mart Growth 11:
              $MART GROWTH
              NETWORK

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SMART GROWTH
NETWORK
            International
            City/County
            Management
            Association
            icma.org
Acknowledgements
We would like to acknowledge the efforts of the writing and research team that put
this publication together: Trent Frazier, Kevin Nelson, Lisa Nisenson, Mary Kay
Santore, Lee Sobel, Eric Sprague, and Tim Torma of the U.S. Environmental
Protection Agency (EPA),  and Dan Emerine, Eric Feldman, Amy Jiron, and Jennifer
Walker of the International City/County Management Association  (ICMA). Without
their efforts and teamwork, this primer would not exist. In  particular, Mary Kay
Santore of EPA and  Dan Emerine and Nadejda Mishkovsky of ICMA played a criti-
cal  role in reviewing text, coordinating the process and bringing  the document to
publication. Assistance was also provided by Laurence Aurbach, John Bailey, Charlie
Bartsch,  Noreen Beatley,  Kathy Blaha, Kendra Briechle, Heather Deutsch, Paul
Drake, Robert Freeman, DeLania Hardy, Maria Hollander, Stephanie Jennings, Leah
Kalinosky, Dennis Leach, Deron  Lovaas, Aarin Lutzenhiser, Barbara McMillen,
Stuart Meek, Joe Molinaro, Steve Mouzon,  Lisa Mueller,  Nathan Norris, Lucy
Rowland, Victor Rubin, Joe Schilling, Julia Seward, Ellen Shubart, Stuart Sirota,
Benjamin Starrett, Megan Sussman, Peter Swift, Harriet Tregoning, Bill Wilkinson,
Jessica Wilkinson, and  Paul Zykofsky—all of whom provided excellent insight and
review of the document as it was being developed. The many photographers and
other  colleagues credited  throughout this primer provided valuable assistance by
allowing the use of their images. Special thanks to Geoff Anderson, Lynn Desautels,
and other staff members of EPA's Development, Community, and Environment
Division for their role in providing comments, materials, and other assistance. We
would also like to thank David Biggs, Mary  Matheny, Jim McElfish, Johanna Nyden,
Kenrick Pierre, Robert Puentes, Tom Steinbach, and the many others who submitted
ideas  for inclusion in this volume.  Finally, Christian Kohler provided valuable assis-
tance  with proofreading and editing the text. Design and  layout by Carol Earnest.

This document was developed under a cooperative agreement with the U.S. EPA's
Development, Community and  Environment Division.
Cover Credit
Dover, Kohl & Partners; James Dougherty, Illustrator. Renderings from "Connecting
Johnson City: A Master Plan for Johnson City."

About the Smart Growth  Network
The Smart Growth Network is a network of private sector, public sector, and non-
governmental partner organizations seeking to create smart growth  in neighbor-
hoods, communities, and regions across the United States. Partners in the network
include the American Farmland Trust, American Planning Association, Association of
Metropolitan Planning Organizations, Center for Neighborhood Technology, Congress
for the New Urbanism, Conservation Fund, Environmental Law Institute, George
Washington University Law School's Center for Sustainability and Regional Growth,
Growth  Management Leadership Alliance, Institute of Transportation Engineers,
International City/County Management Association, Local Government Commission,
Local Initiatives Support Corporation, National Association of Counties/United
States  Conference of Mayors Joint Center for Sustainable Communities, State of
Maryland, National Association  of  Counties, National Association of Local
Government Environmental Professionals, National Association  of Realtors,
National Multi-Housing Council, National Neighborhood Coalition, National Oceanic
and Atmospheric Administration,  National Trust for Historic Preservation, National
Wildlife Federation, Natural Resources Defense Council, Northeast-Midwest
Institute,  Rails-to-Trails Conservancy, Scenic America, Smart Growth America,
Surface Transportation Policy Project, Sustainable Communities Network, Trust for
Public Land, Urban Land Institute, and the U.S. Environmental Protection Agency.

Join the Smart Growth Network!
The Smart Growth Network also includes hundreds of  individual members from
across the  United States and around the world. SGN  members are planners, devel-
opers, elected and  appointed officials, and community activists committed to making
smart growth a  reality. Individual memberships in the Smart Growth Network are
$49 for the first year, and $29 for  renewals. Membership information, along with
publications and other  information about smart growth, can  be found online at
www.smartgrowth.org.

For more  information,  send an e-mail to smartgrowth@icma.org or call
202/962-3623.

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                                                                                                                      INTRODUCTION
 Getting   to   Smart    Growth    II:
                                                                                       100 MORE POLICIES FOR IMPLEMENTATION
When we published the first volume of Getting to Smart Growth:
100 Policies for Implementation, we knew that there was an audience
for the practical information it contained. We were surprised to
learn just how big that audience was. Between January 2002, when
the publication was released, and September 2003, roughly 20,000
hardcopies were distributed and over 68,000 copies were down-
loaded. Requests for Getting to Smart Growth came from develop-
ers, architects, planners and planning commissions, city and
county managers, mayors and council members, citizens, and real-
tors, as well people and groups less familiar with the movement
toward smarter growth. The document has served as the organiz-
ing principle for conferences, has been required reading for aca-
demic coursework, has served as the basis of surveys, and  has
informed city councils, planning committees, and smart growth
commissions across the country and around the world. It is even
being translated into Spanish. Clearly, there is a demand for infor-
mation that connects smart growth ideas with specific action.
Getting to Smart Growth II picks up where the first volume left off.
Like its predecessor, this volume shows that a wide  variety of
smart growth tools, policies, and approaches are available to create
more livable communities. Each community has its own unique set
of challenges, and smart growth demands a flexible response.
Volumes I and H offer a  menu of options that can be mixed  and
matched to fit local circumstances, local visions, and local values.
There are some key differences between the two volumes. First
and foremost, Getting to Smart Growth II presents all new policies.
And, while it contains many actions  for the public sector, it
expands on our previous effort by also highlighting steps that the
private sector can take to promote more livable communities.
This volume is also more specific than the first. It discusses indi-
vidual programs (occasionally specific applications of broader
ideas presented in the previous work) and emphasizes case studies
to show where the various policies, programs, and projects have
been successfully implemented. In a few cases you will find poli-
cies that are totally new and await their first application. Finally,
in addition to "Practice Tips," we have included "Finance Tips"
that illustrate important financial aspects of getting smart growth
projects on the ground. These tips address an important fact
about development: what gets financed is what gets built.
Smart growth projects are now being financed in record numbers.
Momentum for implementing smart growth continues to mount
in both the public and private sectors. The Congress for the New
Urbanism (GNU) estimates that between 2001  and 2002, the
number of smart growth developments increased by 26 percent,
and that by December 2002, 472 smart  growth developments had
been completed. In another study, the GNU estimated that up to
one-third of the demand for new housing over the next couple of
decades is likely to be for dense, walkable communities.

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      GETTING TO SMART GROWTH II
    SMART GROWTH
       PRINCIPLES
^^m
              1-
          Mix land uses
              2.
        Take advantage of
      compact building design
              3.
     Create a range of housing
     opportunities and choices
              4.
    Create walkable communities
              5.
         Foster distinctive,
      attractive communities
    with  a strong sense of place
              6.
   Preserve open space, farmland,
     natural beauty, and critical
       environmental areas
              7.
       Strengthen and direct
    development toward existing
          communities
              8.
       Provide a variety of
       transportation choices
              9.
        Make development
       decisions predictable,
       fair, and cost-effective
              10.
     Encourage community and
     stakeholder collaboration
      in development decisions

On the public side of the ledger, smart growth has received signifi-
cant support. Seventeen governors issued 19 executive orders on
planning, smart growth, and related topics between 1999 and 2001,
as compared with 12 orders issued during the previous eight years
combined. In the elections of November 2000, there were 553 state
and local ballot measures related to some aspect of growth that
went before voters: 78.2 percent of open-space measures passed,
71.4 percent of economic-development measures passed, and 74.7
percent of infrastructure measures were approved.
These positive  trends reflect the belief that communities can do
more to ensure that development improves their economy, com-
munity, and environment. They are questioning the wisdom of
abandoning existing shopping centers only to have to later rebuild
them on areas that used to be farmland. They are unhappy with
development decisions that limit their choices  and mobility by
forcing them to drive long distances in heavy traffic. They are
frustrated with  current regulations that limit housing choices and
drive up housing costs. They are increasingly aware of the tax and
local budget impacts of neglecting existing infrastructure and
rebuilding it on the community fringe. Typically, these issues have
been debated in the form of growth-as-usual versus no-growth
debates. The problem is that neither option solves the problems.
The popularity of smart growth stems in large part from  its focus
on a more pragmatic  question: "How  and where should we
grow?" By asking this question, communities have been able to
capture the benefits of growth and to avoid many of its pitfalls.
Current budget problems and competitions between localities for
tax revenue have only made the question of how and where to
grow more important. Budget shortfalls mean communities must
get the most from  every  dollar  invested while maximizing their
economic development potential. Many communities that iden-
tify opportunities to reduce traffic, preserve open space, and make
better use of their tax dollars also find that outdated regulations,
perverse subsidies, and arduous approval processes prohibit the
market from delivering. Fortunately,  the same dynamics that
make smart growth popular also provide the political will to
remove barriers and let the market function.
Smart growth has been characterized in  many ways, and some ini-
tiatives—such as directing growth away from  certain  areas with-
out identifying parcels appropriate for development, high-density
projects without a mix of uses, and large-scale  revitalization with-
out affordable housing—have been  incorrectly characterized as
smart growth in order to capitalize on the popularity of the term.
Such initiatives lack the combination of the many smart growth
principles (see box) that create synergies and generate benefits.
The most successful communities take  a multipronged approach
that incorporates many of smart growth's principles, and by doing
so, they achieve many of smart growth's goals. New development
adds value to the existing community. Localities get the most
from their investments. Residents have a variety of transportation
choices—walking,  biking, transit, and driving—to get to  conven-
ient amenities (e.g., schools, shops, restaurants, and libraries) and
jobs located close to their homes. A mix of housing and neighbor-
hood types meets the needs of couples,  singles, families, and sen-
iors, thus fulfilling the many American Dreams that exist in the
market place.
One of the best indicators of the effectiveness of Volume I was the
number of e-mails and letters we received in praise of how the
book led to some meaningful action or policy change. We look
forward to hearing more stories and feedback  from users of
Volume II.  Please  feel free  to  drop   us an  e-mail  at
smartgrowth@icma.org. We hope you enjoy this volume  and that
it helps to create a better future in your community and commu-
nities across America.

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I.      MIX LAND USES	          1




II.     TAKE ADVANTAGE OF COMPACT BUILDING DESIGN  	         11




HI.     CREATE A RANGE OF HOUSING OPPORTUNITIES AND CHOICES  	         21




IV.     CREATE WALKABLE COMMUNITIES 	         31




V.      FOSTER DISTINCTIVE, ATTRACTIVE COMMUNITIES WITH A STRONG SENSE OF PLACE 	         41




VI.     PRESERVE OPEN SPACE, FARMLAND, NATURAL BEAUTY, AND CRITICAL ENVIRONMENTAL AREAS	         51




VII.    STRENGTHEN AND  DIRECT DEVELOPM ENT TOWARD EXISTING  COMMUNITIES	         61




VIII.    PROVIDE A VARIETY OF TRANSPORTATION OPTIONS  	         71




IX.     MAKE DEVELOPMENT DECISIONS PREDICTABLE, FAIR, AND COST EFFECTIVE	         81




X.      ENCOURAGE COMMUNITY AND STAKEHOLDER COLLABORATION IN DEVELOPMENT DECISIONS	         91




       APPENDIX A: MATRIX-100 POLICIES FOR IMPLEMENTATION	        100




       APPENDIX B: DIRECTORY OF SMART GROWTH FUNDERS AND LENDING INSTITUTIONS	        106




       BIBLIOGRAPHY  	        112




       LIST OF ACRONYMS .                                                                             114

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            Mix Land Uses
A     variety of uses—residential, commercial,
     open space, and institutional—is a critical
component of any vibrant community. It pro-
vides opportunity and convenience, and accom-
modates many household types and needs. A
mixed-use  community enables a resident to
walk from the house to the corner store to pick
up some bread, grab a cup of coffee, or rent a
movie, all while heading home from a play date
with Fido in the dog park. This  ease of walking
to several distinct yet interrelated businesses
and public  places is the norm in a mixed-use
community.
One need not look far for examples. According
to a recent study by the Philadelphia Daily News,
Philadelphia's Center  City boasts the largest
number of  downtown residents in the  United
States who walk to work—38,000 people, com-
prising more than 50  percent of residents in
             $MART GROWTH
             NETWORK

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      GETTING TO SMART GROWTH II
  PRACTICE TIP:
  Town center districts are flexible
  zoning tools used in a variety of
  communities. In older, established
  towns and cities, town center dis-
  tricts are  adopted to create
  incentives for developing or rede-
  veloping in the downtown of a
  central business district. In newer,
  greenfield sites they are used to
  create a unique, mixed-use, and
  denser pattern of  development
  than the rest of the community.
  Both  applications seek to create
  mixed-use  communities through
  zoning controls. Examples of
  municipalities that  have success-
  fully  adopted town center dis-
  tricts include Gary,  North
  Carolina; Washington Township,
  New Jersey; Anchorage, Alaska;
  and Swansea, Illinois.
This loft-style development in
Denver incorporates retail and
residential uses.
this area.1 The study reveals that people who cannot afford or do
not want to own cars are among the biggest beneficiaries of mixed
land use developments. The proximity of houses to businesses
enables them to accomplish life's tasks without the added trans-
portation costs. The elderly can also benefit from mixed land uses.
Many seniors who live in  communities with segregated uses
depend on taxis, buses, or neighbors and family members to drive
them to their daily routines. Those residing in mixed-use commu-
nities, on  the other hand,  can walk to grocery  stores,  beauty
salons, doctors, and social engagements,  allowing them  to lead
healthier and more independent lives.
It is in cities that people most commonly encounter  a variety of
uses in their individual neighborhoods. However,  the benefits  of
mixed land uses can be achieved in a variety of settings, including
downtowns, city neighborhoods,  suburban enclaves, and rural
towns. Suburban mixed-use communities like  Reston Town
Center in Virginia and Miami Lakes Town Center  in Florida have
become increasingly popular over the past decade  and are one of
the hottest real estate trends in the United States today.  During
the past 20 years, more than 30 mixed-use town centers have been
completed  or are now being built across the country. Town centers
consistently surpass standard suburban real estate products in
office and retail lease rates, house sales and apartment rents, retail
sales and sales tax revenues, hotel room and occupancy rates, and
onsite and adjacent property values.2 In addition, small cities, sub-
urbs, and other established communities are looking to retrofit key
parts of their communities. They have been strategically directing
investment to create mixed-use downtowns where none existed
before, and to create intensely developed mixed-use centers
focused around transit.
The nationwide trend of developing mixed land use projects is evi-
dent in suburban communities and revitalized urban neighbor-
hoods. All interested parties, including real estate developers,
community residents, and government agencies, can benefit from
the attributes of a built environment that provides more options
for living, shopping, and working than conventional projects. The
previous volume of Getting to Smart Growth placed an emphasis on
removing the barriers to mixed use, especially zoning regulations,
so that residential, commercial, and institutional buildings could
legally exist within a single community. Adjusting zoning,  how-
ever, is only one step to creating mixed-use opportunities and con-
necting a  diversity of uses. Beyond changing the codes, adjusting
ordinances, and providing financial incentives, community objec-
tives to achieve  a mix of land uses must be reflected in their com-
prehensive plans and in neighborhood-led planning activities.

                              I.
Adopt comprehensive plans and sub-area plans that encourage
a mix of land uses.
Local governments generally update comprehensive plans every 5
to 10 years,  depending on available resources and political will.
These plans spell out the locality's goals  for its future develop-

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                                                                                                                                             MIX LAND USES
ment. Including an explicit goal to increase the mix of uses in spe-
cific areas can be an important step  in making it happen.
Comprehensive plans may inform infrastructure decisions and
economic development strategies that can be used to promote
mixed uses. Developers can see more clearly the type of develop-
ment the locality is looking for and what  is likely to  be approved.
And, where conflicts arise, the comprehensive plan is  often needed
to justify a local government's action—such  as a rezoning
approval, requirements for housing in a downtown area, and other
similar decisions.
In addition to updating comprehensive plans more  regularly, many
municipalities  use smaller sub-area plans to specify  development
aimed at achieving a mix of uses. For example, Houston, Texas, a
city with no formal zoning codes, applies performance  standards
to ensure that incompatible uses do not  exist in mixed land use
areas.3 The city applies these performance standards in smaller
area plans. Each plan describes  the  types of uses that can be
located on a designated block or neighborhood, and these uses are
permitted based on guidelines that specify an intended  outcome,
such as ensuring that residences are within walking distance to
retail establishments or that office workers can access lunch
options without having to use their cars.
In other communities, such as Grand Rapids, Michigan, area-spe-
cific plans are used to designate land uses on a neighborhood level.
Area-specific plans assign appropriate land uses, promote compati-
bility between new development and the existing neighborhood,
and use standards and design guidelines to make sure that devel-
opment is consistent with the comprehensive plan. The area-spe-
cific plan can be used not only to designate the mixture of land
uses, but to also provide a framework for how those land uses will
be developed. For example, the North East  Beltline Joint
Development Plan describes the relationship of residential, com-
mercial, and office land uses along an arterial corridor. A graphic
and accompanying text designates the development of certain
parcels with multiple land uses. This is different from  standard
plans that generically show an area of land to be mixed use with-
out listing techniques by which the mix will be accomplished.
Without this attention to detail, "mixed use" areas may end up
being areas where uses are adjacent to one another but are not
mixed from a functional or design perspective.

                             2.
Use enhanced zoning techniques to achieve a mix of land uses.
Many cities base planning and development decisions on  outdated
and antiquated zoning ordinances. Cleveland, Detroit, Milwaukee,
and Rochester have all taken necessary steps to revise their inef-
fective zoning ordinances. For Chicago and New York,  a whole-
sale zoning update has been necessary to respond to contemporary
development patterns. Due to the time and financial constraints of
conducting a comprehensive zoning update, many communities
revise their zoning ordinances in a piecemeal fashion to accommo-
date site-specific developments or nonconforming uses. No matter
the method, zoning ordinance updates now assume a variety of
approaches. One example is the form-based code, a regulatory
mechanism that sets requirements for building design and orienta-
tion without being constrained by listing permitted and nonper-
mitted uses. Form-based  coding is founded on the idea that a
community's physical form, rather than its land uses, is its most
intrinsic and enduring characteristic. Arlington County,  Virginia,
has adopted a form-based code for redeveloping its Columbia Pike
Corridor. Information regarding  this code is  available at
http://www.co.arlington.va.us.
The city of Largo, Florida, modified its zoning with performance
measures. It includes a provision in its ordinance to provide zon-

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    GETTING TO SMART GROWTH II
PRACTICE TIP:
The American Planning Association (APA) developed the Growing Smart
Legislative Guidebook of model codes and statutes for planning that can
help in developing mixed-use communities. The guidebook provides exam-
ples of how communities can update their codes, ordinances, and planning
techniques to encourage and facilitate land use development that is consis-
tent with smart growth principles. A significant part of the document cov-
ers issues related to state land use controls and the enforcement of land
development regulations.The guidebook also provides examples for coordi-
nating and streamlining their codes that can directly result in  preserving
open space, increasing investment in existing communities, and enhancing
the feasibility of  mixed land  uses. For more information, contact the
American Planning Association at www.planning.org.
                               ing relief if certain aspects of
                               development have been estab-
                               lished and satisfied. For example,
                               reduced yard setbacks can result
                               in increased building heights.
                               The net result is that the devel-
                               opers are able to  build denser
                               mixed land-use projects.  Largo's
                               goal is  to calibrate zoning pack-
                               ages to  allow and even encourage
                               this type of development.4
                               Another  example  of innovative
                               zoning  is the addition of a Town
                               Center Zoning District. This
                               type  of zoning helps a  city or
                               town revitalize a commercial dis-
trict or downtown, and works best as a component of a conven-
tional zoning ordinance. For example,  the Village of Winfield,
Illinois, has  successfully designed and  adopted a Town  Center
District that provides flexibility to encourage multiple land uses on
a single parcel (or a consolidated group of parcels).  Winfield's
Town Center District Plan includes design guidelines and bulk
regulations aimed at creating an area that is pedestrian friendly
and  accommodates a mix of  uses where businesses and housing
intersect. This type of zoning district allows various uses and den-
sity types  to  exist in the same district without requiring variances
from a typically homogenous zoning district.
                              3-
Provide regional planning grants for projects that produce
mixed land use.
Regional planning grants can play a significant role in shaping the
redevelopment of communities to include a mix of land uses. Since
most suburban growth and development occurs  as single uses on
large acreage, localities may have little capacity to consider  new
forms of growth. Grants can provide the resources local govern-
ments need to innovate. Once they gain experience with these
types of projects and see examples  on the ground, subsequent
projects become easier.
One example of this incentive is a program administered  by the
Metropolitan Council of Minneapolis-St. Paul called Livable
Communities Opportunity Grants. The program provides grants
to municipalities throughout the metropolitan region. Awards
range from $10,000 to $75,000 to support smart growth initiatives
before actual development. Funds support cleaning up polluted
land for redevelopment, marketing land for affordable housing, or
incorporating transportation options for developments. The rede-
velopment  of  a  40-plus-acre site  for  West Panhandle
Redevelopment in the community of  Crystal promotes housing
choice, more efficient land use, transit opportunities, natural envi-
ronment enhancements,  and increased livability. Other projects
include redeveloping the Little Asia strip in Brooklyn Center into
a mixed-use retail and residential development with an Asian
theme and architecture, as well as  creating the Spruce  Street
Development Plan for a 450-acre mixed-use site in the city of
Farmington's historic downtown.
Integrating design and development specifications, such as provid-
ing shops within walking distance  of homes and offices, into the
grant-making process achieves a particular benefit for the commu-

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                                                                                                                                                    MIX LAND USES
nity. The incentive of a grant program enables regional planning
authorities to single out best practices and entice other communi-
ties to propose projects that meet the grant parameters. Even if
not all projects are funded, the process may still inspire communi-
ties to undertake mixed-use developments.
Encourage the redevelopment of single uses into
mixed-use developments.
Single-use districts are a hallmark of current development pat-
terns—so much so that the names themselves tell the story: strip
centers, office parks, industrial parks,  entertainment districts,
malls. Creating a mix of uses in these single-use areas is a funda-
mental challenge and tremendous opportunity. It is an opportunity
because of the potential to  make better use of infrastructure,
increase the value of the investments, and provide more conven-
ience for the users of these  developments;  a challenge because
retrofitting is difficult. However, communities,  seeing the poten-
tial benefits, are taking on the challenge.
The state of New Jersey's Office of Smart Growth seeks to address
this issue through its Local Assistance Planning Grants as part of
its  State Development and Redevelopment Plan. These new
grants provide design and technical guidance to local governments
interested in transforming single-purpose sites into mixed-use
centers. The state provides design guidelines and technical assis-
tance to local governments that are interested in this type of
development.5 The borough of Woodridge, New Jersey, received a
planning grant to redevelop a 150-acre site containing the 36-acre
Curtiss-Wright military aircraft warehouse into a mixed-use tradi-
tional neighborhood. The state has also established a Governors
Award Program to highlight successful examples.
                              5-
Accommodate the reuse of closed, decommissioned, or obsolete
institutional uses.
Vast, outdated institutional structures, such as airports, military
bases, and hospitals are being transformed into hubs of multiuse
activities. These include Stapleton Airport in Denver, the Joliet
Arsenal outside Chicago, and areas of the Baltimore Inner Harbor.
For  such development projects to occur, governments need to be
creative  in changing zoning and  development guidelines. In sev-
eral  cases, the projects are of such a large size and complexity that
a new zoning district must be crafted to  promote varied uses
within the derelict airport or  the decommissioned military base.
For  example, the introduction of new zoning districts has allowed
the redevelopment of Stapleton, Denver's longtime airport, into a
mixed-use district that includes pedestrian-friendly residences,
stores, and commercial uses. Other projects may require special
planning efforts to coordinate  the reuse of environmentally sensi-
tive lands or to establish a marketing plan to  redevelop the site.
No matter the project,  coordination among essential decision
makers,  regulators, and landowners is critical. As these sites are
redeveloped, their mixture of uses should be integrated into the
existing fabric of the community and its environment. New streets
for the  Stapleton project are designed to connect and  align with
streets of existing neighborhoods. Buildings, especially those along
streets that make up  the boundaries of the project, reflect and
complement the style and design  features of those of nearby com-
munities. This ensures continuity between existing structures and
the Stapleton project.
In light of economic hardships,
cities have been looking to create
new opportunities in old and tra-
ditional land use patterns. For
instance, the city of San Francisco
has recently converted  vacant
downtown  office space —a legacy
of the recent dot.com bust—into
housing. Some critics state that
I the $250 per square foot cost of
conversion will result in unafford-
able housing. Yet, proponents note
that an increase  in the housing
supply will provide more  options
for  downtown  residents and
attract much-needed services,
such as grocery  stores, to the
downtown area. In Cambridge,
Massachusetts, industrial build-
ings are being adapted into hous-
ing and retail uses. Modern pro-
duction processes and pollution
control technologies have  made it
easier for some industrial and res-
idential   uses  to  coexist.
Cambridge is exploring opportuni-
ties to mix land uses within exist-
ing industrially zoned districts.

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      GETTING TO SMART GROWTH II
Mixing uses can be facilitated when
buildings can be used as easily for
residences as they can for busi-
nesses. Upper Marlboro, Maryland.
                             6.
Provide incentives for ground-floor retail and upper-level
residential uses in existing and future development.
Urban, suburban, and rural communities are realizing the benefits
of mixing land uses, especially for those developments that com-
bine residential and  commercial uses  in proximity to  each other.
This form of mixed-use development can be particularly attractive
because it can provide more sales opportunities for local mer-
chants, convenience for residents, and nearby housing for retail
workers. While this type of development is common in some parts
of the country, other communities are now just discovering its
benefits. The city of Phoenix hopes to create dynamic commercial
and mixed-use corridors and communities, and is currently look-
ing at such examples in the Los Angeles area as models to increase
the density and mixture of uses  for some of its  prominent thor-
oughfares.6
Some localities believe that this type of development is such a vital
                        component to their quality of life  and
                        economic competitiveness that they have
                        taken steps to spur its creation. The city
                        of Santa Cruz, an affluent community of
                        over 50,000 on California's  Monterrey
                        Bay, has established a redevelopment
                        agency to catalyze development in its
                        commercial districts. One recently com-
                        pleted project, 1010 Pacific Apartments,
                        includes 70 market-rate housing units, 40
                        affordable units, nearly 10,000 square feet
                        of first-floor retail,  and 100 bicycle
                        spaces. The  project used tax increment
                        financing, low-income tax credits,  and
deferred impact fees to finance the development.7 Redevelopment
agencies have been utilized throughout California to lead develop-
ment efforts and have been critical in realizing the potential for
financing mixed-use projects.
Elgin, Illinois, a city of 93,000 located approximately 35 miles
northwest of Chicago, is undergoing a major rebirth and revital-
ization by focusing its  efforts on reinvigorating its downtown
through city-sponsored financial incentives. Though not run
through a redevelopment agency, the city offered tax abatement,
facade improvement programs, and dollars for site improvements,
such as upgrading roads and utilities. Since 1999, the city com-
pleted 10 separate rehabilitation projects downtown, bringing resi-
dents back to this  once empty part of the city. These projects
mostly focused on updating and modernizing underused commer-
cial properties for residential and retail development.


                             7-
Locate neighborhood stores in residential areas.
Conventional subdivisions often designed with cul-de-sacs and
winding roads force residents to drive into their development and
then drive out again whenever they need to shop for even the
smallest item,  such  as a carton of milk. Developers and local gov-
ernments are starting to look at alternatives that include conven-
ience shopping within walking distance of residential develop-
ment. This arrangement can cut traffic and air pollution, make the
neighborhood more convenient, and  give neighbors another
opportunity to meet one another.
Most residential subdivisions include a public  passive open space
or a community  gathering area such as a plaza or a landscaped
entrance feature. Other developments may include tennis courts
or a pool. With a little bit of planning and some creative redesign,

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                                                                                                                                                  MIX LAND USES
any of these public spaces can be reconfigured to include a small
convenience store.
The new town of Columbia, Maryland, features a version of this
idea. Columbia was developed as a series of villages that included
residences and a centrally located village square containing com-
mercial, office, and public uses such as a school or swimming pool.
Each resident lives no more than a mile from  the village center
and the amenities it provides; residents  can walk, bike, or drive to
village center services.
Localities can actively encourage convenience retail or restaurants
by asking developers to include land in their plans for such ameni-
ties. However, the viability of small stores and restaurants is predi-
cated in large part by having an adequate number of residences
within proximity. Therefore, when localities seek to encourage such
retail development they should be prepared to discuss density
bonuses that will make those ventures more likely to succeed.

                              8.
Use floating zones to plan for certain types of
undetermined uses.
Flexibility in development decision is critical for local government
agencies as well as  for private developers in encouraging innova-
tive development. Innovative zoning tools such as planned unit
developments (PUDs) and overlay districts have resulted in a mul-
titude of creative mixed-use  projects. These tools are based on
providing flexibility within a designated zoning district. The  dis-
trict may be a PUD, which allows for a mix of uses and relaxation
of setback and bulk regulations while emphasizing design control
and preferences, or it may be an overlay zone, which supplements
an existing zoning district.8 Alternatively, the community may
indicate "floating" zones, which are zones that are defined in the
zoning ordinance, but not used for a particular location until
enacted for a specific project. Floating zones are "dropped" onto a
zoning map  to provide  a community with greater flexibility in
locating particular uses. In most cases, municipalities apply float-
ing zones when the anticipated development is not yet known.
These unspecified areas are a way to  designate a  discrete area
without having to rezone an entire district or series of parcels.
                                                                 A vibrant Philadelphia neighbor-
                                                                 hood that includes residences
                                                                 above an Italian market.

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GETTING TO SMART GROWTH II
                          Ames, Iowa; Milwaukee, Wisconsin; and Montgomery County,
                          Maryland, use floating zones to designate parcels for mixed-use
                          development. Ames uses three types of floating zones: village resi-
                          dential, suburban residential, and residential low density. Each of
                          these floating zones  provides for additional development within a
                          larger district that allows greater densities or the location of retail
                          and affordable housing nearby or, in some cases, on the same zon-
                          ing lot. The possibilities for using floating zones are nearly as end-
                          less as the possible locations for applying floating zones.
                           Organize a variety of land uses vertically and horizontally.
                           Sometimes the most effective mix of uses occurs within the same
                           building. Noise can be a problem for downtown housing, particu-
                           larly at the  street level.  Some localities  that have sought to
                           increase housing in their downtown areas have encouraged street-
                           level retail, second- and third-story offices,  and  residential devel-
                           opment on top levels.
                           In September 2002, Washington, D.C., introduced an initiative to
                           encourage developers to build vertically rather than horizontally.9
                           The city's Department of Planning drafted a publication called
                           Trans-Formation: Recreating Transit-Oriented Neighborhood Centers
                           in Washington, DC: A Design Handbook for Neighborhood Residents.
                           The purpose of the publication was to illustrate ways to encourage
                           transit-oriented development through design innovation and
                           enhancements. Vertical development, which in many communities
                           consists of at least six stories, can be  achieved  by incorporating
                           additional permitted uses in zoning districts or by providing den-
                           sity bonuses  for developments that include a mixture of uses on
                           one site. A jurisdiction  can even offer  financial incentives when  a
                           development includes one or more  elements of a mixed-use devel-
opment. These incentives might be tax abatements or increased
dollars for facade improvement programs or site preparation and
review proceedings.

                            IO.
Develop mixed-use university districts.
Colleges and universities are important landmarks and institutions
in the cities and towns in which they are located. They are major
employers and often house hundreds of student residents on-site.
Campuses are also part of a larger, existing neighborhood. More
and more universities are developing new master plans that call
for creating more attractive transitions into neighborhoods as well
as providing the student body and nearby residents with  mixed-
use amenities such as restaurants and retail.
Schools can take several approaches to incorporating a greater
mix of uses into their campuses. In some instances, the school can
use its real  estate holdings to  create mixed use  centers. At the
University of Pennsylvania in Philadelphia, the school has con-
structed Sansom Common, a 305,000-square-foot mixed-use
development, which is part of the 2001  Campus Development
Plan. The project is anchored by a university bookstore and also
houses the Inn at Penn, an adjoining 2 59-room hotel, and 54,000
square feet of additional retail and restaurants. Graduate student
housing will also be constructed as part of the project.10
Universities can also help to ensure that the new dormitories they
build  serve  a number  of functions. At Oregon's Portland State
University, a $49 million student housing and mixed-use facility is
under  construction. The project will  include one floor each of
retail  and classroom space, and eight floors of student housing
with 384 studio apartments.11

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Finally, universities can work with local planners to support the
goals of the community at large. In 1994, plagued by blight and
safety concerns, the Ohio State University in Columbus estab-
lished a University Area Improvement Task Force  composed of
faculty, staff and students, university community organizations,
and the city of Columbus. The task force established a new non-
profit redevelopment corporation, Campus Partners, to prepare  a
revitalization plan for the University District. In 1996,  after
working with  representatives of community organizations,  local
government officials,  and university officials, Campus Partners
released the University Neighborhoods Revitalization Plan. The
University, in  partnership with the local government, developed
250 recommendations—including improving student rental hous-
ing, increasing the level of homeownership in the University
District, and revitalizing the retail market serving these neighbor-
hoods. A major project, the South Campus  Gateway, is expected
                                                                        In the new urbanist development of
                                                                        Kentlands in Gaithersburg,
                                                                        Maryland, residents can choose to
                                                                        reside in live-work units.
                                                                        to open in the summer of 2005. According to Campus Partners,
                                                                        the South Campus Gateway may be  the largest mixed-use urban
                                                                        redevelopment project ever attempted in central Ohio.12
Mark Alan Hughes, "Philadelphia's Valuable Foot Fetish," Philadelphia
Daily News, May 20, 2003.
Charles Lockwood, "Raising the Bar: Town Centers are Outperforming
Traditional Suburban Real Estate Products," Urban Land Magazine,
February 2003.
For details, see City of Houston, Department of Planning and
Development, http://www.ci.houston.tx.us/planning.htm.
For details, see City of Largo, Community Development Department,
http://www.largo.com/index.cfrn?action=dept&drill=community.
Paul Drake, New Jersey State Office of Smart Growth, phone
conversation, August  18, 2003.
Jon Talton, "How Commercial Arteries in L.A. Stay Healthy,"
Arizona Republic, April 29, 2003.
Eugene Arner, City of Santa Cruz, Department of Planning and
Community Development, e-mail, May 1, 2003.
Bob Kindred, City of Ames, Iowa, Department of Community
Development, phone  conversation, May 1, 2003.
Washington, D.C., Department of Planning:
http://www.planning.dc.gov/documents/pdf/Trans-Principle5.pdf.
See http://www.elkus-manfredi.com/sansom.html.
Sheila Bacon. "Portland State University's Broadway Housing Creative
Financing Speeds up Process." September 2003. http://northwest.
construction. com/features/archive/0309_Featurel. asp
Campus Partners, The Ohio State University. See http://www.osu.edu/
org/osucp/index.html.
                                                                                                                                                          MIXED LAND USE
PRACTICE TIP:
Beyond the  National  Trust for
Historic  Preservation's  Main
Street Program, many local, state,
and federal programs exist to direct
funds for downtown and commer-
cial district revitalization.  Many
villages and cities, such as Santa
Cruz,   California,   have   a
Redevelopment Authority or a
Redevelopment Division  of the
Department of Community or
Economic Development. Statewide
programs, funding through  a
Department of  Commerce  and/or
Community Affairs can leverage
additional grants that  are avail-
able. These funds can support pro-
grams that ensure combined retail
and residential land uses.

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                 Chapter 2
  Take Advantage  of Compact
          Building Design
     Although compact building design and den-
     sity are often met with stiff resistance in
communities, changes in consumer preference
and demographics are creating a demand for
quality higher-density housing products and
neighborhoods. Recent surveys suggest that
Americans prefer a wider array of housing
choices, including condominiums, duplexes or
townhomes, and single-family detached hous-
ing,  than conventionally believed. Similarly,
Americans prefer a diversity of neighborhood
types, in particular those with shops and serv-
ices  within walking distance.1  According to
another recent survey, 63 percent of Americans
would like to walk to stores and other places.2
The  same survey also found that 54 percent of
Americans  believed that there were too few
shops or restaurants within walking distance of
their homes.
            $MART GROWTH
            NETWORK

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      GETTING TO SMART GROWTH II
Compact development helps create
communities with a variety of uses
and transportation options.
                          Higher-density development is a key
                          element to creating walkable com-
                          munities and providing more trans-
                          portation options. From a retail
                          standpoint,  more density means
                          more customers. A neighborhood
                          that includes more compact develop-
                          ment can support more stores and
                          restaurants within its boundaries.
                          Density also fosters  more  trans-
                          portation choices. More riders in the
                          same area mean that bus or rail serv-
                          ice becomes  more  viable and con-
                          venient.  Whereas a  low-density
                          development  may only justify a stop
on the development's edge, a development with more people may
attract a central transit stop within a short walking distance for all
residents.3 The transportation choices created  by density offer
people the freedom to  select from a variety of transportation
modes—walking,  bicycling, mass transit,  automobile transit—to
complete their daily routines, such as commuting to work or
school, running errands, and taking their kids to daycare.
Higher-density development can also contribute to a wider range
of housing  choices. Higher-density projects can reduce per-unit
construction costs, allowing developers more flexibility to
respond to the market and, thus, offer a range of housing types to
a variety of consumers. Young singles can find smaller units with
convenient access to entertainment, families can seek large yards
and multiple bedrooms, and retirees who are tired of maintenance
can downsize their yards in favor of housing with more amenities
and services.  Providing these options in the same neighborhood
enables residents to change housing arrangements without having
to move from the community. For households with limited
income, higher densities mean more housing choices at different
price points.
Consumer desires for convenient neighborhoods with many
amenities, as well as public sector efforts to address traffic and use
public resources efficiently,  are creating increased interest in
more compact development. The following policies and strategies
offer a number of ways to support compact building design within
a community.

                             I.
Organize a compact development endorsement program.
Many  community  members voice displeasure with development
plans during the development process. However, with the emer-
gence  of smart growth, many organizations, from affordable
housing advocates  to environmental groups, are now supporting
quality-development proposals. The Greenbelt Alliance supports
quality  projects  through   their  Compact  Development
Endorsement  Program.   The   alliance   hopes   that
the  program  will make the  development process easier for
smart  growth  developers and thereby promote future  develop-
ment initiatives.
The alliance endorses and supports residential,  mixed-use, and
commercial developments that are pedestrian-oriented and transit-
accessible, use land efficiently, and provide affordable housing in
the Bay Area.4 Alliance staff members use a variety of criteria to
review potential endorsements. These criteria include housing
affordability, pedestrian friendliness,  and project density. After
meeting the criteria, a developer receives a  letter of support and
active endorsement at public hearings and other forums.

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In 2001, the alliance lent its support to the Gateway Senior
Project in Santa Clara, a 42-unit  apartment development.
Located in the city center, the project will encourage walking and
the use of transit. A train depot located five blocks away,  near
shops and services, is also on the property. One hundred percent
of the development will comprise housing units built according to
a compact design concept. In addition, the architectural motif of
the project will be modeled after the  1930s Mission Revival  style
so that the housing  units will fit in with existing neighborhood
structures.5

                             2.
Adopt a cottage housing development zoning ordinance.
In communities across the country, rising demand accompanied by
changing demographics is making the cost of housing too expen-
sive for many citizens. As a result, officials are exploring various
remedies to encourage development of additional housing without
sacrificing the character of their respective communities. Many
such communities  are rediscovering the virtues of cottage housing
and are implementing new ordinances  called cottage housing
development (CHD) zoning ordinances,  which are designed to
facilitate development of these time-honored housing types.
Cottage houses are single-family detached units,  usually less  than
1,000 square  feet in  size, that incorporate many of the amenities
associated with conventional single-family detached housing.
Because of the style and  size of cottage houses, developers can
                                                                   Third Street Cottages in Langley,
                                                                   Washington, provide affordable
                                                                   housing opportunities and use
                                                                   only a third of the land required
                                                                   under the original ordinances.
cluster cottage housing onto smaller parcels of land without sacri-
ficing the feel and character of detached housing. A CHD ordi-
nance facilitates development of these units by designating spe-
cific zones in the community where housing may be constructed
within a specified range of footprints. Within such zones, com-
munity officials may work with developers to establish applicable
densities and design amenities.
The community  of Langley, Washington, a small town situated
on Whidbey Island in Puget Sound, is already reaping the bene-
fits of its recently implemented CHD ordinance. In the early
1990s, development pressures stemming from the nearby  Seattle
region offered new vitality to the Langley community but  threat-
ened to overwhelm its rural character. Consequently,  in 1995,
community officials adopted the region's first CHD ordinance to
cluster additional housing comfortably into higher-density CHDs
built according to the style of the surrounding village. Under the
ordinance, housing built in  the district could be  clustered up to
12 units  an acre and constructed on footprints between 650 and
975  square feet.  Each unit would be fully detached and could
incorporate many of the amenities found in larger housing types.
To the surprise of some, local developers quickly capitalized on
the new ordinance to create some of the most appealing housing
in the area. The Third Street Cottages, the first development to
emerge under the ordinance, quickly garnered admiration from
local villagers and prospective purchasers alike. The units provide
a variety of new housing to  local buyers while consuming only a
third of the land required under the original ordinances.
                                                                                                                         TAKE ADVANTAGE OF COMPACT BUILDING DESIGN

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
Conservation subdivisions have
become a popular tool to preserve
open space.  However, they should be
used with care as they may lead to
further separation of  uses and
increased dependence on automo-
biles and, in some cases, may spur
leap-frog development, which fur-
ther consumes land for develop-
ment.  In the context of a larger
vision for the community, conserva-
tion subdivisions can play a  vital
role, but as a piecemeal tool or
solution they should be avoided.
                             3-
Use compact development coupled with onsite best manage-
ment practices to improve environmental outcomes.
Compact development offers environmental benefits. By support-
ing greater transportation choices, higher densities can contribute
to improvements in regional air quality. The U.S. Environmental
Protection Agency (EPA) projected that Atlantic  Station, a
higher-density infill development in midtown Atlanta, will gener-
ate 33 percent fewer emissions in comparison to the same devel-
opment built at lower densities and located  in a greenfield.6
Research also suggests that higher-density development can play
an integral role in protecting water  resources. Specifically, by
consuming less land, higher-density development leaves lands free
that would otherwise be developed, and such land can continue to
perform its ecological functions.
A 1995 study by the South Carolina Coastal Conservation League
examined  the water-quality impacts of two  development alterna-
tives for the 583-acre Belle Hall site  in Mount Pleasant, South
Carolina. The results concluded that  the conventional low-den-
sity scenario consumed  eight times more open  space and gener-
ated  43 percent more runoff, four times more  sediment, almost
four times more nitrogen, and  three times more phosphorous
than the more compact, town-centered scenario.7
In some cases, however, compact development can create "hot
spots" of  pollution or adversely impact critical environmental
areas if located in the wrong place. Best management practices
(BMPs) can mitigate developmental impacts on  adjacent environ-
mental resources and reduce pollution  originating from the devel-
oped area. There are many BMPs available  to communities,
including buffer zones, narrower residential  streets, and tree
planting, and when incorporated into compactly designed areas,
these can address any increased pollution.8
Use traditional neighborhood design.
Mixed-use, pedestrian-friendly, compact developments are not
new phenomena. These "traditional neighborhood design"
(TND) developments were the predominant urban form  in the
U.S. up to and through World War II.9 The original TND devel-
opments are still found in urban  and rural locations such as
Seattle, Washington, and Danville, Indiana, respectively. The
Capitol Hill neighborhood in Seattle offers residents the oppor-
tunity to walk to Volunteer Park or grab a cup of coffee along
15th Street; the town square in Danville provides neighborhood
meeting places, such as the public library and Mayberry Cafe.
However, from the mid-1940s to today, the predominant devel-
opment pattern across the country has been single-use, low-den-
sity,  and auto-dependent designs characterized  by pods of com-
mercial, retail, office, and residential development. This new
form of development has replaced lively neighborhoods with
stretches of residential, commercial, and retail pockets. Within
these contexts, compact development can impose unacceptable
costs because the design, infrastructure, mix of uses, transporta-
tion options, and other features that make density  (and, more
broadly, development) work well are not in place. Retrofitting
existing neighborhoods and  creating new ones with TND can
help re-create functioning neighborhoods that benefit the econ-
omy, community, and environment.
TND involves developing neighborhoods that have definite cen-
ters and edges, a mix of destinations within a short walk, a diver-
sity of housing types and styles, and access to public transit.10

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                                                                                                                        TAKE ADVANTAGE OF COMPACT BUILDING DESIGN
                                                                                          Denver, Colorado's Lower Downtown neigh-
                                                                                          borhood has been successfully renovated
                                                                                          from an underused warehouse district into a
                                                                                          vibrant, compact destination.
                             5-
Use compact design to create more secure neighborhoods.
Well-designed compact developments can foster the sense of
safety and security that every person desires in their community.
By incorporating front porches, attractive  common open space,
and narrow streets with sidewalks into new or existing develop-
ments, the community promotes safety and security by means of
its own activity. This type of crime prevention is referred to as
"eyes on the street,"  and is based on the idea that an active com-
munity with people  using the streets and watching the streets
from their homes or yards can deter street crime. Jane Jacobs, the
noted observer of neighborhood function, pointed out the crime-
prevention benefits of density and compact building design in the
early 1960s. She described the virtues of compact design as a
means for providing a critical mass of individuals to use the
streets, parks, and public spaces of the city.11
Throughout the country, neighborhood planners and community
activists have begun  to promote crime prevention through envi-
ronmental design, or CPTED, in order to engage residents in
endeavors  to  create safer communities. The establishment of
defensible space, a key component of CPTED, occurs when com-
munity residents take an interest in  their surroundings and adopt
community policing initiatives. In an existing neighborhood, this
means enacting traffic-calming  measures and providing or
enhancing semiprivate courtyards to encourage residents to
gather and, subsequently, monitor their surroundings. In pro-
posed neighborhoods, streets should be narrow to encourage con-
tact  among neighbors. CPTED uses design to minimize the
opportunities for crimes to be committed.
Police stations around the U.S. are employing CPTED strategies
to prevent  crime. In  the city of Norfolk, Virginia, 144 neighbor-
hoods encompassing 40,000 residents  are part of the police
department's "Block Security" program. This program incorpo-
rates the principles of CPTED and also includes site-plan reviews
that focus on security issues, neighborhood watch programs, and
a citizen security council. In an analysis  of crime data,  Norfolk
found a 30 percent decrease in the burglary rate for areas in the
block security program as compared with other areas in the city.12

                             6.
Subdivide vacant warehouse space into residential units.
One of the biggest trends from the second half of the 1990s and
to the 2000s is the conversion of abandoned and vacant ware-
houses into compact residential units. Most cities that experi-
enced warehouse conversions during this  time are located east of

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
For case studies on big boxes in
urban areas, see Better Models for
Superstores by Constance Beaumont.
Available from the National Trust for
Historic Preservation.
the Mississippi River (e.g., Baltimore, Pittsburgh, and Chicago),
but some jurisdictions, like Minneapolis and Denver, have also
seen entire neighborhoods revitalize when derelict warehouses
were reused as housing.
Most of these warehouse districts, like Chicago's Near West Side
and Denver's LoDo, or Lower Downtown, neighborhoods, have
capitalized on their proximity to downtown by welcoming a wealth
of new residents and businesses to these long-neglected sectors of
the city. The city benefits by being able to put these structures
back on the tax rolls, and with the extra income, residents, who get
to live in a hip new area, enjoy maintained and improved munici-
pal services. The other positive  enhancement for the city is that
the infrastructure for these buildings already exists. There can be
lower outlay for streets and utilities in  lieu of establishing new
buildable sites. A majority of all warehouse conversions results in
higher densities of residential living than the development of sin-
gle family homes or many other types of projects.
Minneapolis's Mill District, which in the  1920s and 1930s was the
largest flour mill district in the country and was home to compa-
nies like Gold  Medal and Pillsbury, now hosts many young sin-
gles, restaurants, and retail establishments. In the Mill  District,
which also includes the historic North Star Woolen Mill  and the
Crosby Washburn Mill Complex, city officials  are using tax incre-
ment financing and other public funds to pay for public redevel-
opment activity. Since most warehouse  conversions are compli-
cated ventures  that might include brownfields or other remedia-
tion issues, it is important to develop  a  master  plan for  these
properties and seek public-private  partnerships to ensure that
market demands and public requirements are satisfied.13
                             7-
Ensure that big box stores locating in existing urban centers
are appropriately scaled and designed.
Big box stores, which typically range  in size from 90,000 to
250,000 square feet, are popular shopping destinations for
American consumers. Large inventories and low prices tend to
drive the demand.  Between 2001 and 2002, sales at warehouse
clubs and superstores increased by $27.5 billion, or 16.7 per-
cent.14 Between 1970 and 1998, retail space  per capita increased
from  32 to 38 square feet per person—a gain of 20 percent over
the past 27 years—as a result of the growth of superstores and
power centers.15 Architecturally, these stores  are typically charac-
terized by windowless, standardized, one-story buildings with an
ample supply of parking—hence the moniker "big box."
While it is crucial for communities to thoroughly review the pros
and cons of big box retailing, including  the  impacts it may have
on small businesses, it is also clear that many consumers have an
appetite for it. While most big box establishments are located in
the urban fringe, residents in urban areas are increasingly looking
for compact versions of these stores. In addition, by encouraging
these national chains to locate in older retail districts rather than
suburban greenfields, it is  possible to draw more customers to
downtown areas.
To make Main Street big box retail successful, communities need
to ensure that new  stores complement the existing retail district.
There are design techniques  that local  governments may want
to consider.
• Prohibit blank walls. Allow no uninterrupted length of any
  facade in excess of 100 horizontal feet. If a facade is greater
  than 100 feet in length, it must incorporate recesses and projec-

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                                                                                                                         TAKE ADVANTAGE OF COMPACT BUILDING DESIGN
  tions along at least 20 percent of the length of the facade.
  Windows, awnings, and arcades must total at least 60 percent of
  the facade length abutting a public street.
• All facades of a building that are visible from adjoining proper-
  ties or public streets should contribute to the pleasing scale
  features of the building and encourage community integration
  by featuring characteristics similar to a front facade.
• Do not locate more than 50 percent of the off-street parking
  area between the front facade of the building and the primary
  abutting street.16

                             8.
Create compact office parks and corporate campuses.
In many areas, office parks are  isolated pods of commercial or
industrial development surrounded  by grass or trees and parking
lots that are linked to other office buildings by a winding service
road. Disconnected from  any community fabric, these places
require that workers  drive to get lunch or  run errands. According
to a 2000 survey issued by the Brookings Institution, the suburban
share of office space grew from 26 percent in 1979 to 42 percent in
1999. The survey also found that by 1999, 37 percent  of all office
space was found in highly dispersed,  "edgeless" locations.17
Separating office activity from residences and commercial areas
can create a jobs-housing imbalance. The consequences of this
are readily apparent:  commuters spend hours in  traffic to reach
isolated office destinations, arterial roadways are  jammed  at
lunchtime, and workers have no nearby amenities. To deal with
these issues and to  create a more inviting environment for
employers and employees, companies around the country are
looking at more integrated approaches to office parks. They are
connecting job centers to nearby train stations with feeder buses.
Office parks are becoming places where people can live and shop
as well as work. Rather than building detached, single story office
buildings, companies are seeing the advantage of locating in more
compact areas that support a range of amenities.
In Piano, Texas, a city 20 miles from Dallas, Legacy Town Center
has been constructed as an alternative to the traditional office
park. More than 32,000 people work in the  area, and it is  the
home to the headquarters of Electronic Data Systems, Frito Lay,
and AT&T Wireless.
Recognizing that employees are tired of long  commutes and are
looking for a better quality of life, the businesses of Legacy  and
the city of Piano embarked on the development of a town center
in the middle of the existing business park. The pedestrian-ori-
ented Town Center sits on  155 acres within  the 2,660-acre office
park and has over 600 units of housing,  a child development cen-
ter, a 57,000-square-foot fitness center, and shopping, restaurants,
and other amenities. To accommodate the variety of uses, the  city
of Piano created a "mixed-use Town Center" zoning type for the
area. Under this designation, special attention is paid to set-backs,
green space, and architectural design.
Major players in the real estate market are also beginning to rec-
ognize the importance of more compact, amenity-filled office
locations. In August 2003, Boston Properties, a large real estate
investment trust, spent a record $205 million for two fully leased
office buildings in Virginia's Reston Town Center, a compact sub-
urban community outside of Washington, D.C. A senior vice
president of the firm remarked in the  Washington Post, "If you
look at Northern Virginia overall,  there's a lot of space available.
But if you look at Reston Town Center and within a quarter mile
of it, you have a vacancy rate of less than 5 percent," compared

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GETTING TO SMART GROWTH II
                          with 23  percent overall in the Reston-Herndon high-tech
                          enclave. "Even in a soft market, there's a flight to quality. Tenants
                          want to be as close as possible to amenities, the restaurants and
                          retail."18 Compact development makes these amenities possible.
                          Strategically reduce or remove minimum lot size requirements.
                          When faced with traffic, loss of open space, or rising demands on
                          public services from new development, many communities seek to
                          fix the problem by increasing minimum lot sizes. The thinking is
                          straightforward. Larger lots mean  more expensive houses and
                          thus more tax revenues. Spreading out development will spread
                          out traffic and reduce congestion. Put the same house on a larger
                          piece of land and  leave more  open space. There is an intuitive
                          appeal to this thinking. However, many communities have had
                          counterintuitive results, with larger lot sizes sometimes exacerbat-
                          ing the very problems they were meant to avoid.
                          Here's why. While government requirements for large lots do
                          drive up housing costs, the  extra tax revenues may be offset by
                          other factors. For instance, longer distances between houses mean
                          extra infrastructure and higher capital  costs—not only within the
                          development (where the developer likely pays), but also between
                          developments that the local government generally pays for. In
                          addition, larger lots mean a development consumes more land
                          than it would otherwise. When this land is farmland or other
                          "working  land," the locality loses  a valuable taxpayer. Unlike
                          houses, working lands almost always pay more in taxes than they
                          demand in services. Finally,  zoning exclusively for large lots and
                          houses may mean that more incoming households will be families
                          with school-age children.  Schools are often  the  largest  cost for
                          local government. Zoning that provides for families, retirees,
young couples just starting off,  and singles can diversify the
household base and thereby reduce school costs.
In response, localities are now looking at the advantages that can
come with  strategic reductions, or in certain parts of a commu-
nity, with the removal of minimum lot sizes. Like large lot zoning
under 1 unit per 20 acres, zoning for smaller lots does not directly
preserve open space. However,  unlike larger lot zoning, smaller
lot sizes can actually reduce market pressure on undeveloped
land, providing communities with  time to preserve important
open space. In some cases communities have linked these two
ideas, providing  more building  opportunities in one area in
exchange for preservation in another through tradable  develop-
ment rights.  For  instance, in Montgomery County, Maryland,
land in the  more rural upcounty area was downzoned from 1 unit
per 5 acres  to 1 unit per 2 5 acres, and landowners were allowed to
sell the difference in  development  rights to downcounty areas
where greater density was allowed.

                           IO.
Manage the transition between higher- and lower-density
neighborhoods.
Providing a variety of housing, neighborhood, and transportation
choices is  one of smart growth's principal goals.  To provide
choices, a variety of development—including main  streets with
shops and  townhouses, business centers with offices and apart-
ments, and  single-family neighborhoods with yards—is needed.
Arlington County, Virginia, is an  example of a community that
has been able to successfully integrate higher- and lower-density
development. Arlington's  many neighborhood types meet a vari-
ety of living preferences and economic means. Residents can
choose to live in any number of amenity-rich neighborhoods that

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                                                                                                                             TAKE ADVANTAGE OF COMPACT BUILDING DESIGN
are a short walk or bike from shopping, parks, schools, and
restaurants and a subway ride or drive from work and regional
destinations.
Arlington County has concentrated higher-density development
on less than 7  percent of its land along its two rail transit corri-
dors. This small portion of land area generates 70 percent of the
county tax base. Integrating density in  a concentrated area allows
the county to offer urban living to some and protect suburban liv-
ing for others  while increasing property values and maintaining
community character throughout.
Arlington has used a variety of techniques to manage the transi-
tions between areas of lower density and areas of higher density,
including:
• Establishing bull's-eye zoning around transit stations. This  con-
  centrates the highest density around areas with the greatest
  transportation choices and gradually reduces density as you
  move away from the stations. In single-family neighborhoods,
  residents know that higher densities will be located elsewhere
  and that there will be developments of middling densities to
  transition from one neighborhood type to another. (For more
  information on bull's-eye zoning, see Principle 10, Policy 8.)
• Stepping down building heights. Transitions between high and
  low density are mediated by middling densities. Midrange den-
  sity can take  different forms, such as large buildings surrounded
  by parking or smaller buildings that make up more coherent
  neighborhoods. Arlington specifies that as you move from
  high-density to low-density areas, building heights should be
  reduced. Thus, low-rise buildings achieve moderate densities,
  provide sound barriers between busy centers and quiet neigh-
  borhoods, and create a consistent visual progression.
• Citizen participation in the planning process. Arlington's resi-
  dents are very engaged in the planning process and have a good
  understanding of the development plan and goals. Their partic-
  ipation creates support for higher-density development in the
  transit corridor, and their input helps to ensure that new devel-
  opment adds value to the existing neighborhood.

These are just a few of the techniques applied in Arlington. Many
other techniques  (such  as strategic location of parks, matching
building types  across streets, stepping buildings back when they
reach their upper  stories, and matching local architectural styles)
also provide effective means of accommodating higher density.
Achieving higher-density development in some parts of a commu-
nity is a key to providing amenities,  housing choices, economic
opportunities, and transportation options. Residents in Arlington
have willingly accepted higher density because they have worked
closely with local officials, because the  development rules are
clear, and, ultimately, because new  development has improved the
neighborhood and quality of life.


   Dowell Myers and Elizabeth Gearin, "Current Preference and Future
   Demand for Denser Residential Environments," Housing Policy Debate, 12
   (2001): 637-639.
   Belden Russonello and Stewart, Americans' Attitudes Toward Walking and
   Creating Better Walking Communities (Washington, D.C.: Belden
   Russonello and Stewart, 2003), 4-5.
   John Holtzclaw, Sierra Club Home Page, June 1994, http://www.sierraclub.
   org/sprawl/articles/characteristics.asp  (accessed 28 April 2003).
   http://www.greenbelt.org/whatwedo/prog_cdt_index.html
   http://www.greenbelt.org/whatwedo/prog_cdt_projectsummary.html
   US Environmental Protection Agency, "Transportation and
   Environmental Analysis of the Atlantic Steel Development Project," in
   Our Built and Natural Environments (Washington, D.C.: EPA Publication
   #231-R-01-002,2001):47.

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GETTING TO SMART GROWTH II
                                  South Carolina Coastal Conservation League, EPA, NOAA, SC
                                  Department of Health and Environment, Town of Mount Pleasant, The
                                  Belle Hall Study: Sprawl vs. Traditional Town: Environmental Implications
                                  (South Miami, FL: Dover, Kohl, and Partners, 1995).
                                  The Center for Watershed Protection's Web site (http://www.cwp.org)
                                  provides many resources on developing BMPs, and EPA's stormwater
                                  office has developed a National Menu of Best Management Practices for
                                  Storm Water Phase II, which is online at http://cfpub.epa.gov/npdes/
                                  stormwater/menuofbmps/menu.cfm.
                                  Andres Duany, Elizabeth Plater-Zyberk, and Jeff Speck, Suburban Nation
                                  (New York: North Point Press, 2000).
                                  Congress for New Urbanism. Online Tour,
                                  http://www.cnu.org/about/index.cfm?formaction=tour&CFID=3676916&
                                  CFTOKEN=15865508. For more information on developing communi-
                                  ties with TND principles, visit the Congress for New Urbanism's Web site
                                  at www.cnu.org.
                                  Jane Jacobs, The Death and Life of Great American Cities (New York:
                                  Vintage, 1961).
Norfolk Police Department Web site: http://www.norfolkva.us/police/
blockhtml (accessed August 25, 2003).
For more information about the redevelopment of Mill District in
Minneapolis, see http://www.ci.minneapolis.mn.us/council/2003-
meetings/2 003 0 516/docs/06-West-Side-Milling-Dist.
DougalM. Casey, 2002 U.S. Retail Sales, Mall Sales, and Department Store
Sales Review (New York: International Council of Shopping Centers, April
2003).
James Valente and Leslie Oringer, "Retail's Evolving Footprint," Urban
Land.]n\j 1998. 30-35.
Chris Duerksen and Robert Blanchard, "Belling the Box: Planning for
Large Scale Retail Stores." Proceedings of the 1998 National Planning
Conference. http://www.asu.edu/caed/proceedings98/Duerk/duerkhtml.
Robert Lang, "Office Sprawl: The Evolving Geography of Business"
(Washington, D.C.: The Brookings Institution. October 2000).
Kenneth Bredemeier, "Record $205 Million Paid for Office Buildings."
Washington Post, August 11, 2003.

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1!
                                                                                 Chapter 5
                                                                   Create a  Range of Housing
                                                                   Opportunities and Choices
A                                                                     critical part  of implementing smart
                                                                     growth is ensuring that a range of hous-
                                                                ing options is available for varying income lev-
                                                                els and demographic groups. As individuals pass
                                                                through various stages of their lives, their hous-
                                                                ing needs often change. Communities with
                                                                smart growth policies meet these challenges by
                                                                ensuring that a broad range of housing types is
                                                                available for  a variety of income levels. While
                                                                many empty-nesters may be  ready to scale
                                                                down to smaller homes, others may want to
                                                                remain in their homes as they age. Some indi-
                                                                viduals may  want to forgo the demands of a
                                                                house and its inherent responsibilities for the
                                                                ease of apartment or condo living. Some com-
                                                                munity residents  may lack the economic
                                                                resources to  purchase or maintain a home or
                                                                even to find viable rental housing in their com-
                                                                            $MART GROWTH
                                                                            NETWORK

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
The Fannie Mae  Foundation's
KnowledgePlex Web site is a com-
prehensive, interactive resource for
learning more about  affordable
housing and community develop-
ment. It offers updates on housing
legislation, innovations from around
the country, and  articles that
address up-to-date topics and con-
cerns.  For more information, see
http://knowledgeplex.org.
munity. One of the primary goals of smart growth is to provide
enough variety in housing types and price ranges to accommodate
a vast array of needs and tastes.
The supply of affordable housing is a concern in communities
across the country. Throughout the  late 1990s and into the new
millennium, annual housing prices steadily increased 7  or 8 per-
cent, with some markets like the Silicon Valley area of California
showing 50-75 percent increases over  the past five years.1
Housing price increases are caused  by a number of interacting
factors, including the supply and demand for housing, the price of
inputs such as labor, materials  and land, and the amount of choice
in the housing market. Researchers have concluded  that both
conventional land use regulations (e.g., density limits,  minimum
square footage requirements, and bans against accessory dwelling
units such as attached housing or granny flats) and growth man-
agement policies can affect the affordability of housing. Yet, as
researchers also note, smart growth policies can help improve the
supply and the location of affordable housing as well as improve
the community by providing  mixed-use developments that offer
nearby services and transportation choices. Such improvements,
in turn, make the neighborhood more desirable and help main-
tain housing values.2
Cities are recognizing that they need to house residents of all
incomes. A recent poll conducted by  the Chicago  Tribune shows
that six of ten Chicago  metropolitan residents believe more
affordable housing is needed in their local community,  and two-
thirds support building it in their own areas.3 Public- and private-
sector policies and actions can enhance the availability of housing
choice within a neighborhood  and region.

A range of housing styles and types
on a Seattle, Washington, block.
                             I.
Establish an employer-assisted  housing program.
An adequate supply of affordable housing can be a major asset for
regional economic development and a key to attracting talented
employees. Where localities do not have housing choices for indi-
viduals who work in entry-level jobs, employees must either
choose between a long commute or moving to another commu-
nity with more affordable housing. Many employers are recogniz-
ing they can help improve this situation for their employees.
In 2000, the Greater Minnesota Housing Fund (GMHF), created
by the Twin Cities' Metropolitan Council, developed and imple-
mented several innovative models to better match housing supply
with housing demand. The fund works with employers  to match
down-payment assistance, leverage housing-development financ-
ing, and provide technical assistance for communities interested
in expanding their affordable housing.4 These programs serve a
wide range of housing needs, from assisting a potential home-
owner with closing costs to directing investment funds into com-
munities that are designated for redevelopment.
Successful employer-assisted housing strategies serve two essen-
tial purposes: they increase the available housing stock in a com-
munity and help employees to buy existing housing. Because of
these strategies, a family can build equity and enjoy the security
that a home brings. In addition, the employer benefits from
increased employee  loyalty, savings derived from the decreased
need to train new employees, savings because wages do  not need
to be increased to retain and attract employees, reduced worker
commuting times, and overall civic pride.

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                                                                                                                CREATE A RANGE OF HOUSING OPPORTUNITIES AND CHOICES
                             2.
Streamline the development review process when units include
affordable housing.
Affordable housing production is often hampered by cost and
time delays due to regulations and administrative oversight.
These regulations determine the use of funding mechanisms and
the design and construction of housing  units. The land acquisi-
tion process can also delay housing projects. Making the develop-
ment review process as fast and simple as possible is one way to
encourage construction of more affordable housing.
Municipalities can ease the  process by  granting comprehensive
zoning approval if a  certain percentage of housing  units in a
development is affordable to lower-income households. Ensuring
a high-quality product and  engaging stakeholders to  determine
the rules for granting streamlined permits are key to the success
of this strategy.
In summer 2003, the Maryland-National Capital  Park and
Planning Commission (M-NCPPC) announced the initiation of
an expedited development approval process for affordable hous-
ing projects  in Montgomery County, Maryland, called the "green
tape process for affordable housing."5 The Montgomery County
Planning Board has often expressed concern about the critical
need for more housing units that are affordable to citizens whose
incomes prevent them from purchasing market-rate housing.
Under the "Green Tape" program, the M-NCPPC will  coordinate
and streamline plan  reviews to ensure an expedited approval
process for affordable housing projects.  Eligible projects include
residential or mixed-use development that designates at least  20
percent of the total number of housing units to persons or families
with incomes at or below the income level for moderately priced
dwelling  units  as   defined  in  the
Montgomery County Code. Changes to
be included in the Green Tape process are:
• Modified application forms for subdivi-
  sions, project plans, and site plans to
  identify affordable housing projects
• An expedited review process for
  applications
• Improved communications between the
  reviewing agencies
• Creation of a geographic information
  system map overlay of Green Tape
  applications for easy identification of
  these projects
• Expedited construction permits and utilities permits processing.6


                            3-
Create a regional program to encourage all communities to
include a fair share of affordable and moderate-range housing.
In many regions, the housing stock does not include a balance of
housing types  and prices across  all communities. The efforts of
one city to provide housing for lower-income residents may not
address overall  demand if neighboring communities do not make
similar efforts. The need for a  wide distribution of affordable
housing within a  region also relates to reducing  commuting
times and congestion, balancing jobs and housing, and mitigating
concentrations  of poverty. Planners around the country are try-
ing several approaches to ensure that all communities through-
out a metropolitan area achieve an  adequate range of housing
types and include a fair share of affordable and moderate-range
Detached single-family homes in
Grayslake, Illinois, feature garage
alleys and face a large neighbor-
hood park.

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
The American Planning Associa-
tion's  new  report  Regional
Approaches to Affordable Housing
examines the results achieved to
date in the  regions or areas of the
country where  equity in housing
opportunity is a planning priority.
For  more  information, visit
www.planning.org.
housing. The following illustrates two examples of unique fair-
share partnerships.
All cities and counties in California are required by state law to
have a general plan that includes a "housing element." Plans must
be certified by the state, which can require changes if they don't
comply with state mandates. Once adopted, the general plan has
the force of law:  a local government cannot legally act inconsis-
tently with its general plan. While the  law does not require cities
and counties  to build affordable housing themselves,  their hous-
ing elements must:
• Establish housing programs and policies that encourage
  affordable housing for people of all incomes and those with
  special needs
• Demonstrate that they have enough land zoned for
  multifamily housing to build all of the homes needed for
  lower-income families
• Reduce obstacles to housing development
• Describe how they will use available funding for
  affordable housing.7
Portland, Oregon, has adopted a Regional Affordable Housing
Strategy (RAHS) that calls for local governments  within  the
region to adopt "voluntary affordable housing production goals."
The strategy also requires communities to submit a progress
report that indicates the status of comprehensive plan  amend-
ments, land use tools, and supply of affordable housing. The spe-
cific actions recommended in the RAHS focus on cost reduction,
land use and regulatory issues,  and the distribution  of regional
funds; all actions are voluntary. Because the Portland Metro
Council accepted the RAHS in June of 2000, information regard-
ing the effectiveness and outcomes of the approach were not
available at the time of printing.8
Use transportation funds as an incentive to provide housing
near transit.
Many growing urban areas are  experiencing both an acute short-
age of housing and severe traffic-congestion issues. Local govern-
ments seeking sales tax revenues tend to zone and create incentives
for office space and retail development. Conversely, they may
engage in efforts intended to keep out low-cost housing to avoid
the associated fiscal burdens. This can  create  an  imbalance
between  the number of jobs  in a jurisdiction and the number of
residential units, which, in turn, can worsen traffic congestion dur-
ing peak  hours and lead to lifeless commercial areas after hours.
Officials  in San Mateo County, California, knew their housing
shortage  was creating a jobs-housing imbalance and contributing
to higher housing  costs. The resulting long commutes increased
traffic congestion and worsened air quality. To address this prob-
lem, the  City/County Association of Governments of San Mateo
County (C/CAG) sponsored a countywide transit-oriented devel-
opment (TOD) incentive program. C/CAG can allocate up to 10
percent of its state transportation improvement program funds as
an incentive for local land use authorities to develop housing near
transit stations.
Under the program,  a jurisdiction receives  funds based on the
number  of bedrooms built near rail transit. Typically,  eligible
projects receive up to $2,000 per bedroom. To be eligible for the
program, housing must be within one-third of a mile of a rail
transit station, and density must be at least 40 units per acre.
Funds can be used to support transportation improvements either

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                                                                                                                CREATE A RANGE OF HOUSING OPPORTUNITIES AND CHOICES
on or off site, as determined by the land use agency. In addition to
direct transportation improvements, the program permits some
general improvements, such as landscaping, lighting, sidewalks,
plazas, and recreational projects.
For the first cycle, October 1999 to September 2001, C/CAG
programmed $2.3 million to its TOD incentive program to sup-
port development of 1,282 bedrooms in five projects. The second
cycle, February 2002 to February 2004, has programmed over
$2.9 million for 10 projects to facilitate the creation of 2,407 bed-
rooms.  San  Mateo's success has inspired other communities to
implement  similar programs  with their transportation funds.
Through these local incentive-based programs, regional govern-
ments are addressing  housing  shortages while decreasing traffic
congestion and maximizing ridership on their transit systems.


                             5-
Use housing to engender 24-hour cities in revitalization plans.
Downtown  revitalization projects often focus on creating new
regional attractions, such as a stadium, an aquarium, a convention
center,  or a shopping plaza. There is often a belief that these
kinds of projects will bring more money into the city by  attracting
large  crowds and spin-off businesses like hotels and restaurants.
Another common practice aimed at maximizing the government's
return on tax dollars is to overbuild office space because workers
require fewer services than residences. Revitalization efforts
focused only on these kinds of developments, however, create
downtowns where the activity occurs only during the business day
or during special events on the weekends.
In contrast,  revitalization projects that incorporate housing as a
critical component re-energize entire neighborhoods. With resi-
dents living  in a place around the clock, a new market  is created
for nightlife, services, and shopping. Housing creates the energy
for a 24-hour city. Round-the-clock cities are consistently recom-
mended as sound places  for real estate investment. They are
desirable locations for developers  and real estate investors due to
their higher barriers to entry, geographic amenities, transporta-
tion and technology infrastructure, and cultural, entertainment,
and retail opportunities. Within suburban locations, dense centers
are beginning to evolve into 24-hour markets where residents can
work, shop,  dine, and entertain in a given neighborhood. In their
annual  publication  Emerging Trends  in  Real  Estate,
PricewaterhouseCoopers and LendLease have favorably rated 24-
hour markets for the past decade. As cities realize the potential of
their downtown areas, many are trying to encourage more hous-
ing there while maintaining affordable housing stock.
Washington, D.C., for example, is reinventing itself as a  24-hour
destination. Like many urban centers, D.C.  had been losing pop-
ulation for decades. By the mid-1990s its downtown was hollowed
out, and after 5:00 p.m. it was largely abandoned. Then,  changes
in government,  a thriving economy, regional traffic congestion,
and demographic changes combined to make the city a desirable
place  to live. The District made the most of its popularity by
encouraging residential housing development in downtown com-
mercial areas. Between 2000 and 2002, the Office of Planning and
Economic Development  reported that  3,144 residential units
were completed, while 5,725 were under construction and 10,194
were in predevelopment stages. Many of these units went into
traditional commercial and office  locations. Residential develop-
ment in these areas has increased  its safety  after work hours and
made it more profitable for businesses to stay open later.
To increase city revenues and enliven  the downtown, D.C.'s
mayor has adopted a goal of increasing the residential population

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GETTING TO SMART GROWTH II
                           by 100,000 persons by 2010. To meet that goal, the District is
                           embarking on a new marketing campaign—"city living, dc style!"
                           Targeting commuters, current renters, young professionals, and
                           empty nesters, the city living campaign will highlight the oppor-
                           tunities that accompany downtown living: housing for all
                           incomes, recreation for all ages, and entertainment for every taste.

                                                       6.
                           Integrate smart growth and housing programs.
                           The most successful way of ensuring that a community supports a
                           diversity of housing types and price ranges is to create a compre-
                           hensive housing program reflective of smart growth principles.
                           A typical place to start is to identify housing-opportunity zones
                           within the general or comprehensive plan that are also consistent
                           with smart growth goals. For instance, a diverse range of housing
                           should  be  located near transit and/or job centers. This in turn
                           creates  not only more housing opportunities, but also transporta-
                           tion choice and more balanced regional growth. Yet, by itself, a
                           plan is not enough to guarantee the inclusion of affordable hous-
                           ing. Using incentives in zoning processes and fee structures, cities
                           and counties can more easily encourage developers to build
                           affordable units in designated smart growth areas.
                           Lack of affordable housing in California's Silicon Valley has
                           forced low-income families to live far outside the center of the
                           region or in overcrowded conditions. In 2000, the average price
                           of a single-family home in Silicon Valley was $617,000, and  in
                           April 2001, the median monthly rent for a two-bedroom  apart-
                           ment in Santa Clara County was $1,800.9
                           In response to these concerns,  San Jose's city-planning staff con-
                           ducted  a "Housing Initiative Study" to examine  market demand
and land supply for new housing in the Guadalupe light-rail tran-
sit corridor. Finding that the area could accommodate up to
10,000 new, compact units, the city updated its general plan to
allow substantially more housing along the transit line.
As a result of this policy direction, 25 projects comprising 4,145
housing units have been built in existing transit corridors (both
bus and rail) with city assistance. To finance the affordable com-
ponents of these projects, San Jose typically uses 20 percent of tax
increment financing receipts to fill the gap between conventional
financing and available supplements, such as low-income housing
tax credits and tax-exempt private activity bonds.10
Austin, Texas,  developed a  housing policy initiative called
SMART (safe, mixed income, accessible,  reasonably-priced,11 and
transit-oriented), which requires that a certain number of units be
affordable for families who earn no more than 80 percent of
median family income. These units must be one-quarter mile or
less from existing or planned transit and  meet additional criteria.
The program has a number of incentives  to encourage developers
to build housing that meets the SMART  specifications, including
a review process that is faster than traditional review times. Each
project is assigned a city staff person to help move the project
through review and inspection.
SMART also waives fees associated with  development, including
review and inspection, water and wastewater capital recovery, and
public-works construction  inspection. The reduced fees operate
on a sliding scale, as shown  on page 27.
Austin has certified over 6,000 new  single-family or multifamily
housing units that meet SMART program specifications.12
As both the programs in San Jose and Austin demonstrate, a com-
prehensive approach is required to ensure that adequate supplies

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                                                                                                                   CREATE A RANGE OF HOUSING OPPORTUNITIES AND CHOICES
   Reduced Fee Sliding Scak
   A builder provides
   10 percent reasonably priced
     housing units
   25 percent reasonably priced
     housing units
   30 percent reasonably priced
     housing units
   75 percent reasonably priced
     housing units
City of Austin provides
20 percent fee waivers

40 percent fee waivers

50 percent fee waivers

100 percent fee waivers
of reasonably priced housing are available. Municipalities can
develop plans that target housing in specific smart growth areas
and then create flexibility and time savings in the zoning and
review processes. Financial incentives can also be introduced  to
encourage developers to produce affordable units.

                             7-
Adopt property tax exemption programs for mixed-income
developments and low-income homeowners.
Communities often struggle with finding ways to produce afford-
able housing. Some developers claim that land is too expensive  or
that they cannot achieve a return on their investment if projects
include affordable units.  Other barriers include design guidelines
and site-plan review costs. While many factors contribute to the
expense of supplying affordable housing, communities can use
tools  that subsidize  the  cost to developers through tax exemp-
tions. While providing such financial incentives for developers is
important, communities should be  sure to craft their programs
around specific resident needs to achieve the best results.
For example, Olympia, Washington, administers the Property
Tax Exemption Program for multifamily housing. The city offers
a 10-year property tax exemption as an incentive to developers
who incorporate multifamily housing within building projects
located in downtown Olympia and other eligible areas. To be eli-
gible, projects must create at least four new or renovated multi-
family units. Another stipulation is that the project cannot dis-
place  any existing residents.13 This program provides an incentive
to build  multiple-family developments in  areas that previously
had been devoid of housing for low-income  residents and individ-
uals living on fixed incomes.
When creating property tax exempt programs of their own, com-
munities should locate affordable housing in areas with significant
lifestyle amenities. A downtown setting typically provides access
to employment and shopping options while reducing the number
of vehicle  trips. Program terms,  such as  the length of the tax
exemption and the amount of units per project, can vary.

                             8.
Develop  smart growth funds to promote development in
underserved communities.
In many parts of the country,  growth and  development in low-
income neighborhoods is encouraged through grant programs,
incentives, and tax abatement packages. Without these incentives,
private investment would not likely occur  in  many places. The
use of incentive programs, especially with  federal  dollars, is not
new. However, setting aside funding for projects with a smart
growth tilt is an increasingly popular trend.
Establishing a smart growth fund is  one of the most  effective
means of ensuring that smart growth projects  are developed and
funded in  low-income communities.  Either a public trust or a
PRACTICE TIP
PolicyLink, a nonprofit research
and communications organization,
offers the Equitable Development
Toolkit, an Internet-based commu-
nity resource, to help  community
leaders  achieve equitable develop-
ment: diverse,  mixed-income neigh-
borhoods that are strong, stable,
and welcoming to all. For more
information, see http://www.policy
I ink.org/Equitable Development.

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
The Affordable Housing  Design
Advisor is a tool produced by the
U.S. Department of Housing and
Urban Development. It helps the
developers, sponsors, and users of
affordable housing understand
what constitutes quality design,
why it is worth striving for, and how
to achieve it in their own projects.
For  more  information,  see
http://www.designadvisor.org/.
consortium of private businesses can generate and manage this
fund. Each city then  adopts a priority funding area, which indi-
cates the location where monies will be dispersed (for more infor-
mation on priority funding areas,  see Principle 7, Policy 2).
Besides specifying the location for fund usage, the  program
ensures that home development will be concentrated near existing
nodes of infrastructure and mass transit.
The major benefit of this program is that it provides investment
for affordable housing in  communities that typically see little or
no such investment. In several cases, the use of the smart growth
fund mandates that developments cannot displace neighborhood
residents. This requires that the fund manager work closely with
community residents  and leaders to establish housing projects
that meet their needs.
Because the fund provides the initial investment, each project
supplies a return back to the fund and its investors. The Bay Area
Smart Growth Fund, established in 2001, is a  leading example of
targeting resources for the production of affordable housing. This
fund also finances market-rate housing and commercial proper-
ties. Companies throughout the Bay Area, including Wells Fargo
and Bank of America, have contributed. The fund  was created by
the Bay Area Council to leverage financial resources to invest in
smart growth projects that take advantage of  existing infrastruc-
ture and amenities, such as transit. A council of community-based
organizations and government representatives oversees the fund
to ensure that the investments made by the fund return tangible
benefits to  the neighborhoods where the projects  are developed.
As money is invested into projects, contributing companies
receive profits from successful projects. The  Bay Area Council
hopes that the good faith and marketability of these housing proj-
ects will encourage investors to reinvest their  profits in  the fund,
thus creating a steady stream of financing for future endeavors.
Use different builders on contiguous blocks of land to ensure
a diversity of housing styles.
That homes appear to be indistinguishable from one another is a
common criticism of newer residential developments. When driv-
ing through such developments, the only variation one might dis-
cern among each house is the placement of a door, or the color of
the shutters, or the tone of the brick. This kind of homogeneity
occurs because builders are able to achieve economies of scale by
mass producing similar housing types and designs. In addition,
housing in many subdivisions is constructed with factory-built
components that may not allow for significant variation in design
details that can make a place unique.
An innovative way to avoid the creation of cookie-cutter  subdivi-
sions is to have  different builders construct homes on the same
block or, alternatively, to have different builders construct homes
on different blocks.  The master developer for the massive
Stapleton project outside of Denver, Colorado, has hired 10 dif-
ferent  homebuilders. Each builder is sold finished lots one block
at a time—a size large enough to ensure  efficient home  produc-
tion. The same  homebuilder is not sold  contiguous blocks,  and
because different companies construct different models with vary-
ing materials, styles, and colors, the result is a varied streetscape.
Such an approach must  be balanced with other considerations.
Clearly, there can be increased logistics  involved when dealing
with more than one homebuilder. In addition,  as the Stapleton
example suggests, production of multiple  units in the same loca-
tion can create economies of scale, reducing production costs and
thus the homebuyer's cost. Also, developers will likely  want to
provide some guidance on the style and feel of the neighborhood
they are creating; otherwise a number of different builders work-

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                                                                                                                      CREATE A RANGE OF HOUSING OPPORTUNITIES AND CHOICES
                                   Senior housing in Durham, North
                                   Carolina, converted from a mill.
ing on the same site may create an eclectic hodge-podge of house
designs. With these factors in mind, developers can successfully
employ a number of builders within their development to create a
full range of distinctive housing types.

                             IO.
Create a housing trust fund.
Housing trust funds are  distinct funds established by legislation,
ordinance, or resolution to receive public revenues, which can
only be spent on housing. The key characteristic of a housing
trust fund is  that it receives ongoing revenues from dedicated
sources of public funding, such as taxes, fees, or loan repayments.
Typically, legislation or an ordinance is  passed that increases an
existing revenue source, such as a real estate transfer tax, with the
increase being committed to the housing trust fund. Housing
trust funds provide a more secure way to fund needed housing. In
addition,  these funds  enable middle-age residents to remain in
their neighborhoods and young adults to purchase homes in com-
munities where their parents reside  by financing  a variety of
housing types and options.

Today there are 280 housing trust funds throughout the country,
with an effort under way to  establish a national housing trust
fund. Many trust funds include provisions requiring housing to
remain affordable over an extended timeframe and require lever-
aging local resources to maximize the potential benefit.

On a statewide level, the Michigan Housing Trust Fund provided
146 loans to 68 organizations in 38 Michigan cities in 2002. These
loans totaled over $11  million and have leveraged more than $43
million in other funding,  thereby assisting in the production of
over 1,200 affordable housing units.15 Nebraska's Affordable
Housing Trust Fund distributes resources on a regional basis, with
outlays of $24 million over the last six years. While many trust
funds  are established by states or large cities, counties such as
Santa Clara, California, administer a housing trust fund to provide
low-interest down payment/closing cost loans for first-time home-
buyers, gap financing for affordable rental  housing projects,  and
funds to assist the homeless in attaining stable housing.

The Center for Community  Change has  published A  Guide to
Developing a Housing Trust Fund. This resource provides tips on
how to manage the trust fund and use the  resources to promote
affordable housing.16


   David Leonhardt, "Homes Prices Still Rising, But More Slowly." New York
   Times, June 3, 2003.
   C. Arthur Nelson et al., "The Link Between Growth Management and
   Housing Affordability: The Academic Evidence." Prepared for the
   Brookings Institution Center on Urban and Metropolitan Policy
   (Washington, D.C.: February 2002).
FINANCE TIP:
The Chicago Housing Authority
(CHA)  has undertaken a unique
application  of a Department of
Housing and  Urban  Development
(HUD)  capital  fund  program to
complete a $291  million bond sale
to finance its senior and scattered
site property-rehabilitation pro-
gram. This is the first tax-exempt
bond transaction to be secured
solely by capital fund program
grants. The  CHA also recently
approved the  issuance of an addi-
tional $20 million in  bonds for the
redevelopment of its Henry Horner
Homes,  an old public housing devel-
opment on Chicago's west side.
"CHA is very pleased with the con-
tinued high rating," said CHA CEO
Terry Peterson. "This shows that
we are in a strong position to honor
our financial  commitments and to
keep the promise we made to our
residents-to  create  better living
conditions in  viable,  healthy com-
munities." As the first public hous-
ing agency to  utilize the HUD capi-
tal fund program  in this way, CHA
was honored with the inaugural
"Deal of the Year" award from
Bond Buyer last year.  H U D is now
in   negotiations    with   the
Philadelphia Housing Authority to
leverage funds in the same manner.

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GETTING TO SMART GROWTH II
                                   "Chicago Metropolitan Area Residents Support More Affordable
                                   Housing," Chicago Tribune, April 11, 2003.
                                   For details, see Greater Minnesota Housing Fund, http://www.gmhf.com/.
                                   This program is a variation of Montgomery County's "Green Tape" review
                                   team described in Volume I of Getting to Smart, Growth.
                                   Information on the "Green Tape" program can be found at
                                   http://www.mc-mncppc.org/development/forms/green_tape.shtm.
                                   This summary of California's requirements is adapted from Shannon
                                   Dodge, "Organizing with the State on Your Side," Shelterforce Online, no.
                                   121 (Jan/Feb 2002), http://www.nhi.org/online/issues.html.
                                   For more information on the RAHS, see http://www.metro-region.org/
                                   article.cfm?ArticleID=417
                                   Fannie Mae Foundation, Maxwell Awards of Excellence Program 2001-2002.
                                   Affordable Housing Awards finalist,: Eden Housing, Inc.,  26-29,
                                   http://www.fanniemaefoundation.org/grants/ahd_eden.pdf
For more information, consult http://www.ci.san-jose.ca.us/planning/
sjplan/.
Reasonably priced means that a percentage of the units in the develop-
ment must be available to families who earn no more than 80 percent of
median family income for the city of Austin and who would spend no
more than 30 percent of their family income on housing.
All figures are from http://www.ci.austin.tx.us/ahfc/smart.htm.
For details, see City of Olympia, Washington,
http://www.ci.olympia.wa.us.
Chicago Housing Authority, Office of Communications, personal
communication, April 24, 2003.
Michigan Housing Trust Fund Web site, http://www.mhtf.org.
See http://www.communitychange.org for more information.

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                  Chapter 4
 Create Walkable  Communities
     As mentioned in Chapter 2, recent surveys
     of potential homebuyers consistently
reveal a significant desire for walkable commu-
nities. Many in the transportation, develop-
ment, and planning fields have  interpreted this
as a desire  for recreational walking trails,
which, indeed, are popular amenities  and sell-
ing points for some developments. However, as
a strategy for smart growth, simply establishing
walking trails falls far short of creating walkable
communities. The test for what constitutes a
walking community is based  on  one simple
question: is walking an attractive option  for
accomplishing daily tasks?
This simple question can lead  communities in
entirely new directions, and achieving walkabil-
ity can go a long way toward creating conven-
ient, attractive, livable communities. To  make
            $MART GROWTH
            NETWORK

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GETTING TO SMART GROWTH II
                           walking  an attractive option, a number of factors must be
                           achieved: Destinations such as schools, corner stores, dry clean-
                           ers, and  restaurants must be  close  by; neighborhoods must
                           include areas of more compact development to support such des-
                           tinations; the walk must be safe from crime and traffic, which
                           means designing defensible space and promoting "eyes on the
                           street" (see Principle 2, Policy  5); road designs must accommo-
                           date pedestrian traffic and provide many direct routes to destina-
                           tions (i.e., good street or trail connectivity); and,  lastly, walkable
                           communities must be pleasant to walk in: street trees must pro-
                           vide shade and buffer auto traffic, and walkers should have inter-
                           esting frontages  to look at (not blank walls or large expanses  of
                           surface parking). In short, if a community is successful in making
                           walking an attractive option for regular activities, it's a good bet
                           that other parts of smart growth are in place, too.
                           There are numerous examples of jurisdictions around the world
                           that have successfully  created  walkable communities. Because
                           almost every trip requires some walking, we can all identify things
                           that make walking pleasant or unpleasant in our individual envi-
                           ronments. This chapter lists some specific recommendations for
                           making neighborhoods more walkable.

                                                       I.
                           Develop a pedestrian master plan.
                           When provided with access to sidewalks, trails, or other walkable
                           features, residents are 28-55 percent more likely to choose walk-
                           ing over other modes of transportation.1 However, communities
                           are often designed without these basic elements and with little
                           focus on how the neighborhood can accommodate pedestrian
                           traffic. For most neighborhoods, public improvements that make
                           walking a more attractive option are possible, but there is often
no evaluation of these needs during the planning process. As a
result, other infrastructure improvements often do not address
walkability and, therefore, may perpetuate existing problems. A
pedestrian master plan  can  help focus time and attention on
improvements to pedestrian traffic.
The pedestrian master plan should provide an approach to walka-
bility that is consistent, yet allows flexibility, by adopting policies,
prioritizing current and future funding mechanisms, and furnish-
ing design and implementation guidelines for  projects. The plan
may include model codes and  ordinances, technical guidelines,
estimated project costs, public transit and automobile traffic coor-
dination, and land acquisition and growth issues.  Special attention
should be given to highway  and street design (including retro-
fitting existing infrastructure), the distribution of parks and recre-
ational facilities,  and  school location (see Principle 2, Policy 6).
During the  planning process,  the entire community should be
involved, with a special emphasis on getting the participation of
senior citizens, children,  people with disabilities, and people who
do not use cars.  The pedestrian master plan should encourage
community  feedback  and review  and inform adjacent local gov-
ernments, developments, and neighborhoods of  planned linkages
between pedestrian destinations.  The  State of  Oregon
Transportation Planning Rule  requires cities  to adopt a pedes-
trian master plan to be included in the regional transportation
framework.2 The Portland Pedestrian Master Plan lays out action
items, improvement projects, and funding options to pedestrian
transportation over a 20-year timeframe.

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                                                                                                                                    CREATE WALKABLE COMMUNITIES
                             2.
Design communities so that kids can walk to school.
According to a Centers for Disease Control HealthStyles survey,
less than 20 percent of kids  currently walk to school.3 Students
living far away from school must be bused or driven to and from
school and extracurricular  activities.  Even students who live
within a short distance may opt not to walk if the route to school
is indirect, lacks sidewalks and other safety features, or because
parents perceive the route to  school is unsafe (whether because of
the danger from traffic or because of fears about other  safety
issues, such as crime). When walking is not an option and  a par-
ent or other adult is not available to drive, students who rely on
buses may have to sacrifice important after-school activities.
Communities  can  make  it easier to walk to and from school by
building or rehabilitating smaller schools  one  mile or less from
surrounding neighborhoods. Larger, centralized suburban schools
may offer larger facilities and more programs, but neighborhood
schools offer more efficient land use and closer walking proximity
for students, which ultimately translates to improved interaction
among students, schools, parents,  and other citizens. The sur-
rounding community can benefit from joint use of theaters, sports
fields, gyms, computer centers, libraries, and other resources dur-
ing non-school hours. Smaller schools also can be located close to
facilities that provide daycare, sports, music, and other after-
school activities to supplement schools' formal programs and pro-
vide additional convenience for parents and caregivers.4
Moreover, as residents see their neighbors' children walking to
school, they provide eyes on the street to enhance the safety of
those children.
Another way to provide  walking opportunities for students is to
establish formal programs to improve safety  for  children who
choose to walk. Throughout the U.S., transportation, safety, and
school officials and parents are coordinating safer routes to school
by conducting walkability checks, retrofitting existing streets,
adding volunteer crossing guards, distributing safety manuals,
and/or organizing walking school buses.5 Examples of these pro-
grams include  Chicago's walking school bus, in which several
parents escort a group of local students to school each morning,6
and California's Walk-to-School Program Headquarters, which
promotes walking to school by posting information  in 13
different languages and highlighting methods for improving
walking safety.7

                             3-
Use trees and other green infrastructure to provide shelter,
beauty, urban heat reduction, and separation from
automobile traffic.
All too often, the pedestrian environment can be inhospitable.
There may be  no shade from the  sun or visual relief from the
sameness of the buildings. When sidewalks are close to the street
edge, pedestrians may feel exposed to oncoming traffic. Planting
street trees and other  green  infrastructure can alleviate many of
these issues and make  for a pleasant, comfortable, and safe walk-
ing experience.
A good tree canopy creates a comfortable environment for pedes-
trians. In some cities, highly paved  areas can be six to eight
degrees hotter than areas with greater vegetation. Vegetation also
absorbs carbon dioxide and filters air and pollutants, thus increas-
ing air quality, lessening asthma-related health problems, and
reducing water treatment costs.9
Trees and other vegetation can also  act as a buffer between pedes-
trians and automobiles. To simultaneously create the shade
PRACTICE TIP:
The Centers for Disease Control's
(CDC)   Kids  Walk-to-School
Program provides funding and
assistance to states for programs
such as  International Walk to
School  Day  and the Walking
School Bus. The CDC online Guide
to  Promote Walking to School at
http://www.cdc.gov/nccdphp/dnpa/
kidswalk/pdf/kidswalk.pdf provides
a step-by-step checklist, safety tips,
and funding recommendations to
assist communities in efficiently
implementing a kids-walk-to-school
program.

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      GETTING TO SMART GROWTH II
 PRACTICE TIP:
 Trees Atlanta organizes urban tree
 planting projects specifically to
 improve the  urban environment
 with shading  to reduce the urban
 heat island effect. Guidelines for
 tree ordinances and information
 related to health, trees, and the
 urban environment are available at
 http://www.treesatlanta.org/
 index.html.
The pedestrian master plan of
Cambridge, Massachusetts, shows
careful attention to the use of
street trees to create the pedes-
trian environment.
canopy and a buffer zone, many neighborhoods use a landscaped
strip between the sidewalk and the street. In the  urban core, a
continuous landscaped strip may not be possible or desirable, but
street trees can still be placed in tree boxes or cut-outs. Trees are
not the only option for buffers. Planters made of concrete or
other materials and filled with greenery or flowering plants are
used on many streets. In addition, landscaped islands and medians
can create refuges for crossing pedestrians and can slow through-
traffic by narrowing the lanes of car travel.
To protect these investments over the long term, communities
should provide the policy framework and resources to properly
maintain vegetation. Many communities have  enacted tree ordi-
nances that cover issues such as the placement, care, and mainte-
nance  of trees  (as well as the  selection of appropriate species).
The International Society of Arboriculture has developed  guide-
lines for developing and evaluating tree ordinances, which  can be
found online at http://www.isa-arbor.com/tree-ord/. Some cities,
such as Cambridge, Massachusetts,10 have incorporated trees and
vegetated buffers into their pedestrian master plans (see Policy 1).
                                                        Encourage safe pedestrian routes to
                                                        transit.
                                                        In terms of the level of development it
                                                        can support, the level of ridership it can
                                                        capture,11 or its effectiveness as a means
                                                        of reducing vehicle emissions,12 transit
                                                        works best when people can walk to it.
                                                        Yet in many places in the U.S., an over-
                                                        whelming majority of riders reach transit
                                                        by car.
There are two main obstacles that prevent people from walking
to transit. The first is that street and sidewalk networks in transit
corridors and around bus stops  and rail stations  are often not
designed with pedestrians in mind. Many bus stops are located in
unsafe locations, such as at dangerous intersections, on highway
shoulders, or on streets with narrow or no sidewalks.  A second
problem is that many transit stations  are surrounded by large
parking lots. If the distance a typical person is willing to walk
from transit to a destination is a quarter-mile, and half of that dis-
tance is taken up by a parking lot, many walking trips have been
effectively deterred. Although "park-and-ride" commuter transit
stations  can play  a useful role in outlying areas, the parking
requirements and design standards are different in urban settings.
Communities may want to review their transit stations and deter-
mine whether (1) there are ways to  make parking less of a barrier
to pedestrian access and (2) the land devoted to parking presents
an opportunity for development that will bring more potential
riders within  walking  distance of the  station entrance.
(See Principle 8, Policy 6.)
Many states, local governments, and transit agencies are now pay-
ing more attention to pedestrian safety and accessibility to transit.
Through a  collaborative approach, these decision makers can
review the layout, location, lighting, and connectivity between
existing neighborhoods, new developments, and rail stations and
bus stops to increase safety, shelter, and convenience. New Jersey
Transit has received an $810,000 Transportation and Community
and  System Preservation grant to  upgrade pedestrian and bike
connections between  commuter rail stations and the surrounding
townships. In  the San Francisco  Bay Area, the Metropolitan
Transportation Commission's Housing Incentive Program has
provided funds to construct sidewalks  and improve lighting in
housing developments within one-third of a mile  of transit sta-

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                                                                                                                                  CREATE WALKABLE COMMUNITIES
tions. North American communities can also look abroad for
examples. According to transit expert Robert Cervero, "the seam-
less interface of bicycle paths and pedestrian ways with major bus
and rail lines" is a major factor in the high transit-mode share of
many European and Latin American cities.13  Bogota, Colombia,
and Copenhagen, Denmark, stand out as cities that make transit
easily accessible on foot or bike. Indeed, designers in Copenhagen
have apparently been able to extend the length that a typical
pedestrian is willing to walk to transit from an average of a quar-
ter-mile to at least six-tenths of a  mile.14
The city of Gresham, Oregon, created the "Ped-to-MAX" pro-
gram to better integrate the light rail line, which bypassed down-
town and two other destination  areas, into retrofitted mixed-use
neighborhoods. The program's objective was to create safe pedes-
trian areas where traffic speeds are slowed and the streetscape is
aesthetically appealing, thereby encouraging more pedestrian
activity and increased transit ridership. More recently, the pro-
gram (now  called "Boulevards") has concentrated on removing
access barriers and reducing pedestrian and  auto conflicts while
still accommodating traffic. Some roads are as much as nine lanes
wide at certain intersections; one  focus of the Boulevards program
will be enabling pedestrians  to cross these streets safely.
Improvements include texturized crosswalks,  widened sidewalks,
off-street pathways, midblock crosswalks, intersection improve-
ments, medians, curb extensions, street lighting, pedestrian
plazas, and other amenities.15


                            5-
Develop walking awareness and  promotion programs.
Due to a lack of available information, many residents may simply
not know about existing safe and convenient pedestrian routes to
their desired destinations. Communities with an effective pedes-
trian information strategy can reduce the amount of land used for
transportation, improve overall community health and reduce
obesity, boost community interaction, and make neighborhoods
attractive and livable.
Walking awareness programs can inform community members
about pedestrian infrastructure and services. Newsletters, maps,
walking guides, and pedestrian-scaled signage
may promote available and planned walking
routes as well as the benefits of walking to
nearby destinations. Collaboration  among
health, safety, building, transportation and land
use planners, and community development
stakeholders can facilitate an  awareness cam-
paign that touches upon  a broad range of issues
and reaches a diverse audience.
Walking promotion programs  can substantiate
walking as an achievable and convenient means
of transportation. Local walking events, street
festivals, and community walking tours introduce
community members to the available infrastruc-
ture and can be  an outlet for information about
available routes, health benefits, safety, and
pedestrian rights and responsibilities. Public and
private entities  can work together to provide 5
support and  incentives for programs like walking |
contests with prizes, step counters, and informa- §
tion packets. Media can work with local govern- s
ment  officials and planners to  specifically pro-
mote  and inform residents about available trails and routes. For
example, the Boulder Daily Camera newspaper publishes "Get
The Ped-to-MAX program made
this intersection safer for pedes-
trians in Gresham.

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
Bricks are a popular  choice in
many communities because of their
attractiveness.  However,  they
require high maintenance, can cre-
ate a tripping hazard  for many
pedestrians, and can serve as  an
obstacle for  wheelchair users.
Tinted, stamped concrete can serve
as a substitute if care is taken to
reduce gaps and bumps. If bricks
are desired, designers might con-
sider using them only to line the
edges of a street or sidewalk in
order  to  mark  boundaries.
For more information on  designing
facilities that are accessible for
all pedestrians, see "Building a
True   Community"  at www.
access-board.gov.
Out," a section dedicated to updating Boulder, Colorado, resi-
dents about new local facilities, trails, laws affecting recreation,
recreational programs, and more.16

                             6.
Use modern technology to increase pedestrian safety.
The primary focus of efforts aimed at making streets and side-
walks safer and more accessible is on good engineering and design
practices-narrower streets, pedestrian islands, curb extensions,
and wider sidewalks. Undoubtedly, these are the areas where the
greatest gains are to be had. Yet, new technology can also play a
role and, in conjunction with better-designed streets and side-
walks, can improve  safety for pedestrians, bicyclists, and
motorists. For example,  crosswalks with automated in-pavement
flashing lights can be used to notify drivers when pedestrians are
crossing.17 Countdown signals mounted on crosswalk signs indi-
cate to pedestrians the amount of time remaining to safely cross
before the light gives automobile traffic the right  of way. For
areas  of frequent pedestrian-automobile conflicts, the states of
Florida and Washington have added roving or animated eyes to
traffic lights. By "looking" in the direction of pedestrian activity
or at the crosswalks, the eye images remind drivers to look out for
people crossing or those who may be active on  the  side of the
road.18 Infrared pedestrian detectors  activate  traffic signals and
pavement flashers when  the pedestrian passes  the sensor on one
side of the street until the pedestrian crosses the sensor on the
other side.19 Similarly, when microwave sensors detect pedestrians
as the light is about to change, they extend the light in six-second
increments until they  no longer  detect the pedestrian.20 Audible
signals are particularly useful for pedestrians with impaired vision,
as well as for those who have been momentarily  distracted from
the common visual signals at crosswalks.
                             7-
Use visual cues and design elements to indicate pedestrian
rights of way and minimize conflicts.
Automobile and pedestrian interactions can make  a trip to the
nearby grocery more like an obstacle course than a  short errand.
Sometimes drivers fail to look for nonmotorists when turning,  or
they sometimes  stop in the middle of the  crosswalk. At other
times, poorly placed landscaping  elements, signs, and utility
equipment may obstruct views for passing walkers and approach-
ing drivers. Pedestrians who do not find a crosswalk handy may
unexpectedly enter traffic in order to cross a street. Pedestrians,
bicyclists, and drivers alike are  often unaware of existing traffic
laws or fail to comply with them.
Many  traffic authorities are testing new crosswalk markings, sign
placement, lighting, and other transportation design  elements and
methods to improve driver and pedestrian awareness. Traffic engi-
neering studies can help  determine where and why problem spots
are occurring and what may be the proper remedy.  Removing
impediments to lines of sight, updating and educating travelers
about traffic laws, and using well-articulated markings for pedes-
trian-automobile interaction  zones can  reduce the threat  of acci-
dents. Dangerous intersections can be retrofitted by reducing curb
radii to reduce vehicle speed or by allowing  on-street parking  or
curb extensions. These strategies narrow street entrance and exit
points and also improve safety  for  pedestrians by placing them
where they can see the vehicles better (and where the drivers can
see them) and by reducing the distance they need to travel  to cross
the street. Well-articulated street-level or overhead signs both
warn pedestrians to watch for cars  and emphasize the pedestrian
right-of-way to approaching cars. Breaking  up street continuity

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                                                                                                                                    CREATE WALKABLE COMMUNITIES
using colored pavements, signs, or highly visible crosswalks also
can communicate frequent pedestrian activity to drivers.
Policy makers can establish the framework for safe, accessible,
walkable communities by enacting and revising pedestrian right-
of-way laws, and posting information about the rules and fines for
noncompliance on highly visible street signs.  For example, San
Francisco's right-of-way laws fine drivers $104  for failing to yield
to pedestrians in a crosswalk or for not allowing them to clear the
street before driving through a green light.21

                             8.
Situate parking to enhance the pedestrian environment and
facilitate access between destinations.
Parking lot design may force pedestrians to take unsafe routes
between parked  and  moving cars to reach nearby destinations
without the benefit of sidewalks or other guidance. The design of
large surface  parking  lots in urban centers may cause pedestrians
to walk further to access otherwise adjacent buildings. Large
parking  areas located in front of buildings separate pedestrian
traffic from businesses and leave walkers isolated in an unappeal-
ing environment.
Well-designed parking can actually enhance convenience and
accessibility for those on foot. For example,  on-street parking
may reduce auto speed and function as a barrier between pedes-
trians and  cars.  Parking that incorporates  sidewalks, crossings,
signs, and other pedestrian-scaled features and is situated in prox-
imity to multiple destinations can provide a connection to a vari-
ety of activities, instead of making it difficult to go  from errand to
errand.
Many cities are now creating parking districts to raise funds to
help solve urban parking problems; land for large parking areas
may be too expensive for each business to provide individually,
yet each business often must provide some parking spaces to
remain competitive. Consolidated structured parking approaches
may actually reduce the overall amount of parking needed in a
business district.
Another strategy is intercept parking, which can be used to relo-
cate land-intensive parking from business centers and neighbor-
hoods to cheaper neighboring areas and communities while main-
taining walkable densities and reducing downtown traffic conges-
tion. Individuals taking advantage of intercept parking should be
provided with logically defined,  safe, and continuously marked
paths from parking spaces to final destinations.22
Local government ordinances can provide  incentives for pedes-
trian-friendly parking while restricting parking designs that limit
or prevent pedestrian traffic. Parking  standards for the city of
Denton, Texas, prohibit locating large parking lots on the side or
in front of buildings and give  parking credits to those who
develop on-street parking that is available to the general public.
Additionally, the standards require pedestrian access along a path
or sidewalk.23
Make places walkable for aging populations in response to
new demographics and special needs.
The aging of the U.S. population—by 2030, one in five adults
will be over the age of 65—underscores the importance of creat-
ing  walkable  communities  with  older  adults in  mind.
Incorporating specialized community design strategies, such  as
changes in streetscape design,  and pursing long-term options
PRACTICE TIP:
The city of San Diego created park-
ing meter districts to raise revenue
for a variety of strategies to con-
front parking problems: parking
garages, maintenance, informational
distribution, parking  advisory
boards,  etc. See  http://www.
sannet.gov/economic-development/
business-assistance/small-business/
districts.shtml.

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     GETTING TO SMART GROWTH II
                                                                                                      Shade trees, benches, and attractive design
                                                                                                      make this river walk in Savannah, Georgia, a
                                                                                                      walkable environment for senior citizens
                                                                                                      and other members of the community.
FINANCE TIP:
Communities can use air quality
standards as an incentive to fund
pedestrian and  bicycle facilities.
"In Atlanta, poor air quality from
traffic congestion forced the issue.
The region could not spend federal
transportation funds on new high-
ways until it came up with a plan to
improve air quality.'The only proj-
ects we could build were the small
projects geared toward the pedes-
trian/ says Tom Weyandt of the
Atlanta Regional Commission, the
metro area's planning agency. 'So
in a sense, we were sort of shocked
into it/The region is spending $175
million to build 385 miles of side-
walks by 2005. That's a small slice
of the region's  16,000 miles of
roads and highways. But $350 mil-
lion more over 10 years will go to
transportation projects tied to the
development of higher-density,
mixed-use areas. Those will  be
mostly pedestrian improvements,
Weyandt says.
related to housing, transportation, and land use can support walk-
ability among senior citizens, enabling them to remain independ-
ent, to foster better health, and to actively participate in commu-
nity life.
Attention to small design and functional details  can significantly
improve seniors' mobility on foot. For example, repairing uneven
sidewalks can reduce the risk of falls. Providing sheltered benches
at regular intervals (and at 90-degree angles to minimize twisting
and turning) can provide resting and meeting places. Traffic engi-
neering  strategies—such as  extending the duration of crossing
signals and reducing crossing distances at intersections through
traffic calming measures (e.g., "bulb-outs," refuge islands,  and
other techniques)—can make it easier and safer for older adults to
cross streets. Moreover, since vision and contrast perception
become impaired with age,  communities should provide sufficient
lighting and easy-to-read signage and minimize abrupt grade
changes or steep inclines.
On a larger scale, close attention to the needs of the aging in local
regulations and as part of the development review process  can
also help to create walkable  environments for older people.  For
instance, revising zoning codes to allow for accessory apartments,
"elder cottages," and shared housing can create new opportunities
for older adults to live within walking distance of family, friends,
and basic services. In addition, localities should carefully consider
the location and design of new facilities, such as retirement  and
assisted-living communities, to ensure that new developments are
designed to provide walkable connections to nearby neighbor-
hoods and services and provide infrastructure for walking on site.
                             IO.
Retrofit superblocks and cul-de-sac street networks.
Cul-de-sac communities were originally designed to separate
pedestrian and automobile traffic for safety and tranquility pur-
poses.25 Unfortunately,  most recent cul-de-sac communities pro-
vide few services and contain paths that end abruptly at subdivi-
sion boundaries, forcing pedestrians to take circuitous routes or
cross busy arterials to reach destinations that otherwise are only a
short distance from home. To address this problem, communities
can remove barriers and connect sidewalks and trails to services
and  places to which residents  would usually drive. The Legacy
Plan, adopted by Forsyth County, North Carolina, which
includes Winston-Salem,  calls  for greenways and paths that link
mixed-use developments and reduce travel distance between resi-
dences and other destinations.26 Wayfinding signage that displays
the direction to and distance between destinations helps guide
residents and alleviates traveling concerns about time and orien-
tation (for more information, see Principle 5, Policy 4).

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                                                                                                                                                       CREATE WALKABLE COMMUNITIES
Many localities are retrofitting urban  city centers by changing
large blocks into several small blocks to attract foot traffic with
comfortable and convenient routes between businesses and sur-
rounding residential development. For example, in Kansas City,
Missouri, and Des Moines, Iowa,  designers  are emphasizing
pedestrian walkways and reinforcing  the existing city grid to con-
nect surrounding residential communities with downtown areas.27


RESOURCES:

   Howe, Deborah A. Aging and Smart Growth: Building Aging-Sensitive
   Communities. Translation Paper No. 7. Funders' Network for Smart
   Growth and Livable Communities, December 2001. Available online at
   http://www.giaging.org/aging%20paper.pdf.
   The National Center for Bicycling and Walking
   (http://www.bikewalk.org/index.htm)
   The Pedestrian and  Bicycle Information Center
   (http://www.walkinginfo.org/) provides a clearinghouse of information
   related to walking and community walkability.
   U.S. Department of Transportation, Accommodating Bicycle and Pedestrian
   Travel: A Recommended Approach, available at
   http://safety.fhwa.dot.gov/community/pdf/PedBikeDesignGuide.pdf.
   Nancy Humpel, "Environmental Forces Associated with Adults'
   Participation in Physical Activity: A Review," American Journal of
   Preventive Medicine, 22, no. 3 (2002): 188-198.
   See http://www.trans.ci.pordand.or.us/plans/pedestrianmasterplan/
   PedMasterPlan.pdf for Portland's pedestrian master plan.
   "Barriers to Children Walking and Biking to School: United States, 1999,"
   MMWR Weekly, 51, no. 32 (August 16, 2002).
   North Carolina Department of Public Instruction, Making Current Trends
   in School Design Feasible (Raleigh, 2000).
   Available at www.schoolclearinghouse.org.
   California Safe Routes to School Clearinghouse,
   http://www.4saferoutes.org/about_us.html
6  See http://www.ci.chi.il.us/cp/AboutCAPS/HowCAPSWorks/
   WalkingSchoolbus.html.
   See http://www.cawalktoschool.com/stickers.php.
   See http://www.walktoschool-usa.org/.
   See http://yosemite.epa.gov/oar/globalwarming.nsf/content/
   ActionsLocalHeatIslandEffect.html? OpenDocument for a fact sheet on
   the heat island effect.
   More information on Cambridge's pedestrian master plan can be found at
   http://www.cambridgema.gov/~CDD/envirotrans/walking/pedplan/index.
   html.
   Research shows that in many cases, transit ridership is higher at stations
   that are oriented toward walkable communities with adequate pedestrian
   infrastructure. "Study Favors Denser Development Along Virginia's
   Orange Line," Washington Port, June 29, 2003, p. C8.
   A high proportion of vehicle emissions results from cold starts and during
   the first few minutes of an automobile trip. See
   http://www.fhwa.dot.gov/environment/aqfactbk/factbkl 3 .htm.
   Robert Cervero, "Green Connectors: Off-Shore Examples," Planning, 69,
   no. 5 (May 2003): 25-29.
14  Ibid.
   Rebecca Ocken, Improving Pedestrian Access to Transit: City of Ores/jam's
   Ped-to-MAX Program, at http://nd.bts.gov/data/6_conference/
   00778496.pdf; and the program Web site at http://www.ci.gresham.or.us/
   departments/cedd/tp/programs_projects.htm#ped.
   See http://www.dailycamera.com/bdc/get_out/.
17  Rock Miller, PE, PTOE and George Dore, PE, "In-Pavement Flashing
   Crosswalks—State of the Art." See http://www.katzokitsu.com/
   ingroundflash.htm.
   See http://www.wsdot.wa.gov/news/nov02/SR99RovingEyesFlyer.pdffor a
   flyer publicizing a demonstration of this technology in Washington State.
   See http://www.walkinginfo.org/pedsmart/plport.htmffinfrared for a
   description of this technology as it is used in Portland, Oregon.
   See http://www.walkinginfo.org/pedsmart/nookit.htm.
   See http://www.sfsafe.org/bro_hr/ped_right.pdf

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GETTING TO SMART GROWTH II
Carfree.com offers an extensive compilation of information, ideas, and
guidance on creating car-free districts and cities and describes methods
used in existing car-free cities and districts around the world. East Lake
Commons near Adanta, Georgia, envisions  the use of intercept parking
on the outskirts of the residential cohousing community to create a more
.....     .          ,      ..          •  11    i -i i    ri
habitable environment tor residents, especially children. See http://www.
easdakecommons.org/Ideals/vision.htm.
                                                                                                                   See http://www.developmentexcellence.com/tools/docs/denton/
                                                                                                                   parking.pdf
                                                                                                               24  Martha T Moor6; ..Q^ suburban designs could be bad for your health;»
                                                                                                                   USAToday April 30 2003
                                                                                                               25
                                                                                                                   http://www.radburn.org/genmfo/history.html
                                                                                                                &  http://www.co.forsyth.nc.us/CCPB/SEAPfinal.pdf
                                                                                                                   http://www.gouldevans.com/articles/art_urbanl and_2000.htm

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                 Chapter 5
  Foster Distinctive, Attractive
  Communities with a Strong
           Sense of Place
     Demand is growing for town centers, com-
     mercial corridors, public plazas, and tran-
sit villages that create a sense of place and
establish a unique identity for a community.
Charles  Bohl notes in Placemaking: Developing
Town Centers, Main Streets, and Urban Villages
that approximately 100 new town center proj-
ects are planned or under construction and
more than 6,000 main street and downtown
revitalization projects are under way through-
out the  country.1 Developers and builders are
finding that tenants and homebuyers are willing
to pay a premium to live in a neighborhood
that is attractive and pedestrian-oriented and
that creates a sense of community.
            $MART GROWTH
            NETWORK

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GETTING TO SMART GROWTH II
                           In response, towns and cities are looking to develop more of the
                           types of places that their residents can take  pride in—the shop-
                           ping districts and plazas where residents bring out-of-town visi-
                           tors and frequent on the weekends, or well-designed, pedestrian-
                           oriented gathering places that focus on historical, cultural, or nat-
                           ural attributes—while creating  opportunities  to pursue a range of
                           activities  in  a small area. Many existing communities have such
                           features, and new developments can be designed to create central
                           gathering places and areas of civic pride. By preserving and main-
                           taining the buildings and natural environments that make our
                           communities unique, we are creating places  of lasting value that
                           serve as focal points for the current community and future gener-
                           ations. Historically, the public and private sectors have each
                           played a critical role in creating attractive and memorable places.
                           As the recommendations below suggest, this remains true today.

                                                        I.
                           Establish revolving loan funds for historic preservation.
                           Historic sites and buildings play a valuable role in educating new
                           generations about the nation's culture and heritage. Many of
                           these places are unique and revered features in their communities.
                           Oftentimes,  funding for the preservation of historic properties,
                           neighborhoods, and landmarks competes with budgetary allot-
                           ments for libraries, parks, and other public amenities. Sometimes,
                           preservation funding comes from a state program whose budget
                           fluctuates from year to year and makes investing in the restoration
                           and rehabilitation of structures  less predictable and reliable.
                           To ensure adequate and sustained funding for historic preserva-
                           tion, some communities and preservation foundations are estab-
                           lishing revolving loan funds. Frequently, these funds  are capital-
                           ized with an initial grant or with proceeds from a bond measure.
Loans are made to nonprofit organizations and local govern-
ments, and are dispersed with favorable interest rates and 10- to
20-year repayment terms. The principal and  interest are then
returned to the loan fund for continued historic  preservation.
New Jersey's revolving loan fund is run  by the New Jersey
Historic Trust (NJHT), a nonprofit historic preservation organi-
zation for which the initial $3 million funding came from a 1987
bond act. The fund itself  was established  by the Historic
Preservation Revolving Loan Fund Act, which was passed by the
state legislature in 1991. Currently, NJHT will  finance loans that
range between $25,000 and $370,000. The interest rate on these
loans is no more than 4 percent, and the term of the loan repay-
ment period is up to 20 years, although the usual range is from 5
to 10 years.2
In Pennsylvania, the  Pittsburgh History & Landmarks
Foundation's  revolving loan fund has been in existence since the
1960s. Rather than simply purchasing and restoring buildings, the
foundation increasingly provides short-term loans and technical
assistance  to community-based organizations for historic building
restoration projects that provide affordable housing.3
By creating revolving loan funds, communities  have  more assur-
ance that funding for historic preservation  will be available
despite changing economic tides.

                             2.
Create community greens.
In older cities and towns,  there is often a critical need for safe,
recreational green space for  city residents.  One way to address
this  demand is  through the creation of "community greens,"
which are  shared parks incorporated into residential blocks. Often

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                                                                                                   FOSTER DISTINCTIVE, ATTRACTIVE COMMUNITIES WITH A STRONG SENSE OF PLACE
situated in vacant and blighted areas, these greens can provide
accessible and safe places for children to play and can improve
property values.
Usually, these community parks are voluntarily established by
households located adjacent  to the vacant property or alley and
are intended for their use only. Residents either apportion parts of
their backyards into a larger shared yard or garden, or work with
the city government to transform neglected alleys or other prop-
erties into usable green space. In some new  developments, shared
yards or squares are incorporated in the overall project design.
Local  governments can encourage residents  and/or nonprofit
organizations to create community greens through matching
grants, low-interest loans, design services, fence removal, and free
or low-cost plant supplies.
In a lower-income, ethnically diverse neighborhood just south of
downtown Minneapolis, Minnesota, the Hope Community
Development Corporation (CDC) began  purchasing houses to
create  affordable rental units in the late  1980s. To create a sense
of community and provide shared  recreational space, the CDC
removed private fences and developed a common area with a
pavilion, playground, and garden.  Without the use of gates or
fences, the Hope Community used visual cues to establish privacy,
promote safety,  and discourage crime around the common area.
In this instance, the open space is surrounded by homes fronting
the property, thus allowing residents to observe activity through-
out the day.


                             3-
Turn underused highways into boulevards.
Many urban highways created during the 1950s and 1960s were
designed to move auto traffic quickly through downtowns. These
roadways changed the character of many existing neighborhoods.
In some cases, roadways were  constructed with more capacity
than was needed. This can be the result of demographics change,
the addition of transit into an  area, or other factors that caused
less demand  for  the roadway than originally predicted.  Rather
than leave a large roadway with excess capacity, communities are
retrofitting them, making them multimodal, aesthetically pleas-
ing, and attractive to new development.
Boulevards are intended to serve multiple modes—cars,  buses,
bicycles, pedestrians—efficiently and elegantly. Typically, a boule-
vard has four vehicular through-lanes (two lanes for each direc-
tion) with a wide, tree-lined central median. On the outer edges
of the through-lanes are a pair of landscaped medians that sepa-
rate the faster moving traffic from a slow-moving, one-way traffic
lane for deliveries, bicycling, and parking. These secondary medi-
ans can  contain another sidewalk and create a refuge for pedestri-
ans so that they do not have to cross seven lanes of traffic at once.
Wide sidewalks run parallel to the parked cars  and, coupled with
the local traffic lane, provide
a substantial buffer between
adjacent buildings and the
faster moving traffic in the
boulevard. The  cross-section
shown at the right illustrates
one example of a boulevard's
configuration and the various
widths  associated with each
lane. The schematic is of
Octavia Boulevard, a roadway
under reconstruction  in San
Francisco, California.
 PRACTICE TIP:
 Community Greens, a nonprofit
 organization based in Arlington,
 Virginia, is dedicated to helping
 communities create these small-
 scaled neighborhood backyards and
 has developed case studies, educa-
 tional materials, and technical
 assistance.  For more information,
 see http://www.communitygreens.
 org/.
Cross-section of the planned
Octavia Boulevard in San Francisco,
California.

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      GETTING TO SMART GROWTH II
 PRACTICE TIP:
 In its groundbreaking city plan, Blueprint 2020, Denver has pioneered a
 new concept of "zoning for streets." Conventionally, categorizing street
 function forms a hierarchy of streets, ranging from those that are primarily
 for travel mobility (arterials) to those that are primarily for access to prop-
 erty (local streets). This kind of classification ignores or de-emphasizes
 modes of travel  other than cars and does not consider surrounding  land
 uses. Under Denver's system, streets are defined by their relationship to
 adjacent land use and their function for pedestrians, bicyclists, and transit.
 In Denver, multimodal streets are zoned as residential streets, main streets,
 mixed-use streets, commercial streets, industrial streets, landmark streets,
 and  one-way couplets. For example, a main street serves the highest-inten-
 sity  retail and  mixed land uses in the downtown and neighborhood centers.
 The  streets typically have between two and four travel lanes with on-street
 parking. To create a pedestrian-friendly atmosphere, main streets will likely
 have wide sidewalks, street furniture (e.g.,  benches, information kiosks,
 trash receptacles, etc.), outdoor cafes, plazas, and other public spaces.4
            . ..
• Jfcfc.lA.fA ^. x
  In San Francisco, the  1989
  Loma Prieta earthquake severely
  damaged the elevated Central
  Freeway. For many years, the
  elevated freeway created a physi-
  cal divide in the neighborhoods.
  The freeway's traffic noises and
  visual barrier concerned  resi-
  dents, and  the overpass created
  an environment  that limited the
  success of the neighborhood's
  commercial  district.  By 1998,
  residents voted against rebuild-
  ing the  elevated freeway and in
  favor of constructing an at-grade
  thoroughfare   on   Octavia
  Boulevard, which runs next to
  the freeway.
  Octavia Boulevard is designed to
  carry relatively rapid and nonlo-
  cal traffic. It allows for easier
  through-driving than normally
  configured  streets  because slow-
  going traffic and parking maneu-
  vers are contained  in the  one-
„ way traffic lanes on  each side of
  the boulevard.  To  balance its
| function as an arterial, Octavia's
                                                               | Rendering of Octavia Boulevard,
                                                               = San Francisco, California.
pedestrian realms create a safe and inviting space for nonmotor-
ized travel.
Communities can  work with their  state Departments of
Transportation (DOTs)  and their local public works  engineers to
pursue opportunities to design streets that meet multiple goals.
Context-sensitive design approaches are being implemented and
supported throughout the country. Whether retrofitting an existing
roadway or planning for mobility needs in the future, transporta-
tion planners should look for opportunities to create streets that are
inviting,  serve all users, and create a quality urban environment.
Develop a comprehensive wayfinding system in town centers.
Whether a newcomer, a  tourist,  or a long-time resident,
"wayfinders" not only help people find which direction they need
to go to get to their destination, but they can also connect people
to local history, unique neighborhood features and  attractions,
and  the nearest transit stop. To be successful, wayfinding signs
must work  for both motorists traveling at fast speeds and slow-
moving pedestrians who may be exploring  sites along the way.
They must organize a large amount of information in visually
simplistic ways with consistency in size,  graphics, and color.
Designers of wayfinding systems  use the signs as opportunities to
promote the diverse activities  in a  city. In many downtowns,
chambers of commerce and business improvement districts  are
discovering that wayfinding systems can increase attendance at
featured venues.5
Pedestrians  are often willing to walk farther if directional informa-
tion is  available and easy to understand.  Walk! Philadelphia is a
signage program geared toward pedestrians that includes neighbor-

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                                                                                                   FOSTER DISTINCTIVE, ATTRACTIVE COMMUNITIES WITH A STRONG SENSE OF PLACE
                                         Walk! Philadelphia signs help
                                         pedestrians orient themselves
                                         downtown. Design by Joel
                                         Katz Design Associates, 1995.
                                     |   hood maps illustrating
                                     *   the street network and
                                     I   locations of attrac-
                                     g   tions and landmarks.
                                     3   Funding for the proj-
                                     f   ect was provided by
                                         grants  and  capital
                                         funds from the city
budget. The city collects fees from the venues listed on the signs to
fund annual maintenance.
In these cases, and in many others around the country, wayfmding
systems are about more than getting from point A to point B: they
create an identity for the city, bring new visitors to attractions, and
make it easier for people to get acquainted with the town.


                             5-
Use distinctive public transit to increase the attractiveness of
neighborhoods.
Transit is not  usually thought of as a tool for creating a sense of
place, but in cities like Boulder, Colorado, and Portland, Oregon,
new bus and streetcar systems are creating distinctive and unify-
ing links in neighborhoods. In these places, the transit systems are
designed to reflect the character of the neighborhoods, each with
a unique identity and amenities.
In 1989, Boulder's City Council allocated federal and city rev-
enues to plan,  implement, and operate a community-based transit
system.  GO  Boulder, the city's transit agency,  created  the
Community Transit Network (CTN),  the mission of which  was
to run a fleet  of small, colorfully designed buses  with high-fre-
quency, inexpensive, and direct service within the  city. Presently,
CTN sponsors six individual bus lines—Hop, Skip, Jump, Bound,
Dash, and Stampede—each with distinctive identities.
A citizen design panel developed community-based design guide-
lines for each of the bus lines. All six of the fleets are comprised of
neighborhood-scale-sized vehicles appropriate for Boulder's con-
text. Each line is brightly colored and reflects various themes. For
instance, the Skip Line, which serves riders who commute to
work or school during the day and use the bus for  a night out on
the town, has graphics that show an energized commuter with a
coffee  cup. The Jump line, which travels semirural streets to a
community outside of Boulder,  displays cows, snowflakes, a wind-
mill, and a  cozy home—all  things  travelers would see on the
route. In total, the CTN moves 15,000 passengers each day and
continues to expand its system.6
In Oregon, a new system links  the museums of Portland's down-
town cultural district to the gal-
leries, restaurants, and shops of
the revitalized Pearl District and
Northwest/Nob Hill neighbor-
hood. The streetcar also travels
through an  emerging neighbor-
hood, the River District, which
has 34 acres of centrally located
abandoned rail yards that will be
transformed into new housing.
The River District Vision, a plan  |
adopted by the city  in 1992,  |
positions the streetcar as a cen-  |
tral feature to  connect lofts,  |
apartments,  condominiums, and  |
businesses in the district with f
Streetcar Lofts Condominiums
designed by Robert S. Leeb
Architects + Planners.
Copyright 2002

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
The Project  for Public  Spaces
(PPS), a nonprofit organization
based in  New York City, uses a
"place  audit" to get community
input about the comfort  and image
of a place (which could  refer to a
street, plaza, or neighborhood cor-
ner). Participants are asked to
judge the assets and problems of
the space and  to identify the short-
and long-term opportunities that
they envision for the place. This
experiential tool is easy to  use and
can engage the public in the plan-
ning process to create a  place that
is both  attractive and reflects the
community's values. (For more
information,  see  http://www.
placematters.com/Placemaking/
Placemaking_vl.pdf.)
the rest of downtown Portland and the city's light-rail system.
The new streetcar has become such a defining feature of the area
that one  condominium project,  the Streetcar Lofts, urges
prospective buyers and residents to "go by streetcar."7

                              6.
Highlight cultural assets through public art and event nights.
The arts are an essential way of establishing a sense of place in a
community. Whether through public sculptures woven into the
streetscape,  murals on building walls, or galleries sponsoring
neighborhood walks, the arts bring vitality to urban areas in large
and small  towns alike. Art-related activities create a broader sense
of community in neighborhoods  and connect them to other
places.  For  example, researchers Mark Stern and Susan Seifert
found that most of Philadelphia's arts and cultural activity is con-
centrated  in neighborhoods near the center of the city. They dis-
covered that these centrally located neighborhoods have a higher-
than-average mix of incomes and professions, and that 80 percent
of the people who participate in events there came from else-
where in the region.8
In 1988, the city of Tucson, Arizona, adopted the Tucson Arts
District Master Plan, which is managed by the nonprofit Tucson
Arts District Partnership. The partnership represents citywide
interests of the  arts, businesses, economic development, tourism,
historic preservation, and neighborhood communities. The dis-
trict was created to funnel arts and  cultural resources into a cen-
tral area that would help to rejuvenate Tucson's core. To  bring
people  to  the district, the partnership hosts  a variety of activities
throughout the year, including art walks, street fairs, and free per-
formances.9
Los Angeles, California, is often considered the mural capital of
the world. Estimates  calculate that there  are more than  1,500
public murals painted  on walls both indoors and outdoors. Over
the decades, these murals have reflected the history and changing
culture of the city. From publicly sponsored New Deal art to con-
temporary grassroots scenes on the sides of buildings, murals
have  become an expression of the times in the  city. As Los
Angeles has realized the uniqueness of its public art, government
institutions (such as  public libraries, police stations, and the
Metropolitan Transit  Authority), corporations,  and community
organizations have begun to sponsor the upkeep and creation of
new murals.
These examples show that public art and artists' districts can be a
powerful attraction for cities. By featuring art that occurs organi-
cally or by sponsoring special events, towns and cities can highlight
their unique character and bring joy to residents and tourists alike.


                              7-
Use asset-based tools and resident engagement to reflect
community values.
Creating a sense of place can be a daunting task for a community.
In underdeveloped, transitional, or blighted areas, residents may
be overwhelmed by daunting challenges and may find it difficult
to focus on the assets  that are already there. "Community Asset
Inventories" are tools  that encourage residents to start with the
resources  that already  exist in the community: the skills and abili-
ties of residents, the work of neighborhood associations, and the
existing institutions in an area. Using asset inventories can help
residents focus on protecting and  enhancing the people and the
places they value while adopting new  ideas to help them meet
their goals.

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                                                                                                     FOSTER DISTINCTIVE, ATTRACTIVE COMMUNITIES WITH A STRONG SENSE OF PLACE
In Washington, D.C., the city's Office of Planning has embarked
on the ambitious Strategic Neighborhood Action Plan  (SNAP)
program to focus on short-term goals identified by community
residents throughout the District. Since January 2001, city plan-
ners have met with residents in D.C.'s 39 neighborhood  clusters,
and the District has generated interest through public notices and
listserve announcements. Through these multiple meetings, par-
ticipants create action plans that detail the top priorities in each
neighborhood (such as street cleaning and  a greater police pres-
ence.) The planning office then assigns the relevant city agency to
implement the plans,  and the mayor's office uses the SNAPs to
inform and guide decisions on the city budget.  SNAPs have given
D.C. residents an opportunity to identify how they want to
improve their  neighborhoods and make them more attractive
places to live, work, and play.
Local governments  and organizations can  use asset inventories,
larger neighborhood action-planning efforts, or place-based
audits to provide a tangible and interactive experience for resi-
dents. Through these mechanisms, distinctive and  attractive
places are created based on the values of the community.

                              8.
Revitalize the waterfront.
For the past several decades, communities have discovered that
revitalized waterfronts are a considerable asset. Riverfronts that
have been  separated from neighborhoods by roadways, railways,
or large-scale industrial development have been opened up  and
revitalized with parks, trails, housing, entertainment,  and water-
related activities. Cities can take the first step in recognizing this
natural resource and work  with communities,  developers, parks
departments, and civic organizations to make it a destination. By
targeting state and federal brownfield, transportation,  and eco-
nomic development dollars to waterfront areas, cities can provide
early funding for revitalization initiatives.
Baltimore's Inner  Harbor, once home to factories and  maritime
industries, began its long process of revitalization in the 1970s.
Many of the parcels along the waterfront were contaminated by
past industrial use, making their redevelopment even more chal-
lenging.  An aquarium, hotels, a convention hall, and a three-acre
retail and entertainment complex called Harborplace—all of
which capitalized on tourism as  an economic development
strategy—were the earliest parts of the Inner Harbor's  transfor-
mation. Recently the city has introduced a more diverse mix of
uses to the area: residences, office space, and non-tourist-oriented
retail. Through its ambitious  brownfields program, assisted by
Maryland's Voluntary Cleanup Program, many of the polluted
industrial areas adjacent to the  Inner Harbor have been cleaned
up and are now being reused. As C. William Struever, head of
Struever Bros., an infill development firm, noted, "Baltimore has
a glorious opportunity created  by the geography of the harbor,
which brings the waterfront right into the heart of downtown. I
don't think there's anyplace else that has the same intimacy and
diversity and excitement—and all so close to the harbor. We've
only begun to see what's possible. Water is a magic thing."10
In New York City, the 550-acre Hudson River Park has redefined
the formerly commercial and industrial edge of the city as public
open space complete with a bikeway/walkway, a marine sanctuary,
13 public piers, and new parklands. The trail that runs through
the park and into northern Manhattan connects  neighborhoods
and brings residents and commuters  to the once inaccessible river.
In 1973,  residents on the west side of Manhattan defeated propos-
als to rebuild the West Side Highway as a tunneled major road-
FINANCETIP:
The    Waterfronts    Florida
Partnership, launched  by  the
Florida Coastal  Management
Program in 1997, helps participat-
ing communities revitalize, renew,
and promote interest  in their
waterfront districts. Between 1997
and   2001,   the   Florida's
Department of Community Affairs
designated  nine  Waterfronts
Florida Partnership Communities.
Each received two years of techni-
cal and financial  assistance, funded
in part by state monies from the
National Oceanic and Atmospheric
Administration's  coastal grant pro-
gram.  Results have included nearly
7,000  hours of volunteer services;
$143,362 in private donations; and
$7.4 million  in other public invest-
ment that resulted in completion of
16 capital projects, from creating
boardwalk  features to beach
cleanups. (For more  information,
consult http://www.dca.state.fl.us/
fdcp/dcp/waterfronts/waterfront.
htm.)
;/

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      GETTING TO SMART GROWTH II
Hudson River Bikeway, New York,
New York.
way built under fill extending into the Hudson River. Subsequent
designs developed by the West Side Waterfront Panel called for a
grand  boulevard with a wide, planted median; safer pedestrian
crossings; and a bikeway/walkway on the western edge, with a lin-
ear park. These ideas were to become the basis for the current
design of the park. In 1998, Governor Pataki signed into law the
Hudson River Park Act, which formalized the creation of Hudson
River Park and Hudson River Park Trust—a city/state partner-
ship charged with the design, construction, and operation of the
Hudson River Park.  The popularity of this initiative is evidenced
by the nearly one million visitors who explore the city's newest
park every year.11
Office space or parkland, waterfront property is a limited asset in
almost all communities. It requires judicious planning to make
the most of precious space that is often inaccessible, neglected, or
contaminated from prior industrial use.
                                                                   9-
                                            Make retail centers distinctive and attractive
                                            destinations.
                                            In many places, stores are housed in cookie-cutter
                                            regional malls surrounded by surface parking or can
                                            be found in strip malls that appear at regular intervals
                                            along busy arterials. Increasingly,  these developments
                                            are failing. Charles Bohl reports that "since the 1980s,
                                         3  retail  space has been growing five to six times faster
                                         §  than retail sales: the United States is currently flooded
                                         'H                                           J
                                         f  with almost 5 billion square feet of retail space  of
                                         i  which  500  million  square feet is vacant."12
                                         I
                                         I  PricewaterhouseCoopers  and LendLease pointed out
                                         |  in a 2003 survey, "Emerging Trends in  Real Estate,"
that "[fjamiliar problems, catalogued in past Emerging Trends,
persist in many suburban markets [...], including [...] banal com-
mercial strips and gasoline alleys and the demise of older,  less
strategically located regional malls."13
While shopping continues to be a great American pastime, people
are looking for new, more attractive places to shop. In response,
retailers  have been locating stores on older  main streets and in
"lifestyle centers"—open-air shopping malls that are located in
town centers. Today's attractive and successful  retailing centers
pay careful attention to the pedestrian experience. They also capi-
talize on interesting architectural design to attract both retail ten-
ants and surrounding office and residential development.
Though constructed in the  1920s, the  Country Club Plaza in
Kansas City, Missouri,  offers many lessons for contemporary
retail design. This low-rise landmark, one of the first shopping
centers in the country, is a pedestrian-oriented, open-air market
designed with Spanish-style architecture  and  adorned with public
art, plazas, and fountains. Next to the historic market, a 60-acre
business  district evolved over the following decades to both pro-
vide jobs for residents in the high-density apartment blocks sur-
rounding the area and create  stronger  market demand for the
plaza's commercial development. Celebrating its 80th birthday in
2003, the plaza still endures as a shopping destination, even as
additional retail, office, and parking projects  have been  added to
the original center. The building's innovative design and high-
quality construction  have ensured  that the shops stay leased with
retail outlets and services. While the tenants may have changed
over the years, the plaza is still a central  gathering spot for locals
and tourists alike.
By the 1990s, Bethesda, Maryland,  a first-ring  suburb of
Washington, D.C., had grown into a dense office and retail  dis-

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                                                                                                     FOSTER DISTINCTIVE, ATTRACTIVE COMMUNITIES WITH A STRONG SENSE OF PLACE
trict with no focal point. To create a vital town center, the Federal
Realty Investment Trust embarked on a multiphased project
called Bethesda Row. Nearing completion, the project is a mix of
renovated and new structures that will house 600,000 square feet
of retail  and office space. Shops and restaurants are designed to
evoke variety and uniqueness, featuring different storefront styles
and a mix of national and local tenants. In developing the project,
Federal Realty convinced county officials to establish a cafe zone
between the street and the sidewalk and to create an inviting envi-
ronment for diners and pedestrians. A fountain, outdoor seating,
and shops are an attractive rest  stop for cyclists and walkers who
use the popular  11.5-mile Capital Crescent Trail that connects
the District's Georgetown neighborhood to Bethesda.
Creating attractive  retail is a viable business  strategy for develop-
ers and a boon for the residents and consumers who shop there.
The project becomes more than just a place to buy goods: it can
become a centerpiece for the community.

                            IO.
Use transportation enhancements funds to create places
of distinction.
Established under the Intermodal Surface Transportation
Efficiency  Act of  1991  (ISTEA),  the  Transportation
Enhancements (TE) program, administered by the Federal
Highway Administration (FHWA), provides funding to state
transportation agencies to  develop transportation projects that
improve community quality of life. The program directs state
DOTs to allocate  10 percent of their  Surface Transportation
Program funds to transportation enhancements. Under the pro-
gram, 12 activities are eligible for funding. They include provid-
ing facilities for pedestrians and bicyclists, acquiring scenic ease-
ments and scenic or historic sites, beautification projects, historic
preservation, and rehabilitation of historic transportation struc-
tures. According to FHWA, more than $2.4 billion has been
invested around the country in over 12,000 projects since 1991.
Communities across the  country have used TE funding to
improve streetscapes  in town centers and to create attractive
bridges and paths  for nonmotorized travel that become local
gathering  places. In 1994, Minneapolis, Minnesota, used  $2.2
million  of TE funds to convert the Stone Arch Bridge, a historic
rail bridge  that connected the west side of the Mississippi River to
markets outside of the city, into a bicycle, pedestrian, and trolley
bridge connecting downtown to the University of Minnesota
campus. From the popular bridge, travelers enjoy a view of the
downtown skyline, St. Anthony Falls,  and the old mills on the
river's banks. The bridge, listed on the National Register of
Historic Places, has spurred the redevelopment of the "Mill
District," which will house a museum, offices, and residences and
accentuate the area's industrial heritage. The bridge is also part of
a larger heritage trail and hosts a summer arts festival that is
widely attended. The bridge has become a valued landmark in the
city of Minneapolis. For descriptions of many other TE projects,
see the National Transportation Enhancements Clearinghouse at
http://www.enhancements.org/.
   Charles C. Bohl, Placemaking: Developing Town Centers, Main Streets, and
   Urban Villages (Washington, D.C.: Urban Land Institute, 2002), 9.
   For more information, consult http://www.njht.org/.
   For more information, consult
   http://www.phlf.org/services/presloanfhd.html.
   For more information, consult
   http://www.denvergov.org/dephome.asp?depid=l 3 23.
PRACTICE TIP:
The  Delaware Department  of
Transportation  (DelDOT) modified
its allocation of TE funds in order
to make the program more efficient
for  local  governments. DelDOT
replaced the 20-percent municipal
match with a sliding scale, under
which municipal contribution goes
down or up, depending on the pro-
ject's size. DelDOT replaced the
two-year project submission and
review cycle with a rolling submis-
sion policy that allows municipali-
ties to submit projects for immedi-
ate review and authorization at any
time. Finally, DelDOT increased the
maximum reimbursement for a
project from $500,000 to $1 million.

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GETTING TO SMART GROWTH II
                                  Jeffry Corbin and Wayne Hunt, "A Single Voice," American City and                For more information, consult http://www.tucsonartsdistrict.org/.
                                  County 118 (March 2003), 20-29.                                             10  Edward Gunts, "Rolling Out the Welcome Mat," Ba/ftmoreSra, January 9,
                                  For more information, consult                                                  2000.
                                  http://www.ci.boulder.co.us/goboulder/html/transit/index.html.                 11  http://www.hudsonriverpark.org
                                  For more information about the Streetcar Lofts, see Robert S. Leeb              12  charles c Boh]) piacemaking. Developing Town Centers, Main Streets, and
                                  Architects and Planners LLC Web site:                                          Urban Villages (Washington, D.C.: Urban Land Institute, 2002), 17.
                                  http://www.rslarc.com/Index2.html.                                          13  n  .            ^         , T   JT     rrriT™?!?     •   T   j •
                                                                                                                PricewaterhouseCoopers and LendLease LLP, 2003 Emerging Irends in
                                  Funders' Network for Smart Growth and Livable Communities, The Arts            Heal Estate (New York- October  2002) 36
                                  and Smart Growth: The Role of Arts in Place Making, Translation Paper No.
                                  12 (April 2003).

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      Preserve Open Space,
 Farmland, Natural  Beauty, and
  Critical Environmental Areas
     The U.S. Department of Agriculture esti-
     mates that as of 2001, only 7 percent of
state, local, and private land area in the U.S.
was developed into residential, commercial, and
transportation uses.1 Of the remaining land, 28
percent remained forestland, 62 percent was
farm and ranchland (working lands), and 3 per-
cent was other rural land (e.g., marshland, bar-
ren land, and farmsteads).2 These figures give
the impression that the U.S. has an abundance
of open space. Yet, the public continues to vote
to allocate resources to preserve more open
space  and working lands. Since 2001, $11.7
billion have been added to public coffers.3 The
magnitude of public support has placed open
space preservation at the center of many state
and local land-use programs.4
            $MART GROWTH
            NETWORK


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GETTING TO SMART GROWTH II
                          Why is there so much support for preserving open space and work-
                          ing lands if the U.S. has 13 times more wetlands, forestland, and
                          working lands than it has developed land?5 The answer relates to
                          the close nexus between open space and quality of life, economic
                          development, and environmental protection. The 2000 Census
                          reported that over 80 percent of Americans live in metropolitan
                          areas. For many of these people, undeveloped land  in their area is
                          their immediate concern. The relative abundance of undeveloped
                          land nationally is of little comfort to  the family who  drives hours to
                          get to the countryside or natural areas. This type of  public concern
                          led Sonoma County,  California, to preserve local  working lands
                          and to create green "community separators" in order to direct
                          growth to existing areas and to create a sense of place.6
                          Local governments across the country are also  realizing that
                          locally accessible open space can make  a community an attractive
                          location for potential  employees, raise property values, and stimu-
                          late tourism. Plentiful and accessible open  space and working
                          lands were factors in Hewlett Packard, Intel, and Hyundai's deci-
                          sions to locate in Portland, Oregon.7  Open space and working
                          lands also require fewer community services than residential or
                          commercial development, which allows localities to save money
                          for other fiscal priorities.
                          Preservation efforts are also driven  by the environmental impacts
                          of losing open space and working lands. Forests, wetlands, mead-
                          ows, and other natural areas provide essential ecosystem services
                          such  as filtering runoff,  storing  carbon emissions,  and maintain-
                          ing wildlife habitat. These and other ecoservices can be damaged
                          as open space is replaced with parking lots, malls, office buildings,
                          driveways, and other structures. When these  ecosystem services
                          are sufficiently degraded, communities are often forced to spend
large sums of money to construct technologies, such as water
treatment plants, that mimic natural functions.
The following policies and strategies represent a broad range of
tools to promote open space and the preservation of working
lands as part of a community's larger development process. Each
of these policies and strategies may not be applicable in all com-
munities, but they can provide a starting point for communities to
create and preserve  special human and wildlife habitats.
Furthermore,  these policies are best used to create a regional
open-space  network that helps identify which lands should be
preserved and which lands should be developed.

                             I.
Link land conservation with other smart growth principles.
Open space conservation is closely tied with other  principles of
smart growth, such as Principle  3, "create a range of housing
opportunities  and  choices," and Principle 7, "strengthen and
direct development toward existing communities." It is important
to implement  these principles in combination with open-space
preservation efforts. Without them, conservation efforts can push
new demand into adjacent areas by simply shifting  land conver-
sion to other localities. Smart growth neighborhoods are impor-
tant for effective land conservation because compact, mixed-use
developments use less land than the same number of units devel-
oped in the  typical  low-density pattern, thereby relieving growth
pressures on open space.8 Reusing previously developed land has
a similar impact.
In 2002, President George  Bush noted that "one of the best ways
to arrest urban sprawl is to develop brownfields and make them
productive  pieces of land, where people can find work and
employment. By one estimate, for every one acre of redeveloped

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                                                                                           PRESERVE OPEN SPACE, FARMLAND, NATURAL BEAUTY, AND CRITICAL ENVIRONMENTAL AREAS
brownfields, we  save 4.5 acres of open space."9 St. Louis,
Missouri, is attempting to make this connection throughout their
metropolitan area. The city is working with the surrounding
municipalities to preserve open space and direct growth to exist-
ing communities.10 Their regional blueprint places a large focus
on redeveloping brownfields to achieve their goals.
The state of Massachusetts has connected several smart growth
principles through its Community Preservation Act. The act pro-
vides state matching funds to local governments that adopt fund-
ing programs by local referendum. It requires that at least 10 per-
cent of the  combined  state-local  funds in each community must
be expended on each  of three categories of activity: affordable
housing, open space, and historic and community preservation;
the remaining 70  percent can be allocated to any of the three
areas.11 By combining different goals within a single act, advocates
for housing, community preservation,  and open space protection
begin to connect their interests and collaborate on allocations of
money that will deliver multiple  goals—projects that deliver
housing, protect open space, and  revitalize communities—instead
of remaining indifferent or even  opposed to one  another's inter-
ests. Achieving multiple goals through a single  investment is a
hallmark of smart growth.

                             2.
Use land management techniques and acquisition to protect
drinking water sources.
A recent Environmental  Protection Agency (EPA) study fore-
casted a need for capital spending of more than $150 billion over
the next 20 years to ensure the continued provision of safe drink-
ing water.12  The majority of this estimate  was derived from the
need to build water treatment, storage, and  distribution  infra-
structure. Many communities are seeking to reduce the need for
costly infrastructure by preserving and managing watershed lands
for source water protection.
Preserving open space upstream can help protect drinking water
resources by filtering out contaminants and chemical pollutants
before they enter the community's water system. Critical areas for
water-quality protection include wetlands, buffer zones, riparian
corridors, and floodplains. Wetlands are especially critical in main-
taining water quality since they are natural filtration plants. As
water's flow-rate slows, water is filtered as sediments settle out.
Trace metals bound to clay carried in runoff also drop out and
become sequestered in the  soils and peat at the bed of the marsh.
Thus, open areas can provide a natural mechanism for filtering out
the pollutants  from development and other human activities.
Conservation groups and the cities of San Antonio and Austin,
Texas,  have been actively protecting these natural filtering func-
tions. They are acquiring
lands   around  Edward's
aquifer, a source of drinking
water for millions of residents.
Land  management  tech-
niques can also  protect source
water. Strips of vegetation
along streams and around
reservoirs provide important
buffers. These buffer zones
decrease the amount of pollu-
tion entering the water sys-
tem. Tree and shrub roots
hold the bank  in place, pre-
venting erosion and its result-
 PRACTICETIP:
 For more information on land man-
 agement techniques to protect
 water resources, see the forthcom-
 ing EPA publication Protecting
 Water  Resources with Smart
 Growth: 100 Policies at http://
 www.epa.gov/smartgrowth/
 publications.htm.
Stream buffers are a proven strategy
for safeguarding water resources.

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
The Environmental  Law Institute's
Conservation Thresholds for Land
Use Planners provides practical
information on how to include land-
scape ecology principles into the
land-use decision-making process.
See   http://www.elistore.org/
reports_detail.asp?ID=10839 for
more information.
ing sedimentation and turbidity.  Detritus and grasses slow the
flow of runoff, giving the sediment time to settle and water time
to percolate, filter through the soil, and recharge underlying
groundwater. By identifying and preserving these critical ecologi-
cal areas, communities are taking active steps to preserve and
enhance their water quality and supply.


                             3-
Use an array of financing techniques to preserve open space.
A stable source of state government funding is the foundation of
an effective  land conservation program.13 State funds can help
make long-term conservation goals clear and provide valuable
leveraging funds for local governments. For  more than 30 years,
New Jersey's land acquisition program, Green Acres, has provided
grants and loans to local governments and nonprofits.
In 2003, the state announced that  it would focus Green Acres
conservation efforts on increasing  grant  and loan funding for
recreational lands and parks in cities  and older, densely developed
suburban communities, and that  it  would provide greater state
and local funding allocations focused on open spaces that protect
water  resources and critical wildlife habitat.  In addition, New
Jersey enacted more stringent measures to  protect the original
conservation purpose of all Green Acres lands.14
Local governments across New Jersey have been able to leverage
various sources of money using Green Acres  funding. In 2001,
West Windsor Township, a community in west-central New
Jersey, was able to blend local sources of funding and Green Acre
monies with  a  low-interest  loan  for  the  New  Jersey
Environmental Infrastructure Trust, which  is dedicated  to pre-
serving New Jersey's water supply. This transaction marked the
first time that trust funds have been used  to help  finance open-
space acquisition.15 The trust has traditionally been used to fund
engineered solutions to water  quality and supply issues such as
stormwater retention.
Establish priority-setting criteria for open space acquisition.
Since 1998, nearly $20 billion has been approved for open-space
preservation in local and state referendums.17 In many cases, how-
ever, communities are passing these bond referendums and other
financial instruments as a reactive measure to help preserve the "last
wetland" or the "last community farm." While a reactive preserva-
tion strategy can preserve critical lands, it often does so in a scatter-
shot way. Small, disconnected fragments of conserved land have less
ecological value as wildlife habitat, are less accessible to the public,
and have reduced value in directing growth than larger parcels con-
nected by a green infrastructure of corridors. Communities can get
better bang for their buck by being strategic about which lands they
acquire—especially those communities with limited funding.
To help ensure that conservation efforts proactively enhance
green infrastructure,  communities can establish priority-setting
criteria. Once a community has established an inventory of their
regional resources and conservation goals, a prioritization scheme
can help preserve land in a cost-effective way. It can be tailored to
protect endangered wildlife  and native habitats, as well as to pre-
serve  more elusive  attributes, such  as a sense of place.
Prioritization systems can range from the  simple to the complex
but are used to best effect when connected to a regional conserva-
tion plan. Maryland  has  combined its  land acquisition programs
and green infrastructure assessment to ensure that public funds
are being expended  on the most  ecologically significant lands.
Using geographic information systems  and principles of land-

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                                                                                           PRESERVE OPEN SPACE, FARMLAND, NATURAL BEAUTY, AND CRITICAL ENVIRONMENTAL AREAS
scape ecology, Maryland developed a map of existing and poten-
tial "hubs" and "corridors" to protect breeding habitat and routes
for animal and plant migration.18
By itself, this green infrastructure assessment represents a good
prioritization strategy for both local and state land conservation
efforts. However, Maryland took it a step further by prioritizing
hubs and corridors according to their ecological importance and
their potential risk of loss to development. Hubs were ranked
from best to worst according to a number of parameters, includ-
ing proportion of natural  cover, number of stream sources and
junctions, and road density.19 Corridors were ranked similarly, fol-
lowing criteria such as  the ecological  ranking of the connected
hubs (as defined in the initial process), corridor length, and land
cover surrounding the corridor.20 Using feedback from biologists
and natural resource managers, the rankings were further refined
to produce a final score of "ecological importance." These figures
were also considered with a separate ranking for risk of develop-
ment. All hubs and corridors of statewide significance are consid-
ered ecologically important, but the relative rankings can be use-
ful in prioritizing conservation efforts.21


                             5-
Incorporate land conservation into transportation planning.
The expansion of the nation's road network has provided many
economic benefits, such as enhanced access to markets, increased
tourism, and reduced costs of many goods. However, roads have
ecological impacts as well. These impacts include animal mortal-
ity from construction and collisions, alteration of surrounding
habitat, spread of exotic plants and animals, and increased human
use.22 To ensure that communities are able to maximize the bene-
fits and minimize the costs of transportation, land conservation
should be incorporated into the transportation planning process.
Often, long-range land-use planning is not conducted until trans-
portation systems  have already been expanded or put into place.
This strategy can have negative effects on the ecology and charac-
ter of a community. In 2001, a unique partnership in McHenry
County, Illinois, among local, state, and federal agencies worked to
overcome these typical planning-process shortcomings. The goal
of the partnership was to create an intergovernmental comprehen-
sive transportation and land-use plan that accommodated develop-
ment while preserving the integrity of the ecologically significant
Kishawaukee River Watershed. The plan, funded by the Federal
Highway Administration's Transportation and Community System
Preservation (TCSP) grant program, developed the transportation
plan for the Route 47/Kishawaukee River Corridor after a conser-
vation-focused land-use plan was developed.23
A key part of the master plan was the development of growth
models and sustainability indicators, which were based on commu-
nity and technical input from surveys, meetings, and workshops.
The models created scenarios depicting what land use in the
Kishawaukee River Corridor currently looked like, what it would
look like if it is built according to existing  zoning codes, and what
it could look like if conservation-based measures were adopted.
The sustainability indicators were designed to measure whether
the river corridor is being developed according to  community-
approved conservation, transportation, and growth goals. Some of
the indicators were developed to  address air-quality and light pol-
lution questions, such as "How many nights in summer can you
see the Milky Way?" Another indicator was based on the "number
of successfully breeding pairs of Sandhill Cranes," which con-
tribute to the overall health of the corridor ecosystem. Other indi-

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GETTING TO SMART GROWTH II
                           cators of the ecosystem's health relate to the number of amphib-
                           ians, the area water quality, and the amount of quality habitat.

                                                       6.
                           Take advantage of nature's ecoservices.
                           Nature provides many important services, ranging from water fil-
                           tration to  carbon sequestration to plant pollination. Yet, these
                           essential public services are often undervalued in policy making in
                           part because they do not have accepted monetary costs and bene-
                           fits associated with them. Putting a value on ecoservices can be an
                           effective way to encourage open-space preservation and environ-
                           mental stewardship in a market-based economy.24
                           One innovative attempt to take  advantage of the value of natural
                           processes helped preserve one of the largest wetland complexes
                           on the East Coast. In 2002, Allegheny Energy sold roughly
                           12,000 acres of land in the Canaan Valley to the U.S. Fish and
                           Wildlife Service for $16 million—a cost in line with past sales for
                           comparable properties.25 However, Allegheny Energy was able to
                           report to the IRS that the market value of the property was worth
                           $32 million by incorporating the land's "ecological assets." This
                           allows the  energy company to claim a charitable contribution of
                           around $16 million, potentially saving them several million dol-
                           lars in taxes—a powerful incentive to dispose of the land for con-
                           servation purposes.
                           Allegheny  Energy hired GreenVest, an environmental planning
                           firm, to sum up the Canaan Valley property's eco-assets, which
                           included the property's value as a mitigation bank, potential to
                           sequester carbon (i.e., "store" carbon  emissions in the environ-
                           ment), and value as public open space. The Clean Water Act and
                           other environmental statutes require  companies or individuals
that destroy wetlands or habitat in one area to restore and main-
tain them elsewhere. In response, mitigation banks have been
developed to allow developers to deposit and sell land rights to
meet the regulatory requirements. Using industry standards for
mitigation banks and comparables for the  acquisition of open
space,  GreenVest was able to add $16 million  to the Canaan
Valley's property value. In  addition, prior studies of carbon
sequestration led the firm to include $15 per ton of stored carbon
into the assessment, thus  adding $7 million to the property's
value.
Hurdles remain before the deal  is final. For example, the IRS
needs to assess the type and the amount of ecological assets being
included in Allegheny Energy's property value. The federal
agency must also determine the  legal authority of the Canaan
Valley property to act as a mitigation bank. Regardless  of the
IRS's decision in this case, other energy companies have seen the
potential in eco-asset valuations and have begun investigating the
potential of eco-asset valuation to turn ecologically significant
land from tax burdens into profitable and functioning habitats.26
In another example of using ecoservices to protect open space,
Lee County, Florida, developed a plan to preserve open space to
both protect against floods and provide drinking water. After a
few rainy months, the county typically needs to drain stagnant
water to protect the area's residents from flooding. However, this
practice prevents the replenishment of drinking  water supplies,
which  ultimately results in drinking water shortages during dry
months. The county is now embarking on a plan to acquire flood-
prone  tracts to store water for later  use  and to  open them for
public  recreation.27 After the buyout and relocation of several
families are completed, the district will restore the land's natural
characteristics and function,  which will inhibit flooding,  supply

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                                                                                            PRESERVE OPEN SPACE, FARMLAND, NATURAL BEAUTY, AND CRITICAL ENVIRONMENTAL AREAS
county residents with water in dry months, and provide recre-
ational opportunities.


                             7-
Support tree preservation through public-private partnerships.
Trees  are important components of a community's green infra-
structure. A healthy population of trees offers substantial environ-
mental benefits, including cleaner air and water,  quieter streets,
cheaper energy bills, cooler temperatures, and wildlife habitat.28
In addition, trees can provide numerous  economic advantages,
such as increased property values and lower air and water remedi-
ation costs. As  noted by American Forests, a nonprofit organiza-
tion that promotes environmental restoration through tree plant-
ing and urban  forestry, "employing tree conservation and forest
reforestation as a tool to clean up the air could save the country
billions while improving the quality of life for its citizens."29
Like many other cities across the country, Albuquerque, New
Mexico,  is facing tight budget constraints and recently ceased
replacing aging trees. In response, the city and a local nonprofit,
Tree New Mexico,  partnered to create the Albuquerque Tree
Initiative. The  mission of the program is to raise funds to replace
trees and plant additional trees in parks and other public places.
The partnership is working to increase  the city's funds by secur-
ing corporate  and private donations and foundation  grants,
encouraging community  ownership of parks and public spaces,
and providing volunteer opportunities for local citizens,  groups,
and businesses  through tree-planting events.30 (See Principle 4,
Policy 3 for more information about trees in urban settings.)
As forestry economics change,31 unique opportunities  are arising
for governments and corporations to partner with timber  compa-
nies to save forestland, maintain jobs, and promote sustainable
tree-harvesting practices.  For example, the state of Maryland,
Conservation Fund, Forestland Group LLC, and the Glatfelter
Corporation united in a partnership to protect 25,000 acres of the
state's most ecologically significant areas. The acquisition will join
together 23,000 existing acres of forestland, 26 major river sys-
tems, and 89 watersheds. Eighty-seven percent of the land will
remain working forests subject to conservation easements that
extinguish development rights, ensure that sustainable forestry
practices are  used, and protect water quality and important
resource features. The remaining acres are to be acquired by the
Conservation Fund and then transferred to the state of Maryland
once public funding is available.32

                              8.
Allow land trusts to compete for conservation funds.
Forging partnerships with land trusts can be an excellent strategy
for government agencies to achieve strategic and efficient land
conservation.33  Relative to government agencies, land trusts are
often able to make land deals more cost effectively. Typically non-
profit land trusts have  more flexibility and discretion in deciding
how to  purchase land rights (e.g., fee simple and conservation
easement). In  addition, when compared with government agen-
cies, land trusts may be better able to reduce transaction  times
and costs. However, land trusts and similar groups are often not
eligible to receive  conservation funds. As development pressures
increase at the fringes of metropolitan areas, so does  the price tag
for acquiring critical environmental lands. Allowing land trusts to
compete for local,  state,  and federal funds could allow  for a
greater quantity of land to be preserved for less money than if
land trusts were excluded.
PRACTICE TIP:
For examples of urban tree ordi-
nances,  visit the  U.S.  Forest
Service's South Region Web site at
http://www.urbanforestrysouth.org/
ordinances/index.asp.

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      GETTING TO SMART GROWTH II
Farmers' markets can be a great
strategy for supporting local farms
and creating public awareness of
the benefits of farmland.
                         South Carolina's new Conservation
                         Bank allows land trusts to compete
                         with government agencies for the $8
                         million to $10 million of available
                         state funds  designated for  land
                         preservation.34 This state-run pro-
                         gram was designed to ensure that the
                         "best lands and best projects are
                         selected."35 To prevent scattershot
                         preservation, the bank includes selec-
                       | tion criteria to determine the value of
                       I proposals that are adjacent to  large
                       | ecosystems or protected lands and
                         corridors between  protected areas.
                         Furthermore, to ensure accountabil-
ity, the Conservation Bank is required to submit yearly descrip-
tions of all approved grants and loans to the state, as well  as all
acquisitions of land or interests in land obtained with bank funds.
                                Invest in the rural economy to preserve working lands.
                                Increasing agricultural land conversion36 and economic hardships
                                have made it difficult for many communities to preserve farms
                                and working lands, thus jeopardizing the profitability of farms
                                and the livelihood of farmers on the metropolitan fringe. If farm-
                                ing is not profitable,  development of the land becomes a much
                                more attractive prospect. Moreover, with the farm population
                                aging, even profitable farms are sold for development when new
                                farmers cannot be found to purchase the land. Innovative preser-
                                vation strategies that bolster local agricultural economies and pre-
                                serve productive lands are important  components of a smart
                                growth plan.
New entrepreneurial agriculture is taking advantage of the grow-
ing market for high-quality, locally grown food and niche prod-
ucts such as organics.37 These often small operations  bypass the
now common procedure of growing food products for large mar-
kets with thin profit margins. Instead, they sell their products
directly to nearby metro areas through farmers' markets, commu-
nity-supported agriculture, and other local programs. The USDA
reports that the number of farmers' markets has increased 79 per-
cent from 1994 to 2002, with over 3,100 operating in 2002.38 The
farmers' market renaissance is a promising strategy to keep farm-
ers in business and to put productive farmland to work by stabi-
lizing an area's economy.
King  County, Washington, supports  local working lands by
matching a new  generation of farmers with landowners wishing
to sell or lease their property for agriculture.39 The program,
dubbed FarmLink, was created to preserve the  area's small but
cherished  agricultural  economy  and remaining rural character.
With  11 connections made since 2000, King County is hoping
that FarmLink will introduce urban  residents to working  lands
and therefore increase support  for farmland preservation. As
Steve Evans, the King County "Farmsbudsman," has noted,
FarmLink also helps local farms to "protect habitat and water
quality and to produce  food that  may be safer and that is fresher
and tastes better."40

                           10.
Use innovative permitting approaches to protect critical envi-
ronmental areas.
Long  Branch, New Jersey, is using smart growth development to
reinvest in  their coastal community and preserve the ecological
and economic benefits of their waterfront. This new direction

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                                                                                                 PRESERVE OPEN SPACE, FARMLAND, NATURAL BEAUTY, AND CRITICAL ENVIRONMENTAL AREAS
began when the city received flexibility under the state's coastal
zone management law to evaluate development plans on a com-
prehensive (considering several lots simultaneously) basis rather
than through traditional lot-by-lot reviews.41 This flexibility,
known as sector-based permitting, allowed Long  Branch to con-
sider habitat protection and  economic development together in
determining the course of future waterfront projects.
In 1995, a developer proposed a city plan for Long Branch focus-
ing on creating several development sectors that would contain a
mix of uses—residential, retail,  office—along with a redeveloped
pier.42 This plan was intended to help transform the waterfront
into a year-round destination instead of a seasonal one. Creating
mixed-use and compact development along  the  coast, the plan
contended, would also  concentrate  development onto  a smaller
percentage of the waterfront. Therefore, it would preserve a
greater area of coastal land than would be possible under the cur-
rent plan.
However, New Jersey's coastal management act was a barrier to
creating the mixed-use plan because it prevented regulators from
reviewing plans based on sectors. By using the state's redevelop-
ment plan, Long Branch and  the state planning commission were
able to convince the New Jersey Department of Environmental
Protection that the  dual objectives  of preserving the  ecological
integrity of the waterfront and spurring economic development
could both be achieved by the sector-based plan.
                                                                       Wetlands provide many important
                                                                       services, including filtering water,
                                                                       providing habitat, and mitigating
                                                                       flood damage.
Since the Long Branch success, New Jersey has incorporated sec-
tor-based permitting into its state regulations. The state has also
received federal approval to make the permitting a part of its
coastal  management plan as governed by the U.S. Coastal Zone
Management Act.


   U.S.  Department of Agriculture, Natural Resource Inventory,
   http://www.nrcs.usda.gov/technical/land/nri01/.
2   Ibid.
   Trust for Public Land and Land Trust Alliance, Land Vote 2002: Americans
   Invest in Parks and Open Space (Boston: Trust for Public Land, 2003)
   Linda E. Hollis, AICP, and William Fulton, "Open Space Protection:
   Conservation Meets Growth Management" (Washington, D.C.:
   Brookings Institution Center on Urban and Metropolitan Policy, 2002).
   U.S.  Department of Agriculture, Natural Resource Inventory,
   http://www.nrcs.usda.gov/technical/land/nri01/.
6   Ibid.
   Trust for Public Land. The Economic Benefits of Parks and Open Space.
   (San  Francisco: Trust for Public Land, 1999).
   U.S.  Environmental Protection Agency, The Transportation and
                mpacts of Infill versus Greenfield Development: A Comparative
   Case Study Anahsis (Washington, D.C.: EPA, 1999).
   http://mvw.epa.gov/smartgrowth/pdf/infill_greenfield.pdf
   Office of the Press Secretary, White House. "President Signs Brownfields
   Bill." http://www.whitehouse.gov/news/releases/2002/01/20020111-3.html
   U.S.  EPA. "Saving Open Space, Revitalizing Brownfields: St. Louis
   Development Corporation."
   http://www.epa. gov/smartgrowth/st_louis. htm
   Community Preservation Coalition, http://www.communitypreservation.
   org/PotentialUses2 .htm.
   U.S.  EPA. "Drinking Water Infrastructure Needs Survey."
   http://www.epa.gov/safewater/needs.html
   Chesapeake Bay Commission and Trust for Public Land. Keeping Our
   Commitment. (Richmond, Va.: Chesapeake Bay Commission, 2001)

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GETTING TO SMART GROWTH II
                                   New Jersey Department of Environmental Protection. "DEP
                                   Commissioner Campbell Announces New Green Acres Open Space
                                   Priorities." http://www.state.nj .us/dep/newsrel/releases/03_0107.htm.
                                   http://www.westwindsornj.org/opens pace_maneely.html.
                                   Steve Jandoli, New Jersey Department of Environmental Protection,
                                   Green Acres Program. Discussion with the author, June 2003.
                                   Land Trust Alliance and Trust for Public Land (2003).
                                   Theodore Weber and John Wolf, "Maryland's Green Infrastructure—
                                   Using Landscape Assessment Tools to Identify a Regional Conservation
                                   Strategy," Environmental Monitoring and Assessment 63 (2000): 265-277.
                                   Ibid.
                                   Ibid.
                                   Ibid.
                                   Steven Trombulak and Christopher Frissell, "Review of Ecological Effects
                                   of Roads on Terrestrial and Aquatic Communities," Conservation Biology
                                   14, no. 1,  (2000) 18-30.
                                   Kishawaukee River Corridor Land Use and Transportation Plan,
                                   http://www.cdfinc.com/Rt%2047-Kish%20Report.htm.
                                   Robert Costanza et al., "The Value of the World's Ecosystem Services and
                                   Natural Capital." Nature 387 (1997): 253-260.
                                   Katherine Ellison, "Land and Eco-Assets for Sale."Washington Post,
                                   January 24 2 002.
                                   Doug Lashley, President, Green Vest. Discussion with the author, June
                                   2003.
                                   Chad Gillis.  "Lee County Smart Growth Director: Less Drainage Would
                                   Be Helpful for Parts of County." Naples Daily News, June 15 2002
                                   US Forest Service, Forestry Report R8-FR 17,
                                   http://www.dnr.state.md.us/forests/publications/urban.html.
American Forests, Urban Ecosystem Analysis: Mecklenburg County, North
Carolina, Calculating the Value of Nature (Washington, D.C.: American
Forests, 2003).
Tree New Mexico, http://www.treenm.com/6PROGRAM.htmttati.
Associated Press, "For Sale: Prime Timberland in South," August 5, 2003,
available at http://www.usforestcapital.com/index.htm.
Christine Fanning, "Innovative Public-Private Partnership Will Conserve
Sensitive Wildlife Habitat And Working Forest," The Conservation Fund
(2002), http://www.conservationfund.org/?article=2675&back=true.
For more information on how land trusts can be beneficial partners, see
the first edition of Getting to Smart Growth: 100 Polices for Implementation.
South Carolina Legislature, http://www.lpitr.state.sc.us/code/t48c059.htm
Dominic Parker, Cost Effective Strategies for Conserving Private Land
(Bozeman, MT: PERC, 2002).
Between 1992 and 1997, an average of more than one million agricultural
acres were developed per year. Source: U.S. Department of Agriculture's
National Resource Inventory, http://www.nrcs.usda.gov/technical/NRI/
1997/summary_report/table8.html.
Patty Cantrell and Jim Lively, The New Entrepreneurial Agriculture.
Michigan Land Use Institute, 2002
USDA, Farmers' Market Facts, http://www.ams.usda.gov/farmersmarkets/
facts.htm
Patty Cantrell, "Seattle Gets to Farmland Preservation Through Great
Food," Michigan Land Use Institute (2002), http://www.mlui.org/
growthmanagement/fullarticle.asp?fileid=16376.
Ibid.
Peter Buchsbaum. Long Branch Permit Coordination Case Study (Cambridge,
Mass.: Lincoln Institute of Land Policy, 2002).
Ibid.

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                 Chapter 7
      Strengthen and Direct
 Development toward Existing
            Communities
      Many communities have experienced rapid
      expansion at their edges, as growth has
moved to newer developments on the urban
fringe and away from the urban core and first-
ring suburbs. A growing number of communi-
ties are now recognizing the adverse conse-
quences of abandoning neighborhoods, roads,
schools, sidewalks, water and sewer services,
and other infrastructure in urban centers  and
older suburbs, only to rebuild them further out.
Smart growth directs development toward
communities already served by infrastructure.
The goal is to use resources that existing neigh-
borhoods offer and to maintain the value of the
public and private investment already made in
those areas. Often, existing neighborhoods can
            $MART GROWTH
            NETWORK

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GETTING TO SMART GROWTH II
                          accommodate much of the growth that communities require
                          through infill development, brownfield redevelopment, and the
                          rehabilitation of existing buildings.
                          However, there are a variety of barriers to development in exist-
                          ing communities and incentives for developing on the metropoli-
                          tan edge, making greenfield development comparatively attractive
                          to developers. Land-use regulations, such as zoning and subdivi-
                          sion requirements, often make it easier to build in greenfield
                          areas. These areas may have little or no land-use regulation and
                          few residents who may object to the new construction. The cost
                          of greenfield development is often subsidized by the public sector
                          through many avenues, including  the  provision of road, sewer,
                          and water networks and the use of average-cost pricing, which
                          can underestimate the true per-unit cost of expansion.
                          A range of options exists to  begin leveling the playing  field
                          between greenfield and infill development and to help direct new
                          investment dollars to strengthen existing neighborhoods. The fol-
                          lowing policies are designed to address some of these issues and
                          to provide ideas and tools to strengthen and  direct development
                          toward existing communities.

                                                       I.
                          Encourage the creation of a business improvement district.
                          Business improvement districts (BIDs) are  frequently used as
                          tools to encourage revitalization and investment in targeted areas.
                          Although the state and local regulations required to implement
                          such an approach vary, most BIDs are designed  according to a
                          common  set of principles. Typically,  local governments work
                          closely with commercial property owners to form a special district
                          within the community. Depending on the scope of the state and
                          local laws that authorize BIDs, the local government or an inde-
pendent, nonprofit organization then levies a special fee from the
businesses. The proceeds from this levy are used to supplement
existing public services  and foster improvements for businesses
within the BID. A board of directors comprising business and
local government leaders generally governs the BID. Recently, in
response to concerns expressed about the closed governance of
some BIDs, BID charters have been drafted to ensure a transpar-
ent community involvement process. Usually, BID activities
include some form of maintenance or beautification, security
improvements, and marketing of the district. Nonetheless, the
BID's basic purpose is to enhance or revitalize the district and to
foster additional business activity.
In 1996, approximately 15,000 BIDs existed throughout the U.S.1
Some of the better-known examples include the Times Square
BID in New York City2  and  the Golden Triangle and the
Downtown DC BIDs in Washington, D.C.3 In these districts,
industrial and commercial interests joined city officials to foster
extensive reinvestment in their respective areas.
The usefulness of the BID model is not confined to large urban
areas. There is already an existing familiarity with this tool in
many small towns. BIDs continue  to emerge in a wide range of
communities, from mid-sized cities like downtown Milwaukee to
smaller communities like Monterey Park,  California; Norfolk,
Virginia; and Yonkers, New York.4

                            2.
Use priority funding areas to direct development toward
existing communities.
Where state and local officials allocate public funds can be as
important as  how they allocate those funds. Because private
development relies on the public sector to  supply infrastructure

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                                                                                                        STRENGTHEN AND DIRECT DEVELOPMENT TOWARD EXISTING COMMUNITIES
and transportation to support new developments, public funds
can be a powerful tool in guiding and directing new development
into existing communities. To fully harness this latent potential,
some states and cities are developing priority funding areas
(PFAs) to efficiently target public investments.
The PFA approach is surprisingly simple. A governmental entity
designates  a geographic area as a "priority area" for receipt of
infrastructure funding. This acts  as an incentive to  attract and
retain market capital. While development is allowed outside of
the PFAs, public resources do not subsidize it. This  system has
several  advantages: Localities consider and prioritize areas for
future development.  These priorities send clear signals to the
market  as to where development will be supported, adding pre-
dictability to the development process. Taxpayers benefit from
more strategic use of public funds, which can increase return on
investment and/or reduce costs.
Both state and local governments can implement PFAs. In 1997,
Maryland passed the Smart Growth Priority Funding Areas Act.5
Cities like Austin, Texas,  and Sacramento, California, have also
begun to implement variations of the PFA model to direct devel-
opment into existing communities. Under the Maryland law, local
officials designate areas where they want state investment to sup-
port future growth. Thereafter, the specified areas receive priority
for most of the state's funding programs, including money for
transportation, water  and  sewer systems, and economic develop-
ment. The legislation  establishes clear criteria for designation of
areas and distribution of public resources, and requires state plan-
ners to maintain a current priority area map for the state.
To ensure success, institutions that distribute public infrastructure
resources, like water  and sewer or transportation funds, must
coordinate  their actions and focus resources to ensure that PFAs
receive priority for all specified resources. Without either coordi-
nation or longevity, a PFA will be unlikely to attract significant
private-sector investment in the designated areas.


                             3-
Offer home equity assurance programs.
Home equity assurance programs (HEAPs) have been used suc-
cessfully in several communities to curb the tide of middle-class
flight, restore homeowner confidence in the local housing market,
and revitalize transitional communities  by both  retaining home-
owners and attracting new residents and businesses. A HEAP is a
tool communities can use to reassure homeowners that their
biggest asset—their home—will not lose value due to changing
demographics, revitalization  efforts, infill development,  or con-
struction of transportation infrastructure.
All HEAPs examined in a report by Liz Hersh for 10,000 Friends
of Pennsylvania in 2001 were either administered as government
programs or run by nonprofit community organizations.6 This
short report is a valuable resource  for local governments and
other organizations interested in learning  more about  existing
HEAPs and options for how one might be structured. The report
concludes that Home  Equity Assurance  appears to be most effec-
tive in relatively stable communities that are facing transition and
where homeowners are the majority.
In a HEAP,  the administering entity designates areas that are
either at risk of decline or targeted for additional  development.
Within those areas, existing residential properties are  insured
against devaluation. The term of the insurance is limited to a rea-
sonable time period (typically five years) to allow changes or new
developments to fully integrate into the fabric of the neighbor-
hood. A HEAP can be financed with a variety of mechanisms,

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      GETTING TO SMART GROWTH II
Developers in downtown
Washington, D.C. are turning an old
office tower into Terrell Place, a
new mixed-use development.
                      including bonds, general revenue, special
                      property-tax levies, or even a partnership
                      with the private sector.
                      The first HEAP began in 1977 in Oak
                      Park, Illinois, an older, inner-ring suburb
                      outside Chicago, in response to concerns
                      about changes in the demographics of the
                      community (many residents thought
                      increasing density would hurt their prop-
                      erty values). Called the Home Equity
                      Assurance Program, it relied on funds
                      generated from a small property-tax levy
                      on residential values to insure against
                      devaluation caused by new development.
Programs in Illinois are funded through a property tax levy that is
assessed of all homeowners in the service area. The viability of a
property tax levy as a funding base for HEAPs depends largely on
whether  the  governing entity has the authority and will to tax.
The range in rates in Illinois is from 0.08 to 0.12 percent. In par-
ticipating areas, a majority of residents voted for the program by
referendum.7 The Oak Park program has not had to pay on a sin-
gle claim, and the community continues to  thrive within the
Chicago metropolitan region.8
HEAPs alone are not intended, and have not been shown, to
reclaim neighborhoods with multiple problems already experienc-
ing long-term decline. Baltimore's experience with Patterson Park
showed that  threats to quality of life were motivating people to
leave the neighborhood, not an anticipated drop in the resale value
of their homes. The program was not as effective as the founders
hoped.9 However, HEAPs implemented as part of a larger package
of community measures  can help retain residents and facilitate
planned changes in the community, such as increasing densities
through infill development or incorporating additional transporta-
tion facilities in or near residential neighborhoods.


                            4-
Establish a land bank authority.
In cities and towns throughout the country, many neighborhoods
suffer the appearance of blight and decay as abandoned buildings
and vacant properties languish. In communities with a large num-
ber of vacant properties, one key barrier to returning such prop-
erties to productive use is inefficient public foreclosure and dispo-
sition procedures. Despite wide disparity among states governing
such procedures, most disposition processes suffer  from onerous
time requirements as well as legal constraints that  make transfer
of clear title difficult.10 Consequently, many local  officials leave
lien-burdened properties vacant rather than undertaking the
arduous task of returning them to productive use. As a result,
such properties  remain abandoned  for many years, spreading
blight throughout the community and draining the budgets of
local government.
One way of combating the problems presented by vacant  and
abandoned properties is to establish a land bank authority (LBA)
designed to administer and return such properties  to  productive
use. Depending on the state authorizing legislation, an LBA can
serve  as a clearinghouse for both publicly owned properties  and
properties burdened by some form of public lien, including tax
liens and service fee liens,  or by code violations. For publicly
owned properties, the  public entity possessing title can transfer
ownership to the LBA for a nominal sum, allowing the LBA to
transfer clear title back to interested private developers or indi-
viduals. For burdened properties, the LBA can assume any public

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                                                                                                            STRENGTHEN AND DIRECT DEVELOPMENT TOWARD EXISTING COMMUNITIES
liens and undertake the proceedings necessary to foreclose on the
lien, clear title, and make the property available to the private
market. In either  instance, the LBA acts as a type of public bro-
ker, identifying available properties and automatically returning
them to productive use. In addition, the LBA can "bank" proper-
ties after establishing clear title in order to  assemble larger parcels
for future  development. LBAs can be structured in a variety of
ways: some are single jurisdiction; others are created by an agree-
ment between a city and county.
Several cities—including Atlanta, Georgia; Cleveland, Ohio; and
Flint, Michigan—have established variations of the LBA model.
Atlanta, in conjunction with surrounding  Fulton County,  estab-
lished the  Fulton County/City of Atlanta Land Bank Authority
(also  known as the Atlanta LBA) to inventory  and dispose of
properties in tax arrears throughout the region. As part of its mis-
sion, the Atlanta LBA maintains a current inventory of all proper-
ties in tax arrears throughout the region  and provides current
information  to interested public and private parties. In addition,
with passage of special  enabling legislation, the Atlanta LBA now
employs a special judicial  proceeding to clear title to lien-bur-
dened properties.  Through this proceeding, it assures succeeding
titleholders that proper notice and due-process procedures have
been  employed to protect them against subsequent challenges.
The Atlanta LBA can provide such assurance while simultane-
ously expediting the entire process, thus producing less  risk and
cost for potential community developers.11


                              5-
Create a development finance insurance program.
Older communities often initiate revitalization efforts through  a
series  of catalyst  projects, including major infrastructure pro-
grams or commercial site development. The purpose
of these projects is to spur community development
by  upgrading   the   physical   environment.
Unfortunately, such ventures typically involve  expen-
sive development projects financed  largely  by the
community itself. Moreover, such projects can fail to
create the kind of revitalization originally envisioned
because they do little to build trust between the com-
munity and the private lenders who possess sought-
after capital funds.
For most lenders, all aspects of development  can be
reduced to the ratio of risk to return. Consequently,
officials seeking private capital investment in their
communities must target their efforts, at least in part,
to reducing the risks associated with development. A
development finance insurance (DFI) program is one
way to address the risk-return ratio without sacrific-
ing extravagant amounts of public resources.
A DFI program would operate on  the same  funda-
mental principles  that form the basis of any system of
risk insurance. A  local government would establish a
source of capital and use it to insure  private lenders
against the risk of loss associated with construction
financing for projects designated as catalysts for com-
munity development. The key to the program is that
a community's DFI fund is not directly expended on
the project itself. Rather, the local government works
in partnership with designated private lenders  and
developers to form a financing package that comprises
private capital to pay for the cost of project develop-
ment.  The local government uses the DFI fund as a
PRACTICE TIP:
When planning for the reform of state or local
property disposition  procedures, incorporate at
least the following stakeholders in the process:

• Representatives of local tax-collection entities
  have  experience with the system of foreclosure
  on public liens; thus, they are a valuable source
  of information on what requires change and
  what currently works.

• Local government attorneys have information
  about existing statutory authority and current
  constitutional requirements for disposition pro-
  ceedings.

• Representatives of local community-develop-
  ment entities will make the case for reform
  because of vacant property impacts.

• Representatives of local title insurance compa-
  nies understand what measure of certainty title
  insurance companies will require of local dispo-
  sition proceedings  before issuing  insurance on
  the titles of properties disposed therein.
Source: Frank S. Alexander, Renewing Public Assets for
Community Development. A Report for the Local
Initiatives Support Corporation (New York: LISC,
October 1,2000).

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GETTING TO SMART GROWTH II
                           form of escrow that lenders may draw upon in the event of default
                           on a private construction loan.
                           A DFI program offers a number of important benefits. The most
                           obvious advantage to such programs is that they conserve scarce
                           public funds while allowing communities to facilitate important
                           development projects. Thus, where private lenders may balk at
                           mixed-use development in older communities because of con-
                           cerns  generated from conventional lending practices, a DFI can
                           bridge the gap between risk and return.
                           As public officials develop a financial  stake in reducing the risks
                           associated with project development, they become better at com-
                           municating with private interests who share their concerns. These
                           programs are intended to motivate investment; however, by their
                           nature, they tend to involve more players and result in  a more
                           complicated  deal structure using multiple sources of equity, debt,
                           etc. Care must be taken to ensure that the program does not ulti-
                           mately result in  a longer  (and more costly) development time-
                           frame, negating some of its advantages.
                           A community DFI fund would serve  as "gap  filler"  for projects
                           where the value of the financed principal is greater than the value
                           of the incomplete project site. In addition, city officials should
                           incorporate risk-reduction policies into a DFI program to mini-
                           mize risk through developer and project selection. DFI programs
                           should incorporate a wide variety of stakeholders in the process,
                           including lenders and private developers, representatives of non-
                           profit and community interests, and representatives  of the local
                           commercial  sector. By gathering input from  these groups, city
                           officials will help ensure that  the DFI program fosters projects
                           beneficial to  the entire community with broad-based support.
                             6.
Develop asset-driven market analysis to encourage commer-
cial and retail investment in underserved communities.
Many communities, particularly those that have experienced pop-
ulation  declines, have also lost commercial and retail investment,
leaving  markets underserved. This is largely the result of conven-
tional market analyses that conclude that older communities with
higher  concentrations of moderate- to low-income households
lack the buying power to support stores and businesses. These
analyses often fail to take the population density of urban areas
into account, focusing instead on average household income. In
fact, retail is currently overbuilt in many suburban areas around
the country and urban centers are an important untapped market.
The urban market is underserved for everyday shopping  needs
and represents an opportunity for retailers. National retailers are
beginning to make this realization and act accordingly.
Michael Porter of the Harvard Business  School notes that  urban
populations do not always have a high per-capita income, but they
represent enormous net buying power. In a 1995 Harvard Business
Review  article, Porter examined the overlooked assets of  older,
centrally located communities: strategic location, local demand,
integration within the regional  cluster, and  available human
resources.12 According to Porter, these assets, when properly
packaged, are key to  educating commercial and retail interests on
the latent opportunities of central cities and older-ring suburban
markets.13 He notes that the central location of many older com-
munities within the  metropolitan region affords unique advan-
tages for commercial interests, such as access to skilled labor mar-
kets. Properly packaged and marketed, such information  can
attract investment and assist community leaders in overcoming
obstacles to new business development.

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                                                                                                         STRENGTHEN AND DIRECT DEVELOPMENT TOWARD EXISTING COMMUNITIES
By analyzing the Austin community in the Chicago metropolitan
region, for example, a research team at the Brookings Institution
demonstrated that local residents generated nearly $98.2 million
in grocery purchases outside the community because of the lack
of available grocery retailers.14 This kind of information is valu-
able in attracting additional grocery stores,  a strong stabilizing
presence for communities everywhere.


                             7-
Encourage  infill by adopting innovative stormwater
regulations and practices.
Development activities, both during construction and after a proj-
ect has been built, are  cited as factors that worsen the effects of
stormwater runoff.15 Sediment from construction sites and debris
and  chemicals are carried to streams during heavy rainfalls.  As
more land in  a watershed is built on, less rainfall soaks into the
ground, increasing the amount of runoff that eventually makes its
way to receiving waters.
While localities still invest in storm drains, stormwater sewer sys-
tems, and large containment areas, many also require developers
to take measures with their projects to  control stormwater.
Stormwater retention ponds and infiltration areas are  common
practices that are written into local  regulations. However, devel-
opers in urban areas are finding that requirements stipulating that
stormwater be managed on the project site are a barrier to rede-
velopment and construction of infill and more compact projects.
Land for onsite stormwater management is often not available or
is prohibitively expensive. In addition, codes that limit the
amount of impervious surface that can be built on a  site discour-
age both development in urban areas and compact development.
Inflexible stormwater regulations applied in urban areas can have
the unintended effect of worsening water quality by forcing
development to undeveloped fringe areas.
Fortunately,  there are innovative options that foster redevelop-
ment and control stormwater. In 2002, the city of San Diego
adopted a policy of allowing infill redevelopers to share in the
cost of stormwater abatement in lieu of onsite mitigation. Instead
of requiring  treatment of each individual project, the  Standard
Urban  Stormwater  Mitigation Plan allows developers to  con-
tribute  to stormwater mitigation that serves the entire drainage
basin. Engineers estimate that individual development projects
can achieve savings of up to $40,000 by participating in a shared
stormwater control  program.16 The Low Impact Development
Center, a nonprofit organization dedicated to protecting water
resources through site-design techniques, is sponsoring research
on low-impact development techniques that require less space.17
One technique is the use of soil amendments that allow compact
landscaping to absorb  and hold stormwater without causing
flooding or damage to adjacent buildings.18
Local jurisdictions are learning about different ways to satisfy
stormwater and drainage issues associated with development and
are exploring offsite mitigation possibilities. The possibility of
offsite mitigation makes smaller infill projects more feasible and
provides an opportunity to locate mitigation facilities  in a way
that can serve multiple projects.19 In return for offsite mitigation,
jurisdictions could increase allowable densities in  downtown and
designated areas. In  such a case, the municipality would become
accountable for maintaining water quality in that particular basin.
PRACTICE TIP:
In  Minneapolis, a community mar-
ket analysis was included as part of
the 46th & Hiawatha Station Area
Master Plan.The plan and the mar-
ket analysis focus on land uses,
urban design, public  infrastructure,
and amenities located within a half-
mile of a  light rail station, and  a
consultant was hired to evaluate the
market support for various land
uses within a half-mile radius of the
planned 46th  Street Light Rail
Transit. This analysis  identifies mar-
ket opportunities for various land
uses over time. Market conclusions
and implementation  considerations
are summarized and addressed.

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GETTING TO SMART GROWTH II
                                                       8.
                           Increase transit-oriented development by adding infill stations
                           on existing transit lines and retrofitting existing stations.
                           Communities often overlook the potential of existing transit facil-
                           ities to encourage additional development. Properly located and
                           designed transit stations can boost surrounding property values
                           and encourage additional  residential, retail, and  commercial
                           development.20 Adding or upgrading stations is a cost-effective
                           way to encourage transit-oriented development. Because the tran-
                           sit line already exists, the capital-intensive  process of developing a
                           new system can be bypassed. Adding or improving stations gar-
                           ners many of the same benefits  for the community that a new
                           transit system produces.
                           Officials in Washington, D.C., have already begun to capitalize
                           on the city's extensive Metro rail system to encourage  additional
                           development around many of the city's stations. Along the sys-
                           tem's Red Line, officials are developing an additional Metro sta-
                           tion at New York Avenue in the heart of downtown. The new sta-
                           tion will connect local residents with downtown  amenities and
                           facilitate the growth of additional stores and businesses through-
                           out the surrounding neighborhoods.
                           The promise of a new station has already  begun to attract capital
                           investment in the surrounding neighborhoods, boosting property
                           values and encouraging new residential growth. A group  of pri-
                           vate property owners agreed to collectively pay $25 million
                           (through a 30-year special property tax assessment)  to  build the
                           station, and they are also donating the land to the  Washington
                           Metropolitan Area Transit Authority (WMATA). This money was
                           supplemented with $31 million in federal funds and $34 million
                           in city contributions. Public investment in the area includes $100
                           million in federal funds for  the new national headquarters of the
U.S. Bureau of Alcohol, Tobacco, Firearms and Explosives on
vacant city-owned land adjacent to the Metro station. Officials
believe that the goals to generate one billion dollars of public-pri-
vate investment and 5,000 jobs by the time the Metro station
opens in late 2004 will easily be surpassed. All of these consider-
able benefits will be achieved using an existing transit line.21
Develop a revolving loan fund to support local independent
businesses.
Local independent businesses often suffer when the surrounding
community faces decline—or enjoys revitalization. During
decline, local businesses lose market share to large national chains
that sprout up in the newer fringes of the metropolitan area.
During revitalization, local businesses can be displaced when
national chains move in. Consequently, local independent busi-
nesses represent the most vulnerable link in an existing commu-
nity's chain of commerce. To prevent the loss of such vital assets,
community leaders can employ strategies to protect local busi-
nesses. One such strategy is use of a revolving loan fund (RLF) to
protect and support local independent businesses.
An RLF is a capital fund designed to serve as a lender of last
resort in high-risk transactions. The fund is initially capitalized
out of a municipal/local government budget. Fund administrators
use the RLF to  provide financing to targeted community mem-
bers at below-market interest rates  and with tailored underwrit-
ing. The returns generated by payments plus interest on the ini-
tial loans  "revolve" back  into the lending pool for subsequent
loans. Consequently,  a properly managed RLF can continue to
service a  targeted population for  a number of years without
requiring additional capital from the community.

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                                                                                                       STRENGTHEN AND DIRECT DEVELOPMENT TOWARD EXISTING COMMUNITIES
RLFs often entail high-risk lending at intentionally low interest
rates. Fund managers can mitigate risk of default by devoting
resources up front to learning about the needs and limitations of
the target population. Using this information, officials can imple-
ment underwriting practices specifically tailored to the  needs of
the target population, reducing risk of default as well as the cost
associated with the  transaction itself.  With proper research and
planning, the RLF can supply a vast amount of capital to  the
community without proving an undue strain on local budgets.

                            IO.
Designate a vacant-properties coordinator to use code
enforcement, provide incentives, and  develop partnerships to
minimize and abate vacant properties.
One way to address issues associated with  abandoned properties
and vacant land without  passing new laws or ordinances is to
reorganize  existing staff and revamp codes in a holistic fashion.
One city that successfully used this approach is San Diego.22 In
1993, faced with a  growing number  of abandoned  homes and
boarded buildings, San Diego, under the leadership  of the city
manager, established a task force to  design an action  plan for
addressing  vacant properties. Representatives from lending  insti-
tutions, title insurance companies, community groups,  and real
estate and  apartment owner associations joined  the  task force,
along with city staff from code compliance, the city attorney's
office, housing, economic  development, and the planning depart-
ments. The task force held several community meetings before
making a set of recommendations to the city council's  public serv-
ices and safety committee. The recommendations included
appointing the first vacant-properties coordinator to spearhead
the city's efforts.
From April 1995 through June 1997, the coordinator inventoried
more than 400 vacant and boarded single-family multifamily, and
commercial structures and, during that same period, worked with
property owners and community groups to successfully rehabili-
tate more than half of those structures. The coordinator provided
owners with a self-help guide, information on matching rehabili-
tation grants,  real estate and  contractor
guidance, referrals to the county public
administrator for title and probate assis-
tance, and volunteer  demolition resources.
The coordinator also created a  database to
track information, including property char-
acteristics, ownership information, financial
encumbrances, tax delinquencies, and length
of time in the city's inventory. She built
strong relationships across essential city
departments, especially with the city attor-
ney's  code enforcement unit. As a result of
these close partnerships, the  city revised its
vacant properties abatement ordinance to
require owners of vacant properties  to sub-
mit a statement of intent and a rehabilitation
plan  within  30 days of boarding  up any
abandoned building.
San Diego became one of the first cities in
California to consolidate its building, hous- |
ing, and  zoning inspectors into  a neighbor- jf
hood code compliance department (NCCD). |
Because  of its holistic management struc-
ture,  NCCD was then reassigned  to the   Through persistent application of enforcement procedures,
San  Diego Police Department Business   SanHDiego's vacant properties coordinator succeeded in per-
        8             '                     suadmg recalcitrant property owners to bring their proper-
Center, thus  integrating vacant properties   ties up to code.

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GETTING TO SMART GROWTH II
                              abatement with community-oriented policing strategies. In
                              February  2001,  San Diego received  a California  Code
                              Enforcement Incentive Grant of $395,000 from the California
                              Department of Housing  and  Community Development to sup-
                              port these efforts.

                              Overall, the appointment of a vacant-properties  coordinator to
                              facilitate  the abatement and rehabilitation  of vacant properties
                              represents a relatively easy step that municipalities can take to
                              strategically address this problem.


                                  Susan E Baer,  The Case of a Milwaukee Business Improvement District: Politics
                                  and Institutional Arrangements. Prepared on behalf of the 2001 Annual
                                  Meeting of the American Political Science Association, August 2001.
                                  For more information on the Times Square BID, see
                                  http://www.timessquarebid.org/.
                                  For more information on the Golden Triangle BIDs, see
                                  http://www.gtbid.com/.
                                  For more information on BID programs, see
                                  http://www.yonkersecondev.com/businessimprovement.php or
                                  http://www.downtownnorfolk.org/business_improvement_district.shtml.
                                  For more information on the Smart Growth Priority Funding Areas Act,
                                  see http://www.mdp.state.md.us/fundingact.htm.
                                  Liz Hersh, Report on Home Equity Assurance to the Urban Issues Task Force of
                                  10,000 Friends of Pennsylvania (Fall 2001),
                                  http://www. 1 OOOOfri ends.org/We b_Pages/Resources/
                                  HomeEquityAssuranceReportlO-01.doc.
                              7   Ibid.
                                  For information  on other Chicago-area HEAPs, see http://www.
                                  swhomeequity.org/residents.htm.
                                  See Liz Hersh, Report on Home Equity Assurance to the Urban Issues Task
                                  Force of10,000 Friends of Pennsylvania (Fall 2001),
                                  http://www. 1 OOOOfri ends.org/We b_Pages/Resources/
                                  HomeEquityAssuranceReportlO-01.doc.
   See Frank S. Alexander, Renewing Public Assets for Community Development.
   A Report for the Local Initiatives Support Coalition, October 1, 2000.
   For a variety of Web-based resources about reclaiming vacant properties
   and abandoned buildings, see the National Vacant Properties Campaign at
   http://vacantproperties.org/resources.html.
   See Michael E. Porter, "The Competitive Advantage of the Inner City,"
   Harvard Business Review, May-June 1995.
13  Ibid.
   See Robert Weissbourd, The Market Potential of Inner-City Neighborhoods:
   Filling the Information Gap  (Washington, D.C.: The Brookings Institution,
   March  1, 1999).
   For a discussion of the impacts of development practices on water quality,
   see Coastal Sprawl: The Effects of Urban Design on Aquatic Ecosystems in the
   United States, by Dana Beach of the South Carolina Coastal Conservation
   League for the Pew Oceans Commission:
   http://www.pewoceans.org/reports/water_pollution_sprawl.pdf.
   For more detailed information on the Localized Equivalent Area Drainage
   (LEAD), see http://www.sannet.gov/stormwater/pdf/watershed.pdf.
   For more information, see http://www.lowimpactdevelopment.org/.
   For more information on low-impact development and uses in urban
   areas, see http://www.lid-stormwater.net/.
   Maupin, Miranda, and Theresa Wagner, Regional Facility vs. On-site
   Development Regulations: Increasing Flexibility and Effectiveness in
   Development Regulation Implementation (Seattle, Wash.: EPA, 2003),
   http://www.epa.gov/owow/nps/nadstormwater03/22Maupin.pdf.
   For links to a variety of reports supporting this statement, see the
   American Public Transportation Association's Transit Resource Guide at
   http://www.apta.com/research/info/briefings/briefing_l.cfm.
   NOMA, "Mt. Vernon Square-Convention Center Metro Station,"
   http://www.nomacenter.com/MetroMtVernonSquare_ConventionCenter.
   htm.
   Much of this section is adapted from an ICMA case study on San Diego's
   vacant property efforts, "The Revitalization of Vacant Properties: San
   Diego Case Study" by Joseph Schilling of ICMA. The case study and
   others on vacant property issues can be found at http://icma.org/
   vacantproperties.

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                                                                                                                     Chapter 8
A-

                                                   '•A

                                                                                                            Provide a Variety of
                                                                                                         Transportation  Choices
                                                                                                     A s more communities adopt smart growth
                                                                                                    _L\4)rinciples, the benefits of linking trans-
                                                                                                    portation, the workplace, and  housing are
                                                                                                    becoming  clearer.  Even  though  most
                                                                                                    Americans still use a personal automobile for
                                                                                                    the majority of their trips, interest in improving
                                                                                                    all forms of transportation, including mass
                                                                                                    transit, biking, and walking, is on the rise. In a
                                                                                                    2003  poll sponsored  by  the American
                                                                                                    Automobile  Association  (AAA)  and  the
                                                                                                    American Public Transportation Association,
                                                                                                    71 percent of 1,032 randomly selected U.S.
                                                                                                    adults stated that it was important to have both
                                                                                                    good roads and viable  alternatives to  driving,1
                                                                                                    including better support for bicycling and walk-
                                                                                                    ing.2 In another poll, 81 percent of 1,003 adults
                                                                                                    agreed that increased public investment in pub-
                                                                                                    lic transportation would strengthen the econ-

                                                                                                                $MART GROWTH
                                                                                                                NETWORK

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GETTING TO SMART GROWTH II
                           omy, create jobs, and reduce traffic congestion and air pollution.
                           Both polls cited consistent support for investing in a variety of
                           transportation options.
                           Local officials, however, must balance the need for better trans-
                           portation and related facilities in challenging financial environ-
                           ments. Transportation professionals are looking for creative poli-
                           cies that make the best use of existing transportation investments
                           and systems that maximize both transportation and economic
                           performance. This is where smart growth policies can provide an
                           array of solutions. For example, many localities have teamed with
                           transit agencies  to adopt special planning  and zoning districts for
                           transit stations in order to increase ridership and raise revenue.
                           Transportation officials and localities are also beginning to seek
                           input  from a wider  array of community members. Among these
                           community members, unexpected alliances are forming to sup-
                           port better transportation and community development. The
                           Boone County Smart Growth Alliance in  Missouri, a partnership
                                     of environmental, community, and rural conservation
                                     groups, grants Smart Growth Awards  to  recognize
                                     development projects which take into account existing
                                     transportation infrastructure  and promote walkable
                                     areas. Spurred by transportation problems, the busi-
                                     ness communities in Atlanta, Georgia; Chicago,
                                     Illinois; and California's Silicon Valley have led the
                                     way for implementing smarter growth. As the policies
                                     in this chapter suggest, both public-  and private-sector
                                     strategies offer opportunities to create  a range of
                                     transportation choices.
                                     The T in Boston, Massachusetts.
                             I.
Create programs and policies that support car sharing.
Car-sharing programs, which allow members to reserve a car
from a fleet of cars for short periods  of time, are ideal for people
who need a car infrequently or for  families who would not like to
own more than one car. The programs are typically operated by
private companies, such as Flexcar  (www.flexcar.com) and ZipCar
(www.zipcar.com), although some successful programs, such as
San Francisco's City CarShare, have been  sponsored in part by
local governments. In areas with a  high share of alternative com-
muters, businesses can also sponsor the practice so  that employ-
ees who do not  drive to work can share a car  for lunchtime
errands or emergencies. The Commuter Challenge in the Seattle
area (www.commuterchallenge.org)  and Zev-Net in California
(www.zevnet.org) are two programs that provide a  fleet of cars for
day use to commuters who do not drive to work.  Businesses and
local governments have also benefited from car-sharing programs
by avoiding the costs associated with maintaining a fleet of cars to
make client and service calls.
Car sharing supports smart growth by reducing the number of vehi-
cles on the road, even as it offers the advantages of car ownership
for people who do not want to own a car. Flexcar estimates that each
shared car replaces single  ownership of up  to six  cars, which, by
extension,  reduces the amount of  parking needed and therefore
reduces potential  development costs (since providing parking can
cost up to $10,000 per space).3 Car-sharing programs work best
where there is a high density of residents, a variety of transportation
options, and limited parking (e.g., university campuses).
Car-sharing programs  can be  encouraged through  local policies
that boost their appeal. For  example, localities can reduce the
number of parking spaces required for higher-density residential

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                                                                                                                          PROVIDE AVARIETY OF TRANSPORTATION CHOICES
projects in exchange for a highly visible, preferred parking space
for a shared  car decorated with the car-sharing program's logo.
Local governments can also assign certain public spaces, either on
or off street,  for a car-sharing fleet. Regional authorities, such as
metropolitan planning organizations (MPOs), can also recognize
car sharing in their transportation and air-quality programs.
Car-sharing companies note that they measure success not by the
number of members,  but by how frequently the cars  are used.
The most successful programs, as found  in Boston, Seattle, and
Washington, D.C., are those that have robust residential, busi-
ness, and local government use. Since these users tend to need the
cars at different times of the day, the cars are in constant use.

                             2.
Make sure transportation  models and surveys accurately
reflect all modes of transportation.
Smart growth planning relies on  forging good connections
between development projects and transportation networks.
Good planning relies  on good predictions, and for predictions,
planners turn to survey data, trend analysis, and computer mod-
els. Unfortunately, the methods used in trend analysis and com-
puter models often only estimate automobile-related outcomes
and design strategies. Thus, trips made on foot or by bicycle are
underestimated or discounted. As a result, conventional modeling
results tend to  overestimate traffic and  parking requirements for
smart growth projects.  They also tend to underestimate the bene-
fits that can accrue from improvements to the pedestrian, bicycle,
and transit system.
On a larger scale, transportation models are used to plan regional
transportation projects and to ensure compliance with air-quality
regulations. As with any form  of modeling, a  range of assump-
tions, such as 20-year employment forecasts and population sta-
tistics, is  used to fill in knowledge gaps. Assumptions used in
transportation/air-quality models are based on typical develop-
ment patterns, such as separated uses, a single mode of trans-
portation  (automobile), and a hierarchy of streets.4 Communities
trying to  comply with pollution reductions face limited options
tied to the modeling and what it measures, such as carpooling or
vehicle fleet mixes, and often do not consider development pat-
terns  that encourage walking or biking. Because the transporta-
tion performance of smart  growth decisions cannot be credited
under conventional models, local governments have fewer incen-
tives to adopt smart growth policies.
To better determine the transportation performance of smart
growth projects and plans, models need to measure the effects of
transit, walking, and  bicycling on air quality. A set of data  is
emerging  on the transportation and environmental  performance
of transit-oriented development, community design,  and support-
ing policies. Many localities would appreciate a system that gives
regulatory credit for the air quality benefits of smart growth, but
are unsure of how to account for the cumulative performance of
numerous small projects over time. The Clean Air Counts project
in Chicago (http://www.cleanaircounts.org) provides  a good
example of how to account  for the air-quality benefits of numer-
ous small  actions. In an effort to lower ozone levels, the city spon-
sors a web site that allows commercial painters and  homeowners
to enter how many gallons of low-VOC (volatile organic com-
pounds) paints they have used. The city then tabulates the reduc-
tion in VOC levels compared with estimated levels of using con-
ventional, higher-VOC paints. In the same manner, regions could
account for the environmental  performance of transit-oriented
development (TOD) compared with the air-quality profile of a
PRACTICE TIP:
In July of 2003, Washington, D.C.,
began offering the SmartCommute
mortgage. The SmartCommute
Initiative recognizes that homeown-
ers who  do not rely on a car for
transportation have more financial
resources available for  housing.
Potential homebuyers then can
qualify for  a larger mortgage for
housing  located near public transit.
"Transportation costs are the sec-
ond largest  expense after mortgage
or rent  for  many  households, and
the SmartCommute  Initiative is a
great way  for people to reduce
those costs and  increase their
home-buying  power," said Tim
Vogel,   general   manager  of
Flexcar's Washington, D.C., area
operations. Flexcar is  offering
reduced membership fees and
hourly rates to homebuyers who
participate in SmartCommute.

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GETTING TO SMART GROWTH II
                          similar intensity of development under a conventional,  non-
                          transit-oriented plan.


                                                       3-
                          Consult early with emergency responders when developing
                          smart growth plans.
                          One critical component of a community's transportation system is
                          effective emergency response. In some instances, fire, ambulance,
                          or police  officials have expressed concerns with smart growth
                          neighborhood street designs because of concerns about access.
                          Specifically, they are worried that narrower streets, smaller inter-
                          sections, or shorter curve radii will  make turns difficult or will
                          impede staging activities—particularly as the equipment used gets
                          larger and larger. In some instances,  communities have aban-
                          doned plans for smart growth road and transportation improve-
                          ments, such as multiuse streets or engineering techniques to calm
                          traffic, after fire chiefs testified against the plans based on accessi-
                          bility concerns.
                          Some emergency-response  officials have pointed out that, from a
                          broader community-safety perspective, the wider streets and turns
                          actually produce more safety problems than they solve, since they
                          promote higher speeds  and consequently more dangerous traffic
                          accidents. Others note that residential street designs, such as cul-
                          de-sacs and limited access points for private communities, also
                          impede effective access.
                          To achieve safer street networks, local  governments should con-
                          sult  emergency responders during the design phase of a road
                          improvement project instead of at the end of the process. By
                          working together ahead of time, local governments and emer-
                          gency responders can create designs that result in safer, more liv-
                          able communities. For instance, by  consulting with emergency
teams on fire equipment-staging requirements, road designers
can create midblock bulb-outs that provide adequate space for
staging, parking can be moved further back from crucial intersec-
tions, and shoulders and curbs can be designed for emergency
equipment use. In some communities, arguments have been effec-
tively resolved  by taking equipment out for real-life tests or by
driving emergency equipment through cones laid out to simulate
the design of an intersection or street.
The trend toward larger emergency response vehicles may be one
reason that responders support wider roads and turns. However, a
majority of calls to many fire departments are not for fires, but for
automobile accidents. Smart growth street designs reduce the fre-
quency or severity of these incidents and thus relieve some of the
burdens on  emergency responders. The Local  Government
Commission  has developed materials on the nexus  between safer
streets and community design, which includes road design meas-
ures, visual cues to slow traffic such as plantings and signage, and
amenities to  address pedestrian and bicycle safety.6 Thus, where
innovative designs  are insufficient to meet smart-growth and
emergency-response needs,  the solution may be to procure a
smaller truck to service smart growth areas. In fact,  given the cost
savings  associated with narrower  streets  and the potential for
reductions in the frequency and severity of accidents, purchasing
smaller equipment may be a savvy investment.
Change state insurance policies so that pay-as-you-drive insur-
ance can be implemented.
Most automobile insurance rates are determined at the onset of
an annual policy and are set without regard to actual miles driven.
Once the policy is  being paid, no consideration is given to the

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                                                                                                                          PROVIDE AVARIETY OF TRANSPORTATION CHOICES
additional risk incurred with each  additional mile driven. Since
insurance companies reduce rates  for drivers who adopt other
types of risk-reduction measures, such as antilock brakes, it seems
reasonable that drivers should get credit for reducing risk by driv-
ing fewer miles. A pay-as-you-drive policy assigns insurance pre-
miums based directly on how much a vehicle is driven. An insurer
can meter a  car's odometer to assess mileage, or require that a
policy holder pay an approximate amount and later pay the differ-
ence or get a refund if the actual mileage is less than estimated. In
2001, Texas passed legislation  authorizing pay-as-you-go insur-
ance, and several other states are now piloting policies.
Barriers to wider  use of pay-as-you-drive insurance policies
include reluctance by insurers to change practice, concerns about
drivers'  accountability, and impacts on drivers in rural areas.
Automobile insurance policies are governed by state rules; there-
fore, changing state insurance policies is the step to  establishing
pay-as-you-drive alternatives. In crafting policies and  regulations,
states should consider industry and  consumer groups'  concerns to
ensure that mileage is accurately read and accounted for and that
different types of consumers (e.g., drivers in rural settings versus
drivers in urban settings)  pay rates that  are equitably tailored to
their driving habits and environments. For example,  policies tai-
lored to drivers in rural areas can be based on the average number
risks per mile in rural settings  instead of the  average number of
risks per average setting.


                             5-
Consider transportation when developing rating systems for
green buildings and programs.
Over the past decade, interest in environmentally sensitive
"green"  buildings  has grown exponentially. The potential for
energy, water, and waste reduction has caught the attention of
both the public and private sectors. Many jurisdictions now use a
rating system for scoring a building's environmental benefits in
development decisions,  giving incentives  and priority to green
projects.
The U.S. Green Building Council has developed the Leadership
in Energy and Environmental Design (LEED) rating system to
assist developers and local governments in assessing a structure's
"green-ness." Early versions of the scoring system considered fac-
tors such as energy use,  stormwater reduction, and use of green
building materials. While environmental benefits were related to
the structure itself, the system did not account for the energy, air
quality, and water attributes of the building's location. Those tak-
ing a broader view of a building's environmental impact pointed
out that green buildings situated in remote areas could actually
increase pollution since they were accessible only by driving long
distances and may require large surface parking lots. As use of
LEED scoring increased, observers began to think more about
the energy needed to transport goods, materials, and people to
and from the site.
As a result, the latest generation of LEED ratings evaluates the
environmental aspects of location.  The  LEED 2.0 scorecard
includes a section on sustainable sites, including urban redevelop-
ment, reduced building  footprint, and proximity to transit and
bicycle amenities. Extra points  are given for "alternative trans-
portation," including parking policies, transit benefits, and car
sharing. Innovative building systems and smart growth strategies
are also highly rated. For example, points under the green build-
ing system are awarded  for structures located in already-devel-
oped  areas and reuse of brownfields sites. The state of Maryland
has translated its  Smart Code into a LEED score. The  Smart

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GETTING TO SMART GROWTH II
                           Codes program was developed to reduce code and permit barriers
                           to renovating older buildings in developed areas.  By renovating
                           an existing building, for example, a builder can claim, at a mini-
                           mum, credit for site selection (1 point), urban redevelopment (1
                           point), building reuse (3 points), and resource reuse (2 points), as
                           well as meeting the prerequisite for reducing the amount of waste
                           going to landfills.

                                                       6.
                           Transform park-and-ride lots into multiuse facilities.
                           Parking lots at transit stations are typically used only for parking.
                           However, these large, undeveloped spaces offer opportunities for
                           satisfying commuter needs without generating additional trips.
                           According to the U.S. Department  of Transportation (DOT),
                           more than two-thirds of all trips are non-commuting trips. In
                           addition, the fastest growing share of trips is nonwork-related
                           (e.g., shopping, recreation,  and running errands).  These smaller
                           trips could be reduced by incorporating small grocery stores, dry-
                           cleaning businesses, and banks into the area around the transit
                           station parking lot so that  people could complete their errands
                           during their commuting trip. In  addition, the local video store
                           and  library could  supply drop-off boxes near the  transit station.
                           Local governments could also set up a small kiosk  or satellite
                           office to provide a small range of public services, such as answer-
                           ing tax inquiries, handling car  registration renewals, and report-
                           ing city or county repair needs. A New Jersey Transit station in
                           Maplewood provides a concierge service to link commuters with
                           local service-providers and  retailers so that everyday  errands are
                           taken care of while passing  through the train station to and from
                           work.7 The civic and retail development could be built within a
                           small development footprint, making it ideal for areas where
                           large-scale transit-oriented development could not  be supported.
Depending on the size and intensity of the development, as well
as on prices charged for parking, the  transit agency could gain
revenue from  leasing  commercial space. As with any retail
provider, customer-friendly location  and hours are important
considerations.  Some transit authorities, such as the Metropolitan
Transit Authority in New York City,  have limited the types of
goods  available for sale to avoid  trash and food-waste problems
on trains and buses and in stations. In  addition to retail, locating
child care at the station, such as that offered at some stations in
Washington State by Sound Transit, can offer a convenient alter-
native to those parents without cars.
Since development is likely to occur on land currently dedicated
to parking spots, resistance from commuters may arise at crowded
parking facilities. However, the spaces needed for shops and pub-
lic services could be minimal. Moreover, the loss of a small num-
ber of parking spaces must be weighed against the economic, air,
and quality-of-life benefits that would  likely occur as a result of
the station's development.


                             7-
Integrate goods movement and delivery into smart  growth.
Growing congestion  on our highways  and at  our ports has
spurred new thinking about goods movement, warehousing, and
distribution. Innovative ideas are particularly needed since the
volume of goods being delivered is also rising. Up until now,
freight planners and the carrier  community (e.g., trucking and
delivery companies) have focused on  a region's  transportation
network while overlooking complementary smart growth policies
to develop delivery improvements.  In most cases,  however,
improvements cannot be built anew from the  ground up,  so the
carrier community needs to work with planners and infrastructure

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                                                                                                                            PROVIDE AVARIETY OF TRANSPORTATION CHOICES
managers to identify improvements in existing delivery systems.
In many cases, freight improvements  can be found in redevelop-
ment plans and by making better use of existing infrastructure
and community assets.
To make this a reality,  carriers should be involved with localities
in cities with high freight traffic to ensure that local decisions on
transportation and land use are "freight friendly." Since much of
our nation's freight is handled through entry points and distribu-
tion centers  (or hubs),  location and efficient siting of these large
facilities are important. Cities that prohibit distribution centers
within their boundaries and business districts may be forcing
longer delivery routes by creating "freight sprawl."
Brownfields  are often located along riverfronts, train lines, and
major highways. These  sites can offer  good opportunities for
locating distribution and consolidation centers.  Freight planners
can partner with state  and local brownfields programs to assess
the potential siting of freight handling and distribution centers on
these locations.
Once loads are prepared at a distribution center for delivery, cre-
ative  management of curbside space, parking lots, and routes is
essential  to facilitate  efficient goods movement to retailers.
Typically, cities have managed curbsides for cars, street trees, and
parking meters. Increasingly,  localities are finding it necessary to
address competition for space near curbs by delivery companies,
courier services, traffic, and commuter dropoff points. Given the
high  competition for curbside space,  cities  should rethink allot-
ment of this space.  Cities can institute value  pricing, which
assigns higher fees or parking meter  rates during peak curbside
use hours. If meters are not available, cities can  use permit park-
ing or assign various times dedicated to freight deliveries. The
Foundation for Intermodal Research and Education's brochure
e-Freight: Metropolitan Implications (http://www.intermodal.org/
FIRE/e-freight_brochure.html) describes policies that can be
implemented to facilitate freight and deliveries.

                              8.
Provide riders with customized transit information.
Far too often, marketing strategies for transit agencies begin and
end with printed posters and maps. While maps are essential for a
transit system, simply putting maps out in a display case does lit-
tle to improve ridership. One alternative is to provide customized
information directly to potential riders,  as successfully demon-
strated  by Portland, Oregon's recent pilot project. This project
focused on delivering individualized information, including home
visits, to people who expressed interest  in alternatives to their
automobiles.  Those who  got customized information reduced
their  automobile trips by 8 percent. In Perth, Australia, delivering
customized information about travel alternatives  directly to trav-
elers  decreased the amount they drove by 10-15 percent.
Employers can also help. During the interview process,  they can
provide prospective employees with maps showing the most
direct transit routes in the area. At this stage, the employee could
make a more  informed decision that considers the job,  housing,
and transportation all at once. This could be further  enhanced if
employers team up with  real estate professionals or the local
newspaper's real estate section to match a variety of transporta-
tion alternatives with available housing.
Technology is advancing to the point at which interactive kiosks
can provide customized information. These computerized kiosks
could be placed not only in transit stations, but also  in other
secure locations, such as libraries and hotels, and at major events
and festivals. Interactive kiosks would  also be valuable for com-
PRACTICETIP:
The Alameda Corridor, a 20-mile
freight railway linking the Port of
Long Beach and Los Angeles to
downtown L.A., has helped to move
goods more efficiently while elimi-
nating many  community hazards
and improving the quality of life in
the communities it traverses. Two
hundred street-level railroad cross-
ings will be eliminated, allowing
trains to travel more  quickly and
easing traffic congestion. In addi-
tion,  the Alameda  Corridor
Transportation Authority has job
training  and  placement for hun-
dreds of residents in adjacent com-
munities. For more information
see:http://www. acta.org/home_
page.htm.

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     GETTING TO SMART GROWTH II
Map of Boston, Massachusetts'
subway system.
                                        municating new routes in the event of unexpected route
                                        changes or in case of emergencies.
        Create comprehensive bicycling programs.
        Even though the use of bicycles for commuting and run-
        ning errands is increasing, the percentage of trips made
        on bikes is still small. According to a 2003 poll sponsored
        by the American League of Bicyclists, 52 percent of
        Americans would like to bike more often. Three-quarters
        of those polled said that providing safe bike paths and
        other amenities would prompt them to bike more.
        A comprehensive bicycle  program can create the condi-
     s  tions for bicycles  to  be  a competitive transportation
     |  option. A good plan considers all points in the trip,
     I  including the  destination point, and provides safe and
        convenient routing  and facilities. Bicycles  are made still
more viable as  transportation  options when they are integrated
into the transportation system writ large—as a mode connected to
and coordinated with other modes. For instance, in some com-
munities transit authorities place bike racks strategically for maxi-
mum use, both  on buses and rail cars as well as in transit stations
with lockers and near connecting lines. In addition, recreational
trails are increasingly being viewed as transportation facilities as
well, designed  intentionally to connect housing with services,
entertainment, and employment.
One of the barriers to wider bicycle commuting  is limited access
to showers and changing facilities. Some communities, such as
Denver, Colorado, and Iowa City, Iowa,  require bicycle parking
for larger commercial buildings. In  Sacramento,  California,
developments with 100 or more employees may reduce their
parking requirement by providing shower and clothing locker
facilities for bicycle commuting employees. Other communities
have considered shower ordinances, but have been concerned
about costs to developers. King County, Washington, has pro-
vided grant monies for developers who build lockers and showers.
If a requirement for full facilities for each development project is
not feasible,  developers can be encouraged to contribute to a
shared facility or work with a health club to provide special bike
commuter rates and packages. Portland, Oregon, sponsors a pro-
gram called "Bike Central," a network of facilities that provide
showers, lockers and bicycle racks to cyclists for a monthly fee of
$35 or a daily fee of $2.50.
Community bike programs are also growing. Tampa, Florida;
Portland, Oregon; Madison, Wisconsin; Missoula, Montana; and
Boulder, Colorado, offer bikes free and for charge in downtown
districts. The most well-known shared bicycle programs are
highly visible, with bikes painted a bright color, such as orange in
Tampa or yellow in Decatur,  Georgia. Montgomery County,
Maryland, runs a borrow-a-bike  program  for employees who
work for Rock Springs Park-area businesses.
                                                                                                                                           Bike racks on buses
                                                                                                                                           extend travel options
                                                                                                                                           for cyclists.

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                                                                                                                          PROVIDE AVARIETY OF TRANSPORTATION CHOICES
                            IO.
Introduce value pricing.
Congestion pricing, variable-rate tolls, and high-occupancy toll
(or HOT) lanes are examples  of value pricing for roadways. In
value-pricing programs, drivers  who use roadways during peak
travel hours pay higher prices to  use the roadway or certain lanes
designated for their use. The idea is to lessen traffic volume by
providing an incentive  to shift travel times, increase carpooling,
seek alternative routes, or use  other forms  of transportation.
Debate over congestion pricing has been lively, and controversial,
for some time. Opponents of congestion pricing contend that
such fees place a relatively higher financial burden on those who
make lower incomes, and that  the administrative  costs of imple-
menting and maintaining the system will outweigh the benefits.
Proponents argue  that  all users,  regardless of their incomes, are
financially burdened by contending with congested roadways, and
that user fees are a fair way to allocate resources to transportation
infrastructure. Proponents also note that buses become a  more
attractive transit option when they can reliably and quickly  move
through uncongested lanes.
Variable  pricing is now gaining wider acceptance  given the need
for additional transportation investments and the toll of time lost
on  congested roads. A  recent General Accounting Office report
supporting the use of congestion pricing8  and the widely publi-
cized congestion charge levied in London, England, has added
legitimacy to the  concept. Growing support from a variety of
environmental and smart growth groups, combined with techno-
logical advances, is playing a crucial role in  making congestion
pricing feasible and publicly accepted.
An overall smart  growth strategy should combine congestion
pricing with other policies to achieve better overall transportation
performance and a variety of transportation options. Variable-rate
pricing on roadways should be enhanced by an overall strategy
that links housing, jobs, and transportation. The goal of variable-
rate pricing is not toll collection, but to find a method to best use
the transportation system's capacity. While  traffic distribution is
one objective of congestion pricing, some roads may not be able
to handle,  or should not handle, the shift. Planners should look
not only at the road in question, but also at the likely network of
alternative routes.
Concern over the cost fairness of congestion pricing  to lower-
income drivers is valid. Policies can be developed to build fairness
into the system. The equity of congestion pricing depends on the
how the collected revenues are invested and the availability  of
travel alternatives. San Diego launched its Priced Express Lanes
in 1998 to see if variable pricing would reduce congestion. After
three years, the project now generates $1.2 million in annual rev-
enues,  about one-half of which is used to support transit service in
the corridor. In follow-up surveys, San Diego found support is
high across all income groups, with the lowest
income group expressing stronger  support than
the highest income group (80 vs. 70 percent).9
The key in San Diego and  London, and in all
value pricing, is the existence  of viable alterna-
tives. If drivers can choose  alternate means  of
transportation, then the charge is incurred at the
driver's discretion; that is,  the  driver chooses  to
pay for the convenience. Otherwise, the  charge
simply becomes  a tax. Where no alternatives
exist, revenue from value pricing can be used to
create alternatives.
PRACTICE TIP:
The League of American Bicyclists
sponsors the  Bicycle Friendly
Community Campaign. The cam-
paign is  an awards program that
recognizes municipalities that
actively support bicycling. To see
which communities are bike friendly,
as well as the policies and ameni-
ties  they  have  established,
see the website to learn more, http://
www.bicyclefriendlycommunity.org.

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GETTING TO SMART GROWTH II
                                   Press release dated April 4, 2003, see http://www.apta.com/media/releases/
                                   congestion, cfin.
                                   Press release dated May 5, 2003, from the League of American Bicyclists.
                                   Results from a poll conducted by Belden Russonello and Stewart (BRS)
                                   and a press release from the Surface Transportation Policy Project dated
                                   April 1, 2003; see http://www.transact.org/report.asp.
                                   Victoria Transport Policy Institute, "Transportation Cost and Benefit
                                   Analysis—Parking Costs" (updated June 2003), http://www.vtpi.org/tca/
                                   tca0504.pdf.
                                   For a more complete explanation of modeling, see "Inside the Black Box:
                                   Making Transportation Models Work for Livable Communities" by
                                   Edward Beimborn, Rob Kennedy, and William Schaefer at http://www.
                                   environmentaldefense.org/documents/185 9_InsideBlackBox. pdf.
Source: SmartCommute, press release, 7/23/03.
Local Government Commission. For a summary of information, resources
and references, see http://www.lgc.org/freepub/PDF/Land_Use/focus/
traffic_safety.pdf
For more information, see http://www.maplewoodonline.com/concierge/
http://www.gao.gov/new.items/d03 73 5t.pdf
United States Department of Transportation, Federal Highway
Administration, "Value Pricing Pilot Program Project Descriptions"
(updated June 5, 2003); see http://www.fhwa.dot.gov/policy/otps/
projdesc.htm.

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                             HARD
• 23 new homes in
  Ohio Ci&y Neighborhood     	         	
* Designed by award winning Architect  van
• Choose  ffom three designs  and various floor pUni
  Reservations being taken now           call 216-6
 •                                  1
Financed by   Metropolitan Bank & Trust
                 National City Community Develoi
                 Village Capital Corp,
     Builder    Capri Homes. Inc
  Developer    Bailey Orchard Development
       Make Development
  Decisions Predictable, Fair,
       and Cost-Effective
  In the 1980s, if one wanted to see an example
  of smart growth, he or she had only a hand-
ful of examples across the country from which
to choose. In the 1990s, however, the majority
of states had at least one smart growth project
to showcase. Today, there are hundreds of
smart growth projects across the nation that are
either complete or under construction.1 Smart
growth, as an investment opportunity, offers
developers a diverse range of investment-grade
options to choose from: brownfields, greyfields,
urban infills, transit-oriented projects, pedes-
trian-oriented projects, and traditional neigh-
borhood development on greenfield sites.
Still,  these efforts have not come easily to
fruition. For entrepreneurs, project execution
          $MART GROWTH
          NETWORK

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GETTING TO SMART GROWTH II
                           has had its share of risk and uncertainty. For local governments,
                           the development process has required new laws, complex agree-
                           ments, incentive packages, and personal sacrifice, and stakehold-
                           ers who are committed to effecting change have oftentimes
                           clashed over the direction of development.
                           Many lessons have been learned from past successes and failures.
                           Public incentives are becoming more refined. Local  approval
                           processes are becoming more streamlined. Developers have a bet-
                           ter understanding of their product and how to attract end-users.
                           New solutions are extending beyond individual sites to include
                           districts and, in some cases, entire jurisdictions. Most importantly,
                           there is a heightened level of knowledge, education, and experi-
                           ence that exists for the benefit of all interested parties who seek to
                           provide new choices in how people can live, work, play, and pro-
                           tect the environment.
                           To continue receiving  attention  from investors, lenders, devel-
                           opers, and entrepreneurs, smart growth must be profitable.
                           While no real estate venture is without challenges, there exists a
                           higher degree of risk associated with smart growth development
                           than with single-use  projects found within conventional devel-
                           opment patterns. In this regard, there is still a lot the public sec-
                           tor can do to reduce barriers to  development, level the playing
                           field, and encourage  smarter growth.  It is not enough to focus
                           attention on solutions  at a  specific site only to repeat the same
                           process for an  adjacent parcel.  To increase development and
                           reduce risk, local  governments should act uniformly and consis-
                           tently. Such a business practice can communicate a message to
                           developers that greater certainty and  predictability exist in the
                           development process.
                             I.
Educate elected leaders and public officials about smart growth.
Many communities are discovering smart growth. In these places,
citizens expect their public officials to use smart growth to make
their towns  and neighborhoods better, more livable places.
Prospects for smarter development  are greatly enhanced when
public leaders can clearly articulate a  strong vision about how and
where growth should occur.
Elected and appointed leaders who know the importance of good
urban design, scale, diversity, and proper integration of new proj-
ects within the existing built environment can achieve higher-
quality growth that retains value over time. Understanding these
tools and learning how they encourage development require
training and education. To meet this  challenge, a number of state
and national  design centers around the country have emerged to
teach elected  leaders and public  officials about smart growth.
The Maine Smart Growth Institute in Augusta brings  together
local, regional, state, and federal officials with private-sector lead-
ers to educate them about smart growth, land economics, market-
place economics, and  existing growth and development  patterns.
They receive training on smart growth concepts, design tech-
niques,  development  principles, and development incentives, as
well as  the tools to train others.  The Florida Public  Officials
Design  Institute in Jupiter brings  design and planning  expertise
to elected officials at specific community sites. Operated by
Florida Atlantic University's Catanese Center, the design institute
provides elected leaders with training and problem-specific tools,
design options for better development, and concrete suggestions
to implement smart growth.

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                                                                                                        MAKE DEVELOPMENT DECISIONS PREDICTABLE, FAIR, AND COST-EFFECTIVE
At the national level, organizations are also training elected offi-
cials about smart growth. The Joint Center for  Sustainable
Communities in Washington, D.C., helps local elected officials
build sustainable communities by providing technical assistance,
training, and educational forums. The Smart Growth Leadership
Institute trains state and local elected leaders on how to  effec-
tively create and implement smart growth initiatives. The Mayor's
Institute on City Design teaches mayors advocacy for good design
through workshops and by recommending specific ways to make a
substantial impact on the quality of development in their cities
and towns. Graduates of these educational programs acquire the
knowledge and tools necessary to green-light projects that
become models for smart growth nationwide.
Every day, elected leaders are called on to assist with large build-
ing and development projects. They must approve  special vari-
ances, negotiate exceptions, and communicate with their con-
stituents about the positive impacts of these projects on their
communities. Every approved  project serves as an opportunity to
add value to a community, to make it ordinary, or to make it
worse.  Confusion about  what is  desired and what is finally
approved can send mixed messages to developers, who may sim-
ply opt to pursue another project where the process  is  easier and
more transparent. Such outcomes can be avoided through leader-
ship training and education.

                             2.
Direct development along corridors to create  stronger districts.
Corridors can function as multipurpose districts that unify a
diverse range of neighborhood uses with civic space,  link town
centers, capitalize on existing infrastructure, and build stronger
commercial districts. High-density projects are  more appropriately
located along corridors, where transportation capacity is greater.
Corridors should be planned to conveniently link town centers.
This can be accomplished by transit stops for passenger rail, bus,
or light rail along boulevards  (intra-city) or avenues (inner-city).
Well-designed avenues with frequent intersections  provide  an
environment for area residents to walk or bike to local destination
nodes. As transportation modes increase, so does commuter access
to corridor employment. Transportation planning can position the
corridor as a job center to attract new business.
A primary benefit of corridor planning is to create an economic
district that is stronger than the sum of its component parts (i.e.,
the smaller individual centers). Merchants, especially national
retailers, select new markets based on local demographics,  day-
time population, transportation options, accessibility, parking,
and the prospect for retail synergy. Similarly, office markets are
best defined when office buildings are located close to one
another. Rather than  scattering strip retail centers and office
buildings in a random  fashion throughout a region, the corridor
extends development beyond individual centers while still focus-
ing it within established markets. This type of growth reinforces
the viability of the individual centers, provides  direction for new
development, and creates a stronger business district while being
more cost-effective for the region.
Over 30 years ago, Arlington County, Virginia, began a planning
process for the two-square-mile area encompassing the Rosslyn
and Ballston neighborhoods. Almost immediately, several devel-
opment projects were initiated that set the course for higher-den-
sity projects and intense commercial uses on major streets that
linked five new Metro rail stations. Today, some sections of the
corridor are undergoing a second wave of development. Between
1999  and 2002, more than 2,500 apartments and condominiums

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      GETTING TO SMART GROWTH II
This partial image of the Rosslyn-
Ballston Metro Corridor illustrates
Arlington, Virginia's success in link-
ing several town centers to create a
larger district through corridor
planning.
were constructed, and 1.5 million square feet of office space and
379,000 square feet of retail space have been built. The corridor
contributes more than 33 percent of the county's real  estate tax
revenue, yet encompasses less than 10 percent of the county's land
area. Under typical suburban  conditions, the corridor's density
would  be  spread out over  14 square miles of open space. Such
concentration and synergy of uses have contributed to its remark-
able market resiliency,  despite a sagging economy.  In 2002,
Arlington  County's Rosslyn-Ballston Metro Corridor Project was
honored with one of the U.S Environmental Protection Agency's
(EPA) National Awards for Smart Growth.

                                           3-
                             Create pattern books to stream-
                             line construction and enhance
                           s  project marketability.
                           I  A pattern book is an old concept
                           |  used by builders to establish the
                           |  basic  form of  buildings and to
                           f  provide  key architectural ele-
                           |  ments and detail. Such books pro-
                           |  vide builders with a variety of
                           i  renderings and images of accept-
                           §  able treatments necessary to build
                           I  a house. By varying the different
                           1  details and options, builders can
                           i  create an unlimited number of
                           ^  housing patterns within a com-
                             mon  architectural  standard,
thereby providing each unit with its own unique flair. Such places,
both old and new, are highly desirable to homebuyers, and pat-
tern books help ensure the quality and variety of new homes on
the market.
Developers are beginning to re-enlist pattern books to assist pro-
duction builders in the  construction  of new housing units in
smart growth projects. This tool serves  as an instruction book for
builders who traditionally work from their own standard subdivi-
sion home plans. Pattern  books assist the builder in executing the
development's concept as articulated in the project's architectural
and design codes. Not only are pattern books advantageous in the
construction process, but developers are finding that they are also
a key component of the overall sales marketing program. Pattern
books allow for a greater  number of housing variations to  be cre-
ated than is commonly found  in conventional subdivisions. As a
result, consumers have more choices and often like the unique-
ness of the product—aspects that distinguish pattern book neigh-
borhoods from cookie-cutter subdivisions that have a small num-
ber of product types.
Pattern books are  also becoming advantageous to  developers
during the approval process, as new projects require more com-
munity input.  Pattern books can help  to communicate the pro-
posed master plan's character  to the community and approving
officials,  and can be used to assure them that "what they see is
what they'll get." Once general consensus has been reached on a
master plan, the pattern book serves as a means to implement it.
This process engages builders, developers, architects, and real
estate professionals in a more technical process. If prepared
correctly, a pattern book can reduce misunderstandings between
homeowners,  the developer, builders,  and subcontractors.
Pattern books  enable all participants  to understand, embrace,
and build from a shared vision.2

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                                                                                                         MAKE DEVELOPMENT DECISIONS PREDICTABLE, FAIR, AND COST-EFFECTIVE
Make zoning codes and other land development regulations
simple to use and easy to read.
 When considering her options under most conventional zoning
codes, a developer may spend a great deal of time and expense
merely working out what activities or changes are permitted and
what are not. In some cases, the code may be written in compli-
cated "legalese" that is difficult for developers (and citizens) to
decipher. In others, the  code may contain confusing cross-refer-
ences to other sections of  the code, or permitted  uses may  be
spread out in long sections  of repetitive text. Simplicity and ease
of use benefits all interested parties, because everyone can quickly
understand the rules of the game.
One reason for this complexity is that many codes  are amended
several times over many decades, without undergoing a complete
update.  In the case  of Milwaukee, Wisconsin, the code had
become, over time, "a collection of Post-It notes." Among other
oddities, the old code had  more than 125 different zoning dis-
tricts, many of which were never used. After a four-year revision
process begun in 1997, the  city council adopted  many  of the
changes proposed by city staff and an appointed task force. The
changes were dramatic. The code was slimmed down from  25
sections to only 10, unnecessary districts were eliminated,  and a
Computerized Zoning Ordinance is now available and searchable
through the Web. The code now conforms closely to the zoning
A page from the pattern book for
Providence, a new traditional town
in Huntsville, Alabama, provides
examples of vernacular roofs and
eaves for bungalow models within
the development.

map (see  Policy 8), and the zoning map was updated to better
reflect current patterns of development. Due to the simplification
of administrative procedures,  developers no longer have to go
through a cumbersome  process at the board of zoning appeals.
Review time at the board of zoning appeals was reduced from an
average of 27 weeks per case in 1998 to 6 to 8 weeks in 2001.3
Several other localities have undergone similar revisions to make
their codes  more user-friendly, including Detroit, Chicago, and
Honolulu. Simplicity is not an  easy goal to achieve. After the city
of Dayton undertook an effort to update its code, one consultant
involved in the process noted that officials always had to be mind-
ful of that goal, "because every time we thought of a new good
idea to include, that could increase complexity."4


                              5-
Create a multimunicipal planning strategy to provide for devel-
opment in rural markets while maintaining rural character.
Some states require their municipalities to create individual land
use plans  that include all possible zoning uses within its jurisdic-
tion. This challenge can be quite daunting, and for many rural
towns such legal requirements can have unintended consequences
that impact the rural character of a region. By zoning for all uses,
rural communities are placed in a precarious position. The
municipalities must designate the future removal  of valuable open
space for  noncompatible uses in rural areas (such as apartments,
offices, or industrial complexes), and, moreover, the nonrural uses
often diminish the  spirit of the community.  Under  today's plan-
ning measures, these nonrural uses are located in rural regions far
from existing centers. The location of such development requires
new infrastructure that is costly to  implement and maintain.
Municipalities throughout Pennsylvania and New Jersey are con-

PRACTICE TIP:
In  Smart Growth Zoning Codes: A
Resource Guide, author Steve Tracy
provides several tips for writing
smart growth codes that are easy
to use.These include:
  Use straightforward language
  and terms that  are unambigu-
  ously defined and used  consis-
  tently.
• Provide simple explanations that
  avoid unnecessary complexity.
  Try to keep each section  of the
  code self-contained and avoid
  confusing cross references,
  exceptions, and footnotes.
• Use tables or graphics to com-
  municate zoning criteria and
  development standards, and
  avoid lengthy and repetitive
  text....List setbacks for different
  zones and building types  in
  tables rather than repeating the
  same phrase over and over with
  different numbers.5

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GETTING TO SMART GROWTH II
                           sidering other planning solutions as a means to enhance economic
                           development while preserving rural character.6 One tool is multi-
                           municipal planning (multiplanning), which is being utilized as an
                           effective tool for rural regions to foster economic growth with
                           minimal impact on their rural value.
                           Multiplanning affords rural communities the opportunity to work
                           together to benefit from growth while protecting rural priorities.
                           The multiplanning strategy blunts some of the  distortions intro-
                           duced by the requirement to plan for all uses. It can reduce the
                           cost of infrastructure by concentrating high-intensity and dense
                           uses in fewer areas. It can also preserve agricultural land and
                           other  critical open spaces  across jurisdictions.  From a regional
                           perspective, multiplanning facilitates tax revenue sharing, thus
                           reducing the need for  municipalities to compete against one
                           another for commercial development. This allows municipalities
                           to conserve land while still benefiting from nearby commercial or
                           industrial development. Additionally, multiplanning  can provide
                           for  a consistent set of rules within the planning region, thereby
                           making development more attractive.
                           There are also a number of incentives for municipalities partici-
                           pating in multiplanning  that vary according to state law. In
                           Pennsylvania, participating  municipalities do not need to provide
                           for  every type of possible use but may collectively spread those
                           uses over regional geographic areas. The  municipalities can
                           receive state agency priority funding for such planning and imple-
                           mentation, and there is a greater likelihood that state agencies will
                           rely on multiplanning to make funding and permitting decisions.
                           To the benefit of developers and investors, multiplanning outlines
                           where the designated growth areas  are for an entire region and
                           where rural growth boundaries begin. It saves the developer and
                           investor  from fighting  individual development battles in each
municipality in the multiplan. It also ensures adequate infrastruc-
ture to sustain development where it is deemed appropriate.

                             6.
Establish a state- or regional-level "smart growth cabinet."
Development patterns and  practices are influenced by many gov-
ernment actions,  including transportation projects, infrastructure
decisions, housing policies,  economic development programs, and
environmental protection strategies. Without clear direction and
coordination, these agencies, policies, and programs can send con-
tradictory messages to the development market. This can be espe-
cially true for smart growth  development given that existing zoning
codes, regulations,  and ordinances do  not accommodate smart
growth practices  as a matter of course. Currently, the approval
process for smart growth  development requires variances and
intradepartmental agreement. To make  smart  growth innovation
easier than, and more competitive with, conventional development,
states have created "cabinets" that are made up of state-level cabi-
net members and top executives of agencies and departments.
States that have smart growth cabinets serve various purposes and
have numerous goals; yet,  they do have commonalities. In some
form or another,  these cabinets  set smart growth policy, coordi-
nate interdepartmental procedures and programs, review pro-
grams for adherence to smart growth principles,  and resolve con-
flicts  among agencies and departments in the  implementation
process. Many of these states have adopted smart growth princi-
ples for guidance. It is common to find these cabinets focusing on
comprehensive state development programs in addition to the spe-
cific interests of the state, such as brownfields redevelopment, the
strengthening of  existing centers, economic development, trans-
portation and mobility, pollution, and open space  conservation.

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                                                                                                            MAKE DEVELOPMENT DECISIONS PREDICTABLE, FAIR, AND COST-EFFECTIVE
Regardless of political party or geographic location, governors are
looking at smart growth to help conserve land and fiscal
resources,  reduce pollution, and plan for growth. Smart growth
"cabinets"  can  assist by creating consistent investment and incen-
tive policies at the state level, monitoring state progress in devel-
opment and conservation, assisting local governments in  their
smart growth efforts, streamlining statewide implementation, and
removing barriers to better growth.

                              7-
Create  an "incentives expert" for developers and businesses
when an area has been designated for development/
redevelopment.
Many developers are not aware of all the available incentives
when considering a smart growth  project. An incentives expert
guides  developers though the existing toolkit, recommending
incentive options, explaining programs,  and providing other
advice.  If not a specifically created position, this role could be ful-
filled by a knowledgeable municipal planner or economic- or
community-development director.
Making the development process fair and predictable for develop-
ers does not require sophisticated technology but can be accom-
plished by  using available resources more effectively and by mini-
mizing  obstacles. The existence of incentives in an area targeted
for development welcomes developers. However, even when valu-
able incentive programs exist, developers often  have difficulty
navigating  the complex maze of paperwork and understanding eli-
gibility requirements.
One way to assist the development process for entrepreneurs is to
designate a professional for all inquiries and marketing of incen-
tives. This individual may be  assigned to active developers or
specifically identified develop-
ment sites or  may serve as a liai-
son to investors who are consid-
ering developing  properties that
the town desires to have rebuilt.
The incentive expert should be
well versed in the incentives, the
community's  strengths, and the
type of development desired.
Empire  State Development of
New York provides businesses
and investors  with such informa-
tion for new projects and relocat-
ing businesses. They also assist
decision makers with bond pro-
grams, tax and finance incentives,
and  energy-saving  measures, as
well as opportunities in different
incentive zones.7 A  local govern-
ment liaison should  also possess a
list of sites qualified to receive
incentives and market those sites
accordingly.
Developers perform a complex
series of calculations before com-
mitting to a project. Some of the
factors  they consider include
financing, market opportunities,
ease of entry, timing, and  work-
force availability. Although a
town cannot control many of
PRACTICE TIP:
A number of states (e.g., Minnesota, Wisconsin, Kentucky, North
Dakota, and Utah) have adopted smart growth initiatives. In addi-
tion to their own state initiatives, Colorado, New Jersey, and
Maryland have  also established state smart growth offices.To date,
only Maryland  has had a state-level cabinet position for its smart
growth executive. The following seven states and one regional
authority have cabinets that pursue smart growth policies:
Illinois Balanced Growth Cabinet
Office of the Governor
http://www.state.il.us/state/balanced/cabinet.htm
Maine Smart Growth Coordinating Committee
Maine State Planning Office
http://www.state.me.us/spo/landuse/tfandcomm/sgcc/index/php
Maryland Smart Growth Subcabinet
Maryland Governor's Office of Smart Growth
http://www.smartgrowth.state.md.us/
Massachusetts Commonwealth Development Coordinating Council
Office of the Governor
http://mass.gov
Michigan Land Use Leadership Council
Department of Environmental Quality Environmental Science
  & Service
http://www.michiganlanduse.org/
New Jersey Smart Growth Policy Council
Office of Smart Growth, New Jersey Dept. of Community Affairs
http://www.nj.gov/dca/osg/commissions/sgpc.shtml
Pennsylvania Interagency Land Use Team
Governor's Center for Local Government Services
Department of Community and Economic Development
http://www.landuseinpa.org
Great Lakes Sustainable Land Use Commission
http://www.glc.org/bridges/

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     GETTING TO SMART GROWTH II
PRACTICE TIP:
• Provide your contact person with
  the tools necessary to launch a
  successful project.
• Create a fact sheet about the
  incentive programs.
• Include relevant names and
  phone numbers of town officials,
  local lenders, and local agencies,
  as well as contact information
  for relevant state or other offi-
  cials.
• Create a notebook that includes
  all documents previously used
  for a  variety of successful proj-
  ects as samples of  accurate
  preparation.
• Develop a list of the most com-
  mon,  and most expensive, mis-
  takes that developers have made.
these factors, it may have already created incentives to reduce the
amount of hurdles. An incentives expert can clearly communicate
with potential investors and streamline the  incentive process,
thereby increasing the community's chances of attracting the type
of development it wants.8

                             8.
Implement geographic information system-based planning
into the development process.
Geographic information systems (GIS) are  already impacting
planning and development review. When used creatively, GIS can
speed up the development review process and  measure character-
istics such as walkability and mix of uses.
GIS are a computer-based tool for mapping and analyzing large
amounts of datasets, including land use, employment, transporta-
tion, and environmental layers. GIS can be used to quickly ana-
lyze the environmental characteristics of any potential building
site. Some of these characteristics may include soil type, aquifer
capacity, steep slopes, floodplains, wetlands, buffer zones, and
view sheds. The accessibility of a site to transportation and utility
infrastructure may be evaluated. Urban and transportation plan-
ners aggregate these and other measurements to develop projec-
tions for the future requirements and impacts of various land uses.
Planning and zoning departments around the  U.S. are reviewing
an increasing number  of development proposals with fewer staff
and resources.  GIS can help ease this burden by providing the
means to quickly and easily evaluate plan reviews. Timely reviews
provide an attractive  business climate for developers because of
the increased certainty in the development review process. The
city of San Diego  invested heavily in GIS (Process 2000) in order
to streamline their development review process. On average,
waiting times for certain permits have been reduced by as much
as nine months.9
Map Milwaukee combines GIS with public data to provide com-
prehensive information about site location, zoning, parcel data,
and property ownership. The maps can be useful to Milwaukee
developers by providing information for the planning and permit-
ting of new and remodeled buildings. A developer is able to
determine, among other things, if a parcel is located in a business
improvement district or a targeted investment neighborhood or if
it is an improved property that is for sale.
To further advance smart growth, GIS can add certainty to—and
can accelerate—the approval process. Localities can set and make
public community-specific development standards similar to the
smart growth scorecards in use around the country (see Principle
8, Policy 5). GIS provide a way to objectively measure a develop-
ment's performance  on many measures, such as walkability  and
access to transit or open space, thus removing some of the uncer-
tainty from the process. In this way, speedy reviews can be com-
bined with development performance measures, and developers
have a clearer idea as to the standards that must be met, how they
will be judged, and, potentially, what benefits come with different
levels of excellence.
                                                                                                  Streamline brownfield redevelopment approval processes.
                                                                                                  Many barriers have traditionally discouraged investment in con-
                                                                                                  taminated  properties. Prospective property developers and own-
                                                                                                  ers often choose to develop uncontaminated greenfields rather
                                                                                                  than risk liability,  costs of cleanup,  and uncertainty associated
                                                                                                  with redeveloping brownfield properties. Since the 1990s, a
                                                                                                  growing understanding of the potential benefits of brownfield

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                                                                                                       MAKE DEVELOPMENT DECISIONS PREDICTABLE, FAIR, AND COST-EFFECTIVE
redevelopment to surrounding communities and regions has led
policy makers to create incentives for brownfield redevelopment.
In particular, state-initiated voluntary cleanup programs (VCPs)
have played an important role.  Almost every state has enacted
some type of VCP to encourage  owners, developers, and munici-
palities to initiate site cleanups. In addition, many municipalities
have adopted their own brownfields redevelopment incentives.
States and municipalities often combine incentives, such as finan-
cial assistance, reduced liability, and other measures. Streamlined
approval processes,  which can be accomplished by incorporating
simplified, more efficient administrative procedures and by
encouraging community participation, may be the next frontier.10
Milwaukee, a city with a highly industrial past and home to many
brownfields properties, is targeting its brownfields redevelopment
in four state-designated development zones. Key  components of
their revitalization program include:
• Predevelopment roundtables for large projects where public
  agencies and developers identify potential hurdles and preempt
  regulatory delays
• Arranging for land assembly and acting as a liaison to
  state regulators
• A city-run development center that provides a single point of
  contact and assistance for obtaining construction and
  building permits.11
Agencies can also streamline approval by setting  specific review
timelines to ensure  that the review of an application will be com-
plete within a certain number of days after the time of submis-
sion. In addition, public entities can also facilitate redevelopment
by providing informational support,  low-cost consulting, techni-
cal assistance, GIS analysis, and records of past uses. These proce-
dures and forms of administrative support reduce delays in
brownfield cleanup, clarify requirements, and provide informa-
tion to prospective developers and property owners. They are
important in addressing critical barriers to redevelopment, such
as high transaction costs.  The relatively inexpensive state assis-
tance programs  associated with reducing decision-making costs
may actually have more impact than far more expensive financial
subsidies that are intended to  increase  returns or, in comparison
to risk-based standards, that may raise environmental justice or
health concerns.12

                            IO.
Create investment funds for smart growth projects.
A growing number of developers and  investors who have com-
pleted smart growth projects are looking for additional opportu-
nities. Because of their experience, investors are becoming more
knowledgeable in identifying the components of a smart growth
project. Their experience also provides developers with a solid
understanding of what to  expect in the development process. In
short, smart growth is becoming more predictable for the  sea-
soned real estate professional.  These investors are now poised to
identify, through smart growth investment funds, opportunities in
bulk that produce a "double bottom line"—one that is profitable
to investors and supports the goals of smart growth.
CalPERS, the largest public pension fund in  the U.S., has two
smart growth programs totaling $300 million. The Northern
California Urban Infill Investment Program has a $100 million
equity fund that increased to $200 million the year it was funded.
Bridge Housing Corporation and RREEF, two real estate firms,
each manage $100 million of the fund's allocation. CalPERS also
has a similar fund, managed by CommonWealth Partners, LLC,

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     GETTING TO SMART GROWTH II
FINANCE TIP:
A number of lending sources have
funding initiatives for smart growth
projects that help  create livable
communities, support transporta-
tion options, and foster sustainable
patterns of land  use. Other funders
support affordable housing  and
community development, specialize
in  programs that  support low-
income and  minority communities,
or fund the protection of open
space. These funders  help make
development decisions more  pre-
dictable by  providing a stream of
capital to developers and communi-
ties when conventional funding
sources cannot be relied upon. See
Appendix B for a comprehensive
directory of lenders and founda-
tions that have supported, or can be
used to support, smart growth.
valued at $100 million dollars aimed at Southern California. Both
programs apply smart growth investment strategies that focus on
new and rehabilitative construction.13

American Ventures, a Coral Gables, Florida-based investment firm,
has recently launched two real estate  investment funds targeting
urban neighborhoods in Miami and  Albuquerque, N.M. Fund
managers will have $50 million to $100 million to invest for  each
city. The funds will target mixed-use  projects within the central
business districts. Albuquerque and Miami were selected because of
the pro-development  attitude of elected officials  and the desire of
each to improve neglected communities. The initiative is expected
to attract investment from private foundations committed to a mis-
sion of revitalizing depressed communities. The funds will work
with state pension and permanent funds and federal banks  and
S&Ls  subject to the Community Reinvestment Act.
Robert Steutiville, "New Urban Projects on a Neighborhood Scale in the
United States," New Urban News 7, no. 8 (2002).
Urban Design Associates, "Pattern Books and Design Guidelines"  (May
14, 2003), 1: http://www.urbandesignassociates.com/servicespattern.html
Proceedings of "Reforming Codes, Revitalizing Communities: An ICMA
Regional Forum on Revising Codes to Achieve Smart Growth"
(Washington, D.C.: International City/County Management Association,
forthcoming).
Ibid.
Steve Tracy, Smart Growth Zoning Codes: A Resource Guide (Sacramento:
Local Government Commission, 2003).
Pennsylvania Municipalities Planning Code, Act 247 of 1968; the
"Growing Smarter" Amendments, Acts 67 & 68, 2000; and New Jersey
Municipal Land Use Law, Section 40:55D-77.
For details, see http://www.empire.state.ny.us/nysdc/.
Much of this section is adapted from Terry Richman, "Is Your Town
Developer Friendly?"
http://www.cardi.Cornell.edu/cd_toolbox_2/tools/dev_friendly_town.cfrn.
Reprinted from "Towns & Topics," Association of Towns of State of New
York (September-October, 2002).
George Arimes, "Doing the Job in Double Time," Planning (March 1997).
For more information, see the U.S. EPA report Redevelopment: Economic
Engine and Environmental Opportunity. An electronic version of the report
and information for ordering a hardcopy can be found at
http://www.epa.gov/smartgrowth.
Angela E. Vitulli, Charlotte Dougherty, and Dan Hutch, "Urban
Competitive Advantage and Brownfields Redevelopment," Brownfields
2002 Conference Proceedings (Charlotte, NC, November 13-15, 2002),
http://www.brownfields2002.org/proceedings2000/5-07v.pdf.
Peter B. Meyer, "Approach to Brownfield Regeneration: The Relative
Value of Financial Incentives, Relaxed Mitigation Standards and
Regulatory Certainty" (working paper; Louisville, KY: Center for
Environmental Policy and Management, University of Louisville, 2000).
The CalPERS Web site at http://www.calpers.ca.gov/ details both funds
and their "Smart Growth" investment strategy.

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                Chapter 10
   Encourage Community and
 Stakeholder Collaboration  in
     Development Decisions
     The current development process satisfies
     neither citizens nor the development
community, even though process changes that
can benefit both parties can be identified by
collaborating on development decisions. After
undergoing a lengthy, exhaustive visioning
process, citizens can become frustrated and dis-
illusioned when their expectations for outlined
plans, codes, and, ultimately, development are
not met. Like the development community, the
overall community benefits from a clear, open,
and predictable development process.
Lessons on  how to better engage stakeholders
are coming to light as more communities adopt
smart growth. First, communities need to be
engaged at or near the beginning of the
            $MART GROWTH
            NETWORK

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GETTING TO SMART GROWTH II
                           process.  When  community members are brought in late, the
                           process and development plans are not likely to be inclusive and,
                           subsequently, are viewed by the community with distrust. In addi-
                           tion, the  plans may be so far along in the design process that con-
                           structive  suggestions cannot be easily integrated at a later stage.
                           Second, new tools to envision a project's impact and to tap into
                           stakeholders' creativity are constantly being developed. State-of-
                           the-art tools and technologies, such as a visual-preference survey
                           or a computer tool to illustrate a proposed project in its setting,
                           have enabled developers to create interactive, virtual  models of
                           proposed plans for development.  Such tools help developers cre-
                           ate design details that are beneficial to both  the community and
                           the project.
                           Providing community members with user-friendly information on
                           plans and projects is also important. Media outlets, such as  local
                           newspapers  and  news stations, are skilled at delivering commu-
                           nity-related  information to a diverse audience, and local colleges
                           and businesses are also key resources to conveying  information
                           pertinent to the community planning process.
                           Finally, involving the full range of stakeholders in the develop-
                           ment process, though difficult, is one of the  best ways to ensure
                           that growth will  result in a more livable, more vibrant community
                           that accurately reflects local needs and values. The policies pre-
                           sented  below are intended to assist in engaging all stakeholders in
                           the development process.
                             I.
Use third-party groups to make sure a range of stakeholder
views is expressed.
Often, the development approval process  results in a heated
exchange between the developer and representatives of adjacent
neighborhoods. Consequently, the only issues presented to deci-
sion officials tend to underscore potential negative impacts to
neighboring properties and to reiterate what the developer is will-
ing to build. Because development decisions rarely affect the
neighboring community or builder only, introducing other com-
ments, or third-party testimonies, on  the potential positive and
negative impacts can shape a better vision for the final project.
For example, a local chamber of commerce may offer comments
on a housing and jobs mix that other stakeholders feel uncomfort-
able addressing due to other priority areas or lack of expertise.
Third-party analysis and testimony  have typically advocated
affordable housing. In recent years, however, third-party testi-
monies have commonly supported compact development, a wider
range of density, and mixed uses. Third-party views are typically
useful for projects that may be viewed with skepticism by neigh-
borhood residents (e.g., where commercial uses or apartments are
to be introduced in residential neighborhoods).
To be credible, third-party groups need to rooted in the commu-
nity and must represent an array of community interests. For
example, in the San Francisco Bay area, the Transportation and
Land Use Coalition is made up of 90 local organizations that sup-
port better transportation, affordable housing, and participatory
community design. In addition to including environmental and
transportation  advocates, the coalition includes  church officials
and representatives of the elderly. This group has expertise in
transportation and jobs/housing links.

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                                                                                               ENCOURAGE COMMUNITY AND STAKEHOLDER COLLABORATION IN DEVELOPMENT DECISIONS
                                         Third-party groups
                                      | s also need to establish
                                         project criteria for a
                                      11 development so that
                                      11 the  group's endorse-
                                         ment is not seen as
arbitrary and subjective. For example, the Washington Smart
Growth Alliance in the District of Columbia sponsors a Smart
Growth Recognition Program. The team, made up of developer,
civic, and environmental interests, reviews commercial and resi-
dential  development proposals and writes letters of support and
testimony if a project meets the program's criteria. Among other
requirements, the  planned development  must be located in or
adjacent to developed areas, have sufficient density, provide trans-
portation options, and generate benefits for the surrounding area.1

                              2.
Use nonprofit groups as smart growth consultants.
Bringing together all of the stakeholders in the development
process can be a large undertaking. Many communities find that
they do not have inhouse planning expertise or the funds to hire a
consultant. Increasingly, smart growth groups, which typically
comprise supporters who have a variety of backgrounds (e.g.,
transportation, zoning, watershed protection,  etc.), are filling this
gap by offering their services.
The American Farmland Trust, a  Washington, D.C., nonprofit
that advocates farmland preservation, is one leader in this field. Its
Community Farmland  Protection Consulting Services group
helps neighborhoods and towns estimate the costs of services for
various development patterns, identify valuable resource lands,
and engage the public  in planning and  creating purchase-of-
development rights.2 To find similar organizations, communities
can consult state and local smart growth groups, watershed-pro-
tection organizations, and land conservancies to learn about who
may have expertise in planning, leading workshops, or conducting
site analyses.
Universities can also provide valuable consulting services. The
state of Delaware tapped the University of Delaware's Institute for
Public Administration to help smaller communities develop com-
prehensive plans under the state's "Livable Delaware" initiative.
A common thread among smart growth organizations that pro-
vide consulting services  is the ability to connect core areas of
expertise, such as farmland protection or schools, with related dis-
ciplines  to  develop comprehensive plans for communities and
regions.  Nonprofit organizations can provide services  or help
a community  focus on key growth and planning needs prior to
hiring a consultant.


                              3-
Use a "kick the tires" trip to take local government officials
and residents to visit smart  growth communities.
Often, local officials and neighborhood activists have little experi-
ence or previous exposure to smart growth. While graphics and
architectural renderings can give a rough picture of what  projects
look like, a better way to demonstrate smart growth's potential is
to actually walk through a traditional neighborhood development
or completed smart growth project.
The idea of taking key  stakeholders to view actual projects  is not
new. The Marshall Fund, for example, sponsors exchange trips so
that U.S. and European delegations can view best  practices in
environmental and transportation projects. A smart growth  varia-
PRACTICETIP:
The nonprofit National Charrette
Institute (NCI) was founded in
2001 to help communities develop
more livable communities through
collaborative planning processes.
The French word "charrette"
means "little cart" and is used to
describe the final, intense work
effort expended by art and archi-
tecture students to meet  a project
deadline. The term has now evolved
to describe a rigorous and inclusive
process that produces the strategies
and implementation  documents for
complex and difficult  design and
planning  projects. Charrettes
include intense sessions held over
several consecutive days. The prod-
uct  is a consensus plan on how a
community  should develop and
grow. NCI was formed to foster
broader use of holistic, collabora-
tive planning processes in commu-
nity design. For more  about NCI
and  what  they  offer,  see
http://www.charretteinstitute.org/.

-------
     GETTING TO SMART GROWTH II
PRACTICE TIP:
In  1999,  researchers  from
Kalamazoo College brought a
group of community leaders from
the Kalamazoo, Michigan, region on
a study trip to Portland,  Oregon, to
study growth management  policies
and issues. The trip kicked off a
year-long project called "Convening
Our Community" that  built  the
political will to solve a  number of
previously intractable  and con-
tentious land use issues  in  western
Michigan.
tion of exchange programs is a great way to let local officials see
how density, design, and transportation all work together in cities
that have implemented smart growth.  An actual project can
debunk common  myths and misunderstandings about traffic,
parking, and public services. To be successful, a smart growth tour
organizer will include a presentation of supporting growth princi-
ples and policies,  interviews with various stakeholders, and any
"lessons learned" to inform the planning and implementation of
similar projects.
To  understand  the real-world implications of smart  growth, rep-
resentatives from a community do not need to travel abroad but
can find model projects in their own region.  A first step in finding
these projects is to look at awards or  smart growth certification
programs, such as the Environmental  Protection Agency's (EPA)
smart growth awards. Development organizations, such as the
Urban Land Institute and the Congress for New Urbanism, also
sponsor awards for smart growth design and transportation. The
American Planning Association has added a special smart growth
category to its list of annual awards.


                             4-
Establish context-sensitive design training courses that focus
on community-involvement strategies for traffic engineers.
Context-sensitive design  (CSD) is defined as a collaborative,
interdisciplinary approach that involves all stakeholders in devel-
oping transportation facilities that support a range of community
needs. In addition  to promoting safety  and mobility, this approach
considers a community's scenic, aesthetic, historic, and environ-
mental resources. CSD arose from the recognition that trans-
portation systems and their facilities  affect a wider area than a
road  or rail line's  immediate surroundings. Transportation  offi-
cials also recognize that existing facilities are a prime focus for
improving communities as well as transportation networks.
However, balancing transportation and community needs is cer-
tain to pose trade-offs. Transportation engineers will find them-
selves in the unfamiliar territory of considering community build-
ing, historic preservation, and public art. Even where transporta-
tion officials are well versed in community design, they may need
help conveying transportation  needs to a nontechnical audience
or in translating a wide array of transportation needs  into tradi-
tionally inflexible design standards.
To  ease this process, communities can develop an outreach pro-
gram that engages transportation engineers and officials with
neighborhood residents, landscape architects, and community
development representatives  to  develop collaborative design
strategies specifically geared  to transportation facilities. The
Project for Public Spaces (PPS) in New York City has developed
an excellent three-day course on engaging communities for CSD.
For more information, see http://www.pps.org.


                             5-
Use quick-response teams to gain approvals for smart growth
developments.
Newspapers from around the country are filled with stories on how
cities are coming back, boosted by housing, retail, and entertain-
ment districts. However, proposing an infill or redevelopment proj-
ect can be challenging. Outdated regulations, poor maps, design
challenges, and overlapping zoning codes are some of the barriers
faced by developers who may ultimately consider greenfield devel-
opment  an easier alternative. To level the development playing
field, localities and states have  instituted multidisciplinary quick-
response teams to help guide proposals through the application

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                                                                                             ENCOURAGE COMMUNITY AND STAKEHOLDER COLLABORATION IN DEVELOPMENT DECISIONS
process. To ensure that these teams don't bypass the stakeholder
involvement process, choosing a representative team is important.
Oregon's Transportation and Growth Management (TGM) pro-
gram  is  a  joint  project between the Departments  of
Transportation and Land Conservation and Development. A
major component is the Quick Response Program, which
addresses community requests with planning and design services
to implement smart growth goals, plans, and projects—usually
within two weeks. In response to local requests, developers,  prop-
erty owners,  local/state officials, and affected stakeholders  come
together to review development proposals, develop innovative
design solutions, and  overcome regulatory obstacles to land use,
transportation, and  design issues. The program also provides eco-
nomic and market-feasibility analysis. The  state contracts with
experienced design  and planning firms to deliver plans, analyses,
and recommendations for code reform.
In one example a community was dissatisfied with a redevelop-
ment plan that would create a one-story retail center with surface
parking. With the Quick Response team's assistance, and in coor-
dination with the city, the block was transformed into a mixed-use
project with street-level retail and upper-story condominiums and
townhomes with underground parking. The rear of the building
is lined with two-story townhomes, in response to the commu-
nity's concern that the project blend in with the scale of the adja-
cent historic Irvington neighborhood.4

                             6.
Conduct place audits to determine barriers and opportunities
for smart growth.
Many  communities spend a lot of time trying to predict the
impacts of individual development projects  without first under-
standing how their neighborhood works. A place, or community,
audit can help assess community functions by analyzing the com-
bination of small details that affect common concerns like traffic,
recreational space, housing, and safety. While smart-growth or
zoning-code audits focus specifically on codes and regulations, a
place audit focuses on how community assets, regulations, and the
built environment relate to each other.  A community-develop-
ment organization may want to sponsor a neighborhood audit as a
community-building activity and as a means to get neighbors
more involved in the planning process.
One type of place audit is a walking audit. Geared toward looking
at the quality of the pedestrian environment, a walking audit looks
at the details of sidewalk width, curb heights, corners, and cross-
walks. A place audit can look at these elements as well as  the way
that parks, buildings, and streets are constructed within a neighbor-
hood. This helps residents understand the factors and design varia-
tions that affect traffic speeds, pedestrian safety, and design needs.
Although every place audit is  a  little different, each  usually
includes the following key elements:
• A local presenter who describes a particular local problem
  or situation
• A visual introduction to community design
• A walk in the community to identify good and bad conditions
• A discussion of people's observations on the walk
• Agreement on possible action items and/or
  proposed improvements.5
A community can develop other types of neighborhood audits dur-
ing a planning process. For example, when a community is consid-
ering alternative locations for senior housing, stakeholders should

-------
     GETTING TO SMART GROWTH II
PRACTICE TIP:
The  Baltimore  Neighborhood
Indicators Alliance has used census
data and information from the city-
planning  office to develop a set of
indicators around housing and com-
munity development,  children's
health, safety, workforce  develop-
ment, economic development, the
urban environment, transit, educa-
tion, and youth. See http://www.
bnia.org for more information.
conduct a special community audit to consider how the new resi-
dents will get around in their new neighborhood. The walk should
pose questions on features that many younger community mem-
bers take  for granted. Are there curb cuts? Are the signs printed
and located so that elderly persons can easily find their way? Are
the services and goods purchased by senior citizens located nearby?
While audits can be  devised to address an array of community
issues, their key feature is getting neighbors out to look at actual
conditions and  problems. Basing the discussion in the neighbor-
hood has a way of putting aside philosophical, rhetorical, or ideo-
logical arguments in favor of a more practical, solution-based dis-
cussion. Making the physical neighborhood the context can
sometimes go  a long way toward  finding agreement among
disparate viewpoints.


                             7-
Develop community indicators to make sure that development
is meeting community goals.
Indicators are identifiable measures that can be used to assess
your community's  health. Many financial, transportation, and
census indicators are already widely collected and used by locali-
ties as benchmarks, such as income, home-ownership rates, and
miles of bicycle trails. However, these common measures might
not tell the entire story  of how a  community is reaching wider,
long-term goals. For example, a community might have a  high
home-ownership rate, but may still be struggling to meet its
housing goals for city or service-industry employees. Using this
example, a community may want to track other housing statistics,
such as the percentage of employees who live outside of the juris-
diction or the percentage of apartments that have been converted
to condominiums.
Jurisdictions with such indicator projects include Chapel Hill,
North Carolina; Boulder County, Colorado; and Santa Barbara,
California. Each uses different types of indicators that were devel-
oped with public participation.
Indicators should come from reliable data sources, measure out-
comes, and be easily understood.
Be prepared to support your measurements with background
material and context.  Tracking indicators means  a community
will, at some point, likely face poor results or declines in perform-
ance. When developing indicators, a community should  think
about the range of likely outcomes (both good and not so good),
those factors that are under its control, and the community's abil-
ity to respond and correct course. The objective of an indicators
project is to understand the factors that are valuable to the com-
munity and use the information to inform development decisions.
A wide range of stakeholders should  be consulted when choosing
the appropriate indicators and how those indicators  are worded in
a statement. For example, mud and sediment washing into streams
and lakes is a common water-quality problem. The decision to
word the water-quality indicator as "sediment coming  from con-
struction sites" could unfairly single out certain stakeholders (e.g.,
local homebuilders), while preventing the community from identi-
fying and addressing other sources of the problem.

                             8.
Use color-coded maps to establish a  planning and  zoning
framework for future  planning decisions.
It may sound impossible,  but several communities have boiled
down their land-use plans to one piece of paper. For stakeholder
involvement, maps can be the best way to communicate informa-

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                                                                                            ENCOURAGE COMMUNITY AND STAKEHOLDER COLLABORATION IN DEVELOPMENT DECISIONS
tion to people with diverse backgrounds and technical abilities.
Graphics or color-coded maps can serve as the single reference
for all of the stakeholders involved.
Planning is a complex process that typically results in at least one
large document spelling out the land-use history of an area, future
trends, legal requirements, and design details. As useful as these
documents are, they tend to be ineffective when a  quick reference
or succinct planning statement is needed. That's when maps can
be incredibly useful in spelling out planning areas, current zon-
ing,  or a visual representation of completed projects. Maps are
also  extremely useful for  depicting where a community wishes  to
direct development or, conversely, for pinpointing  which areas are
designated for low-density or open space.
Arlington County, Virginia, outside Washington, D.C., developed
a general land use plan (GLUP) in the 1960s as its Metro rail sta-
tions were being planned. The county wanted to achieve two goals
at once: direct high-density development to transit corridors and
preserve older, lower-density neighborhoods.  To get citizen
approval for the high-density development, the county instituted
"bull's-eye" zoning to taper densities down  toward the neighbor-
hoods. It also drew boundaries to separate the older neighbor-
hoods from the denser redevelopment areas. The resulting GLUP
map, superimposed over the county's street network, shows this
planning nicely. Footnotes in the plan are used to denote future
planning exercises, special exceptions, and other details.
In Austin, Texas, stakeholders developed a similar but slightly dif-
ferent strategy using what they call a future  land use map
(FLUM) to guide future development decisions.  The FLUM is
developed  during the neighborhood-planning process.
Participants first look at a map showing current uses, current zon-
ing,  and the neighborhood's boundary lines. They then think
about what they would like to see in the future within the com-
munity boundaries. The  city then overlays the zoning map with
the FLUM to demarcate where zoning changes, community
investments, or other process  changes will be required.6
Illustrate complex concepts with photographs and imagery.
For community members getting involved in the zoning and
planning process, thick zoning documents complete with refer-
ences of floor-area ratios  and  massing requirements are not the
best materials to initiate stakeholder involvement sessions. Even
when the documents are  condensed, complicated planning and
zoning materials, confusing legal language, and footnotes can be a
barrier to achieving  broad public participation. This  is where a
visual representation of complex concepts can be helpful.
For instance, typical zoning specifies different land uses, such as
residential, commercial, or institutional,  and allowable densities.
For example, an "R-2" category might be two houses per acre,
while "R-6" establishes six residential units on an acre. Those six
units might be single-family homes or attached units. Several pic-
tures can illustrate variations of how the units can be arranged on
an acre and can give  better information on some of the trade-offs
of open space, tapering, and height.
Another innovative way to use imagery is to compare  pictures of
stakeholders' favorite places against a particular zoning code. For
example, residents who are opposed to eight residential units per
acre may be surprised to find that Cape  Cod, Massachusetts;
Charleston, South Carolina; or even their local  downtown are
built according to densities that are eight units (or more) to  an
acre. The pitfall associated with this approach is that much  of
what people react to in pictures is the design of the development

-------
GETTING TO SMART GROWTH II
                            (as opposed to the  number of units per acre). Yet this  approach
                            can help to quell fears and stereotypes about higher densities.
                            In developing pictures or choosing photographs, you should make
                            sure to emphasize that the depictions are only examples of possi-
                            ble scenarios. If the depictions are included as part of a form-
                            based zoning code,  a developer may think he or she is bound by
                            the visual code to duplicate the exact house or plan, when your
                            intention is focused on general features. (For more information
                            on pattern books, see Principle 9, Policy 3.)

                                                         IO.
                            Create and distribute free videos to illustrate local planning
                            goals.
                            Technology and computer-assisted tools to communicate plan-
                            ning options and decisions are expanding. For example, the city of
                            San Jose, located in California's Silicon Valley, has developed a
                            sophisticated computer-assisted design system that allows archi-
                            tects, planners, and  local government officials to change drawings,
                            add landscaping, and modify building types on a computer screen
                            in front of hundreds of people.
                            While not every locality has the resources or expertise  to create
                            such an interactive display, even simple videos can be effective
                            means of illustrating smart growth plans. One cost-effective way of
                            creating such a tool is to enlist filmmaking students at a local high
                            school, community college, or university to document neighbor-
                            hoods and  streets or to conduct resident interviews as  part of a
                            class project. Local smart growth groups  may also be willing to
                            custom-design a video to address local smart growth issues.
                            If you do not have access to local filmmakers, you can also make a
                            compelling case for your planning goals by purchasing videos that
have already been made. One Thousand Friends of Florida has
reviewed many smart growth videos on its Web site, which also
provides a short review of the contents of each video and the nec-
essary ordering  information.7 Other nonprofit organizations,
including the  Local Government Commission and American
Planning Association, have bookstores that provide videos for free
or at little cost.
An outreach and distribution plan for the video is as important as
its contents. Have videos translated if you need to reach out to
diverse communities. While local libraries and schools are natural
places to show and  distribute the videos, video stores, movie
houses, farmers markets, and neighborhood street fairs are also
possible venues. The city of Portland,  Oregon,  arranged to  have
informational videos distributed to local video stores. If there is a
specific audience you want to reach, match the distribution plan to
the audience.  For example, if your locality wants to expand bus
service, make sure that higher-density residential areas,  major job
centers, and senior citizens are all involved in the process so that
the bus route selected meets the needs of both current and poten-
tial riders.
   See http://washington.uli.org/sga/
   See http://www.farmland.org/consulting/index.htm.
   Kiran Cunningham and Hannah McKinney. Regional Community
   The Kalamazoo, Michigan, Experience. (Washington, D.C.: ICMA,
   September 2001).
   For more information about the Quick Response Program, see
   http://www.lcd.state.or.us/tgm/quickresponse.htm.
   See http://www.walkinginfo.org/insight/features_articles/silicon/
   sil_good_audits.htm.
   The City of Austin Texas, "Developing a Community Plan,"
   http://www.ci.austin.tx.us/test/zoning/dev_np.htm.
   Go to http://www. 1000friendsofflorida.org/Other_Info_Sources/
   Smart_Growth_Videos.asp.

-------
100 Policies for Implementation

-------
        GETTING TO SMART GROWTH II
                                                                     100  Policies  for  Implementation
   I.     Mix land uses
State    Local    Mix land    Take         Create a range     Create
                uses       advantage     of housing        walkable
                                                                                                                         Foster distinctive,   Preserve open    Strengthen and
                                                                                                                         attractive
                                                                               of compact    opportunities
                                                                               building      and choices
                                                                               design
                                                                                                                                          space, farmland,   direct
                                                       communities    communities with    natural beauty,    development
                                                                    a strong sense
                                                                    of place
and critical      toward existing
environmental    communities
                                                                                                                                          areas
                                                                                 II
                                                                                               III
                                                                                                              IV
                                                                                                                             V
                                                                                                                                              VI
                                                                                                                                                             VII
Provide a       Make         Encourage
variety of       development   community and
transportation   decisions      stakeholder
choices        predictable,    collaboration
              fair, and cost-  in development
              effective      decisions
  VIII           IX            X
1.   1. Adopt comprehensive plans and sub-area plans
    that encourage a mix of land uses.
2.   Use enhanced zoning techniques to achieve a mix
    of land uses.
3.   Provide regional planning grants for projects that
    produce mixed land use.
4.   Encourage the redevelopment of single uses into
    mixed-use developments.
5.   Accommodate the reuse of closed, decommis-
    sioned, or obsolete institutional uses.
6.   Provide incentives for ground-floor retail and
    upper-level residential uses in existing and future
    development.
7.   Locate neighborhood stores in residential areas.
8.   Use floating zones to plan for certain types of
    undetermined uses.
9.   Organize a variety of land uses vertically and
    horizontally.
10. Develop mixed-use university districts.
   II. Take advantage of compact building design
    Organize a compact development endorsement
    program.
    Adopt a cottage housing development zoning
    ordinance.
    Use compact development coupled with onsite best
    management practices to improve environmental
    outcomes.
    Use traditional neighborhood design.
5.   Use compact design to create more secure
    neighborhoods.
6.   Subdivide vacant warehouse space into residential
    units.
    Ensure that big box stores locating in existing
    urban centers are appropriately scaled and
    designed.
8.   Create compact office parks and corporate
    campuses.
9.   Strategically reduce or remove minimum lot size
    requirements.
10. Manage the transition between higher- and
    lower-density neighborhoods.

-------
                                                         State    Local
                                                                          Mix land
                                                                          uses
Take
advantage
of compact
building
design

   II
Create a range
of housing
opportunities
and choices
                                                                                                      III
Create
walkable
communities
                                                                                                                      IV
Foster distinctive,
attractive
communities with
a strong sense
of place

     V
Preserve open     Strengthen and     Provide a
space, farmland,   direct             variety of
natural beauty,     development
and critical        toward existing
environmental     communities
Make         Encourage
development  community and
                                                                                                                                                          VI
                                                                                                                                                                          VII
                                                                                                                                                                                         transportation   decisions      stakeholder
                                                                                                                                                                                         choices         predictable,    collaboration
                                                                                                                                                                                                        fair, and cost-  in development
                                                                                                                                                                                                        effective       decisions
                                                                                                                                                                                           VIII           IX              X
    III.    Create a range of housing opportunities and  choices
1.  Establish an employer-assisted housing
    program.
2.  Streamline the development review process when
    units include affordable housing.
3.  Create a regional program to encourage all
    communities to include a fair share of affordable
    and moderate-range housing.
4.  Use transportation funds as an incentive to
    provide housing near transit.
5.  Use housing to engender 24-hour cities in
    revitalization plans.
6.  Integrate smart growth and housing programs.
7.  Adopt property tax exemption programs for
    mixed-income developments and low-income
    homeowners.
8.  Develop smart growth funds to promote develop-
    ment in underserved communities.
9.  Use different builders on contiguous blocks of land
    to ensure a diversity of housing styles.
10. Create a housing trust fund.
           Create Walkable Communities
    Develop a pedestrian master plan.
2.  Design communities so that kids can walk to
    school.
3.  Use trees and other green infrastructure to provide
    shelter, beauty, urban heat reduction, and separa-
    tion from automobile traffic.
4.  Encourage safe pedestrian routes to transit.

5.  Develop walking awareness and promotion
    programs.
6.  Use modern technology to increase pedestrian
    safety.
    Use visual cues and design elements to indicate
    pedestrian rights of way and minimize conflicts.
8.  Situate parking to enhance the pedestrian environ-
    ment and facilitate access between destinations.
9.  Make places walkable for aging populations in
    response to new demographics and special needs.
10. Retrofit superblocks and cul-de-sac street
    networks.

-------
                                                         State    Local
                                                                          Mix land
                                                                          uses
Take
advantage
of compact
building
design

   II
Create a range
of housing
opportunities
and choices
                                                                                                      III
Create
walkable
communities
                                                                                                                      IV
Foster distinctive,
attractive
communities with
a strong sense
of place

     V
Preserve open     Strengthen and     Provide a
space, farmland,   direct             variety of
natural beauty,     development
and critical        toward existing
environmental     communities
Make         Encourage
development  community and
                                                                                                                                                          VI
                                                                                                                                                                          VII
                                                                                                                                                                                         transportation   decisions      stakeholder
                                                                                                                                                                                         choices         predictable,    collaboration
                                                                                                                                                                                                        fair, and cost-  in development
                                                                                                                                                                                                        effective       decisions
                                                                                                                                                                                          VIII           IX              X
    V.     Foster distinctive, attractive communities with a strong sense of place
1.  Establish revolving loan funds for historic
    preservation.
2.
3.
4.
5.
6.
7.
8.
9.
Create community greens. * * * * * * *
Turn underused highways into boulevards. / / / / / /
Develop a comprehensive wayfinding system in / / / /
town centers.
Use distinctive public transit to increase the
attractiveness of neighborhoods. */ S S S
Highlight cultural assets through public art and / / / / /
event nights.
Use asset-based tools and resident engagement to */ S S S
reflect community values.
Revitalize the waterfront.
Make retail centers distinctive and attractive j j j j j j
destinations.
10. Use transportation enhancements funds
    to create places of distinction.
    VI.    Preserve open space, farmland, natural beauty, and critical environmental areas
1.  Link land conservation with other smart growth
    principles.
2.  Use land management techniques and acquisition
    to protect drinking water sources.
3.  Use an array of financing techniques to preserve
    open space.
4.  Establish priority-setting criteria for open space
    acquisition.
5.  Incorporate land conservation into transportation
    planning.
6.  Take advantage of nature's ecoservices.
7.  Support tree preservation through public-private
    partnerships.
8.  Allow land trusts to compete for conservation
    funds.
9.  Invest in the rural economy to preserve working
    lands.
10. Use innovative permitting approaches to
    protect critical environmental areas.

-------
State Local






Mix land
uses




I
Take
advantage
of compact
building
design

II
Create a range
of housing
opportunities
and choices


III
Create
walkable
communities



IV
Foster distinctive,
attractive
communities with
a strong sense
of place

V
Preserve open
space, farmland,
natural beauty,
and critical
environmental
areas
VI
Strengthen and
direct
development
toward existing
communities

VII
Provide a
variety of
transportation
choices


VIII
Make
development
decisions
predictable,
fair, and cost-
effective
IX
Encourage
community and
stakeholder
collaboration
in development
decisions
X
VII. Strengthen and direct development toward existing communities
1.  Encourage the creation of a business improvement
    district.
2.  Use priority funding areas to direct development
    toward existing communities.
3.  Offer home equity assurance programs.
4.  Establish a land bank authority.
5.  Create a development finance insurance program.
6.  Develop asset-driven market analysis to encourage
    commercial and retail investment in underserved
    communities.
7.  Encourage infill by adopting innovative stormwater
    regulations and practices.
    Increase transit-oriented development by adding
    infill stations on existing transit lines and retro-
    fitting existing stations.
9.  Develop a revolving loan fund to support local
    independent businesses.
10. Designate a vacant-properties coordinator to use
    code enforcement provide incentives/ and develop
    partnerships to minimize and abate vacant properties.
    VIII.  Provide a variety of transportation choices
1.  Create programs and policies that support
    car sharing.
2.  Make sure transportation models and surveys
    accurately reflect all modes of transportation.
3.  Consult early with emergency responders when
    developing smart growth plans.
4.  Change state insurance policies so that pay-as-
    you-drive insurance can be implemented.
5.  Consider transportation when developing rating
    systems for green buildings and programs.
6.  Transform park-and-ride lots into multiuse
    facilities.
7.  Integrate goods movement and delivery into
    smart growth.
8.  Provide riders with customized transit
    information.
9.  Create comprehensive bicycling programs.
10. Introduce value pricing.

-------
State Local






Mix land
uses




I
Take
advantage
of compact
building
design

II
Create a range
of housing
opportunities
and choices


III
Create
walkable
communities



IV
Foster distinctive,
attractive
communities with
a strong sense
of place

V
Preserve open
space, farmland,
natural beauty,
and critical
environmental
areas
VI
Strengthen and
direct
development
toward existing
communities

VII
Provide a
variety of
transportation
choices


VIII
Make
development
decisions
predictable,
fair, and cost-
effective
IX
Encourage
community and
stakeholder
collaboration
in development
decisions
X
IX. Make development decisions predictable, fair, and cost-effective
    Educate elected leaders and public officials about
    smart growth.
2.  Direct development along corridors to
    create stronger districts.
    Create pattern books to streamline construction
    and enhance project marketability.
4.  Make zoning codes and other land development
    regulations simple to use and easy
    to read.
5.  Create a multimunicipal planning strategy to pro-
    vide for development in rural markets while main-
    taining rural character.
6.  Establish a state- or regional-level "smart growth
    cabinet."
7.  Create an "incentives expert" for developers and
    businesses when an area has been designated for
    development/redevelopment.
8.  Implement geographic information system-based
    planning into the development process.
9.  Streamline brownfield redevelopment approval
    processes.
10. Create investment funds for smart growth projects.
           Encourage community and stakeholder collaboration in development decisions
1.  Use third-party groups to make sure a range of
    stakeholder views is expressed.
2.  Use nonprofit groups as smart growth consultants.
3.  Use a "kick the tires" trip to take local govern-
    ment officials and residents to visit smart growth
    communities.
4.  Establish context-sensitive design training courses
    that focus on community-involvement strategies
    for traffic engineers.
5.  Use quick-response teams to gain approvals for
    smart growth developments.
6.  Conduct place audits to determine barriers and
    opportunities for smart growth.
7.  Develop community indicators to make sure that
    development is meeting community goals.
8.  Use color-coded maps to establish a planning and
    zoning framework for future planning  decisions.
9.  Illustrate complex concepts with photographs
    and imagery.
10. Create and distribute free videos to illustrate local
    planning goals.

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Directory of Smart Growth Funders and Lending Institutions

-------
      GETTING TO SMART GROWTH II
Directory of  Smart Growth  Funders  and  Lending  Institutions
The Acushnet Foundation
c/o Seamark Fin. Svcs.
P.O. Box 1498
Mattapoisett, MA 02739
(508) 758-6159
Contact:William Blasdale
Giving generally limited to the greater New Bedford, MA,
area funding building/renovation projects that support chil-
dren, human services, health, and historic preservation.

Adirondack Community Trust
105 Saranac Ave.
Lake Placid, NY 12946
(518) 523-9904
Contact: Cali Brooks, Exec. Dir.
info@generousact.org
http://www.generousact.org
Giving focused in the Adirondack region of NY funding build-
ing/renovation  projects that support community development,
health care, and historic preservation.

Allegheny Foundation
301 Grant St., Ste. 3900
Pittsburgh, PA 15219-6401
(412) 392-2900
Contact: Exec. Dir.
http://www.scaife.com
Giving primarily in western PA, with emphasis on Pittsburgh
focusing on community development, youth development, and
historic preservation.
Bank of America
315 Montgomery St.
San Francisco, CA 94104-1866
(404) 607-4173
Contact: Candace C Skarlatos, SVP, Outreach Specialist; or
Randy Muller (environmental projects)
http://www.bankofamerica.com/environment/index.cfm?
Menu_Sel=public&oth=smartgrowth
http://www.bankofamerica.com/environment/index.cfm?
template=env_comm_outreach
Lending for smart growth redevelopment, infill projects, and
mixed-use.

Bank of America
10 Light St., 19th Floor
MD4-302-19-02
Baltimore, MD 21201
(888) 488-9802
$350 Billion Commitment
http://www.bankofamerica.com/community/index.cfm?
template=cdb_threefiftybillion
State-by-state funding:
http://www.bankofamerica.com/community/index.cfm?
temp I ate=cdb_localef forts

Bank of America, Community Development Banking
600 Peachtree St., 14th Floor
Atlanta, GA 30308
(404) 607-6245
Contact: Ms. Laura Keenan, GA Development Manager
laura.keenan@bankofamerica.com
Develops and finances affordable housing in metro Atlanta:
http://www.chrcatlanta.org/directry/BACDC.htm
Bank of New York, NY
One Wai I Street
New York, New York 10286
(212) 635-7714
Community development lending:
http://www.bankofny.com/pages/acdb.htm

Bank One
1 Bank One  Plaza
Chicago, IL 60670
(877) 226-5663
Economic empowerment:
http://www.bankone.com/answers/BolAnswersDetail.aspx7top
=all&segment=ABO&topic=CorporateContributions.WhatWe
Fund&item=Economic Empowerment

Bay Area Community Foundation
703 Washington Avenue
Bay City, MI 48708-5717
(989) 893-4438
Contact: Roger Merrifield, C.E.O.
(800) 926-3217
bacfnd@bayfoundation.org
http://www.bayfoundation.org/comminit.html
Giving limited to Bay and  Arenac counties, MI, focusing on
investments that enhance  and sustain the Bay Area
Community.

Norwin S.and Elizabeth N.Bean Foundation
c/o New Hampshire Charitable Foundation
37 Pleasant St. Concord,  NH 03301-4005
(603) 225-6641
Contact: Nike F. Speltz, Senior Program Office
Giving limited to Amherst and Manchester, N H, focusing on
building/renovating to provide low-income housing.

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                                                                                                          APPENDIX B: DIRECTORY OF SMART GROWTH FUNDERS AND LENDING INSTITUTIONS
Bernstein Family Foundation
(formerly Leo M. Bernstein Family Foundation )
3299  K St., N.W.,Ste. 700
Washington, DC 20007
(202) 965-0737
Contact: Ami Ann Becker,  Exec.V.P. and Managing Dir.
Giving limited to charitable organizations located in or serv-
ing areas within a 100-mile radius of Washington, DC, focus-
ing on community development and housing.

Broadway Federal Bank,  CA
Community Development Account Representative
4800  Wilshire Blvd.
Los Angeles,  CA 90010
(866) 883-0283
Contact: Eric Johnson
Community Development Accounts serving South Central
Los Angeles
http://www.broadwayfed.com/communit.htm

Annie E. Casey Foundation
701 St. Paul  St.
Baltimore, MD 21202
(410) 547-6600
Funds projects that enhance troubled neighborhoods.
Family Economic Success: Provides funding for housing and
business development in  distressed communities.
http://www.aecf.org/initiatives/fes/fes/investments.htm

Citigroup
850 Third Ave., 13th Floor
New York, NY 10022
(212) 559-9007
Contact: Kim Latimer-Nelligan, Citigroup CCDE
Center for Community Development Enterprise
http://www.citigroup.com/citigroup/citizen/community/data/02
ccde.pdf
Community Development mission:
http://www.citigroup.com/citigroup/citizen/community/index.htm
City National Bank, CA
City National Corporation
City National Center
400 North Roxbury Dr.
Beverly Hills, CA 90210
(800) 773-7100
Economic development and affordable housing:
http://www.cityntl.com/infocenter/community/

DTE Energy Foundation
(formerly Detroit Edison  Foundation )
2000 2nd Ave., Rm. 1046 WCB
Detroit, MI 48226-1279
(313) 235-9416
Contact: Karla Hall, Secy.
http://www.dteenergy.com/community/foundation/index.html
Funds projects that understand the connection between envi-
ronmental protection and sustainable development, focusing
on brownfield redevelopment, commercial development, and
affordable housing; covers pre-development costs associated
with environmental assessment and cleanup. Funds primarily
SE Michigan.

DuPage Community Foundation
110 N. Cross St.
Wheaton, IL 60187-5318
(630) 665-5556
Contact: David M. McGowan,  Exec. Dir.
http://www.dcfdn.org
Giving primarily in IL for building/renovation supporting com-
munity development, the environment, and health care.

J.Tom Eady Charitable Trust
c/o Corsicana National Bank & Trust
P.O. Box 624
Corsicana,TX 75151
(903) 654-4500
Contact: Les Leskoven, Sr. V.P. and Trust Off.
Giving primarily in Navarro County,TX, funding construc-
tion/renovation projects supporting community development
and human services.
Federal Home Loan Bank of Cincinnati, OH
221 East 4th St.
1000 Atrium Two
Cincinnati, OH 45202
(513) 852-7615
Contact: Carol  M. Peterson, Senior Vice President and
Community Investment Officer
Affordable housing program:
http://www.fh I bcin.com/05_AffHou Pro.asp

First Tennessee Bank.TN
First Tennessee Housing Corporation
P.O. Box 84,10th  Floor
Memphis,TN 38101
(901) 523-4444
First Tennessee Housing Corporation
http://www.firsttennessee.com/ft_docs/cfm/2col.cfm?setion=
company_information&menu=comp_info_housing_corp&
body=housing_corporation

Fleet Boston
100 Federal St., 10034F
Boston, MA 02110
(617) 434-2200
Community Investment Group:
http://www. fleet.com/about_cig_overview.asp
Neighborhood revitalization across the Northeast:
http://www.fleet.com/communityreport/2002/economic.html
Community Partnerships in Massachusetts:
http://www.fleet.com/communityreport/2002/pdfs/Comm
InsertMA.pdf
Community Partnerships in New Jersey:
http://www.fleet.com/communityreport/2002/pdfs/Comm
InsertNJ.pdf

Ford Foundation
320 East 43rd St.
New York, NY 10017 USA
(212) 573-5000
Community Development:
http://www.fordfound.org/program/asset_units.cfm?unit_name
=community_development

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       GETTING TO SMART GROWTH II
The Foundation Center
http://www.foundationcenter.org
Lists information on over 70,000 grants and provides
valuable information to assist grant applications. A paid
subscription allows you to access everything online or go to a
Cooperating Collection, available in all 50 states, to access
grant information for free.
http://www.foundationcenter.org/coI lections/index.html;jses-
sionid=V3WNGFMRSWKR2P5QALRSGW15AAAACI2F

Mertz Gilmore  Foundation
218 East 18th St.
New York, NY 10003-3694
(212) 475-1137
Contact: Bethany Wall, Program Officer
bwall@mertzgilmore.org
Funds historic preservation, community development, and
planning in low-income neighborhoods in  NYC:
http://www.mertzgilmore.org/www/default2.asp?section=nyc

The James Irvine Foundation
One Market, Steuart Tower, Suite 2500
San Francisco, CA 94105
(415) 777-2244
http://www.irvine.org/framesetl6.htm
Supports demonstration projects in California that  promote
sustainable patterns of land use, revitalize urban areas, and
conserve land.

JSJ Foundation
700 Robbins Rd.
Grand Haven, MI 49417-2651
(616) 842-6350
Contact: Lynne Sherwood, Secy.-Treas.
http://www.jsjcorp.com.
Giving primarily in areas of company operations in  FL, MI,
TX, and WI funding construction/renovation projects focusing
on social services and health.
Junior Hospitality Club
P.O. Box 20393
Oklahoma City, OK 73156-0393
(405) 840-9978
Contact: Mary Tyson, Projects Chair.
Giving primarily in Oklahoma County, OK, funding renovation/
construction projects that support community development.

Living Cities: The National Community Development
Initiative
330 West 108th Street
New York, New York 10025
(212) 663.2078
Partnership of foundations, financial institutions, non-profits,
and the federal government funding CDCs.
http://www.livingcities.org/

Louisville Community  Development Bank, KY
Louisville Real Estate Development Company
2901 West Broadway
Louisville, KY 40211
(502) 778-7000
Louisville Real Estate Development Company:
http://www.morethanabank.com/lredc.htm

Lyndhurst Foundation
517 East Fifth St.
Chattanooga,TN 37403-1826
(423) 756-0767
Affordable housing, urban  planning, and revitalization
in Tennessee:
http://www.lyndhurstfoundation.org/prioritf.html

John D.and  Catherine  T.  MacArthur Foundation
140 S. Dearborn St.
Chicago, IL 60603-5285
(312) 726-8000
Loans and grants to support low-income housing preservation:
http://www.macfound.org/programs/pri/af fordable_housing.htm
The McKnight Foundation
710 Second St. S. Ste. 400
Minneapolis, MN 55401
(612) 333-4220
Contact: Rip Rapson, President
info@mcknight.org
http://www.mcknight.org
Limited to M N, providing grants for projects that encourage
developments that create more livable sustainable communi-
ties, foster economic development, increase affordable hous-
ing, preserve open space and provide transportation options.
http://www.mcknight.org/cfc/region.asp
Living Twin Cities: Encourages smarter growth and tries to
diminish the harm caused by unmanaged growth to create a
vibrant metropolitan region, http://www.mcknight.org/environ-
ment/living.asp

Merrill Lynch
California  Partnership for Economic Achievement
4695  MacArthur Court, Suite 1540
Newport Beach, CA 92660
(949) 223-6281
Contact: Cathy Paredes, Community Development Manager
California  Partnership for Economic Achievement
http://www.californiapartnership.ml.com
http://www.californiapartnership.ml.com/pdf/april2003
announcement.pdf

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                                                                                                         APPENDIX B: DIRECTORY OF SMART GROWTH FUNDERS AND LENDING INSTITUTIONS
J.R Morgan Chase & Company
270 Park Ave.
New York, NY 10017-2070
(585) 258-5454
Contact: Edward Sigler, Real Estate Lending Department
Commercial lending and investing:
http://www.jpmorganchase.com/cm/cs?pagename=Chase/Href
&urlname=jpmc/community/cdg/clu/overview
Grants for housing and economic development:
http://www.jpmorganchase.com/cm/cs? pagename=Chase/Href
&urlname=jpmc/community/grants
Supporting homeownership opportunities:
http://www.jpmorganchase.com/cm/cs?pagename=Chase/Href
&urlname=jpmc/community/cdg/rlu
Supporting the revitalization of low- and moderate-income
communities:
http://www.jpmorganchase.com/cm/cs? pagename=Chase/Href
&urlname=jpmc/community/cdg/rel

National Community Reinvestment  Coalition
733 15th Street, NW, Ste. 540
Washington, D.C. 20005
(202) 628-8866
http://www.ncrc.org
For a  list of banks participating in sub-prime lending.

The Parodneck Foundation for Self-Help, Housing &
Community Development, Inc.
(formerly The Consumer-Farmer Foundation, Inc.)
121 6th Ave., Ste. 501
New York, NY 10013
(212) 431-9700
Contact: Harold DeRienzo, Pres.
Giving limited to New York, NY, focusing on low-income hous-
ing, planning, and  community development with emphasis on
senior citizens.
PNC Bank
One PNC Plaza, 29th Floor
249 Fifth Ave.
Pittsburgh, PA  15222
Contact: Mia Hallett, Vice President and Manager
PNC Foundation
Foundations@pncbank.com
Community development funding:
http://www.pnc.com/aboutus/charitablecontributions.htmlttcdv

The Schumann Fund for New Jersey, Inc.
21 Van Vleck St.
Montclair, NJ 07042
973) 509-9883
Contact: Barbara Reisman, Exec. Dir.
http://fdncenter.org/grantmaker/schumann/
Supports coordinated land use planning and funds brownfield
redevelopment  primarily in New Jersey.

Seedco and Non-Profit Assistance Corporation
915 Broadway, Ste. 1703
New York, NY 10010
(212) 473-0255
Contact: William J. Grinker, Pres.
http://www.seedco.org
Supports low-income revitalization projects focusing on hous-
ing and economic development.

Shorebank
7054 S. Jeffery Boulevard
Chicago, IL 60649
realestate@sbk.com
(773) 420-4824
Contact: Jack Crane
Green historic rehabilitation in Ohio:
http://www.clevelandgbc.org/cec/
Financing focused on rehabilitation and multi-family
residential:
http://www.sbk.com/livesite/realestate/realestate.asp
City of Cleveland, Neighborhood Revitalization Initiative:
http://www.shorebankcleveland.com/reaLestate/
Silicon Valley Bank, CA
3003Tasman Dr.
Santa Clara, CA 95054
(415) 344-6223
Contact: Christine Carr, Senior Relationship Manager,
Community Development Finance
ccarr@svbank.com
Community development finance:
http://www.svb.com/bus_serv/lending/cdf.html

Sovereign Bank, PA
CRA Community Development Office
Mail Code: 10-6438-CD8
P.O. Box 12646
601 Penn St.
Reading, PA 19601
(877) 768-9121
Community Development
http://www.sovereignbank.com/companyinfo/comdev.asp

Morgan Stanley
Community Affairs
1601  Broadway, 12th Floor
New York, NY 10019
(212) 259-1235
Community Development Giving:
http://a992.g.akamai.net/7/992/770/d9al8c587ddb79/www.
morganstanley.com/about/inside/charitable_annual 2 002.pdf

SunTrust
Mail Code HDQ 4109
P.O. Box 85024
Richmond, VA 23285-5024
(800) 279-4824
SunTrust Community Development Corporation
http://www.suntrust.com/common/AboutST/diversity/
community_diversity_efforts.asp
SunTrust and the Florida Community Loan Fund
http://www.fclf.org/floridaSolutionsInvestorStories.cfm

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       GETTING TO SMART GROWTH II
Surdna Foundation
330 Madison Ave., 30th Floor
New York, NY 10017
(212) 557-0010
http://www.surdna.org/programs/environment.html
Smart growth development, transportation and urban/subur-
ban land use issues.

Turner Foundation, Inc.
One CNN Center
Suite  1090 South Tower
Atlanta, GA 30303
(404) 681-9900
http://www.turnerfoundation.org/grants/pa.asp
Funds air quality, energy, and transportation policies that sup-
port sustainable land use.
U.S. Bancorp
U.S. Bancorp Center
800 Nicollet Mall
Minneapolis, MN 55402
Community development: http://www.usbank.com/about/com-
m u nity_re I ations/com muni ty_invest.htm I

Wachovia
565 5th Ave.
New York, NY
(212) 983-0651
Contact: Jane Henderson, Senior Vice President
Director of Community Development
contact.community@wachovia.com
Statewide initiatives:
http://www.wachovia.com/inside/page/0,,139_413_424,00.html
Wachovia Foundation:
http://www.wachovia.com/inside/page/0,,139_414_430,00.html
Affordable housing initiatives:
http://www.wachovia.eom/i nside/page/0,,139_413_419_428,
00.html
Wells Fargo
Wells Fargo Housing Foundation
6th and  Marquette, Suite 1900
Minneapolis, MN 55479
(612) 667-2146
Local initiatives:
http://www.wellsfargo.com/about/charitable/index.jhtml
Wells Fargo Housing Foundation, homeownership for low-
income families:
http://www.wellsfargo.com/about/wfhf_oview.jhtml

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Bibliography  | List of Acronym

-------
GETTING TO SMART GROWTH II
                                  Bibliography
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                                 the Local Initiatives Support Coalition, October 1, 2000.
                                 American Planning Association. Regional Approaches to Affordable Housing, Chicago,
                                 IL. February 2003.
                                 American Planning Association, Planning for Smart Growth, 2002 State of the States,
                                 Chicago, IL: APA, February 2002.
                                 Baer, Susan F. The Case of a Milwaukee Business Improvement District: Politics and
                                 Institutional Arrangements. Prepared on behalf of the 2001 Annual Meeting of the
                                 American Political Science Association, August 2001.
                                 Beaumont, Constance. Better Models for Superstores. Washington, D.C.: National
                                 Trust for Historic Preservation, 1997.
                                 Beimborn, Edward, Rob Kennedy, and William Schaefer. Inside the Black Box:
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                                 CalPERS Web site, www.calpers.ca.gov/.
                                 Carestens, Diane Y. Site Planning and Design for the Elderly: Issues, Guidelines, and
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                                 Casey, Dougal M. 26*6*2 U.S. Retail Sales, Mall Sales, and Department Store Sales
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                                 CB Richard Ellis, Inc. Washington, D.C., Metro Area Office Market, End of Year
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                                 Center for Community Change, www.communitychange.org.
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                                 Congress  for the New Urbanism. Civilizing Downtown Highways: Putting New
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Congress for the New Urbanism, Grey fields Into Goldfields. 2001.
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Duerksen, Chris, and Robert Blanchard. "Belling the Box: Planning for Large
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Federal Highway Administration. "Context Sensitive Design/Thinking Beyond the
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Community and Regional Planning, Kansas University, 1999.

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GETTING TO SMART GROWTH II
                          List  of Acronyms

                         ARC - Atlanta Regional Commission
                         BID - business improvement district
                         BMP - best management practice
                         C/CAG - City/County Association of Governments of
                           San Mateo County
                         CDC - Centers for Disease Control and Prevention
                         CHA - Chicago Housing Authority
                         CHD - cottage housing development
                         COAH - Council on Affordable Housing
                         COG - council of governments
                         CPTED - crime prevention through environmental design
                         CSD - context-sensitive design
                         CTN - Community Transit Network
                         DPI - development finance insurance
                         DOT - Department of Transportation
                         EPA - Environmental Protection Agency
                         HEAP - home equity assurance program
                         HUD - Department of Housing and Urban Development
                         GIS - geographic information systems
                         LBA - land bank authority
                         LCI - Livable Centers Initiative
LEED - Leadership in Energy and Environmental Design
M-NCPPC - Maryland-National Capital Park and
  Planning Commission
MPO - metropolitan planning organization
NJHT - New Jersey Historic Trust
PEA - priority funding area
PUD - planned unit development
RAHS - Regional Affordable Housing Strategy
RLE - revolving loan fund
SMART - safe, mixed income, accessible, reasonably priced,
  and transit-oriented
SNAP  - Strategic Neighborhood Action Plan
TCRPC - Treasure Coast Regional Planning Council
TE - transportation enhancements
TND - traditional neighborhood design
TOD - transit-oriented development
VCP -  voluntary cleanup program
VOC - volatile organic compounds

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