In 2000, the Commercial Corridors Task Force was established with the mission “to create economic development opportunities in selected commercial corridors that can be measured by increases in employment, tax base, and business growth and quality-of-life improvements, particularly in low- and moderate-income areas.”
The task force identified 13 Urban Villages located within 7 priority commercial corridors:
- East Lancaster Avenue: Oakland Corners, Historic Handley
- East Rosedale Street: Evans & Rosedale, Polytechnic/Wesleyan
- Hemphill Street: Magnolia, Hemphill/Berry
- West Seventh Street: Trinity Park, West Seventh/University
- Camp Bowie Boulevard: Ridglea, Camp Bowie/Hulen
- North Main Street: Mercado, Paddock Bend
- Berry Street: Berry/University
The 2002 Central City Commercial Corridors Revitalization Strategy Report summarized the findings of the Commercial Corridors Task Force. This included a vision statement, urban design plan, investment challenges and marketing opportunities, development strategy, economic analysis, and reinvestment strategies specific to each Urban Village.
In 2005, the City Council directed the City Plan Commission to evaluate existing and potential new Urban Villages. This process resulted in the de-designation of Paddock Bend and Camp Bowie/Hulen, merging of West 7th/University and Trinity Park, renaming of Mercado to Historic Marine, and addition of 6 new Urban Villages: Berry/Riverside, Berry Stalcup, Bluebonnet Circle, Near East Side, Six Points, and South Main.
In 2016, the Lake Arlington Urban Village was designated to support the Lake Arlington Master Plan.
Criteria used to select the Urban Villages included:
- Compatibility with the Comprehensive Plan.
- Presence of unified, energetic stakeholders.
- Ability to create mixed-use activity centers, emphasizing live/work/play opportunities with multi-modal access.
- Demonstrated community need, both perceived and quantified.
- Presence of a near- or long-term market opportunity and prospects for success.
- Ability to leverage existing or planned public investment.
- Upward trend in local investment.
- Consistent in character and building on prevailing strengths.
- Opportunities to strengthen and link existing districts or activity centers.
- Physical environment including parks and open space, public improvements, historic building stock, etc.
- Potential for creating key entryways or gateways into development areas.
- Opportunities for land assembly.
- Availability of public programs, incentives and tools for revitalization.
- Presence of support organizations – service groups, churches, schools.