Host a ribbon-cutting or unveiling event to draw attention to the new gateway features. Establish a maintenance plan to ensure the features remain clean, vibrant, and functional over time.

APPENDIX A: ACTION PLAN STEPS

Possible Funding Sources » Public Works and Economic Adjustment Assistance Program - EDA » Rebuilding American Infrastructure with Sustainability and Equity Grants - USDOT » Our Town Grant - NEA » Transportation Alternatives Program - TxDOT » Texas Main Street Program - Texas Historical Commission » Infrastructure Program - Texas Capital Fund » Sustainable Development Program - NCTCOG » Capital Improvement Plan and Bond Programs » Tax Increment Financing Districts » Public-Private Partnerships

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BE-24 Enhance the Branding and Graphics on the Grain Elevator 1. Establish Goals and Vision Define the objectives of the enhancement project, such as promoting Downtown’s identity, creating an Instagram-worthy landmark, or celebrating local history. Align the vision with Downtown’s Master Plan and branding guidelines. 2. Engage the Property Owner Initiate conversations with the grain elevator’s owner to discuss the opportunity and mutual benefits of enhancing the structure. Outline potential designs, funding options, and maintenance responsibilities. 3. Collaborate with Stakeholders Gather input from local artists, community members, and cultural organizations to shape the design concept. Ensure the design reflects the community’s character and values. 4. Develop a Design Concept Work with professional graphic designers, muralists, or lighting consultants to create renderings of proposed enhancements. Explore options such as murals, projection art, illuminated branding, or creative signage that integrate with Downtown’s visual identity. 5. Secure Funding Explore public-private partnerships, grants, sponsorships, or fundraising campaigns to cover costs. Consider offering recognition opportunities for sponsors as part of the final design. 6. Implement the Project Select and hire qualified contractors or artists for the project. Coordinate with the property owner to ensure minimal disruption to the grain elevator’s operations during the enhancement process. 7. Promote the Landmark Launch a marketing campaign to unveil the enhanced grain elevator as a Downtown attraction. Include the landmark in branding materials, tourism campaigns, and local events. 8. Maintain and Update Develop a maintenance plan with the property owner to ensure the graphics remain vibrant and clean over time. Periodically evaluate opportunities for updates or seasonal variations.

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Possible Funding Sources » » » » » »

Our Town Grant - NEA Public Works and Economic Adjustment Assistance - EDA Community Development Block Grant - HUD Cultural Districts Grant -Texas Commission on the Arts Texas Main Street Program - Texas Historical Commission Utilities Arts & Lighting Grants - Oncor Cities Program

DOWNTOWN CARROLLTON MASTER PLAN

Operational & Programming Actions OP-1 Food Truck and Pop-Up Markets 1. Identify Suitable Locations Evaluate the locations for food trucks and pop-up markets described in Chapter 4 on page 112, on page 107 and on page 108. Designate specific zones for food trucks or temporary markets, ensuring they do not interfere with permanent businesses or traffic flow. 2. Develop a Site Plan and Regulations Create clear guidelines for where food trucks and pop-up vendors can operate, including space requirements, parking, and utilities. Establish rules around the duration of their stay, hours of operation, and any other logistical requirements, such as waste management or sanitation. 3. Engage Local Food Truck and Vendor Community Reach out to food truck operators and temporary vendors to gauge interest and gather feedback on the types of spaces they would find appealing. Host an informational session or survey to understand their needs, such as power sources, access to water, and preferred hours of operation. 4. Designate Permitting and Licensing Requirements Create a streamlined permitting process for food trucks and vendors. Ensure that the required health, safety, and insurance standards are met, and provide clear instructions for applying for permits. 5. Coordinate with Events in Downtown Align food truck and vendor operations with Downtown events or festivals to maximize visibility and business opportunities. Coordinate event schedules with food truck operators to ensure proper allocation of spaces and vendor rotation. 6. Promote the New Vendor Zones Develop marketing materials to inform the public and vendors about the new food truck and pop-up market zones. Use social media, local publications, and event calendars to promote these opportunities, targeting residents and visitors. 7. Implement Infrastructure Improvements Install any necessary infrastructure, such as electrical hookups, water access, or waste disposal stations, to accommodate vendors. Ensure that the setup supports both short-term and long-term use, while remaining flexible for different types of markets.

APPENDIX A: ACTION PLAN STEPS

8. Launch Pilot Program Start with a temporary pilot program to test the concept and gather feedback from vendors and customers. Offer reduced fees or incentives for initial participation to encourage a wide range of vendors to participate. 9. Collect Data and Expand Program Track the performance of food trucks and pop-up markets in terms of foot traffic, vendor sales, and public feedback. Collect data on customer satisfaction, including wait times, variety of offerings, and space utilization, to adjust future programming. Based on feedback and data, refine the program to improve vendor offerings, space allocations, and customer experiences. Explore opportunities to expand vendor zones or add additional events, such as themed pop-up markets or seasonal food festivals. 10. Establish Ongoing Vendor Relationships Develop a vendor relationship program to encourage repeat participation in food truck and pop-up markets. Offer opportunities for vendors to provide input on improvements and adjust operational procedures based on vendor feedback. 11. Create Long-Term Sustainability Plans Investigate ways to make the food truck and pop-up market initiative sustainable, such as through vendor fees, sponsorships, or partnerships with local businesses. Explore options for ensuring that the program remains an integral part of Downtown’s evolving landscape. Assess the impact of food trucks and pop-up markets on nearby businesses, particularly in terms of customer flow and overall vibrancy. Gather feedback from local businesses on whether the program is enhancing or competing with their offerings, and adjust accordingly. Possible Funding Sources » » » »

Public Works and Economic Adjustment Assistance Grant - EDA Farmers Market Promotion Program (USDA) GO TEXAN Program - Texas Department of Agriculture Sustainable Development Program - NCTCOG 239

OP-2 Historic/Art Tours 1. Research Downtown’s History and Select Historical and/or Art Sites Conduct thorough research on Downtown’s landmarks, buildings, people, art and events that shaped the area. Gather input from local historians, historical societies, and long-time residents to ensure accuracy and uncover lesser-known stories. Select the most significant historical locations and art features in Downtown that should be included in the tour, such as iconic buildings, statues, public squares, or former landmarks. Prioritize sites with engaging stories that highlight Downtown’s cultural and architectural evolution. 2. Determine Tour Format and Develop Content Decide whether the tour will be self-guided, group-led, or a combination of both. Consider creating an interactive digital guide (e.g., app or website) and/or printed materials with maps, images, and historical descriptions. Write compelling narratives that highlight the art, history, architecture, and significance of each stop on the tour. Include photos or drawings from different periods to visually connect visitors to the history. Consider providing additional layers of information, such as trivia, anecdotes, or relevant local legends, to make the tour more engaging. 3. Select Technology for Digital Guides Choose a platform or app to host the digital guide, considering user accessibility, ease of use, and compatibility with various devices. Incorporate multimedia elements like audio narrations, interactive maps, or augmented reality features to enrich the experience. 4. Design Tour Routes and Logistics Plan the walking route(s) for the tour, ensuring the path is accessible, safe, and logical for visitors to follow. Determine the total duration of the tour and the estimated time to spend at each stop. Consider offering multiple routes based on themes (e.g., architectural tour, civil rights history, or notable figures). 5. Develop Partnerships with Local Businesses Collaborate with local shops, cafes, and restaurants to integrate them into the tour, allowing for breaks or optional stops. Offer special discounts or incentives for tour participants at these businesses to enhance the experience.

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6. Promote and Launch the Historic/Art Tours Market the tours through various channels, such as the City’s website, social media, visitor centers, and local tourism websites. Develop promotional materials, including flyers, posters, and social media posts, to build awareness about the tours. Officially launch the tour, holding an opening event or special promotion to kick off the offering. Provide a press release to local media outlets to generate interest and encourage tourism. 7. Create Ongoing Engagement Opportunities Develop programs or events tied to the tours, such as “tour guide-led” sessions or seasonal events that explore different facets of Downtown’s history. Encourage local schools, organizations, or civic groups to participate in the tours for educational purposes. Possible Funding Sources » » » » » »

Our Town Grant - NEA National Preservation Fund - National Trust for Historic Preservation Community Development Block Grant - HUD Cultural Districts Grant - Texas Commission on the Arts Texas Main Street Program - Texas Historical Commission Sustainable Development Program - NCTCOG

DOWNTOWN CARROLLTON MASTER PLAN

OP-3 Shuttle Service 1. Assess Service Requirements and Routes Identify key destinations in Downtown that would benefit from the shuttle, such as parking lots beneath IH-35E, popular businesses, restaurants, public spaces, and event venues. Design the shuttle routes based on pedestrian traffic patterns and accessibility needs, ensuring convenient connections between parking areas and Downtown destinations. 2. Establish Funding and Budgeting Determine the cost of launching and maintaining the shuttle service, including vehicle acquisition, staffing, insurance, and marketing. Identify potential funding sources, such as the City budget, grants, sponsorships, or public-private partnerships. 3. Determine Shuttle Fleet and ADA Compliance Select the appropriate number and type of shuttles for the service, ensuring that they can handle the required passenger capacity and meet safety standards. Ensure that the shuttles are ADA-compliant for individuals with mobility challenges. 4. Plan Shuttle Stops and Infrastructure Identify and clearly mark designated shuttle stops along the route, ensuring they are easily accessible to the public and clearly visible. Install signage, benches, and shelters as needed at key stops to improve the experience for users, especially during inclement weather. 5. Create a Regular Schedule Develop a consistent and reliable shuttle schedule with frequent stops during peak hours (e.g., during lunch, dinner, or event times) and possibly reduced service during off-peak times. Include estimated travel times and ensure that the shuttle frequency meets demand, minimizing wait times for passengers. 6. Ensure Safety and Security Measures Implement safety protocols for the shuttle service, including driver training, passenger safety procedures, and vehicle inspections. Ensure that the shuttles are equipped with proper lighting, seat belts (if applicable), and other safety features to guarantee a safe ride. Consider real-time tracking for passengers to monitor shuttle locations and arrival times, improving the user experience and reducing anxiety. 7. Develop Pricing Structure and Payment Options Decide if the shuttle service will be free, subsidized, or include a small fee for passengers. APPENDIX A: ACTION PLAN STEPS

Offer multiple payment options, such as mobile app payments, contactless cards, or on-board cash payments for ease of access. 8. Hire and Train Shuttle Drivers Hire qualified drivers who are familiar with Downtown and can safely operate the shuttles. Provide training on customer service, accessibility requirements, and routes, as well as emergency procedures. 9. Promote and Launch the Service Market the new shuttle service through social media, the City’s website, local businesses, and community events to raise awareness. Use signage, flyers, and posters around Downtown and parking lots to inform visitors about shuttle routes, stops, and schedules. Organize a launch event to introduce the shuttle service to the public, offering free rides or discounts for the first few days to encourage participation. Provide live demonstrations of the shuttle service, ensuring people understand how it works and its benefits. 10. Monitor and Collect Feedback Track ridership, shuttle times, and user satisfaction to assess the service’s effectiveness and areas for improvement. Use customer feedback to make adjustments to shuttle routes, frequency, or other logistical aspects of the service. 11. Maintain and Optimize the Service Ensure regular maintenance of the shuttles to keep them in safe, working condition. Periodically review the service to evaluate its success, optimize routes, and adjust scheduling to meet evolving needs. If the shuttle service proves successful, explore expanding the service to additional areas of Downtown or other parts of the City with high parking or accessibility challenges. Consider partnering with local businesses or events to extend shuttle routes or add special routes during peak periods (e.g., festival or concert nights). Assess the long-term sustainability of the shuttle service by reviewing its operational costs, community impact, and potential for growth. Explore opportunities for ongoing funding through grants, sponsorships, or partnerships to ensure the continued success and expansion of the service.

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OP-4 Establish a Downtown Security Ambassador or Community Policing Program 1. Define Program Goals and Scope Establish the primary objectives of the program, including enhancing safety, providing visitor assistance, deterring crime, and fostering a welcoming Downtown environment. Determine the geographic areas to be covered, including key Downtown areas such as below IH-35E, public spaces, and high-traffic zones. 2. Identify Staffing Needs and Qualifications Assess the number of security ambassadors or community police officers required to effectively cover the designated areas. Develop specific qualifications for candidates, such as customer service skills, conflict resolution experience, and a background in law enforcement or community safety. Coordinate with the police department to integrate officers into the program or collaborate with professional security firms to hire trained ambassadors. Establish guidelines for the roles and responsibilities of both ambassadors and officers, including when and how to engage with the public. 3. Develop Training Program and Patrol Schedule Design a training curriculum for ambassadors or officers that includes topics such as safety protocols, emergency response, customer service, conflict resolution, and cultural sensitivity. Provide scenario-based training to help participants respond to different types of situations, from minor assistance requests to handling safety concerns. Develop a regular patrol schedule, ensuring ambassadors or officers are available during peak hours, including evenings, weekends, and special events. Assign shifts to ensure consistent coverage of Downtown, especially in areas with high foot traffic or higher safety risks. 4. Coordinate with Local Businesses and Community Groups Engage with Downtown businesses, property owners, and community organizations to inform them about the program and its goals. Establish communication channels to report concerns, coordinate efforts, and provide feedback on the program’s effectiveness. 5. Launch Public Awareness Campaign Promote the Downtown Security Ambassador or Community Policing Program through local media, social media, and community events to raise awareness.

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Use signage and outreach materials in Downtown to let residents, visitors, and businesses know about the program and how to interact with ambassadors or officers. 6. Deploy and Monitor Program Effectiveness Roll out the program with an initial deployment of ambassadors or officers in targeted Downtown areas. Monitor the program’s effectiveness by tracking safety improvements, community feedback, and any changes in crime rates or minor incidents. Regularly collect feedback from community members, businesses, and law enforcement to evaluate the program’s success and areas for improvement. Adjust patrol routes, schedules, or training as necessary to address evolving safety concerns and community needs. 7. Evaluate Program Impact Measure the program’s impact on Downtown’s safety, crime rates, and overall visitor experience. Use data from crime reports, surveys, and public input to assess whether the program has met its goals and identify opportunities for expansion or enhancement. 8. Sustain and Expand Program Secure ongoing funding through the City budget, grants, or partnerships with local businesses to ensure the program’s long-term success. Consider expanding the program to additional areas or increasing staff levels if the program proves effective in improving safety and Downtown vitality. 9. Promote Community Engagement Encourage a strong relationship between the ambassadors/officers and the community by hosting meet-and-greets, safety workshops, and neighborhood events. Foster a sense of trust and partnership between law enforcement, security personnel, and Downtown residents and visitors.

DOWNTOWN CARROLLTON MASTER PLAN

OP-5 Activate Public Spaces with Programming 1. Identify Key Public Spaces for Programming Assess and select public spaces in Downtown that are suitable for community events. Prioritize spaces with high visibility, accessibility, and capacity to accommodate a variety of events. 2. Determine Types of Events to Host Identify a variety of community-focused events, such as concerts, farmers’ markets, fitness classes, outdoor movie nights, and cultural festivals, that would appeal to diverse audiences. Consider events that encourage participation from different age groups, backgrounds, and interests. 3. Establish Partnerships and Collaborations Partner with local businesses, community organizations, and event planners to help organize and fund events. Collaborate with local artists, musicians, fitness instructors, and food vendors to provide entertainment, services, and unique experiences. 4. Create an Event Schedule Develop a calendar of events that spans across different seasons, ensuring year-round engagement in public spaces. Include regular, recurring events (e.g., monthly farmers’ markets or weekly fitness classes) and special, one-time events (e.g., holiday festivals, concerts). Ensure events are scheduled to avoid conflicting with major holidays or other significant local events. 5. Secure Funding and Resources Allocate a budget for event costs such as permits, equipment, staffing, marketing, and promotional materials. Explore funding options through sponsorships, grants, and partnerships with local businesses to help cover event expenses. 6. Promote Events to the Community Create an event marketing plan that includes social media campaigns, flyers, posters, and email newsletters to spread the word. Use local media outlets, such as newspapers, radio, and community boards, to advertise upcoming events and reach a broader audience. Engage local influencers or community leaders to help promote events and build excitement.

APPENDIX A: ACTION PLAN STEPS

7. Provide Amenities and Support Services Set up necessary amenities at events, such as seating, restrooms, trash bins, and food stalls. Provide on-site security, medical support, and volunteer staff to assist with event operations. Ensure there are clearly marked parking areas or public transportation access to the event site. 8. Foster Community Engagement During Events Encourage local residents to participate in event planning or volunteer at events, helping them feel invested in the success of the public space activation. Create opportunities for attendees to interact with event organizers, performers, and vendors. 9. Monitor and Evaluate Event Success Collect feedback from event attendees, local businesses, and participants to assess the success of each event. Monitor attendance numbers, community engagement, and overall satisfaction to determine which events are most successful and popular. Use the data gathered to refine the event schedule and improve future programming, ensuring that it meets community needs and interests. Adjust the scale, timing, or content of events based on feedback to make future events more impactful. Seek long-term funding and sponsorships to continue hosting and expanding events in public spaces. Explore the possibility of creating a dedicated fund or nonprofit organization to sustain regular programming and community engagement. Expand successful events to new public spaces or increase the frequency of popular activities. 10. Celebrate and Share Successes Share success stories and photos of events on social media, in newsletters, and on local media outlets to showcase the positive impact of programming. Possible Funding Sources » » » » »

Our Town Grant - NEA Community Development Block Grant - HUD BUILD Grants - USDOT Cultural Districts Grant - Texas Commission on the Arts Sustainable Development Program - NCTCOG 243

OP-6 Downtown Management Evaluation 1. Assess Current Management Structure Review existing City services and management structures related to Downtown, identifying gaps in operations, marketing, and maintenance. Evaluate the current level of coordination between City departments, Downtown stakeholders, and service providers to determine areas needing improvement. 2. Define Key Management Functions Identify the core functions needed for effective Downtown management, including operations, marketing, event planning, maintenance, safety, and business attraction. Consider how these functions will be coordinated to ensure a seamless and integrated approach to Downtown’s needs. 3. Research Existing Models Investigate successful Downtown management models in similar-sized cities, including Business Improvement Districts (BIDs), Downtown Management Organizations (DMOs), and private/public partnerships. Study the organizational structures, funding mechanisms, and operational strategies of other cities’ management entities to understand what could work for the City. 4. Engage Key Stakeholders Organize meetings with key Downtown stakeholders, such as property owners, business owners, community organizations, and local government officials, to gather input on their needs and concerns. Understand what stakeholders perceive as gaps in the current system and their expectations for Downtown management. 5. Evaluate Funding Mechanisms Investigate potential funding sources for the new Downtown management entity, including assessments, membership dues, sponsorships, grants, or dedicated tax revenues (e.g., BID). Assess the feasibility of using City funds versus establishing a self-sustaining financial model that relies on contributions from Downtown businesses and property owners. 6. Define Governance and Structure Determine the governance structure for the Downtown management entity, including whether it will be publicly or privately operated, or a hybrid model. Consider the pros and cons of different models, such as a nonprofit entity, a public-private partnership, or a municipal department, and decide on the leadership and decision-making framework.

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7. Develop a Mission and Vision Statement Create a clear mission and vision for the Downtown management entity, focusing on long-term goals for Downtown revitalization, economic growth, and community engagement. Ensure the mission aligns with broader City goals, including public safety, economic development, sustainability, and cultural vibrancy. 8. Design a Scope of Services Define the specific services the Downtown management entity will provide, such as marketing and promotion, event planning, public space maintenance, safety programs, and business support services. Prioritize services based on immediate needs, community feedback, and available resources. Hire consultants or experts in Downtown management, urban planning, and economic development to assist with the planning and implementation of the new entity. Seek guidance on best practices, staffing needs, and sustainable operational strategies for managing a thriving Downtown. 9. Develop an Implementation Plan Create a detailed timeline and action plan for establishing the Downtown management entity, including short-term, medium-term, and long-term steps. Outline key milestones, such as securing funding, setting up the organizational structure, and launching operations. 10. Monitor Progress and Adjust as Necessary Implement regular performance evaluations of the Downtown management entity, tracking progress on key metrics such as service delivery, stakeholder satisfaction, and financial sustainability. Adjust the structure, services, or funding model as needed to ensure the entity’s long-term success and relevance to the Downtown community. Develop strategies for sustaining and growing the Downtown management entity, including diversifying funding sources, building partnerships, and leveraging community support. Explore opportunities for expanding services, such as adding new programs, increasing event offerings, or enhancing infrastructure and maintenance services.

DOWNTOWN CARROLLTON MASTER PLAN

OP-7 Expand Downtown Wi-Fi Access 1. Assess Current Wi-Fi Coverage Conduct an evaluation of existing Wi-Fi access points and coverage in Downtown, identifying areas with limited or no connectivity. Map out key public spaces, commercial districts, and transportation hubs where Wi-Fi access is most needed. Determine the geographic areas to be covered by the new public Wi-Fi network, including parks, plazas, sidewalks, and other high-traffic areas. Identify the capacity requirements based on expected user traffic and usage patterns to ensure reliable service. 2. Identify Funding Sources Explore potential funding options for the expansion of Wi-Fi, including City budget allocations, grants, partnerships with local businesses, and sponsorships from technology companies. Consider public-private partnerships to share the cost of infrastructure and service provision. 3. Select a Wi-Fi Provider or Partner Issue a Request for Proposals (RFP) or seek bids from experienced internet service providers (ISPs) or technology companies that specialize in public WiFi networks. Evaluate the quality of service, cost, scalability, and customer support offered by potential providers. Collaborate with selected providers to design the technical infrastructure for the Wi-Fi network, including the placement of routers, access points, and equipment necessary for optimal coverage. Plan for future scalability to accommodate increased demand or expansion of coverage in the future. 4. Install Wi-Fi Equipment and Network Begin installation of Wi-Fi hotspots in identified key areas, ensuring that the network infrastructure integrates seamlessly with existing utilities and infrastructure. Coordinate with utility providers, the City’s IT department, and any other relevant agencies to minimize disruptions during installation. 5. Ensure Security and Privacy Protections Implement security measures such as encryption, firewalls, and authentication protocols to protect users’ data and privacy while using the public Wi-Fi network. Provide clear guidelines or a terms-of-use policy for users to ensure responsible usage of the network. APPENDIX A: ACTION PLAN STEPS

6. Promote Wi-Fi Access to the Public Launch a marketing campaign to inform residents, visitors, and businesses about the availability of free Wi-Fi in Downtown. Use signage, social media, local news outlets, and the City website to announce Wi-Fi hotspots and promote their benefits. 7. Monitor Network Performance Continuously monitor the performance of the public Wi-Fi network to ensure speed, connectivity, and reliability meet the expected standards. Use analytics tools to track usage, bandwidth consumption, and performance issues to identify areas for improvement. 8. Provide Technical Support Set up a help desk or support line for users experiencing issues with Wi-Fi access or connectivity. Ensure that users have access to troubleshooting guides or FAQs to resolve common issues independently. 9. Maintain and Upgrade the Network Establish a regular maintenance schedule for the Wi-Fi network to ensure equipment is functioning correctly and software is up to date. Plan for future upgrades to the network as demand increases or technology improves, ensuring the network remains robust and efficient. Investigate opportunities to add value to the public Wi-Fi network, such as offering location-based services, integrating digital wayfinding, or adding access to Downtown event information. Explore partnerships with local businesses for advertising or providing exclusive offers to users of the Wi-Fi network. Use data gathered from network usage and feedback to identify gaps or underserved areas that may benefit from additional Wi-Fi hotspots. Expand the network coverage to additional Downtown areas, ensuring equitable access to Wi-Fi for all visitors and residents. Possible Funding Sources » » » »

Public Works Program - EDA Broadband Infrastructure Fund - Texas Broadband Development Office Transportation Alternatives Program - TxDOT Community Digital Connectivity Grants - Oncor Cities Program

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OP-8 Coordinate a Downtown Dining Week Event 1. Establish Event Goals and Objectives Define the primary goals of Downtown Dining Week, such as promoting local restaurants, boosting foot traffic to Downtown, and attracting new customers. Determine key performance indicators (KPIs), such as restaurant participation, event attendance, and economic impact, to measure success. 2. Reach Out to Local Restaurants and Vendors Send invitations to Downtown restaurants, cafes, and food vendors to participate in the event by offering special menus, discounts, or unique promotions. Provide guidelines for restaurant participation, including the type of deals they should offer, event duration, and required marketing materials. 3. Secure Sponsorships and Partnerships Seek sponsorships from local businesses, corporations, or organizations to support event costs and help promote the event. Partner with local media outlets, influencers, and food bloggers to extend the reach of the event and engage a wider audience. 4. Coordinate Event Logistics and Scheduling Set dates for Downtown Dining Week, ensuring the event does not conflict with other major community events or holidays. Organize any additional activities, such as culinary workshops, live music, or food and drink pairings, to complement the dining experiences and attract more attendees. 5. Promote the Event and Drive Reservations Launch the marketing campaign several weeks in advance, targeting potential attendees via email newsletters, social media, and local press coverage. Encourage reservations and early ticket purchases to ensure optimal attendance and help restaurants plan for higher demand during the event. 6. Facilitate a Seamless Event Experience Provide restaurants with the necessary tools, such as event signage, menus, and promotional materials, to ensure a cohesive event experience. Set up a central point of contact for restaurants to address any operational questions or concerns during the event. 7. Monitor Event Progress and Gather Feedback Monitor attendance and customer engagement during Downtown Dining Week to assess how well the event is being received. Solicit feedback from restaurant participants, attendees, and local businesses to identify areas for improvement and future enhancements.

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8. Showcase Participating Restaurants and Highlight Successes After the event, share the success stories of participating restaurants, highlighting any particularly popular dishes or successful promotions. Use social media, local news outlets, and event wrap-up communications to celebrate the event’s impact on Downtown dining and local businesses. 9. Evaluate the Event’s Impact and Plan for Future Events Analyze event data, including attendance, restaurant revenue increases, and customer satisfaction, to evaluate the event’s overall success. Collect input from restaurants and community members to determine which aspects of the event were most successful and which can be improved for next year. Based on feedback and evaluation, start planning for future editions of Downtown Dining Week, considering how to expand participation, enhance the event experience, and grow its impact. Consider opportunities to involve new restaurants, offer different programming, or tie in local cultural events to increase the diversity and appeal of the event in future years. Possible Funding Sources » » » » »

Economic Adjustment Assistance Grant - EDA Our Town Grant - NEA Local Food Promotion Program - USDA GO TEXAN Program - Texas Department of Agriculture Arts Respond: Economic Development Grant - Texas Commission on the Arts » Regional Tourism Grants - NCTCOG » Visit Dallas & Dallas Tourism Public Improvement District

DOWNTOWN CARROLLTON MASTER PLAN

Policy & Regulatory Actions PR-1 Expand Build-To Line Flexibility 1. Review Current Build-To Line Standards Conduct an assessment of the existing build-to line regulations to understand the current requirements for building setbacks and their impact on streetscapes and pedestrian activity. Identify any challenges or limitations in the current standards that hinder the development of vibrant, pedestrian-friendly spaces. 2. Engage Stakeholders for Input Organize a series of meetings with key stakeholders, including local business owners, developers, urban designers, and residents, to gather input on the desired features and flexibility needed in the build-to line standards. Collect feedback on how outdoor seating, wider sidewalks, and street furniture could enhance the pedestrian experience in Downtown. 3. Draft Proposed Amendments to Standards Draft proposed amendments to the build-to line standards. Ensure that the new standards accommodate wider sidewalks, street furniture, outdoor seating, and other pedestrian-friendly elements, while maintaining appropriate building massing and setbacks. Review the proposed changes in the context of existing zoning codes, streetscape plans, and master planning efforts to ensure that they align with broader urban design goals for Downtown. Ensure that any changes do not conflict with key infrastructure needs, such as traffic flow or utility access, while promoting walkability and vibrant street life. 4. Approve and Adopt Amendments Present the final proposed amendments to the City Council for review and approval. Ensure that the changes are incorporated into the City’s zoning code, planning documents, and related ordinances.

APPENDIX A: ACTION PLAN STEPS

5. Monitor and Evaluate Implementation Establish a monitoring process to track how the new build-to line standards are being implemented in Downtown. Collect feedback from developers, residents, and local businesses to assess the impact of the changes on pedestrian activity, business vitality, and overall streetscape quality. Based on the monitoring and feedback, make adjustments to the build-to line standards or implementation guidelines if issues arise or improvements are needed. Periodically review the standards to ensure they continue to support a vibrant, walkable Downtown environment as development and needs evolve.

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PR-2 Revise Building Height Regulations 1. Conduct a Comprehensive Review of Current Building Height Regulations Analyze existing building height restrictions in the Urban Core and Urban General zones and PD-169 to understand their impact on development patterns and density. 2. Develop a Proposal for Revised Building Height Regulations Create a proposal that adjusts maximum building heights in the Urban Core and Urban General zones to promote iconic, high-density developments. Incorporate height step-back requirements for buildings near adjacent lowdensity areas to minimize shadows, maintain sightlines, and preserve the character of surrounding neighborhoods. 3. Prepare for Zoning Code Amendments and Approval Prepare the necessary documentation to amend zoning codes, including detailed explanations of the proposed changes and their expected benefits for the city. Present the revised building height regulations to the City Council for review and approval. 4. Monitor and Evaluate the Impact of Revised Regulations Implement a monitoring process to track how the new building height regulations are being applied in development projects and assess their impact on urban design, community response, and economic growth. Collect feedback from developers, residents, and city staff to understand whether the changes have been successful in promoting desirable developments while protecting adjacent areas. Based on feedback and monitoring, make any necessary refinements to the building height regulations to improve outcomes and ensure they are working as intended. Regularly review and update the regulations to adapt to evolving needs, ensuring that high-density development continues to align with the city’s vision for growth.

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PR-3 Mandatory Ground-Floor Retail in Key Zones 1. Review Current Ground-Floor Retail Infrastructure. Identify gaps in current ground floor retail coverage and determine which additional corridors should be included for mandatory ground-floor retail requirements based on the Downtown Master Plan. Conduct a market analysis to assess demand for retail, restaurant, and flexible commercial space in the targeted corridors. Consider factors such as pedestrian traffic, proximity to transit, and surrounding development trends to identify the best locations for expanding retail requirements. Assess how the mandatory retail requirements will impact building design, street-level activation, and streetscapes. 2. Draft Revised Zoning Code or Ordinance Develop a proposal to amend the city’s zoning code or ordinances to include additional corridors for mandatory ground-floor retail. Define the scope of the retail requirement, including items such as specific ground-floor uses (e.g., retail, restaurant, flexible commercial), minimum square footage, and design standards to ensure active and inviting street fronts. Build flexibility into the regulations to accommodate a variety of commercial uses, allowing for a mix of retail, restaurants, cafes, or flexible commercial spaces that meet market demands and activate the ground floor. Consider allowing pop-up shops or temporary installations in some zones to introduce more dynamic, short-term retail opportunities. 3. Public Engagement and Feedback Process Hold public hearings or community workshops to present the proposed expansion of the required retail zones and gather feedback. Address concerns regarding the impact on property owners, developers, or potential tenants, and ensure that the proposal aligns with community interests. Review the feedback from stakeholders and the public engagement process, and refine the proposal to balance regulatory requirements with flexibility for developers and business owners. 4. Present Proposal for City Council Review and Approval Prepare and present the ordinance to the City Council for approval. Include a detailed explanation of the benefits of ground-floor retail activation for Downtown’s economy, vibrancy, and overall urban design.

APPENDIX A: ACTION PLAN STEPS

5. Provide Implementation Guidelines for Developers Develop guidelines to assist developers in understanding and meeting the new retail requirements, including design standards for ground-floor spaces, how to engage with prospective tenants, and any incentives for meeting retail targets. Offer resources for developers, such as a list of available retailers or funding programs, to help support the success of the ground-floor retail initiatives. 6. Monitor and Evaluate Impact Regularly assess the impact of the expanded retail zones on the vibrancy of Downtown and make any necessary revisions to ensure that the goals of the initiative are being achieved. 7. Promote New Retail Zones to Developers and Businesses Use marketing and outreach efforts to attract businesses and developers to the newly designated retail corridors, highlighting the benefits of the groundfloor retail program and the potential for high foot traffic and community engagement. Encourage diverse and innovative retail and restaurant concepts to ensure a dynamic mix that appeals to both locals and visitors.

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PR-4 Create a New Industrial Mixed-Use Zoning District 1. Conduct a Needs Assessment and Market Analysis Analyze current land use patterns, zoning restrictions, and market demand to determine the feasibility of creating an industrial mixed-use zoning district. Assess the types of uses that would benefit the area, including residential, commercial, office, live-work units, and artist spaces, and identify any gaps in the current zoning or development framework. Research market trends for industrial mixed-use districts in comparable cities (e.g., Atlanta’s I-MIX, Denver’s I-MX, Charlotte’s Innovation Mixed-Use, and Portland’s Central Employment). 2. Engage Stakeholders and Collect Input Host meetings with local developers, property owners, business owners, community groups, and residents to gather input on the potential zoning changes. Gather feedback on the needs for residential, commercial, office, and creative spaces, and how the industrial area could transition into a mixed-use environment. Ensure input on maintaining the area’s industrial character while promoting diverse land uses that reflect evolving trends. 3. Study Precedent Models for Best Practices Study successful industrial mixed-use zoning models from other cities (examples listed above), analyzing their regulatory frameworks, infrastructure requirements, and implementation processes. Focus on how these districts have successfully integrated various uses while maintaining industrial productivity, minimizing conflicts between residential and industrial uses, and fostering community vibrancy. 4. Define the Key Characteristics of the New Zoning District Establish clear objectives for the new zoning district, including its intended uses, mix of residential, commercial, and industrial uses, and design standards. Determine the geographic boundaries of the new district, focusing on areas that have the potential to support mixed-use development while minimizing disruption to active industrial sites. Define key zoning elements such as building height, density, setbacks, parking requirements, green space, and the integration of live-work units and artist spaces. 5. Draft Zoning Code Amendments Develop a detailed zoning code amendment that creates the new industrial mixed-use district. Include provisions for the range of uses allowed, building and design standards, use compatibility, incentives for creative industries, and requirements for sustainability. 250

Address potential conflicts between uses (e.g., noise, pollution, or truck traffic) by incorporating buffers or transitional zones to mitigate impacts on residential areas. 6. Public Engagement and Review of Zoning Code Proposal Organize public workshops, open houses, or informational sessions to present the proposed zoning changes to the community, ensuring transparency and addressing any concerns. Provide a platform for feedback on potential impacts of the new zoning district, and gather input on specific features or allowances that should be included. Adjust the proposal as needed to incorporate public input while ensuring that the core objectives of the mixed-use zoning are met. 7. Submit Zoning Code Amendments for City Council Approval Prepare and present the zoning code amendments to the City Council, along with a detailed explanation of the benefits of the new zoning district and its alignment with the city’s long-term development goals. Ensure that the proposal clearly articulates the economic, social, and environmental benefits of fostering mixed-use development within industrial areas. 8. Market and Attract Investment in the New Zoning District Launch a marketing campaign to attract developers, creative industries, and businesses to the new zoning district, highlighting the opportunities for growth, innovation, and a dynamic mix of uses. Showcase the district’s potential through online platforms, industry events, and collaboration with local business associations to build interest and investment. 9. Monitor and Adjust the Zoning District Implementation Track the progress of development within the new zoning district, measuring the effectiveness of the zoning code in encouraging mixed-use growth and revitalization. Regularly evaluate the success of the mixed-use district, monitoring factors such as job creation, residential occupancy, retail activity, and community engagement. Collect ongoing feedback from developers, business owners, and residents to identify any challenges or opportunities for further refinements. Adjust the zoning code as necessary to address evolving market conditions, infrastructure needs, and community goals.

DOWNTOWN CARROLLTON MASTER PLAN

PR-5 Create a Signage Upgrade Program for Buildings 1. Conduct a Visual Identity Assessment Review the current signage in Downtown to evaluate its design, consistency, and overall contribution to the district’s identity. Identify areas with high potential for improvement, paying attention to aesthetic cohesion, visibility, and legibility. Gather feedback from business owners, residents, and visitors on their perceptions of the current signage and how it could be improved. 2. Engage a Design Consultant or Agency Hire a professional design consultant or agency with experience in urban wayfinding and branding to assist in creating a signage design package. Collaborate with the consultant to refine the design framework, ensuring it balances practical needs (such as visibility and readability) with artistic expression. Explore innovative design solutions, including digital signage or interactive features, to enhance the program’s impact. Create a cohesive signage design framework that establishes guidelines for size, style, color palette, materials, fonts, and graphics. Ensure that the design is flexible enough to allow for individual tenant branding but still maintains a unified aesthetic across the district. Incorporate design elements that reflect the unique character and history of Downtown, making the signage feel authentic and tied to the place. 3. Create a Phased Implementation Plan Develop a phased implementation plan that prioritizes key locations for signage upgrades, such as main streets, entry points into Downtown, and areas with high pedestrian traffic. Identify anchor tenants to serve as initial pilot areas for the new signage. Set realistic timelines and budgets for each phase of implementation, ensuring the program is manageable and sustainable. 4. Establish Guidelines for Business Participation Develop a set of guidelines and standards for businesses to follow when upgrading their signage within the program. Include recommendations on dimensions, materials, and types of signage (e.g., wall signs, hanging signs, awnings) that align with the district’s aesthetic. Provide incentives, such as cost-sharing or technical assistance, to encourage business owners to participate in the program.

APPENDIX A: ACTION PLAN STEPS

5. Secure Funding for the Program Identify potential funding sources for the signage program, such as grants, public-private partnerships, or a dedicated line item in the City’s budget. Consider incorporating the program into the City’s Capital Improvement Program (CIP) if it involves public infrastructure improvements (e.g., wayfinding signage, gateway markers). Explore opportunities for businesses to contribute financially or through inkind services, such as design or installation support. 6. Monitor and Adjust the Program Continuously monitor the success of the program, tracking participation rates, feedback from business owners, and the overall impact on Downtown’s visual appeal. Gather data on how the signage affects pedestrian navigation, customer engagement, and business visibility. Adjust the program as needed, refining design elements, expanding the scope, or introducing new features based on the evolving needs of the district. Develop a maintenance plan to ensure that signage remains in good condition, including cleaning, repairs, and replacement as needed. Set up a support system for businesses to request repairs or updates to their signage, ensuring a seamless process for participation in the program. Consider establishing a fund or annual budget allocation for ongoing signage maintenance and upgrades.

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PR-6 Update PD-169 to Encourage Additional Commercial Development 1. Review Current PD-169 Regulations Conduct a comprehensive review of the existing PD-169 zoning regulations to understand the current land uses, building heights, setbacks, and parking requirements. Identify areas within PD-169 where updates are necessary to encourage the types of commercial and residential uses envisioned in the Gateway District of the Master Plan. 2. Refine the Language in PD-169 Updated zoning language that reflects the goals of the Master Plan for the Gateway District. Ensure that new land uses, building heights, and setbacks are compatible with surrounding developments and contribute to a cohesive urban fabric. Integrate Special Development Standards for house-to-commercial conversions that address facade aesthetics, signage, and lighting, enhancing the visual quality and compatibility of the district. Allow for a wider variety of land uses, including small-scale commercial, townhomes, and other uses identified in the Gateway District. Ensure that new land uses contribute to the vibrancy and economic viability of the district while respecting the area’s residential character and heritage. Revise building height limits and setbacks to allow for more flexible development, particularly for commercial buildings and townhomes that can complement the Gateway District’s vision. Develop updated parking requirements for businesses converting single-family residential structures to commercial uses, allowing for parking reductions or waivers. 3. Conduct Public Hearings and Outreach and Finalize Amendments Hold public hearings and outreach sessions to present the proposed changes to the community, gather further feedback, and address concerns. Provide opportunities for residents and property owners to ask questions and provide comments on the updated zoning regulations. Review all feedback from public hearings and outreach events, making any necessary revisions to the proposed amendments to address concerns or clarify language. Finalize the draft amendments to PD-169, ensuring that the revised zoning regulations meet the goals of the Master Plan while addressing community and stakeholder needs.

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4. Submit to City Council for Approval Submit the final draft of the PD-169 amendments to the City Council for approval, accompanied by a summary of the proposed changes and supporting documentation. Present the proposed amendments in a way that clearly explains how they align with the broader vision for the Gateway District and Downtown development. Make adjustments to the regulations as necessary based on the evolving needs of the district and feedback from stakeholders.

DOWNTOWN CARROLLTON MASTER PLAN

PR-7 Transit-Supportive Zoning Updates 1. Conduct a Zoning and Transit Accessibility Review Review existing zoning regulations and identify areas transit access is present. 2. Define Incentive Criteria for Transit-Supportive Zoning Establish clear criteria for zoning incentives that will encourage developers to incorporate transit-accessible features, such as bike racks, proximity to transit stations, or integration of mixed-use developments. Develop incentives such as density bonuses, reduced parking requirements, or expedited permitting for projects that align with the city’s transit goals. 3. Draft Zoning Amendment Language Create specific language for zoning code amendments that include incentives for reduced parking minimums, bike-friendly amenities, and other transitsupportive features. Ensure that the proposed language is clear, easy to implement, and legally sound. 4. Develop a Transit-Supportive Zoning Incentive Program Create a formal program or toolkit for developers that outlines available incentives for projects incorporating transit-friendly features. Examples include density and height bonuses or parking reductions for incorporating mixed-use development, activated public realm, workforce housing or bicycle features and amenities. Include a process for developers to apply for and qualify for zoning incentives, ensuring that the program is accessible and transparent. 5. Revise Zoning Maps and Development Guidelines Update the City’s zoning maps and development guidelines to incorporate the new transit-supportive incentives. Ensure that these updates are easily accessible to developers and the public through the City’s website and planning offices. 6. Incorporate Transit Features into Development Standards Integrate specific development standards for features like bike facilities, bikesharing stations, and transit stations into the new zoning code. Set guidelines for the type and number of transit-related amenities required based on the size and location of the development.

APPENDIX A: ACTION PLAN STEPS

7. Monitor the Impact of Zoning Updates and Adjust Zoning Incentives as Needed Track the effectiveness of the transit-supportive zoning updates by monitoring changes in development patterns, parking reductions, bike facility installations, and transit ridership in the affected areas. Gather feedback from developers, businesses, and residents to evaluate how well the incentives are supporting transit-oriented development and reducing car dependency. Review data and feedback periodically to assess whether the zoning incentives are achieving the intended outcomes. Adjust the criteria or expand the program to further encourage transitoriented development if necessary, or introduce additional incentives based on evolving transportation trends and community needs.

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PR-8 Continue Public Art Efforts 1. Assess Current Public Art Inventory Conduct a comprehensive review of existing public art and murals in Downtown, including those near and below IH-35. Identify key locations that could benefit from additional art installations or murals, particularly areas under and around IH-35. 2. Engage the Public and Stakeholders Host community workshops and surveys to gather input from residents, businesses, and local artists about desired themes, types of art, and specific locations for new installations. Include input from the Historic Downtown Carrollton Association and local cultural organizations to ensure the public art reflects the community’s values and identity. Initiate discussions with TxDOT to understand any regulatory requirements, maintenance responsibilities, and permission processes related to installing art under IH-35. Ensure alignment with TxDOT’s policies, particularly concerning the space’s safety, visibility, and structural integrity for public art installations. 3. Develop a Public Art Master Plan for IH-35 Area Create a master plan that outlines the vision for public art under IH-35, including key locations, themes, and types of art installations (murals, sculptures, interactive art, etc.). Prioritize high-quality and visually impactful installations that will activate the area, enhance safety, and contribute to Downtown’s cultural identity. 4. Secure Funding for Public Art Projects Explore funding opportunities such as grants, public-private partnerships, or crowd-funding campaigns to support the expansion of public art below IH-35. Consider allocating a portion of the Downtown budget or seeking sponsorships from local businesses and corporations interested in supporting public art. 5. Collaborate with Local Artists and Art Organizations Reach out to local artists, muralists, and art organizations to gauge interest and talent for the proposed installations. Issue a call for artists to submit proposals for murals and public art projects that align with the master plan and community input. Review and select artists’ proposals based on creativity, relevance to Downtown’s identity, and the feasibility of installation. Work with the City’s art review committee, design professionals, and other stakeholders to finalize project designs and obtain approval for installations.

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6. Prepare Installation Sites and Infrastructure Coordinate with TxDOT and other relevant authorities to prepare the physical spaces beneath IH-35 for art installations, ensuring that necessary infrastructure, such as lighting and wall preparation, is in place. Address any safety or access concerns to facilitate the installation process while ensuring public safety. 7. Launch Public Art Installations Organize a phased installation schedule for the murals and art pieces, starting with key locations identified in the master plan. Host public events or unveiling ceremonies to showcase each new installation, drawing attention to the revitalization efforts and fostering community engagement. Use social media, local press, and tourism websites to promote the new public art installations and encourage both residents and visitors to explore the Downtown area. Create self-guided or digital tours that highlight public art pieces, enhancing the cultural experience of Downtown and attracting new visitors. 8. Monitor and Maintain Art Installations Establish a plan for the ongoing maintenance and preservation of public art, including regular cleaning, repairs, and touch-ups as needed. Ensure a maintenance budget and team are in place to care for the murals and art installations over time, ensuring longevity and continued community pride. 9. Evaluate the Impact of Art on Downtown Regularly assess the impact of the public art initiative on Downtown’s vibrancy, community engagement, and economic development. Collect feedback from businesses, residents, and visitors to gauge the success of the initiative and identify areas for future growth. Based on the success of initial art installations, consider expanding the public art program to other parts of Downtown or adding new types of art installations (e.g., digital projections, temporary art exhibits). Continue collaborating with artists, cultural organizations, and community groups to evolve the public art initiative and keep it aligned with Downtown’s changing needs and interests.

DOWNTOWN CARROLLTON MASTER PLAN

PR-9 Develop Pattern Books 1. Conduct a Community Engagement Process Host workshops, surveys, and focus groups with residents, local architects, developers, and neighborhood associations to gather input on desired design features, architectural styles, and community priorities. Ensure that the community’s vision and preferences for infill development and new residential projects are incorporated into the process. 2. Review Existing Neighborhood Character Conduct a comprehensive assessment of the existing architectural styles, building forms, and materials in the target neighborhoods. Identify key design elements that contribute to the neighborhood’s aesthetic and character, such as traditional architectural styles, material usage, or landscaping features. 3. Research Best Practices and Precedents Study successful pattern books or design guidelines from other cities and communities that have implemented similar approaches. Examples include: » Chattanooga Pattern Book » Nashville’s Neighborhood Design Guidelines » Downtown Raleigh Urban Design Handbook From the pattern books or design guidelines, identify architectural design, massing, material selection, and landscaping that support community values while ensuring quality development. 4. Establish Key Design Goals and Principles Define the primary goals of the pattern book, such as enhancing neighborhood aesthetics, maintaining architectural diversity, ensuring compatibility with the existing environment, and promoting sustainability. Outline the guiding principles that all future infill development and singlefamily projects should follow. 5. Create Design Guidelines for Infill Development Develop specific guidelines for architectural styles and features that are appropriate for infill development. This may include massing, building orientation, roof lines, window treatments, and other architectural elements. Establish standards for materials, such as recommended building materials, finishes, and color palettes that complement the existing neighborhood. Develop guidelines for landscaping that support the architectural designs, such as plant species, tree canopy coverage, hardscaping elements, and green infrastructure. Include standards for setbacks, lot coverage, front yard design, and exterior elements like fences or sidewalks to ensure consistency in the streetscape. APPENDIX A: ACTION PLAN STEPS

Tailor the pattern book to specific sub-areas within the neighborhood that may have unique characteristics. For example, establish different standards for historic districts versus more modern sections of the community, ensuring that new development respects and enhances existing conditions. 6. Collaborate with Developers and Architects Work closely with local architects and developers to ensure that the pattern book is practical, enforceable, and achievable within the context of current building codes and regulations. Facilitate meetings or focus groups with the development community to solicit feedback on the proposed guidelines and adjust where necessary. 7. Draft the Pattern Book Document Assemble the design guidelines, standards, and recommendations into a clear, concise, and user-friendly pattern book document. Include visual examples, sketches, and case studies to illustrate the desired outcomes for each design element, making it accessible for both professionals and property owners. Present the draft pattern book to key stakeholders, including planning commissions, neighborhood groups, and elected officials, for review and feedback. Make necessary revisions based on stakeholder input and then seek formal adoption by the City Council or other relevant governing bodies. 8. Distribute and Promote the Pattern Book Make the pattern book available to the public through the City’s website, planning department, and other community engagement channels. Promote the pattern book to developers, architects, homeowners, and builders to ensure broad awareness and adherence to the guidelines in new residential projects. Incorporate the pattern book into the City’s permitting and review processes to ensure that all new infill development and residential projects align with the established design standards. Train development review committees on how to implement and enforce the guidelines. 9. Evaluate and Update the Pattern Book Regularly evaluate the effectiveness of the pattern book in maintaining the desired character and aesthetics of the neighborhood. Collect feedback from residents and developers to identify areas for improvement or updates to reflect evolving design trends, community preferences, or building technologies. 255

PR-10 Landmark Building Guidelines 1. Review Existing Urban Design Standards Review the City’s existing design guidelines, zoning regulations, and architectural standards to identify any relevant existing rules that can be adapted for landmark buildings. Identify gaps in current guidelines where additional standards are needed to define the character and prominence of landmark buildings. 2. Analyze Successful Precedents Research examples of successful landmark buildings in other cities or districts that are located at prominent intersections or axial points. Study their design features, such as height, massing, materials, and public space integration, to understand what makes them effective as iconic structures. 3. Establish Guiding Principles and Design Guidelines for Landmark Buildings Define clear principles for the design of landmark buildings, such as contributing to the urban character, enhancing the public realm, and emphasizing their location. Ensure these principles align with the broader goals of the Downtown Master Plan and the desired identity for the area. Create a set of comprehensive design guidelines that focus on key architectural elements for landmark buildings, including: » Height and Massing: Guidelines to ensure buildings are appropriately scaled to their surroundings while standing out at key intersections. » Facade Articulation: Clear standards for building facades, including materials, textures, and window patterns to create a sense of depth and interest. » Materials: Specify durable, high-quality materials that enhance the landmark’s appearance and contribute to the character of the Downtown. » Integration with Public Spaces: Establish guidelines for how landmark buildings should relate to adjacent public spaces, such as plazas, parks, or streets, with a focus on creating pedestrian-friendly environments and engaging street-level experiences. 4. Coordinate with Historic Preservation and Cultural Elements Ensure new landmark buildings respect the heritage of the area while introducing contemporary design elements that enhance the city’s identity. 5. Ensure Flexibility for Creativity and Innovation While maintaining the core principles, allow flexibility for architects and developers to introduce innovative and creative designs that reflect evolving architectural trends and technologies. Encourage diverse expressions of landmark buildings that align with the unique character of Downtown. 256

6. Collaborate with Developers and Design Professionals Work closely with developers, architects, and design professionals during the creation of the guidelines to ensure that the standards are feasible, practical, and aligned with current industry best practices. Organize meetings or focus groups to gather feedback on the draft guidelines and refine the standards accordingly. 7. Finalize and Adopt the Guidelines Review the completed draft guidelines with key stakeholders, including the City Council, planning commissions, and other governing bodies, for final approval. Ensure the guidelines are formally adopted. Integrate the landmark building guidelines into the City’s development review process so that all relevant new projects are evaluated against the established standards. Provide developers with clear direction on how their proposals should align with the landmark building guidelines. 8. Monitor and Enforce the Guidelines Set up a system for monitoring the design of landmark buildings during the permitting and construction phases to ensure compliance with the established guidelines. Develop a review committee of city staff, urban designers, and architects to review proposed landmark buildings and make adjustments as necessary to maintain consistency with the guidelines. Regularly evaluate the effectiveness of the landmark building guidelines in maintaining the desired urban character and identity. Gather feedback from the community and development professionals to assess whether adjustments are needed to keep the guidelines relevant to changing trends or conditions.

DOWNTOWN CARROLLTON MASTER PLAN

PR-11 Develop a Complete Streets Policy 1. Formulate a Steering Committee Establish a steering committee composed of key city officials, urban planners, transportation engineers, public health experts, community representatives, and advocacy groups. Ensure diverse representation from various sectors such as mobility, public safety, accessibility, and environmental sustainability. 2. Conduct a Review of Existing Policies and Guidelines Review current transportation planning documents, design standards, and policies to identify gaps in addressing Complete Streets concepts. Assess existing roadways and transportation systems to determine where Complete Streets principles can be integrated. 3. Engage with Stakeholders and the Public Hold public forums, workshops, and surveys to gather input from residents, business owners, and other stakeholders about their priorities and concerns related to street safety, walkability, cycling, and transit options. Collect data on community needs for pedestrians, cyclists, drivers, and public transit users to ensure the policy reflects the diverse mobility needs of the city. 4. Set Clear Goals and Objectives for the Policy Define the overarching goals for the Complete Streets policy, such as improving pedestrian and cyclist safety, reducing traffic congestion, promoting active transportation, enhancing accessibility, and fostering sustainable development. Establish specific objectives and measurable outcomes, such as reducing pedestrian injuries or increasing the number of cycling lanes. 5. Develop Policy Framework Create a comprehensive policy that integrates Complete Streets principles, including: » Design Standards: Ensure roadways accommodate all modes of transportation—walking, biking, transit, and vehicles—while considering safety, accessibility, and comfort. » Pedestrian Infrastructure: Include guidelines for wider sidewalks, pedestrian crossings, ramps, and lighting to enhance safety and accessibility. » Cycling Infrastructure: Integrate dedicated bike lanes, bike racks, and bike share programs in planning and design. » Transit Integration: Incorporate bus and transit station accessibility, waiting areas, and safe transfer points. » Land Use Integration: Promote mixed-use development that aligns with transit options and active transportation routes. APPENDIX A: ACTION PLAN STEPS

6. Review Funding Mechanisms Identify potential funding sources for implementing the policy, such as federal or state transportation grants, local bond measures, or public-private partnerships. Explore creative funding options like impact fees, grant applications, or aligning the policy with other infrastructure initiatives that already have dedicated funding. 7. Draft Complete Streets Policy Document Develop a draft of the Complete Streets policy document that outlines the goals, principles, and implementation strategies for integrating Complete Streets into all transportation planning processes. Ensure the document includes specific provisions for monitoring progress, updating the policy, and adapting to changing conditions. Present the draft policy to the public and stakeholders for review and feedback, allowing for opportunities to comment, suggest modifications, and express concerns. Consider conducting another round of workshops or online surveys to refine the policy based on public input. 8. Adopt the Complete Streets Policy Present the final version of the Complete Streets policy to the City Council or other governing bodies for formal adoption. Ensure the policy is incorporated into the City’s overall transportation and urban planning frameworks. Ensure that all future transportation and roadway projects, both new and in the redevelopment of existing streets, comply with the Complete Streets policy. 9. Develop Implementation and Action Plan Create an actionable implementation plan with a timeline for key projects and improvements, detailing short-term, medium-term, and long-term objectives. Include milestones and measurable outcomes to track progress on achieving Complete Streets goals. 10. Monitor Progress and Evaluate Effectiveness Regularly monitor and evaluate the success of Complete Streets initiatives, tracking indicators like increased pedestrian or cyclist traffic, improvements in safety, or reductions in congestion. Adjust the policy and implementation strategies as needed based on data and community feedback to ensure continuous improvement.

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PR-12 Remove Parking Minimums in Downtown 1. Conduct a Parking and Transportation Study Commission a study to assess current parking usage, demand, and existing conditions in Downtown. Evaluate the current reliance on parking, consider future trends such as increased transit use and active transportation, and explore alternative solutions like shared parking or on-demand services. 2. Engage Stakeholders in Public Outreach Hold community forums and meetings with developers, local business owners, residents, and transportation experts to discuss the benefits and potential concerns of removing parking minimums. Gather feedback on the community’s parking needs, concerns about congestion, and desires for more pedestrianfriendly development. Address concerns regarding public parking availability and how shared parking solutions can be integrated into new developments. 3. Review Best Practices from Other Cities Study other cities that have successfully removed parking minimums, such as Austin, Houston and Dallas. Identify lessons learned and challenges overcome in those cities, such as strategies for encouraging shared parking or mitigating potential negative impacts on the public parking system. 4. Develop Zoning Code Amendments Draft zoning code amendments to remove parking minimums in Downtown. Ensure the new regulations reflect Downtown’s walkability, proximity to transit, and multi-modal transportation goals. Allow flexibility for developers to determine the appropriate amount of parking based on their specific project needs while encouraging shared parking arrangements. Include provisions in the zoning amendments that incentivize or require shared parking arrangements between different properties or uses. Provide clear guidelines on how shared parking agreements can be implemented and tracked, ensuring that parking availability remains efficient and meets demand. Ensure the zoning changes are aligned with the City’s broader goals for transportation, sustainability, and land use, including the implementation of transit-oriented development (TOD) and Complete Streets principles. Coordinate with transportation agencies, such as DART, to ensure the parking policy supports public transit options and multi-modal transportation networks.

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5. Amend Zoning Ordinance and Update Regulations Finalize the zoning code amendments to remove parking minimums and submit them for approval by the City Council or planning commission. Ensure the ordinance is clear about exemptions, such as for developments that are not within certain walkable areas or that do not have easy access to transit. 6. Provide Incentives for Pedestrian-Oriented Design Offer incentives, such as expedited permitting, tax breaks, or grants, for developers who include elements like bike racks, pedestrian plazas, or green space as part of their project design. Encourage projects that prioritize the pedestrian experience, mixed-use spaces, and public transit accessibility, reducing the need for dedicated parking. 7. Update Transportation and Parking Management Plans Revise the City’s transportation management plan to accommodate the changes in parking policy, focusing on ensuring that the removal of parking minimums does not negatively impact traffic flow or public parking availability. Develop or update a parking management strategy for Downtown to ensure there are sufficient public parking options for visitors, workers, and residents. 8. Continue Public Education and Communication Develop an educational campaign to inform the public and developers about the new parking policy and its benefits. Emphasize how the change supports a more walkable, vibrant Downtown that encourages mixed-use development and prioritizes sustainable transportation options. 9. Review and Refine the Policy Over Time Set a timeline to revisit and refine the parking policy based on data and community feedback, ensuring that it continues to align with Downtown’s evolving needs and goals. Consider additional updates to zoning codes as trends in transportation and development continue to shift.

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PR-13 Create a Downtown Public Space Activation Policy 1. Conduct Stakeholder Engagement Host workshops and meetings with local businesses, community organizations, property owners, event planners, and artists to understand their needs and challenges regarding the temporary use of public spaces. Gather input on preferred types of activations (e.g., outdoor seating, pop-up shops, food markets, art installations) and identify potential obstacles to permitting and implementation. 2. Review Existing Regulations and Policies Evaluate current policies, zoning codes, and permitting processes for temporary uses of public spaces. Identify any barriers or overly restrictive requirements that prevent creative or temporary activations from taking place. Analyze best practices from other cities with successful public space activation policies, such as San Francisco’s Pop-Up Retail Program or Chicago’s Public Art Program. 3. Develop Clear Guidelines for Temporary Use Create a comprehensive set of guidelines for activating public spaces that outlines permissible types of uses, duration of temporary installations, and safety or accessibility requirements. Ensure the guidelines are flexible to accommodate various activities, such as pop-up shops, outdoor seating, temporary markets, or public art installations. Address potential concerns regarding noise, safety, sanitation, and insurance requirements. Ensure that the policy encourages innovative and flexible uses of public spaces. Allow for creative approaches, such as temporary art exhibits, interactive installations, or outdoor yoga classes. Set parameters that allow for periodic rotation or seasonal programming to keep the public spaces dynamic and engaging. 4. Simplify Permitting and Approval Processes Streamline the permitting process to make it easier for businesses and organizations to apply for temporary use of public spaces. Develop a simple application form with clear instructions, including the duration of the activation, expected foot traffic, and the type of use. Create a fast-track approval process for smaller, lower-impact activations that do not require complex review or extensive city resources. 5. Offer Incentives and Support for Activation Projects Provide financial or logistical incentives for businesses and organizations to participate in public space activation. APPENDIX A: ACTION PLAN STEPS

Consider offering grants, subsidies, or access to City resources (e.g., equipment, marketing, or public space use) to encourage a variety of activations. Promote partnerships between businesses, artists, and event planners to foster collaboration and maximize the impact of activations. 6. Establish Clear Communication and Promotion Channels Develop an online platform or portal where businesses, event organizers, and artists can apply for permits, learn about available spaces, and access resources for activation projects. Create a marketing and communications strategy to promote temporary activations, highlighting them as part of the Downtown experience. Use social media, local events, and collaboration with Downtown business associations to encourage public participation and engagement in temporary activations. 7. Monitor and Evaluate the Policy’s Impact Monitor the success of public space activations by tracking participation, foot traffic, business engagement, and community feedback. Collect data on the frequency and variety of activations, as well as any challenges or issues that arise. Evaluate whether the activations contribute to the vibrancy and economic activity in Downtown. Based on the evaluation, refine the policy and guidelines to address any shortcomings or challenges. Ensure that the policy evolves to meet changing needs, accommodate new trends in public space use, and respond to feedback from stakeholders. Periodically review the success of the activation policy and make adjustments to encourage even more creative, diverse, and accessible uses of public spaces. 8. Promote Long-Term Partnerships for Ongoing Activations Foster long-term partnerships between the City, local businesses, cultural organizations, and community groups to ensure ongoing activations of public spaces. Work with these partners to identify opportunities for recurring events or seasonal activations that build upon the success of temporary uses and continue to attract people to Downtown.

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PR-14 Create Shared Access/Use Policies to Facilitate Single-Family Commons 1. Research Best Practices Review similar policies and successful projects from other cities. Examples include: » Portland, OR - Kailash Ecovillage » Kirkland, WA - Danielson Grove Cottage Housing » Seattle, WA - Greenwood Avenue Cottages » Austin, TX - Mueller Redevelopment Garden Court Homes » Santa Cruz, CA - Delaware Street Commons Co-Housing Explore options for managing shared spaces, such as HOAs, co-ownership agreements, or deed restrictions. 2. Engage Residents and Stakeholders Host workshops and focus groups with residents, developers, and community leaders to gather input and build consensus. Incorporate feedback to ensure policies address community needs and concerns. Partner with legal and planning experts to create enforceable agreements that protect property rights. 3. Draft Policies Develop guidelines for the design, maintenance, and management of shared spaces. Include zoning updates or code changes to accommodate these developments. Build in flexibility to address varying development contexts. 4. Pilot and Refine Policies Test the policies on one block and collect feedback from participants. Adjust policies based on lessons learned during the pilot phase. 5. Adopt and Implement Present policies to City Council for approval and integrate them into zoning and subdivision regulations. Offer incentives such as density bonuses or streamlined permitting to encourage adoption by developers. 6. Promote and Educate Work with developers and community organizations to create materials explaining the benefits and implementation of shared access/use policies. Conduct outreach campaigns and workshops to inform residents and stakeholders.

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7. Monitor and Adjust Track the impact and effectiveness of the policies after implementation. Use feedback and performance metrics to refine and improve the policies over time.

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PR-15 Create a Public Realm Maintenance Program 1. Develop Maintenance Standards Set clear performance standards for cleanliness, repairs, landscaping, and other maintenance tasks. 2. Conduct an Inventory and Assessment Assess the current condition of public spaces to identify maintenance needs and prioritize areas requiring immediate attention. Create a database or GIS map to track the condition of public assets and update it regularly. 3. Identify Roles and Responsibilities Define the roles of City departments, property owners, business improvement districts (BIDs), and community organizations in maintaining the public realm. Establish agreements with private entities for shared responsibilities, such as maintaining landscaping or street furniture adjacent to their properties. 4. Secure Funding Sources Explore funding mechanisms, including general funds, grants, sponsorships, or BID contributions. Consider implementing a dedicated maintenance fund supported by parking fees, event revenues, or utility surcharges. 5. Create a Maintenance Schedule Develop a schedule for routine tasks, such as street cleaning, trash collection, and landscaping maintenance. Plan for seasonal needs, such as snow removal or holiday lighting installation. 6. Implement a Reporting System Establish a system for residents and businesses to report maintenance issues, such as potholes, broken fixtures, or graffiti. Use technology, like mobile apps or online portals, to streamline reporting and track responses. 7. Launch a Pilot Program Test the program in a select area of Downtown to refine processes and gather feedback. Adjust the program based on lessons learned during the pilot phase. 8. Promote the Program Launch a public campaign to raise awareness about the program and its benefits. Encourage community involvement through volunteer clean-up days or “adopt-a-spot” initiatives.

APPENDIX A: ACTION PLAN STEPS

9. Monitor and Evaluate Regularly review the program’s effectiveness through performance metrics, such as response times, cleanliness levels, or community satisfaction surveys. Adjust policies, funding, or schedules as needed to ensure continuous improvement.

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PR-16 Develop a Parking Management Plan 1. Conduct a Parking Inventory and Assessment (in collaboration with BE-7 on page 221) Define the geographic area for the plan, focusing on Downtown and adjacent high-demand areas. Analyze existing parking resources, including public, private, on-street, and off-street spaces. Assess current utilization rates, peak demand periods, and parking turnover. Identify areas with parking shortages or underutilized assets. 2. Engage Stakeholders Host meetings with business owners, residents, visitors, and developers to gather input on parking challenges and opportunities. Address resistance to charging for parking by discussing its benefits and exploring potential alternatives. Collaborate with property owners and operators of private parking facilities to explore shared-use agreements. 3. Evaluate Charging for Parking and Alternatives Analyze the feasibility and potential impacts of implementing paid parking in high-demand areas. Consider alternative approaches, such as free but time-limited parking, validation programs for shoppers, or hybrid systems with free parking during off-peak hours. Use pilot programs to test different strategies and gather community feedback. 4. Explore Modern Parking Technologies Evaluate options such as smart meters, mobile payment systems, real-time availability tracking, and parking guidance apps. Identify technology solutions that improve convenience and reduce operational costs. 5. Develop Parking Policies and Strategies Establish pricing strategies, if applicable, to manage demand, such as variable pricing based on location, time of day, or duration of use. Set time limits for high-demand on-street parking spaces to promote turnover. Continue to implement shared parking programs to maximize the use of private parking during off-peak hours. 6. Align with Multi-modal Transportation Goals Encourage alternative modes of transportation by integrating parking plans with bike, transit, and pedestrian networks. Provide facilities for bikes, scooters, and EV charging stations in parking areas.

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7. Create a Parking Wayfinding and Branding Strategy (in collaboration with BE-4 on page 218) Solicit a Branding and Environmental Graphics consultant to review the existing parking signage and make recommendations for enhancements. The consultant should develop graphics for clear and consistent signage to guide visitors to available parking. 8. Secure Funding Sources Explore funding options such as parking fees, grants, public-private partnerships, and BID contributions. Evaluate non-revenue-based funding sources for maintaining and improving free parking options. 9. Pilot and Refine Solutions Test new parking technologies or pricing strategies in a specific area. Adjust based on data and user feedback before expanding citywide. 10. Adopt and Implement the Plan Work with City Council to formally adopt the Parking Management Plan. Roll out policies, technology, and infrastructure improvements in phases to ensure a smooth transition. Regularly track metrics such as occupancy rates, revenue, and user satisfaction Adjust the plan as needed to respond to changing demand, technology advancements, and community feedback.

DOWNTOWN CARROLLTON MASTER PLAN

Economic Development and Finance Actions EDF-1 Develop a Public-Private Partnership (P3) Strategy for Downtown Projects 1. Define Objectives and Scope Identify key Downtown projects from the Master Plan that are suitable for P3 arrangements, such as mixed-use developments, public spaces, and infrastructure improvements. Outline goals for the P3 strategy, such as accelerating project timelines, enhancing financial feasibility, and ensuring alignment with Downtown’s vision. 2. Conduct a Needs Assessment Assess the resources, expertise, and funding gaps for each project. Identify potential private sector roles, such as developers, investors, or service providers, and their contributions to the projects. 3. Research P3 Best Practices Study successful P3 models and case studies from similar municipalities. Examples include: » The Mercantile Block in Fort Worth, TX » Kansas City Power & Light District in Kansas City, MO » Union Station Redevelopment in Denver, CO » Elgin Artspace Lofts in Elgin, IL » Armory Square in Syracuse, NY Identify frameworks, legal structures, and financial mechanisms that align with the City’s goals and regulatory environment. 4. Develop a P3 Policy Framework (See page 185) Establish clear policies and guidelines for initiating and managing P3 projects. Define criteria for project selection, evaluation, and approval, focusing on alignment with the Downtown Master Plan. Outline roles, responsibilities, and expectations for public and private partners. 5. Create Funding and Incentive Mechanisms Identify potential funding sources, such as tax increment financing (TIF), grants, bonds, or development agreements. Develop incentives to attract private partners, such as expedited permitting, fee waivers, or access to City-owned properties. 6. Engage Stakeholders Host workshops and meetings with local developers, investors, and community leaders to present the P3 concept and gather feedback.

APPENDIX A: ACTION PLAN STEPS

7. Establish a P3 Advisory Committee Form a committee comprising City staff, legal experts, financial advisors, and urban planning professionals to oversee the P3 strategy. Include representation from community organizations to ensure projects reflect local priorities. 8. Develop a Legal Framework Work with legal experts to create standard contracts, agreements, and governance structures for P3 projects. Ensure compliance with local, state, and federal regulations governing publicprivate collaborations. 9. Create Marketing and Outreach Materials Develop materials that highlight Downtown’s potential, project opportunities, and the benefits of P3 collaboration. Use these materials to attract private partners through targeted outreach and public presentations.

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EDF-2 Catalyst Project Partnerships 1. Develop a Framework for Public-Private Partnerships (PPPs) (See EDF-1 on page 263) Establish clear goals for the partnership, such as development, infrastructure improvements, or cultural enhancements. Define the types of public support available, including financial incentives, tax abatements, expedited permitting, or land conveyance. Create a transparent process for selecting and evaluating private development proposals. 2. Conduct Outreach to Private Developers Engage with local and regional developers to gauge interest and share the City’s vision for catalyst projects. Host developer roundtables or forums to discuss potential opportunities and provide clarity on partnership terms. Showcase the Downtown area’s unique attributes, such as proximity to transit, existing infrastructure, and market potential. 3. Create an Incentive Program Develop financial incentives such as tax increment financing (TIF), public infrastructure investments, or grants to attract private partners. Offer non-financial incentives, including zoning flexibility, density bonuses, or expedited review processes. Ensure incentives are tied to measurable performance outcomes, such as construction timelines, job creation, or community benefits. 4. Issue Requests for Proposals (RFPs) or Expressions of Interest (EOIs) Publish RFPs/EOIs for specific catalyst projects or development sites, outlining goals, desired outcomes, and the types of partnerships sought. Include evaluation criteria such as project feasibility, alignment with community priorities, and ability to leverage private investment. 5. Invest in Supporting Infrastructure Coordinate public investment in infrastructure improvements (e.g., roads, utilities, transit access) to support the catalyst project and surrounding areas. Work with developers to ensure seamless integration of public and private improvements. 6. Engage Stakeholders and the Community Host public meetings and forums to gather input and build community support for the project. Maintain transparency about the partnership’s benefits, including job creation, new amenities, and long-term economic impact.

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Collaborate with community organizations to align the project with local needs and expectations. 7. Monitor and Ensure Accountability Establish clear metrics to measure the project’s success, such as economic impact, community benefits, and completion timelines. Conduct regular progress reviews with development partners to ensure adherence to the agreement. Include clawback provisions or penalties for developers who fail to meet performance benchmarks. Publicize the catalyst project as a symbol of progress and investment in Downtown. Highlight milestones such as groundbreaking ceremonies, project completions, and positive impacts on the community. Use early successes to attract additional private investment in subsequent projects. 8. Evaluate and Refine the Partnership Model Conduct post-project evaluations to assess what worked well and identify areas for improvement in future PPPs. Use lessons learned to refine the City’s approach to catalyst project partnerships, making it easier to replicate success. Build long-term relationships with successful development partners for future collaborations.

DOWNTOWN CARROLLTON MASTER PLAN

EDF-3 Apply for Cultural District Designation 1. Familiarize with TCA Guidelines and Requirements Review the TCA guidelines for Cultural District applications to understand the eligibility criteria, submission process, and required documentation. Identify deadlines, application components, and necessary stakeholder endorsements. 2. Assemble a Cultural District Task Force Form a task force comprising city officials, Historic Downtown Carrollton Association leaders, local business representatives, artists, and community members. Assign roles and responsibilities for gathering information, conducting outreach, and preparing the application. 3. Identify and Inventory Cultural Assets Conduct a thorough inventory of cultural assets in Downtown, including performance spaces, public art installations, historic landmarks, and creative businesses. Map these assets to visually illustrate the area’s cultural richness and connectivity. 4. Develop a Strategic Vision and Plan Define the strategic vision for the Cultural District, including goals for fostering the arts, cultural preservation, economic development, and community engagement. Outline how the designation will benefit the community and enhance Downtown’s cultural identity. Emphasize what sets Downtown apart as a cultural hub, such as its history, unique artistic offerings, diversity, or events. Include examples of past successes, ongoing initiatives, and planned projects that align with the Cultural District vision. 5. Prepare the Application Compile the required documentation, including the inventory of cultural assets, strategic vision, maps, photographs, letters of support, and any other evidence of the area’s cultural vitality. Draft a compelling narrative that aligns with TCA’s criteria and emphasizes the potential impact of the designation. Obtain formal endorsements from the City Council, local cultural organizations, and other influential stakeholders. Include these endorsements in the application as evidence of broad support.

APPENDIX A: ACTION PLAN STEPS

6. Submit the Application to TCA Ensure all application materials are complete, accurate, and professionally formatted. Submit the application before the TCA deadline. 7. Prepare for Post-Designation Activities Develop an action plan for leveraging the designation, including pursuing grant opportunities, organizing cultural events, and marketing the district. Establish a framework for ongoing management and programming of the Cultural District. 8. Follow Up with TCA Monitor the application status and respond promptly to any requests for additional information or clarification. Build a relationship with TCA staff to strengthen future collaboration and support.

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EDF-4 Tourism Marketing Campaign 1. Define Campaign Goals and Metrics Establish clear objectives, such as increasing visitor foot traffic, boosting sales for local businesses, or enhancing attendance at events. Identify measurable success metrics (e.g., social media engagement, website traffic, or visitor surveys). 2. Identify Target Audiences Define key demographics, including residents, tourists, families, young professionals, and regional visitors. Tailor messaging to each audience’s interests and preferences. 3. Develop a Downtown Brand Identity and Promotional Content Create a cohesive brand for Downtown Carrollton, including a logo, tagline, and visual elements that reflect its unique character. Ensure branding aligns with the City’s broader marketing efforts. Develop high-quality photos, videos, and graphics showcasing Downtown’s shopping, dining, outdoor spaces, and events. Include testimonials or stories from local businesses and visitors to add authenticity. 4. Launch a Dedicated Website or Webpage Create a central online hub for visitors to find information about Downtown attractions, events, maps, parking, and itineraries. Optimize the site for mobile use and integrate it with social media channels. 5. Leverage Social Media and Influencers Build an active presence on platforms like Instagram, Facebook, and TikTok to share updates, promotions, and events. Collaborate with local influencers to showcase Downtown experiences and reach broader audiences. 6. Run Targeted Advertising Campaigns Utilize digital advertising (Google Ads, social media ads) to target audiences based on location, interests, and demographics. Explore traditional advertising methods, such as billboards, radio spots, or local print publications, for additional outreach. 7. Host Signature Events to Attract Visitors (See OP-5 on page 243 and OP-8 on page 246) Organize special events, such as festivals, live music, outdoor markets, or themed dining weeks, to draw crowds and generate buzz. Partner with local businesses to offer promotions or participate in event activities.

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8. Collaborate with Local Stakeholders Engage Downtown businesses, restaurants, and cultural organizations to support and co-promote the campaign. Create partnerships with regional tourism boards and visitor bureaus for cross-promotion. 9. Highlight Outdoor Amenities and Unique Features Promote Downtown’s outdoor spaces, trails, and public art installations as must-visit attractions. Emphasize unique features, such as historic landmarks, distinctive dining options or new developments proposed in Chapter 4 as they are completed, to differentiate Downtown Carrollton from competitors. 10. Utilize Email Marketing Develop an email newsletter to keep residents and visitors informed about upcoming events, promotions, and new attractions. Build a subscriber list through website signups and social media engagement. 11. Monitor and Adjust Campaign Performance Track the campaign’s performance using analytics tools, visitor feedback, and business reports. Adjust strategies as needed to optimize results and address challenges. Maintain momentum by refreshing content, introducing new promotions, and continually engaging with stakeholders. Ensure the campaign evolves to keep Downtown Carrollton top of mind for visitors year-round.

DOWNTOWN CARROLLTON MASTER PLAN

EDF-5 Develop an Economic Development Outreach Strategy to Attract Award-Winning Chefs to Downtown 1. Identify Target Chefs and Culinary Brands Compile a list of award-winning chefs, emerging culinary talents, and notable restaurant groups in the Dallas-Fort Worth area. Research their existing ventures, culinary styles, and expansion interests to tailor outreach efforts. 2. Develop a Culinary Destination Vision Create a compelling narrative that highlights Downtown’s potential as a culinary destination, emphasizing its walkability, growing vibrancy, and supportive community. Include information on current dining establishments, demographic trends, and foot traffic data. Highlight unique features like the historic charm, cultural events, outdoor amenities, and growing nightlife that complement a vibrant dining scene. Emphasize opportunities for chefs to contribute to Downtown’s transformation and legacy. 3. Showcase Available Properties Identify prime locations for restaurants, including properties with high visibility and accessibility. Create a portfolio of available spaces, including details on square footage, zoning, utilities, and potential incentives for property improvements. 4. Offer Tailored Incentives Develop incentive packages, such as: » Rent subsidies or reduced lease rates. » Assistance with permitting and expedited approvals. » Grants for interior build-outs and equipment. » Subsidies for property acquisition or construction costs. Ensure incentives align with the City’s economic development goals and budget. 5. Personalized Outreach Campaign Develop personalized pitches for each target chef or restaurant group, including tailored presentations and invitations for site visits. Reach out via professional networks, industry events, and culinary organizations. Invite chefs, restaurateurs, and food writers to experience Downtown’s potential firsthand. Organize an event or tour to showcase Downtown to prospective chefs, featuring tastings from existing local restaurants, live music, and property tours.

APPENDIX A: ACTION PLAN STEPS

6. Build Relationships with Culinary Influencers and Collaborate with Local Stakeholders Partner with food critics, influencers, and culinary media outlets to create buzz about Downtown’s dining opportunities. Secure coverage in local and regional publications to reach chefs considering new ventures. Engage property owners, real estate brokers, and developers to align efforts and identify opportunities for collaboration. Work with existing Downtown restaurants and businesses to foster a supportive culinary ecosystem. 7. Streamline the Onboarding Process Provide a dedicated liaison to assist chefs with navigating zoning, permitting, and licensing processes. Offer resources, such as design guidelines, financial assistance programs, and access to local contractors. 8. Monitor and Adapt the Strategy Track outreach outcomes and refine the strategy based on feedback and results. Establish ongoing programs to support chefs and restaurateurs, such as marketing assistance, networking events, or a Downtown Restaurant Association. Ensure continued investment in Downtown’s infrastructure and programming to sustain its appeal as a culinary destination.

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EDF-6 Form a Merchants Association and Explore the Creation of a Public Improvement District (PID) 1. Engage Stakeholders and Establish a Steering Committee Host initial meetings with Downtown business owners, property owners, and stakeholders to discuss the benefits of forming a merchants association. Present examples of successful merchants associations and PIDs in other cities to build support and provide a clear vision. Form a steering committee of interested merchants and property owners to lead the effort and act as champions for the initiative. Define the committee’s roles and responsibilities, including outreach, communication, and initial organizational planning. 2. Develop a Merchants Association Framework Draft bylaws and a mission statement outlining the merchants association’s purpose, goals, and organizational structure. Establish membership requirements, such as dues, participation expectations, and benefits for members. 3. Host Public Information Sessions Organize workshops and public forums to educate Downtown stakeholders on the merchants association’s role and the potential benefits of a PID. Collect feedback from attendees to refine plans and address concerns. 4. Formally Launch the Merchants Association Secure commitments from a critical mass of merchants to officially launch the association. Elect leadership positions, such as a president, treasurer, and secretary, to oversee operations. 5. Explore PID Feasibility Work with the merchants association to commission a feasibility study to assess the potential for creating a PID in Downtown. The study should evaluate: » Geographic boundaries of the proposed PID. » Estimated budget and revenue potential through property assessments or fees. » Priority projects and programs to be funded by the PID, such as marketing, maintenance, parking management, and leasing strategies. » Legal and procedural requirements for PID formation. 6. Build Consensus Among Property Owners Conduct targeted outreach to property owners within the proposed PID boundary to explain the benefits and seek buy-in. Address concerns regarding costs, governance, and accountability.

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7. Draft a PID Proposal Develop a detailed PID proposal outlining its purpose, benefits, governance structure, and initial projects. Collaborate with legal and financial experts to ensure compliance with local and state regulations. 8. Secure Required Support Collect signatures or petitions from property owners representing the required percentage of property value or land area within the proposed PID boundary. Work with City Council to present the proposal for review and approval. 9. Implement the PID Upon approval, establish a governance board to oversee the PID’s operations, ensuring representation from the merchants association and key stakeholders. Begin implementing priority projects, such as coordinated marketing campaigns, enhanced public space maintenance, or parking management programs. 10. Monitor, Evaluate and Promote Develop metrics to measure the merchants association and PID’s success, such as increased foot traffic, sales growth, and stakeholder satisfaction. Host regular meetings to update members, gather feedback, and adapt strategies as needed. Publicize achievements, such as improved public spaces or successful events, to attract additional members to the merchants association and bolster community support for the PID. Use successes to attract new businesses and investment to Downtown.

DOWNTOWN CARROLLTON MASTER PLAN

EDF-7 Develop a Signage Improvement Grant Program for Downtown Buildings 1. Define Program Objectives and Scope Establish the primary goals of the program, such as enhancing Downtown’s aesthetics, reflecting its historic or cultural character, and improving wayfinding. Determine the types of signage eligible for funding, such as facade-mounted signs, blade signs, window decals, or awning graphics. 2. Set Funding Parameters Decide the total budget for the program and the maximum grant amount per project. Determine whether the grant will cover a percentage of project costs (e.g., 50%) or a fixed amount up to a cap. Include provisions for prioritizing projects that meet specific criteria, such as compliance with design guidelines established from PR-5 on page 251 or location in key Downtown corridors. 3. Develop Application and Review Process Create a simple and user-friendly application form that requires applicants to provide: » A description of the proposed signage project. » Design renderings or specifications. » Cost estimates from licensed contractors. Establish a review committee comprising City staff, local business owners, and design professionals to evaluate applications. 4. Secure Funding Sources Identify and allocate funding for the program from City budgets, Downtown redevelopment funds, or grants. Explore partnerships with local organizations, such as a merchants association or public improvement district, to supplement funding. 5. Launch a Pilot Program Roll out the program as a pilot to gauge interest and refine the process based on feedback. Target a small number of high-visibility projects to generate momentum and showcase the program’s benefits. 6. Promote the Program Conduct outreach to Downtown business owners and building owners through workshops, email campaigns, and one-on-one meetings. Use social media, the City’s website, and local media to highlight the program and encourage applications. APPENDIX A: ACTION PLAN STEPS

7. Provide Technical Assistance Offer workshops or consultations to help applicants understand the design guidelines and prepare their applications. Partner with local sign companies or designers to provide discounted services or free consultations. 8. Evaluate Applications and Award Grants Review applications on a rolling or periodic basis, ensuring they align with the design guidelines and program objectives. Notify recipients promptly and provide clear instructions on next steps, such as timelines and documentation requirements. 9. Monitor Project Implementation Require grant recipients to submit progress updates and final documentation, such as invoices and photos of completed signage. Conduct site visits to verify compliance with the approved designs and guidelines. 10. Celebrate Success Stories Publicize completed projects through before-and-after photos on the City’s website, social media, and local news outlets. Highlight successful projects during Downtown events to inspire other property owners to participate. 11. Evaluate and Expand the Program Collect feedback from participants and the review committee to identify areas for improvement. Use the pilot program’s outcomes to adjust funding parameters, guidelines, or application processes. If successful, expand the program to include additional types of projects, such as lighting or facade improvements.

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EDF-8 Develop a Downtown Social Media and Content Strategy 1. Define Goals and Objectives Establish specific goals, such as increasing Downtown’s social media followers, improving event attendance, driving business traffic, and enhancing overall engagement. Align objectives with Downtown’s broader marketing and branding efforts. 2. Train a Dedicated Team Assign or hire a social media coordinator to manage content creation, posting, and engagement. Provide training on social media trends, tools, and best practices. 3. Identify Target Audiences Segment audiences into groups such as local residents, tourists, business owners, and event attendees. Develop audience profiles based on demographics, interests, and preferred social media platforms. 4. Audit Existing Content and Platforms Review existing Downtown-related social media accounts, websites, and promotional content. Identify strengths, weaknesses, and gaps in current content efforts. 5. Select Social Media Platforms Choose platforms that align with target audiences and content types, such as Instagram, Facebook, Twitter (X), TikTok, and LinkedIn. Establish consistent branding across all selected platforms. 6. Create a Content Calendar Develop a monthly content calendar that includes posts for events, business highlights, user-generated content, and community stories. Plan posts for key times, such as weekends, holidays, and special Downtown events. 7. Develop Content Themes Focus on themes such as: » Events: Promote upcoming concerts, markets, and festivals. » Businesses: Highlight local shops, restaurants, and services. » Community: Share stories of Downtown residents, business owners, and visitors. » History and Culture: Showcase Downtown’s historical landmarks, public art, and cultural significance.

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8. Leverage Visual Content Invest in professional photography and videography to capture high-quality images and videos of Downtown’s attractions and events. Create visually appealing content such as reels, time-lapse videos, and virtual tours. 9. Engage with the Community and Collaborate with Stakeholders Encourage user-generated content by creating hashtags and hosting photo contests. Respond to comments, messages, and mentions promptly to foster engagement. Collaborate with local influencers and bloggers to promote Downtown. Partner with Downtown businesses, cultural organizations, and event organizers to create and share content. Encourage stakeholders to co-promote Downtown’s social media efforts. 10. Implement Paid Advertising Campaigns Use paid social media ads to reach broader audiences and target specific demographics. Promote special events, business openings, and seasonal campaigns with sponsored posts. 11. Track Metrics and Analyze Performance Monitor key performance indicators (KPIs) such as follower growth, engagement rates, website traffic, and conversions. Use analytics tools to assess which content performs best and refine strategies accordingly. 12. Introduce Regular Features Establish recurring features such as “Business of the Week,” “Throwback Thursdays” for historical photos, or live streams from events. 13. Create a Website Hub Develop or enhance a Downtown website that integrates with social media efforts and serves as a central resource for events, business directories, and visitor information. (Tie into item for of EDF-4 on page 266) 14. Evaluate and Evolve the Strategy Conduct quarterly reviews of the social media and content strategy. Adapt to new trends, platform updates, and audience preferences to keep content fresh and engaging.

DOWNTOWN CARROLLTON MASTER PLAN

EDF-9 Establish Incentives for Adaptive Reuse of Historic Buildings 1. Assess Historic Properties in Downtown Identify and inventory historic buildings within the Downtown area that could benefit from adaptive reuse. Work with preservationists and local historians to determine which buildings have the most historical significance and potential for reuse. 2. Foster Community Support Educate the public about the importance of preserving Downtown’s historic fabric and the benefits of adaptive reuse. Engage the local community in discussions about which historic buildings should be prioritized and how these projects can contribute to the area’s identity and character. 3. Define Eligible Properties and Project Types Set clear eligibility criteria for properties and projects that qualify for incentives. Criteria may include age of the building, architectural significance, and potential for positive community impact. Focus on uses that maintain or enhance the building’s character, such as mixed-use developments, residential, retail, or cultural spaces. 4. Develop Financial Incentive Options Identify financial incentives appropriate adaptive reuse. Examples include: » Tax Abatements: Offer property tax abatements for a specified period to reduce the tax burden for developers who invest in preserving historic structures. » Grants: Create grant programs for property owners to help offset the costs of preservation and adaptive reuse. » Low-Interest Loans: Provide low-interest loans or loan guarantees to finance rehabilitation efforts. » Expedited Permitting: Develop a fast-track permitting process to reduce delays and costs associated with adaptive reuse projects. 5. Collaborate with Preservation Experts Work with local preservationists, architects, and urban planners to create guidelines and standards for adaptive reuse. These guidelines should ensure that rehabilitation efforts respect the historic integrity of the buildings while accommodating modern needs. Consult national preservation organizations (e.g., the National Trust for Historic Preservation) for best practices and funding opportunities.

APPENDIX A: ACTION PLAN STEPS

6. Establish Program Administration Determine which City department or entity will oversee the incentive program, such as the Planning Department or a dedicated Downtown Revitalization Office. Develop an application process, including eligibility requirements, timelines, and evaluation criteria. Provide dedicated staff or a consultant to help applicants navigate the program and answer questions. 7. Market the Incentive Program Promote the program through City websites, social media, and outreach to developers, property owners, and real estate professionals. Hold informational workshops or webinars to explain the program details and benefits to potential applicants. 8. Provide Technical Assistance Offer support to property owners and developers in identifying appropriate contractors, architects, and preservation specialists. Provide case studies or success stories of adaptive reuse projects to inspire other developers and building owners. 9. Evaluate and Approve Applications Create a review and approval process to evaluate applications for financial incentives based on project feasibility, historical significance, and alignment with Downtown’s revitalization goals. Establish a committee of City officials, preservationists, and economic development experts to review and make decisions on applications. 10. Monitor and Report on Program Impact Track the number of projects that utilize the incentive program, including the number of buildings rehabilitated, the types of uses introduced, and the economic impact on the Downtown area. Measure the success of the program by evaluating improvements in property values, increased tax revenue, job creation, and overall community benefits. Collect feedback from program participants and stakeholders to refine the incentive program over time. Evaluate whether additional incentives, such as zoning adjustments or parking reductions, are needed to make adaptive reuse projects more attractive.

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EDF-10 Create Marketing Collateral to Attract Appropriate Developers for Private Development in Downtown 1. Gather Key Information Identify developers suited for Downtown projects, such as mixed-use, residential, or office developers. Compile relevant data, including available development sites, zoning and entitlements processes, inventive programs, market trends and infrastructure improvements. 2. Develop Marketing Materials Create brochures, presentations and digital content featuring site maps, renderings, success stories and investment highlights to demonstrate development potential. Build a dedicated webpage or online portal with interactive maps, economic data and a streamlined process for developer inquiries. 3. Engage with Development Community Host developer round-tables, presentations or site tours to generate interest and facilitate discussions on potential projects. Partner with property owners to align messaging and ensure broad outreach. 4. Launch and Promote Distribute materials through industry conferences, trade publications, direct outreach and social media to maximize visibility. Track engagement metrics, developer interest and project outcomes to refine marketing strategies and improve effectiveness over time.

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DPAC Meeting 1 Postcards from the Future

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Qualities for the Future of Each Sub-Area Boards

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Land Uses for the Future of Each Sub-Area Boards

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Survey Results

CITY OF CARROLLTON Downtown Master Plan COMMUNITY SURVEY

APPENDIX B: COMMUNITY ENGAGEMENT RESULTS

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City of Carrollton | Downtown Master Plan Survey Overview

The following report details responses collected as part of the Downtown Masterplan Community Survey for the City of Carrollton. This survey is part of a series of community engagement participation channels meant to allow Carrollton residents to voice their opinions and wishes for the future of Downtown Carrollton. The Community Survey was launched on on May 13th, 2024, and remained open until June 26th, 2024. In this period, the anonymous survey collected a total of 245 responses.

Metrics

245

Submitted Responses 150

100

150

131

Live

Live AND Work

10 Visit

Work

70 51

7 0

18-24 years old

25-34 years old

35-49 years old

50-64 years old

Over 65 years old

Report Filters For web access users, configure the fields below to filter this entire report to see results to specific demographic groups.

Downtown Engagement

Age Range

 Live

 18-24 years old

 Live AND Work

 25-34 years old

 Visit

 35-49 years old

 Work

 50-64 years old  Over 65 years old

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

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City of Carrollton | Downtown Master Plan Survey Downtown Affinities

All Filters

Filtered Responses: Which of the following brings you to the Study Area including Downtown Carrollton? Select all that apply

245

Other Reasons: 

Browse shops Cane Rosso

coffee shops Community 218

Restaurants and/or Bars

Daily commute

Entertainment: Pocket Sandwich Theatre Gift shops

How this will impact my neighborhood I live in the area 191

Special Events

I live in the study area. Kid events

Lark music loft Live there

Love to shop there. It’s quiet and the merchants are friendly

123

Arts and Cultural Opportunities

My business is in downtown Carrollton need more art events None

only one good restaurant

Own a business in the old down town

To ride the DART

Retail

Retail/Shopping

Retailers like Blooms, its a fun place to go shop

Shopping

Other

shopping opportunities Shops stores

the blessing church

Walk around, take out of town visitors for an easy outing

Business Appointments (meeting…

Walk for exercise, enjoy window shopping visiting the diverse and quality shops and cafes Work.

100

200

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

APPENDIX B: COMMUNITY ENGAGEMENT RESULTS

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City of Carrollton | Downtown Master Plan Survey Downtown Affinities

All Filters

Filtered Responses:

245

What do you like best about the Study Area including Downtown Carrollton?

Other responses:

Choose up to three responses

I don't often go down there, except for special events. The local restaurants and/or bars

169

The area is walkable/bikeable

108

The community social life (event…

100

The local vibe

The local shopping and entertain…

It had a vision to be cool like Legacy West but not there yet It's disjointed. It has hip shops combined with struggling shops and it does not provide a cohesive feeling.

Needs other food choices, family business, walking does not connect well from one end to the other None

I feel safe

The local history and architecture

I have access to public transport…

The local parks and recreation

It's affordable

The arts and cultural opportunities

Other

The types of housing available to…

I am close to services (medical ca…

1 0

100

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

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Other Responses (Continued)

City of Carrollton | Downtown Master Plan Survey Downtown Affinities

All Filters

Filtered Responses: What do you dislike about the Study Area including Downtown Carrollton? Choose up to three responses

It's difficult to find parking

135

The lack of stores or businesses t…

132

There is too much traffic

245

Other Responses: "Walkable" doesn't equal accessible. Most downtown sidewalks are difficult to negotiate with a stroller, small children, or if mobility impaired. There's a need for a three-way stop sign at the entrance to 3 Nations by Cane Rosso. Because of parking right next to the intersection, pedestrians don't have a clear view of oncoming traffic from the north, and drivers can't see pedestrians. All these “downtowns” are the same

The area does not look clean and…

DART station very dirty last time I was there (pee bottles in elevator, homeless sleeping, etc) so now I use other stations.

I have concerns about public saf…

Grocery and/or convenience store is sorely needed

Other

The lack of events and program…

• Lack of pedestrian/bicyclist safety in getting to the area, particularly on Broadway and the terrible intersection at Main/ Denton and Belt Line • Most business close too early • Need more restaurants • Need more restaurants/things to do/a playground • No bike racks • Not really of interest to me. • Specifically population

the

homeless

• Still rather small, could continue to focus on walkable expansion. Could have a better diversity of bars/restaurants.

I enjoy visiting different restaurants there but I would like to see more and a bigger variety

• Stores close early and many not trendy.

I hope there will be more restaurants/businesses in the future, and that one can walk around with an adult beverage

The area lacks a sense of commu…

Increase of homeless people at the rail stations and under the elevated section

The nuisance issues

• The good life does not stop at Downtown. Please walk east to only convenience store that we have and there will be three homeless people sleeping on the sidewalk.

The cost of living / lack of afford…

The density of housing

I have no dislikes

The lack of housing to meet my …

The distance to my job

100

Lack of connectivity to local parks and recreation. When walking or biking in the north side of the study area, the path to the Hutton Branch Trail (Green Trail) is interrupted by having to cross Belt Line Rd and a railroad where there is long-term construction. On the south end of the study area, there is a short path which terminates at E Crosby Rd and the alternative of continuing down S Broadway does not lead to any local parks. Going west out of the study area under 35W leads to a commercial/industrial area, and east leads to a single-family neighborhood. Therefore, the connectivity between the northern end of the study area and the larger Carrollton parks along the Hutton Branch could be improved to make the local parks feel closer to downtown and encourage use of the trails.

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

APPENDIX B: COMMUNITY ENGAGEMENT RESULTS

• The immediate neighborhoods are ignored since they’re not the newest in Carrollton. However they have the historical charm that needs to stay. Downtown Carrollton wants to be a new modern city. It’s losing it’s old feeling and charm. There’s just too many modern and expensive apartments around now in an historical area.

• The lack options.

entertainment

• The parking areas could use some sprucing up. Hopefully after I-35 construction ends it will be better. • The silos need to be repainted, murals need to be refreshed, a couple run down buildings need to be repurposed. Do something cool we can be proud of. • There are missing stop signs at certain intersections. Also all the used car lots are in poor taste along with the multiple antique shops that take up valuable real estate. Finally, it is missing a grocery store. Closest Albertsons is 15 minutes away. • There are some good stores and a couple of food establishments but the area could benefit from more. • There could be more bike parking. Too much of the downtown area is taken up by car parking. • There isn’t anything special to do for a downtown area. • Traffic/road construction • Very segregated from other areas, doesn’t seem integrated • We need an annual Carrollton marathon!!! • Would live to see a small grocer in this area, or farmers market.

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Other Responses (Continued)

City of Carrollton | Downtown Master Plan Survey

• Most of the area infrastructure is non-compliant with the ADA, in terms of parking and movement from parking to (and into) venues.

Mobility

All Filters

Filtered Responses: Indicate how often you take DART originating in Downtown (ride ending outside of Downtown): 1 - Never

2 - Rarely

3 - A few times a month

4 - Several times a week

245

50%

11%

2 - Rarely

3 - A few times a month

• No issue • Occasional traffic and parking issues. • Public transit always brings crime, noise, & blight and ruins an area. • Safety. People speed through stop signs. Need speed bumps anywhere to slow people down. Way to care centric.

Indicate how often you bicycle within Downtown: 1 - Never

• No connections to surrounding road network since TxDOT put 35 and Belt Line in the air. • None

5 - Daily

39%

• Need for charging stations to support EVs.

4 - Several times a week 74%

19%

• Some of road closures around Belt Line and Old Denton is inconvenient. Need better signage for of Denton closure. • Street closured for events are scheduled excessively early.

What is the Study Area's greatest transportation Challenge? Select One Parking Unattractive sidewalks / lack of pedestrian infrastructure Traffic / Congestion Other Safety Lack of bicycle lanes Current Bus and/or Rail Service 0

100

Other Responses: 

Businesses that look abandoned or run down crossing Beltline is crazy!!

Homeless people allowed to ride without purpose or a ticket. Homeless people and vagrants have taken over

I feel that there isn't a true transportation challenge as most everything is walkable. Shade structures could be beneficial now, but with all the boutique and smaller stores, I don't think the foot traffic or vehicle traffic will increase unless larger nationwide brands set up shop. I have no problems. When I visit from North Carrollton, everything is just fine. Maybe I'm not your target person for this survey?? In need of attractive parking structures

Most of the area infrastructure is non compliant with the ADA in terms of parking and movement from parking to (and into) Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

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Other Responses (Continued)

City of Carrollton | Downtown Master Plan Survey Future Development

• Put the Farmers Market under I-35 Bridge, with a Park like setting and small markets and food trucks. All Filters

Filtered Responses: What types of development or activity would you most like to see in the Study Area including Downtown Carrollton in the future? Choose up to five responses

186

Retail and stores

157

Entertainment venues

107

Parks/open space

107

Grocery store

Arts/Performance space

Bars Community center

Other

Currently there is a good number of restaurants! We don’t need more but need more service orientated businesses that can help grow and attract more people to the local businessss Dog Park sectioned for small and large breeds Get us an HEB!!! Gyms

Healthy grocery store and farmers market

I would like to see more benches around with plants and trees for shade in the summer. I like the original architecture of downtown, if building anew I would like some uniqueness to the buildings, maybe incorporate more green space looks very barren along Beltline and Denton Drive. Local/Small business shops, coffee shops. Small town feeling businesses longer business hours

Apartments

Healthcare facilities

Office space

• Trail connectivity.

children destination activities

Townhouses

• There are no gyms located within the study area.

Charging stations to support visiting and local EVs.

Workshop/studio space

• Space to get back to community in Carrollton- parades, fairs, etc. Some of the best days were when we had the Carrollton County Fair.

An 80s and 90's themed area with retro buildings, such as 80s and 90s themed restuarants, arcade, vintage movie theatre, and retro era stores!

Other Responses A co-working / incubator for new businesses would be cool. Also they don’t have a breakfast place in downtown

Restaurants

Hotels

245

• Some entertainment venues feel lackluster. The T heather should have a lot more traffic, but it is clearly not being maintained appropriately.

Mixed Income Housing, Tragedy that the city sold the vacant land on Crosby by the Crosby Recenter to intown homes to build unaffordable single family homes and townhomes, were mixed income housing and higher density should have been periodized. No opinion. When I come to downtown it is because it has what I need/want. 50

100

150

200

Put the Farmers Market under the I-35 Bridge, with a Park like setting and small markets and

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

APPENDIX B: COMMUNITY ENGAGEMENT RESULTS

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City of Carrollton | Downtown Master Plan Survey Future Development

All Filters

Filtered Responses: What changes would you like to see in Study Area including Downtown Carrollton? Choose up to three responses

245

Other Responses: Addition of fast-charging infrastructure to support visiting and local EVs.

168

More to do/higher quality: food,…

109

Parking improvements

Belt Line Road improvements (si…

An 80s and 90's themed area with retro buildings, such as 80s and 90s themed restuarants, arcade, vintage movie theatre, and retro era stores! BELT LINE, BELT LINE, BELT LINE. The main artery to Downtown and it is a disgrace.

Carrollton needs to bring better businesses to town. We don’t need more apartments. Safety is a concern in the area. Work to keep the square quaint and well cared for. Density

Farmers Market and park like market setting environment

Grocery

Fix traffic backup on BeltLine Safety

More walkable

Enhanced/improved connections…

Diversity of uses (housing, office…

I wish it would stop trying to be this major destination like a large city. The large modern (and in turn expensive) apartments ruin the charm. More accessible (which is beyond "walkable.")

More free events like texfest and the switchyard festivals. Also don’t plan these events the same day as taste of Addison No more train horns that shake my windows. Especially after midnight. No opinion.

Shuffleboard, play area, family games, pingpong, etc. A place where people can hang out!

The plethora of antique stores is hurting the appeal. Lack of diverse commercial uses. Needs more youth focused retail and restaurants if you want to drive foot traffic to here. Adding more Bars is a mistake. Focus on quality food and grocery store.

Affordable Housing

Other

Would like speed bumps to slow down traffic 100

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

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City of Carrollton | Downtown Master Plan Survey Future Development

All Filters

Filtered Responses: Thinking of the west side of IH-35, what future improvements would you like to see? Choose up to two responses

245

Other Responses: An 80s and 90's themed area with retro buildings, such as 80s and 90s themed restuarants, arcade, vintage movie theatre, and retro era stores!

152

Unique pedestrian underpass co…

Finish Belt Line first

I don't see that as the next best extension of Downtown Carrollton It looks not pretty on the west side

more park activities including for children 111

Expansion of the Carrolton Gree…

Park or indoor food market space Parking

Parks, make the area more walkable Unknown

Diversity of uses (housing, retail,…

Safety improvements

Workshop/studio space

Other

100

Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

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City of Carrollton | Downtown Master Plan Survey Other Suggestions

All Filters

Filtered playground HomeAddison Responses: put look Denton few quality Legacy Grocery Replace history restaurants over 245 silos PointRoad well community open Generalhousing Belt high under Better city traffic add Farmers antique stop down residents need day updog driving money feels trainthose along heat Last Dallas Safety great two DART foot walking Branch time help near lot 35 store people something vibe increase space shops attract Suggestions leading apartments spaces cars now veryfeel number during walk 1stationnorth safe Needs 35E many Think culture produce lots arts t bars side buildings friendly park fine love Don start homeless sidewalks areas retail population through police Rock restaurant town intersections walkability

area

downtown

longsee bringnice itself entertainment Line drive walkable place businesses parking West Car Coppell used go going keep Wine events square Pop Cater work stores activities theme crossing perhaps market years build kind currently

Carrollton

Do you have any other suggestions for Study Area including Downtown Carrollton not covered by the previous questions? Responses 

As a long time resident, I would like to see Carrollton work to preserve our history while finding ways to improve entertainment and bring revenue to town. Farmers Branch has great events. Couldn’t we compliment these while not competing? Better police surveillance

Carrollton downtown must be considered a destination. We now have tons of apartments - we must program/design places and activities to attract and keep people in the downtown area. Cleanup the DART station elevator. Last time we used it my son was traumatized by the smell and to this day talks about it everytime we drive past. Would also be nice to have more available free parking and designated zones for ride share pickups/dropoffs. Would love to see additional pubs/bars/nightlife spots for young working adults.

Could be a great area for Carrollton but it's very disjointed now. Commonality of theme ( i.e., community gathering place for arts, culture, history, food and drink) and having venues that correspond to that theme would be great.

Create a lit, protected dog park under I-35E, likely using artificial turf. Coat sidewalks with a heat dissipating compound to make them cooler and more dog-friendly. Replace sidewalk cover on north side of square with awnings and/or something nicer. Replace the Plaza Theater with another structure, perhaps maintaining the marquee. Replace buildings behind C2 with two story that matches other structures. BUY the silos, repaint them, LIGHT THEM with color-changing LEDs so that the silos will be a beacon to those that pass by on I-35E. This will also energize Downtown and promote a level of vibrance. The Silos space itself could be put to some form of use...perhaps a police sub-station or otherwise. A restaurant like the proposed Mena's that will have a prominent deck/patio as well as musical acts, like the Rustic on Lemmon Ave in Dallas. Don't give up on Belt Line. Think of Justin Road leading up to hip Highland Village. Think of Bethel Road leading up to Historic Coppell. Think of Legacy Road (yes, walkable!!) leading up to Legacy West. We can do better

Downtown Carrollton, Needs more greening in the area, and a reduction on the number of parking lots, as well have discussions with dart have stared with the possibility of turning the huge parking lot in mix income housing such as those Housing Projects, the city of Dallas and Dart have partnered at Westmoreland station, lake June station or royal lane station, or have collaborated with Community based originations like builders of hope to build affordable housing in the area. Survey responses are anonymous and voluntary | Conducted by Gensler on behalf of the City of Carrollton

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Do you have any other suggestions for Study Area including Downtown Carrollton not covered by the previous questions? fsdfs No. I don't believe I am your target market. I love this area, but the train horns will result in me needing to move. I can’t sleep at night because the horns are so loud and blare for so long and during the day I have to leave Zoom meetings for work because it is so loud that I can’t be heard over it. Downtown Carrollton, Needs more greening in the area, and a reduction on the number of parking lots, as well have discussions with dart have stared with the possibility of turning the huge parking lot in mix income housing such as those Housing Projects, the city of Dallas and Dart have partnered at Westmoreland station, lake June station or royal lane station, or have collaborated with Community based originations like builders of hope to build affordable housing in the area. It could be a “destination” area like Bishop Arts with the right shops, restaurants, and overall vibe (artist murals, pop-ups, wine walk, etc). Downtown Carrollton itself feels safe, but in most directions outside downtown, it feels old, run-down, and not safe. With new/renovated retail spaces instead of run-down warehouses, it could be several blocks of really cool stuff Should be like McKinney downtown overpass over rr crossing on Denton Dr Stop semis from cutting thru Crosby to Perry Playground or other kid friendly space GET US AN HEB!!!! Cleanup the DART station elevator. Last time we used it my son was traumatized by the smell and to this day talks about it everytime we drive past. Would also be nice to have more available free parking and designated zones for ride share pickups/dropoffs. Would love to see additional pubs/bars/nightlife spots for young working adults. It was mostly covered, I'd just re-emphasize filling in the empty storefronts in the downtown area with more high quality businesses. only time there is "life" downtown is when there is a scheduled event. Needs entertainment to draw people to the downtown area on a regular bases. The downton is just way to small eve try thing feels cramped up. Get rid of building or add more space Native landscaping for water conservation and pollinator health. Natural basins full of native grasses than can help absorb heavy rainfall, reduce flooding, and keep groundwater clean. More small pocket parks and shade trees to reduce the urban heat-island effect. More parking enforcement in neighborhoods adjacent to the downtown area. More shops and high rises along with art and murals to increase attractiveness. Minimize the trailer traffic going through belt line. More safety measures taken from dart to control the homeless population from devaluing our city. Remove the train tracks that go north/south through downtown to lower noise pollution and turn it into a walking trail that connects with Farmers Branch biking trail along Denton Rd. A high quality gasoline station as well like quiktrip bc there isn’t any. Intersections on belt line/broadway and belt line/main need updating bc it’s too congested. More taller apartments then just 4 floors bc it’s more attractive (like Vitruvian park) Some parts of it are very nice, but other parts feel very meh. I go there a few times a week and am encountering homeless with some frequency. The roads/sidewalks are also very broken up. I'd like to see more tree landscaping to shade potential walkable areas. Could be a great area for Carrollton but it's very disjointed now. Commonality of theme ( i.e., community gathering place for arts, culture, history, food and drink) and having venues that correspond to that theme would be great. Ensure I am not followed, leaving DART, by a homeless man, and harassed. It was the last time I rode the train. Carrollton downtown must be considered a destination. We now have tons of apartments - we must program/design places and activities to attract and keep people in the downtown area.

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To reemphasize, a grocery store would be amazing! It doesn't need to be big, but at least has the basics and decent quality produce and other healthy options. I would spend a lot of money at a grocery within walking distance. In general, make sure there's no unnecessary red tape to build housing and start businesses in the area! This neighborhood has a lot of potential, but still seems held back by empty lots and outdated buildings, and too much parking near the DART station that could probably be used in a more productive manner. Additionally, crossing Belt Line on foot is daunting task. If the city wants the north side of Belt Line to develop, the residents and visitors need to feel safe when crossing. Improved safety signage could help things, as well as prohibiting Right on Red turns. Support local businesses! Part of downtown Carrollton’s charm is the lack of big brand restaurants/shops. Better police surveillance I have been living in this area for a year and a half and have lived in very successful downtown areas throughout Texas. Point #1: Do not add more bars. You do not want to attract that kind of crowd here. The margins are thin, and crime will increase. Breweries/wineries/distilleries are fine but bars that exclusively sell alcohol won't help your atmosphere. Point #2: Cater to more niche stores. The Candy, Records, Rock, and shops along Vandergriff are a great start. More of these will drive curiosity and by casting a wide net of attention, you can drive more window shopping to other retail spaces. The number of antique stores and the space they take up is hurting your downtown. It is ok to have an antique store but the one taking up 3 retail plots adds nothing to downtown. Also, the plethora of Used Car dealerships need to go. It is not a good look. General Suggestions: - Book Store - Home Boutique - Comics/Pop Culture store - Winery/Wine Tasting - Plant Nursery/Pottery - Hipster Clothing Stores - Grocery Store with fresh produce (Vital to drive consistent traffic) - Meat market These are just some basic suggestions. The rock-climbing gym that shut down during Covid was a great addition. Consider recreational activities like that for further expansion. Point #3: Safety and walkability. The town square should mainly be focused on foot traffic. I understand the need to cater to cars but expansive parking lots that do not cost money (for now, this is something you can add a couple years from now) should assist in driving customers to the retail centers. There are stop signs missing at multiple intersections. Either speed bumps or some other creative obstacles to slow down cars need to be put in place asap. The town square should be purely walkable without cars driving through. There is also a strip of retail space off of Myers and Beltline that attract a lot of homeless people. That needs completely redone and the homeless population is only growing in that space currently. They wander near residential areas and encourage residents to exercise precaution. Fun playground for kids of all ages, the area have more of a boardwalk vibe No more vape shops, I feel there are too many already Improvement on the ongoing settlement of tents and homeless people under IH 35 underpass. They are beginning to settle in under the bridge and residents on the switchyard apartments are discouraged to walk towards downtown carrollton.

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DOWNTOWN CARROLLTON MASTER PLAN

To ease parking issues and increase community feel, I strongly support improvements and additions to bring residents from the more residential areas just outside of the Study Area into it by foot or by bike. Broadway currently has no sidewalks or shoulder for long stretches and while Denton is significantly better, I still would not feel safe biking home from Downtown Carrollton after dark. Create a lit, protected dog park under I-35E, likely using artificial turf. Coat sidewalks with a heat dissipating compound to make them cooler and more dog-friendly. Replace sidewalk cover on north side of square with awnings and/or something nicer. Replace the Plaza Theater with another structure, perhaps maintaining the marquee. Replace buildings behind C2 with two story that matches other structures. BUY the silos, repaint them, LIGHT THEM with color-changing LEDs so that the silos will be a beacon to those that pass by on I-35E. This will also energize Downtown and promote a level of vibrance. The Silos space itself could be put to some form of use...perhaps a police sub-station or otherwise. A restaurant like the proposed Mena's that will have a prominent deck/patio as well as musical acts, like the Rustic on Lemmon Ave in Dallas. Look at an overlay in the industrial area like farmers branch presented at APA North North TX a few years back that would allow reuse of existing buildings by almost any type of tenant to reinvigorate an area.

The main things I would say are 1) the homeless that come from the dart discourage us from going downtown. My wife won’t go unless I’m there with her. 2) The events are great! Do more of them and don’t schedule on the same day as other major events in Addison/nearby towns 3) It seems like rent is high or something - many buildings have been unoccupied for a long time or I see many businesses churn. You should offer some kind of help for people who are trying to start businesses to help them occupy those spaces. Part of this plan needs to include public safety to come up with a plan to deal with transients. I've actually never ventured to the west side of I-35. My last visit to downtown Carrollton to meet friends I drove around for 15 minutes trying to find parking. While there was outlier parking, I was concerned about returning to my car after dark, as it was a few blocks from the venue. SO I left and never joined my friends. With the great restaurants that are open there needs to be more to do in the evening. Some of the shops that are there are fine but because they aren't open people leave after eating. I love that this is being thought about. Downtown Carrollton has so much charm, but the spaces are often wasted (who is going to these boutiques? they're only open two hours a day, two days a week or something like that). I see people my age around a lot, but what is there for us to do? Don't give up on Belt Line. Think of Justin Road leading up to hip Highland Village. Think of Bethel Road leading up to Historic Coppell. Think of Legacy Road (yes, walkable!!) leading up to Legacy West. We can do better Please reconsider the walkability factor of Belt Line. People walk on Belt Line in Addison from hotels to cross the tollway and go to the cool restaurant area with theatre and Sidecar Social. People walk on Legacy from hotel over the tollway to get to Llegacy West. Belt Line should be a highlight of the area since it goes from Richardson, Addison and onward to Coppell. As a long time resident, I would like to see Carrollton work to preserve our history while finding ways to improve entertainment and bring revenue to town. Farmers Branch has great events. Couldn’t we compliment these while not competing? Noise mitigation and visual aesthetics related to the elevated train and highway in this area and along the walking corridors. I’ve lived in Downtown Carrollton for 3 years. The area of Downtown is wonderful. We love the brewery and restaurants. It would be amazing if there was a small grocery store listed in the area and if Belt Line road was cleaned up. Lets make downtown Carrollton the first 80's and 90s retro themed downtown in the nation! It would lure millions of visitors to our city and will also showcase Carrollton's creativity!

APPENDIX B: COMMUNITY ENGAGEMENT RESULTS

325

326

DOWNTOWN CARROLLTON MASTER PLAN

Appendix C: Supporting Materials

APPENDIX C: SUPPORTING MATERIALS

329

CHANGING THE PARADIGM LEVERAGING THE MARKET TO REACH THE COMMUNITY’S VISION

330

DOWNTOWN CARROLLTON MASTER PLAN

TOPICS 1

MAKET PERCEPTIONS & ISSUES TO RESOLVE

MARKET AND LAND USE OPPORTUNITIES

3 4 5

A Successful Market Should Address Existing Challenges

Quantifying 10-year Potential for Retail/Ent/Restaurant, Office and Residential Uses

GOING BEYOND NORMAL QUANTITATIVE ANALYSIS

Understanding Market Delivery Process and Where the City can “Prime” It

HOW TO INDUCE USES WITHOUT CONVENTIONAL DEMAND

Exploring How “lightening strikes” Can Happen through Strategic Positioning

PUTTING PEN TO PAPER

Ideas on How These Concepts Can Be Applied to a Master Plan

APPENDIX C: SUPPORTING MATERIALS

331

332

MARKET DESIRES, PERCEPTION AND ISSUES TO RESOLVE

Emotional Center

Sense of History

Obvious Destination

• Links to the fundamental desire for connection, experience and Community

• Delivers the important feeling of authenticity based on its identifiable age and positioning

• Provides the answer to the question: “honey, what do you want to do tonight”

DOWNTOWN CARROLLTON MASTER PLAN

MARKET DESIRES, PERCEPTION AND ISSUES TO RESOLVE

Lack of Activity

Sleepy vs. Bleakness

Lack of Visual Cues

• Day-to-day experiences can leave resident and visitor underwhelmed

• “Small-town-sleepy” can be a welcomed contrast, but can be accomplished without boredom

• The “center of town” brings an expectation of activity and visual interest that downtown lacks

APPENDIX C: SUPPORTING MATERIALS

333

334

MARKET DESIRES, PERCEPTION AND ISSUES TO RESOLVE

Overrun by Infrastructure

Island in Industrial Sea

“Unsafe” Adjacencies

• While terrific for access, the combination of Belt Line, 35 and DART structures feels out of scale

• From I-35 and DART, the sense is Downtown is a bit lost within the I-35 Industrial Machine

• The areas below the highways are psychological challenges, particularly for prime parking

DOWNTOWN CARROLLTON MASTER PLAN

MARKET DESIRES, PERCEPTION AND ISSUES TO RESOLVE

Leverage New Development

Lack of Critical Mass

Expand Sense of Destination

• Despite its success, new development hasn’t addressed the fundamental needs

• Programmatic inefficiencies due to small shop count and small night-time population

• There needs to be several large additions in uses that draw market attention and interest

APPENDIX C: SUPPORTING MATERIALS

335

MEANWHILE

Downtown has MUCH to build upon due to its regional uniqueness and community spirit

336

DOWNTOWN CARROLLTON MASTER PLAN

MARKET FORECAST AND PROGRAMMING Analysis GOALS

HISTORIC DOWNTOWN

• Understanding current and (conventionally) forecasted marketplace for Residential, Retail and Employment uses • Compare these trends to the City’s desired outcomes • Conceive actions to help prime the market to perform beyond conventional norms

DOWNTOWN CARROLLTON

APPENDIX C: SUPPORTING MATERIALS

337

TRADE AREAS

BASED ON 10 AND 15-MINUTE DRIVE TIMES TO DOWNTOWN CARROLLTON Take Aways:

Downtown Carrollton 15-min drive time

10-min drive time

DFW

• 15-minute Trade Area, typical of restaurant patron capture, comprises the entire northcentral region of urban DFW • The core 10-minute Trade Area applies to residential and employment capture, and consists of the broader I-35influenced area between Dallas and Lake Lewisville • Much of the 10-min core area lacks clarity and community sense of place • Its regional access (highway and rail transit) positions Downtown to become a central destination within the I-35 corridor and central DFW itself

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DOWNTOWN CARROLLTON MASTER PLAN

10-Year FORECAST – Trade Area Population vs. DFW Downtown Trade Area

Summary

Census 2010

Census 2020

Number 653,058 263,585

Number 758,958 308,511

159,981.00

188,394.00

Population Households Families Median Household Income

$ 82,000 $ 124,061

Average Household Income Per Capita Income Owner Occupied Housing Units Renter Occupied Housing Units

2023 Number

2028 Number

782,212 320,456

796,328 328,499

183,533.00 $90,518

187,857.00 $95,219.42

336,542 192,181.00 $99,920.83 $151,392.30

16,086 8,648.00 9,403 14,345

5% 0.05 10% 10%

DFW 10-Year Addition Number Percent 1,098,788 14.0% 426,802 297,485 19,894 28,599

13.0% 0.07 25.0% 24.8% 25.8%

$137,047

$144,219.65 $59,687.91 136,144

$62,858.83

6,342

11%

10,816

120,750

$56,517 134,297

137,991

3,694

299,212

9.1%

142,836

179,131

186,159

192,354

198,549

12,390

128,248

10.0%

33.1

34.9

35.3

35.7

0.80

0.8

2.3%

2033 Number 52,145 45,408

10-Year Addition Number Percent 3,610 7% -3,408 -7%

43,740 41,587

-4,396 -3,532

-9% -8%

53,841 22,970

9.6% 4.3%

63,227 144,535 123,874 98,835

7,734 3,384 982 4,306

14% 2% 1% 5%

49,827 161,219 199,834 93,394

9.6% 13.6% 17.6% 9.7%

75,988 68,867 40,231 12,009

-9,546 11,004 14,680 3,416

-11% 19% 57% 40%

(23,892) 158,425 222,092 50,222

-2.7% 25.0% 78.3% 56.2%

Census 2010

Census 2020

Number

Percent

Number

Percent

Number

2023 Percent

Number

2028 Percent

0-4 5-9

49,615 46,155

7.6% 7.1%

46,226 46,841

6.1% 6.2%

48,535 48,816

6.2% 6.2%

50,340 47,112

6.3% 5.9%

10 - 14

42,790

6.6%

47,845

6.3%

48,136

6.2%

45,938

5.8%

15 - 19 20 - 24

40,107 47,155

6.1% 7.2%

46,578 52,831

6.1% 7.0%

45,119 55,493

5.8% 7.1%

43,353 59,360

5.4% 7.5%

25 - 34

123,160

18.9%

140,901

18.6%

141,151

18.0%

142,843

17.9%

35 - 44 45 - 54

101,112 93,707

15.5% 14.3%

115,070 97,397

15.2% 12.8%

122,892 94,529

15.7% 12.1%

123,383 96,682

15.5% 12.1%

55 - 64

59,993

9.2%

85,903

11.3%

85,534

10.9%

80,761

10.1%

65 - 74 75 - 84

28,228 14,979

4.3% 2.3%

49,652 21,852

6.5% 2.9%

57,863 25,551

7.4% 3.3%

63,365 32,891

8.0% 4.1%

6,059

0.9%

7,862

1.0%

8,593

1.1%

10,301

1.3%

85+

DFW At Large

10-Year Addition Number Percent 28,232 4%

50,815 129,380

Median Age

Population by Age

2033 Number 810,444

DFW 10-Year Addition Number Percent 99,632 18.8% 44,983 8.0%

Source: ESRI, Catalyst Group

Commentary (General Demographics):

Commentary (Population by Age):

 Smaller family and owner-occupied residential growth than DFW can be counteracted, as can smaller comparative growth in renter-occupied units

 Significant growth in seniors should be capitalized upon, and smaller comparative population growth can also be counteracted through policy/market

APPENDIX C: SUPPORTING MATERIALS

339

2 10-Year FORECAST– Trade Area Household Income vs. DFW Downtown Trade Area Census 2010

2023

2028

Population

Number 758,958

Number 782,212

Number 796,328

Households Families

308,511 188,394

320,456 183,533

328,499 187,857

82,000 124,061 50,815 129,380 179,131

$90,518 $137,047

34.9

35.3

$95,219 $144,220 $59,688 136,144 192,354 35.7

Summary

Median Household Income Average Household Income Per Capita Income Owner Occupied Housing Units Renter Occupied Housing Units

$ $ $

Median Age

$56,517 134,297 186,159

$ $ $

Households by Income <$15,000 $15,000 - $24,999 $25,000 - $34,999 $35,000 - $49,999 $50,000 - $74,999 $75,000 - $99,999

2023 Number 17,687 14,138 18,084 36,250 59,154 43,665

Percent 5.5% 4.4% 5.6% 11.3% 18.5% 13.6%

2028 Number 15,776 11,409 15,633 33,018 57,405 45,373

Percent 4.8% 3.5% 4.8% 10.1% 17.5% 13.8%

$100,000 - $149,999 $150,000 - $199,999 $200,000+

57,265 29,646 44,548

17.9% 9.3% 13.9%

63,171 37,269 49,427

19.2% 11.3% 15.0%

DFW At Large

2033 Number

10-Year Addition Number Percent

810,699

28,487

1,098,788

14.0%

336,744 192,283 100,165 151,768 63,037 138,016 198,755 36.1

16,288 8,750 9,647 14,721 6,520 3,719 12,596 0.80

5% 5% 11% 11% 12% 3% 7% 2%

426,802 297,485 19,894 28,599 10,816 299,212 128,248 1

13.0% 7.2% 25.0% 24.8% 25.8% 9.1% 10.0% 2.3%

2033

10-Year Addition

DFW 10-Year Addition Number Percent

DFW 10-Year Addition

Number 13,865

Number Percent (3,822) -22%

Number Percent (27,252) -0.1%

8,680 13,182

(5,458) (4,902)

-39% -27%

(45,554) (36,305)

-0.3% -0.2%

29,786 55,656 47,081 69,077 44,892 54,306

(6,464) (3,498) 3,416 11,812 15,246 9,758

-18% -6% 8% 21% 51% 22%

(35,537) 7,065 60,226 171,544 193,365 139,250

-0.1% 3.0% 18.0% 35.0% 74.5% 41.7%

Source: ESRI, Catalyst Group

Commentary (General Demographics):

Commentary (Household Income):

 Smaller % of forecasted population growth than DFW is tied to the area  DFW is forecasted to have significant increase in household incomes with already being primarily developed, but changes in use can increase growth lower incomes declining. The trade area forecast shows this to be particularly strong in the comparative decline of lower incomes but is not  Of the growth anticipated in the trade area, incomes are anticipated to be anticipated to have as much increase in higher incomes as DFW at large. lower than those forecasted in DFW at large. This is tied to existing Changes in options and experience provided can affect this. incomes; providing better alternatives than standard DFW market can help increase higher income growth

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DOWNTOWN CARROLLTON MASTER PLAN

2 10-Year FORECAST– Trade Area Household Income vs. DFW Downtown Trade Area Census 2020 Housing Units by Occupancy Status and Tenure Total Housing Units Occupied Owner Renter Vacant

2023

2028

Number

Percent

Number

Percent

Number

Percent

118,770 110,930 43,446 67,484 7,904

100.0%

123,113

100.0%

114,602 45,259 69,343 8,511

100.0% 93.1% 36.8% 56.3% 6.9%

126,996

93.4% 36.6%

117,503 45,681 71,822 9,492

92.5% 36.0%

56.8% 6.7% 2023

56.6% 7.5%

Number

Percent

2028 Number

Percent

<$15,000

17,687

5.5%

15,776

4.8%

$15,000 - $24,999

14,138

4.4%

11,409

Households by Income

2033 Number

DFW At Large

10-Year Addition Number Percent

131,001 120,477 46,107 74,390

7,888 5,895 848 5,047

10,586

2,075

DFW 10-Year Addition Number Percent

11% 64%

463,560 427,460 299,212 128,248

65% 28%

26%

36,100

2033 Number

10-Year Addition Number Percent

DFW 10-Year Addition Number Percent

3.5%

13,865 8,680

(3,822) (5,458)

-22% -39%

(27,252) (45,554)

-0.1% -0.3%

$25,000 - $34,999 $35,000 - $49,999

Renter Qualifying Threshold

18,084 36,250

5.6% 11.3%

15,633 33,018

4.8% 10.1%

13,182 29,786

(4,902) (6,464)

-27% -18%

(36,305) (35,537)

-0.2% -0.1%

$50,000 - $74,999 $75,000 - $99,999

Owner Qualifying Threshold

59,154 43,665

18.5% 13.6%

57,405 45,373

17.5% 13.8%

55,656 47,081

(3,498) 3,416

-6% 8%

7,065 60,226

3.0% 18.0%

$100,000 - $149,999

57,265

17.9%

63,171

19.2%

$150,000 - $199,999 $200,000+

29,646 44,548

9.3%

37,269

69,077 44,892

11,812 15,246

21% 51%

171,544 193,365

35.0% 74.5%

13.9%

49,427

11.3% 15.0%

54,306

9,758

22%

139,250

41.7%

Source: ESRI, Catalyst Group

Commentary (Household Incomes/Owner-Occupied Housing):

Commentary (Household Incomes/Rental Housing):

 While comparatively less than DFW (due to infill location), Trade Area is  Trade Area is forecasted to have less growth in households that can qualify forecasted to have significant growth in households that can qualify for for mid-market residential leases, but high demand for the “renter-bymortgages. However, its growth in owner-occupied units is significantly less choice” demographic than same for DFW at large (also due to infill location).  This can be counteracted through the offering of new housing types

APPENDIX C: SUPPORTING MATERIALS

341

2 10-year RESIDENTIAL PROGRAMMING Discounted Housing Program Summary building residential area (sf)

units (du)

Market/Affordable Renter

45,465

Up-Market Renter

208,967

246

Luxury-Market Renter

56,456

Senior and Assisted Living

107,643

227

For-Lease Residential Categories *

592

Early/First Time Buyers

390,731

142

Move Up / Family Buyers

472,235

135

Empty Nest / Move Down Buyers

190,168

Senior Flats

68,376

For-Sale Residential Categories Total Housing (over 10 year cycle)

small infill flats

townhomes and attached units

seniors & assisted living

361 1,540,040

953

* Note: No demand calculated for subsidized housing due to projected market decline

342

mixed-use apartments

Sources: ESRI, Catalyst Images: Redfin, Monument Realty, Berkshire Hathaway, Isle at Watercrest

DOWNTOWN CARROLLTON MASTER PLAN

2 10-year RETAIL PROGRAMMING 10 year Projected Spending Growth Apparel Products and Services

$74,526,748.01

Average Sales/SF $339

Capture Rate 10%

New Building Area (sf) 21,984

Computer, Communication, Electronics

$74,422,027.03

$430

20%

34,615

25,000

Miscellaneous Retailers

$68,767,408.45

$207

10%

34,615

5,500

Entertainment (15 Min)

$11,140,192.00

$148

10%

7,527

6,000

Fuel and Auto Services Household, Furnishings and Equipment Health and Personal Care Grocery and Specialty Food Restaurants, Bars, Catering (15 Min)

$132,687,348.08 $98,030,669.86 $60,307,508.00 $231,939,038.55 $422,866,702.68

$1,500 $365 $500 $300 $500

5% 20% 20% 10% 10%

4,339 53,715 24,123 77,313 105,717

5,000 5,000 9,000 15,000 5,000

1 11 3 5 21

On-Line Discount Factor (30%) 10-Year Net Programming Potential

Average Number of Store Size Stores 3,000 7 1

110,846 sf 25,864 sf per year

258,641 sf over ten years

Retail within Mixed-Use Setting

Retail within Walkable format

Computers and Electronics includes major and minor appliances, computers and related equipment. Miscellaneous Retail includes toys and games, photo equipment and supplies, books, pet supplies, sports and exercise equipment and hobby suppiles. Entertainment includes movie theaters, dinner theaters, live performance venues and museums Fuel and Auto Services includes gas stations, auto supplies and auto repair facilities Household, Furnishings and Equipment includes housewares, textiles, furniture, land and garden, housekeeping supplies and remodeling materials Health and Personal Care includes hair and nail care, prescription drugs and vitamins, oral hygiene products, cosmetics, skin care, bath products and personal care appliances Grocery and Specialty Food includes small and large grocers, package food supply, liquor stores, specialty food supplies, and precooked meal retailers and catering providers Restaurants, Bars, and Catering includes fast food, fast casual, sit down, and upscale restaurants, drinking establishments, and catering providers

Commentary:

Sources: ESRI, Catalyst Images: RTKL, Simon Property Group, Urban Retail, City of Dallas

 While the regional location is good, the specific access and direct visibility of retail in any of the 4 quadrants of the intersection is challenged

 Retail has been in a state of dramatic transition for the past 20 years due to changing consumer habits and the rise of internet shopping

 This places emphasis on retail delivery being likely a smaller portion of a larger mixed-use development, specific infill uses, and restaurants

 Unique restaurants and stores that cater to their specific community within walkable environments are likely to continue to be in demand

APPENDIX C: SUPPORTING MATERIALS

343

2 10-Year OFFICE & HOTEL PROGRAMMING Employment, Office and Hospitality Programming Downtown 10 Min Trade Area Source: ESRI, Catalyst

Current Trade Area Employees: Forecasted Trade Area Employees: Job to Residential Population Ratio:

2023 2033

Construction and Utilities (in-office calculated at 5%) Transportation (in-office calculated at 5%) Communication and Information Finance and Insurance Health and Social Services (in-office calculated at 5%) Professional and Legal Services Real Estate & Leasing (in-office calculated at 15%)

175,796 Forecasted 2033 Population: 287,444 182,565 6,769 Ten Year Employee Change: 1.57 20% Market Capture Rate: 2023 Businesses 2023 Employees Number Percent Number Percent 1,007 6.60% 16,400 9.3% 297 1.90% 4,002 2.3% 441 2.9% 6,701 3.8% 747 4.9% 5,591 3.2% 943 6.3% 6.2% 11,142 1,655 12.0% 18,263 10.4% 800 5.2% 5,609 3.2% 39.7%

2033 Employees Net White Collar Office Number Building Area (330 sf / employee) 17,031 2,084 sf 4,156 509 sf 6,959 17,029 sf 5,806 14,209 sf 11,571 1,416 sf 18,966 46,412 sf 5,825 2,138 sf

A. Total 10-Year White Collar Office Demand (Based on Forecasted Employment Growth and Market Capture Rate)

Reduction Issues: Net Reduction in Demand due to COVID Preferences Absorption Required to Achieve 92% Occupancy (to allow new 2024 2Q Cushman & Wakefield DFW Office Report - Class A Vacancy Rate: Measured Total Sub-Market Office Space:

B. Total 10-Year White Collar Office Demand (When considering COVID preferences and existing vacancies)

Offices within Mixed-Use Settings

83,796 sf 29,329 sf 372,712 sf 16% 4,573,153 sf

-318,244 sf

10-Year Forecasted Net Population Growth Hotel Rooms to Residential Population Ratio:

8,526 people 0.027

Total 10-Year Hotel Programming Potential (demand only)

230 keys

Mixed-Use Office Buildings

Commentary:  The workplace now competes with our homes in attracting employees while AI has reduced demand for Class B & C buildings. As such, there are either offices in immersive districts (+) or everything else (-)  Oversupply in broader submarket will require any new office to be tenant/owner-driven and (likely) smaller scale  Hotel potential would likely consist of smaller, boutique hotel with small meeting and F&B space. A full supply and demand analysis is needed to measure this potential

Mixed-Use Boutique Hotel Sources: ESRI, Catalyst, Cushman & Wakefield 2024 2Q DFW Office Report Images: Billingsley, David Whitcomb, Cantilever Distillery Co

344

DOWNTOWN CARROLLTON MASTER PLAN

2 10-Year CONSOLIDATED PROGRAMMING RETAIL (apparel, computer, misc, health, grocery, household, auto)

60,211 SF

ENTERTAINMENT (performance, dinner theater, museum) Artist studio performance workspace

7,527 SF 10,000 sf

RESTAURANTS (fast, fast casual, sit down, upscale, bars, catering)

100,717 SF

OFFICE (loft, single tenant, multi-tenant, boutique) In-office service retail In-office food service

68,796 SF 2,500 sf 2,500 sf

HOTEL (boutique with small meeting) In-hotel restaurant In-hotel retail/distillery Meeting

230 keys 2,500 sf 7,500 sf 5,000 sf

FOR-SALE RESIDENTIAL Single Family Bungalow / Carriage Homes Townhomes / Rowhouses Flats FOR-LEASE RESIDENTIAL Single Family Rental Small Infill Flats Urban Apartments Mixed-Use Apartments ACTIVE SENIOR LIVING Senior flats (owner) Senior living (rental)

APPENDIX C: SUPPORTING MATERIALS

Retail Infill

Mixed-Use Residential

Mixed-Use Office

Small Infill Flats

Mixed-Use Boutique Hotel

Senior Housing

331 total units Breakdown by category:

33 units 66 units 133 units 99 units

366 total units Breakdown by category:

18 units 73 units 146 units 128 units

256 total units Breakdown by category:

30 units 227 units

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The (traditional) REAL ESTATE DELIVERY System

INVESTMENT

OPPORTUNITY

REGULATION

BUILT ENVIRONMENT

A conventional and linear process

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“Office in the West Side” “More Restaurants”

The market moves within conventional bounds. If unconventional outcomes are desired, the inner-workings of the system needs to be manipulated to work such a strategy

“Condo Residential” “More Retail Choices”

DOWNTOWN CARROLLTON MASTER PLAN

The (redevelopment) REAL ESTATE DELIVERY System

OPPORTUNITY

INVESTMENT

REGULATION

Unconventional Measured potential Untested demand

Capital Availability Market Conditions Global Events

Political Forces Desired Outcomes Fiscal Impacts

BUILT ENVIRONMENT

Planning and Proactive Leadership Alter Outcomes

A non-linear, manipulated process with more risk (but often with greater upside potential)

APPENDIX C: SUPPORTING MATERIALS

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The REAL ESTATE DELIVERY Team – As Viewed from the Outside LENDER INVESTOR INTERNAL

opportunity

INTERNAL TEAM & CONSULTANTS

PUBLIC OFFICIALS STAFF

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Capital Providers

the DEVELOPER

outcome

The Municipality

DOWNTOWN CARROLLTON MASTER PLAN

The REAL ESTATE DELIVERY Team – When Driving Pressures are Revealed

Risk Mitigation

LENDER INVESTOR INTERNAL

Capital Providers

Promotes Repetition of “Proven” Development Patterns

(Profit Motives)

opportunity

(Investment Guarantor)

INTERNAL TEAM & CONSULTANTS

the DEVELOPER (Community’s Implementor)

outcome

(Design Awards)

Risk Mitigation

APPENDIX C: SUPPORTING MATERIALS

PUBLIC OFFICIALS STAFF

The Municipality

Promotes Taking the Simplest Approach to Delivery

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Takeaways MARKET • Address weaknesses in market for desired uses • Explore what control City can have to change conditions • Budget and act accordingly PROJECTS • Identify developers that share vision and quality mindset • Identify where market programming is out of normal market • Prioritize projects that have greatest catalytic return • Incentivize developer through PPP in manner that mitigates perceived risk

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DOWNTOWN CARROLLTON MASTER PLAN

4 CHANGING MARKET PARADIGM – Community Experience How master developers are attracting their desired tenants/residents

Neighborly Connection Community Engagement Outdoor Activity • Public connection and accidental interaction

Multigenerational Focus

• Housing offerings for life • Neighborhood events • Variety of venues • Community organizations • Connection to Nature stages & demographics

• Mixed-use active center • Awareness and inclusion • Buildings engage streets • Connection with others

• Both natural and urban approaches

• Allow move up and consolidation along the way

Sources: ULI, Builder Magazine, Hillwood, Brookfield, Newland, Del Webb

APPENDIX C: SUPPORTING MATERIALS

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4 CHANGING MARKET PARADIGM – Community Experience How master developers are attracting their desired tenants/residents

Remote Working

Water Experiences

Living Well/Mindfulness

• Flexibility in design of homes and businesses

• Provide water access in some way

• Promoting health/wellness • Great schools in design and operations • Safe neighborhoods

• Wireless open spaces • Plan for tech evolution

• Efficient and sustainable design

• Passive and active health • Display this leadership uses planned in community for peace of mind

Education and Safety

Sources: ULI, Builder Magazine, Hillwood, Brookfield, Newland, Del Webb

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DOWNTOWN CARROLLTON MASTER PLAN

4 CHANGING MARKET PARADIGM – the School District Comparing like ISD’s (within 20 min work commute to Core Dallas) Typical Redevelopment Sequencing 1.

Rental Housing and Public Amenities (creates the community form)

Restaurants (generates the “vibe”)

Employment (drives sustaining context)

Retail (including grocery and entertainment)

For-Sale Housing (requires good schools to go beyond singles/childless couples/seniors)

Redo at higher densities and values

Why School District Matters to the City (and EcoDev) •

Employers seek locations having good access and residential desirability

•

“Desirability” combines affordability, amenities and quality of schools

APPENDIX C: SUPPORTING MATERIALS

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4 CHANGING MARKET PARADIGM – the School District Comparing like ISD’s (within 20 min work commute to Core Dallas)

Farmers Branch/Carrollton ISD: • Accountability Rating B / Average SAT 972 • Average teacher salary: $61.4k and avg. experience 9.2 yrs • 59.6% students at risk for dropping out; though only 1.8% did Irving ISD: • Accountability Rating B / Average SAT 900 • Average teacher salary: $64.8k and avg. experience 9.5 yrs • 67.6% students at risk for dropping out; though only 1.8% did Richardson ISD: • Accountability Rating B / Average SAT 1167 • Average teacher salary: $58.6k and avg. experience 9.8 yrs • 54% students at risk for dropping out; though only 2.7% did

Sources: Texas Tribune, Catalyst

Office = Housing & Access Housing = Good Schools

Frisco ISD: • Accountability Rating A / Average SAT 1156 • Average teacher salary: $62.7k and avg. experience 10.5 yrs • 22.6% students at risk for dropping out; though only 0.4% did

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DOWNTOWN CARROLLTON MASTER PLAN

DEFYING EXPECTATIONS – Altering the Market

Working outside norms to evolve Carrollton’s programming beyond market 1. Form Strategic Relationship with CFBISD • Research and compare differences in operations between Richardson, Frisco and CFBISD • Determine ways to augment teacher pay and adult education through local contribution • Explore joint planning of school facilities that serve the downtown area to achieve overall community goals

PPP’s -- Form Strategic PPP’s with Key Developers

• Identify and connect with active developers delivering desired end results across land uses • Jointly plan key catalytic developments to achieve desired goals to change the market • Identify concerns or economic gaps these developers have and creatively work to form solutions

APPENDIX C: SUPPORTING MATERIALS

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CONCEPTS-to-PLAN

North District

Settlement District Belt Line Gateway

West District

Core District

4 villages 1 gateway

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DOWNTOWN CARROLLTON MASTER PLAN

CORE DISTRICT 1. “Christo” artwork to winding through highway column forest to create appeal

4. New gateway office with parking at Broadway/Belt Line, w/direct connection to DART elevator

2. Narrow parcels along service road have “parking roofs” built and roof tops adorned with special signage to create interest along I-35

5. Artist pavilions below DART line between columns to bridge the gap between new apartments and historic downtown

3. Strategic infill on vacant parcels, including land adjacent to and behind Plaza Theater to be mixed-use with public parking garage

6. Southern pocket park with performance venue to form dual anchor for downtown to strengthen

Primary Acts: Add Critical Mass and Visual Interest (local and regional scale)

APPENDIX C: SUPPORTING MATERIALS

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CORE DISTRICT – out of the box ideas

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DOWNTOWN CARROLLTON MASTER PLAN

SETTLEMENT 1. Single family common zones within centers of block, having shared amenities

4. Provide access to the pond, clean up edges and introduce a fishing (& insta-moment) pier

2. Hotel or high-end residential mixed-use development with shared garage on DART parking lot; ties directly into platform level with iconic design to compliment grain silos

5. Townhome, bungalow and carriage home infill development to reinforce Belt Line and key entry points into the community

3. Create new pocket park entry into neighborhood off Denton Drive to break down current disconnect between DART area and community, while formalizing edges and gateway

APPENDIX C: SUPPORTING MATERIALS

6. Add streetscape landscaping to help reinforce / strengthen the small-town identity of the neighborhood

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SETTLEMENT– out of the box ideas

parking

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DOWNTOWN CARROLLTON MASTER PLAN

NORTH DISTRICT 1.Allow for marketsized new logistics facilities in north of district 2. Allow infill of housing to create synergies of use and activity with employment cluster 3. Create regional destination – mountain bike course in flood zone that traverses waterway and highway column underpass area and nature/community center at trailhead

APPENDIX C: SUPPORTING MATERIALS

4. Create more visually appealing regional front door from Silver Line through the Christo-like artwork and mountain bike course 5. New upscale residential high-rise at rail intersection as visual addition to downtown skyline as seen from I-35 6. Focus on making better and safer-feeling pedestrian connections throughout all quadrants

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NORTH DISTRICT – out of the box ideas

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DOWNTOWN CARROLLTON MASTER PLAN

WEST DISTRICT 1. Allow for mixed-use employment campus having green infrastructure and buildings that address I-35 2. Allow under-highway parking with expansion of “Christo”-like artwork to generate peace of mind and visual interest 3. Combine with housing infill to create synergies of use and activity

APPENDIX C: SUPPORTING MATERIALS

4. Explore connection across Belt Line, and emphasize Main and 4th street connections to downtown as they are the “life-lines” 5. Allow for development of market-sized logistics facilities in south and west of district 6. Create a similar model to the Torpedo Factory in Arlington, VA housing artists and showcases for public and private experiences

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WEST DISTRICT – out of the box ideas

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DOWNTOWN CARROLLTON MASTER PLAN

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