05.22.2025 EDC Agenda Packet
TOWN OF TROPHY CLUB
MEETING AGENDA
ECONOMIC DEVELOPMENT
CORPORATION
1 Trophy Wood Drive
Trophy Club, Texas 76262
May 22, 2025 6:00 PM Council Chambers
CALL TO ORDER AND ANNOUNCE A QUORUM
PUBLIC COMMENT(S)
This is an opportunity for citizens to address the Board/Commission on any matter pursuant
to Texas Government Code Sec. 551.007. The Board/Commission is not permitted to
discuss or take action on any presentations made concerning matters that are not listed on
the agenda. Presentations are limited to matters over which the Board/Commission has
authority. Speakers have up to three (3) minutes or the time limit determined by the
Presiding Officer. Each speaker must have submitted their request to speak by completing
the Speaker’s Form or may email tdixon@trophyclub.org
REGULAR ITEMS
1. Consider approval of the April 3, 2025, Economic Development Corporation Meeting
Minutes. (Tammy Dixon, Town Secretary)
2. Discuss the Thrive Business Grant Program. (Tamara Smith, Assistant to the Town
Manager)
3. Discuss and provide feedback on the draft final plan document of The Grove at TC Small
Area Plan Project. (Tamara Smith, Assistant to the Town Manager)
4. Discuss the Economic Development Corporation FY 2025-2026 Budget. (Tamara Smith,
Assistant to the Town Manager)
ADJOURN
The Board/Commission may convene into executive session to discuss posted items as
allowed by Texas Government Code Sections 551.071 through 551.076 and Section
551.087.
Notice is hereby given that a quorum of the Town of Trophy Club Town Council may be in
attendance at this meeting. The Town Council will not deliberate or take any action.
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CERTIFICATION
I do hereby certify that the Notice of Meeting was posted on the bulletin board at the Town Hall
for the Town of Trophy Club, Texas, in a place convenient and readily accessible to the general
public at all times on the following date and time: May 15, 2025, at 8:45 a.m., and said Notice of
Meeting was also posted concurrently on the Town’s website in accordance with Texas
Government Code Ch. 551 at least 72 hours prior to the scheduled time of said meeting.
/s/ Tammy Dixon
Tammy Dixon, Town Secretary
If you plan to attend this public meeting and have a disability that requires special needs,
please contact the Town Secretary’s Office at 6822372900, 48 hours in advance, and
reasonable accommodations will be made to assist you.
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ECONOMIC DEVELOPMENT CORPORATION
COMMUNICATION
MEETING DATE: May 22, 2025
FROM: Tammy Dixon, Town Secretary
AGENDA ITEM: Consider approval of the April 3, 2025, Economic Development Corporation
Meeting Minutes. (Tammy Dixon, Town Secretary)
BACKGROUND/SUMMARY: The Economic Development Corporation held a regular meeting on
April 3, 2025.
BOARD REVIEW/CITIZEN FEEDBACK: N/A
FISCAL IMPACT: N/A
LEGAL REVIEW: N/A
ATTACHMENTS:
1. 04.03.2025 EDC Minutes
ACTIONS/OPTIONS:
Move to approve the April 3, 2025, Economic Development Corporation Meeting Minutes.
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Town of Trophy Club Economic Development Corporation Meeting Minutes
April 3, 2025, 7:00 p.m., Regular Meeting
1 Trophy Wood Drive, Trophy Club, Texas 76262
CALL TO ORDER
President Addington called the meeting to order at 7:00 p.m.
EDC BOARD MEMBERS PRESENT
Teri Addington, President
Allan Pedersen, Vice President
Greg Fox
Scott Hinshaw
Joseph Longo
EDC BOARD MEMBERS ABSENT
Garrett Wallace
James Calaway, Secretary
STAFF PRESENT
Brandon Wright, Town Manager
Tammy Dixon, Town Secretary
Tamara Smith, Assistant to the Town Manager
April Duvall, Director of Finance
Matt Cox, Director of Community Development
PUBLIC COMMENTS
There were none.
REGULAR ITEMS
1. Consider approval of the February 27, 2025, Economic Development Corporation Meeting
Minutes.
Director Longo moved to approve the February 27, 2025, meeting minutes. Vice President
Pedersen seconded the motion.
VOTE ON THE MOTION
AYES: Addington, Pedersen, Longo, Fox, Hinshaw
NAYES: None
ABSENT: Wallace, Calaway
VOTE: 5-0-2
2. Consider approval of a resolution amending the Thrive Business Grant program, which
provides revisions to sections regarding grant requirements, monitoring and
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EDC Meeting Minutes – February 27, 2025 Page 2
accountability, and proposing a new timeline. (Tamara Smith, Assistant to the Town
Manager).
Tamara Smith, Assistant to the Town Manager, presented proposed updates to the Thrive
Business Grant program based on board feedback and staff recommendations. Key revisions
include:
• Grant Requirements:
o Equipment purchased with grant funds must remain in Trophy Club for the lifespan
of the business.
o Grant amounts may be adjusted by up to 10% for unforeseen circumstances.
o Exterior improvements (e.g., painting, additions) must receive Town approval prior
to implementation.
o Three quotes are required for purchases, with at least one from a local business
(either based in or owned by a Trophy Club resident). If a local quote is not
available, documentation must be provided.
o International shipping and customs fees will not be reimbursed.
• Monitoring & Accountability:
o Performance agreements must be signed within 60 days of receipt, or the grant
will be rescinded and require reapplication.
• Timeline:
o Application opens in April, reviewed by Economic Development Corporation (EDC)
in July, approved by Town Council in August, with agreements signed in September.
Projects begin after EDC approval and must be completed within one year.
Director Longo moved to approve Resolution No. EDC 2025-01 amending the Thrive
Business Grant program, which provides revisions to sections regarding grant requirements,
monitoring and accountability, and proposing a new timeline. Vice President Pedersen seconded
the motion.
VOTE ON THE MOTION
AYES: Addington, Pedersen, Longo, Fox, Hinshaw
NAYES: None
ABSENT: Wallace, Calaway
VOTE: 5-0-2
ADOURN
President Addington adjourned the meeting at 7:05 p.m.
_____________________________
Teri Addington, President
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EDC Meeting Minutes – February 27, 2025 Page 3
ATTEST:
____________________________
Tammy Dixon, Town Secretary
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ECONOMIC DEVELOPMENT CORPORATION
COMMUNICATION
MEETING DATE: May 22, 2025
FROM: Tamara Smith, MSL, Assistant to the Town Manager
AGENDA ITEM: Discuss the Thrive Business Grant Program. (Tamara Smith, Assistant to the
Town Manager)
BACKGROUND/SUMMARY: On July 11, 2023, the Economic Development Corporation (EDC)
discussed and considered a grant program tailored to benefit businesses within the Trophy
Club community. The EDC deliberated and expressed the desire to support projects
encompassing exterior and interior enhancements, equipment, and signage upgrades.
Moreover, the Board has advocated for a nominal contribution from businesses in the form of
matching funds, which will foster a sense of mutual accountability.
The Board allocated $300,000 to the grant program for FY 2023-2024. The program is an
annual application with an evaluation and presentation to the EDC. Formal agreements are
developed for each award recipient with progress reporting, final inspections, and performance
requirements.
The Thrive Business Grant program offers reimbursable matching grants (75%) of up to
$20,000 to support facade enhancements, sign improvements, interior renovations, equipment
upgrades, and other critical investments. Under the terms of the grant, work must begin within
six months from the date of the award. Grantees are required to submit regular progress
reports, including financial statements, photos, and updates on project milestones. Failure to
meet specified performance requirements as set forth in each agreement requires 100%
repayment of the grant dollars received.
On October 11, 2023, staff presented a draft of the grant program to the Economic
Development Corporation (EDC) for review. The proposal was then discussed and approved by
the EDC Board during its meeting on February 27, 2024. Following this, the Thrive Business
Grant received Town Council approval on May 28, 2024. The grant program was officially
opened to the public on July 8, 2024.
Since the program's launch, the Town Manager, Communications Director, and Assistant to
the Town Manager have conducted site visits to businesses located along Trophy Club Drive,
Highway 114 Frontage Road, PD 30, Trophy Club Commons, and Trophy Club Plaza.
On November 20, 2024, the EDC determined that seven projects met the requirements of the
Thrive Business Grant. The Town Council approved six businesses and seven projects on
December 9, 2024, with a total grant amount of $104,380.67 leaving a remaining balance of
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$195,619.33 for the second cycle of grants.
The EDC met on February 27, 2025 to discuss continuing the Thrive Business Grant for another
year. During the meeting, the EDC Board made recommendations for amendments to the
program. The EDC met on April 3, 2025 to approve amendments to the second cycle of the
Thrive Business Grant program. These proposed changes were approved by the Town Council
at its April 14, 2025 meeting. The amendments address several areas, including grant
requirements, monitoring and accountability, and the addition of a new timeline section.
Key revisions include:
• Any equipment purchased with grant funds must remain in Trophy Club for the duration
of the business’s operational life.
• Grant awards may be adjusted by up to 10%, with a maximum grant amount of
$20,000.
• Businesses must demonstrate efforts to obtain local quotes when available and submit
three quotes in total, including at least one from a local vendor.
• International shipping and customs fees are not reimbursable, and all shipping costs
must be itemized.
• Town approval is required for any exterior modifications to the business premises.
The revised Thrive Business Grant program will span approximately 18 months, with key
deadlines for the second cycle scheduled from April 2025 through October 2026.
Thrive Business Grant Timeline – Fiscal Year 2025-2026
• Grant Launch: April 15, 2025
• Grant Application Deadline: June 15, 2025
• EDC Review: July 2025
• EDC Approval: July 2025
• Town Council Approval: August 2025
• Performance Agreements Signed by Business: September 2025
• Performance Agreements Signed by EDC: October 2025
• Project Start: October 2025
• Project Completion Deadline: October 2026
This agenda item will provide updates on the first round of Thrive Business Grants and discuss
the second round of Thrive Business Grant.
BOARD REVIEW/CITIZEN FEEDBACK: N/A
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FISCAL IMPACT: The Board allocated $300,000 from the EDC 4B Fund for the Fiscal Year 2023-
2024 grant program. For the Fiscal Year 2024-2025, the budget includes a cap of $150,000 for
the Thrive Grant Program. This arrangement ensures that the remaining $150,000 will be
available for the grant program in subsequent years. Total grant dollars expended are
$104,380.67. This leaves a remaining balance of $195,619.33.
LEGAL REVIEW: N/A
ATTACHMENTS:
1. Thrive Business Grant
ACTIONS/OPTIONS:
This agenda item is being presented for discussion only. No action will be taken by the
Economic Development Corporation Board regarding this agenda item.
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Thrive Business Grant
FY 24-25
Guidelines and Application
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The Thrive Business Grant (TBG) is an initiative aimed at supporting local
businesses within the Town by providing reimbursable matching grants for
various improvement projects. The program seeks to enhance the visual appeal
and improve overall competitiveness of businesses, ultimately driving economic
growth and community prosperity.INTRODUCTIONPage 12 of 104
The Trophy Club Economic Development Corporation
(EDC) is dedicated to driving economic progress within the
Town. Its core mission is to actively foster employment
opportunities and enhance the overall well-being of the
community by spearheading, developing, facilitating, and
financing projects in accordance with the Economic
Development Act.
In 2023, the EDC Board earmarked $300,000 to kickstart the TBG . This program
is designed with the aim of fostering enhancements both externally and internally,
as well as furnishing essential equipment to facilitate expansion and operational
efficiency. The overarching objective is to maintain our Small Town Charm and
stimulate customer growth within the Town.
The EDC places significant emphasis on thorough deliberation, ensuring that all
grants align with the best interests of the community and that the projected
benefits are effectively realized.
Each applicant will be viewed on a case-by-case bases to help businesses achieve
success in Trophy Club.BACKGROUNDPage 13 of 104
The TBG is a dynamic initiative aimed at fortifying local
businesses within the town. This program offers reimbursable
(75%) matching grants of up to $20,000 to support facade
enhancements, sign improvements, interior renovations,
equipment upgrades, and other critical investments. By
empowering businesses to make these vital improvements, the
EDC aims to bolster the Town's economic vitality, create a
more appealing business environment, and foster community
prosperity.
The program aims to facilitate well-thought-out improvements that harmoniously
incorporate essential storefront elements into a appealing identity, potentially
including provisions for establishing an accessible public entrance if necessary.
Additionally, it supports interior enhancements aimed at improving the overall
customer experience and the enhancement of existing signage or the construction
of new signage approved by the Town. While Town staff will offer guidance on
acceptable improvements, applicants are responsible for collaborating with
licensed architects and contractors to refine the conceptual design according to
the scope of work.OVERVIEWPage 14 of 104
While the Town will review all TBG applications that align
with the eligibility criteria, it places particular emphasis on
backing projects poised to yield a substantial positive influence
on both the Town and its economic landscape.
This includes generating increased business activity, making
significant financial investments, facilitating revitalization
efforts, and ensuring the retention or expansion of existing
employers.
Prior to participating in the program, applicants must ensure they are current
with all municipal tax obligations;
Applicants are required to have no Town liens recorded against any property
owned by them, encompassing, but not limited to, liens for weed control,
demolition, board-up/open structure, and outstanding payments;
Eligibility Criteria:ELIGIBILITY CRITERIAEligible applicants must either be property owners or tenants
situated within the Town of Trophy Club;
Tenants must obtain written approval from property owners
in order to participate in the program;
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Eligibility Criteria:
All applicants have to be located within Trophy Club;
All applicants are required to adhere to both state and local laws and
regulations governing licensing, permits, building codes, and zoning
requirements;
Excluded from consideration are government offices, residential properties,
home-based enterprises, religious organization, churches, as well as
establishments dealing in sexually-oriented or smoking paraphernalia
products; and
Applicants must demonstrate financial stability and a clear plan for the
project's completion.ELIGIBILITY CRITERIAPage 16 of 104
Interior Renovations: Funding can be allocated for interior renovations, such as;
Remodeling enhancements that improve the customer experience,
General maintenance such as HVAC, plumbing, electrical, etc.
Equipment Purchases: Grants can cover the cost of purchasing new equipment
or upgrading existing machinery to increase operational efficiency and
productivity.
Signage: Grants can cover the cost of purchasing signage off site to promote and
market their business.
Applications must be made prior to work beginning. No grants will be awarded
for work that has already started, in progress, or completed.ELIGIBILITY PROJECTSFaçade Improvements: Grants may be used to enhance the
exterior appearance of businesses, including;
Improvements to an existing exterior structure,
Improvements to public facing façade(s)
Signage
Seating, and
General building/property beautification including
landscape.
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Any deviation from the approved grant project may result in the total or partial
withdrawal of the grant.
Grants are awarded as a single payment to the applicant, excluding sales tax. The
Town will not reimburse any sales tax on items purchased.
If an applicant is awarded a grant for any work performed pursuant to this
program and the work is altered for any reason within one year from the date of
construction, the applicant may be required to reimburse the Town of Trophy
Club immediately for the full amount of the grant.
Further, if a property is listed for sale and/or leased to a tenant for a purpose not
originally intended by the grant application within one year of reimbursement,
the applicant may be required to reimburse the Town of Trophy Club
immediately for the full amount of the grant.GRANT REQUIREMENTSWork must begin within six months from the date of the
award.
Grant funds are paid out on a reimbursement basis once
completed work has been verified by Town staff as compliant
with the plans proposed in the approved application.
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If a local quote or any of the three required quotes cannot be obtained, the
business must document its efforts to secure them, including the steps taken and
the reasons the quotes could not be acquired.The EDC Board will consider this
effort in its evaluation.
The grant does not reimburse international shipping or customs fees for items
purchased overseas. These costs must be covered by the business owner.
Additionally, shipping costs must be itemized on the submitted quote.GRANT REQUIREMENTSAny equipment purchased using grant funds must remain
within the Town of Trophy Club for the entire operational
lifespan of the business.
The agreed-upon price or grant amount may be adjusted by up
to 10% to account for unforeseen circumstances or price
fluctuations, with a maximum grant amount of $20,000.
All exterior work, including but not limited to painting
(including color selections), building additions, and any
changes to the exterior appearance, must be submitted to the
Town of Trophy Club for approval before implementation.
Businesses must obtain and submit a minimum of three
quotes:
One quote from a local business (a business with a
registered address in Trophy Club or owned by a Trophy
Club resident).
Two additional quotes from other vendors.
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Each TBG application will be processed in accordance with
the following standards and procedures.
One of the prerequisites is furnishing documentation
confirming the absence of any outstanding property tax
payments for the property.
Applicants undertaking projects that encompass the
refurbishment of one or more existing structures must furnish a
comprehensive plan along with quotes and cost projections for
the renovations.
Furthermore, if a project is not approved for the intended fiscal
year, the application will be retained for consideration for up to
one year.
Interested businesses will complete and submit a application form, including
property owner written approval (if applicable) project details,
comprehensive plan, project cost, three quotes (if applicable), and a timeline
for completion.
The EDC will review applications and may approve applications based on
eligibility criteria and alignment with program goals.
The approved applications will then be reviewed by the Town Manager
before being submitted to the Town Council.
The application review process will take up to 60 days.
Selected businesses will be notified of their grant award and will receive
instructions on reimbursement procedures.
Approved businesses will sign a performance agreement, and will
be instructed on when to begin their proposed projects and
may seek reimbursement upon completion.
Application Process:APPLICATION PROCESSThe TBG will announce specific periods when
applications will be accepted from eligible businesses.
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Progress Reporting: Grantees will be required to submit regular progress
reports, including financial statements, photos, and updates on project
milestones.
Final Inspection: Upon project completion, a final inspection will be
conducted to ensure that the work meets the program's standards.
Reimbursement Process: Grantees will submit documentation for eligible
expenses, and reimbursement will be issued in accordance with the program's
guidelines.
Performance Requirements: Grantees will be required to fulfill performance
requirements set forth in the performance agreement, failure to meet the specific
requirements in the agreement will mean repayment of 100% of grant dollars
received. If the performance agreement is not signed within 60 days of receipt,
the grant will be rescinded, and you will need to reapply in the next grant cycle.
Monitoring & Accountability
Process:MONITORING & ACCOUNTABILITYPage 21 of 104
As part of the consideration for any incentives, the Town will have the right to
review and verify the applicant’s financial statements and records related to the
project and the amount of any incentives that may be payable in any given year;
and conduct an on-site inspection of the project in order to verify compliance with
the terms and conditions of the TBG.
The Town Council retains sole authority to approve or deny
any TBG application and is under no obligation to approve
any application.
The Town retains the authority to reject an application while
offering suggestions for improvements that could lead to
future acceptance.
The Town of Trophy Club has the right to terminate any
agreement under the TBG if a participant is found to be in
violation of any conditions set forth in these guidelines.
The Town reserves the right to make adjustments regarding
conditions and parameters outlined in these guidelines.
Prioritization is given to established businesses over those
operational for a year or less.
The possibility exists to approve multiple projects for
businesses if additional funding remains available.ADDITIONAL INFORMATIONPage 22 of 104
Thrive Business Grant Timeline – Fiscal Year 2025-2026
The following timeline outlines the key dates for the Thrive
Business Grant. Please note that dates are subject to change.
For up-to-date information, visit our website or contact us
directly.
Grant Launch: April 15, 2025
Grant Application Deadline: June 15, 2025
EDC Review: July 2025
EDC Approval: July 2025
Town Council Approval: August 2025
Performance Agreements Signed by Business: September
2025
Performance Agreements Signed by EDC: October 2025
Project Start: October 2025
Project Completion Deadline: October 2026
The total duration of the grant process, from application launch
to project completion, is approximately 1.5 years.TIMELINEPage 23 of 104
ELIGIBLE AREATown of Trophy Club
Boundary Map
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APPLICATIONApplicant Name
Business Name
Business Address
Mailing
Address
Thrive Business Grant (TBG)
Application
Contact Number
E-mail Address
Building Owner
Name
Building
Name
Project Information
Project Site/
Address
Project
Type
Project
Description
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APPLICATIONHow will this
project benefit the
community?
How will this
project benefit your
business?
Project Expenditures Expenditure Total Total Grant Dollars
Requested for Expenditure
Project Cost
Thrive Business Grant (TBG)
Application
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APPLICATIONTotal Cost of
Project
Total Grant Dollars
Requesting
*25% of total cost of project is the responsibility of the applicant.
Number of
Employees
Number of Years in
Trophy Club
Business Information
Annual Revenue
Please ensure that the final project scope of work, along with accompanying pictures, drawings, and
any relevant documentation, is attached. This comprehensive package will play a crucial role in
conveying a cohesive narrative that will aid the EDC and Town staff in comprehending your vision
for the allocation of grant funds.
By signing this document, you affirm that you possess the requisite authority to seek funding for the
mentioned business, you will abide by the program guidelines, and that the information furnished is
true and accurate to the best of your knowledge.
Signature: _________________________________________________________________________
Printed Name: _____________________________________________________________________
Title: _____________________________________________________________________________
Date: ________________________________
Will this project create or retain jobs?Yes No
Thrive Business Grant (TBG)
Application
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In-Person:
Town of Trophy Club
1 Trophy Wood Drive
Trophy Club, TX 76262
Via E-mail:
thrive@trophyclub.org
Online Application:
Please Return To:
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ECONOMIC DEVELOPMENT CORPORATION
COMMUNICATION
MEETING DATE: May 22, 2025
FROM: Tamara Smith, MSL, Assistant to the Town Manager
AGENDA ITEM: Discuss and provide feedback on the draft final plan document of The Grove
at TC Small Area Plan Project. (Tamara Smith, Assistant to the Town Manager)
BACKGROUND/SUMMARY: In 2024, the Town Council approved six business goals for Fiscal
Year 2025. Under the Support Business Focus Area, one objective was to redevelop and create
successful business areas fostering a unique sense of place. The initiative for this objective is to
continue the redevelopment strategies and themes along the SH114 corridor and other key
commercial areas.
To address this Council business goal, the Town issued a request for proposals (RFP) on March
25, 2024, seeking a comprehensive small area plan for properties adjacent to State Highway
114 Frontage Road and Trophy Wood Drive. The aim is to redefine the property layout with a
focus on various priorities, including enhancing economic resilience, fostering service-based
employment, improving overall quality of life, promoting sustainability, enhancing pedestrian
safety and walkability, facilitating future development, and addressing area parking needs.
The proposal submission period closed on April 15, 2024. Following a thorough review of bid
packets by three Economic Development Corporation (EDC) members and four staff
members, it was determined that The John R. McAdams Company, Inc. ("McAdams") emerged
as the top contender among the submissions.
In May 2024, both the EDC and Town Council approved a professional services contract with
McAdams to lead the small area plan process. The project officially kicked off on July 8, 2024.
McAdams divided the process into five phases: Explore, Evaluate, Envision, Enact, and Execute.
The Explore phase included the project program, the kick-off meeting, and stakeholder
feedback. During this phase, the Town and McAdams conducted interviews with nine
businesses in the small area plan to gather insights on their concerns and positive aspects of
the area. The Evaluate phase involved inventory, analysis, and a market study of the area,
conducted with the help of their third-party consultant, Catalyst.
In November 2024, the Town and McAdams started the Envision phase, which conducted a
community-wide online survey to gather feedback from residents. The goal was to collect
valuable insights from as many residents as possible by providing an accessible online platform,
particularly for those unable to attend the open house but still wishing to share their input. The
survey was promoted through Town-wide communications to maximize visibility and
encourage participation. Over a four-week period, 595 responses were received, yielding a
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4.15% response rate, which is within the preferred range.
On February 13, McAdams presented two plan scenario variations to the EDC Board to gather
initial feedback. The concepts were then shared with the Town Council on February 24, where
McAdams was asked to return for a follow-up work session to allow for further discussion. In
response, a joint meeting with the Town Council and EDC was held, during which McAdams
presented Option 2 alongside a revised version that incorporated feedback from the EDC. The
presentation covered key topics including programming, feasibility, project phasing, the TIRZ
funding mechanism, and a comprehensive analysis of the pros and cons.
The Town is currently in the latter half of the Enact phase. A preferred concept has been
selected, and the McAdams team has prepared a final draft of the plan. Tonight, the EDC will
discuss the draft final plan and offer feedback, which will be forwarded to the McAdams team
for review and incorporation. Following tonight’s meeting, McAdams will incorporate any
additional input and prepare a final presentation and plan for adoption by both the EDC and
Town Council in July.
BOARD REVIEW/CITIZEN FEEDBACK: The EDC has a subcommittee that meets bi-weekly with
McAdams and provides monthly updates to the full EDC Board. Attached to this agenda item is
the meeting minutes from March 10th, March 25th, April 22nd, and May 6th.
FISCAL IMPACT: The total amount for the Small Area Plan was initially budgeted at $89,437,
expended from the Economic Development Corporation Fund. On March 6, 2025, a change
order was requested to include an additional $3,563. Additional services were asked of
McAdams, including (2) preliminary concept plans, adding an alternate to the preliminary
concept number two, phasing plan, and preliminary program for both concepts. Additional
costs also include an EDC meeting as well as a joint work session between the EDC and Town
Council. The total cost of the McAdams contract is now $93,000.
LEGAL REVIEW: N/A
ATTACHMENTS:
1. Draft Final Plan
2. Small Area Plan Schedule
3. March 10, 2025 Meeting Minutes
4. March 25, 2025 Meeting Minutes
5. April 22, 2025 Meeting Minutes
6. May 6, 2025 Meeting Minutes
ACTIONS/OPTIONS:
This agenda item is being presented for discussion and feedback purposes only. No action will
be taken by the Economic Development Corporation Board regarding this agenda item.
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The Grove at TC
Small Area Plan
Town Of Trophy Club
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TOWN OF TROPHY CLUB
Town Council
Jeannette Tiffany/ Mayor
Steve Flynn/ Mayor Pro Tem
Stacey Bauer/ Council Member
Jeff Beach/ Council Member
Dennis Sheridan/ Council Member
Rhylan Rowe/ Council Member
Economic Development Corporation
Teri Addington/ EDC Member
Joe Longo/ EDC Member
James Calaway/ EDC Member
Allan Pedersen/ EDC Member
Greg Brothers Fox/ EDC Member
Garrett Wallace/EDC Member
Scott Hinshaw/EDC Member
CONSULTANT TEAM
McAdams / Planning + Design Lead
Jameson Pinson/ Director
Randi Rivera/ Director
Marisa Brewer/ Planner
Catalyst Commercial, Inc.
Chris Branham / Principal
ACKNOWLEDGMENTS DR
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Contents
Chapter 1
Chapter 2
Chapter 3
Chapter 4
Executive Summary
1.1 What is a Small Area Plan
1.2 What is in the Plan
1.3 The Grove at TC Development Plan
1.4 Implementation + Action Plan
Site and Community Characteristics
2.1 Community Demographics
2.2 Market Analysis Summary
2.3 Description of the Area
Visioning Process
3.1 Area Identity and Vision Statement
3.2 Guiding Principles
3.3 Engagement Plan + Process
The Grove at TC
4.1 The Grove at TC
4.2 Process Steps
4.3 Market Analysis
4.4 Final Development Plan
4.5 Pedestrian Plan
4.6 Vehicular Plan
4.7 Open Space Plan
Action Items and Implementation
5.1 Implementation Guidelines
5.2 Implementation + Action Plan
Appendix
Chapter 5
Chapter 6
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Contents
Chapter 1
Figure A.1 Site Location
Figure B.1 Project Process
Figure C.1 Plan Structure
Figure D.1 Town Of Trophy Club Town Hall
Figure E.1 Planning Process
Figures
Chapter 2
Figure A.2 Trophy Club
Figure B.2 Population Chart
Figure C.2 Forth of July Parade
Figure D.2 Town of Trophy Club Home
Figure E.2 Town of Trophy Club House Hold Income
Figure F.2 Town of Trophy Club Housing Type
Figure G.2 Avalon Mixed Use Development
Figure H.2 Catalyst Trade Area Map
Figure I.2 Ownership Tract By Use
Figure J.2 Ownership Tract Map
Figure K.2 Existing Street Network Map
Figure L.2 Existing Pedestrian Network Map
Figure M.2 Existing Land Use Map
Figure N.2 Existing Constraints Map
Chapter 3
Figure A.3 Team Photo
Figure B.3 Guiding Principles
Figure C.3 Community Engagement Event
Figure D.3 Community Engagement Event
Figure E.3 Aerial
Figure F.3 TC Website
Figure G.3 TC Website
Figure H.3 Online Survey
Figure G.3 Online Survey
Chapter 3
Figure I.3 Aerial
Figure J.3 Palisades Shopping Center
Figure K.3 Community Engagement Open House
Figure L.3 Community Engagement Open House
Figure M.3 Community Engagement Board
Figure N.3 Community Engagement Board
Figure 0.3 Community Engagement Feedback
Figure P.3 Photos Taken From Trophy Club Website
Figure Q.3 The City of Minneapolis
Figure R.3 Town of Trophy Club
Figure S.3 Easton Town Center
Chapter 4
Figure A.4 Planning Process
Figure B.4 Plan Options
Figure C.4 Local Business Map
Figure D.4 EDC Meeting
Figure E.4 The Grove at TC Development Plan
Figure F.4 The Grove at TC Pedestrian Plan
Figure G.4 The Grove at TC Vehicular Plan
Figure H.4 The Grove at TC Open Space Plan
Chapter 5
Figure A.5 Holiday Inn Trophy Club
Figure B.5 Trophy Club Town Hall
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01 | EXECUTIVE SUMMARY
IN THIS CHAPTER
1.1 What is a Small Area Plan
1.2 What is in the Plan
1.3 The Grove at TC Development Plan
1.4 Implementation + Action Plan
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Section 1.1 What is a Small Area Plan?
Small Area Plans serve as strategic tools that offer detailed guidance on the future
development and character of a specific part of a Town or City. By focusing on a
defined geographic area, these plans outline tailored goals, policies, and design
principles that reflect the unique needs and opportunities of the community. They
help shape land use, transportation, infrastructure, public spaces, and zoning
regulations in a coordinated manner. As a road-map, Small Area Plans empower
residents, business owners, and local governments to work collaboratively toward a
shared vision, supporting targeted investments and informed decision-making that
enhance the area’s livability, economic vitality, and identity1.
For Trophy Club, the Small Area Plan will serve as a guide to help make important
decisions about how to invest in the community and improve the overall area.
Property owners can use the plan when considering upgrades or changes to their
land, while businesses can look to the plan to understand the long-term vision for
the district. Town staff, Town Council, Planning and Zoning, and other advisory
boards will reference the plan when reviewing development proposals to ensure
that new projects align with the community’s goals and
maintain the integrity of the vision.
1.1.2 Location of Small Area Plan
The location of the subject site encompasses
approximately 54 acres of land located at the south
gateway into Trophy Club from SH 114 situated between
Trophy Wood Dr. The site has about 4,000 linear feet
of frontage along SH 114 and currently encompasses
fifteen tracts of land of which two tracts are owned by
the Economic Development Corporation (EDC).
1 American Planning Association. (n.d.).
Three primary ways the plan is used by local officials:
01 Guide Development Decisions
Local Officials can use the plan to evaluate zoning, site plan,
and development proposals to ensure conformance with
the Towns goals and vision.
02 Prioritize Funding
The plan can help identify and prioritize infrastructure
improvements and allow officials to allocate resources
strategically.
03 Support Policy and Regulations Updated
When updating zoning ordinances or design guidelines
officials can reference the plan to make sure the updates
align with the desired character of the area.
Figure A.1 - Site Location
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Figure B.1- Project Process
Sit and Community Characteristics Existing Conditions provide the foundation for informed and effective planning. It sets the baseline to help ensure that future
development or improvements are realistic, address needs, and builds on what already works well.
Visioning Process The visioning process introduces the vision statement and guiding principles serve as the goals and values for the Town and this
area plan document.
Community Engagement Community Engagement allows residents to provides feedback and participate in creating the vision for this plan.
The Grove at TC Development Plan The planned area map and design principles.
Implementation + Action Plan Action Items that will help implement the vision.
Section 1.2 What Is in the Plan?
The document is structured to reflect the comprehensive project
process, providing a clear and logical path for the reader to follow. It
begins by outlining the existing conditions, which provides in-depth
analysis of area offering important context about the current land use,
infrastructure, transportation, and other key factors. Following this, the
plan presents the vision statement and guiding principles which serve
as the foundation for all planning efforts. Community engagement
techniques are also detailed, highlighting the various ways in which
residents, business owners, and stakeholders contributed their input to
shape the plan. The heart of the document is the finalized plan, which
sets forth the proposed land use strategies, design concepts, and
development goals. Finally, the plan outlines specific implementation
ideas, including policy recommendations, infrastructure priorities, and
potential partnerships to bring the vision to life. The structure mirrors
the step-by-step process undertaken during the project, as illustrated
in Figure B.1, helping readers understand how each phase informed
the next and how the plan evolved into a comprehensive, actionable
strategy.
Figure C.1 - Plan Structure
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1.2.2 Vision Statement + Guiding Principles
The vision statement and guiding principles below were created by Town leadership and acted as the foundation throughout the entire planning
process. As the area is developed these principles and vision statement shall be incorporated into every approved plan.
The Grove at TC is a welcoming and vibrant hub where residents and
visitors come together to enjoy Trophy Club’s prosperity.
A Welcoming and
Vibrant Hub
Enhanced
Connectivity and Accessibility
Thoughtful and Integrated Development
A Signature
Public Amenity
and Community
Gathering Space
Maximized
Economic Impact
and Branding
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1.2.3 Community Engagement Feedback
Over a month-long period, input was gathered through stakeholder meeting, online
survey, and public open house. A set of questions were identified by the team and used
to create surveys, boards, and interview questions to achieve valuable input.
The feedback, analyzed by the design team and advisory board, revealed three key
community priorities. First, residents emphasized the need for improved connectivity,
citing poor pedestrian access and disjointed land use that make the area difficult to
navigate. Second, there was a strong desire for community gathering spaces where
families can spend time together and neighbors can connect through shared activities.
Lastly, residents expressed interest in expanding local dining and retail options, noting
a preference to shop and dine within Trophy Club rather than traveling to nearby Towns/
Cities.
Community Wide Online Survey
Prioritize Market Demand
Ideal Location + Access
Thoughtful and Integrated Development
Improve Circulation + Connectivity
Community Gathering Spaces
Dining + Outdoor seating
Property + Business Owners
Improve Circulation +
Connectivity
Community Gathering Spaces
Dining + Outdoor Seating
Open House
Improve Circulation +
Connectivity
Strong Hospitality + Dining
Ideal Location
Community Gathering Spaces
Support 55+ Housing
What We
Heard...
What We
Heard...
What We
Heard...
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Three themes emerged from the robust community engagement:
›Connectivity
›Community Space
›Thriving Businesses
Key Themes
CONNECTIVITY THRIVING BUSINESSESCOMMUNITY SPACE
Provide a chance for people to socialize,
form friendships, and discover common
ground.
Enhance interconnected public realms
through integrated multi-modal
transportation, walkable pathways, and
efficient mobility networks.
Create a dynamic and well connected
area where a diverse range of
businesses can grow.
Feedback from residents:
1. Look at incorporating golf cart
paths, bike lanes, and trail.
2. Design for walkability by widening
sidewalks, safe crosswalk paths, and
providing street trees.
Feedback from residents:
1. Provide designated open space.
2. Create a space for entertainment
opportunities and host community
events regular.
Feedback from residents:
1. Encourage a mix of uses that
creates a vibrant hub.
2. Promote small businesses.
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Figure E.1 Planning Process Figure D.1 Town Of Trophy Club Town Hall THEMESGUIDING PRINCIPLESRECOMMENDATIONSACTIONITEMSSection 1.3 The Grove at TC Development Plan
Over the course of four months, the design team collaborated closely
with Town staff, the Economic Development Corporation, and the
Town Council to finalize the plan for The Grove at TC. The resulting
plan reflects a balanced approach maximizing the potential of the
area while staying true to the guiding principles and addressing
the three key themes identified through community feedback.
The proposed land use envisions a dynamic mixed-use development
that includes residential, commercial, office, and entertainment
components. The area already features a variety of uses, and building
upon this foundation will help create a more cohesive and vibrant district.
The plan also prioritizes improved vehicular and pedestrian connectivity,
recognizing the importance of both mobility and accessibility. It
outlines a combination of short-term design enhancements that can be
implemented quickly, alongside long-term infrastructure investments
that will evolve over time to support the area’s growth and functionality.
Section 1.3.1 Plan Options
Choice and flexibility emerged as the most significant takeaways from
the meetings with the Economic Development Corporation (EDC) and
Town Council. Both groups emphasized the importance of ensuring that
the plan remains adaptable, allowing developers the flexibility to respond
to market conditions and site-specific opportunities as they arise.
In response, the final plan adopted a more diagrammatic and
framework-based approach, offering a range of development scenarios
rather than prescribing a fixed layout. These options explored various
elements such as open space configurations, building compositions,
and vehicular and pedestrian circulation. This approach provides
guidance while maintaining the adaptability needed to support phased
development and evolving community needs.
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Section 1.4 Implementation + Action Plan
This plan establishes clear implementation guidelines to serve as a practical
decision-making tool for Town staff and elected officials. The implementation
chart assigns responsibilities and prioritizes actions, helping to ensure
strategic, coordinated, and effective progress toward the community’s vision.
As decisions arise and questions are considered, the chart can be referenced
to validate actions, align with community goals, and maintain consistency
throughout the development process.
The following are examples of proposed implementation strategies designed
to directly support and advance each guiding principle:
Create a form-based code for the
Grove at TC. Form based code would
communicate predictable and
clear design standards to potential
developer.
Determine appropriate incentive-
based tools to promote activation of
vacant parcels and redevelopment of
other parcels.
Require 12’ minimum trail width for
primary pedestrian paths within The
Grove at TC.
Adopt the “Grove at TC Small Area
Plan” policy document to set the vision
for the district.
Review area plan at regular intervals
to ensure plan remains aligned with
market realities and update if market
conditions change.
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02 | SITE AND COMMUNITY
CHARACTERISTICS
IN THIS CHAPTER
2.1 Community Demographics
2.2 Market Analysis Summary
2.3 Description of the Area
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Figure A.2- Trophy Club
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The Grove at TC Small Area Plan
Site and Community Characteristics
Purpose
A detailed and accurate understanding of a community’s demographics is essential to the success of any long-range planning effort. As
population growth and change continue to shape the future of Trophy Club, this plan’s goals and recommendations are designed to evolve
alongside the community’s needs. These demographic insights serve as a road-map, helping ensure that the Town’s offerings remain aligned with
shifting demands.
Demographic analysis adds depth to the broader narrative of population growth. As the population increases, it is not just the number of residents
that changes—so do the characteristics of the community. Variations in age groups, racial composition, income levels, and household types often
accompany growth, influencing the kinds of recreational facilities, programs, and services that are most relevant and beneficial to residents.
In addition to population changes, evolving economic trends and consumer preferences drive demand for new types of businesses and shape how
those businesses operate. Even in the absence of significant demographic shifts, changing tastes can create new expectations for dining, retail,
and entertainment experiences.
This chapter provides a comprehensive overview of the Town of Trophy Club’s demographic profile and includes a summary of the existing land
use within the community.
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Town Of Trophy Club
Site and Community Characteristics
Section 2.1 Community Demographics
Trophy Club, Texas, is a thriving suburban community situated within the Dallas-Fort
Worth metroplex. From 2000 to 2020, the town experienced impressive growth, with its
population increasing by approximately 46%, bringing the current population to around
14,328 residents1. The Town offers a peaceful, family-oriented atmosphere, providing
residents with a tranquil escape while still being in close proximity to the dynamic urban
centers of Dallas and Fort Worth. With a median age of 42, Trophy Club is home to a diverse
mix of young professionals, families, and retirees, making it an appealing destination for
people at various stages of life, from those raising children to those seeking a peaceful
retirement.
While the Town’s demographic makeup is predominantly Caucasian, Trophy Club is
becoming more diverse, with steadily growing Hispanic and African American populations.
The Town also sees a slightly higher number of females than males, contributing to a
well-rounded community. This growing diversity fosters an inclusive atmosphere that
welcomes people from all walks of life. The shift in demographics has fueled an increasing
demand for community events and businesses that cater to the varied interests and
backgrounds of the residents, further enriching the Town’s sense of community and local
culture.
1 Catalyst Commercial, US Census Bureau, Esri
Figure C.2 - Forth of July Parade
The Town
currently has a
population of
14,328
The Primary
Trade Area has a
population of
53,997
POPULATION
Figure B.2- Population Chart
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Trophy Club’s median household income is around $200,000, which is significantly
higher than the national average of $80,6101 . This reflects the Town’s status as a
desirable “bedroom community” for professionals. The housing market in Trophy Club
is predominantly made up of single-family homes, which account for about 89% of the
housing stock. With such a strong emphasis on single-family residences, and considering
the Town’s median age of 42, residents tend to seek a variety of housing options that
allow them to remain in the area as their needs evolve through different stages of life.
With such a strong emphasis on single-family residences, and considering the town’s
median age of 42, the needs of residents will evolve through different stages of life and
they will need to seek housing options that allow them to remain in the immediate area.
Trophy Club has successfully cultivated a welcoming, family-friendly environment by
focusing on active neighborhoods, excellent schools, and a thriving local economy. Its
appealing mix of housing options, recreational amenities, and close-knit community
atmosphere have drawn families from across the DFW metroplex to call Trophy Club
home. The Town’s commitment to maintaining a high quality of life, combined with its
accessibility to major employment centers, has made it one of the most sought-after
places to live in the area.
1 US Census Bureau, Esri
LARGEST
2ND
3RD
4TH
5TH
SMALLEST
GENERATION X
(BORN 1965 TO 1980)
GENERATION Z
(BORN 1999 TO 2016)
BABY BOOMER
(BORN 1946 TO 1964)
MILLENNIAL
(BORN 1981 TO 1998)
GENERATION ALPHA
(BORN 2017 OR LATER)
SILENT GENERATION
(BORN 1945 OR EARLIER)
GENERATIONAL DISTRIBUTION
HOUSEHOLD INCOME
$50-$75K
$50 OR LESS
$200K OR
GREATER
$150-$200K
$75-$100K
$100-$150K
Figure E.2 -Town Of Trophy Club House Hold Income Figure D.2 -Town Of Trophy Club Home
Figure 2.4 -Town Of Trophy Club Generational Distribution
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Town Of Trophy Club
Site and Community Characteristics
2.1.1 Trophy Club Housing
The concept that eventually led to the creation of Trophy Club, began when Houston-based developer Johnson-Loggins proposed a housing
development centered around a premier golf course1. This vision ultimately evolved into the community we know today. True to its original concept,
approximately 4,441 single-family homes are now situated around an 18-hole golf course, providing a residential haven for around 14,328 residents.
Covering 4.1 square miles, Trophy Club offers a limited mix of housing options. In addition to single-family homes, the Town has 46 townhomes, 42
duplexes, and 445 multifamily units.
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›
›
›
›
›
›
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›
›
›
›
›
›
›
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1 Trophy Club, Texas. (n.d.). Trophy Club History. Retrieved April 28, 2025
Figure F.2- Town of Trophy Club Housing Type
Single Family Homes
89%
Duplex Homes
0.8%
Townhomes Homes
0.9%
Multifamily
8.9%
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Section 2.2 Market Analysis Summary
Trophy Club, is experiencing steady growth in its commercial real estate
market, fueled by its strategic position within the Dallas-Fort Worth metroplex.
While the Town’s commercial market is not as expensive or developed as
the central business districts of Dallas or Fort Worth, it is steadily evolving
to meet the needs of not only their growing residential population but
also nearby cities growing residential population. Trophy Club’s commercial
sector is primarily focused on serving its local community, offering a mix
of retail, dining, and service-oriented businesses. The Town’s proximity to
major highways, including Highway 114, and easy access to both Dallas and
Fort Worth make it an attractive location for small to mid-sized businesses.
Companies such as Fidelity, Charles Schwab, Deloitte, Goosehead Insurance,
and Sabre have established a presence in the area, benefiting from its
residential appeal and strategic location near major commercial hubs.
Compared to the overall DFW commercial real estate market, Trophy Club’s
commercial market is more niche and specialized. The Dallas-Fort Worth
area is one of the largest commercial real estate markets in the country,
with a dynamic mix of office, industrial, retail, and multifamily properties
spread across the region. Trophy Club’s commercial market is more focused
on neighborhood-serving businesses and small retail centers. This creates a more localized
market, where demand is driven by the needs of residents and the growing number of families and
professionals moving into the area. While Trophy Club does not have the same scale of corporate offices or large commercial developments as Dallas
or Fort Worth, it benefits from its status as a desirable residential community with commercial properties catering to everyday conveniences and
local services.
Trophy Club’s mix portfolio of dining, office, and retail allows Trophy Club to remain resilient when different market sectors are lower than others.
Compared to the Dallas and Fort Worth Market, where the fluctuation within the economy can shift consumer behaviors, the Town businesses cater
towards the residents that live in the area and focus on providing services that appeal to those family-oriented demographics. Even within the
surrounding neighboring communities like Roanoke, Westlake, and Southlake the average vacancy rate is relatively low at 5.9% equating to roughly
12,000 square feet, despite the competitive retail spaces and rental prices within the area1.
1 Cataylst
Figure G.2-Avalon Mixed Use Development
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With limited tracts of land remaining for development, Trophy Club’s commercial real estate market holds significant potential for further expansion.
Projections indicate a population growth rate of 2.1% over the next five years, paired with rising household incomes that are expected to boost retail
spending by an estimated $111.2 million from 2024 to 20291. Additionally, Trophy Club’s proximity to DFW International Airport enhances its appeal for
developers and businesses seeking to tap into a market poised for growth. This combination of strong residential demand, increasing incomes, and
access to major transportation hubs positions Trophy Club as an ideal location for further commercial development, offering new opportunities for
businesses and enriching the economic landscape for its residents
1 Cataylst Figure H.2- Catalyst Trade Area Map
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Section 2.3 AREA DESCRIPTION
The location of the subject site encompasses approximately 54 acres of land located at the
south gateway into Trophy Club from SH 114. The site has about 4,000 linear feet of frontage
on SH 114 and consists of several existing businesses as listed in figure 2.9. For housing, the
site has 42 duplexes, seven townhomes, and 136 apartments. There are approximately 7.48
acres of undeveloped land in key locations that can serve as catalyst opportunities to realize
the vision of this small area plan,
2.3.1 Property Ownership
Within the 54-acre area, the property is divided into 17 distinct tracts of land under 12
different ownerships. As is common in commercial and mixed-use developments, ownership
varies widely—ranging from private individuals and local businesses to developers and public entities. Tracts 1, 2, and 6 were developed by a private
developer and currently serve as residential housing, offering both rental and for-sale options. Tract 3 is occupied by Baylor Scott & White, yet it also
includes space leased to independent medical offices, reflecting a blend of institutional and private healthcare services. Tract 13 contains a privately
owned dental office. Several tracts—specifically 5, 9, 10, and 15—are publicly owned by the Town of Trophy Club and its Economic Development
Corporation, as mentioned in the previous sections, tracts 5 and 15 make up the approximately 7.48 acres of undeveloped land which can serve as
catalyst opportunities for the Town. Tracts 8 and 14 offer area’s to dine at and are home to privately owned restaurants. Meanwhile, tracts 4, 7, 11, and
12 are developed as hotel properties under well-known franchises such as Homewood Suites, Holiday Inn, Hampton Inn & Suites, and WoodSpring
Suites—each privately owned but operating under national hospitality brands. This diverse ownership structure supports a dynamic, multi-functional
community that balances residential, commercial, public, and hospitality uses.
Figure I.2- Ownership Tract By Use
1. Baylor Scott and White
2. Homewood Suites
3.Hampton Inn and Suites
4. HG Sply Co.
5. Hutchins BBQ
6. Town Of Trophy Club
7.Holiday Inn Express
8. Woodsprings Suites
EXISTING BUSINESSESEXISTING BUSINESSES
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PROPERTY # AND BUSINESS ACRES OWNERSHIP
1 The Vineyards at Trophy Club 7.32 ARMORE TROPHY CLUB LLC
2 Indian Creek Townhomes 3.11 TC Indian Creek LTD P/S
3 Baylor Scott and White 7.93 KAGR Trophy Club 2850 LLC
4 Homewood Suites 2.93 Trophy Lodging LTD
5 EDC Land 5.36 Trophy Club Economic Development
6 The Trophy 0.95 BEL Grand Estates LLC
7 Hampton Inn 2.02 Hydra Hotel LLC
8 HG Supply Co 2.07 FP P5 LLC
1
2
2
3
3
4
5
6
7
8
9
10
11
1213
14
15
PROPERTY # AND BUSINESS ACRES OWNERSHIP
9 Town Of Trophy Club 5.41 Trophy Club
10 Trophy Club Water Tower 0.31 MUD #1
11 Holiday Inn 2.81 Shri Siddhi Vinayak LLC
12 Woodsprings Suites 2.8 Trophy Club WSS LLC
13 David Crumpton DDS PA 1.17 David Crumpton DDS
14 Hutchins BBQ 2.05 Bread 114 LLCS
15 EDC Land 2.12 Trophy Club Economic Development
Figure J.2- Ownership Tract Map
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2.3.2 Existing Street Network
Located along State Highway 114, this site benefits from exceptional
accessibility, with convenient on-and-off access that makes it highly
attractive for both residents and visitors. There are four existing
driveway access points along SH 114 that serve several tracts, as well as
one major intersection at Trophy Wood Drive a key connector for the site
and the entire east side of Trophy Club. Trophy Wood Drive functions as
the primary access route for residents and businesses in the area, with
daily traffic counts averaging approximately 1,800 vehicles, according
to data collected by the Town. Plaza Drive intersects with Trophy Wood
Drive and extends east toward T W King Road, eventually reconnecting
to SH 114. However, this connection is indirect and does not provide
smooth circulation, creating challenges for drivers attempting to use it
as a through route. Additionally, Plaza Drive currently dead-ends into a
parking lot on the east side, further limiting traffic flow and contributing
to circulation inefficiencies in the area.
2.3.3 Existing Pedestrian Network
Sidewalks and Trails promote walkability and outdoor activity, aligning
with the town’s family-oriented character. However, the pedestrian
infrastructure becomes more fragmented in this area. Sidewalks
are present in some areas but lack consistent connectivity between
commercial developments, hotels, and civic spaces. Crosswalks
and pedestrian-friendly intersections are limited, making walkability
between different land uses less convenient and potentially unsafe.
Biking and Golf Carts are not as limited because they can utilize the
street. However, the streets do not have designated bike or golf cart
paths which can be a safety concern and create congestion on the
roads.
Figure K.2- Existing Street Network Map
Figure L.2- Existing Pedestrian Network Map
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2.3.4 Existing Land Use
Building off the property ownership section and the various uses established across site, it’s clear that these factors have not only shaped the
existing land use pattern but are also influencing the future vision for the area. Understanding current conditions is essential before developing a
long-term land use strategy and defining the community’s character. Trophy Club, land use is generally categorized into two main types: suburban
areas and commercial center districts. Like many surrounding communities, Trophy Club has concentrated its commercial districts along major
roadways, supporting higher-density development and encouraging pedestrian activity. In contrast, the suburban areas are set farther from these
corridors and are primarily composed of single-family homes, parks, and schools.
What makes this particular tract of land unique is that it has been purchased and developed on a tract-by-tract basis, each with its own individual
purpose. This piecemeal approach has resulted in a lack of cohesion typically found in master-planned developments. If the area had been developed
from a unified vision, it likely would have taken on the form of a traditional commercial corridor—featuring a stronger emphasis on retail and commercial
uses, and less on other land uses. However, the current development framework sets up this area to be developed into mixed-use transformation.
As shown in figure M.2, the existing land use includes high-density residential, medical offices, hotels, civic spaces, commercial uses, and a few
remaining vacant parcels. While the range of uses is broad, the area suffers from a lack of connectivity and integration between them. Rather than
functioning as a cohesive district, the area feels segmented, with each use standing alone. Addressing these disconnects through improved land use
planning and physical connections will be key to shaping a more unified, vibrant mixed-use environment moving forward.
EXISTING LAND USE
Civic Space
Hotels
Commercial
High Density Residential
Medical Office
Vacant Land
Figure M.2- Existing Land Use Map
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Overhead Power lines
Parking Agreement With HG Sply Co.T W King Rd Connection
Trophy Wood Drive
2.3.5 Existing Constraints
The existing building framework is just one of several constraints that influence the future planning and development potential of this site. A key
limitation is the parking agreement between HG Sply Co. and the Town of Trophy Club, which requires the Town to guarantee access to 190 dedicated
parking spaces. This condition significantly restricts the ability to reconfigure parking layouts or modify land use in that area unless the same number
of spaces can be preserved or replaced as part of any changes. Another significant challenge is the presence of approximately 4,015 linear feet of
overhead power lines across the site—of which about 1,822 feet run directly through the core of the property. These lines create complications for
site design, infrastructure improvements, and aesthetic enhancements. In addition, several internal roads are privately owned, which means any
upgrades or circulation improvements would require negotiation with current property owners to transfer ownership or easements. Circulation issues
are further compounded by limited connectivity throughout the site, with Trophy Wood Drive serving as the primary access point for the eastern
portion. This concentrated traffic flow raises concerns about congestion. A potential solution could involve extending T W King Road north to connect
with Plaza Drive, which would help alleviate traffic pressure and improve connectivity. Recognizing these constraints and understanding the existing
land use framework is a critical first step in the planning process. The next step is to engage the community and gather input from residents to help
shape a vision that balances current realities with future opportunities.
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EXISTING CONSTRAINTS MAP
Figure N.2 - Existing Constraints Map
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03 | COMMUNITY OUTREACH
IN THIS CHAPTER
3.1 Area Identity and Vision Statement
3.2 Guiding Principles
3.3 Engagement Plan + Process
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Section 3.1 Area Identity + Vision Statement
At the outset of the planning process, a team was put together that
consisted of representatives from the Town’s Economic Development
Corporation (EDC) and Town Staff. Through collaboration and
alignment with community values, the team developed a project name
for the area to help foster a sense of place and identify that could
be branded. The team also developed a vision statement which was
shared with stakeholders and Town leaders.
A vision statement clearly articulate an organization’s long term
direction and ultimate goals, serving as a guiding light for strategic
planning and decision-making. Through discussion and collaboration,
the team arrived at a specific vision statement: “The Grove at TC is a
welcoming and vibrant hub where residents and visitors come together
to enjoy Trophy Club’s prosperity”. The name The Grove at TC sets an
identity to the place, “the grove” implied a peaceful, tree filled space
ideal for communities, shopping areas, and residential development.
While TC gives a sense of place and connection to the Town but does
not identify itself as the whole Town. The names is ideal for branding
but also short, catchy, and helps create the area as a signature staple
for the Town.
The Grove at TC is a welcoming and vibrant hub where residents and visitors
come together to enjoy Trophy Club’s prosperity.
The project name identified is “The Grove at TC”. This name should be
displayed throughout the area to instill the uniqueness of the district
and its separate identity within the surrounding trade area.
Figure A.3 Team Photo
THE GROVE AT TC
THE GROVE AT TC
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Section 3.2 Guiding Principles
The purpose of guiding principles is to provide a clear, foundational framework that directs decision making, behavior, and strategy
across an organization, project, or community. The following guiding principles were identified by Town leadership.
Figure B.3 Guiding Principles
A Welcoming
and Vibrant Hub
A Signature
Public Amenity
and Community
Gathering Space
Thoughtful and
Integrated
Development
Enhanced
Connectivity and
Accessibility
Maximized
Economic Impact
and Branding
The Grove at TC is an
intentional gathering
space that serves as a
signature gateway to
Trophy Club
Leverages HW 114
frontage to enhance
accessibility and
visibility
Prioritizes pedestrian
and golf cart friendly
infrastructure to
increase connectivity
both within The Grove
and the surrounding
neighborhoods
Implements appropriate
vertical mixed-use
development,
infrastructure, and area
parking
Provides a strong
branding theme that is
cohesive between
proposed and existing
properties
The Grove at TC is a
strong economic driver
by increasing sales and
property tax revenue
Incorporates a
prominent anchor to
activate the space,
creates a lively
atmosphere, and
strengthens the sense of
Town identity
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Section 3.3 Community Engagement + Process
This plan used a combination of input from Trophy Club residents, the
EDC, Town Council, and staff to help guide the community engagement
portion of the information-gathering process. The team held a variety of
public outreach efforts to gather feedback from community stakeholders,
property owners, and Town leadership. This collective feedback was then
used to inform the area plan document and to ensure that it is firmly
rooted in the community values while providing flexible options to respond
to evolving market conditions. The five guiding principles instilled team
alignment on recommendations for public input methodology regarding
community values, customer satisfaction and the economic needs of the
community.
Figure C.3 Community Engagement Event
Team meetings later in the process took a more focused approach, seeking
feedback on proposed recommendations. Input from all meetings drove
the creation of the vision framework, which is the foundation for this plan’s
recommendations and implementation plan.
The first type of engagement was with the property and business owners
of the area. Next, the Town administered a web-based public input survey
that was open to all residents through survey monkey website. In addition,
the team held two open house events at Town Hall for residents to provide
feedback in person. The details of the community engagement meetings
are described below, including the purpose, input strategy, and outcomes
summary.
Figure D.3Community Engagement Event
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Figure E.3 Aerial
Strategy
The team worked together to identify 12 stakeholders within the area that either
owned land within the area or ran a business within the area. Each stakeholder
was contacted through email or phone call to set up a one on one sessions and
asked a serious of questions. Out of the 12 stakeholders, 10 were able to provide
feedback.
Outcome
Many of the stakeholders wanted to see this area more active and bring more
people in because it would help there businesses as well. It was stated that
more entertainment within the area that caters to all ages would be extremely
successful. Some were concerned regarding the connectivity between spaces
and how pedestrians would get around or park but weren’t concerned with
increase traffic. Stakeholders shared that their other locations were more
successful due to the availability of connectivity and other retail stores. Overall,
the stakeholders were very receptive of the redevelopment that will happen in
this area and excited to be apart of it.
3.3.1 Property + Business Owners
Purpose
The area contains several properties and businesses and these stakeholders experience the current
built environment of The Grove at TC on a daily basis. It is critical to solicit their feedback and
input since decisions made for this plan can have a direct impact on these established businesses.
Furthermore, the property owners may have plans that can impact the viability of this area plan.
T h e r e f o r e , t h e t e a m e l e c t e d t o r e a c h o u t t o t h e s e s t a k e h o l d e r s a s t h e fi r s t s t e p o f o u t r e a c h d u r i n g t h e
community engagement process.
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Figure G.3- TC Website
3.3.2 COMMUNITY WIDE ONLINE SURVEY
Purpose
The purpose of a community wide online survey is to seek input from the public regarding what they envision for “The Grove at TC”. The intent
behind this approach was to gain insightful information from as many residents as possible by using an online platform that could be accessible by
residents who were not able to attend the open house but still would like to share their feedback. The types of questions were related to economic
development needs, accessibility, land use, and the survey also described the planning process for the small area plan.
Strategy
The survey was displayed by the Town through a few communication techniques such as posting it online, sending it out to residents , providing a
QR code at Town Hall for residents to scan this helped to enhance exposure and encourage participation. Over a four-week period, 595 responses
were collected from the online survey which is a 4.15% response rate and within the preferred response rate amount. The Town of Trophy Club, EDC,
and other team members worked diligently to collect and consolidate resident feedback. The summary of those responses are listed as followed:
Figure F.3 TC Website
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Outcome
Residents were asked to identify one of the five guiding principles that most resonates with them. The results showed that ”Thoughtful and Integrated
Development” was the most important principle, with an emphasis on community gathering spaces. When asked what demographic should be
prioritized for this development, “Market Demand” ranked the highest. Today the area consists of hotels, restaurants, civic spaces, residential, and
office. To ensure this area is best utilized residents had the opportunity to provide feedback on what they felt would be the best use of the space.
Residents selected restaurants as type of use that they most wanted to see in this area with around a 66% vote. Following the restaurants,
entertainment and retail also ranked high on the list. This aligns with the community gathering space element that was identified by the residents as
a key element they wanted to see.
Residents were asked to identify and explain the strengths of the area. The majority of the respondents saw locations and access to 114 as a strength.
Residents thought the visibility from 114 would draw people into the area and help the local businesses. Although residents identified location as
a strength for this area, residents identified traffic as a weakness. With the locations being in close proximity to 114, residents stated traffic was a
concern for them and worried about the congestion of the area.
*Specific questions and images of boards have been added to the appendix
Figure H.3- Online Survey Figure G.3- Online Survey
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Placemaking is about designing, planning, and improving the quality of
life. To illustrate placemaking, real life examples were shown to identify
key elements that are needed to create a welcoming and vibrant hub
for Trophy Club, which is a Guiding Principle for this area. Some of
these elements include things like plaza’s, outdoor seating, dining,
entertainment, and a few more. Out of the elements identified on the
image, dining was ranked the highest, walking was ranked second,
and outdoor seating was third. Although the majority of responses
collected online by residents did not necessarily see the need for mixed
use housing types, data shows that approximately 89% of the current
housing stock within in Trophy Club is single family dwellings. Often
times urban flats can be misunderstood without explanation on how
it could be integrated into an area thoughtfully and minimizing impact
to the community. During the Open House, further discussion occurred
regarding urban flats and those residents seemed in support of the
product type as long as it was market driven and designed to fit within
the area.
Understanding that connectivity and accessibility is a key principle for an
area to thrive residents, were given the option to identify which mobility
method would they use if available to them. A majority of residents would
enjoy walking. Although walking was a preferred method of mobility, a
follow up question was asked on what was preventing them from using
their preferred transportation method. The response was that the lack
of infrastructure within the area made it harder for them to use any
other mobility method other than their vehicle. There are several missing
sidewalk connections that limits their ability to walk to the area.
Figure J.3-Palisades Shopping Center Figure I.3 Aerial
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Figure K.3 -Community Engagement Open House
3.3.3 OPEN HOUSE MEETING
Purpose
An open house meeting is helpful to provide active residents an opportunity to provide feedback in person rather than use the online survey. This
type of input is appealing to residents who prefer to talk about the plan and ask questions if needed. The boards used for the Open House meetings
had the same content as the ones used for the online survey.
Strategy
The two Open House meetings were held on Monday, November 18th, 2024 at 12:00-2:00 pm and 6:00-8:00 pm. Communication for the Open House
included posting on website, word of mouth, and newsletter postings. Approximately 23 residents participated in this event and were asked the
same series of questions as the online survey. The following information was gathered:
Figure L.3 -Community Engagement Open House
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Outcome
When asked about which guiding principles most resonated with residents, the attendees provided more detailed responses that highlighted certain
elements that they believed strongly align with the goals of the plan. Those elements are:
To further understand the site, residents had the opportunity to identify areas on a map that are strengths for the area. They identified the vacant
tract next to HG Sply Co, the area location along SH 114, and existing hotels were factors that gave this area strength. In contrast to the strengths,
residents noted that limited sidewalk connections and extensions, as well as difficult traffic flow, were the predominant weaknesses of the area.
Specifically, along Trophy Wood Dr residents expressed concern for problematic traffic circulation into the businesses and cutting through the site.
When asked what mobility method residents preferred to use to access this area, about 43% of respondents said walking. However, when asked
what was preventing them from using their preferred mobility method, almost 65% said the lack of connectivity within this area prevented their use
because they did not feel safe since there are missing pedestrian connections and they did not want to walk within the street.
At the end of the questions residents were asked analyze the different components that contribute to successful placemaking. These components
were shown as images of various site elements such as enhanced streetscape, gathering areas, urban streets, dining, urban flats, plazas, entertainment
and retail. Residents then had the opportunity to place a dot next to the placemaking elements they thought were important and would like to see in
this area. The highest ranking element was walkability, followed by outdoor seating in second place. Dining and plaza were tied for third. Although
urban flats ranked lower on the elements that would be supported residents seemed to support it after discussion on what this could look like and if
the market would support it. Additional comments regarding a need for 55+ housing was also provided.
*Specific questions and images of boards have been added to the appendix
1. Connectivity
2. Businesses
3. Community Spaces
4. Housing for 55+ demographic
Figure M.3 -Community Engagement Board Figure N.3 -Community Engagement Board
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3.3.4 Community Engagement Key Themes
Community engagement and an understanding of existing conditions are essential to creating
a successful plan that reflects the community’s vision and establishes a solid foundation for the
future. Over the course of a month, valuable input was gathered through a stakeholder meeting,
an online survey, and an open house. This feedback was carefully reviewed and analyzed by the
design team and advisory board, leading to the identification of several key themes that emerged
from the community’s input.
The first major theme was connectivity. The community voiced significant concern over the
lack of cohesive land use and limited pedestrian connectivity throughout the area. Residents
emphasized that the current layout makes the space difficult to navigate and discourages
walking. They stressed that if the area is to be redeveloped with more entertainment, dining, and
retail opportunities, it must also include improved connections both physically and functionally to
ensure ease of movement and access.
The second theme was community gathering spaces. As a family-oriented Town, Trophy Club
residents expressed a strong desire for a place where families can spend time together, children
can play, and neighbors can come together to enjoy shared hobbies, events, and social activities.
These spaces were seen as essential to fostering community spirit and providing a welcoming
environment for all ages.
Lastly, residents highlighted the need for thriving businesses. Given the area’s proximity to State Highway 114 and its location near
a few existing restaurants, residents expressed a strong interest in seeing additional restaurants and retail establishments. Many
shared that they currently travel to neighboring Towns/Cities for these amenities and would prefer to stay within Trophy Club for their
dining and shopping needs.
Figure P.3-Photos Taken From Trophy Club Website
Open House
23 Attendees595 Responses
Online Survey
Thoughtful and Integrated
Development
Prioritize Market Demand
Ideal Location + Access
Improve Circulation +
Connectivity
Community Gathering
Spaces
Dining + Outdoor Seating
Improve Circulation +
Connectivity
Strong Hospitality +
Dining
Ideal Location
Community Gathering
Spaces
Support 55+ Housing
Figure O.3 -Community Engagement Feedback
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Figure S.3 - Easton Town Center
01. Connectivity
Connectivity refers to the design and integration of efficient networks, including
streets, pedestrian pathways, and other infrastructure, which facilitate seamless
movement within a town. Well-connected networks enable residents to travel freely
between various areas and promote interaction between different land uses through
continuous, accessible connections.
02. Community Space
Community spaces allow connection, interaction, and a sense of belonging among
residents. They provide opportunities for individuals to come together, explore new
possibilities, and engage with like-minded people, all while enjoying the unique
offerings of the town. Whether it is a small park or a farmers market, community
spaces create inclusive environments where people of all ages, backgrounds, and
incomes can participate and connect.
03. Thriving Businesses
Successful and growing businesses have a positive impact on their employees,
customers, towns, and the environment. Thriving businesses not only attract more
businesses but also help establish a strong identity for the town. By embracing
integrated development and diverse portfolios, businesses can flourish while
serving a wide range of customer needs.
Figure R.3- Town of Trophy Club
Figure Q.3 - The City of Minneapolis
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04 | THE GROVE AT TC
IN THIS CHAPTER
4.1 The Grove at TC
4.2 Process Steps
4.3 Market Analysis
4.4 Final Development Plan
4.5 Pedestrian Plan
4.6 Vehicular Plan
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Section 4.1 The Grove at TC
The Town initiated this Small Area Plan document to serve as a comprehensive and forward-looking guide for future development, growth, and
revitalization within the 54 acre tract. This plan is more than just a set of recommendations, it represents a collective vision for the community’s
future, thoughtfully created to align with the needs, aspirations, and character of the area.
Through the planning process research and analysis were conducted to understand the site’s opportunities, constraints, and potential for
transformation. Community input played a central role, with stakeholders, residents, and local leaders actively engaged through meetings, surveys,
and workshops. Their feedback helped define key priorities such as connectivity, placemaking, economic vitality, and quality of life.
These findings were presented to and refined in collaboration with Town staff, Town Council, and EDC, ensuring that the plan is grounded in both
community desires and municipal goals. Through this integrated process, The unified vision of The Grove at TC emerged providing flexible optionality
while promoting mximum activation and ensuring vibrancy as the gateway into Trophy Club. This chapter recaps those critical discussions and
provides insight into the creation of The Grove at TC, illustrating how vision and strategy came together to shape a bold, actionable framework for
the future of this important area.
Figure A.4 Planning Process
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Section 4.2 Process Steps
The design team developed two concept plans: Option 1 and Option 2. Both concepts align with the three
overarching themes—creating a gathering space for residents, enhancing connectivity through land use and
infrastructure improvements, and expanding the retail component. The team felt it would be helpful to present
two distinct approaches: Option 1 represents a more reserved vision that involves minimal infrastructure
changes, while Option 2 illustrates a full build-out of the area, requiring more significant infrastructure
investments.
Both concepts also include a residential component, which the team believes will help attract developers
and contribute to the creation of a vibrant, active hub. According to the American Planning Association,
incorporating housing options into mixed-use developments can expand economic opportunities, promote
walkable environments, and support a network of services—all of which align with the guiding principle to
activate the space and create a lively atmosphere and contribute to long-term sustainability1.
These two options were presented separately at a EDC and a City Council meeting. During both meetings,
consistent feedback emerged. Members appreciated elements from each option but expressed interest in
seeing a third concept that blended the most compelling components of both. Additionally, both the EDC and
Council raised important questions about feasibility and market demand. They emphasized the need for a clear
understanding of what aspects of the plan are readily achievable versus those that are more long-term goals,
highlighting the importance of combining the vision to financial reality.
Recognizing that this document is intended to guide development and redevelopment within the area for years
to come, EDC and Council agreed that Option 2 which demonstrated the area’s maximum potential, would be
the preferred path forward, with some minor adjustments. However, they wanted a clearer understanding of
how this vision could be implemented in phases.
During the joint meeting with EDC and Council, the importance of choice and flexibility was a central theme. As
a result, the plan was divided into three phases: short-term, medium-term, and long-term. These phases were
developed based on land ownership, the potential impact of development, and overall feasibility.
By organizing the plan in this way, EDC and Council could better visualize the types of land uses and approximate
building square footage that could be introduced over time. This phased approach was further supported by a
market analysis, which outlined the financial opportunities available within each phase and demonstrated the
viability of the overall strategy.
1 American Planning Association.. Figure B.4 Plan Options
Option 1
Option 2
Option 2B
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Section 4.3 Market Analysis + Fiscal Impact Study
Catalyst analyzed both the existing market conditions of the primary trade area, as well as the fiscal impact for development of the vacant portions
of the Grove at TC. This report can be found in the appendix. Below is a brief summary of the findings.
The Market Analysis identified a primary trade area of a 10-minute drive in which Trophy Club could capture market opportunities. The primary trade
area extends into Southlake, Westlake, Grapevine and Roanoke which has a combined population of just under 54,000. within the area. The current
inventory of this area consists of 4.8M square feet of retail, 7.8M square feet of office, and just over 3,000 living units. With increases in population
and growth for this area, it is projected that the five-year demand for retail could be 74,000 square feet, office at 55,000 square feet, and residential
at 875 units. Trophy Club is in a strong position to capture this demand due to forward planning and land availability within the Grove at TC.
The Fiscal Impact Analysis was performed to ensure that the estimated costs of development could be justified based on current market rents.
For the purposes of the analysis, Catalyst evaluated the development on the vacant parcels within The Grove at TC only. Therefore, no existing
developments or businesses are included in the analysis.
The total area of the vacant parcels is just over seven acres. On these parcels, the preferred development plan shows nearly 103,000 sqaure feet of
retail and restaurant uses; 22,500 square feet of office uses; and approximately 137 living units. The projected taxable value of this program totals
about $86M. This would yield a $974,000 annual tax revenue to the Town of Trophy Club. The preferred plan also demonstrates viability based on
current market rents with an estimated cost of construction at $60M.
HIGHLIGHTS HIGHLIGHTS
Projected Taxable Value: $86MProjected Taxable Value: $86M
Projected Town Annual Sales Tax Projected Town Annual Sales Tax
Revenue: $618,000Revenue: $618,000
Projected Town Annual Tax Revenue: Projected Town Annual Tax Revenue:
$974,023$974,023
Projected 10- Year Town Annual Tax Projected 10- Year Town Annual Tax
Revenue: $9,740,228Revenue: $9,740,228
ASSUMPTIONS:
›TROPHY CLUB SALES TAX 2.0%
›TROPHY CLUB PROPERTY TAX PER $100 OF
VALUE $0.415*Market Analysis Document has been added to the appendix
Figure C.4 Local Business Map
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Section 4.4 Final Development Plan
As previously mentioned, providing choices and flexibility is critical for agility
to respond to changing market conditions. The primary goal of this planning
document is to serve as a guiding framework rather than a finalized, rigid
plan. Developing the fiscal impact summary based on the preferred plan at
its maximum capacity helped paint a realistic picture of both feasibility and
potential outcomes.
It was important to recognize that the removal of even a single land use could
significantly impact the property tax revenue the Town might receive. Similarly,
lacking a diverse portfolio of uses could leave the area more vulnerable to
economic shifts, potentially leading to reduced revenue.
While land uses, building square footage, and land values were assigned to the
preferred concept to create a realistic foundation, the fiscal assessment was
intended as a planning exercise not to prescribe specific uses to individual
parcels, but rather to analyze a possible scenario program on the vacant
parcels only.
Both Council and EDC appreciated the market analysis, as it further illustrated
the financial opportunities this area could offer. However, they emphasized
that the plan should ultimately provide flexibility and multiple opportunities for
developers rather than limit future possibilities.
In collaboration with Town staff, Town Council, and the EDC, a preferred plan
was established that builds upon the existing framework while introducing key
design elements to guide future development and redevelopment. While the
guiding principles define the overarching vision, the objectives listed below
serve as actionable steps toward achieving those goals. Below shows an
explanation of how this plan achieves those objectives:
Figure D.4 EDC Meeting
Town Of Trophy Club
Visioning Process
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Figure E.4- The Grove at TC Development Plan
Objective: Implements Objective: Implements
appropriate vertical appropriate vertical
mixed-use development, mixed-use development,
infrastructure, and area infrastructure, and area
parkingparking
Implementing appropriate vertical mixed-use development, along
with supporting infrastructure and area parking, is essential for
creating a dynamic and efficient urban environment. Vertical mixed-use
design where residential, commercial, and office spaces are integrated
within the same building or development maximizes land use and
fosters a walkable, vibrant community. The plan looked at incorporating
different land uses and having ownership residential components to
the area to encourage activity around the clock and increase foot
traffic to help support local businesses. Creating a place for people to
live, work, and play will help contribute to the success of the area.
Option
Option
Option
4.4 Development Plan LEGEND
›Existing
Buildings
›Proposed
Buildings
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Objective: The Grove at TC is Objective: The Grove at TC is
a strong economic driver by a strong economic driver by
increasing sales and property increasing sales and property
tax revenue.tax revenue.
Objective: Provide a strong Objective: Provide a strong
branding theme that is cohesive branding theme that is cohesive
between proposed and existing between proposed and existing
propertiesproperties
Conducting a market analysis provided critical insights into what types of development
Conducting a market analysis provided critical insights into what types of development the
area could realistically support, serving as the foundation for informed planning decisions.
The findings were used to test the preferred plan through a feasibility study, ensuring that
the vision aligned with economic realities and market demand. This analysis played a key
role in shaping both the design and implementation strategies, identifying opportunities
that would attract investment and community interest. To maximize revenue potential,
the development must be structured to generate strong sales and property tax revenue
and attract key stakeholders to the area. The Town can look at offering incentives to help
promote activation of vacant parcels.
Conducting a market analysis provided critical insights into what types of development
Attracting key stakeholders begins with establishing a strong, recognizable identity and
creating distinctive spaces that draw residents from all over. This identity can be cultivated
through strategic branding initiatives such as signature events and iconic signage for The
Grove at TC to set the area apart. In addition, implementing thoughtful design standards,
including architectural guidelines, setback requirements, landscaping features, and
height limits, will help create a cohesive and visually appealing environment that supports
the development’s unique character.
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4.5 Pedestrian Plan
Objective: Prioritizes Objective: Prioritizes
pedestrian and pedestrian and
golf cart friendly golf cart friendly
infrastructure to infrastructure to
increase connectivity increase connectivity
both within The Grove both within The Grove
and the surrounding and the surrounding
neighborhoods neighborhoods
Conducting a market analysis provided critical insights into what types of development
As density increases, more people will utilize the streets, sidewalks, and trail systems. Although shared-
use paths are available in some sections, they are not always the preferred routes for pedestrians and
cyclists due to issues such as inadequate separation from traffic, inconsistent sidewalks, excessive
noise and heat, and distance from retail destinations. To address these challenges, the plan emphasizes
improving connectivity by promoting multi-modal transportation and strategically placing buildings
to create pedestrian-friendly streetscapes. Enhancements such as continuous sidewalks, well-
connected trails, and alternative street configurations can help encourage active transportation.
However, infrastructure alone is not enough—users must also feel safe and comfortable. Reducing
noise, mitigating heat, and addressing slope challenges can significantly increase the likelihood of
these routes being used. Additional strategies to enhance comfort and safety include lowering speed
limits, introducing physical buffers between pedestrians and vehicles, planting shade trees, and using
building placements to foster a walkable, inviting urban environment.
Option
Option
LEGEND
›12’ Trail
Figure F.4- The Grove at TC Pedestrian Plan
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4.6 Vehicular Plan
Conducting a market analysis provided critical insights into what types of development
Utilizing the Highway 114 frontage, buildings should be strategically positioned to maximize
exposure to the frontage road, enhancing visibility for prospective businesses. Thoughtful
building placement plays a crucial role in attracting tenants, as visibility and accessibility
are key factors in business success. In addition, driveway locations were carefully planned
to improve traffic circulation and establish strong connections throughout the area. The
plan looked to emphasize increased accessibility by designing safer travel routes and
reducing congestion, ultimately creating more efficiency.
Objective: Leverages HW Objective: Leverages HW
114 frontages to enhance 114 frontages to enhance
accessibility and visibilityaccessibility and visibility
Option
Option
LEGEND
›Primary Streets
›Fire Lane
Figure G.4- The Grove at TC Vehicular Plan
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4.6 Vehicular Plan
Objective: The Grove at TC is an Objective: The Grove at TC is an
intentional gathering space that intentional gathering space that
serves as a signature gateway to serves as a signature gateway to
Trophy ClubTrophy Club
Conducting a market analysis provided critical insights into what types of development
Trophy Wood Drive is the primary gateway into Trophy Club for many residents, serving
as the only direct connection from Highway 114 to the residential neighborhoods on the
east side. Functioning as a central spine, it supports the town’s internal circulation with
numerous secondary streets branching off, creating a natural flow of traffic throughout
the area. By enhancing Trophy Wood Drive with improved streetscaping, signage, lighting,
and traffic-calming features, the experience of entering Trophy Club can be elevated
into a true sense of arrival. Creating additional connections from Trophy Wood Drive
to surrounding streets within and around The Grove at TC will not only improve overall
mobility but also encourage more purposeful vehicular movement through the site. This
enhanced connectivity ensures that visitors and residents are guided through the entirety
of the development, increasing visibility for local businesses, activating public spaces, and
supporting economic and community vitality. The result is a more cohesive and navigable
environment that transforms Trophy Wood Drive into both a functional corridor and a
signature experience for the town.
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4.6 Open Space Plan
Objective: Incorporates a Objective: Incorporates a
prominent anchor to activate prominent anchor to activate
the space, creates a lively the space, creates a lively
atmosphere, and strengthens atmosphere, and strengthens
the sense of Town identitythe sense of Town identity
Conducting a market analysis provided critical insights into what types of development
Incorporation of a prominent anchor that serves as a focal point for the area helps activate
the space and generate consistent foot traffic for people to use how they please. This
anchor was identified as Town Hall. Town Hall is a central gathering space and reinforces
the community’s identity and pride. The open space in front of Town Hall shall be identified
for public use, events, and gatherings to activate a lively atmosphere. With Trophy Wood
Dr being the main access point into the east side of Trophy Club, positioning the open
space in front of Town hall creates a visual draw to the area and allows people to engage
when they see activity there.
Option
Option
Option
LEGEND
›Open Space
Figure H.4- The Grove at TC Open Space Plan
The Grove at TC Small Area Plan
Visioning
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05 | IMPLEMENTATION +
ACTION PLAN
IN THIS CHAPTER
5.1 Implementation Guidelines
5.2 Implementation + Action Plan
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Section 5.1 Implementation Guidelines
The Town of Trophy Club Small Area Plan outlines a vision for redevelopment and future opportunities within the area. Achieving this vision will
require collaboration between the Town, the Economic Development Corporation, and the broader community. As the Town moves forward with
implementation over the next decade, new trends, opportunities, and challenges will arise, making flexibility essential in prioritizing and advancing
projects.
The implementation guidelines are intended to support decision making by Town staff and elected officials. The implementation matrix details each
action item, identifies the guiding principle it supports, assigns responsibility for execution, and establishes its priority to help ensure strategic and
effective progress.
Some key questions are identified below to help the Town make an informed decision as projects are identified or new projects emerge for
implementation.
KEY CONSIDERATIONS
1. Guiding Principles Compatibility
At the beginning of this process five guiding principles were established to serve as the goals of this process and the overall plan. The Grove at
TC represents a welcoming and vibrant hub, enhanced connectivity and accessibility, thoughtful and integrated development, a signature public
amenity and community gathering space, and maximized economic impact and branding. By using these principles as the benchmark for every
proposed project in the area, it helps ensure that The Grove at TC remains true to the Trophy Club vision.
a. Does this project achieve one or more of the guiding principles for the Town?
2. Community Needs
Through community engagement, residents shared their priorities and concerns, which directly informed the preferred plan and shaped these
implementation recommendations. To achieve sustainable growth and maintain a high-quality place that residents will embrace, their feedback must
remain central to every implementation decision.
a. How will this project have an overall impact on the community?
b. Does it address any of the concerns or needs, raised through the community feedback of this small area plan?
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3. Economic Advancement
Long-term economic/fiscal benefits should be evaluated for development or redevelopment projects
within The Grove at TC. This will ensure alignment with the Town’s economic goals to enhance the
quality of life for residents while also maintaining competitiveness within market. The Town should
prioritize investments and strategic partnerships that maximize benefits for all stakeholders and
strengthens the community’s future.
a. What is the fiscal impact of the project?
b. How does the project contribute to the economic goals of Trophy Club?
c. How does the project demonstrate economic resiliency, ensuring it can adapt to
changing market conditions
1.Meeting Town Goals
2. Serve Community Needs
3. Economic Resiliency
KEY QUESTIONSKEY QUESTIONS
Figure A.5 Holiday Inn Trophy Club
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RECOMMENDA-
TIONS TYPE THEME OF GUIDING PRINCIPLE ACTION
ITEM PRIORITY RESPONSIBILITY
High-these tasks are
urgent and can have
significant impact on the
plan
Medium- These tasks
need to be addressed
timely, but not urgent
Low- These task can
be scheduled for later
timeframes and have
minimal impact on the
plan
TC-Town Council
EDC- Economic
Development Corp.
TD- Town
Departments (Staff)
Policy
a. Adopt the “Grove at TC Small Area Plan” policy
document to set the vision for the district. This
provides a framework for future developers to
understand the type of development the town
staff, town council, and town residents desire.
This mutual understanding of the vision provides
predictability and reduces risk to the entitlement
process.
HIGH TC
A welcoming
and Vibrant
Hub
Enhanced
Connectivity
and
Accessibility
Thoughtful
and Integrated
Development
Maximized Economic
Impact and Branding
A Signature Public Amenity
and Community Gathering
Space
Section 5.2 Implementation + Action Plan
The below implementation matrix is a strategic tool that outlines actions, priorities and responsibility. It should be used as a framework for
tracking progress and ensuring accountability. The following matrix should be reviewed at regular intervals by the Town.
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Program
Management
a. Engage a third-party program/project manager to oversee
zoning, financing, infrastructure, developer selection, acquisition,
appraisals and other due diligence, and other coordinated tasks
HIGH TC,EDC,TD
b. Review area plan at regular intervals to ensure plan remains
aligned with market realities and update if market conditions change MEDIUM TC,EDC,TD
c. Track developer interest and inquiries and regularly update Town
leadership.MEDIUM TD
d. Prior to disposition, determine the current market value of
Town/EDC parcels based on comparable sales in the area and
appraisals. Be sure to consider the added value to a property from
the completion of any identified and planned public improvements.
MEDIUM TC,EDC,TD
Regulation
a. Identify and hiring a zoning consultant to create form-based
code for the Grove at TC. Form-based code would communicate
predictable and clear design standards and expectations to a
potential developer. The form-based code should address the
following items:
- Architectural standards
- Building form
- Allowed uses
- Signage
- Parking
- Landscaping
- Public spaces
MEDIUM TC,TD
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b. Consider revising the current zoning regulations to update design
standards that allow for the following:
MEDIUM TC,TD
Regulation
i. Update parking requirements to current industry standards, consider
reduction of required parking for several uses such as multifamily, and
provide allowance for shared parking for mix of uses within the Grove
at TC
ii. Require 12’ minimum trail width for primary pedestrian paths
within The Grove at TC
iv. Update architectural design standards for parking structures
c. Revise the parking agreement with HG SPLY to allow for
development or reorganization of the parking lot. Consider intitiating
these changes by preparing, coordinating, and agreeing to a term
sheet or Memorandum of Understanding (MOU) with HG SPLY to
be prepared for future discussions with interested developers by
presenting a shared committement by impacted parties.
HIGH TC,EDC,TD
Infrastructure
a. Verify detention/retention needs based on the area plan
specifically for the development of the vacant parcels.MEDIUM TD
b. Determine the need for the Town to acquire privately-owned
portions of Plaza Dr and Trophy Branch Dr and maintain as Town-
owned streets.
MEDIUM TC,TD
c. Validate access management plan with TxDOT and strategy to
accommodate ingress and egress at key points.HIGH TD
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d. Confirm availability, capacity, and design requirements for
water supply and sanitary sewer to support coordination of utilities
across the district specifically for the development of the vacant
parcels and potential redevelopment of the other parcels.
MEDIUM TD
Infrastructure
e. As part of the regular CIP process, identify and plan for
(phasing, timing, and financing) infrastructure improvements
that are publicly-funded that directly support this area plan.
These improvements could include adding onstreet parking,
replacing pavement with enhanced pavement at intersections,
altering street section of Trophy Wood Dr to add onstreet parking,
adding "hooded" left turn only into HG SPLY from Trophy Wood Dr,
extending sidewalks/trails, landscaping, lighting, and open/park/
event space.
HIGH TC,TD
f. Initiate request for interlocal agreement with City of Southlake for
proposed realignment of T W King Rd/Plaza Dr intersection as shown
on area plan.
HIGH TC,TD
g. Initiate request for interlocal agreement with City of Southlake
for proposed vehicular driveway access onto T W King Rd from Town
Hall lot.
HIGH TC,TD ›T W King Rd ›T W King Rd5 | 7
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Financing
a. Explore additional options for a unified financing tool for the
district. Some tools may include a public improvement district or
extending the timeline of the existing tax increment reinvestment
zone. Consider an update to the project and financing plan of the
existing tax increment reinvestment zone. Extended the existing
TIRZ could serve as a funding tool for the infrastructure items listed
in 4.e
HIGH TC,EDC,TD
Activation
a. Engage a consultant to develop a decision matrix that will guide
the Request for Proposals (RFP) or Request for Expressions of
Interest (RFEI) process. Integrate this decision matrix into a drafted
RFP/RFEI document that integrates a summary of the market and
feasibility analysis as well as any due diligence materials that would
be helpful to respondents. Present the RFP/RFEI to staff and/or
council to receive feedback and make refinements.
HIGH TC,EDC,TD
b. Work with a consultant (consultant-led) on a list of qualified
developers/investors that should be sent the RFP/RFEI. Post the
RFP/RFEI on the Town’s bid postings page
HIGH TC,EDC,TD
c. Explore a third-party consultant to coordinate site visits, promote
the offering, receive proposals/expressions of interest, organize and
lead a pre-bid conference with staff and prospective developers,
assist with preparing responses to questions asked during the pre-
bid conference and an open period for questions, review and analyze
proposals/expressions of interest, and organize the proposals/
expressions of interest into a format that can be presented to staff
and/or council for feedback to create a list of finalists for interviews.
A consultant can also coordinate developer interviews and provide
guidance as needed on selection of the preferred developer.
A consultant should support staff in analyzing the transaction
structure and negotiate on Town’s behalf a memorandum of
understanding that includes any incentives requested. Additionally,
the consultant should assist Town staff in finalizing and executing
agreements which may include a ground lease, a purchase and sale
agreement, and/or a development agreement.
HIGH TC,EDC,TD
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Activation
d. Determine appropriate incentive-based tools to promote
activation of vacant parcels and redevelopment of other parcels.
Said incentives could include the following:
MEDIUM TC,EDC,TD
i. Tax Abatements
ii. Façade Enhancement Programs
iii. Chapter 380 Agreements
iv. State of Texas Incentives
v. TIRZ Reimbursements
vi. Impact Fee Credits
vii. Public/Private Partnerships
Figure B.5 Trophy Club Town Hall
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›Appendix to follow which will include:
›1. Feasibility and Market Study
›2.Plan without Garages
›3.Survey from Online and Open House
›4. Plan Options
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Project ScheduleJuneMayAprilMarchFeb.Jan.Dec.Nov.Oct.Sept.Aug.JulyProject Program + KickoffStakeholder FeedbackInventory + AnalysisMarket StudyCommunity EngagementPlan ScenariosPreferred Concept PlanAdoptionImplementationKick-off + Site VisitDraft ScenariosScenario Council WorkshopMarket StudyOpen House or WorkshopDetermine StrategiesPresent Concept + Document DraftCollect DataCouncil Meeting + Final DocumentMonthly Meeting's with Project Team + StaffInterviews + SummaryEXPLOREEXPLOREEVALUATEEVALUATEConstraints MapENVISIONENVISIONSummary of FindingsENACTENACTEXECUTEEXECUTERecommendations + On-going Implementation1.Completed 7/1/242.Property owner letter sent week of 8/263.Targeting meetings 9/2-9/6 or 9/8-9/144.Completed 8/30/245.Draft sent 8/29; to be finalized by 9/306.Confirmed open house and dates 8/267.Met with Social Pinpoint for online option 8/22 8.Confirmed Survey Monkey for online option 8/279.Marketing for open house begins 10/2110.Hard launch for online option11/4 11.In person open house 11/1821367845Page 94 of 104
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March 10, 2025
From: McAdams
Attendees: McAdams
Trophy Club
Catalyst
RE: Tophy Club Small Area Plan
BiWeekly Meeting
Road Cost Estimate
І Randi and Jameson discussed the cost estimate for the road project, which includes improvements outside
the right of way. The total cost is approximately 1.6 million, covering the radial road around the south side of
town hall and the new leg of Trophy wood Dr. to 114.
І Jameson provided a cost estimate for the road project, which includes improvements outside the right of way.
The total cost is approximately 1.6 million, covering the radial road around the south side of town hall and the
new leg of Trophy wood Dr. to 114.
І The estimate includes various improvements such as sidewalks, streetscape, landscaping, and other
enhancements outside the right of way, extending beyond the back of the curb.
І Jameson mentioned that the project covers about 800 linear feet between the two sections of the road,
including parallel parking road sections.
Concept Plan
І Randi informed Tamara and Marisa about the need to revise two slides showing an earlier version of Concept
2. Tamara agreed to get the revised slides over to Maggie for switching out.
І Brandon requested Tamara to print full-page images of each scenario (1, 2, and 2B) for the Council members
to reference during the presentation. Randi agreed to send the files to Tamara for printing.
Meeting Purpose:
І Randi explained the purpose of the meeting, which was to check on progress and prepare for the presentation
tonight. They appreciated the feedback from Brandon, Rylan, and Dennis, and discussed the importance of
including multifamily housing in the plan.
І Randi emphasized the importance of including multifamily housing in the plan, discussing its benefits and the
need to gauge the Council's feelings about its inclusion.
І Brandon emphasized that housing will be the dominant conversation tonight. They discussed the need to
structure housing in a way that aligns with the community's values and addresses concerns about multifamily
housing.
І They discussed the importance of structuring housing in a way that aligns with the community's values,
considering options like condos, 55+ housing, and other forms of multifamily housing.
І Brandon and others discussed addressing concerns about multifamily housing, including misconceptions
about low-income housing and the need to clarify the types of housing being proposed.
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Presentation Structure
І Randi outlined the structure of the presentation, with Brandon starting, followed by Randi, Chris, Jameson,
Marisa, and Chris again. They agreed to keep the presentation interactive and address questions as they arise.
І Brandon mentioned that overall sentiment from Council members is positive, but the conversation might seem
more negative tonight. They aim to ensure all voices are heard and not let the conversation be dominated by a
few members.
І Randi and Brandon discussed the possibility of public attendance and the plans being shared on social media.
Brandon mentioned that the feedback so far has been positive, with excitement about the project.
І Randi and Brandon discussed the possibility of public attendance at the meeting, noting that there might be a
few attendees but not many.
І They also discussed the plans being shared on social media, with Brandon mentioning that the feedback so far
has been positive, with excitement about the project.
Retail Concerns
І Joe raised concerns about the amount of retail in the plan and whether the demographic can support it,
referencing Keller Town Square's vacancies as a point of comparison.
І They discussed the differences between their location and Keller Town Square, noting that their location
benefits from highway access, which could positively impact retail success.
І jc and Chris highlighted that the retail market in their area is extremely healthy, with low vacancy rates and high
rents, contrasting with the perceived issues at Keller Town Square.
Multifamily Housing Benefits
І jc and Chris discussed the benefits of including multifamily housing in the plan, such as driving office and
walkability, funding public improvements, and creating vibrancy.
І They emphasized that the multifamily component enables the scale and amenities of the project, making it
possible to fund public improvements and create a vibrant community.
І jc explained that multifamily housing acts as a supporting mechanism that drives other elements of the
project, such as office spaces and walkability, contributing to the overall success of the development.
І Joe suggested being prepared with demographics for the 55+ population, as it could be a valuable
consideration for the Council. jc agreed and mentioned that the plan is not regulatory at this point, but a vision
for the future.
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March 25th 2025
Final Document
І Showing different kind of caveats so we can provide more examples and more of a building mass instead of actual
building footprint styles
І Showing some fo the different options with the land that the city does control, and then for the redevelopment it
would be highlighting those and listing the feature uses
BRANDON
І General concepts of the land that we control. Setting a clear vision for those properties consistent with what we’ve
seen in 2B plan will work
І For other areas like the redevelopment properties just highlight and then it kind of list some use that could go there
but label as redevelopment. Stating here are the elements that we would anticipate for being uses. Possibly number
of floors for the particular structure.
І No Exact footprints but just letting people interpret it
І Less visual
JOE
І Agrees with Brandon
І Thinks people were getting to far ahead of themselves
І Should we bring building 13 and 14 up more. If we do not do anything in the asphalt parking lot then Jameson would
bring the buildings forward more
І We also have the powerline easement to work around in that area
І Doesn’t want kids playing near the street. Try to move open space away from the streets or write someone in the
planning document that open space needs to provide a buffer space if it is near a street
MARISA
І Explained what can be surfaced parked. Would only allow for 2 dining 6,000 SF and 2 office 17,00 SF to meet parking
ALLAN
І Have we looked at shared parking with Vera Space. Tamarra has talked to someone and they would be willing to but
it would be a little bit of a walk
RANDI
І How do we feel about parking structure. Are they completely off the table or? We feel like a developer would want
structured parking and Allan agrees.
І Need to ask Brandon about parking structures and if they should be included
CHRIS
І Presented the Market Study
І Office is going to be tough because office value rents aren’t great
І Assuming 95% occupancy
І Submarket retail vacancy is about 96%
Next Steps
І Hon in on the concept plan and provide rectangular buildings, different options showing surface parked and not
surface parked
І Pedestrian connection, open space are going to be hon in on
TTC24001
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І Redevelopment opportunities
І Little insets of these areas. EDC property and the two different options and then we would have a pedestrian plan
І Street plan, Implementation chart
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April 22nd 2025
Final Document
І Give draft of final document by May 6th
FEEDBACK ON THE DRAFT OF DOCUMENT
І Joe asked about why race breakdown was included in demographics.
І Chris said it was just market context. Retailers look for that information. Marisa will remove the diagram
І His concern is it's early in the document and will have a lot of readers. Chris recommended switching demographics
to HHI.
І Brandon asked about the 13% other. Ask MB what the direction was. Diagram will be removed.
І Joe talked about how we have to be really conscientious about the pictures and how it leads the reader's perception.
І RR idea - add pics of trails on the pedestrian network
І Go to EDC prior to Council - Go to both in July.
І EDC meets on 5/22 and wants to run through the draft. Tamara will post it early to give them a full week to review
ahead of the meeting. If they want another session, then the Town can schedule another one.
І Chapter 4 will not have time frames.
І HG Sply is mis-spelled
Next Steps
І Give a draft of the final document to Town
І EDC can provide feedback by May 22nd at the EDC meeting
І McAdams will update document based on feedback
І Go to Council in July
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May 6th 2025
Feedback on the draft of document
• Area Plan Document Review: Marisa discussed the area plan document and the timeline for review, with
comments due by the 23rd to stay on track for the EDC meeting on the 22nd.
o Timeline for Review: Marisa confirmed that the area plan document would be sent out after the
meeting, allowing everyone time to review it before the EDC meeting on the 22nd. Comments are due by
the 23rd to ensure the plan stays on track.
o Review Process: Marisa outlined the process for reviewing the area plan document, emphasizing the
importance of everyone being prepared for the EDC meeting. The review includes incorporating
comments and addressing any feedback received by the 23rd.
• Acknowledgments and Photos: Marisa and the team discussed the acknowledgments section and the use of
photos, deciding to prioritize the Town Council and EDC in the acknowledgments and to replace certain photos.
o Prioritizing Acknowledgments: Tamara suggested prioritizing the Town Council and EDC in the
acknowledgments section, listing them first and not including staff members.
o Photo Replacement: The team discussed replacing certain photos in the document.
• Parking Considerations: Joe and Randi discussed the importance of addressing parking in the plan, with Randi
noting that parking recommendations are included in the implementation chart and suggesting further emphasis
in the main document.
o Parking: Joe emphasized the need to address parking explicitly in the main document, considering its
importance for both retail and residential developments. Randi agreed to highlight parking
considerations more prominently.
o On-Street Parking: Randi suggested adding on-street parking as an option in the plan. This addition
would provide more flexibility and address potential parking constraints.
• Feedback and Review Process: Brandon and Joe outlined the process for providing feedback on the area plan
document, with feedback due by May 20th to allow for compilation and review at the EDC meeting on the 22nd.
o Feedback Timeline: Brandon and Joe emphasized that feedback on the area plan document is due by
May 20th. This timeline allows for the compilation of comments and review at the EDC meeting on the
22nd.
o Compilation Process: Brandon explained that feedback should be sent to Tamara, who will compile all
comments into a single document. This organized approach ensures that all feedback is considered and
addressed efficiently.
o Review Meeting: The EDC meeting on the 22nd will include a review of the compiled feedback. This
meeting provides an opportunity to discuss and clarify any comments before finalizing the document
Next Steps
І Follow-up tasks:
• Send out the area plan document to everyone for review.
• Update the acknowledgements to list the Town Council first, followed by the EDC, and exclude staff members.
• Include the name "The Grove" on the cover sheet of the small area plan.
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• Ensure the appendix includes a high-level view of surrounding towns and their developments to provide
perspective
• Emphasize parking considerations in the main part of the document, including on-street parking options.
• Compile all feedback from the team by May 20th to summarize and present during the meeting on May 22nd.
• Review the area plan document and provide feedback by May 23rd.
Page 101 of 104
ECONOMIC DEVELOPMENT CORPORATION
COMMUNICATION
MEETING DATE: May 22, 2025
FROM: Tamara Smith, MSL, Assistant to the Town Manager
AGENDA ITEM: Discuss the Economic Development Corporation FY 2025-2026 Budget.
(Tamara Smith, Assistant to the Town Manager)
BACKGROUND/SUMMARY: The Economic Development Corporation (EDC) is required to
approve its FY 2026 Budget prior to consideration by the Town Council. Per EDC bylaws, Article
IV Functional Corporate Duties and Requirements, Section 2, Annual Corporate Budget, the
Board shall adopt a proposed budget of expected revenues and proposed expenditures for the
ensuing fiscal year.
The attached document outlines the EDC budget, detailing how the 0.5% sales tax dedicated to
economic development is projected to be used in the upcoming fiscal year. Proposed revenue
for FY 2026 is $776,250—a 15% increase over FY 2025, to better reflect the revenues received
from prior years. Proposed expenditures total $741,763, representing a13% increase from FY
2025, primarily due to anticipated incentive costs associated with the Small Area Plan and
potential additional incentives the EDC may offer to support businesses in Trophy Club, and the
remaining allocation to the Thrive Business Grant.
Total sales tax revenue collected in FY 2024 was $865,900. As of the end of the second quarter,
year-to-date revenue stands at $514,492. Current projections indicate that collections will
exceed the budgeted amount of $675,000.
The total expenditure of $741,763 includes $195,000 anticipated for the Thrive business
program. The Board allocated $300,000 from the EDC Fund for the FY 2024 grant program. For
FY 2025, the budget included a cap of $150,000 for the Thrive Grant Program, which ensures
that the remaining funds are available for the grant program in subsequent years. The total
grant dollars awarded in FY 2025 was $104,380.67. This leaves a remaining balance of
$195,619.33 for FY 2026.
The Professional Outside Services account is projected to remain flat in the upcoming fiscal
year, in anticipation of additional service needs related to the implementation of the Small
Area Plan.
Legal services were included in the FY 2025 Budget to cover ongoing fees related to the
attempted recapture of funds owed to the EDC. Legal expenses for FY 2026 are expected to
remain flat for potential additional costs associated with the recapture efforts or other legal
matters that may arise during the year.
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The process for allocating General Fund costs to the EDC was revised in the FY 2025 Budget.
Instead of direct payroll costs being charged to the EDC Fund, 15% of the Town Manager and
Assistant to the Town Manager personnel costs plus $10,000 for other administrative functions
are set up as a transfer between funds to reimburse the General Fund for the cost of staff
support for the economic development function.
This agenda item is to be discussed with the EDC Board for revisions before approval.
BOARD REVIEW/CITIZEN FEEDBACK: N/A
FISCAL IMPACT: In FY 2026, the proposed revenue amount for the EDC Fund is $776,250, and
the proposed expenditure is $741,763. The increase in revenues of 15% over the prior year,
and the increase of 13% over the prior year for expenditures is the implementation of the Small
Area Plan, and the remaining allocation of the Thrive Business Grant.
LEGAL REVIEW: N/A
ATTACHMENTS:
1. Proposed Budget
ACTIONS/OPTIONS:
This agenda item is being presented for discussion only. No action will be taken by the
Economic Development Corporation Board for this agenda item.
Page 103 of 104
FY2024-25 Approved Budget
EDC FY 2022
ACTUAL
FY 2023
ACTUAL
FY 2024
ACTUAL
FY 2025
APPROVED
FY 2025
AMENDED
FY 2025 YEAR
TO DATE
FY 2026
PROPOSED
FY 2027
PROJECTED
Starting Net Position 1,285,396$ 1,901,850$ 2,466,867$ 3,085,780$ 3,085,780$ 3,085,780$ 3,409,864$ 3,444,351$
Revenue
Sales Tax ‐ General $ 748,791 $ 767,911 $ 865,900 $ 650,000 $ 650,000 $ 514,492 $ 750,000 $ 772,500
Interest Income 4,831 43,606 88,512 25,000 25,000 88,512 26,250 27,038
Miscellaneous Revenue ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Total Revenue 753,622$ 811,517$ 954,412$ 675,000$ 675,000$ 603,004$ 776,250$ 799,538$
Expenses
Personnel
Salaries $ ‐ $ ‐ $ 23,386 $ ‐ $ ‐ $ ‐ $ ‐ $ ‐
Overtime ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Longevity ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Certification Pay ‐ ‐ 2,308 ‐ ‐ ‐ ‐ ‐
Cell Phone Stipend ‐ ‐ 120 ‐ ‐ ‐ ‐ ‐
Retirement ‐ ‐ 3,744 ‐ ‐ ‐ ‐ ‐
Medical Insurance ‐ ‐ 1,401 ‐ ‐ ‐ ‐ ‐
Dental Insurance ‐ ‐ 125 ‐ ‐ ‐ ‐ ‐
Vision Insurance ‐ ‐ 26 ‐ ‐ ‐ ‐ ‐
Life Insurance & Other ‐ ‐ 79 ‐ ‐ ‐ ‐ ‐
Social Security Taxes ‐ ‐ 1,322 ‐ ‐ ‐ ‐ ‐
Medicare Taxes ‐ ‐ 407 ‐ ‐ ‐ ‐ ‐
Unemployment Taxes ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Workers' Compensation ‐ ‐ 51 ‐ ‐ ‐ ‐ ‐
Auto/Housing Allowance ‐ ‐ 2 ‐ ‐ ‐ ‐ ‐
Total Personnel ‐$ ‐$ 32,972$ ‐$ ‐$ ‐$ ‐$ ‐$
Professional Outside Services $ ‐ $ 5,000 $ 13,605 $ 80,000 $ 80,000 $ 70,202 $ 80,000 $ 82,400
Legal Services ‐ ‐ ‐ 20,000 20,000 ‐ 10,000 10,300
Auditing 5,000 5,000 4,269 5,100 5,100 4,254 5,100 5,253
Advertising 12,895 5,658 6,861 8,000 8,000 1,800 8,000 8,240
Legal Notices ‐ ‐ ‐ 1,000 1,000 ‐ 1,000 1,030
Printing ‐ ‐ ‐ 250 250 ‐ 250 258
Schools & Training ‐ ‐ ‐ 3,000 3,000 ‐ 3,000 3,090
Dues & Membership ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Travel & Per Diem ‐ ‐ 912 3,000 3,000 ‐ 3,000 3,090
Office Supplies ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Miscellaneous Expense 2,500 2,500 ‐ ‐ ‐ ‐ ‐ ‐
Incentive Programs ‐ ‐ ‐ 100,000 100,000 ‐ 150,000 154,500
Thrive Business Grant ‐ ‐ ‐ 150,000 150,000 ‐ 195,000 200,850
Depreciation Expense ‐ EDC 24,693 24,691 24,693 ‐ ‐ ‐ ‐ ‐
Bond Interest 91,280 1,333 82,841 ‐ ‐ ‐ ‐ ‐
Paying Agent Fees 800 800 800 400 400 200 200 200
Transfer to General Fund ‐ ‐ ‐ 80,752 80,752 ‐ 84,000 88,200
Transfer to General Fund/DSR ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐
Transfer to Debt Service ‐ 201,518 201,518 202,463 202,463 202,463 202,213 201,688
Total Expenses 137,168$ 246,500$ 335,499$ 653,965$ 653,965$ 278,920$ 741,763$ 759,099$
Net Increase (Decrease) 616,454$ 565,016$ 618,913$ 21,036$ 21,036$ 324,084$ 34,487$ 40,439$
Ending Net Position $ 1,901,850 $ 2,466,867 $ 3,085,780 $ 3,106,817 $ 3,106,817 $ 3,409,864 $ 3,444,351 $ 3,484,791
POSITION TITLE FY 2024 FY 2025 FY 2026
TOWN MANAGER 0.15 0.00 0.00
TOTAL FTEs 0.15 0.00 0.00
PERSONNEL SCHEDULE
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