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Electronic Theses, Treatises and Dissertations The Graduate School

2011

The Redesign of a Mixed-Use Building: The

Alcazar Hotel
Liza Bayles Plunkett

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 THE FLORIDA STATE UNIVERSITY

COLLEGE OF VISUAL ARTS, THEATRE, AND DANCE

THE REDESIGN OF A MIXED-USE BUILDING:

THE ALCAZAR HOTEL

By

LIZA BAYLES PLUNKETT

A Thesis submitted to the

Department of Interior Design
in partial fulfillment of the
requirements for the degree of
Master of Fine Arts

Degree Awarded:
Fall Semester, 2011
Liza Bayles Plunkett defended this thesis on November 2, 2011.

The members of the supervisory committee were:

Eric A. Wiedegreen
Professor Directing Thesis

Jim Dawkins
Committee Member

Jill B. Pable
Committee Member

The Graduate School has verified and approved the above-named committee members, and
certifies that the thesis has been approved in accordance with university requirements.

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Doom-flotchy-floom-de-ay

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 ACKNOWLEDGEMENTS

! I would like to thank Bill Luckett, for access, drawings, photographs, and a
personal tour of the site of The Alcazar Hotel. Your excitement over this building is truly
inspiring and without your participation, the focus of this design thesis would not have
been possible. To committee members Jim Dawkins, for your insight and participation
in this process and Jill Pable, for your enthusiasm and understanding. Lastly, I would
like to thank Eric Wiedegreen, your patience, frankness, encouragement, and tireless
editing made this thesis achievable.

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 TABLE OF CONTENTS

LIST OF TABLES! ix

LIST OF FIGURES! x

ABSTRACT! xiv

1.INTRODUCTION! 1

Introduction! 1

Purpose! 2

Justification! 2

Assumptions and Limitations! 2

Research Question! 3

Definitions! 3

2.CHAPTER TWO! 6

Introduction! 6

History! 6

Urban Mixed-Use and Pre-Twentieth Century Developments! 9

Urban Mixed-Use and Twentieth Century to Present Day Developments! 14

Urban Mixed-Use Developments and Adaptive Reuse! 21

Adaptive Reuse Process! 23

Planning, Inventory! 24

Property control! 26

Property management/disposition! 27

Physical Revitalization! 29

Neighborhood Classifications Regarding Adaptive Reuse Strategies! 29

Poor structure condition - weakening market! 30

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 Good structure condition - weakening market! 31

Poor structure condition - strengthening market! 32

Good structure condition - strengthening market! 32

Adaptive Reuse and Sustainable Practices! 33

Conclusion! 34

3.CHAPTER THREE! 36

Introduction! 36

Purpose! 36

Research Question! 37

Primary Research Question! 37

Methodology! 37

Instrumentation! 37

Survey Questions! 38

Institutional Review Board Approval! 38

Selection of Data Pool! 38

Gathering Data! 39

Reporting Data! 39

Executive Summary! 39

Limitations! 42

Conclusion! 43

4.PROGRAMMING! 44

Project Description and History! 44

Existing Site Conditions! 47

Historical, Psychological, Social, and Economic Context! 55

Historical! 55

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 Psychological! 55

Social! 55

Economic! 56

Client Philosophy and Goals! 56

User Profile! 57

Image and Character! 58

Type of Construction and Materials! 59

Codes, Regulations and Safety Considerations! 60

Precedent Studies! 60

Analysis of Individual Space Requirements! 61

Summary! 66

5.PROPOSED DESIGN! 67

Overview of Project! 67

Proposed Design! 69

Exterior Design! 72

Interior Design! 79

First Floor! 79

Second Floor! 88

Third Floor! 97

Commercial Spaces! 110

Summary! 120

6.CONCLUSION! 122

Conclusion! 122

Recommendations for Future Research! 122

Summary! 123

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APPENDIX A! 124

APPENDIX B! 127

APPENDIX C! 129

BIBLIOGRAPHY! 131

BIOGRAPHICAL SKETCH! 134

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 LIST OF TABLES

3.1! Diversity of survey participants! 40

4.1! Space requirements for The Alcazar Hotel! 63

4.2! Occupancy loads for The Alcazar Hotel! 65

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 LIST OF FIGURES

2.1! Map of outer town Titrus Hoyuk, present day Turkey! 8

2.2! Map of lower town Titrus Hoyuk, present day Turkey! 8

2.3 ! A corridor in The Grand Bazaar! 10

2.4! Corridor along the Burlington Arcade! 11

2.5! An arcade in the Galleria Vittorio Emanuele! 12

2.6! Aerial view of Kohler Village! 14

2.7! Site plan of The Shops at Saddle Creek! 18

2.8! Site plan for The Railyards! 19

2.9! Proposed facade of the Pizitz Building! 20

2.10!Master plan of Seaside, Florida! 21

2.11!The component activities of adaptive reuse! 24

4.1! Postcard depicting the exterior of The Alcazar Hotel! 44

4.2! Postcard depicting the original mezzanine level! 45

4.3! Current state of The Alcazar Hotel in the Adaptive Reuse Process! 46

4.4! Exterior of The Alcazar Hotel at Third Street! 48

4.5! Exterior of The Alcazar Hotel at Third Street and Yazoo Avenue! 48

4.6! Building at alley! 49

4.7! Rear of building at alley ! 49

4.8! View of skylight from roof! 50

4.9! Decorative cast stone and brick at parapet! 50

4.10!Transom windows at storefront! 51

4.11!Cast detail at Third Street entrance! 51

4.12!Cast detail the main entrance from Third Street! 52

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4.13!Cast stone detail on facade! 52

4.14!Original canopy detail over entrances! 53

4.15!Main entrance at Third Street! 53

4.16!Storefront at the corner of Third Street and Yazoo Avenue! 54

4.17!Storefront entrance on Yazoo Avenue! 54

5.1! Image of The Alcazar Hotel! 68

5.2! Aerial photograph of The Alcazar Hotel! 68

5.3! Hand drawn map of The New Alcazar Hotel and tenants! 69

5.4! Parti diagram depicting privacy progression! 70

5.5! Concept image! 72

5.6! Exterior materials and finishes of The Alcazar Hotel! 74

5.7! Section through The Alcazar Hotel depicting the location of the original skylight! 75

5.8! Original stationary from The Alcazar Hotel! 76

5.9! The Alcazar Hotel logo! 76

5.10! Elevation of exterior facade at Third Street! 77

5.11! Perspective of exterior facade at the corner of Third Street and Yazoo Avenue! 78

5.12! Original stair railing! 80

5.13! First floor plan! 81

5.14! First floor materials and finishes! 82

5.15! First floor reflected ceiling plan! 83

5.16! Perspective of lobby into atrium (hanging lobby sculpture removed for clarity)! 84

5.17! Materials selected for custom display! 86

5.18! Sketch of Bottle Tree display ! 87

5.19! Perspective view of bottle tree looking our of atrium! 87

5.20! Second floor plan! 91

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5.21! Second floor material and finishes! 92

5.22! Second floor reflected ceiling plan! 93

5.23! Perspective of second floor gallery at the elevatory lobby! 94

5.24! Original ballroom floor tile! 94

5.25! Ballroom materials and finishes! 95

5.26! View from the ballroom into the atrium! 96

5.27! Original fireplace mantle! 96

5.28! Third floor plan! 98

5.29! Third floor materials and finishes! 99

5.30! Third floor reflected ceiling plan! 100

5.31! Perspective of elevator lobby at the third floor! 101

5.32! Guest room materials and finishes! 103

5.33! Perspective view of typical standard queen guest room! 104

5.34! Fourth floor plan! 106

5.35! Fourth floor materials and finishes! 107

5.36! Fourth floor reflected ceiling plan! 108

5.37! Crossroads Properties brand standard finishes for condominium units! 109

5.38! Heirloom: A Southern Kitchen logo! 111

5.39! Heirloom: A Southern Kitchen enlarged floor plan! 112

5.40! Heirloom: A Southern Kitchen materials and finishes! 113

5.41! Heirloom: A Southern Kitchen reflected ceiling plan! 114

5.42! Perspective of bar from dining area! 115

5.43! The Folded Corner logo! 116

5.44! The Folded Corner enlarged floor plan! 117

5.45! The Folded Corner materials and finishes! 118

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5.46! The Folded Corner reflected ceiling plan! 119

5.47! Perspective of The Folded Corner from seating area! 120

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 ABSTRACT

! Mixed-use buildings are a prominent fixture in small towns across the South and
were often both the living and working environment for their owners and tenants. The
Alcazar Hotel located in Clarksdale, Mississippi, (population 23,267) was selected as
the site for this thesis project because of its status as an endangered building by the
Mississippi Heritage Trust. The Alcazar Hotel has had many uses over its lifetime
including a hotel, office space, and apartments and today the 1915 Colonial Revival
building stands vacant and in need of repair. This design thesis is focused on the
redevelopment of an original mixed-use building of the 1920s to a modern multi-use
building of today. Strong ties to the buildingʼs architectural past will be a constant theme
throughout the building found in mouldings and flooring patterns and the modern interior
will draw influence from both classic patterns of the early twentieth century with modern
qualities and a high contrast of color throughout the space.
! By examining the adaptive reuse process and neighborhood classification and
adequately identifying the building’s status in these classifications, one could determine
the needed steps to take for successful redevelopment. A survey was conducted
among business owners in the downtown area of Clarksdale to help determine new
viable commercial tenants. Qualitative analysis of the local survey results contributed to
the redesign of this historic structure to incorporate commercial growth of the city while
maintaining the buildingʼs historic roots. Responses indicated what businesses were
stable and growing over the past five years as well as other businesses that would be
considered an addition to the area. The proposed redevelopment of The Alcazar Hotel,
contained within this thesis resulted in a 19 room hotel with conference rooms, eight
condominium units, and the design of two new commercial spaces (a restaurant and a
bookstore) that fulfill a local need.

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 CHAPTER ONE

INTRODUCTION

Introduction
! As World War II ended returning soldiers moved away from city centers and into
the suburbs where homes were plentiful and land was affordable. Also during this time,
many middle-class white Americans were migrating to the suburbs to purchase single-
family homes with the help of Federal Housing Administration and Veterans
Administration loans (Holcomb & Beauregard, 1981). Businesses also became a part of
the migration away from downtowns to the suburban landscape, resulting in vacant
buildings and unused spaces in city centers. The daily commute from the suburbs to
downtowns was for work purposes only. Other activities concerning daily living and
social aspects were concentrated in the suburbs. The current migration back to urban
areas in downtowns consists mainly of affluent residents and young adults. The
redevelopment of underused buildings is crucial in maintaining a sense of place for
existing residents and character for new residents (Ehrenhalt, 2008).
! The site for this thesis project is located in downtown Clarksdale, Mississippi
(population, 23,267). The New Alcazar Hotel (1915), of the Colonial Revival style, was
built as an addition to the original Alcazar Hotel (mid 1890s). This new addition became
the main building of the hotel with the original serving as an annex and became home to
WROX radio station and retailers in first floor commercial spaces. Over the years, the
Alcazar has transitioned into office spaces, apartments, and is currently vacant and in
need of repair. The property is currently listed as an historic property on both the
National Trust for Historic Preservation and the Mississippi Heritage Trust.
! A survey will be conducted with current business owners and residents of the
downtown Clarksdale area, to establish a theoretical set of businesses that could serve
as potential tenants in the adaptive reuse process. This thesis project could serve as a
model for future revitalization efforts.

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 Purpose
! The purpose of this thesis project is to study a mixed-use building that is
currently underutilized and provide a theoretical redevelopment. The types of tenants
and/or merchants that would be suitable for mixed-use, multi-use, and adaptive reuse
developments located in the Central Business Districts of small cities such as
Clarksdale will be identified through a survey of the local merchants. By targeting and
soliciting the types of businesses that the survey could potentially reveal, a redeveloped
Alcazar Hotel could not only help increase business traffic downtown, but also provide a
destination point to residents and tourists alike.

Justification
! With the number of vacant buildings in downtown districts of smaller cities
increasing, these core areas are slowly deteriorating. For building owners to become
active in revitalizing their cities, it is important to bring focus back to these central areas,
by providing a destination property such as The Alcazar Hotel.

Assumptions and Limitations

! With the assumption that this is a theoretical project for the purpose of a thesis
project, cooperation of the property owner regarding The Alcazar Hotel solely for a
thesis project was obtained. The final design solution is in no way intended for actual
redevelopment.
! The research for this theoretical redevelopment requires interviews of merchants
and business owners of the Clarksdale, Mississippi area with the assumption that this is
a theoretical project for the purpose of a thesis. The interviewer will be collecting data
by face-to-face interviews and answering written survey questions. Every attempt will
be made to contact business owners or employees in a management position to
participate in the survey portion of the thesis project. Taking part in the survey is
voluntary and participants can stop at any point in time. It is assumed that subjects
taking the survey will be interested playing an integral role in what new businesses can
be targeted for a theoretical mixed-use development in their downtown area. While this

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survey will be used as a tool to provide information and assist in programming tenant
spaces for the design portion of the thesis project, more extensive and definitive
answers of targeted business types in the area would be better determined by a future
market research analysis.

Research Question
! With the downtown area of Clarksdale, Mississippi seeing a rebirth, how might a
large, underused building be renovated to bring enhanced interest and vitality to the
area through a survey targeting merchants and members of the community?

Definitions
Adaptive Reuse! ! ! “A neighborhood revitalization strategy which employs
! ! ! ! ! a series of linked procedures to: plan for, inventory,
! ! ! ! ! acquire, manage and reuse surplus or abandoned
! ! ! ! ! real estate” (Burchell & Listokin, p. 543).

Adaptive Reuse Planning! ! “A process that develops alternative reuse strategies

! ! ! ! ! and targets these strategies to specific neighborhoods
! ! ! ! ! according to the structural and economic conditions
! ! ! ! ! found there” (Burchell & Listokin, p. 543).

Adaptive Reuse Preparatory ! “The activities of redevelopment which are

Activities! ! ! ! undertaken prior to physical revitalization. They
! ! ! ! ! include: (1) computerized property inventory,
! ! ! ! ! (2) fast-take property acquisition, (3) municipal
! ! ! ! ! foreclosure and tax sale measures, (4) donation/lease
! ! ! ! ! purchase agreements, (5) boarding/sealing or
! ! ! ! ! demolishing cleaning surplus structures, and (6)
! ! ! ! ! various means or strategies of real property
! ! ! ! ! disposition” (Burchell & Listokin, p. 544).

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Amenity! ! ! ! “Feature of a property that usually renders it more
! ! ! ! ! attractive, such as its accessibility, good design, and
! ! ! ! ! proximity to shopping or other public facilities,
! ! ! ! ! recreational or cultural centers, schools and
! ! ! ! ! parks” (Burchell & Listokin, p. 544).

Central Business District! ! “The business core of a city with the major
(CBD)!! ! ! ! concentration of retail, office and service
! ! ! ! ! functions” (Burchell & Listokin, p. 545).

Design Standards! ! ! “Standards governing the size, shape and relationship

! ! ! ! ! of spaces in a building” (Burchell & Listokin, p. 545).

Historic Preservation! ! “A process to protect buildings with historic value or

! ! ! ! ! significant from destruction or extensive
! ! ! ! ! renovation” (CanEquity Mortgage Canada, n.d., ¶
! ! ! ! ! 4).

Lifestyle Development! ! Master planned, open-air retail developments that do

! ! ! ! ! not depend on large retailers to anchor the
! ! ! ! ! development (Shopping centers today online, n.d.).

Mixed-Use Development! ! “Characterized by three concepts: three or more

(MXD)!! ! ! ! significant revenue-producing uses that in well
! ! ! ! ! planned projects are mutually supporting” (Schwanke,
! ! ! ! ! p. 3).

Mixed-use Street ! ! ! A street that “enables people to shop locally without

! ! ! ! ! cars, economically it provides a well connected
! ! ! ! ! catchment area of customers for local businesses,

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! ! ! ! ! and socially it provides inclusive places for local
! ! ! ! ! communities to participate in different activities and to
! ! ! ! ! meet one another” (Jones, Roberts & Morris, p. xi).

Multi Use Development! ! “Encompasses three broad categories: (1) densely

! ! ! ! ! configured developments that achieve physical and
! ! ! ! ! functional integration but include only two uses; (2)
! ! ! ! ! mixed-use development as defined; and (3)
! ! ! ! ! developments of two or more uses that lack physical
! ! ! ! ! and functional integration, usually because of their
! ! ! ! ! large scale, low density, or lack of a coherent
! ! ! ! ! plan” (Schwanke, p. 5).

Rehabilitation! ! ! “The restoration of improved real estate to a

! ! ! ! ! satisfactory condition without major alterations to its
! ! ! ! ! structure or style” (Burchell & Listokin, p. 551).

Restoration! ! ! ! “A process in which an object of structure is restored

! ! ! ! ! with an eye to its historic character, rather than just
! ! ! ! ! with the goal of restoring functionality” (Wise Geek,
! ! ! ! ! n.d., ¶ 1).

Salvageable! ! ! ! “A structure which, although in deteriorating condition,

! ! ! ! ! has sufficiently sound basic systems and construction
! ! ! ! ! that is capable of being retained” (Burchell & Listokin,
! ! ! ! ! p. 552).

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 CHAPTER TWO

REVIEW OF LITERATURE

Introduction
! The composition of societies has been influenced by a variety of cultures and
civilizations. To understand current culture trends one must look at precedent
concerning the emergence of urban mixed-use developments throughout history,
adaptive reuse and its processes, classifications of neighborhoods, as well as
sustainable practices regarding adaptive reuse of existing structures. History sets a
paradigm and beginning framework for both successes and failures of urban mixed-use
developments. By taking cues from the experience of others, we as a society can move
forward and design more efficient developments. The Roaring Twenties, the Great
Depression, and the post-World War II promotion of the American dream were all pivotal
in the development of the American fabric in relation to both growth and decline in
downtowns (Burchell & Listokin, 1981). By looking at the progression of American
culture alongside the real estate market of the time, planners can become more efficient
and realistic in designing future developments.

History
! There are many sites in the ancient world that were master planned and became
areas of mixed-use and commerce. Scholars believe “the first cities anywhere arose
about 5,000 years ago in the lower valley of the Tigris and Euphrates Rivers” (Wilford,
1997, ¶ 7). During the third millennium, scholars believe there was a surge of people
moving to new cities in the region in what appears as the “first experiments in city
living” (¶ 8). According to Schwanke (1987), the idea of these types of “mixed or
multiple-use urban areas” can be traced to ancient Greece, and have shown a
consistent presence throughout history.
! In 1991, excavation began on the lost city of Titris Hoyuk (Wilford, 1997). The
site is located in present day Turkey and what was ancient Mesopotamia and spans
over 125 acres. Cities of this era were believed to originally be agrarian villages that

6
grew into metropolitan areas as a result of the crop surplus and trading of the time. The
city is believed to have been established around 2,500 B.C.E. and “represents a striking
example of urban planning in antiquity” (¶ 4). Dr. Guillermo Algaze, who was credited
with the discovery, describes the site as “a centralized vision of what a city should look
like that appears remarkably similar to a typical master-planned community in the
United States today'' (¶ 5). Figures 2.1 and 2.2 show the ancient city plan of the outer
and lower towns. Among the discoveries at the archeological site were street
construction, limestone and fieldstone foundations, well-defined house plans, open
courtyards, and burial crypts. Many houses discovered at this site are a modification of
similar plans. With the consistency of relics found at the site, it is believed that the
entire city was developed in the same century. Dr. Gil Stein believes that “the spread of
urbanization and city planning probably reflected a high degree of social organization
and complexity and more powerful rulers who wanted to expand and strengthen their
political bases and had the means to do it” (¶ 27). Dr. Charles L. Redman also relates
the third century B.C.E. to the last half of the twentieth century associating the same
type of master planned developments found in ancient times to ones in modern day
urban areas. This time in history was also noted by scholars as the period when
“transforming innovations as writing, use of animals for traction, wheeled carts,
metallurgy, irrigation and agriculture surpluses and craft specialization” (¶ 28) were
associated with the advancement of society.

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Figure 2.1 Map of outer town Titrus Hoyuk, present day Turkey (Titris Hoyuk
archeological project, n.d.).

Figure 2.2 Map of lower town Titrus Hoyuk, present day Turkey (Titris Hoyuk
archeological project, n.d.).

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 Urban Mixed-Use and Pre-Twentieth Century Developments
! For centuries the master planning of communities and cities has incorporated a
variety of uses such as residential, retail, entertainment, cultural, business, and
recreation (Oklahoma Kentucky Indiana regional council of governments, 2007). These
mixed-use developments are key elements for everyday life and have become
intertwined in the master planned cities of centuries past and those of the future (Black,
1985). Evidence of the continued presence of urban development can be seen in cities
around Europe such as London, Paris, and Milan (Schwanke, 1987).
! In current day Istanbul, Turkey, the Grand Bazaar is “one of the largest covered
markets in the world” and is still in use today showing that well developed entities can
withstand time. (The Grand Bazaar, n.d., a, ¶ 1). Construction of the market was
ordered by Sultan Mehmed the Conqueror and took place between 1455 and 1461.
Over the centuries, improvements and restorations have been made to the bazaar in
both the 16th century for enlargement and in 1894 as a result of an earthquake to repair
damage (The Grand Bazaar, n.d., b). Some of these improvements in the mixed-use
site include complex houses, two mosques, four fountains, two Turkish baths, and
several cafés and restaurants. The bazaar is currently made up of over 60 streets and
over 5,000 merchants with over 400,000 visitors daily. Figure 2.3 shows a corridor
within The Grand Bazaar featuring a variety of merchants.

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 Figure 2.3 A corridor in The Grand Bazaar (wikipedia.org)

! In 1812 London became home to a shopping mecca that has intertwined itself
with the urban fabric of the city for close to two hundred years. The Burlington Arcade,
is the longest covered shopping street in England (Burlington Arcade, n.d., a). The
development was commissioned by Lord George Cavendish “for the gratification of the
public and to give employment to industrious females” (Burlington Arcade, n.d., b,
¶ 1). Ironically, of the original tenants at the arcade, only six were women, thus
providing very little employment to females as Lord Cavendish had hoped. With “annual
rents of £52 for a double site and £12.2.3 for a single - inclusive of rates”, the expense
of renting the facility prompted families to live above and below their businesses
(Burlington Arcade, n.d., b, ¶ 3). Figure 2.4 depicts storefronts along the arcade as well
as dwelling units above. Over the past two centuries the arcade has remained a mixed-
use pedestrian center and a fixture in the cityʼs history.

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 Figure 2.4 Corridor along the Burlington Arcade (wikipedia.org)

! Although Milan is considered the home of fashion, it is also home to the Galleria
Vittorio Emanuele (Great buildings online, n.d.). The Galleria was designed in 1861 by
Giuseppe Mengoni in the neoclassical style. The layout of the structure forms a
cruciform with a domed and barrel vaulted glass and iron roof rising over 160 feet above
street level (Great buildings online, n.d.). Figure 2.5 depicts the roofʼs intricate
structural detail above one of the arcades. This was the first structure of its kind in
Europe, opening in 1867 (Timeless Earth, n.d.). The Galleria was “built not only to
connect the squares of La Scala and Il Duomo, but to represent the union of church and
state which came about after the nationalist revolution of 1848” (Milano style, n.d., ¶ 1).
Forming a cruciform shape that further represents the aforementioned union, the main
gallery runs a length of 700 feet with the perpendicular arcades spanning 345 feet
(Timeless Earth, n.d.). The elegant structure of architecture and glazing is now a
symbol of Milan. The Galleria is home to many famous fashion boutiques, restaurants
and cafes, as well as a hotel. Because of these mixed-uses the Galleria serves the city
as a social meeting place and is “often referred to as Milanʼs ʻdrawing room” (Arounder,
n.d., ¶ 1).

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 Figure 2.5 An arcade in the Galleria Vittorio Emanuele (wikipedia.org)

! The Grand Bazaar, the Burlington Arcade, and the Galleria Vittorio Emanuele are
three examples that have influenced retail developments of the twentieth century by
their methods of enclosed spaces and allowing the structures to become places of
destination. Ford (2003) relates the American downtown revival through the
transformations that were made to create destination centers out of the everyday
commerce centers to those during the European Renaissance (14th-17th centuries).
The elements used to draw patrons into the area consist of festivals, marketplace
activities, parks, and event facilities. Many mixed-use and lifestyle centers still use
activities such as these to draw patrons.
! In the United States at the turn of the twentieth century, corporations were taking
steps to create what would eventually become privately owned, master-planned mixed-
use communities (Alanen & Peltin, 1978). These new communities would provide the
needed necessities for their residents such as housing and shopping in close proximity.
In 1898, the Kohler Company, owned by John Kohler, purchased land west of
Sheboygan, Wisconsin and moved all manufacturing facilities to this new site. This land
would also become the future site of what is now the Kohler Village, Wisconsin.

12
! Many of Kohlerʼs employees began to build homes closer to the new factory site,
and by 1912 an unincorporated town of Riverside surfaced. The rise of Riverside, much
to the dismay of then president of the fixture giant, Walter J. Kohler, became an
eyesore. Instead, Kohler wanted to create a “model village” that would demonstrate the
Kohler Company philosophy and products (Alanen & Peltin, 1978, p. 146). That same
year, Kohler toured European cities to draw inspiration for the mixed-use development
that would be Kohler Village (Alanen & Peltin, 1978).
! In 1916, Walter Kohler approached Werner Hegemann to design the envisioned
village. Hegemann in turn accepted and brought architect R.Philipp and engineer J.
Donohue, both employees of Kohler, and a landscape architect from Boston to complete
the design team. This design team proposed and implemented framework guidelines.
The original site consisted of over 3,000 acres and would boast a green belt that
surrounded the entire site which still is in existence today (Alanen & Peltin, 1978).
! Kohler Village was developed in phases beginning in 1912, which was also the
year the relationship between Kohler and Hegemann dissolved (Destination Kohler,
n.d.). After the demise of this relationship, Kohler hired several architects to finish the
development including the Olmsted Brothers, and the Frank Lloyd Wright Foundation.
During this time, the site had grown to 4,500 acres and lots had been sold to
homeowners. Although buyers were able to select their architect, plans had to be
approved by the Chicago architectural firm of Perkins & Will for consistency in Kohlerʼs
original vision for the Village. Presently the Kohler Village boasts two hotels, four golf
courses, and a variety of restaurants and cafes along with a spa and recreation facilities
(Destination Kohler, n.d.). Figure 2.6 shows an aerial view of a golf course and
manufacturing facilities.

13
 Figure 2.6 Aerial view of Kohler Village (swabackpartners.com)

Urban Mixed-Use and Twentieth Century to Present Day

Developments
! After World War II, city planners began to focus on the functions of streets to
clearly assign a purpose and subsequently define their uses (Jones, Roberts, & Morris,
2007). Car dominance after the war resulted in these mixed-use streets becoming
uninterrupted traffic corridors. These streets, defined by their signature facades,
became sterile roadways whose purpose is to take the driver quickly through the city.
By redefining the streetsʼ purpose from mixed-use to main roadway, resulted in a street
that lacks pedestrian activity and original character. During this time architecture also
became detached from the surrounding areas, resulting in stand-alone buildings that
had little connection to their environment. After cities began being divided into zones,
the cohesive fabric of the traditional mixed-use neighborhoods unraveled (Schwanke,
1987). Cities wanted to create order by using zoning laws to control and separate land
uses. These new laws led to a horizontal approach to city planning rather than vertical.
With a horizontal approach, the city plan would grow out resulting in sprawl, while the

14
vertical approach would focus on mixing zoning and building up. The daily activities of
living, working, and playing became separated and distinct.
! Just as focus was changing to make streets and neighborhoods more
compartmentalized by the new generation of urban planners, critics were making
observations that questioned their own preconceived ideas. By scrutinizing the ideas of
street life, William H. Whyte (1988) set up the Street Life Project while working with the
New York City Planning Department. Whyte thought that the observation of how people
used city spaces would be useful for such specific matters as plazas and arcades, and
through these observations, he was able to help establish new zoning regulations
regarding these areas in development. The Street Life Project was not only used for
observation, but for establishing guidelines for architects and developers regarding the
maximum permissible height of the plaza, the amount of seating, the minimum number
of trees, and other criteria.
! During the post-World War II era (1945-1960) returning soldiers were
encouraged to live the American dream by owning their own homes (Black, Howland,
Rogel, & et al., 1983). This surge of homeownership resulted in a migration to the
suburbs, away from downtown areas. During this time, downtown retailers suffered loss
of business because of the migration to the suburbs and many did not survive. As a
result, the decline of foot traffic had an impact on the quality of goods that were being
offered at downtown retailers. Higher quality merchandise was moving to the suburbs
to cater to its ever growing population.
! The 1970s saw a rebirth in the revitalization of downtown areas due to the growth
in central business districts and a desire to live closer to work. This reawakening of
downtown areas also revived retail in the downtown area. Incorporating retail
environments with traditional business districts has been a long-established practice.
Downtown Retail Development has stated that over the past couple of decades a
remarkable amount of retail square footage had been incorporated into hospitality or
corporate buildings in downtown central business districts (Black, Howland, Rogel, & et
al., 1983). Ford (2003) states that while downtown areas are not the center of retail and
social activities that they once were for local inhabitants, some areas are thriving by
drawing tourists seeking cultural experiences, local businesses, and various types of

15
recreation. With this return movement from the suburbs, downtowns have been able to
renew and provide a new experience different from their former business districtʼs glory
days. Walkable avenues and boulevards are also making a comeback with the offering
of housing in downtown areas. Ford (2003) also found that while downtown
revitalization and urban-infill have been highly criticized for becoming destination
centers, these actions fulfill the needs of residents that once relied on automobiles for
transport so basic needs could be met.
! As society begins to evaluate downtown areas that have been revitalized, one
major thought needs to be kept in mind: these renewed areas are not what they once
were. Each respective generation goes through change and cities will react and follow
the directions of the change. Ford mentions how todayʼs society has a readily
disposable mindset. As we expand and our cities grow, governments have allowed an
easy out for developers by encouraging zoning and lending policies that promote rapid
tax write-offs and early abandonment (Ford, 2003). These new policies may not
necessarily be in the best interest of the community.
! With these abandonment practices in place, developers and architects design
buildings that have a lifespan of just a few decades as opposed to some of the buildings
in downtowns that have lasted for over one hundred years. With houses vacant and
shopping malls being abandoned for the up and coming lifestyle centers in suburban
areas, our society will be forced into a never-ending cycle of waste. By reinvesting in
downtown areas and neighborhoods, the cycle can be reversed and cities can become
more sustainable.
! The sustainable reuse of buildings allows a sense of place and community to
remain intact while contributing to the economic prosperity of the city or community in
which it inhabits (Rypkema, 2007). Ford states “downtowns represent who we are and
who we have been and they represent massive investments over many decades” (2003,
p. 3). This is countered by the fact that new malls today do not have the connection to
the past or even the future of our cities.
! The current urban migration to downtowns is still small, consisting of young
adults with preferences different from their parents and affluent residents who can afford
to make the move from the suburbs (Ehrenhalt, 2008). A desire to develop new

16
communities within the urban fabric of metropolitan areas to accommodate this shift still
exists. Developments of this type begin to take on the facets of the master planned
communities and suburbs they surround (Schwanke, 1987). Although there is much
debate between what styles should be put into place and how new developments
compliment the existing area, Schwanke (1987) further suggests that these
developments need to create a sense of place for the local residents to become
successful. Studies from the 1960s and 1970s examined how mixed-use developments
were integrated into large metropolitan areas such as Atlanta and Detroit. Findings
show that these areas were internally developed to allow workers to drive in, park, go to
work, and go home. This “get-in and get-out” mentality led to little interaction with
outdoor environments and acted as a defense mechanism against the potential danger
in these areas, thus invalidating the developersʼ initial goal.
! The 1980s was a time when innovation came into the field and created what is
now known as the “lifestyle development”. The firm of Poag and Thomason of
Memphis, Tennessee, pioneered a new strategy for suburban retail developments
(Shopping centers today online, n.d.). Independent of an anchor store, these
developments allowed for a group of upscale stores to target the more affluent
population of the area. These types of centers also exhibited a perceived sense of
security due to the target audience.
! The first project of this type by Poag and Thomason was The Shops of Saddle
Creek. Located in the upscale Memphis, Tennessee, suburb of Germantown, Saddle
Creek had an initial construction cost per square foot that was over twice as much as
traditional mall development. Figure 2.7 shows a site plan of the lifestyle center and
the open-air approach to the development. Lenders were wary due to the lack of big-
box anchor tenants. Eventually a loan was secured and Phase I was completed in 1987
with all of the 84,000 square foot development leased. The demand for tenant space at
Saddle Creek was so high that a Phase II was added in 1989 and Phase III in the
mid-1990s (Shopping centers today online, n.d.).

17
 Figure 2.7 Site plan of The Shops at Saddle Creek (shopsofsaddlecreek.com)

! During the 1990s, the firm became Poag and McEwen Lifestyle Centers and
began focusing on developing centers for which they were known best. As the trend
towards lifestyle centers has grown, Poag and McEwen consult with other developers to
ensure the consistent format of the centers are intact. Examples of other developers
following suit are Thomas Enterprises from Newnan, Georgia, and Bayer Properties
from Birmingham, Alabama (Thomas Enterprises, Inc., n.d.; Bayer Properties, L.L.C.;
n.d.). Although these developers have a track record of high-end and moderate mixed-
use developments, they have also shown a focus on revitalizing downtown areas.
! Thomas Enterprises, founded in 1987, is developing the former Sacramento,
California, site of the Union Pacific Railroad into a dynamic mixed-use development
(The Railyards, n.d.,b; The Railyards, n.d.,c). The existing site, over 240 acres, is
considered one of the largest infill projects in the United States. A proposed breakdown
of the mixed-use site is seen in Figure 2.8. The size rivals that of the current
Sacramento central business district. Seven original brick buildings, dating back to
1868, remain on the site as well as the original rail car turnstiles (The Railyards, n.d.,a).
The buildings will be salvaged and converted to house a public market. The area will
also boast restaurants and promote the agricultural wealth of the region. Overall the

18
area will encourage the community to take advantage of museums, festivals, and
concerts amidst local business.

Figure 2.8 Site plan for The Railyards (forum.skyscraperpage.com)

! Bayer Properties, founded in 1983, is currently renovating the Pizitz Building

located in downtown Birmingham, Alabama, near the developmentʼs corporate
headquarters (Bayer Properties, n.d.). Originally built in 1923 in the heart of downtown
Birmingham, the Pizitz Building is located among the thriving retail and theater districts,
and has served as home to Pizitz Department Store (Tomberlin, 2010). With a $60
million dollar budget, Bayer plans to preserve the historic nature of the original structure
while modernizing it to meet todayʼs standards. Along with sustaining the Birmingham
landmark, the added sales and property taxes for the city are estimated to be more than
$350,000 each year (Tomberlin, 2010). A proposed facade for the renovated building is
seen in Figure 2.9 While retail developments are evolving into the current day trends of
both town and lifestyle centers, another movement also took place during the mid-
twentieth century.

19
 Figure 2.9 Proposed facade of the Pizitz Building (flickr.com)

! Master-planned developments also came into fruition as seen in Seaside,

Florida. This new approach of master-planned developments was developed in the late
1970s. The new concept beach community was developed by Robert Davis and is
located between Fort Walton Beach and Panama City, Florida (The Seaside Institute,
n.d., b). The original 80 acres were purchased by his grandfather in the 1940s near
Seagrove Beach. After Davisʼ successful hand at development in Miami, his thought
was to carry out his grandfatherʼs dream of developing the land. Architects Andres
Duany and Elizabeth Plater-Zyberk were hired to create the master plan for the new
community of Seaside (The Seaside Institute, n.d., a). The master plan in Figure 2.10
shows the site focusing on a central square.

20
 Figure 2.10 Master plan of Seaside, Florida (yourdevelopment.org)

! Inspiration for Seaside originated from beach cottages common throughout

Florida to guide the look of the development while small towns influenced the layout of
the streets and other components of the site. Principles guiding the layout were that of
what is now known as the New Urbanist movement and the Seaside Urban Code was
developed. The code provides for a more cohesive community by providing standards
that are conducive to the overall character of the master plan while still allowing for
variations within the structures themselves, similar to the original vision of Kohler
Village. Unity between both the master plan and the Seaside Urban Code created a
sense of place for both residents and visitors while giving an identity to the
development. There are currently over 300 cottages, a chapel, post office,
amphitheater, and other amenities (The Seaside Institute, n.d., c). The town center is a
place for congregation between visitors and residents alike, while also offering shopping
and dining options.

Urban Mixed-Use Developments and Adaptive Reuse

! Recent trends that have been driving mixed-use development are related to
adaptive reuse, historic preservation and urban infill. Schwanke (1987) states that the

21
size of mixed-use developments and inherent diversity of tenants allow for a greater
influence on the community rather than a single building. In keeping revitalization on a
comprehensive scale, the ability to transition areas of cities into other uses is also more
cohesive. In addition, keeping the size of the development extensive, the ability to
offset decline in areas is more attainable. Projects of this magnitude in size either
succeed or fail do so at a more noticeable scale and are a higher financial risk than
smaller projects, but also have higher rewards. Schwanke also found that projects of
this size and risk are often located in “downtown areas with underused buildings of
historic value or in suburban settings where valuable land near an existing development
is underused” 1 (p. 92).
! Adaptive reuse of a single building is achievable with the key element to the
projectʼs success being budgeting. Adapting a building for modern day use may bring
forth issues that were unforseen at the time of sale. Structural, mechanical, electrical,
and plumbing issues can make for expensive and lengthly renovations (Schwanke,
1987). Many times, these issues will halt the redevelopment of such buildings due to
lack of funding and the extent of repairs needed. For single building conversions to be
successful there are many characteristics to look for such as a large size, flexibility in
the space planning, few architectural details (if maintenance is a concern), and historic
character that maintains a sense of place.
! Mixed-use developments can often be seen in areas with older structures that
have architectural significance and maintain a sense of place for the community while
contributing to the existing urban fabric. The difficulty in reusing these buildings arises
when they are designated a National Landmark under the National Trust for Historic
Preservation. To remain in good standing with the National Trust developers must be
mindful of the distinct features of these buildings during renovations (LSU, n.d.). By
remaining in good standing property owners are able to accept federal financial
assistance through grants and loans to complete renovations on these historic
properties. While other buildings may not be on the register, desirable qualities may still
exist. Weighing qualities of the buildings versus what will be more profitable is what
keeps developers, public officials, preservationists, and community organizations in a
constant battle over some of these properties. The successful implementation of

22
historic structures into the fabric of the new developments adds character with which
locals are familiar with while also providing a standard level of quality for the remainder
of the project.
! Urban infill projects can be seen as a combination of the adaptive reuse of single
structures and mixed-use developments involving a number of existing structures and
new construction. According to Schwanke (1987), these types of projects typically
include significant historic districts, unconnected downtown commercial buildings,
shopping centers, and large office complexes. Both the look and feel of the end product
are highly influenced by the existing structures that have been implemented into the
master plan of the development. Established areas in cities can provide a dynamic
environment for mixed-use development due to the existing building collective, but
developers can face problems with the master plan. An example of this could be
maintaining retail access for an influx of patrons while also still providing routine daily
access to the new uses of commercial and residential spaces.

Adaptive Reuse Process

! Once the appropriate site(s) has been selected developers can begin taking
steps in the adaptive reuse process. Adaptive reuse planning is defined as a “process
that develops alternative reuse strategies and targets these strategies to specific
neighborhoods according to the structural and economic conditions found
there” (Burchell & Listokin, 1981, p. 543). This process is a procedure that involves four
phases, which are planning inventory, property control, property management/
disposition, and physical revitalization. There is also a range from two to six
subcategories. The subcategories of the four main phases are used to describe
activities that are implemented into the plan of action for each phase of the process.
Together the phases and their subcategories help accomplish the “ʻadaptive reuseʼ
objective” and “using surplus structures or land for something different from their original
purpose” (Burchell & Listokin, 1981, p. 2). Figure 2.11 shows the four main categories
of the process with their subcategories as well as the links that allow for planning to be
more efficient.

23
 Figure 2.11 The component activities of adaptive reuse (Burchell, R. W., & Listokin, D.,
& et al.1981, pg 42)

Planning, Inventory
! Planning inventory contains four subcategories: adaptive reuse planning,
financial/resources canvassing, surplus property inventory, and an early warning
system. This phase allows cities to develop strategies, determine what resources are
available, approximate abandoned properties, and anticipate future actions in other
areas.
! Adaptive reuse planning is a “process that develops alternative reuse strategies
and targets these strategies to specific neighborhoods according to the structural and
economic conditions found there” (Burchell & Listokin, 1981, p 61). The planning of
adaptive reuse properties is influenced by precedent set by both historic and current
trends for similar areas. Without planning, the building blocks of adaptive reuse cannot

24
be used to the advantage of the proposed site. By organizing a plan, the various stages
of adaptive reuse can be carried out in both successive and varying rates depending on
the progression and implementation of the strategy (Burchell & Listokin, 1981).
! Examining financial/resource canvassing, developers can identify what resources
are available for each area of development. Creating an inventory of procurable funding
allows for a more efficient strategy when planning for adaptive reuse. When
researching funding for these development projects, one must be aware of the source
(either federal, state, or local) and its governing ordinances that have fiscal authority
over how the money is used on these projects. The differences between state and local
authorities have many variances when applied to surplus and foreclosed properties,
thus being “bound by the state laws which may not be sensitive to urban
conditions” (Burchell & Listokin, 1981, p 64). Additionally, identifying the regulating
divisions that are responsible for incentive programs allows for a streamlined approach
in submitting the project for funding. Being aware of the dictating party allows
developers to target where modifications can be made in the master plan when
obtaining funding that is regulated and what types of funding and projects are most
successful, the “most potential for reuse implementation” may be obtained (Burchell &
Listokin, 1982, p 69).
! There are two fundamental steps in the preparatory activities in adaptive reuse
regarding surplus property inventory: “(1) the surplus property inventory, and (2) the
abandonment early warning system” (Burchell & Listokin, 1981, p 89). Inventory as
described under part one is a loose term used to illustrate the “gathering, processing
and display of data on the location, condition, and tax/legal status of abandoned
buildings” (Burchell & Listokin, 1981, p 89). The process of inventorying properties
allows for information to be gathered and assessed regarding the “physical condition
and location of the standing stock of surplus real property” (Burchell & Listokin, 1981, p
89). Early warning systems are processes “to protect future abandonment using
characteristics of previously abandoned property” (Burchell & Listokin, 1981, p 89).
These systems allow for a forecast into what can be expected for subsequent projects
and serve as a tool when classifying neighborhoods for adaptive reuse projects
(Burchell & Listokin, 1981). By identifying the status of these properties through

25
catalogued inventories, the city is then prepared to handle proprietors that have
property control.

Property control
! The second step in the adaptive reuse process focuses on how the city can
handle surplus properties through the various means of property control. Property
control consists of three subcategories: interim legal control, tax sales, and foreclosure.
The above listed categories are put in place to halt the further deterioration and decline
of properties. This phase helps identify which properties are tax delinquent and can be
saved with financial assistance. The city also encourages the current property owners
to take steps for stabilization of the property. During an event such as foreclosure, the
city takes over the property and makes decisions accordingly. This phase of the
adaptive reuse process is found to have the “greatest potential for ʻturning aroundʼ a
distressed property” (Burchell & Listokin, 1982, p 123). By gaining property control of
the site in question, the city has an authoritative role to be able to intervene and pass
the property onto a third party or rectify emergency conditions of which the proprietor is
non-responsive.
! Interim legal control is used as an alternative strategy that is “available to local
officials which enables a municipality to avoid long-term control of surplus property in
cases with circumstances amenable to short-term control” (Burchell & Listokin, 1981, p
124). This is a strategy that is utilized in situations which takes management
responsibilities away from the property owner and give it to a third party. This action is
taken when the property owner has failed to perform services relating to the upkeep of
the property. The most common of the tasks performed are those relating to the “health,
safety and welfare” of the inhabitants of the properties, and typically have code
violations (Burchell & Listokin, 1981, p 124).
! Tax sales are considered to be the “most important aspect” for reuse planning
(Burchell & Listokin, 1981, p 141). This is when interest in a property can be purchased
for the taxes owed by a third party when the property owner is delinquent. When
properties fall into delinquency, it can serve as an indicator of what other types of
properties will be in oversupply. Property owners who allow real estate to become

26
delinquent and offered at public sales confirm a “willingness to risk losing the
property” (Burchell & Listokin, 1981, p 141). Tax sales are also a prerequisite of
“acquisition of distressed properties via foreclosure” (Burchell & Listokin, 1981, p 141).
Sales may also be beneficial to buyers when buying interest in many properties that
benefit their potential as a whole. The typical procedures for tax sales of delinquent
properties require: “monitoring the delinquent property, owner notification of tax
delinquency, assessment of fines and penalties, public notification of property distress
and the ultimate sale of interest in the property” (Burchell & Listokin, 1981, p 141).
! Tax foreclosure is the “legal action to remove real property from a person who
has failed to meet his property tax obligations” (Burchell & Listokin, 1981, p 161).
The process of foreclosure is made up of two sections: (1) a redemption period which
allows the property owner to pay all delinquent taxes and fines owned on the property,
and (2) a title perfection procedure which allows the taxing jurisdiction to take ownership
if repossession is not taken by the property owner. This is also a “vital strategy to
acquire surplus property” (Burchell & Listokin, 1981, p 160). Unlike interim legal control,
which allows for short-term control, foreclosures allow for long-term ownership for either
public or private parties regarding these properties. Central parts of cities frequently
have tax delinquent properties in close proximity, allowing for successful reuse of these
properties to a more substantial degree.

Property management/disposition
! Property management/disposition involves predisposition activities and property
disposition. Predisposition is the drastic phase of property management or demolition.
This depends on a variety of factors such as neighborhood plans for revitalization or the
current state of the property in question (Burchell & Listokin, 1981).
! Predisposition activities result in the “group of surplus property operating and
structure-removal activities a city performs prior to its ultimate disposition or transfer of
lands and/or structures” (Burchell & Listokin, 1981, p 215). The principal steps
regarding predisposition activities are: “(1) boarding/sealing; (2) demolition; (3) tenant
relocation; and (4) property manangement” (Burchell & Listokin, 1981, p 215).
Boarding/sealing refers to the closing of the building after ridding the site of health

27
hazards and debris. The type of materials used to board and seal properties in
predisposition depends on the future potential for the property. Demolition of a property
has four steps that must be followed before the building can be razed. By checking
legal framework that governs the demolition as well as a site survey of the building
regarding the surrounding area, the demolition strategy is established and executed.
Tenant relocation is concerned with the housing of residents that have been “displaced
due to the construction of public housing” (Burchell & Listokin, 1981, p 232). This part
of predisposition activities was caused by the Housing Act of 1949 and governed
communities that were involved in Urban Renewal programs. Standards were not
established pertaining to relocation until the Federal Uniform Relocation Assistance and
Real Property Acquisition Policy Act of 1970 (Burchell & Listokin, 1981). Property
management can be a problem for cities that do not have adequate resources to handle
the surplus properties in question. The three factors that are indicative of why cities do
not have property management include: (1) controlling surplus properties is
comparatively a new concept, (2) the belief that private parties who purchase the
surplus properties result in elimination of city control, and (3) properties are in a
degraded state when the municipalities finally do take control, razing is the only option
for the property.
! Property disposition involves “the transfer of land and/or structures from
municipal to private or public ownership” (Burchell & Listokin, 1981, p 249), and
succeeds the property management step of handling surplus properties. Municipalities
generally dispose of properties to private individuals/corporations and city agencies by
way of donations, rental agreements, or purchase for the “immediate or subsequent
reuse” (Burchell & Listokin, 1981, p 249). Property disposition also establishes a
framework for cities to rid themselves of property that may be of immediate or future use
by a private individual or corporation while allowing the city to retain ownership of
properties that may not have an expedited use. The framework also works to the
advantage of the city when controlling the rate and progression of properties that are
revitalized.

28
Physical Revitalization
! Physical revitalization is the final phase in the adaptive reuse process. This
phase consists of attempting to maintain the structure for further use or razing the
property. If the structure were to be conserved, possible future uses could be
commercial or residential developments. Demolishing and reclaiming the site of a
condemned building would allow for more parking or other uses designated by the city
such as parks and urban green space (Burchell & Listokin, 1981).
! The adaptive reuse process regarding physical revitalization is a long-term plan
as a whole. Neighborhoods take time to experience a turnaround, but small short-term
projects can sustain the redevelopment plans over the long-term. Successful short-term
projects demonstrate to developers the potential for larger, long-term projects. Many
factors such as fiscal climate and geographic site location relate to the scale and types
of projects that can occur in the designated area during the revitalization process. By
identifying factors such as these, developers are more aware of the scale of the project
and types of retailers and businesses to approach when leasing the commercial spaces
(Burchell & Listokin, 1981). Developers may refer to the neighborhood classification
status regarding sites they are interested in being involved in before making
advancements for property ownership and redevelopment.

Neighborhood Classifications Regarding Adaptive Reuse Strategies

! Once the propertyʼs status is determined in the adaptive reuse process, it can
then be combined with the neighborhood classification of the property and establish
what the best uses are for the site in question. The planning for neighborhood
revitalization is a process that “develops alternative reuse strategies and targets these
strategies to specific neighborhood classification according to the structural and
economic conditions found there” (Burchell & Listokin, 1981). By planning a
development, a city review board can examine aspects of the design and determine
“what actions are necessary, what can be done, how will they be carried out, who will
participate, and how will they progress” (Burchell & Listokin, 61-2).
! The adaptive reuse process involves the following: assessing properties and the
markets that drive them, measuring the area by either the quality of the existing

29
structures or the capacity for the private market and separating them accordingly;
assembling a variety of resources that could be used for public intervention; developing
a strategy to assist neighborhoods in their revitalization efforts and combining it with
available resources; and finally regulating the recommended strategies that will be
implemented in the revitalization efforts and overseeing the advancement of the project.
When the objectives of the project are defined, decisions regarding the development are
consistent with the predefined objectives or allow for reassessment of the objectives
and the close of the project (Schwanke, 1987).
! Property stabilization is a difficult feat for some municipalities to implement
(Burchell & Listokin, 1981). Properties may be abandoned by owners due to the level of
deterioration or disrepair. Other properties may be delinquent on taxes and have not
been through the foreclosure process. The city itself has no way of knowing the status
of every property, resulting in a drawn out process to get a clear title. Without a clear
title to a property, the city has to stand by as potential reuse properties fall into even
more disrepair.
! The neighborhood classification system is divided by both structure and market
conditions. The classes are: (1) poor structure condition - weakening market
neighborhoods; (2) good structure condition - weakening market neighborhoods, (3)
poor structure condition - strengthening market neighborhoods; and (4) good structure
condition - strengthening market neighborhoods. An action plan exists for each of the
above listed areas regarding property stabilization, predisposition/disposition, and
physical revitalization.

Poor structure condition - weakening market

! Poor structure condition - weakening market neighborhoods is categorized by the
following: “high property abandonment, vacant/derelict structures, large tracts of vacant,
once-occupied land. Neighborhoods are characterized by significant and usually deep-
rooted socioeconomic change, higher-than-average crime rates, arsonous fires, and a
heavy, welfare-dependent ratio” (Burchell & Listokin, 74). The position a municipality
takes on this type of neighborhood is to “track and clear” properties as opposed to
“stop” abandonment (Burchell & Listokin, 74).

30
! Property stabilization in these areas is not generally responsive to improvement
loans and grants. In most cases, interim control of the property is taken by the city and
any actions taken are expensive and the costs are hard to recover. Burchell & Listokin
state that these types of neighborhoods are where both tax sales and foreclosures
should be vigorously pursued. Solicitation of donations is another option for a city to
receive ownership in an efficient manner. With the predisposition/disposition of these
neighborhoods there are vast areas of abandonment. Only the most structurally sound
buildings will be saved and others will most likely be publicly contracted to be
demolished and cleared due to the lack of interest by the owners.
! The city must then maintain the cleared site unless another public agency is
interested in the property. An example of this would be the county transportation
department looking for areas that provide for road expansion. Physical revitalization in
the aforementioned neighborhoods can become part of transportation projects, land
banks or urban gardens. Either way the city is responsible for the upkeep and
maintenance of these newly acquired properties.

Good structure condition - weakening market

! Good structure condition - weakening market neighborhoods are areas that “are
essentially good neighborhoods, with strong ethnic identity, that are growing old and
must be assisted to do so, gracefully” (Burchell & Listokin, 79).
! Property stabilization in these neighborhoods are prime properties for
revitalization. Tax incentives and improvement loans are in place for the structure to be
rehabilitated, as well as payment plans for delinquent taxes. With the use of interim
property controls the city can urge building owners to maintain the existing structures.
Tax sales are a way the city can enforce on nonpayment of property taxes. If taxes are
not paid by the owner, a possible third party may become interested when foreclosure is
an option. Most likely these properties will be acquired before the traditional foreclosure
is implemented.
! Predisposition/disposition is typically avoided in this type of market. Structurally
sound buildings are sealed and a strategic marketing plan is implemented to encourage
revitalization. Neighborhoods in this classification that genuinely age, allow the physical

31
revitalization process to come naturally. This inherent process can be contributed to the
strong social identity of the area. These neighborhoods can support a variety of
conversions and are less likely to be areas of municipal land holding or urban gardening
projects.

Poor structure condition - strengthening market

! Poor structure condition - strengthening market neighborhoods are areas that
face some of the same problems of the poor structure condition - weakening market
neighborhoods previously mentioned. Amenities to this type of neighborhood may
consist of a desirable location to other areas of interest, a growing demand for types of
properties in the area, and have natural amenities such as rivers or parks.
! Property stabilization is primarily done in this type of market as private
development. There are loans available for property improvement through the city, but
with the involvement of private investors the city could focus its efforts elsewhere.
Attempts to take interim control of these properties to resolve problems that are easily
fixed could result in the owner paying the bill if there is a belief that the property has
potential value. With a strong market, the predisposition/disposition of the area
declines. Appropriate actions of sealing masonry buildings and razing frame structures
should be taken to revitalize and renew the area. Longtime residents of the area could
be involved with the renewal process and seeing the neighborhood adapt into a thriving
area. Physical revitalization in these areas mainly applies to the transportation
roadways, due to the other areas that public or private owners are improving. Several
options of development in the area could be parking, housing, or educational projects.

Good structure condition - strengthening market

! Good structure condition - strengthening market neighborhoods are what
developers call a “storybook” area with a growing stock of housing and other amenities.
These neighborhoods are prime examples of industrial factories becoming residential
and commercial spaces. The city does not play a role in the properties exchanging
ownership but rather encourages property owners to become innovative in
development. Municipal building departments are also more likely to amend building

32
codes and zoning standards to allow for these innovative types of property and land
uses.

Adaptive Reuse and Sustainable Practices

! An existing building that is viable and meets the requirements of the developer
and needs of the community can be found within neighborhoods, by utilizing the
adaptive reuse process along with the neighborhood classification system appropriate
sites can be selected that will benefit both parties. What developers do not consider
when demolishing historic or older buildings is the difference between embodied energy
in existing buildings and energy consumption in modern buildings (Rypkema, 2007).
Historic and older buildings are composed of materials such as brick, timber, plaster,
and concrete, which have a low energy consumption. More modern structures have
components of steel, plastic, aluminum, and vinyl which require more natural resources
to produce. When comparing older and newer types of structures, their life cycles are
completely opposite. According to Rypkema (2007), a building that lasts over one
hundred years could use up to twenty-five percent more energy yearly and still be more
efficient than modern buildings that have a life cycle of around forty years. Not only will
adaptive reuse save in energy and construction costs, but it will also lead to
preservation of older buildings that can tell stories (social or cultural) that modern
buildings will rarely have.
! Another point Rypkema (2007) makes is that there is an obvious gap in
sustainable practices and promoting historic preservation at around one-tenth of the
rate historic preservationists promote sustainability and the environment. Historic
buildings are highly adaptable and have been turned into mixed-use facilities by
including housing for families and commercial spaces for modern businesses all while
keeping the original tenants. Rypkema (2007) gives an example from the 1980s when
young professionals in New York City were making six-figure incomes living in million
dollar apartments in historic buildings from the 1920s.
! Instead of keeping a cityʼs historic buildings intact, many are being torn down to
make way for more modern, less efficient buildings, thus destroying part of the social

33
and cultural fabric that is an integral part of that particular city. By keeping older
buildings the historical social and cultural center of a city is kept intact, and there is a
reduction in sprawl. The repercussions of sprawl are measured by loss of native
habitats, development of infrastructure and dependence on automobiles. It is
suggested that by keeping moneys in historic established neighborhoods that have a
developed infrastructure (and are in close proximity to public transportation), there can
be a decrease in our reliance on fossil fuels (Frey, 2007; Heritage Branch, 2009). This
shows why Rypkema calls historic preservation the “ultimate” in recycling (¶ 12).
! To move forward with historic structures and sustainability in todayʼs standards,
the community, property owners, developers and preservationists must work cohesively.
In downtown revitalizations, historic preservation plays a large part in these project and
is almost unheard of being excluded during the revitalization process. Through the
reuse of buildings there is the preservation of both land and resources that is consistent
with the goals of the United State Green Building Council (USGBC) and the
Environmental Protection Agency (EPA) (Rypkema, n.d.).
! According to Rypkema, “Sustainability means stewardship. There can be no
sustainable development without a central role for historic preservation” (¶ 48). Many
cities have established city centers that have become marginalized. When sprawl does
occur in cities it is for shopping and housing, but the cityʼs courthouses, banks, main
post offices and other traditional services are still located in the downtown areas.
Downtowns are areas that make cities unique. A vibrant downtown area creates a
cultural and social center for the city and caters to local businesses. By sustaining
these existing buildings and using the infrastructure that is intact, more energy and
resources could be put back into the community by way of education initiatives that
expose the local population to the importance of sustainability and environmental
protection.

Conclusion

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! Looking at both history and various development practices designers, architects
and developers can develop strategies and designs for the best use of existing urban
space. With further examination of both thriving and failing developments, fundamental
areas can be targeted based on precedent. By using both the adaptive reuse process
along with the neighborhood classification system, a building meeting both the needs of
the community and the developer could be chosen for redevelopment. Identifying key
elements of fundamental areas can further influence how these spaces are designed
and possibly predict how these spaces will be used by patrons. By focusing on the
future of mixed-use and adaptive reuse developments, sustainable practices can be
implemented to create a more environmental and user friendly location.

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 CHAPTER THREE

METHODOLOGY

Introduction
! Mixed-use buildings have long been a part of the built environment and city
living. When the migration to the suburbs started in the mid-1940s, businesses that
occupied these buildings also relocated away from downtown areas, resulting in vacant
buildings and unused spaces. Today, many such buildings lie vacant at the cityʼs center
and are prime candidates for rejuvenation . The focus of this thesis will be on the
redevelopment of The New Alcazar Hotel which is located in downtown Clarksdale with
an ideal location and ample square footage for redevelopment. By conducting a short
survey with current downtown business owners and residents, appropriate businesses
could be targeted as potential tenants in the redevelopment of this building.

Purpose
! The purpose of this project survey was to develop a possible solution for use by
the developer of the subject property. Potential tenants were based on what the survey
subjects (both business owners and members of the community) felt would be most
useful in the downtown Clarksdale area. The downtown area plays host several blues
festivals throughout the year. The Juke Joint Festival, held in April, is the largest of the
festivals and is a large attraction for both local and international tourists alike. Free
concerts also take place in downtown Clarksdale during April, May, and June including
the debut of a film festival in 2012. With these festivals being a large draw to the area,
more options are needed in the downtown area by way of lodging, shopping, and dining.
This survey is to help provide data on what might be needed in the area to not only fulfill
consumer needs but to also rejuvenate economic activity back to the downtown area.

36
 Research Question

Primary Research Question

! With the downtown area of Clarksdale, Mississippi seeing a rebirth, how might a
large, under-used building be renovated to bring enhanced interest and vitality to area
through a survey targeting merchants and members of the community?

Methodology
! Informing data was gathered by survey of business owners and merchants local
to the downtown Clarksdale area. The primary goals for the survey was: 1. to identify
what future businesses would be appropriate in the downtown area, 2. determine what
size/scale of business has seen the most growth in recent years, and 3. determine
periods of increased activity in the downtown area (holidays, festivals). All names of
participants were kept confidential with their corresponding business type. Participants
will be identified using the term ʻSubjectʼ and the store type. EX: General Merchandise
A, Subject.

Instrumentation
! The survey conducted was used to provide qualitative data about the
participantsʼ views on what they as members of both the merchant and target market
community feel would be needed in the downtown Clarksdale area.
! This study was conducted in a one-day visit to Clarksdale, Mississippi. Potential
participants were called two weeks prior to the expected date of the interview to solicit
participation and establish an interview date and time. Interviews lasted approximately
45 minutes to 1 hour. Prior to conducting the survey, participants had the opportunity to
sign a formal consent document, as required by the Florida State University Institutional
Review Board. Names of survey participants were replaced by a coding system in
order to comply with confidentiality requirements. All survey questions were open
ended to allow participants of the survey to contribute as much or as little information as
they choose.

37
Survey Questions

1. What type of business do you currently own?

2. Do you currently own or lease the space that your business is occupying?
3. How long have you owned or leased your current location?
4. What is the approximate square footage of your owned or leased space?
5. What type of business would you, as a merchant, like to see move into the
downtown Clarksdale area and why?
6. Do you see like-type businesses as yours as unwanted competition or further
enticement for shopping in town?
7. Have the types of merchants in the Central Business District (CBD) of Clarksdale
changed in the past five (5) years?
8. What types of businesses have shown the most growth/stability in the CBD in the
past five (5) years?
9. About what percentage of your clientele is composed of Clarksdale residents?
10. Do the various festivals in the area influence the type(s) of merchandise you sell
or the services offered?

Institutional Review Board Approval

! The survey questions conducted during the interview process were approved by
the Florida State University Institutional Review Board preceding the start of the study.
Supporting documentation can be found in Appendix A.

Selection of Data Pool

! The pool of participants were selected from the Clarksdale Chamber of
Commerce membership listing along with small local businesses located within a three
block radius to the project site at 127 Third Street, Clarksdale. Potential subjects were
selected on the basis of what types of businesses they currently operate, while taking
into consideration their relation to the downtown area.

38
 Gathering Data
! The data was collected from members of the local Clarksdale business
community with a written questionnaire, an example can be seen in Appendix B. This
survey was conducted in the participantsʼ place of business during normal business
hours. Visual observations determining the business type and proximity to site location
were recognized while the survey is performed.

Reporting Data
! Subject responses to the questionnaire were analyzed for their qualitative value
and organized into categories by business type. These responses were then combined
into groups and identified emerging themes. The executive summary section which
follows will discuss the findings of the conducted survey and identify potential business
types to be integrated into the design project as shown in Chapter five.

Executive Summary
! The survey with participants of the Clarksdale community were straightforward in
the types of business that would benefit both the merchants of the downtown Clarksdale
area as well as the areaʼs local residents and tourists. There was a variety of
participants as well as ranges in answers and feelings on new businesses entering the
downtown area. The survey took place on March 11, 2011, in Clarksdale, MS, and
reflects the opinions of survey participants at that time.
! The survey was given to owners/employees of eleven businesses in the
downtown Clarksdale area and can be categorized into the following groups: restaurant,
specialty retail, art gallery, museum, and professional. Of these participants nine have
been in business for over five years. Of the remaining businesses, the art gallery had
been open for six months and a restaurant for three years. The two newer businesses,
Art Gallery and Restaurant C, that participated in the survey are members of the more
stable and growing types of businesses in the downtown area. Table 3.1 shows the
diversity of survey respondents across business types. For this study and in order to

39
preserve anonymity, survey participants will be referred to by their business type from
this point forward.

Table 3.1 Diversity of survey participants

Survey number Business type

1 Specialty Retail A

2 Specialty Retail B

3 Specialty Retail C

4 Art gallery

5 Museum

6 Specialty Retail D

7 Restaurant A

8 Law office

9 Restaurant B

10 Developer

11 Restaurant C

! On the topic of owning or leasing of the eleven participants, leasing was the
overwhelmingly popular option for businesses. Specialty Retail A was the lone owner
for their businessʼ space. Some partners in participating businesses did own the
spaces that were occupied, but rented them to the business. Square footage for the
businesses are in a range from 1,100 square feet to over 4,500 with the average being
around 1,500 square feet.
! While discussing what types of businesses the participants would like to see
move into the downtown community, participants gave a variety of answers, but “filling
the void” echoed in many of the participant responses. Specialty Retail D stated;
“thriving viable businesses” that would bring traffic downtown would be welcome. Of the

40
newer businesses that participants would like to see move into the downtown area
included: bookstores, coffee shops, retail that would include ladies and childrenʼs
clothing, restaurants that served breakfast and offered more ethnic options, and hotels.
Art Gallery stated, “I feel that a bookstore is a key establishment in an arts-based
community.” Accommodations in the downtown area are a rare occurrence during the
music festivals and are reserved over a year in advance. Music festivals, occurring
during the spring and summer months, such as the Juke Joint Festival are a big draw to
the city for both the local community as well as national and international visitors.
! While business owners responded with a variety of new business types they
would like to see in the downtown area, responses were divided on enticement versus
competition. Specialty Retail B stated they would welcome the competition “as long as
they are not carrying the same lines”, this would lead to more variety in downtown
shopping. It was observed that in the downtown area there are no department stores,
ladies dress shops, childrenʼs clothing stores, a neighborhood market, coffee shops,
delicatessens, or other amenities found in larger cities. Clarksdale is seeing a rebirth in
the downtown area and while these areas have voids at the moment, there have been
indications by a few participants that some of these aforementioned businesses might
be coming in the future. These are described below.
! Over the past five years, there has been a growth in both restaurants and art
galleries in the downtown resulting in less retail and more cultural experiences through
the arts. According to Art Gallery, “After a decline in all local businesses-recently the
nightlife/restaurant scene and arts community has seen a rebirth” describing the turn-
around. In a community where long-established businesses are closing, there are
younger, local entrepreneurs opening and operating businesses in Clarksdale,
indicating more overall investment on a local level. While restaurants catering to dinner
crowd have been both growing in number and remaining stable, survey participants
showed a concern for the lack of dining options for breakfast and brunch during the
weekends, a point brought to them by tourists to the area. These types of dining
options become more of a necessity during festivals that occur in the area.
! When the topic of clientele was discussed, seven of the respondents said half or
more of their clientele was composed of local residents. The other four respondents

41
relied very heavily on out of town patrons and the tourist industry of the area. The
tourist industry is becoming increasingly important for both Clarksdale and the greater
delta community. The restaurants take advantage of the festivals in the area by offering
a shorter, limited menu to allow for higher turnover for more dining flexibility, open for
lunch to serve more customers and allow to-go liquor options due to the open-container
laws in downtown during the festivals. Some of the specialty retailers surveyed try to
find items that will appeal to the tourists during the festivals, but continue to carry
merchandise that will appeal to the locals for stability during the rest of the year. Other
retailers increase the quantity of merchandise they carry during festival periods.
! The survey was an open-ended ten-item questionnaire that allowed participants
to give as much or as little information as they chose. Responses to questions were
then grouped into like-categories. These survey responses were used for the
programming of the types of retail businesses that became a part of the final design of
this thesis project. While these responses are specifically unique to the Clarksdale
area, this survey could also be used when redesigning a building whose uses would be
distinctive to an area.

Limitations
! The limitations that were encountered during this project include the site
selection and small pool of survey participants. Because this redevelopment is unique
to Clarksdale and its survey participants, the end use may not be universal when
applied to other small towns with similar criteria. Clarksdale has a large tourist
population, while other small towns may not have that type of industry. Other towns
may have a well established retail environment, with more of a need for professional
services to lease commercial spaces. Also, sites available in other areas for
redevelopment may not be of significant importance to residents of that area.
! The survey targeted businesses that had been in operation for five years or
more. While two businesses participated in the survey who had not been in business
for five years, their responses echoed those of more established businesses. By
opening up the survey to less established businesses, other perspectives could be

42
influential to alternative types of retail development. Other targets of the survey could
include businesses outside of the downtown area, residents of downtown, residential
areas within a radius of the building site, persons on the street, and tourists during
festivals. A larger survey could identify emerging themes beyond those seen in this
limited survey.

Conclusion
! This Chapter discussed the responses of participants to the survey that was
given to members of the Clarksdale business community. The survey resulted in a
narrow list of potential commercial spaces to research in the programming and design
aspects of The New Alcazar Hotel. While not all of the retail types will be programmed
in the final project, the survey results give a variety of potential new businesses that the
existing business owners feel would best benefit their community. Commercial spaces
that will occupy the first floor of the hotel will include a restaurant, which was part of
both the stable and growing area of business types, and a bookstore that was identified
as a new business type that was needed in the area. Chapter four will program and
define the spaces in the redevelopment of The Alcazar Hotel and will reflect the
responses by the survey participants. Chapter five will show the design solution for the
redevelopment in The Alcazar Hotel.

43
 CHAPTER FOUR

PROGRAMMING

Project Description and History

! For the purposes of this thesis project, The Alcazar Hotel, an original mixed-use
building, will be redeveloped. The original mixed-uses for the building included a
restaurant, grill room, ladiesʼ dress shop, barber shop, tailor, an office, drugstore and
hotel. The existing building was originally constructed in 1915 as an annex to the
original Alcazar Hotel that was destroyed by fire in 1947. Today, the building is currently
vacant, and in need of extensive renovation due to disuse over the past few decades.
Figure 4.1 depicts the hotel exterior on a postcard in the early Twentieth century, and
figure 4.2 shows a view of the original mezzanine level.

Figure 4.1 Postcard depicting the exterior of The Alcazar Hotel (wikipedia.org)

44
Figure 4.2 Postcard depicting the original mezzanine level (Courtesy of building owner)

! Designed by Charles O. Pfeil, a Memphis-based architect, the annex tripled the

size of the existing hotel with the addition of over 52,000 square feet and eventually
became the main building for the hotel. The four-story Classical Revival style building
retains decorative brickwork, cast stone detailing, terra cotta cornices, and original wood
windows. Original guest rooms located on the corner of Third Street and Yazoo Avenue
retain the original fireplaces and period mantles.
! Over the decades The Alcazar Hotel was home to WROX radio station where
musicians such as Elvis Presley, Muddy Waters, B.B. King and Ike Turner played and
was home to the first African American disk jockey, Early Wright. The radio station was
the last tenant that left the building during the 1990s. The ballroom located on the
second floor, overlooking the lobby, was the home to many civic and social functions in
the Clarksdale area over the years.
! The Alcazar Hotel is ideal for redevelopment back into a mixed-use facility both
because of its status in the adaptive reuse process and its neighborhood classification
regarding adaptive reuse strategies regarding both structure and market conditions.
Physical revitalization is the last phase in the adaptive reuse process and many
buildings in this phase are ideal for commercial or residential developments. The

45
neighborhood classification of The Alcazar Hotel is poor structure condition –
strengthening market. This classification refers to the area having a desirable location,
a growing demand for similar properties, and amenities in the immediate area.
Buildings of this neighborhood classification are primarily redeveloped by private
developers. Often the community takes an interest in the project and may become
involved with redevelopment of the neighborhood into a flourishing area. This
classification can be seen throughout Clarksdale by the amount of revitalization in the
area and the speed at which this is occurring.
! The original building remains structurally sound and its location in the downtown
area is convenient to the existing amenities in the area. Clarksdale has a rich history of
blues music and festivals that highlight this heritage and promote tourism in the area.
The redevelopment of this building would help focus more attention to the downtown
area, and fill a void that some business owners feel need to be addressed. By the
renovation of this building, accommodations, businesses, event spaces and residences
will be added to the downtown area. Figure 4.3 (adapted from Figure 2.6) shows an
approximate location of The Alcazar Hotel in the Adaptive Reuse Process.

Figure 4.3 Current state of The Alcazar Hotel in the Adaptive Reuse Process (adapted
from Burchell, R. W., & Listokin, D., & et al.1981, pg 42)

46
! The Alcazar Hotel was placed on the National Register of Historic Places in 1994
(#94000646) and was also named to the Mississippi 10 Most Endangered List in 2009
by the Mississippi Heritage Trust. The historic status of the building will be taken into
account during the proposed design of the building, but due to the damage endured
over the decades through vandalism, water infiltration, and lack of maintenance only the
exterior will retain its original facade.

Existing Site Conditions

! The Alcazar Hotel is located at 127 Third Street and the corner of Yazoo Avenue.
The original main entrance faces South on Third Street, with additional East facing
entrance off Yazoo Avenue. An alley is located in the West side of the building allowing
for access to back of house functions for the hotel and deliveries. A one-story building
is located adjacently on the North side of the building. Parallel street parking is located
on the South side of the building and adjacent to the main entrance. The East side of
the building has angled street parking adjacent to a secondary entrance. The building is
of the Colonial Revival style and contains 52,820 square feet in four floors. The first
floor originally contained the hotel lobby and retail spaces. The second, third and fourth
floors are u-shaped and feature double loaded corridors. This central corridor allowed
for original hotel rooms to be located along the perimeter of the building for window
access. An original skylight at the first floor allowed natural daylighting to reach the
lobby, and has since been covered over. Due to deterioration over the decades, original
interiors of the building will be salvaged only when reasonable possible. Factors
contributing to the decline of the structure are water infiltration, mold, vandalism, and
lack of maintenance.
! An element to be retained is the Mississippi Blues Trail marker which is located
at the corner of Third Street and Yazoo Avenue dedicated to Ike Turner. At the main
entrance of the building there is also a plaque in the sidewalk dedicated to the disk
jockey Early Wright is also to remain intact. Figures 4.4 through 4.17 show images of
the existing building.

47
Figure 4.4 Exterior of The Alcazar Hotel at Third Street (waymarking.com)

Figure 4.5 Exterior of The Alcazar Hotel at Third Street and Yazoo Avenue
(waymarking.com)

48
 Figure 4.6 Building at alley (Courtesy of author)

Figure 4.7 Rear of building at alley (Courtesy of author)

49
 Figure 4.8 View of skylight from roof (Courtesy of building owner)

Figure 4.9 Decorative cast stone and brick at parapet (Courtesy of author)

50
 Figure 4.10 Transom windows at storefront (Courtesy of author)

Figure 4.11 Cast detail at Third Street entrance (Courtesy of building owner)

51
Figure 4.12 Cast detail the main entrance from Third Street (Courtesy of owner)

Figure 4.13 Cast stone detail on facade (Courtesy of author)

52
Figure 4.14 Original canopy detail at Third Street (Courtesy of owner)

Figure 4.15 Main entrance at Third Street (Courtesy of author)

53
Figure 4.16 Storefront at the corner of Third Street and Yazoo Avenue (Courtesy of
author)

Figure 4.17 Storefront entrance on Yazoo Avenue (Courtesy of author)

54
 Historical, Psychological, Social, and Economic Context
Historical
! The Alcazar Hotel has cultural ties to the city of Clarksdale, and over the years
hosted many social functions for civic groups in the area. The redevelopment of the
building will consider the existing fabric that is salvageable, while making the distinct
separation between original and period-style building components with modern
furniture, fixtures, and equipment.

Psychological
! The redevelopment of The Alcazar Hotel should impact the psychological sense
of community within the downtown area by connecting the past use of the building with
the modern use of the spaces. The new spacial configurations will provide commercial
spaces, event spaces, hotel lodging and condominiums. With its central location, the
hotel will provide a gathering place for both tourists and local residents to congregate
during festivals. Hotel guest rooms will provide comfort to patrons in a relaxing
environment. Condominium units will bring downtown living opportunities to buyers or
renters. These units will be furnished by owners or renters. Units that are purchased
may also be rented by the owners through the property management company,
Crossroads Properties, LLC., if they are not occupied full time. Remaining vacant
condominium units may be rented through the property management company as
upgraded rooms to accommodate an overflow of guests when available. By providing
controlled access to the third and fourth floors, a sense of privacy and security will be
integrated into the design from the public spaces of the first and second floors. To allow
for the security of guests and residents, controlled access to the third and fourth floors
will be through the elevators and stairwells with security touch pads.

Social
! The flow of the building will promote congregation of both residents and guests
through seating groups located throughout the first and second floors. The first floor will
provide more open social gathering space with its proximity to the hotel lobby and retail
areas, while the second floor will provide more private gatherings with seating areas

55
located away from the main traffic flow. The seating spaces on the second floor will
also be located adjacent to the two-story atrium to allow for visual and auditory
connections to other patrons in the space below. New retail spaces in the building will
bring more social interaction between residents and tourists to the area and for
downtown Clarksdale as a whole.

Economic
! The Alcazar Hotel will add economic value to downtown Clarksdale by increased
tax revenue including, restaurant, room, sales, and property taxes. The redeveloped
building will provide both lodging and housing options in the downtown area while
increasing the retail spaces available for new business opportunities. The New Alcazar
Hotel will provide lodging options for patrons to the local festivals in the downtown area
that are reserved up to a year in advance due with limited options for lodging in
downtown Clarksdale. While the redevelopment of the existing structure will increase
its property value, it will also increase the value of surrounding buildings. The city of
Clarksdale will benefit from the increased value in the form of property, lodging and
business taxes. With the redevelopment of The Alcazar Hotel and utilizing existing
infrastructure, more initiatives could educate the community on the importance of using
existing structures for sustainability and conserving resources.

Client Philosophy and Goals

! The current owner of The Alcazar Hotel is the partnership “The New Alcazar
Hotel, LLC.” This partnership took control of the property in 2007. While the
partnership is real, for the purposes of this thesis project, a fictitious property
management company, Crossroads Properties, LLC., will be used as the client. The
property management company will be responsible for all activities within the hotel
concerning commercial, event, and residential spaces. The building will retain its name
as The Alcazar Hotel with the fourth floor designated as The Residences at The Alcazar.
! The philosophy of Crossroads Properties included the need to support the local
economy, feature the arts and culture of the community, and promote downtown

56
Clarksdale as a viable place to live. By supporting the local economy, new businesses
can be established that contribute to the overall improvement of downtown Clarksdale.
The arts and culture of the community consists of a variety of blues musicians and bot
trained and folk artists. By promoting the downtown area as a viable place to live,
residents will experience urban living with a small-town ambiance.
! The visions and goals that Crossroads Properties has for The Alcazar Hotel vary
for each use. For commercial spaces, leasing to new and established local businesses
are a top priority. By targeting these businesses as tenants, Crossroads Properties will
in part achieve its philosophy to support the local economy and promoting new, local
businesses. Event spaces such as a ballroom, tea room, meeting and conference
rooms, will be marketed to a variety of businesses and civic groups for meeting spaces.
These spaces can also be used for a variety uses such as business meetings and
wedding receptions. For The Residences at the Alcazar, Crossroads Properties wants
to target locals and young professionals for downtown living and would promote the
condominium units as a viable option for city living. These units would also be
promoted to tourists that frequent the area for extended stay options or purchase.

User Profile
! The primary users for The Alcazar Hotel will be tourists to the Clarksdale area,
residents of the building, business owners, and citizens of Clarksdale. Tourists vary
greatly in age and background as well as nationality, as discovered in survey results
discussed in Chapter 3. The patrons of The Alcazar Hotel may come for hosted private
events throughout the year or special events such as blues festivals that take place in
the downtown area. The largest of these festivals is the Juke Joint Festival that occurs
every year in April.
! Guests of The Alcazar Hotel also desire the hotel staff be knowledgable about
Clarksdale and the surrounding areas. The hotel staff should be able to provide guests
with information on current events and area amenities. These users desire hotel
amenities such as privacy and comfort, a workout facility, and business center for

57
traveling professionals. Limited access to the fourth floor will add extra safety measures
to the guests of The Alcazar Hotel.
! Residents of the building desire a property management company that can
perform routine and long-term maintenance throughout the facility and provide security
precautions for their privacy and safety in the mixed-use building. Residents of the
fourth floor require the limited access between public and private spaces for their own
personal security. The extra protection, for both guests and residents, can be
accomplished by installing security touch pads in elevators and in stairwells to limit
public access to these floors.
! Locals to the Clarksdale area may also take advantage of the newly renovated
building by use of the ballroom, a tea room, or meeting rooms for public or private
events located on the first floor. By having a knowledgable staff, the hotel will also be
able to help locals that wish to use these spaces. The lobby of The Alcazar Hotel,
located on the first floor, could serve as a meeting place for local residents of the area
before patronizing the local businesses in the building or the surrounding area.
! Businesses located on the first floor of The Alcazar Hotel will require a property
management company for guidelines that will govern what is allowable in the leasable
areas they occupy. General maintenance issues concerning the commercial spaces will
be addressed by the property management company.

Image and Character

! The image and character of The Alcazar Hotel will stay true to the original
architectural elements of the building where possible. Due to past water damage
upgrades will be necessary for both safety and code compliance. The new interiors of
the space will be respectful of the time-period of the original building through the use of
period-style details, while providing contrast with the new modern interiors.
! Furnishings throughout the public spaces will have more contemporary qualities
to define the separation of historic building from renovated spaces. Guest rooms will be
appointed with contemporary furnishings featuring classic design elements. Residential
units, while being furnished by the owners or lessee, will maintain a brand standard of

58
fixtures and equipment unless upgraded by the unit owners. Commercial spaces off
Yazoo Avenue will have direct access to the street for patron usage. A rear entrance
from the hotel lobby will allow for receipt of deliveries. One commercial space, the
bookstore, will not have access from the rear of the space. This is because of the
location of the hotel reception desk and back of house operations. The commercial
space that is on the corner of the building can be leased as smaller spaces if needed.
Entrances to the space are located at the corner of Third Street and Yazoo Avenue and
along the main lobby entrance corridor. The restaurant will have access from the main
lobby entrance corridor for patrons, this will allow for patrons to take advantage of the
hotel lobby while waiting for seating at the restaurant.
! The building signage for The Alcazar Hotel will be of brushed stainless steel and
surface mounted to the awnings installed above the hotel entrances. The new retail
businesses will have more freedom with their logos and building signage, but there will
be restrictions on sizes, colors and materials set forth by design guidelines by
Crossroads Properties. The design guidelines pertaining to exterior retail signage are
out of the scope of this thesis project.

Type of Construction and Materials

! The exterior construction of The Alcazar Hotel is of brick, stucco, cast stone, and
terra cotta. Stucco exterior walls will be repaired. Existing exterior details of cast stone
and terra cotta will be repaired or replaced if required. The exterior metal fire escape
will be removed and two fire-rated stairwells will be built inside the building per code.
Current storefront systems (later editions to the building) will be removed and replaced
with anodized aluminum systems with safety glass. These updated storefront systems
will provide added safety for lessees of the retail spaces. New exterior wood-clad
aluminum windows will be fabricated to replicate the existing wooden windows, but have
added safety and insulation while maintaining the buildingʼs original character. Other
remaining exterior windows will be wood-clad aluminum and of similar design, which will
also contribute to the safety and insulation of the building. Metal canopies will be

59
installed on both the Third Street main entrance and Yazoo Avenue entrance of the
building in locations similar to the original.
! The existing interior of the building is primarily composed of wood and plaster,
but due to extreme water infiltration no walls can be salvaged due to mold concerns.
New interior gypsum board walls will meet code standards for fire rating and provide
appropriate ratings between the variety of space occupancies. Established vertical
circulation cores will be maintained and expanded to allow for updated equipment
based on current building code. New emergency exit stairwells will be located in close
proximity to existing circulation cores and within appropriate distances as per fire code.
The original metal skylight over the hotel lobby will be restored and brought up to code
and meet energy conservation and insulation goals. Existing columns throughout the
space will be retained as to keep the structural integrity of the building intact and be
utilized for plumbing chases throughout the building for floors above grade. Existing
metal railings in the vertical circulation core will be removed, repaired and reinstalled at
the first floor to control traffic patterns while providing safety railings at the second floor
atrium openings.

Codes, Regulations and Safety Considerations

! The state of Mississippi does not have an adopted statewide building code.
Building code adoption and enforcement is primarily the responsibility of local
jurisdictions. The Alcazar Hotel will comply with the International Building Code, 2003
Edition with year-to-year revisions, Federal Americans with Disabilities Act (ADA)
Guidelines, and local city code and zoning regulations set forth by the City of Clarksdale
and Coahoma County.

Precedent Studies
! A variety of spaces were examined for influence on the individual spaces and
space requirements. Two hotels that were examined are located in Mississippi and built
in the same time period as The Alcazar Hotel and recently renovated. The King Edward
Hotel, located in downtown Jackson, MS, is a much larger structure with twelve floors

60
that include hotel rooms, condominium units, retail space, event space, a business
center and an exercise facility. The hotel is also affiliated with the Hilton Hotels brand
and was reopened in 2010. The second hotel located in Mississippi is the Alluvian Hotel
in Greenwood. This hotel is privately owned by Viking Range Corporation and offers
guest rooms, extended-stay lofts, spa facilities, event space and a long established
local restaurant. The hotel is located in downtown Greenwood in close proximity to
Viking headquarters and cooking school and reopened in 2003. These were of
importance because of their location in relation to the selected site and both were
placed on the Mississippi Heritage Trust 10 Most Endangered List prior to renovation
and redevelopment.
! Commercial spaces were varied with researched precedent, but were kept to
small, locally owned businesses. The retail spaces ranged in types of goods sold and
square footages of these selected businesses aligned with those of the retail and
commercial space square footages found in the survey. Restaurants that were
researched were all locally owned and with a strong tie to local goods. The locations of
the restaurants were located in renovated spaces of warehouses and older buildings,
much like the restaurant that is included in the redevelopment of The Alcazar Hotel.

Analysis of Individual Space Requirements

! The retail spaces programmed for The Alcazar Hotel and The Residences at The
Alcazar are determined by survey results found in Chapter three and previously
discussed precedent studies. Results from the survey, discussed in Chapter three of
the local business owners influenced the commercial spaces within The Alcazar Hotel in
both square footage and type. Businesses determined from the survey results will be a
restaurant and a bookstore. Precedent studies helped determine what qualities would
also be a part of the hotel, restaurant, and retail spaces. New uses for the building will
include commercial spaces, event space, hotel lodging, and long-term residential units.
! The restaurant tenant was selected due to its prevalence in survey responses
regarding the stability and growth of this business type. Respondents mentioned that
there were few breakfast and brunch options available in the downtown area on

61
weekends, when most festivals are hosted. Heirloom: A Southern Kitchen will cater to
the early morning breakfast and lunch patrons and will feature locally sourced
ingredients on the menu when available. As a result, by targeting breakfast and brunch
patrons, this will satisfy the need that some survey participants feel is missing in the
downtown area by offering an early morning dining option. Dinner will also be part of
the restaurantʼs focus, but offered only three nights: Thursday, Friday, and Saturday.
The menu will have traditional southern fare, but experiment with what is available
locally.
! A bookstore was selected as a retail tenant because the lack of retail options in
the downtown area. The Folded Corner, a small bookstore, will offer current titles, but
also cater to the area and feature southern writers. A mission of the bookstore is to
contribute to local community and offer a well edited collection of books, but will also
special order titles for customers. This shop is also a place where book clubs can meet
and promote reading socially in the small lounge area or provide a space for patrons to
start reading their new book. Local artists will also be featured in the store as well as
part of a revolving installation. This would allow local artists in the area to display their
work, or host art contests among the cityʼs youth.
! There were many choices for the commercial tenants in the building based on
survey participant answers with a ladiesʼ clothing shop leading in the number of
responses. While a clothing store could have met the need of the area, many clothing
retailers offer their goods for sale online. During surveys, indications of new businesses
that were projected to open within the next year included a coffee shop and ladiesʼ
apparel. Because of these clues, these types of businesses were not selected as part
of the redevelopment of The Alcazar Hotel. Table 4.1 shows spatial requirements for
spaces included in the redevelopment with Table 4.2 indicating occupancy loads for
developed commercial spaces and second floor public spaces.

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 Table 4.1 Space requirements for The Alcazar Hotel

Space Requirements

Spaces Quantity Notes/Furnishings

First Floor

Lobby 1 Lounge seating for guests

Reception / Guest Custom reception desk, printer, copier and fax

1
Check-in machine

Public Seating /
6 Seating groups throughout the public space
Lounge area
Restaurant Space
Wine wall display, custom bar, dining tables and
A: Restaurant -
1 chairs that allow for flexible seating options, two
Heirloom: A
restrooms, kitchen. 2,770 square feet
Southern Kitchen
Main access from exterior, additional entrance from
Retail Space B 1
lobby. 2,295 square feet

Retail Space C 1 Main access from exterior. 560 square feet

Retail Space D 1 Main access from exterior. 800 square feet

Custom cash/wrap, shelving for stock, display area

Retail Space E:
for local artwork, one sofa, two lounge chairs, two
Bookstore - The 1
end tables, stock room, restroom, work area. 800
Folded Corner
square feet

Restrooms 2 ADA accessible

Back of House 1 Storage for hotel and personnel needs

Second Floor

Lobby 1 Lounge seating for guests

Public Seating /
4 Seating groups throughout the public space
Lounge area

Existing ballroom, allow for flexibility of space with

Ballroom 1
furnishings

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 Table 4.1 continued

Space Requirements

Spaces Quantity Notes/Furnishings

Magnolia Room (tea Accommodate thirty people seated, three sofas, two
1
room) lounge chairs, two buffet tables

Meeting Room 1 Accommodate fifty people, four buffet tables

Table to accommodate twenty-five persons, two

Conference Room 1
buffet tables

Three computers, three task chairs, three desks,

Business Center 1
printer, copier, storage cabinet

Restrooms 2 ADA accessible

Back of House 1 Storage for hotel and personnel needs

Third Floor

Bed, two nightstands, sleeper sofa, two end tables,

King 2
armoire

Bed, two nightstands, sleeper sofa, two end tables,

King Suite 1
armoire
Bed, two nightstands, armoire, sleeper sofa, two end
tables, two lounge chairs, coffee table, television
King Deluxe 1
stand, dining table with four chairs, existing fireplace
mantle, joins to an adjacent Queen
Bed, two nightstands, sleeper sofa, one end table,
Queen 7
armoire, one joins to an adjacent King Deluxe

Bed, two nightstands, armoire, sleeper sofa, two

Queen Suite 2 lounge chairs, one end table, television stand, two
arm chairs, dining table

Bed, two nightstands, sleeper sofa, armoire, two

Queen ADA 2 lounge chairs, one end table, television stand, two
arm chairs, dining table

Two beds, three nightstands, two lounge chairs, one

Double Double 4
end table, armoire, two arm chairs, table

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 Table 4.1 continued

Space Requirements

Spaces Quantity Notes/Furnishings

Four weight benches, two sets of weights, two

Gym 1 treadmills, two recumbent bikes, storage for towels,
mini refrigerator for bottled water

Back of House 1 Storage for hotel and personnel needs

Fourth Floor

Condominium Units 8 Furnished by owners/renters

Condominium
8 Storage for residential units owners/renters
Storage Units

Table 4.2 Occupancy load calculations

Occupancy Load Calculations

Room Maximum Occupancy

Heirloom: A Southern
135
Kitchen

The Folded Corner 26

Ballroom 150

Magnolia Room 70

Meeting Room 115

Conference Room 50

Business Center 18

Fitness Center 18

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 Summary
! The design program will be executed in Chapter five and reveal the design
solution with furnishings, fixtures, and equipments selected for The Alcazar Hotel and
The Residences at The Alcazar. These design considerations for The Alcazar Hotel and
The Residences at The Alcazar are based on the previous programming and spacial
analysis as seen in Table 4.1. Tenants of the retail spaces, a restaurant and bookstore,
are drawn from the executive summary in Chapter three. The survey results helped
determine what types of business would thrive in the downtown area as well as square
footage for these developed spaces.

66
 CHAPTER FIVE

PROPOSED DESIGN

Overview of Project
! The Alcazar Hotel is a four-story building in the Colonial Revival style that will be
redeveloped into a mixed-use building. The new uses for the building will be targeted
towards locals and tourists to downtown Clarksdale, Mississippi. Built in 1915 as an
annex to the original Alcazar Hotel, the new building housed commercial spaces on the
first floor, a grand ballroom on the second floor, and guest rooms were located on the
second, third and fourth floors. The Alcazar Hotel has not been occupied for over
twenty years and is currently vacant.
! The building site is located at 127 Third Street and Yazoo Avenue. Ample
parallel and angled street parking are located adjacent to the building on these streets.
An alley on the West side of the building will be utilized for deliveries. The North side of
the building is adjacent to a one-story building. Figure 5.1 is a Google Earth image
depicting the site in downtown Clarksdale with Figure 5.2 showing an aerial photo of the
site from the Southwest. The vintage hand drawn map (undated) in Figure 5.3 shows
business types that were once housed in the mixed-use building. At one time there
were two barber shops, a grill room, drug store, tailor, an office, restaurant, and ladiesʼ
furnishings.

67
 Figure 5.1 Image of The Alcazar Hotel (googleearth.com)

Figure 5.2 Aerial photograph of The Alcazar Hotel (Courtesy of building owner)

68
Figure 5.3 Hand drawn map of The New Alcazar Hotel and tenants (Courtesy of building
owner)

Proposed Design
! The Alcazar Hotel will be redeveloped into a mixed-use building with many of the
proposed uses being similar to those of the original. Through a research survey,
emerging themes were established to identify what types of business would be
appropriate to the area and many were in line with the original commercial tenants.
With the building having been through many changes throughout its lifecycle, a
complete restoration to a specific time period is not the goal of this thesis project. Due
to the large size of The Alcazar Hotel, public spaces and guest rooms will be fully
developed showing rendered floor plans and finish boards. Other spaces throughout
the building have been designated for uses and planned, although not fully developed.

69
! The building is approximately 52,820 square feet in four stories. The first three
floors are designated as The Alcazar Hotel with the fourth floor known as The
Residences at The Alcazar. The first floor will consist of The Alcazar Hotel lobby,
commercial spaces, conversation areas, and back of house operations for the hotel.
The second floor will include the hotel grand ballroom, tea room, meeting room,
conference room, business center, conversation areas, and back of house operations
for the hotel. The third floor will include nineteen hotel guest rooms, a gym, and back of
house operations for the hotel. The fourth floor will include seven residential units and a
storage area for each unit. Figure 5.4 is a parti diagram that shows the progression of
privacy from low to high through a section of the building.

Figure 5.4 Parti diagram depicting privacy progression

70
! The design goal of this thesis project is to take an existing mixed-use building
and redevelop the space for contemporary use. The Alcazar Hotel will be true to the
appearance of an historic structure of the early twentieth century while integrating
modern finishes and materials and allowing commercial tenants to design retail spaces
that are tailored to their specific requirements. The end result will be a cohesive blend
of past and present meeting the demands of modern-day society.
! While there are many types of possible tenants, two retail spaces will be
developed based on survey results from Chapter three. Heirloom: A Southern Kitchen,
a 2,770 square foot restaurant, and The Folded Corner, an 800 square foot bookstore,
will be located on the first floor of the building. Restaurants are members of the stable
and growing types of businesses in the area, and are looked upon as healthy
competition by other restaurant owners. A bookstore, not currently in the downtown
area, would be a good addition to retailers in the area and complement a future coffee
shop already in the works. The bookstore would give locals a place to purchase or
order new books, serve as a meeting place, and feature the work of local artists
throughout the space.
! The design concept chosen for The Alcazar Hotel is based on an image of the
“alluvial delta.” The term alluvial is used describe the nutrient rich soil for which the
Mississippi River delta is known. This type soil is composed of sand, silt, clay, and other
particles to create a loose soil ideal for cash crops. The alluvial plain is a large part of
the delta community and farming has been a way of life for many who still live there
today. Clarksdale is located along the Sunflower River, which is also a part of the Yazoo
River Basin. This river basin makes up a large part of the Mississippi Delta. Blues
music is the trademark of the arts community in the Mississippi Delta, with many of its
legendary artists being workers on these large plantation farms and particularly
Clarksdale. Figure 5.5 shows the inspirational concept image for the design of this
thesis project. The concept image uses the elements and principals of design with
strong horizon line, radial symmetry, balanced asymmetry, and high contrast of color
and value that will be implemented in the design.

71
 Figure 5.5 Concept image (lightstalkers.org)

Exterior Design
! The original exterior of The Alcazar Hotel will remain intact where possible due to
its status on the National Register of Historic Places and the Mississippi Heritage Trust.
Elements original to the building such as cast stone detailing and decorative brick work
will be replicated where needed, while windows and storefronts will be modified to
conform to contemporary standards and building codes. Metal canopies will be installed
over the entrances at both Third Street and Yazoo Avenue, in the approximate locations
of the original canopies. These canopies will designate entrances to the buildings while
providing cover for patrons. Terra cotta and cast stone work will be cleaned and
restored. Original brick work and mortar joints will be repaired. The building exterior
surrounding the atrium features stucco and will be replaced with EIFS (exterior
insulation finishing system) and painted in a color to match the original. This will also
contribute to better building insulation. Figure 5.6 shows existing and new exterior

72
materials and finishes for the building. An exterior metal fire escape on the west side of
the building, located in the alley, will be removed. A water tower located on the roof at
the Northwest corner of the building will also be removed. An elevator shaft, located
near the front of the building, that opened to the roof will be reinstalled to allow for
upgraded elevator mechanical systems and comply with building codes. Both the
freight elevator shaft and the fire stairwell, located in the rear west corner of the
building, will be modified to extend to the roof level to allow for building maintenance
and to adhere to code compliance.
! Exterior windows on the South and East and facade, true in form and style to the
original building, will be fabricated and installed. Remaining exterior windows on the
North and West facades will be upgraded to double pane windows in a comparable
pattern to that of the existing windows. Sealed openings adjacent to the alley on the
west side of the building will be reopened to allow for access to the building for back of
house and retail space use. New windows will be made of white powder coated
aluminum for durability and will feature double pane glass, adding insulation for energy
conservation. Current storefront systems of the commercial retail spaces will be
replaced with systems that meet current building codes. These glazing systems will be
composed of anodized aluminum and tempered glass panels. An existing skylight,
presently covered above by roofing, will be kept in place. The existing metal framing
structure will be repaired and painted and glazing in the skylight will be replaced to meet
code. The glazing will be of wire glass and treated to inhibit fogging from the interior.
The false floor located on the second floor will be removed to allow the original atrium to
be refurbished, leaving an original component of the building intact. Figure 5.7 shows a
section of The Alcazar Hotel with the refurbished skylight over the two-story atrium.
! Signage for The Alcazar Hotel will be mounted on the canopies at both
entrances. The signage will be of brushed anodized aluminum with LED (light emitting
diode) back lighting and surface mounted against the historic facade and incorporate a
logo found on original hotel stationery. Figures 5.8 and 5.9 depict the original stationery
and proposed signage. Commercial businesses displaying exterior tenant signage will
be no larger than that of the hotel be approved by Crossroads Property, LLC. Figures
5.10 and 5.11 show an exterior elevation and perspective of the building.

73
Figure 5.6 Exterior materials and finishes of The Alcazar Hotel

74
Figure 5.7 Section through The Alcazar Hotel depicting the location of the restored
skylight

75
Figure 5.8 Original stationary of The Alcazar Hotel (courtesy of building owner)

Figure 5.9 The Alcazar Hotel proposed signage

76
Figure 5.10 Elevation of exterior facade at Third Street

77
Figure 5.11 Perspective of exterior facade at the corner of Third Street and Yazoo
Avenue

78
 Interior Design
! The renovated interior of The Alcazar Hotel will exhibit an attention to period
details, while cohesively integrating a new interior into these spaces. Influences in the
interior spaces will be drawn from the surrounding area and culture. While many interior
elements of the building will be true to the time-period in which it was built, the interior
layout and furnishings will be that of a modern hotel with a variety of amenities available
to both guests, residents, and the local community.

First Floor
! The first floor houses the lobby, public, and commercial spaces of The Alcazar
Hotel. Commercial spaces are located on the first floor with some having direct access
to the lobby or from the exterior perimeter of the building. The hotelʼs back of house
operations, located in the Northwest corner of the building and behind the reception
desk, have direct access to the alley on the West side of the building. Back of house
operations include all activities concerning the daily activities of The Alcazar Hotel.
! Entrances to the hotel lobby from both Third Street and Yazoo Avenue will
feature arched, cased openings that become wider and taller from progressing from
exterior to interior. The atrium features twelve columns and nine arched cased
openings at 22ʼ-9” high that are all original to the building. Openings along the atrium
will use salvaged stair railings, original to the building, to control traffic patterns and
define seating areas on the first floor and serve as a safety railing for the second floor.
Figure 5.12 shows an original railing installed in the existing vertical circulation. The
reception desk, located in the northeast corner of the atrium, reflects the asymmetry
found in the concept image. With this location, guests and patrons experience the
atrium and dramatic custom display installation. Conversational lobby seating will be
located within the atrium to offer guests and patrons casual areas for both congregation
and socialization. Selected seating will have clean contemporary lines and fabric
upholstery. The fabric selected will have a hand that resembles cotton and linen
weaves (a widely grown crop in the delta region) but durability to meet the need of a
high traffic area. Upholstery fabrics will also have components of both traditional and
contemporary patterns by way of chinoiserie, scallops, stripes, solids and abstract

79
patterns in both traditional and up-to-date color ways. Pedestal tables at the entry
hallways will feature large floral arrangements. Walls in the lobby will be painted in a
satin finish. Base and crown mouldings will have a white gloss finish and replicate the
original moulding schemes. Ceilings will have a smooth painted finish in a light blue,
chosen because a blue color is traditionally used to paint the underside of front porches
to discourage the nesting of birds and insects. There is also a belief that a specific color
blue keeps evil spirits away. Dropped soffits between columns in public spaces create
interest on the ceilings along the long hallways. Traditional chandeliers with a sheer
barrel shade will be featured in the public spaces for accent lighting. Recessed
downlights will provide general illumination throughout the spaces. This general lighting
will be controlled by programmable timers to control light output and conserve energy.
Flooring in the first floor public spaces are black and white marble (with honed and
polished finishes). Figures 5.13 through 5.16 show floor plan, selected materials and
finishes, reflected ceiling plan, and a perspective view of the first floor lobby.

Figure 5.12 Original stair railing (Courtesy of building owner)

80
 The
Folded
Corner
Back
of
House

Retail D

Retail C

Lobby

81
Figure 5.13 First floor plan
Heirloom: Retail B
A Southern Kitchen

Project
North
N.T.S.
Figure 5.14 First floor materials and finishes

82
 Lighting Key

Chandelier

Fluorescent
Lighting

6” Recessed

83
Can Light

Figure 5.15 First floor reflected ceiling plan

N.T.S.
 Figure 5.16 Perspective of lobby into atrium (hanging lobby sculpture removed for
clarity)

84
! The lobby atriumʼs hallmark is a custom “bottle tree” display installation. Bottle
trees are found throughout the South in gardens and yards. Tradition holds that bottle
trees were originally brought over from Africa with the slave trade population. The
bottles hung in trees outside of their houses to keep away bad spirits. The belief was
that the spirits would get trapped in the bottles during the night and would be destroyed
when the morning sunlight touched the bottles. The display pedestal is modeled after
large live oak trees found through out the region. The “trunk” of the tree will consist of a
display unit visible from all sides and will exhibit antique bottles from traditional bottle
trees. The “canopy” of the tree will be constructed of metal rods and be suspended
from the skylight and supported by columns along the perimeter of the atrium. The
canopy will feature glass bottles in a variety of colors and shapes. Both the “trunk” and
“canopy” of the tree will have a metallic bronze powder coated finish. Figure 5.17 gives
examples of the finishes and materials selected for the bottle tree display. Spotlights
will also be mounted around the perimeter of the atrium on the second floor to brighten
the space and illuminate the canopy. The display pedestal will feature integrated LED
lighting to highlight the bottle display area with an access panel at the top of the “trunk”.
The canopy of the atriumʼs centerpiece will also feature integrated LED lighting to
emphasize the variety of glass bottles and colors. Figures 5.18 and 5.19 show a sketch
and a perspective view of the bottle tree while looking out of the atrium skylight.

85
Figure 5.17 Materials selected for custom display

86
 Figure 5.18 Sketch of Bottle Tree display

Figure 5.19 Perspective view of bottle tree looking out of atrium

87
! Vertical circulation will be upgraded with two passenger elevators, a new freight
elevator, and two centrally located interior fire-rated stairwells. The passenger
elevatorsʼ interior vertical surfaces will be steel with an oil rubbed bronze finish. This
finish will give the elevator a similar color to that of the “bottle tree” while maintaining its
appearance through heavy use. The elevator ceiling will be of brushed steel and the
lighting in the elevator cabin will be six recessed downlights that are part of the elevator
installation. Flooring from the main lobby will continue into the elevators. The freight
elevator will have stainless steel cabins with exposed fluorescent tube lighting and
rubber flooring. This elevator is not for public use but is used by the hotel for everyday
operations. Residents may make use of this elevator for deliveries or move-in. Fire
stairwells will have painted gypsum wallboard and rubber base moulding. Flooring in
the fire-rated stairwell located near the lobby will be of tufted commercial grade carpet
meeting code requirements. The fire-rated stairwell in the rear of the building will have
rubber stair treads (similar to the freight elevator) installed over concrete and will
contribute to a slip resistance factor for safety. Lighting in these stairwells will be wall
mounted for safety purposes and ease of maintenance. These finishes and lighting can
also be found in remaining back of house areas throughout the hotel.

Second Floor
! The second floor will have public spaces such as the ballroom, the Magnolia
Room (a tea room), meeting and conference rooms and a business center. Offices for
both the hotel and property management company are also located on the second floor
of the hotel with direct access to the back of house. Figure 5.20 shows the floor plan for
the second floor.
! The second floor elevator lobby opens onto a gallery that features the arched
cased openings overlooking the first floor lobby atrium. Openings along the arcade will
use salvaged original decorative stair railings and will serve as a safety barrier.
Conversational seating will be located along the arcade and provide informal seating for
guests. A smaller, more semi-private seating area will be located behind the fire-rated
stairwell overlooking the Yazoo Avenue entrance and will allow for more informal
meetings. A door will also be located at this area to allow for an alternative entrance to

88
the Magnolia Room. Sofas and chairs in the public spaces will have clean
contemporary lines and upholstered in a commercial grade fabrics. Upholstery fabrics
have both traditional and contemporary patterns of scrolls, solids and abstract patterns
in both traditional and up-to-date color ways. Walls in the lobby will be painted in a satin
finish with period-style base and crown mouldings having a white gloss finish. Ceilings
will have a smooth painted finish in a light blue like that of the first floor. As on the first
floor, false beams between columns in public spaces create interest on the ceilings
along the long hallways. Traditional chandeliers with a sheer barrel shade will be
featured in the public spaces for accent lighting and recessed downlights will provide
general illumination throughout the spaces. This general lighting will be controlled by
programmable timers to control light output and conserve energy. Flooring on the
second floor will be of solution dyed nylon carpet. This carpet will have a solid border
around the perimeter of the public spaces and corridors and will also reflect the location
of dropped soffits on the ceilings. Insets will have a pattern to reduce visible wear and
offer visual interest in the public spaces and along corridors. This flooring will also help
reduce noise transmission from public spaces on the second floor into meeting rooms.
Figure 5.21 through 5.23 show selected materials and finishes, reflected ceiling plan,
and a perspective of the second floor lobby.
! The existing ballroom overlooks the atrium and Yazoo Avenue. Arched openings
in the ballroom will overlook the first floor lobby, hotel reception desk and custom
display installation. Movable partitions will be available to close off the opening from the
lobby below. The ballroom also features two doors in the Northwest corner that lead to
the back of house. This access can allow catering and other deliveries to be made
through the freight elevator while not disrupting guests and residents of the building.
Walls and will have mouldings and wainscoting and painted a white gloss finish with
wallcovering above. Columns will have the same moulding scheme with the upper
portions of the columns painted a white gloss finish. Dropped soffits will be created
between columns for visual interest and similar to the original ceilings. Ceilings
between these soffits will have recessed downlights on dimmer switches and two
pendant lights featuring clear glass globes, similar to the original fixtures. The original
ceramic floor tile pattern as seen in Figure 5.24 will remain intact and be repaired where

89
necessary and re-grouted. Figures 5.25 and 5.26 show materials and finishes for the
ballroom and a perspective from across the ballroom overlooking the atrium.
! Overlooking the corner of Third Street and Yazoo Avenue the Magnolia Room
(tea room) will allow guests or local residents to host small parties or showers. The
room will feature a fireplace mantle that is original to the building seen in Figure 5.25.
The room will have conversational seating, buffet tables for serving, and round banquet
tables for seating, but will allow for a variety of seating arrangements. A small area for
food preparation is provided away from the main area. Ceiling mounted projectors and
screens will also be installed for use by patrons. Lighting will be recessed downlights to
illuminate the space with chandeliers adding ambient lighting. Recessed spotlights will
highlight art work placed over the mantle. Flooring for the tea room will coordinate with
corridor carpet and have a cut and loop pile to reduce visible wear.
! Other event spaces available on the second floor available for public use are a
conference room and meeting room. The conference and meeting rooms will have
ceiling mounted projectors and screens for patron use. Seating arrangements are also
flexible in this space to allow for a variety of functions from conferences to small
receptions. The business center provides work space for guests and residents with
computers, charging areas, printers, scanners, and fax and copy machines.

90
 Back of
House

Ballroom

Open to
Below

91
Offices

Lobby

Figure 5.20 Second floor plan

Meeting
Room

Magnolia
Conference Bus. Room
Room Center

Project
North
N.T.S.
Figure 5.21 Second floor materials and finishes

92
 Lighting Key

Chandelier Pendant

6” Recessed 3” Recessed
Can Light Can Light

Directional Fluorescent
Spot Lighting

93
Figure 5.22 Second floor reflected ceiling plan
N.T.S.
Figure 5.23 Perspective of second floor gallery at the elevator lobby

Figure 5.24 Original ballroom floor tile

94
Figure 5.25 Ballroom materials and finishes

95
 Figure 5.26 View from the ballroom into the atrium

Figure 5.27 Original fireplace mantle (courtesy of owner)

96
Third Floor
! The third floor will feature the guest rooms of The Alcazar Hotel. The floor plan of
the third floor will have a u-shaped corridor, similar to the original plan. This corridor
shape will allow for guest rooms to have windows to the exterior as required by code.
Figure 5.28 shows the floor plan of the third floor. This corridor will feature Type 2 vinyl
wallcovering for durability and have the same period-style mouldings consistent with
both the first and second floors in a white gloss finish. Structural columns throughout
the floor will be trimmed with millwork and finished with matching mouldings and painted
white, consistent with the rest of the building. Lighting in the third floor corridor will
consist of two surface mounted pendants at the elevator lobby and recessed
downlighting throughout the corridors. Smaller recessed downlighting will be installed
above guest room doors to illuminate the exterior entryway for guests. Flooring for the
third floor will be of solution dyed nylon carpet with a solid border around the perimeter
of the corridor and will also reflect the location of dropped soffits on the ceilings.
Graphic insets, that are inspired by the colorful bottle trees found throughout the South,
will have a pattern to reduce visible wear and offer visual interest along the corridor.
This flooring will also help reduce noise transmission from the corridor into the guest
rooms. Figures 5.29 through 5.31 show selected materials and finishes and reflected
ceiling plan for the third floor corridor and a perspective of the elevator lobby along the
corridor.

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 Room Types

Double/Double Standard

Queen/King Standard

Queen/ADA Suite

King Suite

Back of House

98
Figure 5.28 Third floor plan
Project
North
N.T.S.
Figure 5.29 Third floor selected materials and finishes

99
 Lighting Key

Chandelier

Ceiling Mounted Pendant

6” Recessed Can Light

3” Recessed Can Light

Ceiling Mounted Light

Fluorescent Strip

100
Figure 5.30 Third floor reflected ceiling plan
N.T.S.
 Figure 5.31 Perspective of elevator lobby at the third floor

! Guest rooms, located on the third floor, are highlighted by custom wall mounted
headboards behind each bed. Headboards will be made of wood with a dark finish to
match other case pieces found in the guest rooms and wall mounted. Night stands and
end tables will be complementary with a dark stain and a polyurethane finish with glass
tops held by brushed nickel accents. A dresser will have a matching finish to the
nightstands and end tables and provide guest storage. Wall mounted LED televisions
will be installed above the dressers located opposite the bed. The dark stained finish
will offer durability to the furniture an also draw is color from the large tree found in the
concept image. Lounge seating in the guest rooms will have clean lines and offer a
contemporary feel through both color and hand of upholstery fabrics. The seating in
guest rooms will vary according to type and allow for flexible seating when available.
Upholstery fabrics selected for guest rooms will have components of both traditional and
contemporary patterns by way of damask prints, geometric patterns, solids and abstract

101
patterns. A high saturation of color in the upholstery fabrics will contrast the wall paint
carpet. This high contrast was drawn from the range from the concept image. Walls will
be painted in a satin finish for ease of maintenance. Guest rooms featuring kitchenettes
will have millwork fabricated to match nightstands, vanities, and armoires that will be
installed in the rooms with granite countertop surfaces. A variety of lighting will be
installed in each guest room. Entryways will have a recessed downlight installed to
illuminate the space. Pendant lighting will be installed above bedside tables to allow for
guests to have more space for person items. Table and floor lamps will be used through
out guest rooms and suites for versatility in illumination. Closets will feature a surface
mounted fixture to light the space. Guest rooms with kitchenettes will feature under
cabinet lighting to illuminate the counter area. Windows will also provide daylighting for
guest rooms and are required in each room per code. Draperies for windows will be of
commercial grade fabric for durability and have a low flame spread to meet code.
Flooring for guest rooms will be a loop and cut pile carpet. The colors will be
complementary to both the corridor flooring and color schemes in guest rooms and have
a linear pattern that draws influence from the concept image of the cotton rows.
! Guest bathrooms will feature tile walk-in showers with full glass enclosures and
brushed nickel fixtures. Vanities will be built of wood in a dark finish to match
nightstands and armoires from the guest rooms. Countertops will be frosted glass with
integrated sinks. Toilet fixtures will be floor mounted and of white porcelain to contrast
with the dark vanity. Walls in the bathrooms will be covered in a Type 1 vinyl
wallcovering that is complementary to the guest room paint finish and will be perforated
to allow for moisture to escape and applied with adhesives that inhibit the growth of
mold. Guest bathrooms will have wall sconces mounted on either side of the vanity
mirrors for more flattering lighting, and a surface mounted lighting fixture with an
integrated exhaust fan will be installed over each shower stall or bathtub. Bathroom
flooring will be of black and gray marble in a box weave. Figures 5.32 and 5.33 show
examples of materials that will be used in the guest rooms and a perspective view of a
guest room.

102
Figure 5.32 Guest room materials and finishes

103
 Figure 5.33 Perspective view of typical standard queen guest room

Fourth Floor
! The fourth floor of The Alcazar Hotel will feature The Residences at The Alcazar.
By keeping with similar corridor size as the third floor, residential units can be both
outward facing onto Third Street and Yazoo Avenue and inward facing into the skylight
and hotel lobby. Figure 5.34 shows the floor plan of the fourth floor. This corridor will
feature Type 2 vinyl wallcovering and have the same period-style mouldings consistent

104
with the previous floors. Structural columns throughout the floor will be trimmed with
millwork and finished with matching mouldings and painted white, consistent with the
rest of the building. Lighting in the fourth floor corridor will consist of two chandeliers at
the elevator lobby and recessed downlighting throughout the corridors. Smaller
recessed downlighting will be installed above condominium doors to illuminate the
exterior entryway for residents. Flooring for the fourth floor will be of solution dyed
nylon carpet. The carpet on the fourth floor is the same as that on the third floor and will
also reflect the location of dropped soffits on the ceilings. Graphic insets will help
reduce visible wear and offer visual interest along the corridor. This flooring will also
help minimize noise transmission from the corridor into the condominium units.
Residential signage will be located in the elevator lobby of the fourth floor. The font will
be the same as that of the hotel in brushed steel with LED back lighting. Figures 5.35
and 5.36 show selected materials and finishes and reflected ceiling plan for the fourth
floor corridor.
! Entrances to condominium units will be illuminated by a recessed fixture located
above each unit door. Although these units are private spaces, a brand standard of
finishes will be installed. Vertical surfaces will be of gypsum wallboard with a satin
painted finish with base and crown mouldings identical to those found throughout the
building. Kitchens will feature stainless steel appliances and millwork with a dark finish.
Bathrooms will have vanities in the same finish of the kitchen millwork. Horizontal
surfaces in the kitchen and bathrooms will be of polished natural stone in varying colors
to allow for variety between units. Ceilings will be of gypsum wallboard and have
recessed downlights providing general illumination. Flooring in residential spaces will
be of reclaimed hardwood that will be sanded and finished with a natural stain and
polyurethane for durability. Figure 5.37 shows brand standards by Crossroads
Properties for condominium units.

105
 Square Footage

Unit 1! ! 850

Unit 2 1520

Unit 3 1120

Storage Unit 4 800 Unit 1 Unit 2

Unit 5 800

Unit 6 580

Unit 7 1230

Unit 8 730

106
Unit 8 Unit 6 Unit 4

Figure 5.34 Fourth floor plan

Unit 7 Unit 5 Unit 3

Project
North
N.T.S.
Figure 5.35 Fourth floor materials and finishes

107
 Lighting Key

Chandelier

Ceiling Mounted Pendant

6” Recessed Can Light

3” Recessed Can Light

108
Figure 5.36 Fourth floor reflected ceiling plan
N.T.S.
Figure 5.37 Crossroads Properties brand standard finishes for condominium units

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Commercial Spaces
! Commercial tenants located on the first floor, Heirloom: A Southern Kitchen and
The Folded Corner, will complement the diverse retail community in the downtown
Clarksdale area and bring new life to the redeveloped building. While these spaces will
be restricted in exterior signage, the interiors will be unique to each tenant. Each
business is owned and operated by locals to the community.
! Heirloom: A Southern Kitchen is a restaurant that focuses on traditional southern
cooking using fresh, local ingredients. The name of the restaurant is influenced by the
Heirloom Tomato that is a staple in many southern gardens and is integrated into the
logo as seen in Figure 5.38. The restaurant is located adjacent to the Third Street
entrance to The Alcazar Hotel. An enlarged plan of the restaurant can be seen in Figure
5.39. Many of the furniture and fixtures such as flooring, doors, and components for the
wine wall will be salvaged material when possible. These salvaged materials can be
found throughout the delta region in condemned buildings and vacant structures.
Seating will be sourced from second-hand stores in the area. By using local resources
when possible the restaurant will have a visually eclectic feel.
! The interior of the restaurant is visible to both the exterior and lobby of the hotel.
Storefront systems allow for maximum daylighting into the space. Window treatments
will be fabricated out of linen to add a sense privacy to the space while allowing in
filtered daylight. Automatic shades will also be installed to control daylighting in space
and regulate temperatures inside the restaurant during warmer months and will provide
guests comfort from the southern exposure of the storefront. Dining room furniture will
have square tables that seat up to four and allow for both small and large party seating
areas when needed. The bar will have limited seating and allow patrons to order drinks
while waiting to be seated. A wine wall which is fabricated from salvaged wood, and
located behind the bar, will be a focal point for the restaurant. This custom system will
feature full height shelves that serving as storage for wine to be served in the
restaurant, while providing a screen for restroom doors. Servers will be able to access
the bar from behind the wall to fill beverage and bar drinks. A small area near the
kitchen will be left open for servers to pick up drink orders and avoid crowding at the
small bar. Exposed brick will be featured on walls original to the building. New interior

110
walls in the dining area and bar will be of gypsum wall board and have a painted finish.
Existing columns will be framed out with gypsum wall board and finished with brick
cladding similar to the original building. Gypsum wall board will be used in the kitchen
to meet fire code for tenant separation. Lighting in the restaurant will feature both
pendant lighting and recessed downlights controlled by dimmer switches. This allows
for flexibility in lighting throughout hours of operation. Pendant lighting at the bar area
will highlight the area, but not take away from the prominent custom wine wall. The bar
back area will have recessed spotlights controlled independently from lighting in the
dining area that will emphasize the wine wall. Flooring throughout the dining area will
be of locally salvaged wood from sharecropper houses. These houses are often found
in fields throughout the delta and are often in disrepair. The restroom and kitchen will
have slip resistant tile flooring for ease of cleaning and code compliance. Figures 5.40
through 5.42 feature the selected materials and finishes, reflected ceiling plans and
perspective views of the restaurant.

Figure 5.38 Heirloom: A Southern Kitchen logo

111
 Lobby

Dining

Third Street
Kitchen

Bar

Exchange Alley
Project

N.T.S.
North

Figure 5.39 Heirloom: A Southern Kitchen enlarged floor plan

112
Figure 5.40 Heirloom: A Southern Kitchen materials and finishes

113
 6” Recessed Can Light
Lighting Key

Pendant

N.T.S.

Figure 5.41 Heirloom: A Southern Kitchen reflected ceiling plan

114
 Figure 5.42 Perspective of bar from dining area

! The Folded Corner is a small bookstore that focuses on southern writers and
promotion of the arts. Throughout the year the bookstore will hold artist openings where
featured artists will be able to display their work. These events help promote the local
area and social community interaction. The Folded Cornerʼs logo is inspired by various
typeface used in publishing as seen in Figure 5.43. An enlarged plan can be seen in
Figure 5.44.
! The bookstore is located in the Northeast corner of the building. Access to The
Folded Corner is located off of Yazoo Avenue. Rhythm and repetition through the
narrow space is established with both tall and short bookcases on the perimeter of the
space. Areas over smaller bookshelves along the perimeter also provide wall space for

115
local or featured artists to show their work. Shorter bookcases in the space define
seating areas while also providing display space for the store. Lounge seating is
provided near the storefront for book club meetings, casual readings, and to foster
general social interaction among patrons. Seating areas in the middle of the sales floor
provide chairs so that one may sit alone while reading. The cash wrap and transaction
at the rear of the store will be fabricated of the same wood as the bookcases. The
exterior wall in the retail store will retain the exposed brick original to the building, while
the tenant wall will be painted gypsum board. The ceiling will be open to the structure
and painted black for maximum height in the retail space. Lighting in the space will be
on a cable system to mimic the wires of telephone poles in the flat delta region.
Additional lighting will be surface mounted cans for general illumination. Flooring will be
of glazed ceramic tile that is consistent with the existing exterior tile at the storeʼs
entrance. A small stock room at the rear of the rear of the retail space will have a
restroom for employees and a small desk for office duties. Lighting will be surface
mounted fluorescent strip pendants with tile flooring continuing from the sales area.
Figures 5.45 through 5.47 feature selected materials and finishes, reflected ceiling plan
and perspective views of the bookstore.

Figure 5.43 The Folded Corner logo

116
 Adjacent Building

Back Storage
of
House
Seating

117
Cash/ Sales
Wrap Floor

Retail D

Figure 5.44 The Folded Corner enlarged floor plan

Yazoo Avenue

Project
North
N.T.S.
Figure 5.45 The Folded Corner materials and finishes

118
 Lighting Key

6” Surface Mounted Can Light

Cable System with MR16 Lamps

Fluorescent Pendant

119
Figure 5.46 The Folded Corner reflected ceiling plan
N.T.S.
 Figure 5.47 Perspective of The Folded Corner from seating area

Summary
! The design of this thesis project was influenced by the concept image of the
alluvial delta. A strong influence of high-contrast was drawn from the image resulting in
an eclectic mix of a traditional Colonial Revival style building complemented with
traditional and contemporary furnishings and a variety of upholstery fabrics and custom

120
artwork. The building renovation pays homage to its original construction through the
use of moulding schemes, flooring patterns, and architectural hardware of the 1920ʼs.
The variety of uses in commercial spaces fulfill consumer needs and provide a location
for socializing among Clarksdale residentʼs and guests of the hotel and a growth in local
businesses. The end result is a culturally significant building with traditional and
contemporary influence.

121
 CHAPTER SIX

CONCLUSION

Conclusion
! This thesis project shows how the redevelopment of The Alcazar Hotel could
assist the city of Clarksdale in its downtown revitalization efforts. Considering its
position in the adaptive reuse process and neighborhood classification, the selected site
has a significant chance for survival if the proper steps are taken. The site selection
plays a large role by using an existing building that was a part of the social fabric of the
community. Not only are such buildings often in prime locations, but their adaptive
reuse also keeps a part of the cityʼs history alive. This design thesis gives solutions
supported by emerging themes in a survey conducted with local Clarksdale business
owners concerning commercial space tenants. By meeting the general needs of the
local population with newer local businesses, the needs of the transient tourist
population could also be satisfied.

Recommendations for Future Research

! For the purposes of further research, one could use a similar survey in cities with
various sizes or specific neighborhood areas. By targeting other potential participants,
a pattern could be established on the business types needed in the selected area based
on size. While the survey will not be the absolute result of what each target zone
needs, those planning for the redevelopment of buildings in the area could have a better
idea of what types of tenants to solicit for leasing spaces.
! The site of this thesis project was selected prior to conducting a survey with the
local businesses. Future site selection could be based on a combination of survey
results and the stages of the adaptive reuse process. By selecting a site that meets a
set of criteria that developers look for and residents and locals are attached to could
result in a more positive end result. While involving residents and locals can be risky, it
can give insight into their thoughts on how they want their city to develop.

122
! The concept of “alluvial delta” that was implemented into the design of The
Alcazar Hotel is deeply rooted to the area. This concept could not be implemented as a
plausible idea in areas that are not geographically comparable to the Mississippi Delta.
Other projects could focus on concepts that are significant to the surrounding area(s).
By taking inspiration from the region and objects that are meaningful to the site, the end
result could give guests a better understanding of the area along with its history and
customs.

Summary
! The redevelopment of the Alcazar Hotel into a mixed use facility could provide a
model for revitalization and adaptive reuse projects within small cities. Many historic
and culturally important buildings within cities and small towns have become vacant and
victims to disuse but are still prime examples of local and regional architecture. By
preserving these existing structures and allowing them to become thriving destination, a
piece of the cityʼs social fabric can be sustained by the way of increased tax revenue as
a result of increased business activity. The redevelopment of these structures will fulfill
the needs and desires of the community by enhancing the quality of life of current
residents, while attracting new user groups.

123
 APPENDIX A

Florida State University Institutional Review Board Letter of

Approval

124
Office of the Vice President For Research
Human Subjects Committee
Tallahassee, Florida 32306-2742
(850) 644-8673 · FAX (850) 644-4392

APPROVAL MEMORANDUM

Date: 2/28/2011

To: Liza Plunkett

Address:
Dept.: INTERIOR DESIGN

From: Thomas L. Jacobson, Chair

Re: Use of Human Subjects in Research

THE REDESIGN OF A MIXED-USE BUILDING: THE ALCAZAR HOTEL

The application that you submitted to this office in regard to the use of human subjects
in the proposal referenced above have been reviewed by the Secretary, the Chair, and
two members of the Human Subjects Committee. Your project is determined to be
Expedited per 45 CFR § 46.110(7) and has been approved by an expedited review
process.

The Human Subjects Committee has not evaluated your proposal for scientific merit,
except to weigh the risk to the human participants and the aspects of the proposal
related to potential risk and benefit. This approval does not replace any departmental or
other approvals, which may be required.

If you submitted a proposed consent form with your application, the approved stamped
consent form is attached to this approval notice.  Only the stamped version of the
consent form may be used in recruiting research subjects.

If the project has not been completed by 2/24/2012 you must request a renewal of
approval for continuation of the project. As a courtesy, a renewal notice will be sent to
you prior to your expiration date; however, it is your responsibility as the Principal
Investigator to timely request renewal of your approval from the Committee.

You are advised that any change in protocol for this project must be reviewed and
approved by the Committee prior to implementation of the proposed change in the
protocol.  A protocol change/amendment form is required to be submitted for approval
by the Committee.  In addition, federal regulations require that the Principal Investigator
promptly report, in writing any unanticipated problems or adverse events involving risks
to research subjects or others.

125
By copy of this memorandum, the Chair of your department and/or your major professor
is reminded that he/she is responsible for being informed concerning research projects
involving human subjects in the department, and should review protocols as often as
needed to insure that the project is being conducted in compliance with our institution
and with DHHS regulations.

This institution has an Assurance on file with the Office for Human Research Protection.
The Assurance Number is IRB00000446.

Cc: Eric Wiedegreen, Chair

HSC No. 2010.5482

126
 APPENDIX B

Informed Consent Form (Survey)

127
 Informed Consent Form for Survey
I freely and voluntarily and without element of force or coercion, consent to
participate in the research project entitled, The Redesign of a Mixed-use
Building: The Alcazar Hotel.

This study is being conducted by Liza Plunkett, Master of Fine Arts candidate at
Florida State University. I understand the purpose of her research is to identify
what types of business would be best suited regarding mixed-use developments
in small towns, as part of a thesis project.

I understand if I agree to a survey conducted by Liza Plunkett it will take

approximately 45 minutes to 1 hour. I also understand ｴｨ ｾ ｴｨ･ｳ＠ surveys will be
used by Liza Plunkett only, stored in her office, and destro upon completion
of the MFA degree.

I understand that my participation is completely v o i ! ay withdraw

participation at any time during the survey. If I cho o o participate in the
the survey there will be no penalty. ｐ｡ｲｴｩ｣ｰ ［ｾ＠ arily take part in the
survey are not required to answer any ques · s o er criticism. All answers
that I give will remain confidential to the ed by public law. The study
offers no benefit or risk to me as a parti pan ther than those risks
encountered in everyday life. While s fr my survey may be reported in
the research findings, identifying c ct ch as my name will not appear in

degree is completed. Duet nfi ti ity safeguards, there is are no risks

involved with this researc

I understand, as arti at nt,

ay contact Liza Plunkett at
or cting professor Eric Wiedegreen at 850- 644-1436
s rs to questions concerning research or my rights
should have any questions regarding my participation in the
survey and would li to contact someone other than the researcher, I am urged
to contact the Florida State University IRB by mail at 2010 Levy Street, Research
Building B, Suite 276, Tallahassee, Florida, 32306-2742, by phone at
850-644-8633, or by email at humansubjects@magnet.fsu.edu.

I have read the above information. I have asked questions and have received
answers. I consent to participate in this study.

Signature Date

Signature of Investigator Date

FSU Human Subjects Committee Approved 2/25/11 . Void after 2/24/12 HSC# 2010.5482

128
APPENDIX C

Survey

129
For Inventory and Coding Purposes only:

Type of Business:
Address:
Distance from The New Alcazar Hotel:

Survey Questions:

1. What type of business do you currently own?

2. Do you currently own or lease the space that your business is occupying?
3. How long have you owned or leased your current location?
4. What is the approximate square footage of your owned or leased space?
5. What type of business would you, as a merchant, like to see move into the downtown
Clarksdale area and why?
6. Do you see like-type businesses as yours as unwanted competition or further
enticement for shopping in town?
7. Have the types of merchants in the Central Business District of Clarksdale changed in
the past five (5) years?
8. What types of businesses have shown the most growth/stability in the CBD in the
past five (5) years?
9. About what percentage of your clientele is composed of Clarksdale residents?
10.Do the various festivals in the area influence the type(s) of merchandise you sell or
the services offered?

130
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 BIOGRAPHICAL SKETCH
Liza Bayles Plunkett
! Liza Bayles Plunkett is from Benton, Mississippi, and received her Bachelor of
Science degree from the School of Human Sciences with an Interior Design
concentration and a minor in Fine Arts from Mississippi State University in 2004. Her
professional experience includes working as an Intern Architect focusing on mixed-use/
retail design in Atlanta, Georgia. She passed the NCIDQ in 2008 and is an Allied
Member of the American Society of Interior Designers. In 2009, Liza was accepted into
the graduate program at Florida State University to pursue her Masters of Fine Arts
degree in Interior Design to further her education in Interior Design.

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