Innovate Richardson

Combining physical assets + economic assets + networking assets
with a risk taking culture.




Regional Context

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Collins | Arapaho
Transit-Oriented Development & Innovation District

Livability| Proximity |Connectivity | Mobility | Sustainability

The Collins/Arapaho Transit Oriented Development & Innovation District study establishes a vision and targeted strategies to create an innovation district that stimulates economic growth and redevelopment by taking advantage of proximity to research universities, multimodal connections, and large corporations in the Dallas-Fort Worth area.

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The Big Idea

Regional Context
Regional Context
The Big Idea

The Big Idea

Regional Context

The study area is strategically located along the existing DART Red Line and has access to US 75. Major employers and potential innovation collaborators within a short distance include State Farm and the CityLine Development, Texas Instruments, and the University of Texas at Dallas. The study area is also within close proximity to existing business centers in downtown Plano, Garland, and Addison, which are all connected by the existing DART red and blue light rail lines and the future Cotton Belt Commuter rail.

The Vision

HOW CAN OUR DISTRICT FOSTER INNOVATION?

Innovation districts have the unique potential to spur productive, inclusive and sustainable economic development. At a time of sluggish growth, they provide a solid foundation for the creation and expansion of firms and jobs by helping companies, entrepreneurs, universities, researchers and investors—across sectors and disciplines—co-invent and co-produce new discoveries for the market.

Community

In the new geography of innovation today, innovation is taking place where people come together, not in isolated spaces. This view above could be similar to a plan defining Transit-Oriented Development (TOD) near the DART station at Collins and Arapaho.

Profile

Networking assets are the relationships between actors—such as individuals, firms and institutions—that have the potential to generate, sharpen and accelerate the advancement of ideas. Networks fuel innovation because they strengthen trust and collaboration within and across companies and industry clusters, provide information for new discoveries and help firms acquire resources and enter new markets.

District

Communities like Richardson will work to bring transportation choices together with dense mixed-use environments, high speed internet access, quality PLACE Making settings, broad housing choice options, and strong networking assets.











Case Studies

Other cities in the U.S. have successfully created innovation districts and can serve as examples for Richardson.

Denver, CO

Similar Case Studies

OKCid is a 1.3 square mile emerging innovation district east of Downtown Oklahoma City that encompasses Automobile Alley and the Oklahoma Health Center. Startup businesses in the bioscience sector have begun to cluster in the district as result of proximity to the Health Center and the district as a whole has great potential for additional new development. The Brookings Institution Initiative on Innovation and Placemaking recently completed a study on the emerging innovation district. Resulting recommendations included developing a better connected, mixed-use urban environment and establishing formal partnerships. More information can be found at www.okcinnovation.com.

While not designated as an official innovation district, experts from the Brookings Institution have identified the Near Southside area of Fort Worth as having key characteristics that make innovation districts successful. Within the district are numerous major hospitals, independent medical clinics, and also manufacturing and creative sector establishments. There is also a healthy mix of urban-style housing and entertainment. More information can be found at www.pps.org/blog/innovation-districts-texas-style/.

Innovation District of Chattanooga is located at the urban core and incorporates multiple anchors. The district boasts the fastest internet speeds in the country which has attracted technology startups. A physical Innovation Center serves as a collaboration space for startups within the district. Improvements such as multimodal connectivity, public art, and free special events have been made to the District in order to further attract employers. More information can be found at www.chainnovate.com.

The University City District, originally launched in 1997 to improve the neighborhood, is focused on community revitalization that includes partnerships with anchor institutions, small businesses, and residents. The District facilitates connecting employers with area job seekers, providing resources to new businesses, maintaining clean and safe neighborhoods, and transforming public spaces. There are also several events that take place throughout the year put on by the District. More information can be found at www.universitycity.org.

the team

People who have contributed enormously to innovation
Open Imagination
Halff

Halff Associates Inc

TOD/Innovation District Planning, Redevelopment Scenarios, Public Involvement, PLACEmaking, Landscape Architecture, Walkability, and Project Management and Leadership
Lenny Hughes, PLA
Jim Carrillo, AICP, ASLA
Jonathan West, RLA
Kendall Wendling AICP
Dean Stuller, PE
Danny O'Conner
Bud Melton
Lauren Patterson
Letora Anderson
HR&A

HR&A Advisors

Architectural Design,TOD/Innovation Demographic Projections, and National Innovation District Profiles
Eric Rothman
Elissa Hoagland Izmailyan
Robert T Geolas
JHP

JHP Architecture & Urban Design

TOD/Innovation District Architecture and Planning, and Redevelopment Scenarios
Brian Keith, AICP, AIA, CNU, LEED AP.
CivicBrand

CivicBrand

Public Engagement, Social Media and Web-Based Engagement Tools, and District Branding
Ryan Short
Banner Short
Shiloe du Vall
Jeremy Monroe
Colin Coolidge
Brisa Byford
Hillwood

Hillwood Urban

Strategy Advisors
Bill Brokaw
Ken Reese
Walt Zartman
University of Texas Dallas

University of Texas - Dallas

Strategy Advisors
Joseph C. Picken, PhD

PROJECT EXPERIENCE

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The Process

The following provides a proposed timeline with corresponding meetings and major milestones.
1

phase 1Project Initiation & TOD District Status


Conduct analysis and assessment of the TOD/Innovation District area that defines the existing and potential physical, economic, and networking assets; interview stakeholders to further define district vision and goals; conduct a market analysis to determine opportunities and constraints.
2

PHASE 2TOD | Innovation Vision Plan


Develop alternative scenarios based on market analysis, charrette input, and results from Phase 1; build consensus on a preferred scenario that considers land use, transportation and infrastructure, public space, housing, and urban design.
3

PHASE 3TOD | Innovation Plan & Implementation


Prepare a final plan document that incorporates all of the elements in Phase 2 as well as detailed implementation strategies, responsible parties, timeframes, costs, and potential funding sources.

Public Engagement

Obtain local knowledge | Engage with the public | Review sessions with strategy advisors

Stakeholder Interviews

Conduct approximately 30 interviews with City Staff, Elected and Appointed Officials, Business Owners, and Developers to direct the existing conditions and goal setting process.

Planning Charrette

Implement a 2-day charrette to work with stakeholders and the public to develop scenarios to realize the TOD/Innovation District.

Public Workshops

Hold workshops to present concepts and findings throughout the planning process. Strategies such as keypad polling will be utilized.

Social Media Campaign

Share concepts, deliverables, and information on upcoming meetings via a project website and various meeting outlets.

Strategic Advisors

Hillwood Urban and the UT-Dallas Institute for Innovation and Entrepreneurship will serve as strategy advisors to review key deliverables throughout the planning process.

MEETINGS

Existing Conditions

The study area has both existing and untapped physical, economic, and networking assets that can be utilized to create an innovation district.

Physical Assets

Zoning

Over 1,200 acres of land within the study area zoned industrial.
Only 22 parcels not zoned industrial.

Land Use

1,240 acres identified as industrial in land use plan.
Land not designated as industrial located along Arapaho, Collins, and Campbell near the highway and Railroad.

Figure Ground

429 acres of large area surface parking.
4 parcels over 10 acres of surface parking.

Natural Systems

13,544 LF of creek
1,197,649 SF of floodplain
13,193 LF of trail
Under1% of land area park
28,052 LF of bike routes

Economic Assets

429 acres of large area surface parking
4 parcels over 10 acres of surface parking.

6 parcels of vacant land
2 parcels in TOD zone
Over 16 acres of vacant land total throughout study area.

109 parcels within 500 feet of creek potential
Over 425 acres of land within 500 feet of creek

Network Assets

6 schools located within a ½ mile of study area
Major University located within 1 ½ miles of study area.

8 roadways within study area average over 4,500 cars per day
16 road segments within study area average over 3,000 vehicles per day
26 road segments average over 1,500 vehicles per day
Majority of traffic is located near the highway/Train Station, Plano Road, and Collins Blvd

4 of the largest employers in Richardson located within study area
Over 7,750 employees from the 4 largest employers

Scenarios

Strategic options for development area

Circulation Anaylsis

Halff Location
HALFF CONNECTION
Bus Service
BUS SERVICE
DART Station
DART Station
DART STATION
Last Mile Connection
Last Mile Connection
Last Mile Connection
LAST MILE CONNECTION
Autonomous
Autonomous
Autonomous
AUTONOMOUS VEHICLE

Driverless Future: Pairing Private & Autonomous Transit

Driverless Future: Parking

Scenarios

Open Imagination
SCENARIO 01
T.O.D. Based Approach
Redevelopment pattern begins at T.O.D. and moves outward,
Places highest importance on proximity to DART access,
Logical beginning point
Open Imagination
SCENARIO 2
Targeted Zones
Multiple large innovators/institutions,
Dual ‘centers of gravity’,
Less reliant on proximity to T.O.D.
Open Imagination
SCENARIO 3
Central Growth/Anchor
Single anchor innovator/institution,
Attracts many supporting companies,
Large-scale redevelopment potential
Open Imagination
SCENARIO 4
Incremental Approach
Multiple smaller innovators/institutions,
Development spread out across the district,
Potential to utilize existing buildings/infrastructure
Open Imagination
WEST OF 75
Expanded Ditrict Idea
Connections over US 75 should be considered to realize additional TOD area in close proximity to the station.

Planning Principles

Last Mile Connection
ACTIVATED STREETS
Last Mile Connection
CENTRAL GREEN SPACE
Last Mile Connection
CONVENING PLACES
Last Mile Connection
CREATING NATURE
Open Imagination
CONNECTIVITY| MULTIMODAL

Implementation

Denver, CO

ARCHITECTURAL STANDARDS

Flexible guidelines that encourage innovative urban design within the Innovation District. This will be used by those who will plan and construct the architectural fabric of the corridor.

Office

OFFICE

Innovative Architecture | Harmonious Integration with Nature | Human Scale
Civic

CIVIC & INSTITUTIONAL

Unique | Healthy Lifestyles | Memorable | Durable | Multi-Generational
Hospitality

HOSPTITALITY

Locally inspired, but New & Innovative Architecture | Pedestrian Oriented
Commercial

COMMERCIAL - RETAIL/RESTAURANT

Diverse Opportunity | Locally Inspired, but New & Innovative Architecture
Single Family

SINGLE FAMILY RESIDENTIAL

Mix of Attached & Detached Residential | Character | Scale
Multifamily

MULTI-FAMILY

People Scaled | Cars Hidden From Street | Live Work Opportunity
SingleFamily

SUSTAINABLE SYSTEMS CHARACTER

Energy | Social Interaction | Waste | Education | Transportation
Materials

MATERIALS - COLORS - DETAILS

Building Materials & Color | Trim & Accent Color

LANDSCAPE STANDARDS

The standards set flexible guidelines that encourage innovative urban design within the Innovation District. This will be used by those who will plan and construct the architectural fabric of the corridor.

Civic

CIVIC & STREETSCAPE

Healthy Lifestyles | Memorable | Durable | Multi-Generational
Trails

TRAILS & BIKEWAYS

Locally inspired, but New & Innovative Paths| Pedestrian Oriented
Commercial

URBAN PLAZA

Diverse Opportunity | Locally Inspired, but New & Innovative
Lighting

LIGHTING

Mix of Character | Scale
Multifamily

SITE FURNISHINGS

People Scaled | Live Work Opportunity
Signage

SIGNAGE

Energy | Social Interaction | Transportation
Materials

PLANT MATERIALS

Texture & Accent Colors

GREEN ENGINEERING

Innovative technologies, including green infrastructure, are important tools that can generate many benefits ranging from improved air and water quality to cost savings to more community amenities.

Zoning

Zoning: changes to the permissible uses, height, bulk, and layout of buildings in a zoning district can encourage building turnover.

Overlay District

Overlay District: establishing additional standards in an established area can help achieve targeted goals of redevelopment, economic development, and preservation, among others.

Subdivision and Development Standards

Subdivision and Development Standards: changes to standards such as sidewalk width, setbacks, and parking requirements can help change the character of an area.

Form-Based Code

Form-Based Code:this strategy is more flexible than traditional zoning by regulating based on physical form to create a high-quality public realm.

Developer Incentives

Developer Incentives:strategies to entice developers and desired businesses into an area can include tax abatements and waiving certain requirements.

Tax-Increment Financing District

Tax-Increment Financing District:property tax revenue in a defined area is diverted to be used for public improvement projects in the same area.
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