HomeMy WebLinkAboutCDC-EDCpkt2021-08-05THE CITY OF
Anna
wCDC
G R O U N D B R E A K I N G
P O S S I B I L I T I E S
THE CITY OF
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EDC
G R O U N D B R E A K I N G
P O S S I B I L I T I E S
MEETING AGENDA
ANNA COMMUNITY DEVELOPMENT CORPORATION
AND
ANNA ECONOMIC DEVELOPMENT CORPORATION
Thursday, August 5, 2021 � 6:00 PM
The EDC/CDC of the City of Anna will meet at 6:00 PM, on August 5, 2021, at the Anna
City Hall, Located at 111 North Powell Parkway (Hwy 5), to consider the following items
below.
Call to Order, Roll Call and Establishment of Quorum.
2. Invocation and Pledge of Allegiance.
3, Neighbor Comments.
Persons may address the Board of Directors on items not on the agenda; please observe
the time limit of three (3) minutes. Members of the Board cannot comment on or deliberate
statements of the public except as authorized by Section 551.042 of the Texas Government
Code.
4, Consent Items.
a. Consider/Discuss/Act on approving minutes from the July 26, 2021 Joint Special
Called Community Development Corporation and Economic Development
Corporation Meeting. (CDC)
b. Consider/Discuss/Act on approving minutes from the July 26, 2021 Joint Special
Called Community Development Corporation and Economic Development
Corporation Meeting. (EDC)
5. Individual Consideration
6, Director's Report.
a. NTCAR Expo -September 2
b. July Strategic Plan Update
c. Downtown Plan and Incentives
I t<IPORTANT LEGAL NOTICE: The Corporation may vote andfor act upon each of the items listed in this agenda. The Corporation
reserves the right to retire into executive session concerning any of the items listed on this agenda, whenever it is considered
necessary and legally justified under the Open Poleetings Act Disabled persons who went to attend this meeting and who may need
assislance should contact the City Secretary at 972-924-3325 two working days prior to the meeting so that appropriate
arrangements can be made.
Economic Development Forum Recap
7. Closed Session.
a. Deliberate regarding the purchase, exchange, lease or value of real property.
(Tex. Gov't Code §551,072) possible property acquisition; possible land
sale/purchase; Anna Business Park.
b. Consult with legal counsel on matters in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct
of the State Bar of Texas clearly conflicts with Chapter 551 of the Government
Code (Tex. Gov't Code §551.071); Grant program; Lease agreement and
professional services contract.
c. Discuss or deliberate Economic Development Negotiations: (1) To discuss or
deliberate regarding commercial or financial information that the Board of
Directors has received from a business prospect that the Board of Directors
seeks to have locate, stay, or expand in or near the territory of the City of Anna
and with which the Board is conducting economic development negotiations; or,
(2) To deliberate the offer of a financial or other incentive to a business prospect
described by subdivision (1). (Tex. Gov't Code §551,087) Anna Business Park
Property; potential retail and medical projects.
8. Reconvene into open session and take any action on closed session items.
9. Receive reports from staff or Board Members about items of community interest.
10, Adjourn.
This is to certify that I, Joey Grisham, Director, posted this agenda at a place readily accessible
to the public at the Anna City Hall and on the City Hall bulletin board at or a ore 5:00 p.m. on
August 2, 2021,
J y 9 (sham, Director of Economic
Ueveropment
IMPORTANT LEGAL NOTICE: The Corporation may vote andlor act upon each of the items listed in this agenda. The Corporation
reserves the right to retire into executive session concerning any of the items listed on this agenda, whenever it is considered
necessary and legally justified under the Open Ateetings Act. Disabled persons who want to attend this meeting and who may need
assistance should contact the City Secretary at 972-924-3325 two working days prior to the meeting so that appropriate
arrangements can be made.
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EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
P 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
Consider/Discuss/Act on approving minutes from the July 26, 2021 Joint Special Called
Community Development Corporation and Economic Development Corporation
Meeting. (CDC)
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
1. DRAFT July 26 2021 CDC EDC Joint Special Called Meeting Minutes
Officers:
Anthony Richardson, President
Bruce Norwood, Vice -President
Rocio Gonzalez, Secretary
ATHE CITY OF
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wCDC
G R O U N D B R E A K I N G
P O S S I B I L I T I E S
Staff:
Joey Grisham, Economic Development Director
Taylor Lough, Economic Development Manager
Nathaniel Johnson, Economic Development Intern
THE CITY OF
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G R O U N D B R E A K I N G
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Anna Community Development Corporation and Anna Economic Development
Corporation Regular Meeting Minutes
Thursday, July 26, 2021 at 6:00 pm
Anna City Hall, Council Chambers
111 N. Powell Parkway, Anna, Texas 75409
The Anna Community Development Corporation and the Anna Economic Development Corporation
conducted a special called meeting at 6:00 p.m. on Thursday, July 26, 2021 at the Anna City Hall
Council Chambers, 111 N. Powell Pkwy. Anna, Texas 75409.
A video recording of the open session portions of the meeting may be viewed online at the City of
Anna's website: https://www.annatexas.gov/962/AgendasMinutes
CDC and EDC Board Members Present: Anthony Richardson, Rocio Gonzalez, Michelle
Hawkins, Kylee Kelley, and Shane Williams. CDC and EDC Board Members Absent: Matthew
Seago and Bruce Norwood. Others Present: Joey Grisham (Economic Development Director),
Nathaniel Johnson (Economic Development Intern), Stan Carver II (Anna City Council) and Lee
Miller (Anna City Council Mayor Pro Tem). Others Participating Remotely: Taylor Lough
(Economic Development Manager) and Clark McCoy (Attorney).
1. Call to Order. Roll Call and Establishment of Quorum.
The meeting was called to order by Anthony Richardson, Board President, at 6:02 p.m.
2. Invocation and Pledge.
Invocation and Pledge of Allegiance were led by Anthony Richardson.
3. Neighbor Comments.
Councilmember Stan Carver suggested the board increase the budget for incentives to help
local businesses.
4. Consent Agenda.
a. Consider/Discuss/Act on approving minutes from the July 1, 2021 Joint Community
Development Corporation and Economic Development Corporation Meeting.
(CDC)
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
b. Consider/Discuss/Act on approving minutes from the July 1, 2021 Joint Community
Development Corporation and Economic Development Corporation Meeting.
(EDC)
Shane Williams made a motion on behalf of the CDC and EDC to approve the consent
agenda. Rocio Gonzalez seconded the motion. All were in favor. Motion passed.
5. Individual Consideration
a. Hold a public hearing and act on a resolution approving the Fiscal Year
2021-2022 budget and authorizing publication of the adopted budget. (CDC)
Anthony Richardson opened the public hearing at 6:09 p.m.
Joey Grisham provided a presentation for the fiscal year 2021-2022 proposed
budgets at the Boards' last meeting on July 1, 2021. He explained the City has
experienced increases for the last few years. The City conservatively estimates
future revenue, and is estimating revenue will end the year with an increase of
over 18% over last year. Over the last year several new venues opened and new
neighbors moved in. Since the last meeting the Finance team increased the
budget $10,000 to $1,797,738 to account for increases in salary and benefits.
The proposed budget emphasizes implementation of the Downtown Master Plan,
marketing promotion, and debt service for the Business Park, Slayter Creek
Park, and the Chief Partners agreement. Panda Express starts Phase II of the
Chief Partners agreement. The budget includes annual payments for tools like
Placer Al, Impact DataSource, GIS Web Tech, and others. He also stated that
the CDC will end the year with about $1.6 million in fund balance and after FY22
$1.4 million. Mr. Grisham also stated that the budget includes increased funding
for downtown and other grant programs, but that number can be changed as
needed before publishing. The budget will next go to the City Council for two
readings. The Board has the option to change the budget as needed, keeping in
mind the 60-day notice period for projects.
There were no citizen comments or questions from the Board.
Anthony Richardson made a motion on behalf of the CDC to close the public
hearing at 6:16 p.m.
Anthony Richardson made a motion on behalf of the CDC to approve a resolution
approving the Fiscal Year 2021-2022 budget and authorizing publication of the
adopted budget. Kylee Kelley seconded the motion. All were in favor. Motion
passed.
b. Consider/Discuss/Act on a resolution approving the Fiscal Year 2021-2022
budget. (EDC)
Joey Grisham shared the EDC budget is largely dedicated to the Inc -Cube
maintenance and utilities. Most of the funds in this budget is due to the sale of
Inc -Cube property right of way to TxDOT. There is potential for future tenants to
occupy the Inc -Cube when City staff moves to City Hall.
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
Shane Williams made a motion on behalf of the EDC to approve a resolution
approving the Fiscal Year 2021-2022 budget. Michelle Hawkins seconded the
motion. All were in favor. Motion passed.
6. Director's Report
a. Development Forum - Thursday, July 29th
Thursday the Development Forum will begin at 8:00 a.m. with speakers starting
at 9:00 a.m. The event will be at the high school and we have 110 people signed
up to attend. Speakers will include Jon Kendall with Bohler Engineering, Planning
and Development, and Anna ISD.
b. Cancellation of August 5th CDC/EDC Joint Board Meeting
Staff shared we will need to keep this meeting as there may be activity on the
Business Park.
c. NTCAR Expo - September 2nd
The North Texas Commercial Association of Realtors (NTCAR) Expo has been
scheduled for Thursday, September 2nd from 3:00 to 7:00 p.m. at Gilley's Dallas.
Please let staff know if you plan to attend as the EDC is a sponsor. It is good to
have Board Members at the booth to chat with attendees.
d. Reschedule September Board Meeting from September 2nd to September
9th
As staff will be exhibiting at the NTCAR Expo, we would like to reschedule the
regular CDC/EDC Joint Board Meeting from September 2nd to the following week,
September 9th. Please advise if this date does not work and if another is
preferred.
e. Sales Tax Workshop - Virtual or In -Person September 17th
The Texas Economic Development Council offers a one -day workshop in
Garland on September 17th. This year TEDC is also offering a virtual option. If
you informed staff you would like to attend either workshop, you should have
received confirmation from TEDC. Please advise if you have not received such
confirmation. This is a great event to learn more about Type A and Type B sales
tax organizations.
f. Dallas Business Journal Real Estate Awards - September 23rd
The Anna EDC is sponsoring the Dallas Business Journal Real Estate Awards on
Thursday, September 23rd. Please inform staff if you would like to attend this
evening event.
g. 2021 REDnews Collin County Commercial Real Estate Summit — September
29th
On September 29th Joey Grisham will be speaking at REDnews' Collin County
Commercial Real Estate Summit at Legends at Toyota Stadium in Frisco. The
panel is titled "Economic Development & Investment Opportunities" and will
feature Mr. Grisham and speakers from Celina, Allen, and McKinney EDCs as
well as Rex Glendenning, Broker and Owner of Rex Real Estate.
h. May Financials
i. June Financials
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
May and June financial reports from the Finance Department were included in
the packet.
j. June Budget Report
The June budget report was included in the packet.
k. May Sales Tax Report
A sales tax update for both the City of Anna and CDC were included in the
packet. Overall May sales tax revenue was up 13.3%. For all months this fiscal
year we have experienced revenue increases.
7. CLOSED SESSION (exceptions):
A. Deliberate regarding the purchase, exchange, lease or value of real property. (Tex.
Gov't Code §551.072) possible property acquisition; possible land sale/purchase;
Anna Business Park.
B. Consult with legal counsel on matters in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of
the State Bar of Texas clearly conflicts with Chapter 551 of the Government Code
(Tex. Gov't Code §551.071); Grant program; Lease Agreement and promotional
contract.
C. Discuss or deliberate Economic Development Negotiations:
(1) To discuss or deliberate regarding commercial or financial information that the
Board of Directors has received from a business prospect that the Board of
Directors seeks to have locate, stay, or expand in or near the territory of the City
of Anna and with which the Board is conducting economic development
negotiations; or,
(2) To deliberate the offer of a financial or other incentive to a business prospect
described by subdivision (1). (Tex. Gov't Code §551.087) Anna Business Park
Property; potential retail and medical projects.
Anthony Richardson made a motion to enter closed session. Rocio Gonzalez seconded the
motion. All were in favor. Motion passed. CDC Board entered closed session at 6:28 p.m.
8. Reconvene into open session and take any action on closed session items.
Michelle Hawkins made a motion to reconvene into open session. Kylee Kelly seconded the
motion. All were in favor. Motion passed. The CDC reconvened into open session at 6:43
p.m.
No action was taken.
9. Receive reports from staff or Board Members about items of community interest.
Items of community interest include: expressions of thanks, congratulations, or condolence;
information regarding holiday schedules; an honorary or salutary recognition of a public
official, public employee, or other citizen (but not including a change in status of a person's
public office or public employment); a reminder about an upcoming event organized or
sponsored by the governing body, information regarding a social, ceremonial, or community
event organized or sponsored by an entity other than the governing body that was attended
or is scheduled to be attended by a member of the governing body or an official or employee
of the municipality; and announcements involving an imminent threat to the public health
and safety of people in the municipality that has arisen after the posting of the agenda.
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
Michelle Hawkins shared that on August 21 sr AISD will have "meet the Coyotes" at 7:30 p.m.
10. Adjourn.
Rocio Gonzalez made a motion to adjourn the meeting at 6:45 pm. Anthony Richardson
seconded the motion. All were in favor. Motion passed.
APPROVED:
Anthony Richardson
President of CDC/EDC
ATTESTED:
Rocio Gonzalez
Secretary of CDC/EDC
A:i
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W,'CDC
R 0 U N D B R E A K I N
PO S S I BII_ITI E S
THE CITY OF
Ana
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IIMM1 ► • "■:a
EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
P 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
Consider/Discuss/Act on approving minutes from the July 26, 2021 Joint Special Called
Community Development Corporation and Economic Development Corporation
Meeting. (EDC)
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
1. DRAFT July 26 2021 CDC EDC Joint Special Called Meeting Minutes
Officers:
Anthony Richardson, President
Bruce Norwood, Vice -President
Rocio Gonzalez, Secretary
ATHE CITY OF
nna
wCDC
G R O U N D B R E A K I N G
P O S S I B I L I T I E S
Staff:
Joey Grisham, Economic Development Director
Taylor Lough, Economic Development Manager
Nathaniel Johnson, Economic Development Intern
THE CITY OF
nna
wEDC
,i
G R O U N D B R E A K I N G
P O S S I B I L I T I E S
Anna Community Development Corporation and Anna Economic Development
Corporation Regular Meeting Minutes
Thursday, July 26, 2021 at 6:00 pm
Anna City Hall, Council Chambers
111 N. Powell Parkway, Anna, Texas 75409
The Anna Community Development Corporation and the Anna Economic Development Corporation
conducted a special called meeting at 6:00 p.m. on Thursday, July 26, 2021 at the Anna City Hall
Council Chambers, 111 N. Powell Pkwy. Anna, Texas 75409.
A video recording of the open session portions of the meeting may be viewed online at the City of
Anna's website: https://www.annatexas.gov/962/AgendasMinutes
CDC and EDC Board Members Present: Anthony Richardson, Rocio Gonzalez, Michelle
Hawkins, Kylee Kelley, and Shane Williams. CDC and EDC Board Members Absent: Matthew
Seago and Bruce Norwood. Others Present: Joey Grisham (Economic Development Director),
Nathaniel Johnson (Economic Development Intern), Stan Carver II (Anna City Council) and Lee
Miller (Anna City Council Mayor Pro Tem). Others Participating Remotely: Taylor Lough
(Economic Development Manager) and Clark McCoy (Attorney).
1. Call to Order. Roll Call and Establishment of Quorum.
The meeting was called to order by Anthony Richardson, Board President, at 6:02 p.m.
2. Invocation and Pledge.
Invocation and Pledge of Allegiance were led by Anthony Richardson.
3. Neighbor Comments.
Councilmember Stan Carver suggested the board increase the budget for incentives to help
local businesses.
4. Consent Agenda.
a. Consider/Discuss/Act on approving minutes from the July 1, 2021 Joint Community
Development Corporation and Economic Development Corporation Meeting.
(CDC)
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
b. Consider/Discuss/Act on approving minutes from the July 1, 2021 Joint Community
Development Corporation and Economic Development Corporation Meeting.
(EDC)
Shane Williams made a motion on behalf of the CDC and EDC to approve the consent
agenda. Rocio Gonzalez seconded the motion. All were in favor. Motion passed.
5. Individual Consideration
a. Hold a public hearing and act on a resolution approving the Fiscal Year
2021-2022 budget and authorizing publication of the adopted budget. (CDC)
Anthony Richardson opened the public hearing at 6:09 p.m.
Joey Grisham provided a presentation for the fiscal year 2021-2022 proposed
budgets at the Boards' last meeting on July 1, 2021. He explained the City has
experienced increases for the last few years. The City conservatively estimates
future revenue, and is estimating revenue will end the year with an increase of
over 18% over last year. Over the last year several new venues opened and new
neighbors moved in. Since the last meeting the Finance team increased the
budget $10,000 to $1,797,738 to account for increases in salary and benefits.
The proposed budget emphasizes implementation of the Downtown Master Plan,
marketing promotion, and debt service for the Business Park, Slayter Creek
Park, and the Chief Partners agreement. Panda Express starts Phase II of the
Chief Partners agreement. The budget includes annual payments for tools like
Placer Al, Impact DataSource, GIS Web Tech, and others. He also stated that
the CDC will end the year with about $1.6 million in fund balance and after FY22
$1.4 million. Mr. Grisham also stated that the budget includes increased funding
for downtown and other grant programs, but that number can be changed as
needed before publishing. The budget will next go to the City Council for two
readings. The Board has the option to change the budget as needed, keeping in
mind the 60-day notice period for projects.
There were no citizen comments or questions from the Board.
Anthony Richardson made a motion on behalf of the CDC to close the public
hearing at 6:16 p.m.
Anthony Richardson made a motion on behalf of the CDC to approve a resolution
approving the Fiscal Year 2021-2022 budget and authorizing publication of the
adopted budget. Kylee Kelley seconded the motion. All were in favor. Motion
passed.
b. Consider/Discuss/Act on a resolution approving the Fiscal Year 2021-2022
budget. (EDC)
Joey Grisham shared the EDC budget is largely dedicated to the Inc -Cube
maintenance and utilities. Most of the funds in this budget is due to the sale of
Inc -Cube property right of way to TxDOT. There is potential for future tenants to
occupy the Inc -Cube when City staff moves to City Hall.
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
Shane Williams made a motion on behalf of the EDC to approve a resolution
approving the Fiscal Year 2021-2022 budget. Michelle Hawkins seconded the
motion. All were in favor. Motion passed.
6. Director's Report
a. Development Forum - Thursday, July 29th
Thursday the Development Forum will begin at 8:00 a.m. with speakers starting
at 9:00 a.m. The event will be at the high school and we have 110 people signed
up to attend. Speakers will include Jon Kendall with Bohler Engineering, Planning
and Development, and Anna ISD.
b. Cancellation of August 5th CDC/EDC Joint Board Meeting
Staff shared we will need to keep this meeting as there may be activity on the
Business Park.
c. NTCAR Expo - September 2nd
The North Texas Commercial Association of Realtors (NTCAR) Expo has been
scheduled for Thursday, September 2nd from 3:00 to 7:00 p.m. at Gilley's Dallas.
Please let staff know if you plan to attend as the EDC is a sponsor. It is good to
have Board Members at the booth to chat with attendees.
d. Reschedule September Board Meeting from September 2nd to September
9th
As staff will be exhibiting at the NTCAR Expo, we would like to reschedule the
regular CDC/EDC Joint Board Meeting from September 2nd to the following week,
September 9th. Please advise if this date does not work and if another is
preferred.
e. Sales Tax Workshop - Virtual or In -Person September 17th
The Texas Economic Development Council offers a one -day workshop in
Garland on September 17th. This year TEDC is also offering a virtual option. If
you informed staff you would like to attend either workshop, you should have
received confirmation from TEDC. Please advise if you have not received such
confirmation. This is a great event to learn more about Type A and Type B sales
tax organizations.
f. Dallas Business Journal Real Estate Awards - September 23rd
The Anna EDC is sponsoring the Dallas Business Journal Real Estate Awards on
Thursday, September 23rd. Please inform staff if you would like to attend this
evening event.
g. 2021 REDnews Collin County Commercial Real Estate Summit — September
29th
On September 29th Joey Grisham will be speaking at REDnews' Collin County
Commercial Real Estate Summit at Legends at Toyota Stadium in Frisco. The
panel is titled "Economic Development & Investment Opportunities" and will
feature Mr. Grisham and speakers from Celina, Allen, and McKinney EDCs as
well as Rex Glendenning, Broker and Owner of Rex Real Estate.
h. May Financials
i. June Financials
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
May and June financial reports from the Finance Department were included in
the packet.
j. June Budget Report
The June budget report was included in the packet.
k. May Sales Tax Report
A sales tax update for both the City of Anna and CDC were included in the
packet. Overall May sales tax revenue was up 13.3%. For all months this fiscal
year we have experienced revenue increases.
7. CLOSED SESSION (exceptions):
A. Deliberate regarding the purchase, exchange, lease or value of real property. (Tex.
Gov't Code §551.072) possible property acquisition; possible land sale/purchase;
Anna Business Park.
B. Consult with legal counsel on matters in which the duty of the attorney to the
governmental body under the Texas Disciplinary Rules of Professional Conduct of
the State Bar of Texas clearly conflicts with Chapter 551 of the Government Code
(Tex. Gov't Code §551.071); Grant program; Lease Agreement and promotional
contract.
C. Discuss or deliberate Economic Development Negotiations:
(1) To discuss or deliberate regarding commercial or financial information that the
Board of Directors has received from a business prospect that the Board of
Directors seeks to have locate, stay, or expand in or near the territory of the City
of Anna and with which the Board is conducting economic development
negotiations; or,
(2) To deliberate the offer of a financial or other incentive to a business prospect
described by subdivision (1). (Tex. Gov't Code §551.087) Anna Business Park
Property; potential retail and medical projects.
Anthony Richardson made a motion to enter closed session. Rocio Gonzalez seconded the
motion. All were in favor. Motion passed. CDC Board entered closed session at 6:28 p.m.
8. Reconvene into open session and take any action on closed session items.
Michelle Hawkins made a motion to reconvene into open session. Kylee Kelly seconded the
motion. All were in favor. Motion passed. The CDC reconvened into open session at 6:43
p.m.
No action was taken.
9. Receive reports from staff or Board Members about items of community interest.
Items of community interest include: expressions of thanks, congratulations, or condolence;
information regarding holiday schedules; an honorary or salutary recognition of a public
official, public employee, or other citizen (but not including a change in status of a person's
public office or public employment); a reminder about an upcoming event organized or
sponsored by the governing body, information regarding a social, ceremonial, or community
event organized or sponsored by an entity other than the governing body that was attended
or is scheduled to be attended by a member of the governing body or an official or employee
of the municipality; and announcements involving an imminent threat to the public health
and safety of people in the municipality that has arisen after the posting of the agenda.
Officers: Staff:
Anthony Richardson, President Joey Grisham, Economic Development Director
Bruce Norwood, Vice -President Taylor Lough, Economic Development Manager
Rocio Gonzalez, Secretary Nathaniel Johnson, Economic Development Intern
Michelle Hawkins shared that on August 21 sr AISD will have "meet the Coyotes" at 7:30 p.m.
10. Adjourn.
Rocio Gonzalez made a motion to adjourn the meeting at 6:45 pm. Anthony Richardson
seconded the motion. All were in favor. Motion passed.
APPROVED:
Anthony Richardson
President of CDC/EDC
ATTESTED:
Rocio Gonzalez
Secretary of CDC/EDC
A:i
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P 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
Director's Report.
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
IIm"111►159WO
EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
A:i
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W,'CDC
R 0 U N D B R E A K I N
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P 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
NTCAR Expo - September 2
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
IImam 0row:l
EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
A:i
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W,'CDC
R 0 U N D B R E A K I N
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R 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
July Strategic Plan Update
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
IIm",,1►159W17
EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
1. July MONTHLY ED Strategic Plan Update (2)
Economic Development
Strategic Plan Highlights
July 2021
Held first Development Forum July 29th -over 100
attendees
Met with new Greater Anna Chamber of Commerce
Executive Director Angie Toles
Met with Baylor Scott and White McKinney
President/CEO
Held internal Downtown Master Plan implementation
meeting
Manager accepted to University of Oklahoma's
Economic Development Institute
Me s re bles
duly 2021
Real Estate Broker/
Developer Meetings: 8
Business Retention /
Expansion Visits: 1
Business Park Prospect
Meetings: 5
Construction /Architectural
Meetings: 1
New Newsletter
Subscribers: 16 (236 total)
Website Users: 1,547
(92.4% increase over June)
Website Pageviews: 2,420
(70.1% increase over June)
Google Searches: 923
(39% decrease over June)
New LinkedIn Followers:
19 (437 total)
A:i
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R 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
Downtown Plan and Incentives
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
1. Anna 2050 Downtown Master Plan
I[r4'ii1►row=
EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
manna
2050
DOWNTOWN
MASTER PLAN
Kimley>>> Horn
Expect More. Experience Better.
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®STRATEGIC
PROLOGUE catalyst. COMMUNITY
PLANNING SOLUTIONS S E R V IC
E S Id tdiid Studio` . -
oE
A SHERLEY & BRO• 'HARDVARF STD F'
LEWIS AND PA I ULINA VERLEY MOVE
TO
NORTH TEXAS FROM KIENTUCKY ABOUT 1853.
WHEN THE _TOWN 'of ANNA WAS
ESTABLISHED IN 11872, THEIR GRANDSONS,
.BROTHERS ANIDREW. AND FRED SHMEY,
-OPENED A HARDWARE STORE. IN 1894 THEY
BUILT THIS STRUCTURE TO HOUSE THE.,
BUSINESS i IT REMAINED IN THE FAMILY AFTER
THE STORE CLOSED IN 1979. OVER TIME THEY
WERE UNDERTAKERS As WELL AS PURVEYORS
OF -FURNITURE, FARMING IMPLEMENTS AND
MACHINERY WAGONS -
I WAGONS, COTTON, GRAIN AND
GROCERIES. WAGON -WEIGHING 'SCALES
IN
FRONT DF'TH'f BUILDING WERE REMOVED
WHEN THE ROAD WAS WIDENED. THE
STRUCTURE IS ,A PINE EXAMPLE OF 'AN EARLY
,TEXAS COMMERCIAL BUILDING, RETAINING
THE ORIGINAL CANOPY AND PAINTED SIGNS.
m*11MALV_IC'TORIAN-ERA DETAILING INCLUDES
,,CORBELLED BRICKWORK IN THE PARAPET AND
'PANELE15XICKPLATE
WINbo . WIS. ON STOREFRONT DISpLAy
`RECORDED' TEXAS HI STORK LANDMARK- I 99s,
Table of Contents
Chapter
01
Introduction
Chapter
2
Strategic
Direction
0
Chapter
Implementation
Strategy
Chapter
4
Appendix
Kimley>>)Horn
10
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A VIBRANT DOWNTOWN
A vibrant downtown isan important part ofathriving community. Itcontributes
to the city's image and vitality and reflects its values and quality of life.
+ Sustains high -quality + Stimulates the economy
employment + Adds jobs
+ Impacts bond rating positively + Is an economic driver
+ Can be utilized as a recruitment + Increases tourism
tool for industry + Is a good investment
STUDY AREA
The City of Anna is located in northern Collin County, along U.S. Highway 75,
approximately 10 miles north of McKinney and 45 miles northeast of Dallas.
The city limits contains approximately 15 square miles and Anna has a total
planning area of 61 square miles. The Downtown Study Area is slightly over
1.3 square miles.
As shown in the diagram below, previous plans have defined Downtown as
the irregularly -shaped area bounded by Hackberry Lane on the north, South
Easton Street on the east, FM 455/East White Street on the south and Slayter
Creek on the west. The primary arterial roadways that bisect the Downtown
area are SH 5/Powell Parkway, which runs north to south, and FM 455/White
Street, which runs east to west. The DART railroad right-of-way runs north
to south through Downtown, parallel to Powell. Most of the historic part of
what this plan refers to as the Downtown Core is located along Fourth Street
adjacent to the railroad.
Early in the study process, community feedback, comprehensive research
and detailed analysis confirmed that the boundaries of the study area for this
plan should be expanded from the limits used in the 2015 Anna Downtown
Development Plan. The new boundaries capture several tracts of land
that have the greatest potential to impact and contribute to the core, both
geographically and economically, and to improve the district's long-term
viability as an interconnected and sustainable downtown. The delineation
of this area was informed by existing features and boundaries, community
feedback on housing types and commercial activities and considerations
for future development. For this Downtown plan, the boundaries of the study
area remain irregularly shaped, but have generally been extended to Slayter
Creek on the west, Rosamond Parkway on the north, Easton Street on the
east and Cunningham Boulevard on the south.
a I
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6 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley)))Horn
BRIEF HISTORY OF DOWNTOWN
The town of Anna was originally established as a railroad stop on the Houston
& Texas Central Railroad (H&TC; later the Southern Pacific Railroad) in 1872.
There was not a community with buildings or population, however, until more
than a decade after the stop was installed. With the opening of a post office
in 1883, the arrival of about 20 residents, and the establishment of a school
that same year in the home of one of the residents, the town was born. Anna
was most likely named after the daughter of one of the H&TC railroad officials,
according to research done by resident Chester A. Howell and described in
his 1985 publication A Town Named Anna. The original buildings, all of them
wooden structures until 1904, were located on the west side of the railroad,
facing the tracks. The town was officially incorporated in 1913.
ANNA TODAY
As an early 20th Century railroad town, some of the remnants from that
era still remain. There are several old one-story brick buildings with mixed
architectural styles along Fourth Street and a few other historic structures
throughout the area. The railroad remains a focal element of Downtown. It
is surrounded by Sherley Park, the Sherley & Bros. Hardware Store, and the
Anna Train Depot. Vehicular access in the district is provided via a gridded
network of streets, but pedestrian improvements are very limited; most of
the roadways do not have sidewalks. There are several neighborhood parks
in the Downtown area, and there are opportunities to link these spaces
together as the city grows. On the northern and southern ends of the district
there is land that is undeveloped and of a different character than the more
traditional core; however, these undeveloped areas are in close proximity
to the Downtown Core and will contribute to the district by presenting the
potential for catalytic growth and investment.
PLAN FOUNDATION
The Downtown District is a valuable asset to the city, and as such, has been
part of several community plans and visioning efforts in the past. These
efforts included valuable analysis, goals and recommendations which
describe the future aspirations for Downtown. Building on these studies, the
Anna 2050 Downtown Master Plan recognizes the significant contributions
and role they play in realizing the future of the District. The following section
briefly describes some of the most important content from those plans as
they relate to the Downtown.
The Anna Downtown Development Plan was adopted by the City Council
on July 28, 2015, as an amendment to the 2010 Comprehensive Plan. It
included the following as objectives:
+ Provide a clear vision and blueprint for future growth and development
+ Establish and define downtown boundaries suitable for future growth
+ Provide a vision for the character and appearance of future buildings
+ Provide a vision and layout for future streets, rights -of -way (ROW), and
city blocks
+ Promote an increased variety of commercial uses including mixed -use
buildings
+ Design a pedestrian and bicycle friendly (park and walk) streetscape
and built environment
+ Improve the interconnectedness, accessibility, lighting, and condition
of the streetscape
+ Increase available on -street parking
+ Establish Downtown as a destination with activities suitable for
all generations
+ Designate public spaces, parks, monuments, signature elements, and
focal points
+ Commission and institutionalize public art (statues, murals, art walls, etc.)
+ Develop an integrated wayfinding marker and signage system
+ Plan to incorporate multimodal transit (train, bus) into the Downtown fabric
+ Outline required improvements to utility infrastructure — especially storm
water drainage
The City of Anna Strategic Plan - Vision 2035, was adopted in 2019. A core
principle of that plan describes Anna as having a "vibrant Downtown" in
2035 and identifies the means towards achieving it as:
1. Successful retail businesses — small niche and locally owned
2. Variety of restaurants — national and local
Kimley>))Horn
ANNA 2050 DOWNTOWN MASTER PLAN 7
3. Activities for evening, weekends, and daytime
4. Civic Center serving as a community focal point and destination
5. Music businesses and venues
6. Open community space available for community events and festivals
7. Easy access with convenient parking
8. Adult activities and opportunities - evening and weekends
9. Effective wayfinding signage system
10. Walkable and pedestrian friendly Downtown
The recently adopted 2020 Economic Development Strategic Plan describes
a series of economic development goals intended to help achieve its targeted
outcome. Goal 5, "Transform Downtown Anna into a vibrant district" is
further detailed with objectives to achieve that goal as follows:
Objective A) Work closely with the downtown Master Plan consulting
team to incorporate key ideas and components to create a
strong downtown district
Action i) Explore opportunities to improve signage, upgrade
infrastructure, expand landscaping, increase design
standards, update parking, and other infrastructure
projects (e.g. restore water tower, etc.)
Objective B) Increase the number of small businesses in Downtown Anna
Objective C) Recruit residential and commercial projects that align with
the downtown vision
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COMMUNITY ENGAGEMENT
Strategizing for the Downtown Master Plan update started early in the Anna
2050 planning process. Securing input from Anna neighbors and Downtown
stakeholders was a priority. By combining the Downtown engagement
process with the overall Anna 2050 Comprehensive Plan process, the
planning team was able to provide a wide range of interactive opportunities
to the community, including the key Downtown stakeholders (property and
business owners, developers and community leaders) who will play an
important part in any revitalization effort.
Throughout the development of the both the Anna 2050 Plan and the
Downtown Master Plan, the planning team employed an ongoing engagement
process that allowed the community to define problems, brainstorm ideas,
respond to design concepts and create solutions and strategies to fashion a
vision that is unique to Downtown Anna. Stakeholder interviews, workshops
and an online survey all informed this final plan.
CITY STAFF WORKSHOP
On November 16, 2020, the consultant team met with City Staff to discuss
key issues and obtain input on mapping intended to memorialize existing
conditions and features of the Downtown and provide a framework for future
discussions. In addition to providing feedback on Downtown boundaries,
City Staff weighed in on several maps as they analyzed the following:
+ Existing land uses + Ratio of improvements by parcel
+ Thoroughfare Plan + Parcel ownership
+ Catalyst sites + Historical assets
+ Public facilities + Parks, trails, and open space
This data formed the basis for discussions throughout the public
engagement process.
8 _J ANNA 2050 DOWNTOWN MASTER PLAN
Kimley>>> Horn
STAKEHOLDER SURVEY
As part of the public engagement process, an online survey was conducted
from November 20, 2020, through December 13, 2020. This survey was based
on preliminary stakeholder ideas and the analysis of existing conditions done
for the overall Anna 2050 project. The specific questions were designed to
elicit input about particular aspects of Downtown's development, programming
and character. The results of the survey were used to structure a workshop
session for Downtown stakeholders in January 2021. Together, the survey and
the stakeholder workshop shaped this detailed Downtown Master Plan.
The Downtown survey was designed by Strategic Community Solutions,
reviewed by the other members of the Kimley-Horn consultant team, and
reviewed and approved by City of Anna Staff. It was distributed to several
groups of individuals using a variety of means:
+ Emails were sent to Downtown property owners and stakeholders
identified by the Economic Development Department
+ Emails were sent to individuals who had provided a contact email address
as part of their involvement in earlier Anna 2050 online engagement
+ Emails were sent to all participants in the Anna 2050 Joint Workshops
(City Council, Planning and Zoning Commission, Parks Board, EDC/
CDC Board and Comprehensive Plan Advisory Task Force)
+ Announcements about the survey were distributed through
e-newsletters sent by the City and the Anna Chamber of Commerce
+ Announcements were posted on the City's website and distributed
through its social media channels
A total of 130 participants responded to the survey, commenting on a
wide array of topics and issues related to Downtown. Through this effort,
major themes and conclusions emerged that helped frame the Downtown
Master Plan, its Priorities and Action Items. The full survey with participants'
responses is found in Appendix 1 of this report.
Draft Survey Maps
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Kimley>>> Horn
ANNA 2050 DOWNTOWN MASTER PLAN 9
Major themes and conclusions derived from the survey include:
+ Downtown as a unique, local gathering place is supported
+ General agreement was expressed on the Downtown Core and
Downtown Neighborhood boundaries
+ People want more places to eat and drink
+ Events and festivals are desired
+ The most comparable nearby downtown is in McKinney
+ Four locations are recognized as very important historical sites —the
Anna Train Depot, Spurlock's Malt Shop, the First Christian Church of
Anna and the Sherley & Brothers Hardware Store
+ Biking and walking trails are a high priority
+ Mobility responses support improvement to identified intersections as
well as pedestrian and biking trails
+ The neighborhood around Downtown is seen as a place for varied
residential choices and for mixed -use development
STAKEHOLDER WORKSHOP
On January 7, 2021, following the online engagement effort, a virtual
Stakeholder Workshop was held via Zoom. This session provided an
opportunity for stakeholders to actively engage with the consultant team,
weigh in on critical Downtown issues and build consensus on key topics
in a collaborative, virtual environment. In total, in addition to the consultant
team and City Staff, 23 community leaders, developers and business and
property owners attended the session.
During the Stakeholder Workshop, participants were first given the task of
evaluating the Downtown Core boundaries and identifying what key attributes
contribute to the Core. They were then asked to evaluate the neighborhood
that surrounds the Core, which adds to and feeds into it. The group was
in general agreement with the proposed boundaries, and consensus was
formed around the approach and understanding of what makes those areas
unique and defines them as a place. Both focus areas —the Downtown Core
and the surrounding Downtown Neighborhood —and their key attributes are
described in further detail in the Character Framework section of this report.
Following the first segment of the workshop, breakout sessions were held
in which stakeholders worked in smaller groups to discuss and tackle 10
key issues that relate to Downtown. Participants discussed an overarching
question pertaining to their topic, agreed on a summary statement or key
concept, determined what locations are the most critical to the issue and
discussed what investments or actions would need to be made in order to
realize the vision. The topic areas, overarching questions, and a summary
of themes of each group's discussions are described below and can be
reviewed in more detail in the Appendix:
1. Downtown Outside: How should parks, trails, plazas, public art,
natural areas, and open spaces contribute to Downtown Anna's
character?
"Create a pedestrian friendly downtown supported by activated
spaces."
2. Food: How should food (production, purchase, cooking, dining, etc.)
fit in Downtown Anna?
"We all need to eat - Downtown Anna should have something
local for everybody's taste and budget."
3. Spending Money and Time: What shops, events and activities
should people find in Downtown Anna?
"Anna is a place that accommodates small, medium and larger
business. Small businesses that can thrive and cater to weekday,
weekend and weeknight crowds including retail/commercial,
offices, residential. That supports creation of a hub or destination,
leading to long-term sustainability."
4. Getting to and From: Where and how do people and vehicles arrive in
Downtown, travel inside the area, and park vehicles when necessary?
"Parking lots should be on the outside of downtown. Showcase
your businesses, hide your parking"
5. Municipal Complex Campus: What investments and developments
should this project catalyze?
"Investments in the municipal complex should catalyze the
creation of destination restaurants, retail and entertainment
establishments that reflect the unique character of Anna"
6. Downtown Living: What residential options should be available in
the Core and the Neighborhood and who are the target markets?
"Living options should be provided in the Downtown Anna Core
and Neighborhood that support a spectrum of future residents
including single professionals, young families and empty nesters
that desire the lifestyle offered in a vibrant neighborhood with a
denser range of mixed housing types"
7. Downtown Work: What non-retail/restaurant businesses and
business support services should be encouraged and attracted to
the Core and the Neighborhood?
"Downtown should have spaces & services so people working
from their homes in Anna can find everything here they need to
be successful."
10 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
8. Catalyst Concept: What Place Types and Development Concepts
Make sense on the Catalyst Sites?
"We need Catalyst projects that create a sense of destination for
people one hour or more away."
9. Finding Your Way: What wayfinding signage is needed to help
people reach Downtown destinations and what Gateways or similar
features will let them know they've arrived?
"Signage around town that directs people to downtown -
Welcome signs at the major gateways so that it is clearer where
the boundaries are - Within downtown, streetscaping elements
should be implemented to help establish a unique character to
the area"
10. Enticing Visitors: What events, experiences and places will put
Downtown Anna on the map for visitors from TX and the US?
"Create scalable, multi -functional programmable pedestrian
spaces that are enticing to visitors and Anna neighbors."
Downtown Core District
Legend
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COMMUNITY CONTEXT/EXISTING CONDITIONS
ANALYSIS
Early in the process, a thorough analysis of the existing Downtown conditions
was conducted. The planning team collected and analyzed a large set of
data and facts about Downtown to better understand the starting point for
Anna's future and where the area was headed. This information included
a review of existing land uses, parks, trails and open spaces, mobility,
historic resources, improvement data, vacant parcels, property ownership
and public facilities. All information on existing conditions, with revisions
identified during the process, is found in Appendix II of this document. It
represents a snapshot of the existing conditions in Downtown.
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ANNA 2050 DOWNTOWN MASTER PLAN 11
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ON THE OTHER SIDE OF THE RAILROAD TRACKS ORIGINALAINED IN ITS 00 FEET
WEST OF THIS SITE.
IN THE EARLY 1960'5, THE RAILROAD PLANNED TO TEAR THE
DEPOT DOWN SO A LOCAL BUSINESSMAN ACQUIRED IT, HE
MOVED IT TO HIS FARM 2 MILES WEST Of TOWN AND USED IT
TO STORE HAY.
THE FARM WAS PURCHASED BYA DEVELOPER IN THE LATE 1990's
AND THE DEPOT WAS IN JEOPARDY OF BEING DESTROYED. THE
ANNA AREA HISTORICAL PRESERVATION SOCIETY WAS
FOUNDED ON FEBRUARY 12, 2004 WITH A GOAL TO RESCUE,
RELOCATE AND RESTORE THE DEPOT. THE HPS IN 2007 AND MOVED TO A DTEMPT WAS
ORARY
LOCATION WEST OF DOWNTOWN NEAR THE POWELL
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IN NOVEMBER 201DESIGNATED
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HERITAGE PARK TO BE THE PERMANENT HOME FOR
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STRATEGIC
DIRECTION
FA-
In the early days of settlement, the Anna Train Station was the central
place for trading goods, hearing the latest news, celebrating events, and
connecting with friends and family. During the late 20th Century, much of
Anna's attention shifted to new neighborhoods and shopping centers, but
Downtown places like Spurlock's Malt Shop carried on the tradition of unique
local gathering places. As Anna looks to the future, it is focusing once again
on the original Downtown area.
Downtown Anna's future expands the traditional role of the Anna
Train Station, creating a larger area where Anna neighbors find local
goods and services, enjoy gathering in diverse indoor and outdoor
spaces, and come together to celebrate and strengthen the unique
character of the Anna community.
CHARACTER FRAMEWORK
During the planning process, two distinct character areas were identified
within the overall Downtown —the Downtown Core and the Downtown
Neighborhood. These two sub -areas are reflected in the Downtown Map on
the next page. The boundaries of these areas reflect differences in the key
attributes in each one and the feedback from the community as to potential
housing types and commercial uses. Stakeholders recognized that the
Downtown Core is distinctive from the remainder of the study area, but that
the Downtown Neighborhood also contributes to a better overall district.
Downtown Core
The Downtown Core is envisioned as the heart of the community. There are
possibilities for outdoor recreation and entertainment, local boutiques and
shops and restaurants that spill out onto the sidewalk. This portion of the
district is bounded by FM 455/White Street on the south, Slayter Creek on
the west, Hackberry Lane on the north and Easton Street and East Hackberry
Lane generally on the east.
At the center of Downtown lies a historic gridded street network with a
collection of modest buildings and structures that speak to Anna's heritage
as an early 20th Century railroad town. Included in its collection of important
structures and places, both old and new, are the Municipal Complex, the
Train Depot building, Sherley Heritage Park, the Hardware Store, the water
tower, and the First Christian Church of Anna.
The Downtown Core is intended to become the community's major
gathering space and a place where special events and activities are held.
As an example, the new Municipal Complex, adjacent to Fifth Street and
Powell Parkway, has been designed with a public open space and provides
an opportunity to connect to other parts of the district to help make it the
center of civic life. As this area becomes more active, it will be essential to
plan for event management for the programming and maintenance of the
space to make it a successful location.
14 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
Downtown Neighborhood Area
The area that surrounds the Downtown Core —the Downtown Neighborhood —
is characterized by a different development pattern, with larger block sizes
containing single-family residences and undeveloped land.
Downtown Core District
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■ Civic/ Institutional
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Kimley>>Morn
ELM GROVE Downtown Street Types
- �� 1'W � It - —
t� Downtown Arterial
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This area is critical since it surrounds and feeds into the Core and provides j
the largest catalytic sites for Downtown development. The Downtown
Neighborhood, with its Mixed Use and Urban Living Place Types, is intended
to provide a transition from the Downtown Core to the rest of the community.
Downtown Neighborhood District
V///
ANNA 2050 DOWNTOWN MASTER PLAN 15
\\ The Downtown Neighborhood includes several key elements that are
\important to the district. On the north, Anna Elementary School and Slayter
\\Creek Park are well -used public facilities that draw people to Downtown
\and provide linkages to the community through the Slayter Creek pedestrian
trails. The open space along the creek also provides an opportunity to
p p g p pp Y
\ create linkages along the western boundary and throughout the Downtown
\ \ \ Core. Geer Park and Johnson Park on the east are current) undeveloped
ed
p but are planned as neighborhood -serving parks. It will be important to
\\ ment so that the \ create linkages between these facilities and new development p
\parks function as an enhanced amenity for the area. There are also key
\
\\gateway areas along SH 5/Powell Parkway in the Downtown Neighborhood
at the northern and southern entrances to the district. Once developed,
\the Downtown Neighborhood district will provide a link to the surrounding
\ g p g
\community and support a healthy multimodal network, open space and
\
trail connectivity, improved walkability, and enhanced connections to the
Downtown Core.
STRATEGIC POLICIES
This Downtown Master Plan identifies specific policies crafted to make
Downtown a better place to live, do business, visit, and enjoy. Based on a
study of physical and market conditions and a robust community engagement
process, the plan is intended to be responsive to the community's needs.
It is a policy document designed to target public investment and leverage
public sector initiatives. Strategic Policies of the plan include:
Policy 1. The City of Anna and the CDC/EDC should make the identified
Catalyst Areas the highest priority for public focus and investment
for landowner/private developer partnerships to spur development,
economic growth, and reinvestment in Downtown.
Policy 2. The CDC/EDC should continue to market, promote and incentivize
Downtown as a top -priority location for locally -owned small
businesses and restaurants, as well as for the services that support
entrepreneurial businesses and nearby residents.
Policy 3. The City of Anna, in partnership with other Downtown stakeholders,
should establish a Downtown entity to ensure the continued
success of programming efforts and to market and promote it as a
center for locally -owned businesses.
Policy 4. The City of Anna should encourage development of and prioritize
community gathering spaces, with major public spaces located in
the Identity Points identified in this plan.
Policy 5. The City of Anna should secure funding and prioritize the design
and construction of multimodal facilities in the public realm
according to the street types established in this plan, including
streets with sidewalks and trails, to encourage walkability and
connectivity throughout the district and to nearby neighborhoods
and destinations.
Policy 6. The City of Anna should use its regulatory powers, guidelines
and incentives to remove regulatory barriers to provide for a more
diverse range of uses and housing choices for the community,
achieve the desired character of the area, create housing that
allows residents to age in place and improve market adaptability.
Policy 7. The City of Anna should continue to invest in Downtown through
the construction and maintenance of parks, trails and paths to
ensure outdoor activities and natural areas are targeted as assets
for the community, and should use parkland dedication or fees
to ensure that parks, trails and paths are provided as part of new
development, redevelopment and adaptive reuse projects.
Policy 8. The Anna Historical Society should continue to work closely
with the City to ensure that historical assets and the character of
Downtown is preserved and celebrated.
Policy 9. The City of Anna should utilize the Municipal Complex site to
develop an outdoor public plaza and gathering space that knits
together the pedestrian infrastructure along its perimeter and
throughout Downtown, creating an attractive and active pedestrian
environment for daily activities, community events and festivals.
Policy 10. The City ofAnnashoulduse branding and high -quality improvements
in the public realm to transform Downtown into a unique and
identifiable place in Anna and develop wayfinding signage.
Policy 11. The City of Anna, CDC and EDC should reinforce the Downtown
as a mixed -use environment, with the character and development
intensity described in this plan, to accommodate a diversity of
uses and building types and provide economic stability and a
diverse tax base.
DOWNTOWN FRAMEWORK
Throughout the formulation of the Downtown effort, research and analysis was
conducted that informed the Strategic Direction of the plan. The Downtown
Framework and Illustrative Plan below compile that information into a single
map. Detailed analysis and recommendations of the overarching data is
broken into key segments in the Strategic Direction section that follows.
Kimley>>> Horn
16 ANNA 2050 DOWNTOWN MASTER PLAN
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CHARACTER AREAS
Within the Downtown Core and Downtown Neighborhood, five distinctive
Character Area classifications have been developed to distinguish and
define the diverse development pattern that exists in varied locations and to
understand the opportunities that they provide. These areas are designated
as Retail Center, Catalyst Areas, Adaptive Reuse/Infill, Intown Residential,
and Transitional Development. Because each area is unique and contributes
to the makeup of Downtown in different ways, a wide range of development,
housing, office, retail, and recreational amenities can be combined to
achieve the vision of a diverse and vibrant Downtown.
The Character Area classifications are intended to reflect the general
character of the place and do not represent zoning recommendations.
Because a mix of uses is needed to provide for the compact Downtown
district that is desired, zoning will need to align with the prescribed building
types and land uses that help create the urban fabric.
Building types should complement each other while providing the richness
and diversity that is needed for a vibrant Downtown. Primary building
types represent the types of buildings that are envisioned to be the most
prevalent in each character area, with the secondary building types being
envisioned to support the primary character, or in some cases to be utilized
to provide transitions to existing developments at the edges of the character
areas. Also, as development gets closer to the primary core, density should
increase appropriately to accommodate that urban fabric.
While the building types may vary, the standard of quality should be set
and maintained as consistently high by establishing certain parameters
and following through as the district grows. To realize the ultimate vision for
Downtown, future zoning decisions should be consistent with the Anna 2050
and Downtown plans, and development decisions and public infrastructure
projects should be based on the Future Land Use Plan. In particular, the
City should consider incorporating a specific set of zoning standards —
Form -Based Code, Planned Development, Overlay District or other set of
regulations —to establish detailed design guidelines and ensure high -quality
development in harmony with the community's vision and the Future Land
Use Plan. These types of regulations have been found to reinforce the public
realm, elevate the walkability, consistency, compatibility, and quality of
the neighborhood environment and to provide adjacency predictability to
support economic investment. ,
ANNA 2050 DOWNTOWN MASTER PLAN 17
Retail Center
In the heart of the Downtown Core, the Retail Center is located along both
sides of Fourth Street and on the blocks between Fourth and Fifth Streets.
It extends from just east of Powell Parkway to west of Sherley Street. This
area is comprised of old storefront buildings that provide a walkable urban
environment. Future land use decisions should complement the Retail
Center and reinforce the multimodal atmosphere that accommodates a wide
array of Downtown activity.
The following primary building types are appropriate in the Downtown Core:
(Mixed -use, storefront retail and restaurants, urban residential)
The following secondary building types are appropriate in the Downtown Core
(Churches, Civic Structures):
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18J ANNA 2050 DOWNTOWN MASTER PLAN Kimley>>>Horn
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Catalyst Areas
Dispersed throughout the southern and central areas of Downtown, several
locations adjacent to major intersections (FM 455 and SH 5) or places of
activity (Municipal Complex) provide sufficient land size for Catalyst Areas
to emerge. These four areas have been identified for redevelopment or new
development based on several factors, including the size of each area, and its
potential to spur activity, contribute to the urban fabric and to serve as a unique
Downtown anchor or signature neighborhood. Investment in these areas will
show confidence and commitment to Downtown and could help catalyze
further economic growth in the district. Partnerships and financial incentives
may be required to attract investment to these sites.
The following primary building types are appropriate in the Catalyst Areas
(Mixed -use, office, storefront retail, restaurants, urban attached residential)
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The following secondary building types are appropriate in the Catalyst Areas
(Churches, Civic Structures, Accessory Structures, Open Spaces, Parking
Garages, detached residential, cottage residential):
Kimley>))Horn
ANNA 2050 DOWNTOWN MASTER PLAN 19
ANNA 2050 DOWNTOWN MASTER PLAN
Adaptive Reuse/Infill
The Adaptive Reuse/Infill areas are generally centered along Fourth Street (east
and west of the Retail Center area), Powell Parkway and White Street. While
the Catalyst Areas are generally larger sites that, alone or in combination with
adjacent sites, have the ability to accommodate large scale developments, the
Adaptive Reuse/Infill areas are made up of smaller lots situated along corridors
or in districts that are expected to increase in activity over time. As these areas
become more attractive for new investment, they can be adapted to establish
new uses (i.e. home conversion to a small business) or be redeveloped with
new building types altogether. While there may be some new development
on these sites, they are not expected to be aggregated with other sites for
redevelopment purposes. Future Land Use decisions should accommodate
the existing neighborhood fabric, while encouraging a transition to a more
active environment and a more diverse building stock.
The following primary building types are appropriate in the Adaptive Reuse/
Infill areas (Mixed -use, office, storefront retail, restaurants, urban attached
residential, detached residential):
The following secondary building types are appropriate in the Adaptive Reuse/
Infill areas (Churches, Civic Structures, Accessory Structures):
Kimley>>> Horn
Intown Residential
Downtown Anna contains several pockets of historic residential fabric
that surround the Downtown Core, defining the character of this area and
supporting it as a unique and diverse district. As the community grows over
time, reinvestment in the Intown Residential areas will remain essential in
maintaining and elevating the quality of each neighborhood. These areas, along
with surrounding undeveloped parcels, can provide the critical residential base
necessary to support the businesses envisioned for Downtown. Additionally,
there is an opportunity to provide a wide range of more urban housing products
that could accommodate people at all stages of their lives. Future land use
decisions in this area should emphasize sound neighborhood placemaking
principles, such as walkable streets and amenitized open spaces, to reinforce
civic life and allow neighbors to maintain connections throughout their
community.
The following primary building types are appropriate in Intown Residential
(Detached residential):
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The following secondary building types are appropriate in Intown Residential
(Churches, Civic Structures, Accessory Structures, Open Spaces):
Kimley>>)Horn ANNA 2050 DOWNTOWN MASTER PLAN 21
Transitional Development
In the far northeast and southwest portions of the Downtown Neighborhood,
there are large undeveloped parcels of land identified as Transitional
Development areas. The term "transitional" refers to the vision that these
areas may change over time from higher density residential products toward
the Downtown Core, to lower density, detached residential products on the
district's edges that blend better with the developments in the surrounding
community. As with the Intown Residential areas, these Transitional areas are
envisioned to support a range of housing types for people at all stages of
their lives. These lots have the unique potential to provide additional linkages
to the Downtown Core, and once developed, may provide a wide array of
building types to support the district. Though not classified as Catalyst Areas
as described above, these areas may very well become catalytic in nature and
help spur economic growth within the area. Because of the desire for flexibility
to maximize the development potential in each of these areas, future land use
decisions should emphasize the placemaking elements that define the public
realm and reinforce the natural and cultural amenities in the area.
The following primary building types are appropriate in the Transitional
Development areas (Mixed -use, office, storefront retail, restaurants, urban
attached residential, detached residential, cottage residential):
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The following secondary building types are appropriate in the Transitional
Development areas (Churches, Civic Structures, Accessory Structures, Open
Spaces, Parking Garages, detached residential, cottage residential):
Kimley>>> Horn
22 ANNA 2050 DOWNTOWN MASTER PLAN
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MOBILITY
A key contributor to a vibrant and healthy downtown is the transportation
network that provides access to and from the district. The mobility network
should accommodate and prioritize sufficient multimodal infrastructure so
that the streets are safe for all who walk, ride, or drive in Downtown Anna.
As the City seeks to create a district that provides diverse opportunities for
living, working and entertainment, streets should be designed to reinforce
those goals.
Downtown Street Types
Downtown Street Network
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The Master Thoroughfare Plan completed as part of the Anna 2050 j
Comprehensive Plan highlights Downtown Anna as a special district and
adds several new street types unique to this area. These streets require
right-of-way to accommodate large pedestrian walkways on each side of the
road for access to Downtown businesses, as well as on -street parking to
serve those businesses and narrow vehicle travel lanes for increased safety.
The first type is the Downtown Arterial street, which is designed specifically
for the sections of SH 5/Powell Parkway and FM 455/East White Street that
run through the Downtown. The cross section is designed with a divided
four -lane layout for mobility but emphasizes an urban core context and
focuses on speed management and pedestrian accommodations. Since this
road is owned by the Texas Department of Transportation (TxDOT),
coordination will be required to ensure that the roadway functions meet the
needs of both the State and the City.
■■
■■
DOWNTOWN ARTERIAL
Fourth Street is envisioned as a signature street in Downtown Anna and a
primary location for community wide activities and events. While its primary
function is as a Type A Street, because of the critical connection it provides
to Sherley Park and Geer Park, it should be designed as a festival street east
of Powell Parkway. A festival street is designed to act as a typical downtown
street on most days but has the flexibility to be closed to vehicular traffic and
transformed into a major outdoor venue during festivals or civic events. The
design of this street is intended to accommodate vehicular traffic while also
encouraging pedestrian activity by slowing traffic speeds using pedestrian
volume, street design, landscaping, lighting and special material selections
to help influence driver behavior and contribute to the quality of place. Street
design should also focus on the flexible use of right-of-way to allow vehicles,
pedestrians, and bicycles to utilize the street equally. For ease of transition
into a festival street during events, the design should also incorporate
removable bollards, electrical connections and tie downs for tents and rolled
curbs to accommodate unobstructed pedestrian movements between the
sidewalk and the street.
ANNA 2050 DOWNTOWN MASTER PLAN 23
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DOWNTOWN TYPE A
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A third street type, Downtown Type B, is laid out for streets that are adjacent
to an open space, civic space with large building setbacks or a railroad on
one side. This street type takes advantage of wide right-of-way sections
that have larger sidewalks and tree -lined streets that maintain a pedestrian-
� friendly environment, while also giving drivers a pavement section that is
\\wide enough in each direction to allow for passing and accommodates
angled on -street parking.
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24 ANNA 2050 DOWNTOWN MASTER PLAN
Downtown Type C is envisioned to be the most prevalent type in Downtown
Anna and is laid out for narrower streets that provide cross access between
developments. This street type has buffered sidewalks that maintain a
pedestrian -friendly environment while giving drivers adequate pavement in
each direction to allow for passing and on -street parking.
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DOWNTOWN TYPE C
As a result of discussions and workshops with Downtown stakeholders, a new
vision for Interurban Street was created. It is recommended that Interurban
between Fourth Street and Fifth Street become a pedestrian -only street.
This segment of roadway has the same right-of-way width as a Downtown
Type D street, but because of its adjacency to the Municipal Complex
and Fourth Street and its current role as a secondary roadway, it should
be redesigned to reinforce the creation of a pedestrian -friendly, walkable
Downtown. This fifth street type is intended to catalyze the development of
a unique outdoor atmosphere, to drive economic activity and to establish
a Downtown center for pedestrians that otherwise would not exist. It also
provides an intimate, pedestrian -only venue for small events, festivals, or
musical performances, or that can be utilized in conjunction with the festival
street during major Downtown activities. The design for a street of this type
will require specific attention to the aesthetics of the right-of-way, often
using pavers, landscaping, outdoor lighting, seating and public art.
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DOWNTOWN TYPE D
Kimley>>> Horn
Traffic Calming
Traffic calming is a method of promoting responsible driving behavior through
street design without relying on traffic control devices such as signals and
signs oron police enforcement. Traffic calming programs specific to Downtown
Anna should be identified as a part of the citywide study recommended in the
Anna 2050 Comprehensive Plan. Downtown stakeholders should be involved
in developing the citywide program to ensure that the measures included are
appropriate to the needs of the Downtown area.
Powell Parkway & White Street Roundabout
Both SH 5/Powell Parkway and FM 455/White Street are currently built
as two-lane arterial roads but are slated for a redesign in the future. The
intersection of these two major roads has one of the highest crash rates
in the city. To help mitigate safety concerns, a roundabout is proposed at
this intersection. Roundabouts provide many benefits to traffic circulation
and safety. This proposed traffic circle could also present an opportunity
to create a gateway at the southern entrance to Downtown using enhanced
streetscaping and signage improvements.
Kimley>))Horn
/
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MULTIMODAL ELEMENTS
Pedestrian and Cyclist j
Having a pedestrian -friendly environment in Downtown will be essential
to its economic success. Local roads throughout Downtown are currently
constructed as two lanes of asphalt with bar ditches along the edges.
Sidewalks are minimal and located primarily along Fourth Street, where they
serve the old buildings in the Downtown Core. With the new Downtown street
types in place, the goal is for every street to have sidewalks on both sides.
Additionally, an extension of the existing Slayter Creek Park trails network
into Downtown is planned, providing nearby residents with access to the
area without requiring them to use a car to get there. These trails also have
the potential to connect to the overall park system, creating a greenbelt with
Downtown at its core. Additional information about the future trails network
in the City of Anna is contained in the Parks and Recreation Master Plan.
Transit
Public input indicated that interest is mixed among Anna residents on the
possibility of transit in their city. Dallas Area Rapid Transit (DART) owns the
rail line that runs north to south in the eastern part of the Downtown district,
along with an undeveloped parcel adjacent to it. Currently, DART's light rail
service terminates at the Parker Road Station in Plano, and the Mobility
2035 Plan prepared by the North Central Texas Council of Governments
does not include service to Anna within that time horizon. Additionally,
any future transit service beyond Plano would likely need to be provided
by an entity other than DART due to implications related to DART's current
member cities. While these challenges must be overcome in order for transit
to Downtown Anna to become a reality, in the long term, it would be very
beneficial for a station to be built in Downtown, where it could increase
access for people from elsewhere who are interested in visiting the district
and for Anna neighbors who could use Downtown as a starting point for trips
to other destinations.
ANNA 2050 DOWNTOWN MASTER PLAN 25
Parking Strategy
While parking availability is not currently an issue for Downtown Anna, a
problem could arise as more commercial development begins to occur.
Street Types A, B and C allow for on -street parking, which is advantageous
for high -turnover businesses. Developments like City Hall at the Municipal
Complex, which are centers of employment during normal business hours,
will provide parking on -site to satisfy the needs of their employees and
customers. These parking areas could be used for visitors on the weekend
while the offices are closed. For commercial developments that have few
employees or peak hours that differ from their neighbors', smaller shared
parking lots could be utilized.
Land in Downtown is in limited supply, so parking inventory should be
maximized in other areas first before considering the development of a
surface parking lot. Right-of-way can be repurposed along the DART rail line
to provide angled or parallel on -street parking in certain places rather than
using valuable Downtown real estate for this purpose. Excessive parking lots
located within downtown areas have been shown to diminish the quality of
the urban fabric and should be utilized with caution.
If it is determined that parking is needed to supplement the existing inventory,
any surface lots or facilities should be located behind businesses and/or
designed with appropriate architecture and landscaping so as not to disturb
the character of the district. Additionally, these facilities should be designed/
located so that garages could be built on them later if demand warrants.
Adequate signage should be used to direct drivers to public parking lots so
that they are not circulating unnecessarily around Downtown in search of a
parking space. Until the plan fully develops and further parking studies are
conducted, temporary parking locations can be utilized.
HISTORIC RESOURCES
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ANNA 2050 DOWNTOWN MASTER PLAN
The City of Anna has a limited collection of older buildings and sites that
are important to the community and serve as a reminder of its heritage as
an early 1900's railroad town. While these sites and structures can be found
throughout the city, many of them are located within the Downtown Area.
As shown on the Historical Assets map (located in the Appendix), there is
a diversity of building types, including residences, churches, a museum,
and retail buildings. This map was prepared by local volunteers familiar
with Anna, and the inventory is maintained by the Collin County Historical
Commission. While this inventory does not specifically designate a site or
building as being historic, it is a valuable resource on which the community
can build to determine whether specific sites or buildings qualify for State or
National historic designation.
During the public engagement process, participants identified four sites
as their most valued historical locations —the Anna Train Depot, Spurlock's
Malt Shop, the First Christian Church of Anna and the Sherley & Brothers
Hardware Store. As part of the public input process, older structures were
ranked in terms of their level of importance and were highlighted as to
their significance, as shown in the table below. Some participants strongly
favored the idea of exploring the feasibility of establishing a historic district in
Downtown Anna to allow for further preservation, restoration, and enhanced
funding potential for properties within this area.
Kimley>>> Horn
PARKS, TRAILS, AND OPEN SPACE
Park and Trails Network
ELM GROVE Downtown Street Types
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Parks, trails and open space will be critical elements for the success of
Downtown and the creation of community spaces that will complement
new or revitalized development in the Core and Neighborhood areas. Parks
play a large role in improving the quality of the Downtown experience
in Anna. Johnson Park (improved), Geer Park (unimproved) and Sherley
Heritage Park (improved) include existing or planned amenities that will
support Downtown with recreation opportunities, both today and in the
future. Additional outdoor amenities will be required Downtown to achieve
the desired vision for the area, including:
Plazas and Gathering Spaces. These are envisioned to include an easily
accessible space or series of spaces that would serve as a community
hub for special events or a meeting spot for Anna neighbors. These
spaces should have strong connections to the new Municipal Complex.
The Fourth Street festival street and Interurban Street pedestrian -only
street should play a key role in providing for these types of spaces.
Trails. Downtown Anna contains several neighborhood and community -
sized parks and open spaces that could be expanded to connect
them and make the area more accessible to and from key Downtown
destinations and to the surrounding community. These recreational
assets could help distinguish the district, enhance property values
and link assets together in a cohesive manner. From a placemaking
perspective, the trail network should reinforce the environment that it is
in and take advantage of topographical and geographic amenities.
The Anna Parks and Recreation Master Plan has recommendations for
numerous future trails citywide that will connect the surrounding Anna
community to Downtown. Within Downtown, the only existing trail is
along Slayter Creek. It extends from the north end of Slayter Creek Park
at Rosamond Parkway to Hackberry Drive at the northern edge of the
Downtown Core. Additional future trails are recommended to connect
key Downtown assets from the existing trailhead along Slayter Creek at
Hackberry to the east along Hackberry to Johnson Park, and from the
trailhead to the south along Hackberry Creek to White Street. Additional
trail connections to the east from the future Slayter Creek Trail extension
are recommended, generally along Fourth Street and along White Street to
Smith Street. The Downtown loop would then be completed with a future
trail connection along Smith Street from White Street to Fourth Street.
Sidewalks and streetscapes within the area will also act as pedestrian
circulation corridors and should be improved based on the
recommendations of the Downtown Street Types. A direct connection
from the Municipal Complex to Fourth Street is also recommended with
the redevelopment of Interurban in a pedestrian -only configuration. As
the overall pedestrian network is further developed Downtown, special
ANNA 2050 DOWNTOWN MASTER PLAN 27
design consideration will need to be given to providing safe pedestrian
access across White Street and Powell Parkway.
Facilities. Downtown and the area surrounding it could be an attractive
location for centralized recreation opportunities. A community recreation
center offering a wide variety of activities or one or more outdoor facilities
could complement the other Place Types in Downtown. Additionally, a
multi -use sports complex located within the Downtown Neighborhood
District or in close proximity to Downtown in the surrounding community
could act as a catalyst to support Downtown businesses by attracting
visitors who might be interested in shopping, eating or staying Downtown.
PLACEMAKING STRATEGY
An essential component in establishing a vibrant Downtown with diverse
uses and activities from day to night is the practice of Placemaking. While
the Downtown is a place that is already recognized by Anna neighbors as a
significant center, the community has expressed a desire to reinvest, enrich
and enhance the Downtown and strengthen its identity. By establishing
a district that takes full advantage of its assets, including building form,
vegetation, open space, civic structures and space, streetscape and
topography, the Downtown can be positioned to capture a sense of place
that is unique to Anna.
Four key factors define the placemaking opportunities in Downtown:
+ District and Neighborhood Character. Both the Downtown Core
and Downtown Neighborhood districts warrant placemaking efforts to
further establish and reinforce their character. It is through placemaking
that these districts can define themselves and maintain their identity
and quality as they develop into increasingly vibrant, diverse and active
Downtown districts.
Within the Downtown Core, the compact gridded network of streets
is easily identifiable as part of Anna's original neighborhood fabric.
Complete with a small central area that can be typified as an early
20th Century, mixed -use district, the Downtown Core is a unique
neighborhood that could support a diversity of Downtown life with
additional public and private investments. Placemaking efforts in this
area should focus on preserving the historic character of the Downtown
area and facilitating a compact, walkable district.
The Downtown Neighborhood surrounding the Core can becharacterized
as a less urban area supportive of larger -scale development patterns
that tie into the center. Placemaking efforts should focus on maintaining
the small-town feel while allowing each undeveloped area to establish
itself as an interconnected and integral part of the overall Downtown
district.
+ Catalyst Areas. Four locations have been identified as ones that
could benefit from an emphasis on the creation of place and support
for investment that will catalyze other development. These sites are
further detailed in the Catalyst Areas discussion in the Vision Strategy.
Catalyst Areas provide ample opportunity to contribute to a sense
of place for Downtown through the creation of new urban fabric and
defined open spaces. These areas should not be required to fit in to
a specific Downtown theme; each has the potential to create its own
distinct character that works with that of the others to establish an
overall Downtown identity. Future placemaking decisions in these areas
should emphasize elements that define the public realm and reinforce
the existing natural and cultural amenities.
+ Gateways. Placemaking opportunities Downtown include creating a
sense of arrival into this most important place for the Anna community's
past and future. Gateway features can help define boundaries and
celebrate a district's identity. Several key intersections and locations
in the Downtown are targeted as gateway opportunities. They should
be enhanced through theming, branding, wayfinding, illumination, and
landscaping. These locations are at the entries to the Downtown district
along the main north, south, east and west routes via Highway FM 455/
White Street and SH 5/Powell Parkway, but there are also opportunities
at major trailheads and where Fourth Street and White Street intersect
South Powell Parkway.
+ Corridors. Throughout Downtown, community wide linkages define
the experience and image of the community and provide various
opportunities for the district to establish a sense of place along those
routes. Significant corridors that exist Downtown are present in the form
of streets, paths, trails, the railroad, floodplain and natural areas, tree
canopies and viewshed corridors. The perception of the community,
its ability to attract and retain interest and establish a unique and
vibrant place is often shaped by the quality and experience along its
thoroughfares. As future reinvestment occurs in Downtown streets,
trails and along the railroad, specific consideration should be given to
their design so that branding, storytelling, theming, monumentation, trail
and open space design, and the siting and character of the buildings
that define the public realm, are incorporated.
28 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
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+ During the planning process, it became clear that many of the unique
attributes of Downtown converge in the area adjacent to Fourth Street,
the Municipal Complex and the connection to Sherley Heritage Park.
The following summarizes the additional analysis and specific
recommendations developed for this part of Downtown.
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Municipal Complex. The new Municipal Complex will ultimately be the
location of several public buildings in a single block, ensuring a strong,
long-term civic presence in Downtown. Downtown can benefit from private
sector investment in the central core by capitalizing on the buzz created by
the public sector investment in the Municipal Complex. Adjacent properties
have been earmarked as catalytic opportunities that could contribute to the
sense of place as reinvestment and redevelopment occurs.
ANNA 2050 DOWNTOWN MASTER PLAN 29
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It will be essential to create a sense of place with the buildings and streetscape
in this area and to develop a multimodal network that accommodates civic
and social activity. Wide, interconnected sidewalks, tree -lined streets, street
furniture and pedestrian -scale lighting will all be important to the Downtown
environment. Parking lots should not dominate the street, and on -street
parking should be provided to prevent an oversupply of surface parking lots.
A large open space on the northern portion of the Municipal Complex site is
recommended as a public plaza for community gatherings and special
events. Interurban Street, from the Municipal block to Fourth Street, should
be repurposed as a potential pedestrian -only thoroughfare to provide a
pleasant means of access and connectivity within the heart of the Downtown
Core and an inviting, walkable heart to Downtown. Finally, along the east side
of the property, a linear public space could be created for a farmer's market
and/or food truck park between the City Hall and Fourth Street by partnering
with DART to utilize a portion of the significant right-of-way in that location.
\
Interurban Street. During the planning process, an opportunity emerged
with regard to Interurban Street, which currently links the Municipal Complex
block to Fourth Street and extends beyond. The small block size that is part
of the old downtown fabric, and the context surrounding Interurban,
presents an opportunity to convert the street, from the public plaza at the
Municipal Complex on Fifth Street, to Fourth Street, as a pedestrian -only
thoroughfare. In many successful and active downtowns, these types of
spaces provide space for outdoor dining as well as recreational and
programmed activities. They create visual interest through terminated vistas
and linkages to other areas via spacious, people -oriented connections.
Overhead lighting, landscaping, pavers, and other amenities are typically
provided, and there are opportunities for public art and community branding.
A pedestrian street of this type takes on a unique character and becomes
not only a memorable place for meeting and gathering, but also a pleasant
pathway from one place to another.
Kimley>>> Horn
30 ANNA 2050 DOWNTOWN MASTER PLAN
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Fourth Street. Fourth Street is the signature roadway in the Downtown Core.
The oldest buildings in the district define the streetscape and create a sense
of uniqueness. There are a variety of uses along or near Fourth Street that
anchor the district and will be the building blocks for future activity —City
Hall, the Police Station, shops, restaurants, offices, churches, parks and
a museum. While this roadway performs an important function in bringing
people to the district, multimodal assets are minimal and/or nonexistent. As
Fourth Street crosses Powell Street to the west and Sherley Street to the
east, vehicular access dominates; there are no crosswalks for pedestrians.
There are a number of opportunities for strengthening the placemaking
attributes of the Downtown district along Fourth Street. Sidewalks should be
widened and missing sections filled in to provide a continuous path along
the roadway for pedestrians and multimodal activity. Landscaping and street
trees should be incorporated to improve walkability and create a greater
sense of place. To further define the public realm, buildings should be
brought close to the street, and architectural and zoning standards should
be incorporated to the extent possible in order to ensure new construction
is compatible with adjacent structures. Restaurants should be encouraged
to provide outdoor dining space, businesses should provide storefront
facades at the ground level and on -street parking should be improved to
provide convenience for Downtown visitors. Finally, pedestrian improvements
that accommodate multimodal crossing and traffic calming should be made
at the intersection of Fourth Street and Powell.
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Railroad Crossing. The railroad crossing at Fourth Street and Sherley Road
has the potential to reinforce the link between the historic amenities to the
east (Sherley Heritage Park, Anna Depot, the water tower, First Christian
Church, Sherley & Brothers building) with the primary street (Fourth Street)
and its traditional old downtown form. Working with DART to enhance the
crossing and the adjacent roadways will celebrate Anna's heritage and make
the area more pedestrian -friendly and transit -ready. The City should work
with DARTto enhance that right-of-way with pedestrian crossings, sidewalks,
and appropriate signage.
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ANNA 2050 DOWNTOWN MASTER PLAN 31
Riggins Street and Sherley Road. Riggins Street, which runs parallel to
the western edge of the DART railroad, is the site of the original, historic
Anna community. The old wooden structures that used to face the railroad
are now all gone, but an opportunity for placemaking and the potential to
recapture some of that historical orientation exists with the development
of the Municipal Complex on the west side of the street and the adjacent
catalyst sites to the north and south. The DART property includes the wide
rail right-of-way and additional setback area that could be redeveloped as
an urban edge. During the planning process, the community determined
that the areas adjacent to and around the Municipal block on Fifth and
Seventh Streets, including a redesigned Interurban Street, would be ideal
for creating a focused area for restaurants and coffee shops with outdoor
dining, linking to the Municipal block. The current right-of-way has ample
room for its thoroughfare classification, including wide sidewalks, street
trees and on -street parking, and to provide for a linear food truck park or
farmers market. These amenities would not only help recapture the sense
of place along this roadway but would also position the district to have the
necessary pedestrian and vehicular infrastructure for transit users when the
time comes.
Sherley Road runs parallel to the east side of the DART railroad and contains
a series of the most valued historic sites in the community, including the
Anna Train Depot, the water tower, Sherley & Brothers Hardware Store,
Sherley Heritage Park and the First Christian Church of Anna. The area that
surrounds these important historical assets should reinforce Anna's heritage
and build on Downtown's sense of place. Greater pedestrian access to and
from these historic sites, and zoning or other standards that are compatible
with the historic architecture of the surrounding area, will help maintain the p
sense of lace in this art of Downtown over time.
32 ANNA 2050 DOWNTOWN MASTER PLAN
Kimley>>> Horn
03
IMPLEMENTATION
STRATEGY
Success in implementing this vision for Downtown Anna in 2050 will require
\\ a continued coordination with Downtown property owners, \ organizations, operators, and developers. It will also require an adequate allocation of
\staff and financial resources to ready the Downtown environment for private
\sector investment and prioritization of Downtown Anna as a resource that
\receives continued attention. As the Downtown grows and evolves, it will
be essential to revisit this plan periodically —at least every five years —and
\update it as needed so that it remains relevant and serves as an instructive
tool for managing and capitalizing on the opportunities created and to ensure
the future for Downtown that the community wants to achieve.
\The Downtown Master Plan outlines a path that will enable the City to fulfill its
\\\hopes and aspirations for Downtown. The City can utilize the Implementation
Matrix to ensure that the recommended short-term, mid-term and long-term
\Actions are completed and its goals are met. With continued adherence
\ p
\to the recommendations and implementation strategies outlined in this
\Ian ongoing community support and strong, visionary leadership,
the community will be able to achieve its overall vision for a vibrant and
sustainable Downtown Anna.
IMPLEMENTATION PARTNERS
In order to achieve the community's vision for Downtown, the City will
need to collaborate with a variety of other agencies, organizations and
individuals, from both the public and private sectors, all of whom will all play
a role in shaping the future of the district. These individuals, agencies and
organizations include:
Governmental/Quasi-Governmental Agencies
Governmental and quasi -governmental agencies are important to the
community and play a key role in managing regional resources. They control
funding, provide educational resources, and perform economic development
functions. These agencies include:
+ Collin County
+ North Texas Council of Governments (NCTCOG)
+ Dallas Area Rapid Transit (DART)
+ State of Texas, including the Texas Department of Transportation, Texas
Parks and Wildlife Department, Texas Commission on Environmental
Quality, and others
+ Federal government, including the Department of Transportation,
Environmental Protection Agency, Department of Commerce, and
others
+ Anna ISD
+ Anna Economic Development Corporation/Community Development
Corporation (EDC/CDC)
Private Sector Entities
Private sector entities help provide economic stability within Downtown and
deliver goods and services to the community as a whole. They create jobs
and increase the local tax base by making investments in their businesses.
They also attract other businesses to the area and control the land and
capital that will be required for new development and improvements to
existing properties. Among these private sector partners are:
+ Businesses and business owners
+ Landowners/Property owners
+ Real estate developers and brokers
+ Financial institutions
Non-profit Organizations and Civic/Community Associations
Non-profit agencies and organizations are key contributors to Downtown's
future as they are often able to fill gaps that the local government cannot
address due to its limitations. Often focusing on a specific aspect of community
life or a special area of interest, these entities are strong advocates for the
community whose passionate and enthusiastic involvement typically makes
them stand out as an essential asset. Examples of these organizations include:
+ Greater Anna Chamber of Commerce
+ Anna Area Historical Preservation Society
+ Faith -based organizations
+ Arts and cultural organizations
+ Athletic leagues
+ Civic groups
34 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
Downtown Anna Stakeholders
The ongoing involvement of Downtown Anna property owners, business
owners, residents and developers will be important to the fulfillment of a
successful future for Downtown. These individuals and groups have worked
together to establish the vision for Downtown Anna and ultimately have
the biggest stake in achieving that vision. Their continued dedication and
passion for Downtown, combined with the implementation tools available to
the City of Anna, the Anna EDC and CDC, will provide the critical momentum
needed to move the vision for Downtown forward.
ACTION ITEMS
Action 9.1. Zoning Alignment. Carry out a City -initiated rezoning of all
portions of the Downtown Core, using techniques such as a
Form Based Code, Planned Development ordinance or zoning
overlay, to codify the community's vision and align zoning in the
Downtown area with the Anna 2050 Future Land Use Plan and
the Downtown Master Plan.
Action 9.2. Diverse Mix of Uses. Include provisions in the new Downtown
zoning regulations to ensure that the diversity of residential
types and mix of uses envisioned for the Downtown Core and
Downtown Neighborhood districts are supported by zoning that
will promote Downtown vitality and provide opportunities for a
flexible market and range of choice options.
Action 9.3. Downtown Core Transitions. Include requirements in the new
Downtown zoning regulations that create appropriate transitions
from the Downtown Core to existing neighborhoods and which
support a mix of uses, promote connectivity and interaction
between all parts of the district and encourage diverse activity
throughout the day.
Action 9.4. Architectural Character. To the extent allowable by law,
implement the vision for the character and appearance of future
buildings by adopting design regulations and/or guidelines that
create a diverse, pedestrian -scaled Downtown.
Action 9.5. Downtown Street Types. Implement the new Downtown Street
Types and proactively redevelop roadways that are critical to
optimizing reinvestment in the Downtown Core.
Action 9.6. Traffic Calming. Provide traffic calming measures at key
Downtown intersections to improve traffic flow and safety in the
district
Kimley>))Horn
Action 9.7. Downtown Gateway/Entry Feature. Construct a roundabout or
other prominent physical feature at the intersection of FM 455/
White Street at SH 5/Powell Parkway to act as a district gateway/
entry feature; coordinate with TxDOT as necessary during all
phases of the project.
Action 9.8. Downtown Parking. Conduct a study and develop a strategy
for providing public parking to serve future development in the
Downtown area, which could include on -street parking, various
temporary solutions and one or more public parking lots or
centralized parking facilities to be constructed as development
occurs.
Action 9.9. Funding. Apply to state, federal, and non-profit funding
programs to improve and connect Anna's pedestrian network
throughout the district.
Action 9.10. Coordination with DART. Establish an ongoing dialogue with
DART on ways to bring public transportation to Anna and make
improvements as opportunities arise to increase transit readiness.
Action 9.11. Downtown Walkability. Design and implement a sidewalk and
connectivity program throughout the Downtown to enhance
walkability and access to and from adjacent neighborhoods.
Action 9.12. Railroad Crossing Enhancement. Enhance the railroad
crossing at Fourth Street and Riggins Street to connect the
east and west sides of Downtown together and to make the
area pedestrian -friendly and transit -ready.
Action 9.13. Programming Space. Enhance the Downtown street
network and open spaces to accommodate more
programming opportunities.
Action 9.14. Festival Street. Convert Fourth Street east of Powell Parkway
to a festival street designed to provide mobility for vehicles,
bicycles, and pedestrians and to be easily converted to a civic
space that can be utilized by the community for special events.
Action 9.15. Pedestrian -Only Thoroughfare. Convert Interurban Street
into a pedestrian -only thoroughfare in the vicinity of City Hall/
the Municipal Complex to catalyze development of restaurants,
food trucks and outdoor dining.
Action 9.16. Historic District. Conduct a study to evaluate the feasibility
of delineating and designating a historic district to preserve
any eligible historically significant buildings and sites and to
capture the opportunity for programs and funding available to
such a district.
ANNA 2050 DOWNTOWN MASTER PLAN 35
'Action 9.17. Rehabilitation. Invest in, enhance and celebrate the
community's historic heritage and facilities, such as the
Anna Train Depot and Sherley & Brothers Hardware store, by
reinvesting in the older structures in Downtown that provide
context and character for the district.
Action 9.18. Water Tower Restoration. Refurbish the old water tower in
Downtown, including implementing branding elements to help
identify Downtown as a unique and historic place and attract
Anna neighbors, new business, and visitors to the area.
Action 9.19. Sidewalk and Trail Connectivity. Identify and prioritize
sidewalk and trail projects that knit the Downtown Core
together and provide safe routes for pedestrians from the
neighborhoods surrounding Downtown to Anna Middle School
and to Downtown restaurants, shops, open spaces, civic and
institutional places.
Action 9.20. Landscape Ordinance. Amend the Landscape Ordinance
to create a shaded area requirement for any new Downtown
park improvements.
Action 9.21. Parks and Plazas. Develop a strategy for designing, funding
and improving Downtown parks and plazas; conduct a
feasibility study for the highest priority facilities.
Action 9.22. Catalyst Areas. Work with landowners on targeted efforts
to jumpstart Catalyst Areas, including small area plans,
infrastructure strategy, zoning, incentives and outreach
to prospects.
Action 9.23. Downtown Association. Assist with the formation of
a downtown association to connect property owners
with stakeholders and developers and to foster potential
partnerships for the development of catalyst sites.
Action 9.24. Incentives. Create and promote an incentivized process/
program for Downtown development, which may include tax
incentives, rebates, a public improvement district, cash grants,
tax increment funding, TIRZ, and other performance -based or
value -capture programs.
Action 9.25. Gateways and Entry Features. Design and construct gateway
enhancements at key pedestrian and vehicular entry locations
and intersections Downtown, including the main north, south,
east and west routes via FM 455 and SH 5, at major trailheads
and where Fourth Street and FM 455/White Street intersect
with SH 5/South Powell Parkway.
Action 9.26. Branding. Develop a branding package for the Downtown
Core and Downtown Neighborhood, including a wayfinding
program leading to historic landmarks, public spaces, shops,
restaurants, and places of interest Downtown.
Action 9.27. Street Maintenance. Develop and implement a street
maintenance program for Downtown.
Action 9.28. Public Art. Promote Anna's history and culture through public
art programs that display community pride and heritage.
Action 9.29. Shade. Require shade elements for new Downtown
developments and building and site upgrades through the
development review process.
Action 9.30. Corridors. Enhance and preserve Downtown district corridors
with beautification projects and thoroughfare improvements
throughout the principal streets, paths, trails, railroad,
floodplain, natural areas, tree canopies and viewsheds.
Action 9.31. Infrastructure. Enhance and maintain public utility, technology,
and transportation infrastructure and implement regulations
that locate placement of new franchise utilities underground
to ensure a vibrant, mixed -use Downtown district that
encourages multimodal mobility and provides convenience
and telecommunications connectivity to residents and visitors
in Downtown.
Action 9.32. Municipal Complex Connectivity. Design and implement a
sidewalk, open space and connectivity program adjacent to
the Municipal Complex to link this important civic building
to the Downtown Core along Fourth Street and to provide
opportunities for gathering and walking.
Action 9.33. Outdoor Dining. Redevelop Riggins Street near the Municipal
Complex to catalyze and accommodate a diverse Downtown
dining environment by implementing widened sidewalks and
infrastructure for patio dining; incorporate a farmer's market
and/or food truck park in this location.
Action 9.34. Downtown Programming. Encourage partnerships with
shops and restaurants to host events and support programmed
activities such as later shopping hours one night a week, live
music, and farm -to -table dinners for charity.
36 ANNA 2050 DOWNTOWN MASTER PLAN
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Kimley>>> Horn
Action 9.35. Public Investment in Downtown. Develop a program and
a strategy for funding construction of the highest priority
improvements to Downtown infrastructure and the public realm
in order to attract new businesses and residents, promote
revitalization and restoration and develop a unique character
and identity for the Downtown district.
Action 9.36. Promotion. Coordinate with landowners, developers and
interested parties to calibrate and craft a merchandising
and marketing strategy to Downtown prospects, including
retailers, entertainment concepts, restaurants, artists, service
providers, small corporate offices and other organizations that
can promote the activation and vitality of Downtown.
Kimley>>)Horn ANNA 2050 DOWNTOWN MASTER PLAN 37
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Expect More. Experience Better.
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Economic Development Forum Recap
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
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EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
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Closed Session.
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
I[r4'ii1►P.WA
EDC/CDC Agenda
Staff Report
Meeting Date: 8/5/2021
Staff Contact:
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Meeting Date: 8/5/2021
Staff Contact:
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P O S S I B I L J T I E S
AGENDA ITEM:
Reconvene into open session and take any action on closed session items.
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS:
A:i
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R 0 U N D B R E A K I N
PO S S I BII_ITI E S
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Meeting Date: 8/5/2021
Staff Contact:
P 0 U N D B R E A K I N G
P O S S I B I L J T I E S
AGENDA ITEM:
Receive reports from staff or Board Members about items of community interest.
SUMMARY:
STAFF RECOMMENDATION:
ATTACHMENTS: