HomeMy WebLinkAbout12/13/2012 - Regular Agenda Packet - City CouncilTable of Contents
Agenda 3
Consent No. 2a - Minutes
Coversheet revised 7
Workshop 8
Regular 14
Special 20
Consent No. 2b - Charter certification
Coversheet revised 24
Draft Ordinance 25
Consent No. 2c - Council calendar
Coversheet revised 62
2013 Council Calendar 63
Consent No. 2d - Mobile Food Vendor Ordinance Amendment
Coversheet revised 64
Redline Version of Ordinance 65
Ordinance 66
Consent No. 2e - Health Plan Stop Loss Renewal
Coversheet revised 68
Consultant Recommendation Letter 69
Stop Loss Application 71
Consent No. 2f - 2013 Basic & Voluntary Life Insuance and
AD&D
Coversheet revised 76
New Customer Verification Guide 77
Consent No. 2g - Enterprise Resource Planning
Upgrade/Replacement Consultant Services
Coversheet revised 95
Consent No. 2h - Annual Pricing Agreement for Steel,
Fiberglass and Concrete Electric Distribution Poles
Coversheet revised 96
Bid Tabulation 97
Consent No. 2i - Debt Reimbursement Resolution for Rock
Prairie Road Rehabilitation (Bird Pond Road to W.D. Fitch
Parkway)
Coversheet revised 98
Resolution 99
Consent No. 2j - Delegation to City Manager to Approve and
Execute Various Documents
Coversheet revised 102
Resolution 103
Consent No. 2k - Barron Road Widening Phase 2 Landscaping
Project Number ST 10-26
Coversheet revised 104
Bid Tabulation 105
1
Consent No. 2L - Project Number PK-0906 Creek View
Neighborhood Park Project and a Resolution Declaring Intention
to Reimburse Certain Expenditures with Proceeds From Debt
Coversheet revised 106
Change Order No. 3 107
Location Map 108
Debt Reimbursement Resolution 109
Regular No. 1 - Public Hearing on the Buena Vida Subdivision
Parking Removal
Coversheet revised 112
Ordinance 113
Map 115
Regular No. 2 - Public Hearing for the College Station Tax
Increment Reinvestment Zone #18
Coversheet revised 116
Ordinance 117
Regular No. 3 - Public Hearing on the College Station Tax
Increment Reinvestment Zone #19
Coversheet revised 192
Ordinance 193
Regular No. 4 - Public Hearing on the College Station Municipal
Management District #1 (West)
Coversheet updated 269
Description 270
Regular No. 5 - Public Hearing on the College Station Municipal
Management District #2 (East)
Coversheet updated 276
Description 277
2
CrTYOr COllEGE STATION
Home a/Texas A&M University'Mayor Council members
Nancy Berry Blanche Brick
Mayor Pro Tern Jess Fields
Karl Mooney John Nichols
City Manager Julie M. Schultz
David Neeley James Benham
Agenda
College Station City Council
Regular Meeting
Thursday, December 13,2012 at 7:00 PM
City Hall Council Chamber, 1101 Texas Avenue
College Station, Texas
1. Pledge of Allegiance, Invocation, Consider absence request.
Hear Visitors: A citizen may address the City Council on any item which does not appear on the posted
Agenda. Registration forms are available in the lobby and at the desk of the City Secretary. This form should
be completed and delivered to the City Secretary by 5:30 pm. Please limit remarks to three minutes. A timer
alarm will sound after 2 112 minutes to signal thirty seconds remaining to conclude your remarks. The City
Council will receive the information, ask staff to look into the matter, or place the issue on a future agenda.
Topics of operational concerns shall be directed to the City Manager. Comments should not personally attack
other speakers, Councilor staff.
Consent Agenda
At the discretion of the Mayor, individuals may be allowed to speak on a Consent Agenda Item. Individuals
who wish to address the City Council on a consent agenda item not posted as a public hearing shall register with
the City Secretary prior to the Mayor's reading of the agenda item. Registration forms are available in the
lobby and at the desk of the City Secretary.
2. Presentation, possible action and discussion of consent agenda items which consists of ministerial or
"housekeeping" items required by law. Items may be removed from the consent agenda by majority vote of the
Cou.ncil.
a. Presentation, possible action, and discussion of minutes for:
• November 19,2012 Workshop
• November 19,2012 Regular Council Meeting
• December 4,2012 Special Meeting
b. Presentation, possible action, and discussion regarding an ordinance approving the renumbering and
rearrangement of the City Charter, as necessary, and authorizing the Mayor to certify and submit to the
Secretary of State of the State of Texas an authenticated copy of the amended Home Rule Charter for the
city of College Station, certifying that the Home Rule Charter was approved by the registered voters of the
City of College Station at a special election held on November 6, 2012 and was accepted on their behalf by
the City Council of the City of College Station by Ordinance no. 2012-3460 on November 19,2012.
City Council Regular Meeting Page 2
Thursday, December 13, 2012
c. Presentation, possibte action, and discussion regarding adoption of the 2013 Annual Council Calendar.
d. Presentation, possible action and discussion regarding an ordinance amending Chapter 4 "Business
Regulations" Section 20 "Mobile Food Vendors", B "Permit and Application", 4 "Permit Form", (N), of the
Code of Ordinance of the City of College Station.
e. Presentation, possible action, and discussion on renewing the Stop Loss reinsurance for the City's self
funded health plan with Blue Cross and Blue Shield of Texas (BCBS) for the period of January 1, 2013
through December 31,2013. The estimated annual premiums are $569,232.
f. Presentation, possible action and discussion regarding a new policy for employee life, accidental death &
dismemberment (AD&D), voluntary life and AD&D, and dependent life insurance with Mutual of Omaha.
Projected annual City cost is $93,000.00.
g. Presentation, possible action, and discussion regarding approval of a contract between the City of College
Station and BerryDunn in the amount of $95,195.00 for the purposes of conducting an analysis of the
current software and recommend alternatives and authorizing the City Manager to execute the contract on
behalf of the City Council. (This item is also on workshop agenda item #6).
h. Presentation, possible action, and discussion on a bid award for the purchase of steel, fiberglass, and
concrete electric distribution poles to TransAmerican Power Products, Inc. $96,725.00; HD Supply Utilities
$160,936.40; Stress Crete, Inc $208,231.00; and RS Technologies, Inc $17,724.66 for a total of $483,617.06.
1. Presentation, possible action, and discussion regarding approval of a resolution declaring intention to
reimburse certain expenditures with proceeds from debt for the Rock Prairie Road Rehabilitation (Bird Pond
Road to W.D. Fitch Parkway) project.
J. Presentation, possible action and discussion regarding a resolution delegating authority to the City Manager
to approve and execute various documents of a routine nature on behalf of the City to conduct the daily
affairs of the City.
k. Presentation, possible action, and discussion regarding approval of a contract between the City of College
Station and Texas Landscape Creations in the amount of $101,945.98 for the Barron Road Phase 2
Landscaping project and authorizing the City Manager to execute the contract on behalf of the City Council.
1. Presentation, possible action, and discussion regarding a change order to professional services contract #09
233 with Mitchell & Morgan, LLP in the amount of $41,500.00, and approval of a resolution declaring
intention'to reimburse certain expenditures with proceeds from debt.
Regular Agenda
At the discretion of the Mayor, individuals may be allowed to speak on a Regular Agenda Item. Individuals
who wish to address the City Council on a regular agenda item not posted as a public hearing shall register
with the City Secretary prior to the Mayor's reading of the agenda item. Registration forms are available in the
lobby and at the desk of the City Secretary.
Individuals who wish to address the City Council on an item posted as a public hearing shall register with the
City Secretary prior to the Mayor's announcement to open the public hearing. The Mayor will recognize
individuals who wish to come forward to speak for or against the item. The speaker will state their name and
address for the record and allowed three minutes. A timer alarm will sound at 2 112 minutes to signal thirty
City Council Regular Meeting Page 3
Thursday, December 13,2012
-seconds remaining to conclude remarks. After a public hearing is closed, there shall be no additional public
comments. If Council needs additional information from the general public, some limited comments may be
allowed at the discretion of the Mayor.
If an individual does not wish to address the City Council, but still wishes to be recorded in the official minutes
as being in support or opposition to an agenda item, the individual may complete the registration form provided
in the lobby by providing the name, address, and comments about a city related subject. These comments will
be referred to the City Council and City Manager.
1. Public Hearing, presentation, possible action and discussion of an ordinance amending Chapter 10
"Traffic Code", to remove parking along specific streets in the Buena Vida Subdivision.
2. Public Hearing, presentation, possible action and discussion regarding an Ordinance designating the
western portion of the College Station Medical District as Reinvestment Zone Number 18, City of
College Station, Texas, Enumerating the qualifying criteria, adopting a preliminary development and
financing plan, and establishing a Board of Directors for such Zone, and other matters relating thereto.
3. Public Hearing, presentation, possible action and discussion regarding an Ordinance designating the
Eastern portion of the College Station Medical District as Reinvestment Zone Number 19, City of
College Station, Texas, Enumerating the qualifying criteria, adopting a preliminary development and
financing plan, and establishing a Board of Directors for such Zone, and other matters relating thereto.
4. Public Hearing, presentation, possible action and discussion regarding review and development of a
Resolution of the City of College Station supporting Legislation to create the "Rock Prairie Medical
District Municipal Management District Number One" and the associated draft Legislation.
5. Public Hearing, presentation, possible action and discussion regarding review and development of a
Resolution of the City of College Station supporting Legislation to create the "Rock Prairie Medical
District Municipal Management District Number Two" and the associated draft Legislation.
6. Adjourn.
If litigation issues arise to the posted subject matter of this Council Meeting an executive session will be held.
APP[@CitY~
Notice is hereby given that a Regular Meeting of the City Council of the City of College Station, Texas will be
held on the Thursday, December 13,2012 at 7:00 PM at the City Hall Council Chambers, 1101 Texas Avenue,
College Station, Texas. The following subjects will be discussed, to wit: See Agenda.
City Council Regular Meeting Page 4
Thursday, December 13,2012
I, the undersigned, do hereby certify that the above Notice of Meeting of the Governing Body of the City of
College Station, Texas, is a true and correct copy of said Notice and that I posted a true and correct copy of said
notice on the bulletin board at City Hall, 1101 Texas Avenue, in College Station, Texas, and the City's website,
www.cstx.gov.TheAgendaandNoticearereadilyaccessibletothegeneralpublicatalltimes.Said Notice
and Agenda were posted on December 7, 2012 at 5:00 p.m. and remained so posted continuously for at least 72
hours proceeding the scheduled time of said meeting.
This public notice was removed from the official posting board at the College Station City Hall on the following
date and time: by ___________
Dated this of ,2012 By-----."-~ ------------------------------
Subscribed and sworn to before me on this the __day of _______, 2012.
Notary Public -Brazos County, Texas . My commission expires: _____
The building is wheelchair accessible. Handicap parking spaces are available. Any request for sign interpretive service must be made
48 hours before the meeting. To make arrangements call (979) 764-3517 or (TDD) 1-800-735-2989. Agendas may be viewed on
www.cstx.gov. Council meetings are broadcast live on Cable Access Channel 19.
December 13, 2012
City Council Consent Agenda Item No. 2a
City Council Minutes
To: David Neeley, City Manager
From: Sherry Mashburn, City Secretary
Agenda Caption: Presentation, possible action, and discussion of minutes for:
• November 19, 2012 Workshop
• November 19, 2012 Regular Council Meeting
• December 4, 2012 Special Meeting
Attachments:
• November 19, 2012 Workshop
• November 19, 2012 Regular Council Meeting
• December 4, 2012 Special Meeting
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WKSHP111912 Minutes Page 1
MINUTES OF THE CITY COUNCIL WORKSHOP
CITY OF COLLEGE STATION
NOVEMBER 19, 2012
STATE OF TEXAS §
§
COUNTY OF BRAZOS §
Present:
Nancy Berry, Mayor
Council:
Blanche Brick
Jess Fields
Karl Mooney, arrived after roll call
Katy-Marie Lyles
Julie Schultz, absent
Dave Ruesink
James Benham
John Nichols
City Staff:
David Neeley, City Manager
Frank Simpson, Deputy City Manager
Kathy Merrill, Deputy City Manager
Carla Robinson, City Attorney
Sherry Mashburn, City Secretary
Tanya McNutt, Deputy City Secretary
1.
Call to Order and Announce a Quorum is Present
With a quorum present, the Workshop of the College Station City Council was called to order by
Mayor Nancy Berry at 4:03 p.m. on Monday, November 19, 2012 in the Council Chambers of
the City of College Station City Hall, 1101 Texas Avenue, College Station, Texas 77842.
2. Presentation, possible action, and discussion of Ordinance 2012-3460, of the City Council
of the City of College Station, Texas, canvassing returns and declaring results of the special
election, held on November 6, 2012, for the purpose of submitting proposed amendments to
the City Charter to the voters. Presentaciόn, posible acci6n y discusi6n acerca de una
ordenanza del consejo de la ciudad de College Station, Texas, para escrutinar los
resultados de los votos y declarando los resultados de las elecciones especiales celebradas el
6 de noviembre de 2012, para el propόsito de presentarles a los votantes las enmiendas
propuestas a los estatutos de la ciudad.
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WKSHP111912 Minutes Page 2
MOTION: Upon a motion made by Councilmember Fields and a second by Councilmember
Lyles, the City Council voted five (5) for and none (0) opposed, with Councilmember Mooney
not yet present, to approve Ordinance 2012-3460, canvassing returns and declaring results of the
special election, held on November 6, 2012, for the purpose of submitting proposed amendments
to the City Charter to the voters. The motion carried unanimously.
3. Issuance of Certificates of Election to elected City Council Member Place 4 and City
Council Member Place 6; and administer Oaths of Office.
Judge Spillane administered the oath of office to John Nichols, newly elected Councilmember,
Place 4, and James Benham, newly elected Councilmember, Place 6.
The Workshop recessed briefly for a reception honoring outgoing Councilmembers Lyles and
Ruesink and to welcome newly elected Councilmembers Nichols and Benham.
4.
Executive Session
In accordance with the Texas Government Code §551.071-Consultation with Attorney,
§551.074-Personnel, and §551.087-Economic Development Negotiations, the College Station
City Council convened into Executive Session at 4:57 p.m. on Monday, November 19, 2012 in
order to continue discussing matters pertaining to:
A. Consultation with Attorney to seek advice regarding pending or contemplated litigation; to
wit:
• City of Bryan's application with TCEQ for water & sewer permits in Westside/Highway
60 area, near Brushy Water Supply Corporation to decertify City of College Station and
certify City of Bryan.
• Chavers et a1 v. Tyrone Morrow et al, No. 10-20792; Chavers v. Randall Hall et al, Case
No. 10 CV-3922.
• College Station v. Star Insurance Co., Civil Action No. 4:11-CV-02023.
• Shirley Maguire and Holly Maguire vs. City of College Station, Cause No. 11-0025 16-
CV-272, in the 272nd District Court of Brazos County, Texas.
• Patricia Kahlden, individ. and as rep. of the Estate of Lillie May Williams Bayless v.
Laura Sue Streigler, City of College Station and James Steven Elkins, No. 11-003172-
CV-272, in the 272ndDistrict Court of Brazos County, TX
• Tom Jagielski v. City of College Station, Cause No. 12-002918-CU-361, In the 361 st
• State v. Carol Arnold, Cause Number 11-02697-CRF-85, In the 85th District Court,
Brazos County, Texas
District
Court of Brazos County, Texas
B. Deliberation on the appointment, employment, evaluation, reassignment, duties, discipline, or
dismissal of a public officer; to wit:
• Council Self-evaluation
C. Deliberation on economic development negotiations regarding an offer of financial or other
incentives for a business prospect; to wit:
9
WKSHP111912 Minutes Page 3
• Economic development incentives to prospect in West College Station.
The Executive Session adjourned at 5:42 p.m.
5.
Take action, if any, on Executive Session.
No action was required from Executive Session.
6.
Presentation, possible action, and discussion on the election of Mayor Pro Tempore.
MOTION: Upon a motion made by Councilmember Fields and a second by Councilmember
Nichols, the City Council voted six (6) for and none (0) opposed, to elect Karl Mooney as Mayor
Pro Tem. The motion carried unanimously.
7.
Presentation, possible action, and discussion on items listed on the consent agenda.
Items 2c, 2d, 2e, 2p, and 2q were pulled.
2c: Councilmember Brick stated she hoped there was some way for admission to the College
Station 75th
Anniversary Exhibit to be free for citizens. Jeff Kersten, Executive Director of
Fiscal Services, stated the current funding agreement covers things of this nature.
2d: Councilmember Brick will be abstaining from the discussion and vote.
2e: Councilmember Brick stated the Veterans Park is a treasure to the City, and the event
honoring our veterans was very well attended.
2p: Chuck Gilman, Director of Capital Projects, clarified the dollar amount is an estimate and
was developed by licensed brokers and appraisers.
2q: Chuck Gilman, Director of Capital Projects, reported the speed limit will be reduced from
70 mph to 60 mph in the construction zone on SH 6.
8.
Presentation, possible action and discussion regarding an update on the Brazos Valley
Bowl.
Dr. Ted Raspiller, President, Blinn College Brazos County Campuses, announced the Brazos
Valley Bowl, featuring Kilgore College vs. Northwest Mississippi College, will take place at
noon on December 1 at Kyle Field. Teams will arrive on Thursday and will attend an evening
banquet at the Expo Center. Many activities are planned for Friday including team practice,
community service, and a spouse tour of the Bush Library. There will be a VIP tailgate brunch
at Freedom Park on Saturday. Sponsors include Blinn College, City of College Station,
Bryan/College Station Convention & Visitors Bureau, and the George Bush Presidential Library
and Museum. Local businesses are also providing their support. Tickets are free to students
with a student ID. Tickets are $5 at the gate and are also available online.
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9.
Presentation and discussion regarding the update of the 2012 Christmas at the Creek
event.
Amy Atkins, Assistant Director of Parks and Recreation, reported that Central Park will be
lighted November 22 through January 1 and is designed as a drive through. Lighting at Wolf
Pen Creek will be November 30 through January 1.
Kelley Kelbly, Recreation Supervisor, stated that activities at Wolf Pen Creek are scheduled for
November 30, December 1, 7, and 8 from 6:00 p.m. to 9:00 p.m. each night. Friday, November
30, will feature the Sounds of Christmas with local dance groups and choirs. New this year will
be an original Christmas at the Creek Musical, written by local composer, Mark Taylor. It will
be performed every hour, on the hour on Saturday, December 1. The theme for Friday,
December 7, is a Gospel Christmas with community dance groups and local gospel choirs.
Saturday, December 8, is Movie and Pet Night, featuring How the Grinch Stole Christmas-
Animated and Polar Express. Santa will be available for pet photos as well.
Continuing with the holiday celebration, the Mayor’s Reception is scheduled for Friday,
November 30, 6:00 p.m. to 9:00 p.m. Attendees may come and go at their leisure. The
Bryan/College Station Christmas Parade is set for Sunday, December 2, and local officials will
join in on a Holiday Howdy Hayride.
10. Presentation, possible action and discussion regarding an update on the issues facing
the 2013 Legislative Session and the City's Legislative Plan.
Dan Shelley and Jennifer Rodriguez, consultants, announced the 83rd
Texas Legislature will
convene Tuesday, January 8, 2013. Local representatives are State Senator, Dr. Charles
Schwertner, Georgetown; State Representative, John Raney, Bryan; and State Representative,
Kyle Kacal, Bryan. March 8 is the deadline for filing bills and joint resolutions other than local
bills, emergency appropriations, and bills that have been declared an emergency by the governor.
Staff has identified legislative issues to watch for and will monitor those issues. Water will be a
major issue for cities throughout Texas. The consultants will review and monitor bills filed and
will provide to City staff. Staff will alert Council whenever issues directly affecting the City
occur so that Council may take initiative.
Council recessed the workshop at 7:04 p.m.
Council reconvened the workshop at 8:32 p.m.
11.
•
Council Calendar
Nov. 20
•
Chamber -Ag Breakfast at the Brazos County Expo Center, 7:00 a.m.
Nov. 20
•
MPO Reception, Brazos County Administration Building (Atrium), 3:00
p.m.
•
Nov. 22-23 City Offices Closed -HOLIDAY
Nov. 26 Council Orientation in Council Chambers at 9:00 a.m.
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WKSHP111912 Minutes Page 5
•
•
Nov. 27-Dec. 1 National League of Cities at 8:00 a.m.
Nov. 30
•
Christmas at the Creek at Wolf Pen Creek Park -1015 Colgate Drive, 6:00
Dec. 2
•
BCS Christmas Parade, Meeting Location -City Hall at 12:00 p.m.
Dec. 4
•
Special Council Workshop on MMD and TIRZ, 1 :00 p.m.
Dec. 6 P&Z Workshop/Meeting in Council Chambers, 6:00 p.m. (Jess Fields,
Tentative and Karl Mooney as back up, Liaison)
• Dec. 10
•
Annual Holiday RVP Open House at RVP, 5:30 p.m.
Dec. 13 City Council Employee Recognition/Executive Session/Workshop/Regular
•
Meeting at 4:00, 5:00, 6:00 & 7:00 p.m.
Dec. 15
Fire Station 6 Opening Ceremony, the corner of University Dr. &
Tarrow Rd, 11 :00 a.m.
Council reviewed the Council calendar.
12.
Presentation, possible action, and discussion on future agenda items: a Council Member
may inquire about a subject for which notice has not been given. A statement of specific
factual information or the recitation of existing policy may be given. Any deliberation shall
be limited to a proposal to place the subject on an agenda for a subsequent meeting.
Councilmember Nichols asked to discuss future items for the Strategic Planning workshop. He
also asked to add an item addressing the past budget cuts in Parks and Recreation and where we
are going next.
Councilmember Fields asked to add to the Strategic Planning workshop an item discussing
healthcare costs affected by the Healthcare Act. He also asked to look at the cost benefit of
outsourcing the solid waste collection operation. There was no consensus on this item.
13.
Discussion, review and possible action regarding the following meetings: Animal
Shelter Board, Arts Council of the Brazos Valley, Arts Council Sub-committee, Audit
Committee, Bicycle, Pedestrian, and Greenways Advisory Board, Blinn College Brazos
Valley Advisory Committee, Brazos County Health Dept., Brazos Valley Council of
Governments, Bryan/College Station Chamber of Commerce, BVSWMA, BVWACS,
Convention & Visitors Bureau, Design Review Board, Historic Preservation Committee,
Interfaith Dialogue Association, Intergovernmental Committee, Joint Neighborhood
Parking Taskforce, Joint Relief Funding Review Committee, Landmark Commission.
Library Board, Metropolitan Planning Organization, National League of Cities, Parks and
Recreation Board, Planning and Zoning Commission, Research Valley Partnership,
Regional Transportation Committee for Council of Governments, Sister City Association,
TAMU Student Senate, Texas Municipal League, Youth Advisory Council, Zoning Board
of Adjustments.
Councilmember Benham reported on sessions he attended at the TML Annual Conference:
Proactive Code Enforcement and Holding Successful Community Meetings.
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WKSHP111912 Minutes Page 6
Mayor Berry reported on the Intergovernmental Meeting, TML Annual Conference, and the
RVP.
Councilmember Mooney reported on the Executive Board meeting of the CVB.
14.
Adjournment
MOTION: There being no further business, Mayor Berry adjourned the workshop of the
College Station City Council at 8:42 p.m. on Monday, November 19, 2012.
________________________
Nancy Berry, Mayor
ATTEST:
_______________________
Sherry Mashburn, City Secretary
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RM111912 Minutes Page 1
MINUTES OF THE REGULAR CITY COUNCIL MEETING
CITY OF COLLEGE STATION
NOVEMBER 19, 2012
STATE OF TEXAS §
§
COUNTY OF BRAZOS §
Present:
Nancy Berry
Council:
Blanche Brick
Jess Fields
Karl Mooney
John Nichols
Julie Schultz, absent
James Benham
City Staff:
David Neeley, City Manager
Frank Simpson, Deputy City Manager
Kathy Merrill, Deputy City Manager
Carla Robinson, City Attorney
Sherry Mashburn, City Secretary
Tanya McNutt, Deputy City Secretary
Call to Order and Announce a Quorum is Present
With a quorum present, the Regular Meeting of the College Station City Council was called to
order by Mayor Nancy Berry at 7:05 p.m. on Monday, November 19, 2012 in the Council
Chambers of the City of College Station City Hall, 1101 Texas Avenue, College Station, Texas
77842.
1. Pledge of Allegiance, Invocation, consider absence request
.
Presentation of The Brazos Boot trophy, officially marking A&M Consolidated 2012
football victory over Bryan High School.
Hugh Walker, Assistant City Manager, Bryan, presented the Brazos Boot to Mayor Nancy Berry.
Citizen Comments
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RM111912 Minutes Page 2
Ann Boehm, 1911 Langford, stated she would like the Council to explore the opportunity to re-
seed an existing project already underway, the Bee Creek sewer project, with milkweed seeds
and wildflower seeds for beautification. She noted that Monarch butterfly numbers are dropping
drastically, and she wants to help increase those numbers. She would also like to see an
accessible walking trail for citizens and students.
Mayor Berry introduced the new Executive Director of MPO, Brad McCaleb.
CONSENT AGENDA
2a.
•
Presentation, possible action, and discussion of minutes for:
•
November 8, 2012 Workshop
November 8, 2012 Regular Council Meeting
2b.
Presentation, possible action and discussion on approving the budget of the Arts
Council of the Brazos Valley, and; presentation, possible action and discussion on
approving the agreement between the City of College Station and the Arts Council of the
Brazos Valley for FY13 in the amount of $266,648 for Affiliate funding and Annual
Program and Marketing funding.
2c.
Presentation, possible action, and discussion on approving the budget of the George
Bush Presidential Library Foundation; and presentation, discussion and possible action on
a funding agreement between the City of College Station and the George Bush Presidential
Library Foundation for FY13 in the amount of $69,852.
2d. Presentation, possible action, and discussion on approving the budget of the Brazos
Valley Bowl; and presentation, discussion and possible action on a funding agreement
between the City of College Station and the Brazos Valley Bowl Association for FY13 in the
amount of $25,000.
2e.
Presentation, possible action, and discussion on approving the budget of the Memorial
for all Veterans of the Brazos Valley; and presentation, discussion and possible action on a
funding agreement between the City of College Station and the Memorial for all Veterans
of the Brazos Valley for FY 13 in the amount of $38,500.
2f. Presentation, possible action, and discussion regarding the approval of the FY
Forfeiture Audit reporting form for the College Station Police Department. 12 Chapter 59
Asset Forfeiture Audit reporting form for the College Station Police Department.
2g.
Presentation, possible action, and discussion on the purchase of five (5) Police
motorcycles from Independence Harley Davidson (College Station, TX) for the amount of
$88,738.90 and the trade-in of six (6) existing 2010 Police Edition motorcycles for $8,000
each. (Bid No. 13-005)
2h. Presentation, possible action and discussion regarding the approval of Resolution 11-
19-12-2h to update the Interlocal Agreement for Emergency Medical Ambulance Service to
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RM111912 Minutes Page 3
respond to emergencies in Brazos County and to establish the annual fee for FY 2013 at
$161,648.
2i.
Presentation, possible action, and discussion regarding Resolution 11-19-12-2i, an
annual price agreement with Daco Fire Equipment, in the amount of $60,375.00 for fire
protective clothing.
2j.
Presentation, possible action and discussion regarding approval of a contract renewal
between the City of College Station and Brenco Marketing Corporation in the amount of
$1,650,000.00 for annual estimated purchases of gasoline and diesel fuel (Contract #10-054)
and authorizing the City Manager to execute the contract renewal on behalf of the City
Council.
2k.
Presentation, possible action and discussion regarding an Interlocal Agreement
between the City of College Station and Robertson County for the sale of city surplus
equipment in the amount of $120,000.00.
2l.
Presentation, possible action and discussion on a bid award for the purchase of single
phase pad-mounted distribution transformers maintained in inventory to KBS for a total
of $70,524.00.
2m.
Presentation, possible action, and discussion regarding the approval of the
construction contract (Contract 13-007) with Knife River in the amount of $645,977.00, for
the construction and installation of the State Highway 30/Copperfield Traffic Signal, and
authorizing the City Manager to execute the contract on behalf of the City Council.
2n.
Presentation, possible action and discussion regarding the approval of four Master
Agreements for Real Estate Appraisal Services: S.T. Lovett & Associates (Contract No. 13-
040); Integra Realty Resources Houston (Contract No. 13-041); Atrium Real Estate
Services (Contract No. 13-042); Integra Realty Resources - Austin (Contract No. 13-043),
and authorizing the City Manager or his designee to approve Service Orders for eaqch
project within the terms of each Master Agreement.
2o.
Presentation, possible action, and discussion regarding annual renewal of bid #11-69 to
Knife River for the purchase of Type D Hot Mix Asphalt for the maintenance of streets in
an amount not to exceed $1,260,000 ($62.00 per ton).
2p.
Presentation, possible action, and discussion regarding approval of an Resolution 11-
19-12-2p, an Amendment to a Resolution that will authorize City staff to negotiate for the
purchase of easements needed for the Royder/Live Oak Sewer Extension Project.
2q. Presentation, possible action, and discussion on Ordinance 2012-3461, amending
Chapter 10, Section 3, of the College Station Code of Ordinances by changing the posted
speed limit temporarily on the section of State Highway 6 between the north City Limit line
and FM 2818 to 60 mph for the duration of a Texas Department of Transportation project
to reconstruct the SH 6 entrance and exit ramps along the highway.
16
RM111912 Minutes Page 4
Items 2b, 2c, 2d were pulled from the Consent Agenda.
MOTION: Upon a motion made by Councilmember Mooney and a second by Councilmember
Nichols, the City Council voted six (6) for and none (0) opposed, to approve the Consent
Agenda, less items 2b, 2c, and 2d The motion carried unanimously.
(2b, 2c)MOTION: Upon a motion made by Councilmember Mooney and a second by
Councilmember Nichols, the City Council voted five (5) for and one (1) opposed, with
Councilmember Fields voting against, to approve the budget of the Arts Council of the Brazos
Valley and the agreement between the City of College Station and the Arts Council of the Brazos
Valley for FY13 in the amount of $266,648 for Affiliate funding and Annual Program and
Marketing funding; and to approve the budget of the George Bush Presidential Library
Foundation and the funding agreement between the City of College Station and the George Bush
Presidential Library Foundation for FY13 in the amount of $69,852. The motion carried.
(2d)MOTION: Upon a motion made by Councilmember Mooney and a second by
Councilmember Nichols, the City Council voted four (4) for and one (1) opposed, with
Councilmember Fields voting against and Councilmember Brick abstaining, to approve the
budget of the Brazos Valley Bowl; and presentation, discussion and possible action on a funding
agreement between the City of College Station and the Brazos Valley Bowl Association for
FY13 in the amount of $25,000. The motion carried.
REGULAR AGENDA
1.
Presentation, possible action, and discussion on the adoption of Ordinance 2012-3462,
creating Reinvestment Zone #17 for commercial tax abatement in the College Station
Medical District.
MOTION: Upon a motion made by Councilmember Benham and a second by Councilmember
Mooney, the City Council voted five (5) for and one (1) opposed, with Councilmember Fields
voting against, to adopt Ordinance 2012-3462, creating Reinvestment Zone #17 for commercial
tax abatement in the College Station Medical District. The motion carried.
2.
Presentation, possible action, and discussion regarding an economic development
agreement between the City and Strategic Behavioral Health.
3.
Presentation, possible action, and discussion regarding a tax abatement agreement
between the City and Strategic Behavioral Health.
Items 2 and 3 were considered together.
MOTION: Upon a motion made by Councilmember Mooney and a second by Councilmember
Nichols, the City Council voted five (5) for and one (1) opposed, with Councilmember Fields
voting against, to adopt an economic development agreement and a tax abatement agreement
between the City and Strategic Behavioral Health. The motion carried.
17
RM111912 Minutes Page 5
4.
Public Hearing, presentation, possible action, and discussion on Ordinance 2012-3463,
amending the College Station Comprehensive Plan – Future Land Use & Character Map
from General Suburban to Suburban Commercial for the property located at 1402 Earl
Rudder Freeway South; approximately 1.27 acres at the northwest corner of Earl Rudder
Freeway South and University Oaks Boulevard.
At approximately 7:55 p.m., Mayor Berry opened the Public Hearing.
Paul Martinez, 1222A April Bloom, asked the Council to consider the long term impact this
decision will have on the neighborhood. The Comprehensive Plan addresses community
character and neighborhood integrity and needs to be considered. He is concerned with the
degradation of the property values and the neighborhood generally. The east side is the anchor
of the neighborhood, and property values could be adversely affected, creating more rental.
Michael Kriger, 1403 Tara Court, stated his property is the largest property against the boundary.
He and his family moved here twenty years ago chosen because of its rustic nature within city
limits. The location is excellent, and a person can get anywhere quickly. This is a nice enclosed
neighborhood with trees, and he can see the stars at night. If a building goes up, and lights along
with it, it will impact the area.
Mark Cogwin, 1212 Neal Pickett, echoed the previous speakers. He noted that if an office
building is placed there, he will see siding and windows and the highway, instead of the trees.
Sherry Ellison, 2705 Brookway Drive, stated the first southernmost four homes will lose the
wooded buffer if any of that land is used for a driveway. It will also affect other homes, but
particularly those four. The property can possibly be used for a retention pond, and there has to
be a place to park and egress/ingress available for the frontage road. The Council passed in
September the suburban commercial as a land use designation. Once this amendment is
approved, the Council says that a wide range of things are okay. There need to be a lot of
conditions that include keeping the trees behind those first four homes and a buffer of trees for
the next homes up. Creative development is in order in order to not invade the homes. She
asked the Council to consider this whenever a future re-zoning request comes forward.
There being no further comments, the Public Hearing was closed at 8:05 p.m.
MOTION: Upon a motion made by Councilmember Fields and a second by Councilmember
Benham, the City Council voted six (6) for and none (0) opposed, to adopt Ordinance 2012-
3463, amending the College Station Comprehensive Plan – Future Land Use & Character Map
from General Suburban to Suburban Commercial for the property located at 1402 Earl Rudder
Freeway South; approximately 1.27 acres at the northwest corner of Earl Rudder Freeway South
and University Oaks Boulevard. The motion carried unanimously.
5.
Presentation, possible action, and discussion on appointments of City Council and
Planning & Zoning Commission members to the BioCorridor Board.
18
RM111912 Minutes Page 6
MOTION: Upon a motion made by Councilmember Mooney and a second by Mayor Berry, the
City Council voted six (6) for and none (0) opposed, to appoint Councilmember Nichols to the
BioCorridor Board. The motion carried unanimously.
MOTION: Upon a motion made by Councilmember Benham and a second by Councilmember
Mooney, the City Council voted six (6) for and none (0) opposed, to appoint P&Z
Commissioners Miles and Gay to the BioCorridor Board. The motion carried unanimously.
6.
Adjournment.
MOTION: There being no further business, Mayor Berry adjourned the Regular Meeting of the
City Council at 8:28 p.m. on Monday, November 19, 2012.
________________________
Nancy Berry, Mayor
ATTEST:
___________________________
Sherry Mashburn, City Secretary
19
SM120412 Minutes Page 1
MINUTES OF THE SPECIAL CITY COUNCILMEETING
CITY OF COLLEGE STATION
DECEMBER 4, 2012
STATE OF TEXAS §
§
COUNTY OF BRAZOS §
Present:
Nancy Berry
Council:
Blanche Brick
Jess Fields
Karl Mooney
John Nichols
Julie Schultz
James Benham
City Staff:
David Neeley, City Manager
Kathy Merrill, Deputy City Manager
Frank Simpson, Deputy City Manager
Carla Robinson, City Attorney
Sherry Mashburn, City Secretary
1.
Call to Order and Announce a Quorum is Present
With a quorum present, the Special Meeting of the College Station City Council was called to
order by Mayor Nancy Berry at 1:15 p.m. on Tuesday, December 4, 2012 in the College Station
Utility Services Training Center, 1603 Graham Road, College Station, Texas 77842.
2. Presentation and discussion of an Overview of College Station Medical District Master
Plan and Plan Implementation.
3.
Presentation, possible action, and discussion regarding an Overview of the Need for
Alternative Financing and Management Approaches in the College Station Medical
District.
4.
Presentation and discussion of an Overview of Tax Increment Reinvestment Zones.
5. Presentation, possible action and discussion regarding Proposed College Station Medical
District Tax Increment Reinvestment Zones.
20
SM120412 Minutes Page 2
6. Presentation and discussion of an Overview of Municipal Management Districts.
7.
Presentation, possible action, and discussion regarding Proposed College Station Medical
District Municipal Management Districts.
Items 2-7 were discussed together.
Bob Cowell, Executive Director of Development Services, led the discussion on the College
Station Medical District TIRZ and MMD. A few years ago the City partnered with The Med in
the creation of a Medical District. Considerations involved in the vision for the Medical District
are: the population, nation-wide, is aging with a need for greater health care, seeking alternative
housing options, and a greater emphasis on healthy living. This aging population with their
greater health care needs will result in greater employment opportunities. The Medical District
will be a unique place to work, visit, live, recreate, and get health care. It will be oriented around
health and wellness with physically integrated parts for a better whole. It will be managed as a
District. To realize the vision, significant private investment, with shared communication to the
vision, will be needed. A significant infrastructure investment by the City is also required. The
regulatory structure will be created with tailored development regulations and standards. The
District will require a very structured management. Time is also of the essence. The faster we
can turn the TIRZ on, the faster we can reap the benefits of new revenue. Additionally, timing
for public notices will need to be considered when going forward with the Management District.
The third piece related to timing is the pressure from property owners looking for development
opportunity.
Financing is needed for infrastructure. A minimum of $60 million is estimated to be needed for
infrastructure. Nearly half of this cost is necessary for any development. The projects are of a
magnitude the will require City involvement through debt, property taxes, rate increases, etc.
Structured management is necessary to realize the vision, such as unique identity items
(enhanced landscaping, signage, etc). Other considerations are marketing, promotion, and event
management. Failures will limit the success of the District. Without structure, costs will likely
be borne by the taxpayers. It will require the direct involvement of the beneficiaries.
A brief overview of Tax Increment Reinvestment Zones was presented. TIRZ are authorized
under Chapter 311 of the Texas Tax Code for areas of the City that are undeveloped due to some
inadequate or defective condition. An increment of new value is “captured” to pay for those
remedies to inadequate or defective conditions. Tax revenues already in existence continue to go
to the taxing entity. Once the TIRZ has met its term life, the total value then goes to all the
taxing districts in the project area.
Schematics for proposed thoroughfares, greenway trails, and water and wastewater lines were
provided. A brief overview of the associated costs and funding needs was presented. Jeff
Kersten, Executive Director of Fiscal Services, presented the preliminary finance plan. After the
Council creates the TIRZ, the TIRZ Board will develop a final project list and Finance Plan to be
submitted to the Council for approval.
21
SM120412 Minutes Page 3
Staff is proposing two separate TIRZ. Proposals and preliminary finance plans for TIRZ A and
TIRZ B will be presented to Council at the December 13 Regular Meeting and will be a Public
Hearing as well. Afterwards, the Council will consider an ordinance creating TIRZ and TIRZ B,
adopting the preliminary project and finance plans and adopting the TIRZ Boards.
Bob Cowell, Executive Director of Development Services, began the presentation on Municipal
Management Districts. MMD’s are authorized under Chapter 375 of the Texas Local
Government Code and enabling legislation. This is a tool for areas of the City where it is
desirable for property owners to work together to identify and address common problems or
opportunities. MMD’s are used to supplement City services, not supplant them, and may also be
used to develop certain improvements. They are governed by a Board of Directors initially
appointed through the enabling legislation and then by Council appointment. They are financed
through property assessments, ad valorem taxes, and issuance of debt. Council maintains
oversight of the District through enabling legislation, appointments, consent to bond issuance,
consent to add area to the District, and the ability to dissolve the District. They may also
combine the District with other funding mechanisms.
Staff is proposing two management districts because there are two very different needs. For
MMD West, staff recommends an increased board composition of 12-15 members. They would
have no ad valorem authority, but would have the ability to consider additions to the District
with Council approval and a “pay-in” mechanism. The primary purpose of MMD West is to
fund enhanced services, promotion and marketing.
The focus for MMD East is on infrastructure costs. Board composition is limited to five to seven
members. They would have ad valorem authority in addition to assessment by a required vote by
the property owners. They would have the ability to consider additions to the District with
Council approval and a “pay-in” mechanism. It was reiterated that the primary focus is the
construction of improvements, as well as enhanced services, promotion and marketing. Revenue
would be generated to fund the standard items, but also to finance debt. This District has more
authority because its needs are greater.
Council directed staff to go forward with TIRZ A, TIRZ B, MMD West, and MMD East.
8.
Executive Session
In accordance with the Texas Government Code §551.087-Economic Incentive Negotiations, the
College Station City Council convened into Executive Session at 5:04 p.m. on Tuesday,
December 4, 2012 in order to continue discussing matters pertaining to:
A. Deliberation on economic development negotiations regarding an offer of financial or other
incentives for a business prospect; to wit:
• Economic development incentives to prospect in West College Station.
The Executive Session adjourned at 6:10 p.m. on Tuesday, December 4, 2012.
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SM120412 Minutes Page 4
9.
Action on Executive Session.
No action was required from Executive Session.
10.
Adjournment
MOTION: There being no further business, Mayor Berry adjourned the Special Meeting of the
College Station City Council at 6:10 p.m. on Tuesday, December 4, 2012. The motion carried
unanimously.
________________________
Nancy Berry, Mayor
ATTEST:
_______________________
Sherry Mashburn, City Secretary
23
December 13, 2012
Consent Agenda Item No. 2b
Charter Amendment Certification
To: David Neeley, City Manager
From: Sherry Mashburn, City Secretary
Agenda Caption: Presentation, possible action, and discussion regarding an ordinance
approving the renumbering and rearrangement of the City Charter, as necessary, and authorizing
the Mayor to certify and submit to the Secretary of State of the State of Texas an authenticated
copy of the amended Home Rule Charter for the city of College Station, certifying that the Home
Rule Charter was approved by the registered voters of the City of College Station at a special
election held on November 6, 2012 and was accepted on their behalf by the City Council of the
City of College Station by Ordinance no. 2012-3460 on November 19, 2012.
Relationship to Strategic Goals: Not applicable
Recommendation(s): Staff recommends adoption of the ordinance and authorization for the
Mayor to certify the Charter to the Secretary of State.
Summary: The City Charter provides for the Council, by ordinance, to renumber and rearrange
all articles, sections, and paragraphs of the Charter, or any amendments to the Charter. Once the
ordinance is passed, a certified copy must be forwarded to the Secretary of State for filing.
Budget & Financial Summary: None
Reviewed and Approved by Legal: November 29, 2012
Attachments:
• Draft ordinance
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35
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December 13, 2012
Consent Agenda Item No. 2c
2013 Council Meeting Calendar
To: David Neeley, City Manager
From: Sherry Mashburn, City Secretary
Agenda Caption: Presentation, possible action, and discussion regarding adoption of the 2013
Annual Council Calendar.
Relationship to Strategic Goals: Not applicable
Recommendation(s): Staff recommends adoption of the Annual Calendar.
Summary: The schedule lists the 2nd and 4th
Thursdays for 2013 Council Meeting dates.
Alternate dates will be provided for the Council if scheduling conflicts should arise.
This schedule is provided to the public on the City’s website.
Budget & Financial Summary: None
Reviewed and Approved by Legal: Not applicable
Attachments:
• 2013 Council Meeting and Holiday Calendar
62
2013 COUNCIL CALENDAR
1 New Year’s Day (City
Offices Closed)
10 Regular Meeting
21 M.L. King Jr. Day (City
offices closed)
24 Regular Meeting
24-25 Texas City Mgt Assoc. I
JANUARY
S M T W Th F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
JULY
S M T W Th F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31
4 Independence Day
(City offices closed)
11 Regular Meeting
25 Regular Meeting
1-3 TML Elected Officials
5-6 Legislative Trip
14 Regular Meeting
28 Regular Meeting
FEBRUARY
S M T W Th F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28
AUGUST
S M T W Th F S
1 2 3
4 5 6 7 8 9 10
11 12 13 14 15 16 17
18 19 20 21 22 23 24
25 26 27 28 29 30 31
8 Regular Meeting
22 Regular Meeting
14 Regular Meeting
21-23 Texas City Mgt Assoc. II
28 Regular Meeting
29 Good Friday (City
Offices Closed)
MARCH
S M T W Th F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
31
SEPTEMBER
S M T W Th F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30
2 Labor Day (City Offices
Closed)
12 Regular Meeting
26 Regular Meeting
22-25 ICMA Annual
Conference
11 Regular Meeting
25 Regular Meeting APRIL
S M T W Th F S
1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30
OCTOBER
S M T W Th F S
1 2 3 4 5
6 7 8 9 10 11 12
13 14 15 16 17 18 19
20 21 22 23 24 25 26
27 28 29 30 31
7 Regular Meeting
8-11 TML Annual
Conference & Exhibition
24 Regular Meeting
6-9 Chamber Washington
13 Regular Meeting
23 Regular Meeting
27 Memorial Day (City
offices closed)
MAY
S M T W Th F S
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30 31
NOVEMBER
S M T W Th F S
1 2
3 4 5 6 7 8 9
10 11 12 13 14 15 16
17 18 19 20 21 22 23
24 25 26 27 28 29 30
14 Regular Meeting
25 Regular Meeting
28 -29 Thanksgiving (City
Offices closed)
13 Regular Meeting
20-23 TX City Mgt Assoc
Annual
27 Regular Meeting
JUNE
S M T W Th F S
1
2 3 4 5 6 7 8
9 10 11 12 13 14 15
16 17 18 19 20 21 22
23 24 25 26 27 28 29
30
DECEMBER
S M T W Th F S
1 2 3 4 5 6 7
8 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
12 Regular Meeting
24-25 Christmas (City
Offices Closed)
5 & 19 Alternate Days for
December Council meetings
Blue=Regular Council Dates Mauve=Offices Closed Peach=Council Conferences Green=Alternate Council Day 63
December 13, 2012
Consent Agenda Item No. 2d
Mobile Food Vendor Ordinance Amendment
To: David Neeley, City Manager
From: Bob Cowell, AICP, CNU-A, Executive Director of Planning & Development Services
Agenda Caption: Presentation, possible action and discussion regarding an ordinance
amending Chapter 4 “Business Regulations” Section 20 “Mobile Food Vendors”, B “Permit
and Application”, 4 “Permit Form”, (N), of the Code of Ordinance of the City of College
Station.
Relationship to Strategic Goals: Diverse Growing Economy
Recommendation: Staff recommends approval.
Summary: Chapter 4 “Business Regulations” of the Code of Ordinances was expanded by
Council action in February 2011 to include Section 20 “Mobile Food Vendors.” At the time of
adoption, Council directed Staff to revisit the ordinance after one year to evaluate possible
revisions. Some revisions were proposed by staff and adopted by Council earlier this year on
April 26, 2012. This ordinance proposes further refinements by removing the requirement
that the bond in which the mobile food vendor applicant executes does not need to extend
the two years beyond the duration of the permit and clarifies that the bond is payable to the
City of College Station.
Budget & Financial Summary: N/A
Reviewed and Approved by Legal: Yes
Attachments:
1. Red-line of Ordinance Revision
2. Proposed Ordinance
64
REDLINE OF PROPOSED CHANGES IN SECTION 20 MOBILE FOOD VENDORS
B. PERMIT AND APPLICATION
(4) Permit Form - A complete application shall require the following information from the
applicant to be considered:
(n) A bond in the sum of not less than One Thousand and No/100 ($1,000.00)
Dollars, executed by the Mobile Food Vendor with two or more good and
sufficient sureties satisfactory to the Finance Director, which bond shall be
payable to the Mayor of the City of College Station, and his successors in office,
for the use and benefit of any person or persons entitled thereto, and conditioned
that the principal and sureties will pay all damages to persons caused by or arising
from or growing out of any action of the Mobile Food Vendor while conducting
business in the City of College Station, Texas. The bond shall remain in full force
and effect for the entire duration of the permit provided herein and for two full
years after such permit expires. The bond shall not be required for the sale of
goods in interstate commerce.
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December 13, 2012
Consent Agenda Item No. 2e
Health Plan Stop Loss Renewal
January 1, 2013 – December 31, 2013
To: David Neeley, City Manager
From: Alison Pond, Human Resources Director
Agenda Caption: Presentation, possible action, and discussion on renewing the
Stop Loss reinsurance for the City’s self-funded health plan with Blue Cross and Blue
Shield of Texas (BCBS) for the period of January 1, 2013 through December 31,
2013. The estimated annual premiums are $569,232.
Recommendation(s): Staff recommends approval of 2013 Stop Loss renewal.
Summary: Stop loss coverage is an insurance policy that protects the City from
specific large medical or prescription drug claims and/or from an aggregate amount
of overall high claims.
This is the first renewal of the original contract from plan year 2012. The renewal
includes a 7.57% increase from last year. The 2013 plan year projected costs are
based on a monthly average of 804 employees, retirees and COBRA participants on
the plan.
Budget and Financial Summary: Funds are available and budgeted in the
employee benefits fund.
Attachments: Recommendation letter from McGriff, Seibels & Williams
Stop Loss Renewal Application
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A Division of Health Care Service Corporation, a Mutual Legal Reserve Company
an Independent Licensee of the Blue Cross and Blue Shield Association
TXStopLossApp-11/10
BlueCross BlueShield
of Texas
APPLICATION FOR STOP LOSS COVERAGE
Employer Group Name: City of College Station
Employer Group Address: P.O. Box 9960
City: College Station State of Situs: TX Zip Code: 77842-
7960
Account Number: 80897
Employer Group Number(s): 89527
Effective Date of Policy 1/1/13
Policy Period:
These specifications are for the Policy Period commencing on 1-1-13 and ending on 12-31-13
The specifications below shall become effective on the first day of the Policy Period specified above and shall continue in
full force and effect until the earliest of the following dates: (1) The last day of the Policy Period; (2) The date the Policy
terminates; or (3) The date this Application for Stop Loss Coverage (herein called the “Application”) is superseded in
whole or in part by a later executed Application.
A. Aggregate Stop Loss Insurance: Yes No
If yes, complete items 1 through 9 below.
1. New Coverage Renewal of Existing Coverage
2. Stop Loss Coverage Period:
New Coverage (Select one from below):
Standard: Claims incurred and paid during the Policy Period.
“Run-in” included: Claims incurred on or after and paid during the Policy Period.
“Run-in” includes claims paid by Policyholder’s prior claim administrator: Yes No
If yes, such claims must be reported by the Policyholder to the Company (Blue Cross and Blue Shield of
Texas, a Division of Health Care Service Corporation, a Mutual Legal Reserve Company) within 12
months of the Policy Effective Date and paid by the Policyholder’s prior claim administrator within 6
months after the Policy Effective Date.
Renewal of Existing Coverage:
Claims incurred on or after the original Effective Date of Policy and paid during the Policy Period.
3. Aggregate Stop Loss Insurance shall apply to:
Medical Claims
Outpatient Prescription Drug Claims
Dental Claims
Other (please specify):
71
TXStopLossApp-11/10 2
4. Average Claim Value: 615.16 per Employee
Attachment Factor: 125% of the Average Claim Value
5. Aggregate Claim Liability and Run-Off Claim Liability Factors
a. Employer’s Claim Liability for each Policy Period shall be the sum of the Monthly amounts obtained by
multiplying the number of Coverage Units for each Month by the following factors:
$768.95 for each Employee Coverage Unit
$768.95 for each Employee/Family Coverage Unit
Please use the continuous text field directly below for any other structure (leaving the fields above blank).
Note: you can use the “return” key to create additional rows, if needed:
$
b. Employer’s Run-Off Claim Liability shall be calculated by multiplying the sum average of all Coverage Units
during each of the three calendar Months immediately preceding termination by the factors shown below.
Settlement for the final accounting period will be described in the section of the Policy entitled
SETTLEMENTS, Run-Off Period subsection of the Policy.
$253.00 for each Employee Coverage Unit
$253.00 for each Employee/Family Coverage Unit
Please use the continuous text field directly below for any other structure (leaving the fields above blank).
Note: you can use the “return” key to create additional rows, if needed:
$
6. CAP Arrangement Yes No
7. Aggregate Stop Loss Claims
a. The amount of Paid Claims during the current Policy Period, less:
i. Individual (Specific) Stop Loss Claims
ii. Any claims in excess of the Individual (Specific) Stop Loss Claims per Covered Person per
Lifetime Maximum
iii. Any claims in excess of the Individual (Specific) Stop Loss Claims maximum Point of Attachment
that exceeds the Aggregate Point of Attachment. The Aggregate Point of Attachment shall equal the sum of
the Employer’s Claim Liability amounts calculated Monthly as described in Item 5.a. above for the indicated
Policy Period.
b. In the event of termination at the end of a Policy Period, the Final Settlement Aggregate Point of Attachment
shall equal the sum of the Employer’s Claim Liability amount for the Final Policy Period and the Employer’s
Run-Off Claim Liability calculated as described in item 5.b. above. However, for the indicated Policy Period
the minimum Aggregate Point of Attachment shall be $6,593,901.
c. Aggregate Stop Loss Claims shall not exceed a lifetime maximum of unlimited for the indicated Policy
Period.
8. Premium (Select one):
Annual Premium (Due on the first day of the Policy Period): $ .
Monthly Premium shall be equal to the amounts obtained by multiplying the number of Coverage Units for a
particular Month by
72
TXStopLossApp-11/10 3
$5.52 for each Employee Coverage Unit
$5.52 for each Employee/Family Coverage Unit
Please use the continuous text field directly below for any other structure (leaving the fields above blank). Note:
you can use the “return” key to create additional rows, if needed:
9. The premium is based upon a current membership of Individual Coverage Units and Family
Coverage Units.
B. Individual (Specific) Stop Loss Insurance: Yes No
If yes, complete items 1 through 6 below.
1. New Coverage Renewal of Existing Coverage
2. Stop Loss Coverage Period:
New Coverage (Select one from below):
Standard: Claims incurred and paid during the Policy Period.
“Run-in” included: Claims incurred on or after and paid during the Policy Period
“Run-in” includes claims paid by Policyholder’s prior claim administrator: Yes No
If yes, such claims must be reported by the Policyholder to the Company (Blue Cross and Blue Shield of
Texas, a Division of Health Care Service Corporation, a Mutual Legal Reserve Company) within
months of the Policy Effective Date and paid by the Policyholder’s prior claim administrator within
months after the Policy Effective Date.
Renewal of Existing Coverage:
Claims incurred on or after the original Effective Date of Policy and paid during the Policy Period.
3. Individual (Specific) Stop Loss Insurance shall apply to:
Medical Claims
Outpatient Prescription Drug Claims
Dental Claims
Vision Claims
Other (please specify):
4. Individual (Specific) Stop Loss Claims
a. For who is identified by the health identification (ID) number , the amount of Paid Claims during
the current Policy Period in excess of the Individual Point of Attachment of $ . Such amount shall
apply for the Policy Period.
b. For each other Covered Person:
The amount of Paid Claims during the current Policy Period in excess of the Individual Point of Attachment
of $150,000 per Covered Person but not to exceed a maximum Point of Attachment of $ unlimited per Policy
Period. Paid Claims in excess of the maximum point of attachment shall not be eligible to satisfy the
Aggregate Point of Attachment. Such amount shall apply for the Policy Period.
c. Covered Person per Lifetime Maximum:
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TXStopLossApp-11/10 4
The Individual (Specific) Stop Loss Claims shall not exceed unlimited per Covered Person per Lifetime.
Paid Claims in excess of the Covered Person per Lifetime Maximum shall not be eligible to satisfy the
Aggregate Point of Attachment.
Point of Attachment Includes Claim Administrator’s Provider Access Fee
Excludes Claim Administrator’s Provider Access Fee
5. Premium (select one):
Annual Premium (Due on the first day of the Policy Period): $ .
Monthly Premium shall be equal to the amounts obtained by multiplying the number of Coverage Units for a
particular Month by
$53.48 for each Employee Coverage Unit
$53.48 for each Employee/Family Coverage Unit
Please use the continuous text field directly below for any other structure (leaving the fields above blank). Note:
you can use the “return” key to create additional rows, if needed:
$
6. The premium is based upon a current membership of Individual Coverage Units and Family
Coverage Units.
Additional Provisions:
The undersigned person represents that he/she is authorized and responsible for purchasing stop loss coverage on behalf
of the Employer Group. It is understood that the actual terms and conditions of coverage are those contained in this
Application the Stop Loss Coverage Policy into which this Application shall be incorporated at the time of acceptance by
Blue Cross and Blue Shield of Texas, a Division of Health Care Service Corporation, a Mutual Legal Reserve Company
(“HCSC”). Upon acceptance, HCSC shall issue a Stop Loss Coverage Policy to the Employer Group. Upon acceptance of
this Application and issuance of the Stop Loss Coverage Policy, the Employer Group shall be referred to as the
"Policyholder."
Sales Representative Signature of Authorized Purchaser
Name of Underwriter Title of Authorized Purchaser
Date
INTERNAL USE ONLY Date Application approved by Underwriting:
74
Blue Cross and Blue Shield of TX CITY OF COLLEGE STATION
By: By:
Printed Name: Mayor
Title: Date:________________
Date:
ATTEST:
City Secretary
Date:_____________
APPROVED:
City Manager
Date:_____________
City Attorney
Date:_____________
Executive Director Business Services
Date:_____________
75
December 13, 2012
Consent Agenda Item No. 2f
2013 Basic & Voluntary Life and AD&D
To: David Neeley, City Manager
From: Alison Pond, HR Director
Agenda Caption: Presentation, possible action and discussion regarding a new policy for
employee life, accidental death & dismemberment (AD&D), voluntary life and AD&D, and
dependent life insurance with Mutual of Omaha. Projected annual City cost is $93,000.00.
Relationship to Strategic Goals: (Select all that apply)
1. Financially Sustainable City
Recommendation(s): Staff recommends council approve the policy with Mutual of Omaha
for all lines of life insurance coverage stated above.
Summary: The City currently provides life insurance and accidental death &
dismemberment (AD&D) insurance for all benefit-eligible employees, each in the amount of
two times annual salary. The City also provides a line of duty benefit for all sworn police and
fire personnel equal to $50,000. Employees may also purchase supplemental life insurance
on themselves and/or their dependents at a group rate. The City of College Station issued
an RFP in July 2012 for all lines of life insurance coverage. Nine responses were received
and Mutual of Omaha is recommended; they offer a 23% decrease in rates from 2012.
Budget & Financial Summary: Funds are budgeted in the Benefits Fund.
Reviewed and Approved by Legal: Yes
Attachments: New Customer Verification Guide
76
77
78
79
80
81
82
Voluntary Term Life and AD&D Insurance (continued)
Revised SOLD Proposal (4621346)5
PARTICIPATION AND COST SUMMARY (CONT'D)
COST SUMMARY*Age Band Employee
Rate per $1,000
Spouse
Rate per $1,000
All Children
Rate per $10,000Voluntary Term Life
$OO$JHV $0.175 $0.60
<25 - 29 $0.08 --
30 - 34 $0.09 --
35 - 39 $0.13 --
40 - 44 $0.21 --
45 - 49 $0.35 --
50 - 54 $0.52 --
55 - 59 $0.77 --
60 - 64 $1.27 --
65 - 69 $2.30 --
70 - 74 $3.25 --
75 - 79 $7.02 --
80 - 84 $7.02 --
85 - 89 $7.02 --
90 - 100 $7.02 --
* This plan is rated using different rates for the employee and spouse. Employee rates are calculated based on the
employee's current age, and spouse rates are calculated based on the spouse's current age on the effective date of the plan.
Rates are adjusted once each year on the plan anniversary date for plan members advancing to the next age band. Spouse
coverage terminates when the spouse attains age 70.
Voluntary AD&D Employee
Rate per $1,000
$0.03
PACKAGE PRICING The rates and benefits for this coverage assume package pricing. The rates and/or benefits are
subject to change if one or more coverages included in Option 1 are not selected by the employer.
RATE GUARANTEE 3 Years
RATE GUARANTEE DATE 01/01/2016
ADDITIONAL BENEFITS
WAIVER OF PREMIUM -
DISABILITY
Definition of Disability - Any Occupation
Elimination Period - 9 months
Termination - Age 65
ANNUAL INCREASE
BENEFIT
1 increment
LIVING CARE BENEFIT 80% to $250,000
PORTABILITY Included
LAYOFF/LEAVE Temporary Layoff - 12 weeks
Personal Leave - 12 weeks
AD&D 24 hour coverage for employees
AD&D BENEFITS - Seat Belt - Common Carrier - Child Education
- Airbag - Repatriation
83
84
85
86
87
88
89
90
91
92
93
94
December 13, 2012
Consent Agenda Item No. 2g
Enterprise Resource Planning Upgrade/Replacement Consultant Services
To: David Neeley, City Manager
From: Ben Roper, IT Director
Agenda Caption: Presentation, possible action, and discussion regarding approval of a
contract between the City of College Station and BerryDunn in the amount of $95,195.00
for the purposes of conducting an analysis of the current software and recommend
alternatives and authorizing the City Manager to execute the contract on behalf of the City
Council. (This item is also on workshop agenda item #6).
Relationship to Strategic Goals: (Select all that apply)
1. Financially Sustainable City
2. Core Services and Infrastructure
Recommendation(s): Staff recommends approval of the contract and authorization for
the City Manager to execute the contract.
Summary: Last year staff began an internal review of the software that runs the city
financials, utility billing, planning management and many other internal functions. Based on
this initial review and the complexity of this project it was determined that the next phase
would be to bring in a consultant to continue this effort and conduct a gap analysis
regarding the ability of the current system to meet the city’s requirements, or move to a
different software application. A RFP for consultants to assist with this project was issued,
which resulted in 15 proposals. Staff evaluated these proposals and through a review
process identified the two leading firms. Representatives from each of these firms spent a
full day on site November 14th and 15th
, meeting with department reps and discussing their
approach to this project. Based on these meetings, the firm of BerryDunn of Portland, Maine
is recommended. Upon completion of their analysis, BerryDunn will brief Council on their
recommendations.
Budget & Financial Summary: Budget in the amount of $103,550 is included in the FY13
approved budget for this phase of the project (CO 1204). This phase of the project is being
funded with General Funds that are included in the IT Department budget.
Reviewed and Approved by Legal: Yes
Attachments: Contract on file in the City Secretary’s Office
95
December 13, 2012
Consent Agenda Item No. 2h
Annual Pricing Agreement for Steel, Fiberglass
and Concrete Electric Distribution Poles
To: David Neeley, City Manager
From: Jeff Kersten, Executive Director Business Services
Agenda Caption: Presentation, possible action, and discussion on a bid award for the purchase
of steel, fiberglass, and concrete electric distribution poles to TransAmerican Power Products, Inc.
$96,725.00; HD Supply Utilities $160,936.40; StressCrete, Inc $208,231.00; and RS Technologies,
Inc $17,724.66 for a total of $483,617.06.
Relationship to Strategic Goals: Financially Sustainable City Providing Response to Core
Services and Infrastructure
Recommendation(s): Recommend award to the lowest responsible bidders meeting
specifications.
Group A: TransAmerican $55,405.00
Group B: TransAmerican $39,370.00 plus $1,950.00 freight charge
Group C: HD Utilities $160,936.40
Group D: RS Technologies $17,724.66
Group E: StressCrete $181,030.00
Group F: StressCrete $27,201.00
Summary: Purchase orders will be created upon award of this agreement, and purchases will
be made as needed during the term of the agreement. The various electric poles are maintained in
Electrical Inventory in an inventory account and expensed as necessary during the agreement
period. The purchasing agreement period shall be for one (1) year with the option to renew for
two additional one year terms.
Budget & Financial Summary: Nine (9) sealed, competitive bids were received and opened on
November 12, 2012. Funds are budgeted and available in the Electrical Fund. Various projects
may be expensed as supplies are pulled from inventory and issued.
Reviewed and Approved by Legal: N/A
Attachments: Bid Tabulation No. 13-017
96
City of College Station - Purchasing Division
Bid Tabulation for #13-017
"Annual Electric Distribution Poles Price Agreement"
Open Date: Monday, November 12, 2012 @ 2:00 p.m.
Item Qty Unit COCS Inventory
#Description Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price Ground
Line Unit Price Total Price
A1 10 ea 285-065-00020 30' Steel Pole $860.00 $8,600.00 $1,110.00 $11,100.00 $0.00 $2,100.00 $21,000.00 $1,253.00 $12,530.00 76,800 $1,190.00 $11,900.00 $0.00 $1,506.00 $15,060.00 $0.00
A2 10 ea 285-065-00010 40' Steel Pole $1,134.00 $11,340.00 $1,660.00 $16,600.00 $0.00 $3,050.00 $30,500.00 $1,312.00 $13,120.00 101,200 $1,247.00 $12,470.00 $0.00 $2,071.00 $20,710.00 $0.00
A3 10 ea 285-065-00011 45' Steel Pole $1,527.00 $15,270.00 $2,100.00 $21,000.00 $0.00 $3,950.00 $39,500.00 $1,666.00 $16,660.00 136,200 $1,584.00 $15,840.00 $0.00 $2,381.00 $23,810.00 $0.00
A4 5 ea 285-065-00012 50' Steel Pole $1,911.00 $9,555.00 $2,330.00 $11,650.00 $0.00 $4,400.00 $22,000.00 $1,791.00 $8,955.00 152,200 $1,702.00 $8,510.00 $0.00 $2,702.00 $13,510.00 $0.00
A5 5 ea 285-065-00013 55' Steel Pole $2,128.00 $10,640.00 $2,785.00 $13,925.00 $0.00 $5,050.00 $25,250.00 $2,780.00 $13,900.00 189,600 $2,644.00 $13,220.00 $0.00 $2,834.00 $14,170.00 $0.00
B1 5 ea 285-065-00016 50' Steel Self Supporting Pole w/ 6 degree angle $2,049.00 $10,245.00 $2,905.00 $14,525.00 $0.00 $4,950.00 $24,750.00 $3,190.00 $15,950.00 199,000 $2,636.00 $13,180.00 $0.00 $2,980.00 $14,900.00 $0.00
B2 5 ea 285-065-00017 50' Steel Self Supporting Pole w/ 12 degree angle $2,819.00 $14,095.00 $0.00 $0.00 $6,050.00 $30,250.00 $3,894.00 $19,470.00 305,000 $3,780.00 $18,900.00 $0.00 $4,274.00 $21,370.00 $0.00
B3 5 ea 285-065-00018 50' Steel Self Supporting Pole w/ 18 degree angle $3,006.00 $15,030.00 $0.00 $0.00 $6,650.00 $33,250.00 $4,753.00 $23,765.00 414,000 $4,250.00 $21,250.00 $0.00 $4,805.00 $24,025.00 $0.00
C1 10 ea 285-065-00028 30' Fiberglass Composite Pole $0.00 $0.00 75,000 $799.00 $7,990.00 $0.00 $0.00 87,975 $1,027.00 $10,270.00 $0.00 $0.00 97,760 $1,360.74 $13,607.40
C2 20 ea 285-065-000__40' Fiberglass Composite Pole $0.00 $0.00 75,000 $999.99 $19,999.80 $0.00 $0.00 81,600 $1,123.00 $22,460.00 $0.00 $0.00 168,460 $2,301.83 $46,036.60
C3 60 ea 285-065-00024 40' Fiberglass Composite Pole $0.00 $0.00 100,000 $1,132.00 $67,920.00 $0.00 $0.00 100,640 $1,214.00 $72,840.00 $0.00 $0.00 168,460 $2,301.83 $138,109.80
C4 30 ea 285-065-00022 45' Fiberglass Composite Pole $0.00 $0.00 100,000 $1,241.00 $37,230.00 $0.00 $0.00 114,793 $1,419.00 $42,570.00 $0.00 $0.00 159,960 $2,350.69 $70,520.70
C5 10 ea 285-065-00025 50' Fiberglass Composite Pole $0.00 $0.00 120,000 $1,278.66 $12,786.60 $0.00 $0.00 128,945 $1,545.00 $15,450.00 $0.00 $0.00 170,430 $3,579.14 $35,791.40
C6 10 ea 285-065-000__55' Fiberglass Composite Pole $0.00 $0.00 120,000 $1,501.00 $15,010.00 $0.00 $0.00 143,098 $2,627.00 $26,270.00 $0.00 $0.00 163,470 $3,626.50 $36,265.00
D1 3 ea 285-065-00026 50' Fiberglass Composite Pole w/ 12 degree angle $0.00 $0.00 $0.00 $0.00 $0.00 307,500 $9,414.00 $28,242.00 $0.00 $0.00 335,750 $5,908.22 $17,724.66
E1 5 ea 540-070-00020 35' Prestessed Spun Cast Concrete Pole $0.00 $2,030.00 $10,150.00 $0.00 $0.00 $0.00 $0.00 $1,411.00 $7,055.00 $0.00 $0.00
E2 10 ea 540-070-00010 40' Prestressed Spun Cast Concrete Pole $0.00 $2,135.00 $21,350.00 $0.00 $0.00 $0.00 $0.00 $1,616.00 $16,160.00 $0.00 $0.00
E3 30 ea 540-070-00008 45' Prestressed Spun Cast Concrete Pole $0.00 $2,245.00 $67,350.00 $0.00 $0.00 $0.00 $0.00 $1,832.00 $54,960.00 $0.00 $0.00
E4 15 ea 540-070-00009 50' Prestressed Spun Cast Concrete Pole $0.00 $2,360.00 $35,400.00 $0.00 $0.00 $0.00 $0.00 $2,067.00 $31,005.00 $0.00 $0.00
E5 30 ea 540-070-00011 55' Prestressed Spun Cast Concrete Pole $0.00 $2,485.00 $74,550.00 $0.00 $0.00 $0.00 $0.00 $2,395.00 $71,850.00 $0.00 $0.00
F1 3 ea 540-070-00021 50' Prestressed Spun Cast Self Supporting Concrete Pole w/ 6 degree angle $0.00 $2,525.00 $7,575.00 $0.00 $0.00 $0.00 $0.00 $2,518.00 $7,554.00 $0.00 $0.00
F2 3 ea 540-070-00018 50' Prestressed Spun Cast Self Supporting Concrete Pole w/ 12 degree angle $0.00 $2,855.00 $8,565.00 $0.00 $0.00 $0.00 $0.00 $2,950.00 $8,850.00 $0.00 $0.00
F3 3 ea 540-070-00019 50' Prestressed Spun Cast Self Supporting Concrete Pole w/ 18 degree angle $0.00 $3,081.00 $9,243.00 $0.00 $0.00 $0.00 $0.00 $3,599.00 $10,797.00 $0.00 $0.00
GROUP "A" MATERIALS SUBTOTAL
Manufacturer
Delivery
GROUP "B" MATERIALS SUBTOTAL
Manufacturer
Delivery
GROUP "C" MATERIALS SUBTOTAL
Manufacturer
Delivery
GROUP "D" MATERIALS SUBTOTAL
Manufacturer
Delivery
GROUP "E" MATERIALS SUBTOTAL
Manufacturer
Delivery
GROUP "F" MATERIALS SUBTOTAL
Manufacturer
Delivery
Certification of Bid
Addendum Acknowledged
Exceptions NNAny/All Liquidated damages N N N N N See Bid for list
$0.00
$0.00
$17,724.66
Y
Y
$0.00
$340,330.90
RS Technologies, Inc.
40 days
$17,724.66
40 days
$0.00
Y
Y
RS Technologies, Inc.
$0.00
$0.00
$340,330.90
$17,724.66
$0.00
$0.00
$0.00
CHM Industries
12-14 wks
$0.00
$0.00
$0.00
45 days
$27,201.00
Stress Crete, Inc.
45 days
$208,231.00
Y
Y
Bridgewell
$87,260.00
$60,295.00
$0.00
$0.00
$0.00
$0.00
$87,260.00
CHM Industries
12-14 wks
$60,295.00
$0.00
$0.00
$181,030.00
Stress Crete, Inc.
$181,030.00
$27,201.00
$0.00
$0.00
Stress Crete, Inc.
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
Y
Y
$53,330.00
Carolina High Mast
12 wks
$189,860.00
Shakespeare
5-6 wks
$28,242.00
Shakespeare
7 wks
$0.00
Y
N
Techline
$61,940.00
$53,330.00
$189,860.00
$28,242.00
$0.00
$0.00
$61,940.00
Valmont
16 wks
Valmont
16 wks
$0.00
$0.00
$0.00
$0.00
Y
N
KBS Electrical Distributors
$65,165.00
$59,185.00
$0.00
$0.00
$0.00
$0.00
$65,165.00
Valmont
16 wks
$59,185.00
90-120 days
$0.00
$0.00
$0.00
$0.00
$0.00
$138,250.00
ROHN Products, Inc.
90-120 days
$88,250.00
ROHN Products, Inc.
ROHN Products, Inc.
$138,250.00
$88,250.00
$0.00
$0.00
$0.00
$160,936.40
Y
Y
Freight $1950
Total Group F
Total Group E
$160,936.40
Ameron
6-9 weeks ARO
$0.00
$0.00
$25,383.00
Valmont
12-16 wks
Y
Y
HD Supply Utilities
$0.00
$0.00
$160,936.40
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$0.00
$208,800.00
Valmont
12-16 wks
$208,800.00
$25,383.00
$74,275.00
McWane
12-14 wks from App. DWG
$14,525.00
McWane
12-14 wks from App. DWG
Texas Electric Cooperatives
$74,275.00
$14,525.00
$0.00
$0.00
$96,725.00TOTAL RECOMMENDED AWARD AMOUNT
Y
Y
Total Group D
Total Group C
Total Group B
Total Group A
$0.00
$0.00
$0.00
GROUP 'F' MATERIALS (Self Supporting Prestressed Spun Cast Concrete Poles)
$55,405.00
TransAmerican Power Products, Inc.
14-16 wks ARO
TransAmerican
Power Products, Inc.
GROUP 'A' MATERIALS (Steel Poles)
GROUP 'B' MATERIALS (Steel Self-Supporting Poles)
GROUP 'C' MATERIALS (Fiberglass Composite Poles)
GROUP 'D' MATERIALS (Fiberglass Composite Poles)
GROUP 'E' MATERIALS (Prestressed Spun Cast Concrete Poles)
$0.00
$39,370.00
$0.00
$0.00
$0.00
$0.00
$55,405.00
TransAmerican Power Products, Inc.
14-16 Wks ARO
$39,370.00
97
December 13, 2012
Consent Agenda Item No. 2i
Debt Reimbursement Resolution for
Rock Prairie Road Rehabilitation (Bird Pond Road to W.D. Fitch Parkway)
To: David Neeley, City Manager
From: Jeff Kersten, Executive Director, Business Services
Agenda Caption: Presentation, possible action, and discussion regarding approval of a
resolution declaring intention to reimburse certain expenditures with proceeds from debt for
the Rock Prairie Road Rehabilitation (Bird Pond Road to W.D. Fitch Parkway) project.
Recommendation(s): Staff recommends approval of the resolution declaring intention
to reimburse certain expenditures with proceeds from debt.
Summary: It is anticipated that the Rock Prairie Road Rehabilitation (Bird Pond Road to
W.D. Fitch Parkway) project will be completed using Certificates of Obligation planned to be
issued in FY13 and/or FY14. The current budget for the project is $2,170,000.
It is anticipated that long term debt will be issued for this project. An engineering contract
for this project will be brought to Council at a later date, but, in the meantime, preliminary
engineering costs are expected to occur. On projects for which the expenditures will occur
prior to the debt issue, a resolution declaring intention to reimburse certain expenditures
with proceeds from debt must be adopted within 60 days of expenditure on the project.
Budget & Financial Summary: The “Resolution Declaring Intention to Reimburse
Certain Expenditures with Proceeds from Debt” is necessary for this item because the long
term debt has not been issued for the project. This debt is scheduled to be issued in the
future.
Attachments:
1. Resolution Declaring Intention to Reimburse Certain Expenditures with
Proceeds from Debt
98
99
100
101
December 13, 2012
Consent Agenda Item No. 2j
Delegation to City Manager to Approve and Execute Various Documents
To: David Neeley, City Manager
From: Jeff Kersten, Executive Director Business Services
Agenda Caption: Presentation, possible action and discussion regarding a resolution
delegating authority to the City Manager to approve and execute various documents of a
routine nature on behalf of the City to conduct the daily affairs of the City.
Relationship to Strategic Goals:
1. Financially Sustainable City
2. Core Services and Infrastructure
3. Neighborhood Integrity
4. Diverse Growing Economy
5. Improving Transportation
6. Sustainable City
Recommendation(s): Staff recommends approval of the resolution.
Summary: The intent of this resolution is to provide the City Manager the ability to conduct
the daily affairs of the City which involve numerous decisions of a routine nature.
Historically, the Budget Ordinance, approved by Council each year, provided this delegation.
However, when the 2013 Budget Ordinance was updated this year, the language authorizing
this delegation was omitted. This resolution will authorize the City Manager or his
designee(s) to approve and execute easements including but not limited to utility and
access easements; to approve and execute releases of easements including but not limited
to releases of temporary construction easements and temporary blanket easements; to
negotiate, approve and execute documents related to the settlement of assessments
including but not limited to assessments for paving, weed mowing, and demolition when
there is a legal question concerning whether an assessment is enforceable or when there
are other extenuating circumstances that reasonably support a settlement of a disputed
assessment; and to release Community Development Down Payment Assistance Program
deeds of trust when the requirements of said deeds of trust are satisfied.
Budget & Financial Summary: There is no financial impact.
Reviewed and Approved by Legal: Yes
Attachments: Resolution
102
103
December 13, 2012
Consent Agenda No. 2k
Barron Road Widening Phase 2 Landscaping
Project Number ST 10-26
To: David Neeley, City Manager
From: Chuck Gilman, P.E., PMP, Public Works Director
Agenda Caption: Presentation, possible action, and discussion regarding approval of a
contract between the City of College Station and Texas Landscape Creations in the amount
of $101,945.98 for the Barron Road Phase 2 Landscaping project and authorizing the City
Manager to execute the contract on behalf of the City Council.
Relationship to Strategic Goals:
1. Core Services and Infrastructure
2. Neighborhood Integrity
Recommendation(s): Staff recommends approval of the contract and authorization for
the City Manager to execute the contract.
Summary: The Barron Road Widening Phase 2 Landscaping project consists of the
installation of landscaping in the medians of Barron Road between Decatur Drive and State
Highway 40. The plants chosen for installation include native drought tolerant grasses with
a small number of drought resistant trees.
The plants selection was made to eliminate the need for an irrigation system. The contractor
will be responsible for watering the plant material within 24-hours after installation, and for
30-days after installation as needed. The specifications also require the contractor to water
the plant material during the one-year warranty period. At the end of the warranty period,
the Contractor is required to replace any plant material that did not survive.
Budget & Financial Summary:
Funds in the amount of $4,353,338.00 are budgeted in the Streets Capital Projects Fund.
Funds in the amount of $4,238,583.76 have been expended or committed to date leaving
$114,754.24 for this contract and future expenses.
Reviewed and Approved by Legal: Yes
Attachments:
1.) Construction Contract – on file in the City Secretary’s Office
2.) Bid Tabulations
104
City of College Station - Purchasing Division
Bid Tabulation for #13-002
"Barron Road Phase 2 Landscaping"
Open Date: Tuesday, October 30, 2012 @ 2:00 p.m.
Item Qty Unit Price Total Cost Unit Price Total Cost
1 3,060 $20.55 $62,883.00 $13.30 $40,698.00
2 18 $102.60 $1,846.80 $243.00 $4,374.00
3 16 $85.50 $1,368.00 $387.00 $6,192.00
4 150 $14.31 $2,146.50 $32.50 $4,875.00
5 339 $17.10 $5,796.90 $24.00 $8,136.00
6 664 $6.12 $4,063.68 $16.00 $10,624.00
7 1370 $7.11 $9,740.70 $11.20 $15,344.00
8 3,060 $2.59 $7,925.40 $5.05 $15,453.00
9 1 $6,175.00 $6,175.00 $8,500.00 $8,500.00
Alternate 1
Item Qty Unit Price Total Cost Unit Price Total Cost
10 3,060 $2.70 $8,262.00 $4.75 $14,535.00
Y
2
Y
Elliott Construction/ The
Ground Crew
$114,196.00
$128,731.00
Addendum
Bid Bond
Y
2
Y
Texas Landscape
Creations
Certification
$101,945.98
$110,207.98TOTAL BID WITH ALTERNATE
TOTAL BID
Remove grass & weeds, apply herbicide. Add
compost & fertilizer, and rototilling.
Treeform youpon, 15 gal. installed
Description
Single truck Crepe Myrtles, 15 gal. installed
Gulf Muhly grass, 5 gal. installed
Install weed cloth in all bed areas prior to
mulching using 2 oz per square yard fabric.
Description
Red Yuccas, 3 gal. installed
Miniature Fountain grass, 1 gal. installed
Purple Verbena, 1 gal. installed
Mulching and pre-emergent herbicide
Traffic Control
105
December 13, 2012
Consent Agenda Item No. 2L
Project Number PK-0906
Creek View Neighborhood Park Project and a
Resolution Declaring Intention to Reimburse Certain
Expenditures with Proceeds From Debt
To: David Neeley, City Manager
From: Chuck Gilman, P.E., PMP, Public Works Director
Agenda Caption: Presentation, possible action, and discussion regarding a change order to
professional services contract #09-233 with Mitchell & Morgan, LLP in the amount of
$41,500.00, and approval of a resolution declaring intention to reimburse certain
expenditures with proceeds from debt.
Relationship to Strategic Goals: 2. Core services & Infrastructure, 3. Neighborhood
Integrity
Recommendation(s): Staff recommends approval of this change order and recommends
approval of the resolution declaring intention to reimburse certain expenditures with
proceeds from debt.
Summary: The Creek View Neighborhood Park Project was included in the 2008 bond
authorization. Staff began design on the proposed park in the fall of 2009. Funds for the
maintenance of the park were not readily available in 2010, so the design project for the
park was put on hold. Funds for the operation of the park were included in the FY 2013
operating budget.
The original scope of work for this contract included revision to the current flood study to
allow for a pedestrian bridge, plans for a bridge layout using a prefabricated bridge, design
of the abutment for the pedestrian bridge, geotechnical investigation for the abutment
design, erosion control plans, and materials testing during construction. After a thorough
review of the project scope, staff realized that additional engineering services are required
of the professional design consultant.
The revised scope of work modifies the previous proposal to include the following: full
project coordination and incorporation of all plans (structural, electrical, and site/civil) into
the plan set, structural engineering design services for the foundation design of playground
and other park equipment/structures, site lighting design and layout, sidewalk layout and
grading, TAS/TDLR review and inspection services for ADA compliance, and revised
materials testing services during construction to cover the expanded services.
Budget & Financial Summary: Budget in the amount of $515,000 has been included for
this project in the Parks Capital Improvement Projects Fund. A total of $27,959.28 has been
expended or committed to date, leaving a balance of $487,040.72 for this contract and
future expenditures. The “Resolution Declaring Intention to Reimburse Certain Expenditures
with Proceeds from Debt” is necessary for this item because the majority of the long term
debt has not been issued for the project. The debt for the project is scheduled to be issued
later this fiscal year.
Reviewed and Approved by Legal: Yes
Attachments:
1. Change Order No. 3
2. Project Location Map
3. Resolution Declaring Intention to Reimburse Certain Expenditures with Proceeds from
Debt
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MARKHAMVICTORIAGRAHAMW ESTFIELDNEWPORTCHESAPEAKESPRINGFIELDDANVILLEHARVESTMULLINSHARTFORDALEXANDRIAMEADOW VIEW
PLANOCOEBURNBAYWOODTYLERARDENNEROBELMONTRANSBERGWHEATONEAGLE AVENUEGRAHAM ROADWESTFIELD DRIVENEW PORT LANEVICTORIA AVENUEDOVE HOLLOW LANEMARKHAM LANEDOVE RUN TRAILPUBLIC ALLEYALEXANDRIA AVENUECHESAPEAKE LANEHARVEST DRIVEHARTFORD DRIVEALLEYEMERALD DOVE AVENUEMARKHAM COURTDANVILLE LANECRESTED POINT DRIVEDANVILLE COURTCHESAPEAKE COURTWINDMEADOWS DRIVECREEKSIDE CIRCLEALEXANDRIA AVENUEPUBLIC ALLEYCRESTED POINT DRIVECreek View Neighborhood ParkProject Location Map108
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December 13, 2012
Regular Agenda Item No. 1
Buena Vida Subdivision Parking Removal
To: David Neeley, City Manager
From: Chuck Gilman, P.E., PMP, Public Works Director
Agenda Caption: Public Hearing, presentation, possible action and discussion of an
ordinance amending Chapter 10 “Traffic Code”, to remove parking along specific streets in
the Buena Vida Subdivision.
Relationship to Strategic Goals: Core Services and Infrastructure – Maintain a Fire ISO
ratio of 2 or better.
Recommendation(s): Staff recommends approval of the ordinance amendment.
Summary: Buena Vida is a residential subdivision located off Rock Prairie Road, west of
Wellborn Road (FM 2154). Due to the high utilization of on-street parking along the streets
of the subdivision, it has become very challenging for an emergency vehicle to travel down
the streets to provide emergency services if they are needed.
The city’s Traffic Management Team discussed this item and recommends that parking be
removed from one side of Keefer Loop as well as Cullen Trail so that emergency vehicle
access and response time to the residences of the neighborhood can be maintained. The
team recommends that the parking be removed from the fire hydrant side of the street.
In an effort to enhance communication with the stakeholders in the area, letters were
mailed to the property owner and tenant along the streets being considered for parking
removal to notify them of the public hearing.
Budget & Financial Summary: The “NO PARKING” signs are planned operation and
maintenance expenses accounted for in the Public Works Traffic Operation budget.
Attachments:
1. Ordinance
2. Map
3.
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LEGEND
Proposed Parking Removal
Fire Hydrant
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December 13, 2012
Regular Agenda Item No. 2
College Station Medical District Tax Increment Reinvestment Zone 18
To: David Neeley, City Manager
From: Bob Cowell, AICP, CNU-A, Executive Director of Planning & Development Services
Agenda Caption: Public Hearing, presentation, possible action and discussion regarding an
Ordinance designating the western portion of the College Station Medical District as
Reinvestment Zone Number 18, City of College Station, Texas, Enumerating the qualifying
criteria, adopting a preliminary development and financing plan, and establishing a Board of
Directors for such Zone, and other matters relating thereto
Relationship to Strategic Goals: Core Services and Infrastructure, Financially Sustainable
City, Diverse Growing Economy, and Improving Mobility
Recommendation: Staff recommends approval.
Summary: In October of 2012, the City Council approved an amendment of the City’s
Comprehensive Plan to include the College Station Medical District Master Plan. To realize
the Vision and economic development opportunities realized in the Master Plan, significant
barriers to development must be overcome. These barriers include, but are not limited to
lack of basic infrastructure (potable water, fire flow, sanitary sewer, etc) to serve
development in the area and lack of transportation capacity (vehicular, pedestrian, etc) to
meet the mobility needs present in the area.
The approved Master Plan identified a series of financial and management tools necessary to
overcome these barriers and to maximize the development potential of the area. A key tool
identified in the Master Plan is the use of Tax Increment Reinvestment Zones (TIRZ). Staff
has proposed the establishment of two TIRZ in the District. This request addresses TIRZ A,
which encompasses the area near the SH6/Rock Prairie Road Bridge and includes both
hospitals in the District. Development projects in this area include Rock Prairie Road (East
and West), Normand Drive Extension, and other public works.
It is projected that new development in this portion of the District will meet or exceed $117
Million over a twenty year period. This development activity would yield an increment of
approximately $8.4 Million in tax proceeds. These proceeds would be used to fund the
required improvement projects, either through repayment of debt or on a “pay as you go”
cash basis.
Budget & Financial Summary: Refer to the Preliminary Project and Finance Plan
Reviewed and Approved by Legal: Yes
Attachments:
1. Ordinance
2. TIRZ Boundary Map and Legal Description
3. Preliminary Project and Financing Plan
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Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Tax Increment Reinvestment Zone
area A -482.88 acres
College Station, Texas
December 2012
All that certain tract or parcel ofland lying and being situated in the Crawford Burnett league
(abstract no. 7), Robert Stevenson league (abstract no. 54) and Thomas Caruthers league (abstract
no. 9) in College Station, Brazos County, Texas, generally being an area centered around the
intersection of Rock Prairie Road and State Highway no. 6, and the boundary being more
particularly described as follows:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet south
of surveyed centerline) and the east boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast comer of Lot 1, Block 7 of said subdivision,
and from where the City of College Station GPS control monument no. 9 bears S 82° 02' 35" E
7016.5 feet.
Thence along the east boundary lines of said Scott & White subdivision as follows:
S 2° 42' 34" E 1023.83 feet, S 50° 49' 32" W 930.60 feet, S 47° 37' II" E -128.13 feet
and S 41 ° 15' 39" W -1224.44 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
S 34° 27' 2&' E -55.00 feet, S 27° 43' 31" E 192.30 feet, S 36° 45' 17" E -383.87 feet and
S 42 0 27' 25" E -105.18 feet to a southeast line ofthat M.D. Wheeler, Ltd. 10.01 acre Tract
One (vol. 3007, pg. 341);
Thence along the southeast lines of said M.D. Wheeler Tract One and the southwest lines of71.52
acre Tract Two as follows:
N 41 0 43' 32" E -194.25 feet, N 21 0 27' 46" E -145.09 feet, S 46° 46' 09" E 304.24 feet
and S 47° 42' 33" E 177.08 feet to the west comer of that IHD Properties, LLC 2.77 acre
Tract One (vol. 10144, pg. 203);
Thence along the north, east and south lines of said ruD Properties tract as follows:
N 72° 19' 02" E -202.14 feet, S 47° 42' 56" E -638.83 feet and S 42° 17' 04" W 175.00
feet to the northeast common comer ofthe Harley Subdivision (vol. 3961, pg. 236) and
Cooper's Subdivision (vol. 4708, pg. 230) in a southwest line of said Wheeler Tract Two;
Thence S 47° 42' 16" E 1053.70 feet along the northeast line of said Cooper's Subdivision and
continuing along the northeast line of the Barker Subdivision (vol. 5101, pg. 182) to its east comer;
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122
Thence S 38° 51' 07" W -279.95 feet along the southeast line of said Barker Subdivision to its
south comer in the northeast line of State Highway no. 6, also being a west comer of the City of
College Station 46.60 acre tract (vol. 3310, pg. 321);
Thence crossing said highway and along its southwest right-of-way lines as follows:
S 58° 32' 52" W -37150 feet, N 49° 25' 00" W -238.23 feet, N 43° 42' 22" W -201.00
feet, N 49° 25' 00" W -1400.00 feet, N 46° 52' 14" W -413.20 feet, N 38° 34' 52" W
507.10 feet, N 32° 13' 53" W -534.28 feet, N 27° 56' 32" W 20056 feet, N 32° 13' 53" W
-400.00 feet, N 35° 05' 29" W -200.28 feet and N 82° 25' 23" W -78.10 feet to the
westerly north comer of Lot 1, Block 1 of Graham Comer Plaza (vol. 5878, pg. 129) in the
southeast line of Graham Road;
Thence N 40° 30' 48" W -71.60 feet across Graham Road to the east comer of the remainder of the
Jack E. Winslow, Jr. 3.0 acre tract (vol. 2291, pg 140 and vol. 2835, pg. 180) in the northwest line
of Graham Road (vol. 2086, pg. 58);
Thence along the northwest right-of-way line of Graham Road as follows:
S 41 ° 41' 25" W -433.76 feet, N 32° 18' 49" W -4.79 feet, S 41° 40' 07" W 268.44 feet,
S 41° 31' 43" W -131.06 feet to the northeast line of Longmire Drive, S 39° 15' 59" W
111.70 feet across Longmire Drive, S 41 ° 33' 01" W -898.96 feet, S 42° 04' 18" W -521.46
feet and S 41 ° 03' 13" W 698.60 feet to the southwest line of the F.M. and Olive Arnold 50
acre tract (vol. 200, pg. 445);
Thence N 47° 5W 34" W 1570.55 feet along the said southwest line of the Arnold tract to the
south comer ofthe Sancy and Hsin Wu 0.46 acre tract (vol. 2336, pg. 233);
Thence N 47° 26' 15" W -219.05 feet along the southwest line of the Wu tract to the north comer
of the Carroll Addition (vol 5229, pg. 47);
Thence N 47° 33' 07" W -69.71 feet across Arnold Road to the north comer of the 0.156 acre road
dedication tract (voL 5027, pg. 162);
Thence along the northwest lines of Arnold Road as follows:
S 63 ° 10' 11" W -180.26 feet, to the beginning of a tangent curve to the left with a radius of
405.00 feet, along said curve through a central angle of 17° 37' 25" to the end of said curve,
and S 55° 19' 37" W 5.32 feet to the east comer of the City of College Station 9.93 acre
tract (vol. 448, pg. 230);
Thence along the south, west and north boundary of Brian Bachmann Athletic Park (formerly
Southwood Athletic Park) and continuing along Rock Prairie Road as follows:
S 41 ° 59' 07" W -1027.13 feet along the northwest line of Arnold Road and southeast lines
of the said City 9.93 acre tract and the City 15.89 acre tract (vol. 448, pg. 232), N 43° 45' 01"
W 1185.92 feet, along the southwest line of said 15.89 acre tract to the southeast right-of
way line of Rock Prairie Road (80' RO.W. -vol. 779, pg. 571), N 51 ° 57' 01" E -1177.50
feet along said southeast line of Rock Prairie Road to the beginning of a tangent curve to the
right with a radius of 1006.62 feet in the southeast boundary of Southwood Terrace Phase 3-C
TIRZ A Page 2 of 4
123
(vol. 523, pg. 431), along said curve through a central angle of 8° 11' 51" to the point of
tangency, N 60° 08' 52" E -1486.99 feet along the southeast boundary of Southwood Terrace
Phase 3-B (vol. 579, pg. 380) and Phase 3-A (vol. 519, pg. 378) to the beginning ofa tangent
curve to the right with a radius of 960.00 feet, along said curve through a central angle of 18°
38' 31" to the point of tangency, N 78° 47' 23" E -14.90 feet and N 11° 12' 37" W 79.72
feet across Rock Prairie Road to the southwest comer of the Remington Subdivision (vol.
1239, pg. 219);
Thence along the west boundary lines of said Remington Subdivision, the northwest boundary of
Tract B, Ponderosa Place Section Two (vol. 2680, pg. 321) and Longmire Place (vol. 3377, pg. 155)
and along the southwest boundary of Ponderosa Place (vol. 490, pg. 169) as follows:
N 26° 55' 04" W -252.32 feet, N 17° 18' 19" E-259.07 feet, N 42° 34' 17" E 624.79 feet
and N 40° 39' 13" W 796.43 feet to the west comer of Lot 4, Block 21 of Ponderosa Place,
in the southeast line of Ponderosa Road;
Thence N 49° 20' 47" E -1150.00 feet, along the southeast right-of-way line of Ponderosa Road, to
the north comer of Lot 1, Block 19 of Ponderosa Place, in the southwest right-of-way of State
Highway no. 6;
Thence along the said highway southwest right-of-way lines as follows:
S 40° 39' 13" E 480.00 feet, S 32° 12' 28" E -185.04 feet, S 41° 13' 02" E 80.23 feet and
S 17° 22' 13" E -34.06 feet to the southeast line of Lot 1, Block 20 of Ponderosa Place;
Thence N 78° 53' 01" E 493.32 feet, across State Highway no. 6 to the west comer of Lot 2-B,
Block One of Cornerstone Commercial Section One (vol. 3922, pg. 282) in the southeast right-of
way line of Wood creek Drive;
Thence along the southeast right-of-way of Wood creek Drive as follows:
Along the arc of a curve to the right with a radius of 890.00 feet, through a central angle of
9° 52' 07", the chord of which bears N 52° 46' 54" E -153.10 feet, N 57° 42' 58" E -318.00
feet to the beginning of a tangent curve to the left with a radius of 835.00 feet, along said
curve through a central angle of 8° 00' 00" to the north comer of Lot 1 (voL 3283, pg. 201);
Thence along the northeast lines of Lot 1 and Lot 2-A of said Cornerstone Commercial Section One
as follows:
S 40° 17' 03" E -155.81 feet to the east common comer of Lot 1 and Lot 2-A and the
beginning of a tangent curve to the right with a radius of 600.00 feet, along said arc through a
central angle of 16° 01' 29" to the point of tangency, and S 24° 15' 34" E 280.69 feet to the
most easterly comer of said Lot 2-A;
Thence along the south boundary lines of Wood creek Section 4 (vol. 1315, pg. 217), Section Six
South (vol. 2109, pg. 199) and Section Seven (vol. 2580, pg. 113), defining the north boundary lines
of the remainder of the Edward Jr. and Beatrice Uvaceck tract (vol. 274, pg. 383 and vol. 321, pg.
664), as follows:
N 24° 13' 07" E -555.17 feet, N 79° 45' 53" E -313.69 feet, S 48° 05' 30" E -216.00 feet,
S 44° 28' 03" E -75.26 feet, S 28° 11' 32" E -108.12 feet, S 34° 34' 23" E -162.74 feet,
TIRZA Page 3 of4
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S 39° 46' 00" E -149.62 feet, S 44° 34' 42" E -282.83 feet, N 24° 16' 33" E -134.65 feet
and N 68° s2~ 20" E 230.83 feet to the northwest comer of the Riviera Addition (vol. 6607,
pg.97);
Thence S 15° 28' IS" E -269.56 feet, along the west line of said Riviera Addition, to the north
right-of-way line of Rock Prairie Road East (59.0 feet north of surveyed centerline);
Thence S 86° 2T 34" E -961.09 feet, along said north right-of-way line, to its intersection with an
extension of the east boundary of Block 7 of the Scott & White Healthcare Subdivision;
Thence S 2° 42' 34" E -120.04 feet, across Rock Prairie Road, to the Point of Beginning and
containing 482.88 acres of land more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public records.
No monuments were set for this survey and found monuments are not cited.
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to conveyor
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
See survey plat prepared with this description, dated December 2012.
TIRZA Page 4of4
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City of College Station
TAX INCREMENT REINVESTMENT ZONE NUMBER 18
Preliminary Project Plan and Preliminary Financing Plan
December 13, 2012
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Tax Increment Reinvestment Zone Number 18
Preliminary Project Plan and Preliminary Financing Plan
2
Table of Contents
Overview
Executive Summary 3
Tax Increment Financing 5
Tax Increment Reinvestment Zone Number 18 6
Priority Projects and Costs 7
Benefits to Taxing Jurisdictions 8
Statutory Requirements for the final Project Plan and Financing Plan 9
Project Plan
Existing Conditions and Proposed Improvements 11
Proposed Changes of Municipal Ordinances 17
List of Nonproject Costs 18
Method of Relocating Persons to be Displaced 19
Financing Plan
List of Project Costs 20
Statement of Public Works/Public Improvements 21
Economic Feasibility Study 22
Estimated Amount of Bonded Indebtedness 23
Time When Costs or Obligations are Incurred 24
Financing Methods and Expected Sources of Revenue 25
Current Total Appraised Value of Property in the Zone 27
Estimated Captured Value of Zone in Each Year of Existence 28
Duration of Zone 29
Appendix
Estimated TIRZ Number 18 Project Costs 31
Estimated TIRZ Number 18 Revenue 32
TIRZ Number 18 Legal Description 33
Medical District Master Plan – Chapters 3 & 4 38
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Executive Summary
In 2011 the City of College Station partnered with the College Station Medical Center (The Med)
and other stakeholders in the creation of a Medical District to serve as a focused healthcare and
wellness district within the City. The Medical District focuses on the general area around State
Highway 6 and Rock Prairie Road, and includes The Med and the future Scott & White Hospital,
both along Rock Prairie Road.
The City’s consulting team, led by Schrickel, Rollins and Associates, Inc. worked with a City
Council appointed Advisory Committee consisting of various stakeholders from throughout the
community. The Advisory Committee, consultant team, and staff completed their work on the
draft plan for the Medical District in late 2011 and the results were presented to a joint meeting
of the City Council and the Advisory Committee. Staff then continued to work to refine the land
use and transportation components of the Master Plan, including expanding the Medical
District to include properties further to the south.
Adopted October 11, 2012, the Medical District Master Plan was an amendment to the City’s
Comprehensive Plan, altering the Future Land Use and Character map, the City’s Thoroughfare
Plan, and Thoroughfare Context map. In response to changed thoroughfare alignments, the
City’s Water Master Plan, Proposed Pedestrian Facilities, and Proposed Bicycle Facilities maps
will also need to be amended in conjunction with the new thoroughfares. Additional trails have
been added to the Proposed Pedestrian Facilities map in the Bicycle, Pedestrian, and
Greenways Master Plan to create the walkable community envisioned by the Medical District
Master Plan.
An Implementation Report was written by City staff to accompany the Master Plan. The Report
provides details regarding potential development regulations and standards, management
structure, funding mechanisms, and capital expenditures needed for the success of the Medical
District. The Report recommended the pursuance of the creation of Municipal Management
Districts and Tax Increment Reinvestment Zones (TIRZ) as the two most appropriate tools to
facilitate the implementation of the Medical District.
Prior to the creation of any TIRZ, the City must develop a Preliminary Financing Plan. A
Preliminary Project Plan and the Preliminary Financing Plan identify the proposed projects, and
demonstrate the financing method and expected increment for the Zone.
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This document serves as the Preliminary Project Plan and Preliminary Financing Plan for the Tax
Increment Reinvestment Zone Number 18, City of College Station, as required by Chapter 311
of the Texas Tax Code.
In addition to implementing the Medical District, the purpose of the Zone, in conjunction with a
Municipal Management District, is to provide an opportunity to further diversify the economic
base and enhance the overall quality of life for all College Station residents. The Zone is to
finance public improvements related to construction of roadways, drainage, water, sanitary
sewer, storm sewer, internet broadband, trails, greenways and open spaces to support
development of medical uses, commercial activity, single family residential units, and multi-
family units in the City of College Station Medical District.
In accordance with Section 311.010(h), Texas Tax Code, the Zone’s board of directors will
develop and submit for City Council approval programs for the public purpose of developing or
expanding transportation services, water and wastewater services, internet broadband, and
greenway trails, parks and open space infrastructure, to encourage medical activity, other
business and commercial activity and residential development in the Zone.
In addition, a Municipal Management District is proposed to be created through the Texas
Legislature with boundaries generally contiguous to the Zone proposed in this Plan. A
Municipal Management District is a special district created for the purpose of promoting,
developing, encouraging, and maintaining employment, commerce, economic development,
and general public welfare within a defined area. Its overall purpose is to supplement city
services within the district.
The management district may be funded by assessments on property within its boundaries to
provide public projects and services such as landscaping, lighting, signage, streets and
walkways, drainages, solid waste, water, wastewater, internet broadband, parks, parking
facilities, transit systems, works of art, economic development and others.
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Tax Increment Financing
The Texas Constitution and multiple State statutes identify the role of economic development
by both the State and its municipalities as a public purpose. While recognizing there is no single
strategy, policy, or program for economic development, the Texas Legislature has created a
vast array of tools that local governments have at their disposal. The objective of these tools is
to not only encourage development and diversification of the Texas economy, but to
simultaneously enhance the participating community’s overall quality of life. Such available
tools were carefully evaluated in order to determine how best to implement the College Station
Medical District from both an administrative and financial perspective. Participation in tax
increment financing through the creation of a Tax Increment Reinvestment Zone is one such
tool.
According to the Texas Comptroller’s Biennial Report of Tax Increment Financing Zone Registry,
as of December 2010, there were 172 reported tax increment reinvestment zones in Texas. Tax
increment financing is used to provide large capital projects, infrastructure improvements, or
other hard-costs within a created zone. These costs are funded by the increase, or tax
increment, of future ad valorem tax revenue within the zone for a participating jurisdiction (e.g.
City of College Station, Brazos County). A jurisdiction may dedicate all, a portion, or none of the
tax increment to the fund.
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Tax Increment Reinvestment Zone Number 18
The College Station Medical District Tax Increment Reinvestment Zone Number 18 is located
generally at the intersection of State Highway 6 and Rock Prairie Road. The Zone encompasses
Brian Bachmann Community Park to the west, the College Station Medical Center along Rock
Prairie Road, and the future Scott & White Hospital to the east. The zone also includes parcels
along Longmire Drive to the north and south of Rock Prairie Road, and the frontage of State
Highway 6 to Barron Road.
The legal description of the Zone can be found in the Appendix.
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Priority Projects and Costs
Most of the existing businesses, multi-tenant shopping centers, multi-tenant office buildings,
and medically oriented developments that currently exist in the Medical District are located
west of State Highway 6. Existing development east of State Highway 6 includes a small amount
of retail and commercial, and the new Scott & White Hospital currently under construction.
Throughout this Zone there are a few scattered vacant parcels, which are generally less than 25
acres, and potentially available for infill development.
All identified costs are for infrastructure to serve the Zone, and are within the Medical District
and Zone boundaries.
The infrastructure identified and estimated in this document is for the primary or main
infrastructure to serve the area. Additional infrastructure may be required by and with future
developments. This primary infrastructure has been previously planned and sized through
general master planning efforts such as the Thoroughfare Plan, Wastewater Master Plan, etc.
A future water tower near Scott & White Hospital campus and a future Graham Road Electric
SubStation, as identified in the City Master Plans, have not been included in these estimates as
each were not deemed necessary for the specific development of the District; though again,
each would be appropriate for future planning consideration.
The provided estimates were intended to be conservative or inflated, to account for design
costs, future construction costs, unforeseen considerations, some enhancements, and
contingencies. In the future, with more detailed information, the estimates should be updated
for more accurate planning.
Thoroughfares
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Rock Prairie E SH 6 Bird Pond 4 Ln Maj Art 78 5,200 $3,302,000
Rock Prairie W Longmire Normand 4 Ln Min Art 72 1,800 $2,502,000
PROJECTS TOTAL = $5,804,000
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Benefits to Taxing Jurisdictions
It should be noted that the planned infrastructure is required for the continued development of
this area even if the Zone is not formed. However, this effort, in short, plans to focus and
broaden medical and urban uses, enhance and accelerate the delivery of primary infrastructure,
and establish financial mechanisms to make this possible and attractive, to ultimately bring an
increased tax base of medical uses and activity, as well as urban densities, which likely would
not occur otherwise.
It is anticipated that the proposed improvements in this plan will support the basis for nearly
$117 million in combined commercial and residential capital development within the City of
College Station, Brazos County, and the College Station Independent School District.
Years 1-5
Residential $0
Non-Residential $27 Million
Years 6-10
Residential $0
Non-Residential $46 Million
Years 11-20
Residential $0
Non-Residential $44 Million
Estimated Total $117 Million
This assumes a new medical user early in the duration of the Zone and new commercial users
prior to the end of the Zone. These assumptions do not include any project for value added at
the College Station Medical Center or from the future Strategic Behavioral Health hospital.
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Statutory Requirements for the final Project Plan and Financing Plan
Texas Tax Code
Subtitle B – Special Property Tax Provisions
Chapter 311 – Tax Increment Financing Act
Section 311.011 – Project and Financing Plans
(a) The board of directors of a reinvestment zone shall prepare and adopt a project plan and a
reinvestment zone financing plan for the zone and submit the plans to the governing body of
the municipality or county that designated the zone.
(b) The project plan must include:
(1) a description and map showing existing uses and conditions of real property in the
zone and proposed uses of that property;
(2) proposed changes of zoning ordinances, the master plan of the municipality, building
codes, other municipal ordinances, and subdivision rules and regulations, if any, of the
county, if applicable;
(3) a list of estimated nonproject costs; and
(4) a statement of a method of relocating persons to be displaced, if any, as a result of
implementing the plan.
(c) The reinvestment zone financing plan must include:
(1) a detailed list describing the estimated project costs of the zone, including
administrative expenses;
(2) a statement listing the proposed kind, number, and location of all public works or
public improvements to be financed by the zone;
(3) a finding that the plan is economically feasible and an economic feasibility study;
(4) the estimated amount of bonded indebtedness to be incurred;
(5) the estimated time when related costs or monetary obligations are to be incurred;
(6) a description of the methods of financing all estimated project costs and the
expected sources of revenue to finance or pay project costs, including the percentage of
tax increment to be derived from the property taxes of each taxing unit anticipated to
contribute tax increment to the zone that levies taxes on real property in the zone;
(7) the current total appraised value of taxable real property in the zone;
(8) the estimated captured appraised value of the zone during each year of its existence;
and
(9) the duration of the zone.
(d) The governing body of the municipality or county that designated the zone must approve a
project plan or reinvestment zone financing plan after its adoption by the board. The approval
must be by ordinance, in the case of a municipality, or by order, in the case of a county, that
finds that the plan is feasible.
(e) The board of directors of the zone at any time may adopt an amendment to the project plan
consistent with the requirements and limitations of this chapter. The amendment takes effect
on approval by the governing body of the municipality or county that created the zone. That
approval must be by ordinance, in the case of a municipality, or by order, in the case of a
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county. If an amendment reduces or increases the geographic area of the zone, increases the
amount of bonded indebtedness to be incurred, increases or decreases the percentage of a tax
increment to be contributed by a taxing unit, increases the total estimated project costs, or
designates additional property in the zone to be acquired by the municipality or county, the
approval must be by ordinance or order, as applicable, adopted after a public hearing that
satisfies the procedural requirements of Sections 311.003(c) and (d).
(f) In a zone designated under Section 311.005(a)(4) that is located in a county with a
population of 3.3 million or more, the project plan must provide that at least one-third of the
tax increment of the zone be used to provide affordable housing during the term of the zone.
(g) A school district that participates in a zone is not required to increase the percentage or
amount of the tax increment to be contributed by the school district because of an amendment
to the project plan or reinvestment zone financing plan for the zone unless the governing body
of the school district by official action approves the amendment.
(h) Unless specifically provided otherwise in the plan, all amounts contained in the project plan
or reinvestment zone financing plan, including amounts of expenditures relating to project costs
and amounts relating to participation by taxing units, are considered estimates and do not act as
a limitation on the described items, but the amounts contained in the project plan or
reinvestment zone financing plan may not vary materially from the estimates. This subsection
may not be construed to increase the amount of any reduction under Section 403.302(d)(4),
Government Code, in the total taxable value of the property in a school district that participates
in the zone as computed under Section 403.302(d) of that code.
Added by Acts 1987, 70th Leg., ch. 191, Sec. 1, eff. Sept. 1, 1987. Amended by Acts 1989, 71st Leg., ch.
1137, Sec. 24, eff. Sept. 1, 1989; Acts 1999, 76th Leg., ch. 983, Sec. 4, eff. June 18, 1999; Acts 2001,
77th Leg., ch. 669, Sec. 120, eff. Sept. 1, 2001.Amended by: Acts 2005, 79th Leg., Ch. 1094, Sec. 43, eff.
September 1, 2005.Acts 2007, 80th Leg., R.S., Ch. 921, Sec. 14.010, eff. September 1, 2007.Acts 2011,
82nd Leg., R.S., Ch. 1032, Sec. 11, eff. June 17, 2011.
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Existing Conditions and Proposed Improvements
“A description and map showing existing uses and conditions of real property in the zone and
proposed uses of that property”
The following maps represent the existing land use, comprehensive land use plan, and
proposed improvements to the Zone.
Existing Land Use
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Comprehensive Land Use Plan
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Thoroughfares
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Rock Prairie E SH 6 Bird Pond 4 Ln Maj Art 78 5,200 $3,302,000
Rock Prairie W Longmire Normand 4 Ln Min Art 72 1,800 $2,502,000
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Wastewater
No projects at this time.
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Water
No projects at this time.
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Greenway Trails
No projects at this time.
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Proposed Changes of Municipal Ordinances
“Proposed changes of zoning ordinances, the master plan of the municipality, building codes,
other municipal ordinances, and subdivision rules and regulations, if any, of the county, if
applicable”
Adopted October 11, 2012, the Medical District Master Plan was an amendment to the City’s
Comprehensive Plan, altering the Future Land Use and Character map, the City’s Thoroughfare
Plan, and Thoroughfare Context map. In response to changed thoroughfare alignments, the
City’s Water Master Plan, Proposed Pedestrian Facilities, and Proposed Bicycle Facilities maps
will also need to be amended in conjunction with the new thoroughfares. Additional trails have
been added to the Proposed Pedestrian Facilities map in the Bicycle, Pedestrian, and
Greenways Master Plan to create the walkable community envisioned by the Medical District
Master Plan.
All infrastructure is proposed to follow the Bryan / College Station Unified Design Standards,
except as otherwise noted in the Medical District Master Plan. The City of College Station has
also adopted the following International Building Codes to regulate construction:
• International Building Code (2012 Edition) with Adopted Amendments
• International Residential Code (2012 Edition) with Adopted Amendments
• International Plumbing Code (2012 Edition) with Adopted Amendments
• International Mechanical Code (2012 Edition) with Adopted Amendments
• International Fuel Gas Code (2012 Edition) with Adopted Amendments
• International Energy Conservation Code (2012 Edition) with Adopted Amendments
• International Property Maintenance Code (2012 Edition) with Adopted Amendments
• International Fire Code (2012 Edition) with Adopted Amendments
• International Life Safety Code (2012 Edition)
• National Electrical Code (2011 Edition) with Adopted Amendments
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List of Nonproject Costs
“A list of estimated nonproject costs”
Significant to the success of the Medical District, the following items were not included or
estimated within this Preliminary Project Plan: way-finding, district branding, hardscape
enhancements, transit, bus stops, and other nonproject costs. Such costs may be funded from
developers, the City, a Municipal Management District, and/or other sources.
Though the majority of the needed infrastructure projects are unfunded, there is also certain
funded capital projects considered to be nonproject costs. These funded projects generally
mean either the project was included and approved with a bond election (i.e. Thoroughfares
and Trails), included within Water Services 5-Year Budget (i.e. Water and Wastewater Mains),
funded by the State, or funded privately, etc. Funded does not necessarily mean that
construction costs are currently appropriated.
Thoroughfares
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Rock Prairie BR - - Bridge - - $4,600,000
Rock Prairie W SH 6 Longmire 6 Ln Maj Art 81 700 $2,407,000
Normand Rock Prairie Arnold 2 Ln Min Coll 38 800 $616,000
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Method of Relocating Persons to be Displaced
“A statement of a method of relocating persons to be displaced, if any, as a result of
implementing the plan”
There is no intended displacement of residents.
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List of Project Costs
“A detailed list describing the estimated project costs of the zone, including administrative
expenses”
The following table itemizes the project costs for the Zone for which reimbursement is
available. Total project costs are estimated in today’s dollars to be $5,904,000. Project costs
include roadway improvements including design costs, sidewalks, streetlights, signals, pavers,
enhanced vegetation etc. Of this amount administrative and implementation expenses are
estimated to be $100,000 over the 20 year life of the TIRZ. Pursuant to Chapter 311, Texas Tax
Code, line items may be adjusted with approval of the TIRZ board of directors. These cost
estimates will be revised as more detailed design occurs on the individual projects.
Estimated TIRZ Number 18 Project Costs
Estimated Infrastructure Costs
Rock Prairie Road West - Longmire to Normand 2,502,000$
Rock Prairie Road East - SH 6 to Bird Pond 3,302,000
Streets Subtotal 5,804,000$
Other Costs
Developer Reimbursement Interest -$
Organizational Costs, Zone Creation and Administration 100,000
Permitting and Related Fees -
Subtotal 100,000$
Total Estimated Costs 5,904,000$
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Statement of Public Works/Public Improvements
“A statement listing the proposed kind, number, and location of all public works or public
improvements to be financed by the zone”
The public infrastructure improvements that the TIRZ is designed to facilitate will be located
throughout the Zone. These improvements will provide public infrastructure for the Medical
District to include commercial and residential development. This infrastructure includes street
widening projects. The Map on page 13 illustrates the location of the improvements within the
Zone.
The following is a list of improvements to be made in the Zone using funds generated in the
Zone.
Street Widening Infrastructure
Rock Prairie Road West – From Longmire to Normand
Rock Prairie Road East – From SH 6 to Bird Pond
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Economic Feasibility Study
“A finding that the plan is economically feasible and an economic feasibility study”
Included in the Medical District Master Plan and as part of its corresponding work efforts, the
City’s consultant team conducted market research and a market analysis to determine the
economic feasibility of 1,700 acres that encompasses the Zone and adopted Medical District.
The analysis included, but was not limited to, medical/healthcare uses, retail/village center,
senior housing, and single-family/multi-family housing. The market research, market analysis,
and resulting development program can be found in the Appendix.
Prior to the adoption of the Final Financing Plan an Economic Feasibility Study will be
completed on the estimated impact of the $117,000,000 in new development that is projected
over the life of the Zone.
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Estimated Amount of Bonded Indebtedness
“The estimated amount of bonded indebtedness to be incurred”
Bonds may be issued by the City of College Station and the MMD pursuant to an interlocal
agreement with the Zone which pledges incremental revenue for debt service. Bond sizing will
be based on the maximum amount Zone revenues could reasonably sustain according to the
City’s financial advisor and market conditions at the time of issuance.
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Time When Costs or Obligations are Incurred
“The estimated time when related costs or monetary obligations are to be incurred”
The time when related costs or monetary obligations are to be incurred is a function of the
availability of TIRZ revenues. Details of the time when related costs or monetary obligations
may be incurred are shown on the following table. This summary shows the time when TIRZ
revenues are expected to be available to pay project costs.
Estimated TIRZ Number 18 Revenue
100%83.94%Annual
New New Non Res &Total New Captured COCS BC Total TIF
Residential Multi Family Development Appraised Value Tax Revenue Tax Revenue Revenue
Year 1 $0 $1,000,000 $1,000,000 1,000,000$ 4,307$ -$ 4,307$
Year 2 $0 $4,000,000 $4,000,000 5,000,000$ 21,534$ -$ 21,534$
Year 3 $0 $5,000,000 $5,000,000 10,000,000$ 43,069$ -$ 43,069$
Year 4 $0 $5,000,000 $5,000,000 15,000,000$ 64,603$ -$ 64,603$
Year 5 $0 $12,000,000 $12,000,000 27,000,000$ 116,285$ -$ 116,285$
Year 6 $0 $2,000,000 $2,000,000 29,000,000$ 124,899$ 118,062$ 242,961$
Year 7 $0 $8,000,000 $8,000,000 37,000,000$ 159,354$ 150,630$ 309,985$
Year 8 $0 $10,000,000 $10,000,000 47,000,000$ 202,423$ 191,341$ 393,764$
Year 9 $0 $10,000,000 $10,000,000 57,000,000$ 245,492$ 232,052$ 477,544$
Year 10 $0 $16,000,000 $16,000,000 73,000,000$ 314,402$ 297,190$ 611,591$
Year 11 $0 $1,000,000 $1,000,000 74,000,000$ 318,708$ 301,261$ 619,969$
Year 12 $0 $4,000,000 $4,000,000 78,000,000$ 335,936$ 317,545$ 653,481$
Year 13 $0 $4,000,000 $4,000,000 82,000,000$ 353,163$ 267,064$ 620,227$
Year 14 $0 $4,000,000 $4,000,000 86,000,000$ 370,391$ 280,091$ 650,482$
Year 15 $0 $9,000,000 $9,000,000 95,000,000$ 409,153$ 232,052$ 641,205$
Year 16 $0 $1,000,000 $1,000,000 96,000,000$ 413,460$ 234,495$ 647,954$
Year 17 $0 $4,000,000 $4,000,000 100,000,000$ 430,687$ 162,844$ 593,531$
Year 18 $0 $4,000,000 $4,000,000 104,000,000$ 447,914$ 169,357$ 617,272$
Year 19 $0 $4,000,000 $4,000,000 108,000,000$ 465,142$ 87,936$ 553,078$
Year 20 $0 $9,000,000 $9,000,000 117,000,000$ 503,904$ 95,264$ 599,167$
$0 $117,000,000 $117,000,000 5,340,519$ 3,137,182$ 8,482,008$
Brazos County 20 Years O&M Rate
Years 1-5 0%
Years 6-12 100%
Years 13-14 80%
Years 15-16 60%
Years 17-18 40%
Years 19-20 20%
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Financing Methods and Expected Sources of Revenue
“A description of the methods of financing all estimated project costs and the expected
sources of revenue to finance or pay project costs, including the percentage of tax increment
to be derived from the property taxes of each taxing unit anticipated to contribute tax
increment to the zone that levies taxes on real property in the zone”
Methods of Financing – Within this Zone, the City will likely finance a portion of the cost of the
projects through the sources outlined below.
Sources of Tax Increment Revenues – The tax increment revenue necessary to pay the project
costs is expected to come from increased property values in the Zone due to the construction
of new commercial and residential buildings in the Zone. A Participation Agreement will be
entered into with Brazos County formalizing the level of participation from Brazos County.
Captured Value
The following schedule shows the residential and commercial development schedules,
and the assessed valuations resulting from the development. This represents the
estimated incremental property values associated with the development. It is estimated
that there will be $117,000,000 in captured property value in the Zone.
Participation Levels
City of College Station will participate at 100% of its ad valorem tax rate.
Brazos County is proposed to participate with only the M&O portion of its ad valorem
tax rate at the following levels.
Years 1–5 0% Years 15-16 60%
Years 6-12 100% Years 17-18 40%
Years 13-14 80% Years 19-20 20%
Estimated TIRZ Revenue
The estimated captured property value in the Zone of $117,000,000 will generate
captured property tax revenue from the City of College Station and Brazos County
totaling $8.5 million over the life of the TIRZ. These new revenues will be used to pay
for a portion of the costs in the Zone.
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Other Revenue Sources – The City will provide other sources of revenue to fund a portion of
these projects.
• Funds generated through a proposed Municipal Management District (MMD) may also
be a potential revenue source for the projects.
• Property tax revenues in the General Debt Service Fund may be used for the
transportation and Trail projects through future bond authorizations for the issuance of
General Obligation Bonds and/or the issuance of Certificates of Obligation.
• If necessary, existing cash resources from the City’s General Fund may also be utilized to
fund these projects.
Estimated TIRZ Number 18 Revenue
100%83.94%Annual
New New Non Res &Total New Captured COCS BC Total TIF
Residential Multi Family Development Appraised Value Tax Revenue Tax Revenue Revenue
Year 1 $0 $1,000,000 $1,000,000 1,000,000$ 4,307$ -$ 4,307$
Year 2 $0 $4,000,000 $4,000,000 5,000,000$ 21,534$ -$ 21,534$
Year 3 $0 $5,000,000 $5,000,000 10,000,000$ 43,069$ -$ 43,069$
Year 4 $0 $5,000,000 $5,000,000 15,000,000$ 64,603$ -$ 64,603$
Year 5 $0 $12,000,000 $12,000,000 27,000,000$ 116,285$ -$ 116,285$
Year 6 $0 $2,000,000 $2,000,000 29,000,000$ 124,899$ 118,062$ 242,961$
Year 7 $0 $8,000,000 $8,000,000 37,000,000$ 159,354$ 150,630$ 309,985$
Year 8 $0 $10,000,000 $10,000,000 47,000,000$ 202,423$ 191,341$ 393,764$
Year 9 $0 $10,000,000 $10,000,000 57,000,000$ 245,492$ 232,052$ 477,544$
Year 10 $0 $16,000,000 $16,000,000 73,000,000$ 314,402$ 297,190$ 611,591$
Year 11 $0 $1,000,000 $1,000,000 74,000,000$ 318,708$ 301,261$ 619,969$
Year 12 $0 $4,000,000 $4,000,000 78,000,000$ 335,936$ 317,545$ 653,481$
Year 13 $0 $4,000,000 $4,000,000 82,000,000$ 353,163$ 267,064$ 620,227$
Year 14 $0 $4,000,000 $4,000,000 86,000,000$ 370,391$ 280,091$ 650,482$
Year 15 $0 $9,000,000 $9,000,000 95,000,000$ 409,153$ 232,052$ 641,205$
Year 16 $0 $1,000,000 $1,000,000 96,000,000$ 413,460$ 234,495$ 647,954$
Year 17 $0 $4,000,000 $4,000,000 100,000,000$ 430,687$ 162,844$ 593,531$
Year 18 $0 $4,000,000 $4,000,000 104,000,000$ 447,914$ 169,357$ 617,272$
Year 19 $0 $4,000,000 $4,000,000 108,000,000$ 465,142$ 87,936$ 553,078$
Year 20 $0 $9,000,000 $9,000,000 117,000,000$ 503,904$ 95,264$ 599,167$
$0 $117,000,000 $117,000,000 5,340,519$ 3,137,182$ 8,482,008$
Brazos County 20 Years O&M Rate
Years 1-5 0%
Years 6-12 100%
Years 13-14 80%
Years 15-16 60%
Years 17-18 40%
Years 19-20 20%
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Current Total Appraised Value of Property in the Zone
“The current total appraised value of taxable real property in the zone”
The current total appraised value of taxable real property within the Zone at the time of
creation was $ 146,667,620.
PROP_ID OWNERNAME EXEMPTCODE LANDACRES TOTALLANDV IMPVALUE TOTALVALUE
R103926 3330 LONGMIRE PARTNERSHIP 0.06 67,380.00$ 368,430.00$ 435,810.00$
R112829 4101 COLLEGE STATION LLC 1.50 445,950.00$ -$ 445,950.00$
R114958 ADAM GROUP MANAGEMENT SERVICES INC 2.20 478,860.00$ -$ 478,860.00$
R354480 ADAM GROUP MANAGEMENT SERVICES INC 6.22 1,354,930.00$ -$ 1,354,930.00$
R80073 ADAM GROUP MANAGEMENT SERVICES INC 2.28 902,590.00$ -$ 902,590.00$
R305877 ADAM GROUP MANAGEMENT SERVICES INC & 2.08 271,820.00$ -$ 271,820.00$
R305878 ADAM GROUP MANAGEMENT SERVICES INC & 1.58 310,240.00$ -$ 310,240.00$
R105327 ANGEL HERMANOS LTD 2.75 688,790.00$ 3,426,480.00$ 4,115,270.00$
R105323 ARCHLAND PROPERTY II L.P. 1.69 1,029,410.00$ 963,610.00$ 1,993,020.00$
R13824 ARNOLD OLIVE HANNA HS, OV65 14.84 326,480.00$ 44,040.00$ 370,520.00$
R37908 AUTOMOTIVE RECONSTRUCTION 1.80 176,010.00$ 545,990.00$ 722,000.00$
R114473 BARKER THOMAS R & DEBORAH LYNN 2.45 589,640.00$ -$ 589,640.00$
R37917 BENNETT BLAKE PARTNERSHIP 0.65 56,420.00$ 231,630.00$ 288,050.00$
R13914 BLUE DOLPHIN CLUB INC 2.12 599,130.00$ 99,930.00$ 699,060.00$
R37913 BORLO LLC 1.20 104,450.00$ 604,640.00$ 709,090.00$
R37904 BRAZOS VALLEY HOTEL LP 3.39 775,260.00$ 958,370.00$ 1,733,630.00$
R109427 CENTRO NP HOLDINGS 1 SPE LLC 0.30 184,440.00$ 223,210.00$ 407,650.00$
R106682 CENTRO NP HOLDINGS 1 SPE LLC 6.20 1,755,750.00$ 4,729,890.00$ 6,485,640.00$
R105317 CENTRO NP HOLDINGS 1 SPE LLC 6.05 1,711,870.00$ 4,872,970.00$ 6,584,840.00$
R72806 COLLEGE STATION CITY OF EX 34.47 1,501,510.00$ 5,165,770.00$ 6,667,280.00$
R115094 COLLEGE STATION CITY OF EX 1.00 311,450.00$ -$ 311,450.00$
R42951 COLLEGE STATION CITY OF EX 42.03 2,288,530.00$ 1,000,000.00$ 3,288,530.00$
R305099 COLLEGE STATION HOSPITAL L.P. 0.83 126,690.00$ -$ 126,690.00$
R303134 COLLEGE STATION HOSPITAL L.P. 0.59 77,100.00$ -$ 77,100.00$
R91704 COLLEGE STATION HOSPITAL L.P. 1.02 155,510.00$ -$ 155,510.00$
R105326 COLLEGE STATION HOSPITAL L.P. 3.21 489,400.00$ -$ 489,400.00$
R105325 COLLEGE STATION HOSPITAL L.P. 1.81 275,950.00$ -$ 275,950.00$
R105324 COLLEGE STATION HOSPITAL L.P. 1.26 192,100.00$ -$ 192,100.00$
R80075 COLLEGE STATION HOSPITAL L.P. 22.18 3,381,410.00$ 34,933,420.00$ 38,314,830.00$
R305097 COLLEGE STATION HOSPITAL L.P. 1.26 192,100.00$ -$ 192,100.00$
R37906 CORPORATE PROPERTY ASSOC 8 LP 0.94 92,420.00$ 330,520.00$ 422,940.00$
R305879 CS MEDICAL PROPERTIES LLC 1.50 391,700.00$ 1,850,860.00$ 2,242,560.00$
R37903 D&D MOVING & STORAGE INC 0.60 89,580.00$ 79,440.00$ 169,020.00$
R99946 DEMLA ARUNA & VASU D 1.62 352,840.00$ -$ 352,840.00$
R363603 DUKE REALTY COLLEGE STATION DEV LLC 1.00 138,030.00$ -$ 138,030.00$
R360546 IHD PROPERTIES LLC 2.77 352,930.00$ -$ 352,930.00$
R108125 IM MOTORCYCLE CAPITAL CO LTD 2.32 656,880.00$ 1,402,830.00$ 2,059,710.00$
R105318 INLAND PARTNERS ROCK PRAIRIE LTD 2.47 1,073,760.00$ 2,054,300.00$ 3,128,060.00$
R103930 INTEGRA COLLEGE STATION LLC 0.17 150,000.00$ 767,810.00$ 917,810.00$
R77058 KAHAN FAMILY LIMITED PARTNERSHIP 1.93 672,860.00$ -$ 672,860.00$
R304520 LEHTONEN INVESTMENTS LTD 0.69 268,740.00$ 278.00$ 269,018.00$
R304518 LEHTONEN INVESTMENTS LTD 1.69 661,100.00$ 1,139,252.00$ 1,800,352.00$
R304521 LEHTONEN INVESTMENTS LTD 0.47 9,170.00$ -$ 9,170.00$
R304519 LEHTONEN INVESTMENTS LTD 0.57 224,550.00$ -$ 224,550.00$
R103927 LEWALLEN WILLIAM E & DIANA A 0.07 75,380.00$ 335,130.00$ 410,510.00$
R103924 LONGMIRE PLACE OWNERS ASSOC INC 1.71 -$ -$ -$
R37918 LONGMIRE PROFESSIONAL BUILDING LTD 1.11 97,020.00$ 843,370.00$ 940,390.00$
R112830 M D WHEELER LTD 2.50 707,850.00$ -$ 707,850.00$
R77057 MCCLURE MICHAEL R & MILDRED 0.61 58,740.00$ 616,440.00$ 675,180.00$
R103931 MWM CORP 0.16 140,260.00$ 510,760.00$ 651,020.00$
R37914 PGW INVESTMENTS LLC 1.27 166,500.00$ 341,460.00$ 507,960.00$
R37919 PIRI ENTERPRISES INC 4.58 448,880.00$ -$ 448,880.00$
R37910 PRINCE JOHN 1.07 93,280.00$ 213,190.00$ 306,470.00$
R98330 PROSPERITY BANK 1.43 903,210.00$ 1,535,140.00$ 2,438,350.00$
R95149 ROCK PRAIRIE ROAD LLC 1.08 519,410.00$ 406,160.00$ 925,570.00$
R37923 ROSENBAUM-SCHOENVOGEL INVESTMENTS LP 1.99 866,340.00$ 914,870.00$ 1,781,210.00$
R102047 ROSENBAUM-SCHOENVOGEL INVESTMENTS LP 3.02 855,080.00$ 4,714,100.00$ 5,569,180.00$
R102046 ROSENBAUM-SCHOENVOGEL INVESTMENTS LP 4.00 1,132,560.00$ 4,182,410.00$ 5,314,970.00$
R108126 RSCS ENTERPRISES LP 4.00 1,087,260.00$ 1,268,940.00$ 2,356,200.00$
R359007 RSCS ENTERPRISES LP 0.87 209,990.00$ 849,110.00$ 1,059,100.00$
R93224 RUGG INVESTMENTS LLC 0.71 62,160.00$ 440,270.00$ 502,430.00$
R103928 RVE FRIENDS LTD 0.06 67,500.00$ 351,410.00$ 418,910.00$
R37905 SCARMARDO INVESTMENTS LTD 1.96 192,100.00$ 687,610.00$ 879,710.00$
R360747 SCOTT & WHITE HEALTHCARE EX 36.12 4,985,670.00$ 36,589,600.00$ 41,575,270.00$
R360753 SCOTT & WHITE HEALTHCARE 1.81 442,020.00$ -$ 442,020.00$
R360752 SCOTT & WHITE HEALTHCARE 24.37 4,916,340.00$ -$ 4,916,340.00$
R360754 SCOTT & WHITE HEALTHCARE 0.68 115,520.00$ -$ 115,520.00$
R360751 SCOTT & WHITE HEALTHCARE 5.35 1,397,400.00$ -$ 1,397,400.00$
R360755 SCOTT & WHITE HEALTHCARE 2.57 382,030.00$ -$ 382,030.00$
R360756 SCOTT & WHITE HEALTHCARE 1.09 173,600.00$ -$ 173,600.00$
R360749 SCOTT & WHITE HEALTHCARE 10.86 2,190,870.00$ -$ 2,190,870.00$
R360748 SCOTT & WHITE HEALTHCARE 7.68 1,712,430.00$ -$ 1,712,430.00$
R360750 SCOTT & WHITE HEALTHCARE 7.16 1,596,490.00$ -$ 1,596,490.00$
R114247 SCP COLLEGE STATION I LTD 1.67 1,019,410.00$ 545,830.00$ 1,565,240.00$
R89925 SECURCARE PROPERTIES I LLC 3.64 475,020.00$ 1,204,420.00$ 1,679,440.00$
R37907 SENDERO COMMERCIAL INVESTMENTS 2.05 468,820.00$ 1,652,860.00$ 2,121,680.00$
R13872 SNS INVESTMENTS LLC 0.91 5,640.00$ -$ 5,640.00$
R77288 SNS INVESTMENTS LLC 10.44 613,880.00$ 340,330.00$ 954,210.00$
R37921 TAYLOR RUTH ESTATE 1.62 423,400.00$ 696,600.00$ 1,120,000.00$
R103925 TENEO SOFTWARE SOLUTIONS 0.06 67,380.00$ 271,160.00$ 338,540.00$
R13874 TEXAS HOTEL MANAGEMENT CORP 17.06 648,240.00$ -$ 648,240.00$
R103929 TEXAS T&C PROPERTIES LLC 0.07 75,000.00$ 333,590.00$ 408,590.00$
R89224 THE BRAZOS VALLEY MASONIC LIBRARY EX 1.88 307,100.00$ 587,930.00$ 895,030.00$
R95151 TIGER HOLDINGS INC 0.88 544,990.00$ 370,210.00$ 915,200.00$
R37911 TWC PROPERTIES LLC 0.90 88,130.00$ 379,260.00$ 467,390.00$
R10659 UVACEK EDWARD & BEATRICE G 14.27 1,553,790.00$ -$ 1,553,790.00$
R354995 WEINGARTEN INVESTMENTS INC 8.91 3,153,580.00$ -$ 3,153,580.00$
R37922 WELLS FARGO 1.84 1,122,100.00$ 526,690.00$ 1,648,790.00$
R86648 WHATABURGER INC 0.96 542,970.00$ 421,310.00$ 964,280.00$
R81855 WINSLOW JACK E JR & DONNA B 0.52 272,380.00$ 86,190.00$ 358,570.00$
R13921 WINSLOW JACK E JR & DONNA B 2.43 1,270,750.00$ 72,690.00$ 1,343,440.00$
R105421 WOODCREEK PARTNERS LP 4.33 754,220.00$ 6,207,710.00$ 6,961,930.00$
R13809 WU HSIN-I & SANCY 0.46 25,760.00$ 130,580.00$ 156,340.00$
392.53 64,984,180.00$ 134,421,000.00$ 199,405,180.00$ (=) Appraised Value
52,737,560.00$ (-) Exempt
146,667,620.00$ (=) Taxable Real Property
153
Tax Increment Reinvestment Zone Number 18
Preliminary Project Plan and Preliminary Financing Plan
28
Estimated Captured Value of Zone in Each Year of Existence
“The estimated captured appraised value of the zone during each year of its existence”
The captured appraised value of the TIRZ during each year of existence is shown in this table
based upon a conservatively projected development schedule. The cumulative estimated
captured value over the life of the Zone is $117,000,000. Actual value will depend upon
implementation of the Medical District Master Plan, and changes from these projections will
affect actual performance of the TIRZ.
Estimated TIRZ Number 18 Revenue
100%83.94%Annual
New New Non Res &Total New Captured COCS BC Total TIF
Residential Multi Family Development Appraised Value Tax Revenue Tax Revenue Revenue
Year 1 $0 $1,000,000 $1,000,000 1,000,000$ 4,307$ -$ 4,307$
Year 2 $0 $4,000,000 $4,000,000 5,000,000$ 21,534$ -$ 21,534$
Year 3 $0 $5,000,000 $5,000,000 10,000,000$ 43,069$ -$ 43,069$
Year 4 $0 $5,000,000 $5,000,000 15,000,000$ 64,603$ -$ 64,603$
Year 5 $0 $12,000,000 $12,000,000 27,000,000$ 116,285$ -$ 116,285$
Year 6 $0 $2,000,000 $2,000,000 29,000,000$ 124,899$ 118,062$ 242,961$
Year 7 $0 $8,000,000 $8,000,000 37,000,000$ 159,354$ 150,630$ 309,985$
Year 8 $0 $10,000,000 $10,000,000 47,000,000$ 202,423$ 191,341$ 393,764$
Year 9 $0 $10,000,000 $10,000,000 57,000,000$ 245,492$ 232,052$ 477,544$
Year 10 $0 $16,000,000 $16,000,000 73,000,000$ 314,402$ 297,190$ 611,591$
Year 11 $0 $1,000,000 $1,000,000 74,000,000$ 318,708$ 301,261$ 619,969$
Year 12 $0 $4,000,000 $4,000,000 78,000,000$ 335,936$ 317,545$ 653,481$
Year 13 $0 $4,000,000 $4,000,000 82,000,000$ 353,163$ 267,064$ 620,227$
Year 14 $0 $4,000,000 $4,000,000 86,000,000$ 370,391$ 280,091$ 650,482$
Year 15 $0 $9,000,000 $9,000,000 95,000,000$ 409,153$ 232,052$ 641,205$
Year 16 $0 $1,000,000 $1,000,000 96,000,000$ 413,460$ 234,495$ 647,954$
Year 17 $0 $4,000,000 $4,000,000 100,000,000$ 430,687$ 162,844$ 593,531$
Year 18 $0 $4,000,000 $4,000,000 104,000,000$ 447,914$ 169,357$ 617,272$
Year 19 $0 $4,000,000 $4,000,000 108,000,000$ 465,142$ 87,936$ 553,078$
Year 20 $0 $9,000,000 $9,000,000 117,000,000$ 503,904$ 95,264$ 599,167$
$0 $117,000,000 $117,000,000 5,340,519$ 3,137,182$ 8,482,008$
Brazos County 20 Years O&M Rate
Years 1-5 0%
Years 6-12 100%
Years 13-14 80%
Years 15-16 60%
Years 17-18 40%
Years 19-20 20%
154
Tax Increment Reinvestment Zone Number 18
Preliminary Project Plan and Preliminary Financing Plan
29
Duration of Zone
“The duration of the zone”
The duration of the Zone is 20 years. The TIRZ will take effect on the date it is created. January
1, 2012 will be established as the base year and the TIRZ will terminate on December 31, 2032,
or the date when all project costs are paid and all debt is retired, or by subsequent city
ordinance terminating the Zone.
155
Tax Increment Reinvestment Zone Number 18
Preliminary Project Plan and Preliminary Financing Plan
30
Appendix
156
Tax Increment Reinvestment Zone Number 18
Preliminary Project Plan and Preliminary Financing Plan
31
Estimated TIRZ Number 18 Project Costs
Estimated TIRZ Number 18 Project Costs
Estimated Infrastructure Costs
Rock Prairie Road West - Longmire to Normand 2,502,000$
Rock Prairie Road East - SH 6 to Bird Pond 3,302,000
Streets Subtotal 5,804,000$
Other Costs
Developer Reimbursement Interest -$
Organizational Costs, Zone Creation and Administration 100,000
Permitting and Related Fees -
Subtotal 100,000$
Total Estimated Costs 5,904,000$
157
Tax Increment Reinvestment Zone Number 18
Preliminary Project Plan and Preliminary Financing Plan
32
Estimated TIRZ Number 18 Revenue
Estimated TIRZ Number 18 Revenue100%83.94%AnnualNewNew Non Res &Total NewCapturedCOCSBCTotal TIFResidentialMulti FamilyDevelopmentAppraised ValueTax RevenueTax RevenueRevenueYear 1$0$1,000,000$1,000,0001,000,000$ 4,307$ -$ 4,307$ Year 2$0$4,000,000$4,000,0005,000,000$ 21,534$ -$ 21,534$ Year 3$0$5,000,000$5,000,00010,000,000$ 43,069$ -$ 43,069$ Year 4$0$5,000,000$5,000,00015,000,000$ 64,603$ -$ 64,603$ Year 5$0$12,000,000$12,000,00027,000,000$ 116,285$ -$ 116,285$ Year 6$0$2,000,000$2,000,00029,000,000$ 124,899$ 118,062$ 242,961$ Year 7$0$8,000,000$8,000,00037,000,000$ 159,354$ 150,630$ 309,985$ Year 8$0$10,000,000$10,000,00047,000,000$ 202,423$ 191,341$ 393,764$ Year 9$0$10,000,000$10,000,00057,000,000$ 245,492$ 232,052$ 477,544$ Year 10$0$16,000,000$16,000,00073,000,000$ 314,402$ 297,190$ 611,591$ Year 11$0$1,000,000$1,000,00074,000,000$ 318,708$ 301,261$ 619,969$ Year 12$0$4,000,000$4,000,00078,000,000$ 335,936$ 317,545$ 653,481$ Year 13$0$4,000,000$4,000,00082,000,000$ 353,163$ 267,064$ 620,227$ Year 14$0$4,000,000$4,000,00086,000,000$ 370,391$ 280,091$ 650,482$ Year 15$0$9,000,000$9,000,00095,000,000$ 409,153$ 232,052$ 641,205$ Year 16$0$1,000,000$1,000,00096,000,000$ 413,460$ 234,495$ 647,954$ Year 17$0$4,000,000$4,000,000100,000,000$ 430,687$ 162,844$ 593,531$ Year 18$0$4,000,000$4,000,000104,000,000$ 447,914$ 169,357$ 617,272$ Year 19$0$4,000,000$4,000,000108,000,000$ 465,142$ 87,936$ 553,078$ Year 20$0$9,000,000$9,000,000117,000,000$ 503,904$ 95,264$ 599,167$ $0$117,000,000$117,000,0005,340,519$ 3,137,182$ 8,482,008$ Brazos County 20 Years O&M RateYears 1-5 0%Years 6-12 100%Years 13-14 80%Years 15-16 60%Years 17-18 40%Years 19-20 20%158
Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Tax Increment Reinvestment Zone
area A -482.88 acres
College Station, Texas
December 2012
All that certain tract or parcel ofland lying and being situated in the Crawford Burnett league
(abstract no. 7), Robert Stevenson league (abstract no. 54) and Thomas Caruthers league (abstract
no. 9) in College Station, Brazos County, Texas, generally being an area centered around the
intersection of Rock Prairie Road and State Highway no. 6, and the boundary being more
particularly described as follows:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet south
of surveyed centerline) and the east boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast comer of Lot 1, Block 7 of said subdivision,
and from where the City of College Station GPS control monument no. 9 bears S 82° 02' 35" E
7016.5 feet.
Thence along the east boundary lines of said Scott & White subdivision as follows:
S 2° 42' 34" E 1023.83 feet, S 50° 49' 32" W 930.60 feet, S 47° 37' II" E -128.13 feet
and S 41 ° 15' 39" W -1224.44 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
S 34° 27' 2&' E -55.00 feet, S 27° 43' 31" E 192.30 feet, S 36° 45' 17" E -383.87 feet and
S 42 0 27' 25" E -105.18 feet to a southeast line ofthat M.D. Wheeler, Ltd. 10.01 acre Tract
One (vol. 3007, pg. 341);
Thence along the southeast lines of said M.D. Wheeler Tract One and the southwest lines of71.52
acre Tract Two as follows:
N 41 0 43' 32" E -194.25 feet, N 21 0 27' 46" E -145.09 feet, S 46° 46' 09" E 304.24 feet
and S 47° 42' 33" E 177.08 feet to the west comer of that IHD Properties, LLC 2.77 acre
Tract One (vol. 10144, pg. 203);
Thence along the north, east and south lines of said ruD Properties tract as follows:
N 72° 19' 02" E -202.14 feet, S 47° 42' 56" E -638.83 feet and S 42° 17' 04" W 175.00
feet to the northeast common comer ofthe Harley Subdivision (vol. 3961, pg. 236) and
Cooper's Subdivision (vol. 4708, pg. 230) in a southwest line of said Wheeler Tract Two;
Thence S 47° 42' 16" E 1053.70 feet along the northeast line of said Cooper's Subdivision and
continuing along the northeast line of the Barker Subdivision (vol. 5101, pg. 182) to its east comer;
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159
Thence S 38° 51' 07" W -279.95 feet along the southeast line of said Barker Subdivision to its
south comer in the northeast line of State Highway no. 6, also being a west comer of the City of
College Station 46.60 acre tract (vol. 3310, pg. 321);
Thence crossing said highway and along its southwest right-of-way lines as follows:
S 58° 32' 52" W -37150 feet, N 49° 25' 00" W -238.23 feet, N 43° 42' 22" W -201.00
feet, N 49° 25' 00" W -1400.00 feet, N 46° 52' 14" W -413.20 feet, N 38° 34' 52" W
507.10 feet, N 32° 13' 53" W -534.28 feet, N 27° 56' 32" W 20056 feet, N 32° 13' 53" W
-400.00 feet, N 35° 05' 29" W -200.28 feet and N 82° 25' 23" W -78.10 feet to the
westerly north comer of Lot 1, Block 1 of Graham Comer Plaza (vol. 5878, pg. 129) in the
southeast line of Graham Road;
Thence N 40° 30' 48" W -71.60 feet across Graham Road to the east comer of the remainder of the
Jack E. Winslow, Jr. 3.0 acre tract (vol. 2291, pg 140 and vol. 2835, pg. 180) in the northwest line
of Graham Road (vol. 2086, pg. 58);
Thence along the northwest right-of-way line of Graham Road as follows:
S 41 ° 41' 25" W -433.76 feet, N 32° 18' 49" W -4.79 feet, S 41° 40' 07" W 268.44 feet,
S 41° 31' 43" W -131.06 feet to the northeast line of Longmire Drive, S 39° 15' 59" W
111.70 feet across Longmire Drive, S 41 ° 33' 01" W -898.96 feet, S 42° 04' 18" W -521.46
feet and S 41 ° 03' 13" W 698.60 feet to the southwest line of the F.M. and Olive Arnold 50
acre tract (vol. 200, pg. 445);
Thence N 47° 5W 34" W 1570.55 feet along the said southwest line of the Arnold tract to the
south comer ofthe Sancy and Hsin Wu 0.46 acre tract (vol. 2336, pg. 233);
Thence N 47° 26' 15" W -219.05 feet along the southwest line of the Wu tract to the north comer
of the Carroll Addition (vol 5229, pg. 47);
Thence N 47° 33' 07" W -69.71 feet across Arnold Road to the north comer of the 0.156 acre road
dedication tract (voL 5027, pg. 162);
Thence along the northwest lines of Arnold Road as follows:
S 63 ° 10' 11" W -180.26 feet, to the beginning of a tangent curve to the left with a radius of
405.00 feet, along said curve through a central angle of 17° 37' 25" to the end of said curve,
and S 55° 19' 37" W 5.32 feet to the east comer of the City of College Station 9.93 acre
tract (vol. 448, pg. 230);
Thence along the south, west and north boundary of Brian Bachmann Athletic Park (formerly
Southwood Athletic Park) and continuing along Rock Prairie Road as follows:
S 41 ° 59' 07" W -1027.13 feet along the northwest line of Arnold Road and southeast lines
of the said City 9.93 acre tract and the City 15.89 acre tract (vol. 448, pg. 232), N 43° 45' 01"
W 1185.92 feet, along the southwest line of said 15.89 acre tract to the southeast right-of
way line of Rock Prairie Road (80' RO.W. -vol. 779, pg. 571), N 51 ° 57' 01" E -1177.50
feet along said southeast line of Rock Prairie Road to the beginning of a tangent curve to the
right with a radius of 1006.62 feet in the southeast boundary of Southwood Terrace Phase 3-C
TIRZ A Page 2 of 4
160
(vol. 523, pg. 431), along said curve through a central angle of 8° 11' 51" to the point of
tangency, N 60° 08' 52" E -1486.99 feet along the southeast boundary of Southwood Terrace
Phase 3-B (vol. 579, pg. 380) and Phase 3-A (vol. 519, pg. 378) to the beginning ofa tangent
curve to the right with a radius of 960.00 feet, along said curve through a central angle of 18°
38' 31" to the point of tangency, N 78° 47' 23" E -14.90 feet and N 11° 12' 37" W 79.72
feet across Rock Prairie Road to the southwest comer of the Remington Subdivision (vol.
1239, pg. 219);
Thence along the west boundary lines of said Remington Subdivision, the northwest boundary of
Tract B, Ponderosa Place Section Two (vol. 2680, pg. 321) and Longmire Place (vol. 3377, pg. 155)
and along the southwest boundary of Ponderosa Place (vol. 490, pg. 169) as follows:
N 26° 55' 04" W -252.32 feet, N 17° 18' 19" E-259.07 feet, N 42° 34' 17" E 624.79 feet
and N 40° 39' 13" W 796.43 feet to the west comer of Lot 4, Block 21 of Ponderosa Place,
in the southeast line of Ponderosa Road;
Thence N 49° 20' 47" E -1150.00 feet, along the southeast right-of-way line of Ponderosa Road, to
the north comer of Lot 1, Block 19 of Ponderosa Place, in the southwest right-of-way of State
Highway no. 6;
Thence along the said highway southwest right-of-way lines as follows:
S 40° 39' 13" E 480.00 feet, S 32° 12' 28" E -185.04 feet, S 41° 13' 02" E 80.23 feet and
S 17° 22' 13" E -34.06 feet to the southeast line of Lot 1, Block 20 of Ponderosa Place;
Thence N 78° 53' 01" E 493.32 feet, across State Highway no. 6 to the west comer of Lot 2-B,
Block One of Cornerstone Commercial Section One (vol. 3922, pg. 282) in the southeast right-of
way line of Wood creek Drive;
Thence along the southeast right-of-way of Wood creek Drive as follows:
Along the arc of a curve to the right with a radius of 890.00 feet, through a central angle of
9° 52' 07", the chord of which bears N 52° 46' 54" E -153.10 feet, N 57° 42' 58" E -318.00
feet to the beginning of a tangent curve to the left with a radius of 835.00 feet, along said
curve through a central angle of 8° 00' 00" to the north comer of Lot 1 (voL 3283, pg. 201);
Thence along the northeast lines of Lot 1 and Lot 2-A of said Cornerstone Commercial Section One
as follows:
S 40° 17' 03" E -155.81 feet to the east common comer of Lot 1 and Lot 2-A and the
beginning of a tangent curve to the right with a radius of 600.00 feet, along said arc through a
central angle of 16° 01' 29" to the point of tangency, and S 24° 15' 34" E 280.69 feet to the
most easterly comer of said Lot 2-A;
Thence along the south boundary lines of Wood creek Section 4 (vol. 1315, pg. 217), Section Six
South (vol. 2109, pg. 199) and Section Seven (vol. 2580, pg. 113), defining the north boundary lines
of the remainder of the Edward Jr. and Beatrice Uvaceck tract (vol. 274, pg. 383 and vol. 321, pg.
664), as follows:
N 24° 13' 07" E -555.17 feet, N 79° 45' 53" E -313.69 feet, S 48° 05' 30" E -216.00 feet,
S 44° 28' 03" E -75.26 feet, S 28° 11' 32" E -108.12 feet, S 34° 34' 23" E -162.74 feet,
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161
S 39° 46' 00" E -149.62 feet, S 44° 34' 42" E -282.83 feet, N 24° 16' 33" E -134.65 feet
and N 68° s2~ 20" E 230.83 feet to the northwest comer of the Riviera Addition (vol. 6607,
pg.97);
Thence S 15° 28' IS" E -269.56 feet, along the west line of said Riviera Addition, to the north
right-of-way line of Rock Prairie Road East (59.0 feet north of surveyed centerline);
Thence S 86° 2T 34" E -961.09 feet, along said north right-of-way line, to its intersection with an
extension of the east boundary of Block 7 of the Scott & White Healthcare Subdivision;
Thence S 2° 42' 34" E -120.04 feet, across Rock Prairie Road, to the Point of Beginning and
containing 482.88 acres of land more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public records.
No monuments were set for this survey and found monuments are not cited.
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to conveyor
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
See survey plat prepared with this description, dated December 2012.
TIRZA Page 4of4
162
163
26 College Station Medical District Master Plan
3 - Healthcare Trends & Demographics
Healthcare Drivers
Both in the College Station area and nationwide, healthcare is a large,
strong and growing industry—in sharp contrast to most other sectors
of the nation’s economy over the past three years. The fundamental
drivers of this growth are:
• The growing number of Americans who are over 65 years of age.
• General population growth.
• Affluent demographic groups around the globe that will travel if
necessary to seek out the best healthcare and wellness facilities
available.
• National policy that has expanded the number of citizens covered
by insurance.
• Strong continued growth potential for the biosciences,
pharmaceutical, medical devices, and related industries.
• The growing awareness of the need and benefits for health and
wellness programs.
The Graying of America
Throughout their lives—as America’s largest generation—baby
boomers (born between 1946 and 1964) have made headlines. This
continues today, as economists, demographers and forecasters attempt
to discern the impacts that aging baby boomers will have on America
in the 21st century. The impact will be broad and will include impacts
to the workplace, public policy, retail and other facets of life. Figure
5 shows the dramatically changing shape of America’s population
over the past half-century. Between 2010 and 2040, the US Census
projects that the number of Americans over the age of 65 will
double—from approximately 40 million today, to 80 million in 2040.
Beginning in January 2011, and over the next 19 years, at least 10,000
baby boomers per day will turn 65.
164
27College Station Medical District Master Plan
Figure 5. America’s Population: From Pyramid to Rectangle
Source: US Bureau of Census, Leland Consulting Group
Figure 6. Nationwide Household Growth, 2010 – 2020 (Millions)
Source: Joint Center for Housing Studies at Harvard University, Leland Consulting Group
Figure 6 underscores the scale of the growth in
older households nationwide, while also illustrating
some additional elements of the nation’s changing
demographics. This data also portends a growing
need for smaller dwelling units with a richer variety.
As referenced above, the greatest amount of overall
household growth during the coming decade will
come from the baby boomer generation. Younger
households, with heads-of-households younger than
40 years of age, will also grow—though at a lesser
pace. In particular, households aged 25 to 34—a
key demographic that drives apartment demand and
development—will experience strong growth. The
number of middle-age households, however, will
decrease, because of the relatively small number of
“Generation X” (born between the early to mid 1960s
and the early 1980s) households compared to baby
boomers. The decrease in this age group—which
has the largest percentage of families and children—
suggests that the single-family housing market will
continue to stagnate for some time. However, there
will be a growth in the number of minority-headed
middle-age households.
Seniors Drive Healthcare Demand
America’s aging population will require more medical
and healthcare services. Healthcare industry experts
estimate that as much as 60 percent of all physician
demand is driven by the 65-plus population.
(Source: Medical Office Development Continues
to Rise, Real Estate Finance, April 2008.) As Figure
7 shows, senior citizens require approximately
three times more physicians, in all categories of
medicine, compared with younger age groups.
The demand for services in turn stimulates strong
demand for healthcare and healthcare related real
estate including hospitals, clinics, physician offices,
outpatient centers, senior housing and related
facilities. The specific need for these facilities is
outlined in Chapter 4 – Development Program.
165
28 College Station Medical District Master Plan
Figure 7. Physicians Required per 100,000 Population by Age Group
Source: Department of Health and Human Services, Leland Consulting Group
More than Healthcare—Lifestyle
As the generation that came of age with rock and roll,
increasing mobility and personal freedom, and amidst
a seemingly limitless American economic expansion,
baby boomers are unlikely to want to register at a
retirement community and live out the rest of their
days apart from the outside world. They will be
seeking more from their communities than simply
reliable healthcare. According to a 2007 survey,
the following are some of the key features that baby
boomers will look for in their future housing choices
and communities (Source: “Who are you calling a
senior?” Urban Land Magazine, January 2011):
• Working will continue to be an important part of
the boomer lifestyle. Fifty-five percent of boomers
plan to continue to work at least part-time,
making urban areas close to job opportunities
and transportation more desirable. Urban
workforces are better plugged into the new
economy, a trend that only stands to strengthen
as the U.S. information economy expands.
• Arts and culture. Boomers overwhelmingly
seek locations that offer travel, arts, hobbies,
fitness, entertainment, dining, culture, shopping
and gardening—raising the question, what are
boomers not interested in? Surprisingly, they
agree on their lack of interest in golf, tennis or a
move to a warmer climate.
• Of the boomers who are anticipating a move,
only 20 percent are very interested in golf and/or
warm locales, and plan to include those factors
as part of their moving decision.
• Eighty-six percent of baby boomers want to live
in a typical community setting where people of
all ages live; diversity of age and experience is
critical to boomers.
166
29College Station Medical District Master Plan
Information suggests that our definition of “senior
housing” will change. Rather than seclusion and
exclusivity, many boomers will want activity and
connection—with their children, grandchildren,
friends and communities. Along with outdoor
pursuits, seniors will be looking for arts, culture, food,
continuing education and lifelong learning and other
pastimes. Further, while high quality healthcare is
very important to senior citizens, they are looking for
communities in which it is part of an overall puzzle,
not the entire picture.
Increase in Healthcare-Related Jobs
Job growth in the United States has stagnated over
the past several years. In the coming decades, job
growth is expected to come from several well-defined
industry segments, led overwhelmingly by healthcare
and professional services. The Bureau of Labor
Services (BLS) predicts that the healthcare industry
will generate 3.2 million new jobs between 2008
and 2018. Therefore, the opportunity to accelerate
the development of a medical district or cluster
of institutions is a major economic development
opportunity, since this industry sector is expected to
be among the fastest growing in the country.
Figures 9 and 10 show both the types and locations
(by development type) of jobs expected to be created
in the healthcare fields. This information is relevant
because it is indicative of the types of development
likely to take place in College Station, and because
it shows the breadth of jobs that could be created
within the City and region. The greatest demand,
as shown in Figure 9, will be for those trained as
nurses, physicians and surgeons, followed by many
other professionals including social workers, lab
technicians and physician assistants. These job types
Figure 8. National Employment Growth by Industry Sector, 2008 – 2018 (thousands of jobs)
Source: Bureau of Labor Services, Leland Consulting Group
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30 College Station Medical District Master Plan
in general offer relatively high wages and security
compared with national averages.
College Station’s educational institutions, led by Texas
A&M’s Health Sciences Center, have already begun
preparing to meet the need for a highly-educated
healthcare workforce. Figure 10 shows that the
locations where healthcare professionals will work
is diverse and extends well beyond the traditional
hospital, to physicians offices, senior housing
communities, patient’s homes and clinics. Thus,
a diverse range of real estate types will be needed
within the medical district.
Real Estate Development Outlook
Real estate development was a major source of the
national recession, and an industry that continues to
suffer in its aftermath. Nationwide, most types of real
estate development continue to be out-of-favor with
investors due to dramatic overbuilding in the early
part of the last decade, increased unemployment
and stagnating wages, more caution on the part of
consumers, increased scrutiny by lending managers,
ratings agencies, and regulators and other related
factors. These conditions are reflected in Figure
11, which shows some of the key findings from the
Urban Land Institute’s (ULI) 2011 Emerging Trends
in Real Estate, a leading annual real estate industry
publication.
While industry leaders are extremely pessimistic
about most types of development—most development
types are seen as nearly “abysmal”—development
within several land uses is “fair”, that is, financeable
and profitable under the right conditions. These
include apartments, medical offices, senior housing
and other types of affordable and infill housing—all
Figure 9. Net New Healthcare Jobs by Title, 2008 – 2018
Source: BLS Guide to Healthcare Industry, 2010-11 Edition, Leland Consulting Group
Figure 10. Net New Employment by Facility Type, 2008-2018
Source: BLS Guide to Healthcare Industry, 2010-11 Edition, Leland Consulting Group
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31College Station Medical District Master Plan
Figure 11. 2011 Real Estate Development Prospects
Source: Urban Land Institute, Leland Consulting Group
development types with strong long-term demand drivers that did
not suffer from the same scale of dramatic overbuilding as single-
family housing and other types did in the early 2000s.
While these trends are important for the medical district, there
are a number of qualifications to this information that should
be recognized. The Emerging Trends analysis is nationwide and
intended for the short term (multi-year outlook focusing on 2011). In
fact, we know that every real estate market is highly localized, with
its own demand drivers (economy, demographics, etc.) and players
(existing development, developers, property owners, etc.). Many
Texas cities and metropolitan areas have continued to create jobs
and enjoy strong real estate markets through much of the last several
years, thus avoiding the worst of the national real estate downturn.
In addition, the medical district is intended to be a long-term vision
with a long-term build out, and thus, the trends in effect in 2020 and
beyond will be nearly as important as those for next year.
However, with these caveats in mind, the land uses anticipated to be
strong opportunities in 2011 should continue to maintain their top
positions for much of the coming decade. Nationally, the medical
office sector has outperformed most other commercial property
types through the recession. Texas was expected to add 1.7 million
square feet of medical office space in 2010, an increase of 2.5
percent. Asking rents are strong, averaging nearly $23 per square
foot. (Source: Medical Office Research Report, Marcus & Millichap,
Q3 and 4 2010) The City and its medical district development
partners should take these uses into account when planning and
implementing the master plan.
Previously Uninsured Entering the Healthcare System
In addition to the growth of the over-65 population and other
demand drivers discussed above, the expansion of healthcare to
a broader segment of the population, particularly through greater
access to insurance, is expected to increase the need for hospitals
and other medical real estate.
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32 College Station Medical District Master Plan
Healthcare and health insurance has, of course, been much in the news during the
past two years. As of 2010, approximately 46 million Americans were estimated to
be uninsured. The federal healthcare reform bill, signed into law in March 2010, is
expected to lead to coverage for approximately 32 million, and thus an increase of
approximately 64 million square feet of healthcare related real estate nationwide.
(Source: “Can Healthcare Rescue Real Estate?” Meyer, Kenneth and Rob Grossman,
Deloitte Consulting)
Figure 12 shows the demographic groups that are currently least likely to carry
insurance today, but would be covered in the future. Some of these groups—
particularly Hispanics, households aged 18 – 29, and southern and western
households—are also groups expected to grow quickly in the coming decades, and
thus, their impact on healthcare demand will be amplified. Expanded coverage is
generally expected to be neutral to positive for the financial health of medical service
providers (although its impact on the health insurance industry may be negative).
More patients will be able to pay fair-market rates for care through insurance, but
insurers may be forced to reduce their co-payments across the board.
However, fierce disagreements about the proper direction of federal and state policy
continue. While it is likely that at least some of the insurance expansion put in
place in 2010 will continue, it is also possible that the insurance expansions could
be diminished or eliminated. This report assumes that at least some of the insurance
expansion will stay in place, and that this in turn, will contribute to demand for
healthcare related real estate.
Additional Trends Affecting Healthcare Real Estate
The following are additional trends affecting the development and operation of
healthcare-related real estate within the state and across the nation.
• Healthcare reform. New legislation will change healthcare delivery over the
next several years, as uninsured people are brought into the system. Insurance
companies will be challenged because those who can afford healthcare already
have it. Those who have to be added typically cannot pay for services and
will have to be supplemented in some way, which will probably mean lower
reimbursements for providers. Therefore insurance companies and medical
providers will have to look for ways to streamline costs. Many of the uninsured
are young and healthy, 20 to 30 year olds. Others are extreme poverty situations,
Figure 12. Demographic Characteristics of the Uninsured, 2009
Source: Gallup Well-Being Index, June 2009, Leland Consulting Group
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33College Station Medical District Master Plan
and will likely need assistance to pay for
healthcare. Dental care will be especially critical
to this group.
• Insurance. The first step in the process will
be primarily focused on insurance, getting the
uninsured into an insurance group.
• Delivery: The second step in the process will be
delivery focused, streamlining costs in the system
and providing care for an increased number of
people.
• Access and Affordability. Many HMOs will do
well in the future because they control costs with
an integrated approach. They are financially
stable and will continue to grow.
• Consolidation. Physicians will have to be part of
a group, as most will not be able to stand alone
because the costs of running a private office
continues to increase significantly.
• Streamline Costs. There will be even greater
emphasis placed on reducing redundancies and
streamlining the “flow” of patients (as measured
by through-put metrics). For example, electronic
healthcare records give access to a patient’s
medical history, lab tests, etc., to all providers
and specialists, thereby reducing repetitive tests
and consolidating office visits.
• Reimbursement. New members will be paying
less than others will. Payments through
Medicare/Medicaid barely cover the costs of
administration; however, providers will at least
get some (albeit low) reimbursement for patients
that previously had to be covered for free in the
ER.
• Robotic surgery. Larger operating rooms will be
required.
• Insurers. Regional providers will be supporting
their communities and will step up to provide
care to the currently uninsured. National for-
profit providers are looking for self-funded
members where they can get higher profit
margins.
• Collaborative effort. Healthcare will be less of a
hierarchical system. There will be more groups
that deliver care through nurse practitioners and
other support staff when possible, and fewer
stand-alone physicians, mostly out of a necessity
to reduce costs.
• In-home monitoring. The advent and
improvement of electrical monitoring technology
allows more patients to be at home, and yet
have distant professionals monitoring vital signs
and looking for signs that they may need critical
attention.
• Military technology. The military has long been
a leader in technological advances. Equipment
and technology developed for use by the military
will change the medical community.
• Electronic ICU (EICU) critical care monitor.
One facility can monitor multiple hospitals,
similar to flight control at an airport monitoring
multiple airlines. This could help lower costs for
regional facilities in areas with several critical
care or ICU units.
• Streamline real estate holdings. Healthcare
institutions will look for ways to cut costs
including real estate holdings. Some hospital
groups are currently looking to downsize
administrative space. They are experimenting
with alternate workspaces, such as shared
stations, and allowing employees to work at
home or otherwise off site.
• Dental and Medical Synergy. Providers are
recognizing the importance of dental health
in a person’s overall health. More dental care
providers will be needed in the future.
• Information Systems. Information systems and
electronic records streamline costs and improve
care by being accessible to multiple providers.
• eVisits. Physicians have started responding to
patients through email, and can sometimes avoid
an office visit. Industry experts expect to see a
reduction in office visits, but this has not been the
case yet.
• Rural innovations. Providers are looking for
ways to provide cost effective care to rural areas,
where it has traditionally been difficult to attract
physicians and other providers. At least one
hospital group is testing a small 2,500 square
foot clinic for rural areas. Another experiment
is a mobile mammogram van, which, while it
requires a low level of capital investment, is still
costly to operate and requires “partner sites” for
water, power and other services.
Medical Districts and Urban Development
Major healthcare institutions and related uses have
clustered together in medical districts across the
country. These districts are a result of deliberate
and assertive action by healthcare providers, the
public sector, and other stakeholders, who seek to
provide their patients with more complete offerings
for care; proximity to other experts, suppliers and
complementary uses; and increased economic
outcomes such as growth in jobs and tax bases. The
following case studies summarize some of the key
characteristics of medical corridors and districts
nationwide.
Research of medical districts across the nation
indicates successful medical districts tend to be
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34 College Station Medical District Master Plan
located in larger communities with populations in
excess of 500,000. However, one well established
and notable example is Winston-Salem, NC. With
a population of nearly 230,000, Winston-Salem is
comparable to the combined population of College
Station and Bryan. Tyler, Texas is also in the process
of evaluating and planning a medical corridor with a
population similar to College Station and Bryan, but
it is too early to identify useful lessons. Communities
of less than 50,000 are known to have established
medical districts, with East St. Louis, IL being a good
example. Attempts to identify a distinct set of success
factors for medical districts is problematic given the
variation in the size of host cities and the history of
medical district development.
Common Traits of Highly Successful
Downtowns and Vibrant Urban Districts
(Source: “Common Traits of Highly Successful
Downtowns,” Gary Ferguson, Ithaca Downtown
Partnership, 2005)
1. No single organizational model exists. While
College Station can and should learn from other
medical district models in similar locations, the
approach adopted in College Station will be
distinctive to College Station.
2. Multiple traffic generators are within short
walking distances. The medical district cannot
be a single-purpose district. Visitors to and
residents of the district will demand a variety of
accessible activities including health, wellness,
and recreational services, as well as dining, retail
and jobs.
3. Great urban districts are beloved by their
citizenry. Pride in the medical district must be
promoted and instilled internally to city residents.
The district could be useful in establishing a
distinct gathering place for meetings focused
on medical issues and for patients and their
friends and families in the course of access to
comprehensive health care solutions.
4. Great downtowns and urban districts are able to
overcome obstacles. This requires partnerships,
shared resources, vision and patience. The
premise of the medical district itself is the
product of a shared vision and shared resources.
This lesson needs to be extended throughout the
district and the community. In the context of
current and predicted economic reality, there is
no viable alternative to a robust public-private
partnership to get things done.
5. Great districts are walkable and have pedestrian
scale. There must be interesting features that
capture the attention of pedestrians while
assuring personal safety. The variety of patrons
and residents of medical district institutions will
help to attract a variety of businesses, public art,
aesthetically pleasing streetscapes and visual
diversity.
6. Great urban districts have a commitment
to mixed-use development. Developers and
investors are urged to build for and attract a range
of occupants, business types and institutional
services. Virtually by definition, the medical
district will itself be a form of a mixed-use
development, so this theme can be applied more
broadly, too.
7. There is broad public/private investment in
the future of downtowns and urban districts.
Partnerships are essential for the private, public
and non-profit realms. The medical district
can and must demonstrate that public/private
investments can achieve significant results,
and should include a variety of private interests
(developers, etc.), public leadership and non-
profits such as a district steering committee or
business association.
8. Entertainment is the driving market segment.
Revitalized downtowns increasingly serve as
places for dining and recreation rather than
simply centers for retail merchandise. The
medical district can be a leader in attracting
and sponsoring public events (fairs, concerts, art
walks, “healthy foods” farmers market, etc.) that
instill interest in the medical district, eventually
leading to a wide range of investments.
9. There is a prevalence of strong, adjacent
residential neighborhoods that are within
walking distance of an urban district. Respecting
the existing area neighborhoods while
establishing new residential neighborhoods is
essential for the success of the medical district.
Access to and from housing in the neighborhoods
must be redesigned to encourage pedestrians into
the medical district.
10. Housing is either prevalent or underway. The
medical district must add a substantial amount
of housing in addition to improvements in
transportation and pedestrian routes. Such
housing should appeal to the workforce
in the medical district as well as seniors,
include affordable options, and be walkable
neighborhoods.
11. Colleges and Universities help, but are not
the sole answer. Many of the medical districts
studied are university towns, but the research
found that universities are not automatic keys
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to district vitality. However, research indicates
that a strategic partnership with institutions of
higher education is vital to medical districts, is
an attraction for regional visitors and a source of
well-trained labor for the entire area. Certainly
this is true for all major medical providers in the
College Station-Bryan market today. Texas A&M
University is foundational to the development
of a regionally competitive medical district.
Additionally, the excellence of the College
Station Independent School District is a major
asset in the successful establishment of a medical
district and is a key element in attracting medical
professionals and organizations into the medical
district.
With these metrics in mind, a strategic model
for establishment of a medical district in College
Station and the broader community that leverages
the characteristics of its existing strengths can be
designed. Such a model, however, must be unique to
College Station and must be supported by those who
use or would use the medical district more actively.
National Medical Corridors and Districts: Key
Characteristics and Tenants
Successful medical corridors and districts have been
established in a wide spectrum of urban areas.
Table 1 provides a sample of some of these districts.
Table 1. Successful Medical Districts, University Affiliation and Population Size
Source: Leland Consulting Group, US Census
Community University Affiliation Population, 2010
Dallas, TX University of Texas at Dallas 6,500,000
Houston, TX At least 15 Health related University Organizations 6,100,000
Philadelphia, PA University of Pennsylvania 6,100,000
Miami, FL University of Miami 5,547,000
Boston, MA Harvard Medical School 4,500,000
San Antonio, TX University of Texas at San Antonio 2,140,000
Oklahoma City, OK University of Oklahoma 1,253,000
New Orleans, LA Tulane University 1,236,000
Memphis, TN University of Tennessee 647,000
Aurora, CO University of Colorado Denver Anschutz Campus, VA 325,000
Birmingham, AL Univerity of Alabama 212,000
Tyler, TX University of Texas at Tyler, Texas College 210,000
Englewood, CO University of Colorado Denver 32,532
East St. Louis, IL University of Illinois 27,000
Bryn Mawr, PA Bryn Mawr College (Pre-Med)21,000
Approaches to urban revitalization success
must be multifaceted, multidisciplinary,
and holistic. Keep the puzzle pieces
together!
Source: Leland Consulting Group
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Stemmons Corridor
Southwest Medical District Study Area
Dallas, Texas
• Plan adopted 2010 (to be implemented through
2013).
• TIF district.
• 100,000 employees.
• 5,000 businesses.
• Biotechnology and medical services – key
targeted industries.
• Key healthcare providers and tenants:
• UT Southwestern Medical Center.
• Parkland Health & Hospital System.
• Children’s Medical Center.
• Texas Woman’s University School of Nursing.
• 40 Hotels (Stemmons Corridor).
• Planned expansion of clinical care and new
research buildings.
• Planned 350,000 SF biotech and life science
research park.
Source: City of Dallas
Texas Research Park - San Antonio, Texas
• UT - Institute for Biotechnology.
• UT - Institute for Longevity and Aging.
• Biomanufacturing firms.
• TEKSA Innovations Corporation.
Source: Urban Land Institute Special Report: Office/
Medical Development, 2008
Texas Medical Center
Houston, Texas
• World’s largest medical center.
• 93,500 employees.
• 1000 acres.
• 14 hospitals and two specialized patient facilities.
• 160,000 daily visitors.
• 69,000 students, 5,000 of whom are international
students.
• 5.6 million annual patient visits.
• 50-year Master Plan completed in 2006.
• $7.1 billion in building and infrastructure
investments approved between 2010-2014.
• Annual Economic Impact – $14 billion.
• Annual Research Expenditures $1.2 billion.
Source: Texas Medical District
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10th Street Medical Business District
Oklahoma City, Oklahoma
• Recommended Development Program, 2006 to
2020:
• Office: 450,000 to 800,000 SF.
• Retail: 130,000 to 175,000 SF, groceries,
restaurants, bars, drug stores, household
goods, gas stations, apparel, day care, bars.
• Mid-size hotel: 200-250 rooms.
• Residential: 1,500 to 2,000 units (average of
1,200 SF per unit).
Source: 10th Street Medical Business District
Development Strategy, 2006
Five Points Medical District
Birmingham, Alabama
Key healthcare providers:
• University of Alabama Hospital – 908 beds.
• HealthSouth Medical Center – 73 beds.
• HealthSouth Lakeshore – 100 beds.
• Callahan Eye Foundation Hospital – 20 beds.
• Children’s Hospital Of Alabama – 310 beds.
• Cooper Green Mercy Hosp – 141 beds.
• Veterans Affairs Medical Center – 122 beds.
• St. Vincent’s Hospital – 372 beds.
• Brookwood Medical Center – 602 beds.
• Princeton Baptist Medical Center – 368.
• Birmingham Baptist Medical Center – 375 beds.
• Select Specialty Hospital – 38 beds.
• Hill Crest Behavioral – 80 beds.
Source: health.usnews.com
Sugarland, Texas
Key healthcare providers
Key healthcare providers:
• Memorial Herman Sugar Land Hospital – 77
beds.
• Triumph Hospital Southwest – 170 beds.
• Sugar Land Surgical Hospital – 6 beds.
• Methodist Sugar Land Hospital – 127 beds.
Source: health.usnews.com
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38 College Station Medical District Master Plan
Figure 13. College Station and the Golden Triangle
Source: ESRI, Leland Consulting Group
52,456
67,890
81,848
92,553
103,257
113,961
184,885
195,410
208,258
221,258
233,546
0
50,000
100,000
150,000
200,000
250,000
1990 2000 2005 2010 2015 2020PopulationPopulation Projections
City of College Station College Station-Bryan MSA
Figure 14. Population Forecasts for College Station and Metropolitian Area
Source: City of College Station (linear growth projection), Texas State Research
Center, Leland Consulting Group
College Station: Local Demographics and Healthcare
Context
The population and demographic trends at work in the City of
College Station and its surrounding areas reflect the conditions under
which a concentrated medical district would be expected to thrive.
College Station is part of the College Station-Bryan Metropolitan
Statistical Area (MSA, a US Census designation), and at a larger
geographic scale, Texas’ “golden triangle,” the super-region framed
by three large metropolitan areas: Dallas-Fort Worth, Houston, and
San Antonio. The Golden Triangle contains most of the economic
engines that are powering the state’s economy and population
growth. Because of its location within the triangle and its own
unique attributes, College Station is also experiencing rapid growth.
As Figure 15 shows, the College Station MSA grew nearly 24 percent
between 2000 and 2010, the sixth fastest rate in a fast-growing state.
The City itself has grown dramatically, from a population of just over
52,000 in 1990, to an estimated 113,000 by the year 2020. All five
of the major metropolitan areas in the Golden Triangle grew faster
than the state average in the last decade. This population growth will
surely drive demand for medical and healthcare services.
The market area for the medical district, however, extends beyond
the City’s boundaries and even the officially designated metropolitan
area. A market area is the area from which most patients and
customers will come from and within which most of the medical
district’s competition will be found. The estimated market area
for the medical district is approximately a 50-mile radius from the
City (also shown in Figure 13). Those who live fewer than 50 miles
from College Station will tend to come here for medical services,
assuming that the medical district is competitive in terms of quality
of care; those who live further away will tend to go to the city center
that they are closest to. Obviously a number of intangible factors—
quality of care, availability of specialists, insurance coverage,
patients’ familiarity with providers—have a large impact on people’s
choice of providers, so this market area is an approximate rather than
exact area.
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39College Station Medical District Master Plan
23.7%
20.6%
0%5%10%15%20% 25%30%35% 40%
Austin-Round Rock-San Marcos
McAllen-Edinburg-Mission
Laredo
Houston-Sugar Land-Baytown
San Antonio-New Braunfels
College Station-Bryan
Dallas-Fort Worth-Arlington
Killeen-Temple-Fort Hood
Brownsville-Harlingen
State of Texas
Tyler
Midland
El Paso
Lubbock
Odessa
Longview
Amarillo
Waco
Sherman-Denison
Corpus Christi
San Angelo
Texarkana
Victoria
Abilene
Beaumont-Port Arthur
Wichita Falls
Growth Rate 2000-2010
Figure 15. Growth Rate of Texas Metropolitan Areas, 2000 - 2010
Source: Texas State Data Center, Leland Consulting Group
Senior Population and “Old Aggies”
As discussed above, the other primary driver of healthcare
demand beyond raw population growth is the rate of growth
amongst the senior population. Here, as well, demographic
trends point towards increasing demand for medical services.
Table 2 shows that, while there are 4,000 residents of the
City of College Station who were 65 or older in 2010, 62,000
residents (or 12 percent) of the 50-mile market area are
seniors. This is a far larger group, in terms of share and total
numbers, than the City’s population alone, and indicates a
large population of aging seniors. This group is also growing,
and will represent 28 percent (nearly 12,000 new seniors) of
the total population growth in the market area in the next five
years.
The consultant team’s research and interviews support the
story told by the Census data. Those interviwed consistently
stated that “lots of ‘Old Ags’ are moving back to town” to
reconnect with their old friends and community. Old Ags
are certainly potential patrons for the medical services in
the medical district, as well as the residential and retail
components. A story from 2007 in The Eagle stated that,
“Many senior citizens consider Brazos County a retirement
haven because of Texas A&M, the region’s medical facilities
and its friendliness. And Texas overall—partly because of
inexpensive housing relative to many other states and partly
because it has no state income tax—is popular with retirees,
ranking No.2 among the 50 states as a retirement destination.
The Kovars, both 63, had a long history with Texas and Brazos
County. They met at A&M, where Gary Kovar was a guard
on the football team. They married while still in school, and
when he retired after 35 years with Amoco Chemical Co., they
moved back to Aggieland.” Retirees like Bryan-College Station
due to A&M, healthcare, social life.”
The Eagle, December 16, 2007.
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Another important demographic feature of the College Station area is the
tremendous number of young, college age residents. As Table 2 shows,
approximately 48 percent of the City’s population is between the ages of 0 and
24, while this percentage is only 40 percent of the 50-mile market area. The
percentage of college age residents in College Station is said to be among the
highest in the nation, and is certainly one of the highest in Texas. Historically,
this high percentage of younger residents has been one of the reasons that the
number of hospitals and healthcare-related uses has been lower than average on
a per-capita basis—younger people need less care than older people. However,
the percentage of the population that is over 65 is expected to grow over time,
reaching 13 percent in the City by 2030, as opposed to the eight percent of the
population that was over 65 in 2010. The 50 mile market area is expected to have
even more seniors, reaching 17 percent by 2030. As is happening nationally, this
regional shift to an older population will create more demand for healthcare.
Housing Demand
Based on existing and projected demographic trends, there is expected to
be demand for approximately 10,100 new housing units of all types within
the College Station-Bryan MSA. This amount of demand will help to gauge
the potential demand for housing in the medical district, outlined in the
Development Program. This is based on population growth of over 25,000 in
the MSA, and the City’s expected average housing size of 2.5. This is a rough
projection of demand, since housing can be provided in many forms, ranging
from student housing, to single-family housing to a variety of senior housing.
These housing types are explored in greater depth in Chapter 4 – Development
Program.
As shown in Figure 16, College Station grew at a faster rate than Bryan over the
past decade and is expected to continue this trend. Therefore, it is reasonable to
assume that College Station will capture a greater share of the projected housing
demand for the College-Station-Bryan MSA than will the City of Bryan.
College Station Healthcare Environment
College Station and Bryan already serve as the focal point for healthcare services
within the market area. There are two large-scale, established general medical
Table 2. Population of College Station and 50-Mile Market Area by Age Group
Source: US Census, ESRI, Leland Consulting Group
0 20000 40000 60000 80000 100000
Bryan
College Station
Population Growth of College Station and Bryan
2000 2010
38% growth rate
16% growth rate
Figure 16. Growth Rate and Population of College Station and Bryan
2000-2010 - Source: Census Bureau, Leland Consulting Group
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41College Station Medical District Master Plan
hospitals, College Station Medical Center (The Med)
and St. Joseph Regional Health Center (Bryan).
The new Scott & White Hospital is currently under
construction at the intersection of SH 6 and Rock
Prairie Road in College Station. In addition, two
new healthcare-related institutions are expected to
grow rapidly in the College Station-Bryan area: Texas
A&M University’s Health Science Center (HSC) and
Research Park. Supplementing these major facilities
and institutions are an array of physician’s offices,
pharmacies and small local clinics that serve nearby
neighborhoods.
A medical district has already begun to take shape
in the vicinity of SH 6 and Rock Prairie Road. This
has long been the site of The Med (approximately
150 beds), which will be joined by the new Scott &
White Hospital (projected capacity of 143 beds upon
completion). The Med, with 217 active physicians,
was founded in 1931 as an acute care hospital
and moved from Bryan to College Station in 1997.
Through construction of additional floors on the
existing building, The Med could accommodate as
many as 250 total beds.
The two hospitals form the nucleus of a medical
cluster, or medical district, and are complemented by
a range of other “supporting uses” such as medical
office buildings, pharmacies and physician’s offices.
In their own way, the existing retail, housing and
parks are also supporting uses.
St. Joseph Regional Health Center’s main campus
in Bryan has 310 beds. Their outpatient facility in
College Station is located on 27 acres at William D.
Fitch Parkway and SH 6. The St. Joseph outpatient
facility is outside the study area, however, St. Joseph
is an important institution and part of the College
Station medical community. In 2010, approximately,
24,000 College Station residents chose St. Joseph
for their outpatient care while 2,951 residents used
St. Joseph for inpatient care. The Physicians Centre
Hospital is also located in Bryan, but has only 16
beds and is not considered a full service hospital.
The medical facilities that are currently on the
ground or under construction show that the private
market is already confident that a medical district
is feasible. Thus, the questions for the future really
revolve around not if the medical district will happen,
but how and at what scale. In other words, what
are the scales of medical and related non-medical
uses, the time frame for development, qualities of the
physical environment and how can new facilities be
introduced without creating excessive competition for
existing providers?
In planning for future medical facility expansions
and additions, the College Station medical
community and the City should carefully review the
area’s competitive position vis-à-vis other areas—
particularly larger metro areas such as Houston and
Austin. The City’s healthcare institutions can and
should be able to offer general hospital/medical
and acute care facilities that are every bit as good
as those in larger metro areas. However, in some
specialty care areas—for example, oncology,
cardiology and gastroenterology—local institutions
will have trouble competing directly and should offer
these services through strategic relationships with
larger, regional specialty healthcare providers. This
dynamic is explained in greater detail in Chapter 4
-Development Program.
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42 College Station Medical District Master Plan
4 - Development Program
A development program is a narrative description of how a property
or area should be developed. The program serves as a guide to the
physical planners (land planners, landscape architects, architects
and engineers) who are responsible for translating the narrative
program into a physical land use, transportation and utility plan.
The development program describes an overall identity for the
project including theme, image and attributes to be merchandised;
the overall objective is to capture target markets, maintain
economically viable conditions, and create a positive, long-term
identity for the project.
Product and amenity opportunities are based on the research
and analysis of markets for the project—all of which should be
simultaneously pursued for the purpose of accelerating project sales
and mitigating absorption risk.
Programming includes identifying and formulating alternative
concepts for the master plan, including:
• Development theme and character.
• Timing and phasing. This development program is intended for
an approximately 10- to 20-year period. However, some uses
will develop before others.
• Land uses by type, including a wide range of medical and non-
medical components.
• Land use mix.
• Number, type and land (acreage) needs of the various land
uses.
• Likely amounts of medical and commercial uses (measured in
square feet) and housing (measured in dwelling units).
• Recommended amenities.
Forecasting in the Fog: The Past and the “New Normal”
Making accurate long-term development projections has never
been easy. But it is arguably more difficult now than ever before,
given the dramatic changes to the nation’s economy and real estate
markets that have taken place over the past four years, and the
ripple effect this has had on consumer preferences and demand for
housing, retail space and other components of the built landscape.
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43College Station Medical District Master Plan
Figure 17. Medical District with Land Use Concentrations
Source: Leland Consulting Group, SRA, Townscape
Figure 18. Forecasting in the Fog
Source: Leland Consulting Group
Figure 18 illustrates the difficulty of “forecasting
in the fog:” pre-crash data shows a red-hot market
in which all real estate products—ranging from
single-family homes to commercial real estate—
were funded and leased quickly, while post-crash
data shows just the opposite. Neither can be relied
upon to accurately predict long-term trends, and
thus, determining the precise pace or timing of
redevelopment in College Station and most other
markets is very difficult.
The future market realities are almost certainly
somewhere between the 2007 peak and the current
trough. This principle is likely to be true with respect
to measurements such as annual housing starts,
commercial real estate absorption, rent and lease
rates and other metrics throughout the College Station
market area.
However, the downturn and eventual upturn—
expected in 2011, 2012 or potentially later—will be
“lumpy”. Traditional lending institutions are hesitant
to make loans to developers, and when they do, the
parameters of the loan are often prohibitive. Many
households have seen serious wealth depletion,
as much of the household worth depends on the
value of single-family homes, access to home equity
loans, retirement accounts and other funds related
to the value of financial markets. No one knows
when these forces will return to a state of normalcy
and exactly what the “new normal” will be. Some
markets—defined geographically or by real estate
product type—will fare much better than others.
For example, the apartment market is in most cases
seen as a more desirable area for investment at the
moment than single-family homes—which are in
most areas overbuilt.
Similarly, in retail, some stores will fare better than
others or even be more profitable than before. Sales
among fast casual restaurants are up. Movie theaters
are generally doing well as consumers redefine
leisure as dinner and a movie rather than a week long
vacation abroad.
In summary, College Station should take a long
view of real estate redevelopment, hope for the best
but also plan to be patient with the still-struggling
economy.
Successful Programs are Market-Driven
The master plan, which can expect successful
implementation, must address, to the extent possible,
the goals of the City. The additional and equally
rigorous layer of considerations that impact the
program consists of:
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44 College Station Medical District Master Plan
• Market willingness to seek out medical services,
housing, shopping or leisure activities, or
other products and experiences in the physical
environment to be developed.
• Market capacity to pay either through equity, debt
service, rents, home ownership or commercial
rents.
• Lending and loan underwriting policy and criteria.
• Achieving reasonable levels of profitability
commensurate with risk to attract private
development capital to the study area.
• Establishing an arrangement of land uses which
can be successfully introduced in the marketplace
with sufficient velocity (rate of sales) to generate
revenues adequate to cover or partially cover the
cost of infrastructure both on-site and off-site.
Hence, all development strategies must thoughtfully
consider the needs of the potential employers,
residents, and shoppers who will come to the district.
These considerations include price, size, quality levels,
image, quality of life and other factors.
Development Identity and Character
Preparing a development program for the medical
district begins with establishing a statement of the
recommended overall identity and character for
the project. This statement of the project should
be adopted by the medical district leadership and
organization. It is analogous to the mission statement
in a business plan. It is the guiding statement against
which later program details can be “tested” for
compliance in support of the overall theme. The
recommended program is for a medical district and
mixed-use community, as illustrated in the following
graphic.
Exceptional Medical Care
This is the key differentiating feature of the district
and the set of uses that will drive its success.
Exceptional medical care currently brings substantial
numbers of patients and employees to the district
every year, and will continue to do so in greater
numbers in the future. These visitors then make up
the market for the other uses and activities in the
medical district, including the “village center” retail,
office space, housing and parks. It is absolutely
critical to the long-term success of the district that
residents of the College Station market area believe in
the quality of care and receive the best care possible.
The land use components of medical care include
hospitals, specialty and subspecialty clinics (such as
children’s medicine, oncology, mental health, etc.),
medical office buildings, pharmacies and medical
suppliers, research and development, and education
and university related uses. Not all of these uses
must be on site at all times. For example, The Med
currently has relationships with certain specialty
doctors who are only in College Station on a part-
time basis, since the market is not big enough to
sustain those who focus on specific and relatively
rare procedures. Thus, some services can be offered
through outsourcing or even off-site relationships.
A Special Place and Destination
The Texas A&M campus is one example of a special
place: A place that people return to time and again
to enjoy experiences with friends and family, that
evokes memories, emotion and attachment. On the
Texas A&M campus, experiences include sporting
events, reunions, military services, etc. The medical
district will of course have a different look, feel,
and identity than the A&M campus, but it should
establish a sense of place and, in doing so, create
a means by which it can differentiate itself from its
competition. This will help it to attract patients,
doctors and residents because of a natural desire to
spend time in high-quality environments.
Research completed by Texas A&M and the Center
for Health Design shows that quality of place
matters. According to one in a series of articles
and presentations authored by professor Leonard L.
Berry of Texas A&M and his colleagues:
“The buildings in which customers receive services
are inherently part of the service experience…The
evidence indicates that the one-time incremental
costs of designing and building optimal facilities
can be quickly repaid through operational savings
and increased revenue and result in substantial,
measureable, and sustainable financial benefits.”
(“The Business Center Case for Better Buildings,”
Leonard L. Berry et. al., Healthcare Financial
Management, November 2004.)
A pathway on the A&M campus.
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45College Station Medical District Master Plan
Figure 19. Medical and Supporting Uses
Source: Leland Consulting Group
This analysis is consistent with real estate research
completed on the relationship between the quality of
the built environment and the price that customers
or residents will pay to be there. (Source: “The
Business Case for Better Buildings,” Leonard L. Berry
et. al., Healthcare Financial Management, November
2004. See Valuing the New Urbanism: The Impact
of the New Urbanism on Prices of Single-Family
Homes, Eppli, Mark J. et al, Urban Land Institute,
1999, and Back to the Future: The Need for Patient
Equity in Real Estate Development Finance, Brookings
Institution, 2007. The capital costs of high-quality
development are also usually higher, but as these
analyses show, this is offset by higher revenues
when implemented properly) “Place making” can
be achieved through a “village center” or active
central place for commerce and social functions,
design of signage, gateways and entrances, streets
and sidewalks, street lighting, common architectural
themes, consistent imagery, graphic design and other
features.
Holistic Wellness
The medical district has the opportunity to
incorporate aspects of health and healthcare that
extend beyond the walls of its hospitals and clinics—
through health and fitness clubs, walking and biking
paths, restaurants that emphasize healthy eating,
ball fields, yoga studios, plazas, open spaces and
many other features. An example is The Med’s
current partnership with Aerofit Health and Fitness
that will result in a new fitness center just south of
Rock Prairie Road. The American public is, today,
broadly interested in a definition of health and
well-being that is much broader than medicine
alone. By incorporating and integrating health
and wellness broadly into the medical district, and
by demonstrating this approach through the area’s
physical design, the City and its partners can enhance
the district’s brand, improve people’s connection
to the place, and increase revenues and economic
viability.
Great Neighborhoods: Housing Options for Seniors,
Medical Professionals and Families
Two key groups—senior citizens and medical
professionals—will have a distinct interest in
living close to the medical district. Seniors have a
demonstrated propensity for living in close proximity
to quality medical care, and people tend to seek
housing that is within easy access to their jobs. This
suggests strong demand within the medical district for
both senior housing—which includes a “continuum
of care” that ranges from independent living, to
assisted living, to skilled nursing facilities—and a
wide range of housing for medical professionals. The
types of housing sought by medical professionals will
also be very broad, and may range from large-lot,
single-family homes, to urban-style condominiums
within walking distance of the hospitals.
Making these housing options available will enhance
the value proposition of the medical district and its
potential for long-term success. The medical facilities
will benefit from a consistent base of patients, and
find it easier to attract the best doctors, nurses and
technicians if great neighborhoods are located
nearby. Finally, this population will also help the
village center retail component to thrive.
Medical and Supporting Uses
As shown in Figure 19, the medical district can be
generally divided into major use areas: an existing
and expanded medical core and a large area of
supporting uses. However, both areas—core and
periphery—will include a mix of medical and non-
medical uses. The types and locations of these uses
are summarized in Figure 19.
Land Available for Development
The study area for the master plan is several hundred
acres in size. This total area includes some areas that
will remain as-is for many decades, areas that are
vacant and are expected to develop and some smaller
areas that are already developed but are expected to
redevelop within this development program’s time
frame.
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Table 3. Gross and Net Developable Areas (based on intial study area)
Source: Leland Consulting Group
As Table 3 shows, there are approximately 534 net
developable acres within the intial study area that
can be reasonably expected to develop within the
next decade or beyond. Because of the inherent
uncertainty associated with large scale, long-term
development (see the “Forecasting in the Fog”
section) this area could build out in more or less time.
A number of considerations and inputs influence this
land development analysis:
East and West sides. A considerable amount of land
is currently vacant—most of it on the east side of SH
6. The east side of SH 6 is best suited for large-scale
development, especially for residential communities;
however, significant amounts of medical and
supporting commercial uses will be clustered along
Rock Prairie Road, particularly close to SH 6. The
west side of SH 6 will also accommodate a mix of
uses; however, these are more likely to be “infill”
opportunities. Because of their close proximity to
The Med and other established uses, there is a more
immediate opportunity to create an urban core or
village center for the medical district on the west side.
Right of Way. The amount of land needed for right-of-
way (ROW), open space and other public areas varies
considerably, particularly in contrasting “developable
pads” that are already surrounded by urban streets
(west side) versus large parcels that still require a
network of local streets to be built through them (east
side). Thus, on the east side, a greater percentage of
the total area must be deducted for ROW and public
space.
Expansion on The Med and Scott & White properties.
The Med and Scott & White hospitals have additional
capacity to expand their services on their existing
properties—particularly Scott & White, whose primary
property is approximately 99 acres. Some new
development (to be planned and completed by the
hospitals themselves) can take place here.
Constrained/Public Uses. Some properties
are considered undevelopable (parkland) or are
considered undevelopable pending further site-
specific analysis (landfills).
Redevelopment. Some properties—particularly those
that are not highly improved or that experience large
increases in visibility or traffic due to the expansion of
the medical district —are likely to redevelop.
Development Program
Table 4 shows the development program for the
medical district at full build out, including land uses
by area, density and development quantity. The time
frame for this build out is generally 10 to 20 years,
with the speed of absorption to be determined by a
number of factors including the national and local
economies, demographic patterns such as the in-
migration rate of seniors to College Station, timing of
regulatory approvals, lending environment and other
conditions.
Medical and Healthcare Uses
Hospitals
As shown in Table 5 and Figure 20 there is a
significant undersupply of hospital facilities (measured
in hospital beds and physicians) in the College Station
MSA in the longer term.
While this undersupply is only modest from the
perspectives of the short term of the College Station-
Bryan MSA alone, it becomes quite significant when
viewed from the perspective of the entire 50-mile
market area and over the long term. (For the purposes
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of this report, the short term is considered to be the
next five years, medium term from five to 10 years,
and long term from 10 to 20 years.) This is both
an important community issue for the area and a
significant market opportunity.
As of 2013, there will be approximately 636
operating hospital beds within College Station and
Bryan, including the Scott & White Hospital now
under construction and an expansion underway at
the Med. (Source: The number of hospital beds
projected is as follows: College Station Medical
Center, 167; Scott &White, 143; St. Jospeh, 310;
Physician Centre Hospital, 16.) Presently, the existing
hospital bed supply is operating at or near full
capacity even as some residents look elsewhere for
their medical needs, especially in specialty care. As
the population continues to grow and age, this supply
will become more obviously inadequate just as the
supply of quality senior housing is becoming more
obviously inadequate.
The need for future medical facilities can be assessed
in several ways and should take into account several
factors. The primary factors influencing a projection
of medical services include population size, industry
standard measures of services needed, age of the
population and presence of other medical demand-
drivers, and other market characteristics.
Two frequently used metrics for forecasting hospital
and medical facility demand are hospital beds and
physicians per 10,000 residents of a given area. The
current national average is 31 hospital beds and
27 physicians for each 10,000 residents. (Source:
Kaiser Family Foundation, www.globalhealthfacts.
org/data/topic/map.aspx?ind=78.) On average, the
Texas healthcare industry has built somewhat fewer
beds per 10,000 residents, but the standard varies
significantly between healthcare-intensive cities
and rural areas where healthcare services are less
accessible. The Houston and San Antonio regions
have approximately 45 beds per 10,000 residents
and are known nationally and internationally for the
reputation of their respective medical districts. Given
the evolving characteristics of the College Station
MSA and market area, an increase in medical services
and concomitant bed-count can be viewed as both
reasonable and responsible public policy.
Table 4.
Medical District
Development
Program
Source: Leland
Consulting
Group. Some
figures may not
sum correctly due
to rounding
(based on intial
study area)
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As explained in Chapter 3, age is a major factor
that has a very significant impact on the demand
for medical care and hospital facilities. Senior
citizens over the age of 65 require more than three
times the number of physicians as those in the 25
to 44 age group. The percentage of senior citizens
within the market area is anticipated to nearly
double from 62,000 today to 120,000 in 2030. As
the market area’s population ages in keeping with
national trends, and there is no rational basis for
supposing College Station can or will avoid these
trends, demand for hospitals and healthcare services
will grow significantly. College Station’s ratio of
hospital beds has clearly been low historically and
comparatively due to the large percentage of college-
age residents. And while this will, of course, continue
to be an important part of the region’s demographic
character, hospital demand should move back into
line with state and national averages in the coming
decades.
The projections in Table 5 and Figure 20 were
developed based on the factors outlined above: the
market area’s growing and aging population, and
industry standards for required hospital facilities.
The need for hospital facilities has been adjusted
to account for the ages of populations served. This
analysis shows a gap of almost 700 beds in 2015, and
more than 1,000 beds by 2030. While significant new
facilities will be needed throughout College Station
and Bryan, and in the medical district specifically,
much of the growth within the medical district should
be able to take place on property already controlled
by the Med and Scott & White.
Table 5. Senior Housing Demand in the Market Area and Medical District
Source: Department of Health and Human Services, US Census, Leland Consulting Group
Figure 20. Elderly Living in the Community, by Type of Care
Source: Long Term Care in America, National Commission for Long Term Care, 1999; Leland Consulting Group
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49College Station Medical District Master Plan
Medical Office Building
Medical office buildings (MOBs) typically include
routine and preventative care facilities such as
physician’s offices, dentists, opthamologists and
various other providers. MOBs have many of the
same locational requirements as typical office
buildings such as easy access for clients; proximity
to support services such as food, hotels, labs and
medical suppliers; ample parking; and access to
intra- and inter-regional transportation connections
such as freeways, high capacity transit and airports.
However, MOBs usually require a higher degree of
technology and services, such as advanced computer
systems, greater number of plumbing fixtures,and a
higher standard of air quality and purification than
typical office buildings.
Specialty Healthcare
Specialty healthcare includes specialists in
cardiology, oncology, OBGYN, mental health and
other fields that cannot be completely addressed
within a single general-care hospital. These specialty
services can be offered in multi-tenant or single-
tenant clinics, or on a contract basis within the
existing hospitals. In addition, medical hardware
suppliers and other support facilities are likely to
locate in the medical district in the future.
Research and Development
Research and Development (R&D) facilities can be
comparable to office buildings, flexible warehouses,
or industrial properties depending upon the type of
research being conducted. Often they need both
types of facilities: an office in which to develop and
market concepts and a lab or production room to
conduct experiments and fabricate prototypes. Like
MOBs they require a greater level of technology and
often have higher energy and water consumption.
They also require a greater level of security, as
products may be in a highly secretive phase of
development. R&D facilities benefit from proximity
to universities and large research hospitals for
prospective employees as ideas spin off from research
conducted at these institutions.
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50 College Station Medical District Master Plan
Retail / Village Center
A village center with a strong retail component could
thrive within the medical district. Retail provides
activity and amenities to the residents, employees and
visitors of the medical district. Retail is the “theater”
that will entertain visitors and create a sense of
place, making the medical district more desirable for
residents, visitors and employees of the area.
Requirements for Success:
• Visibility. Thousands of customers must pass and
see the site on a daily basis. Daily traffic volumes
of approximately 20,000 are desirable for most
national retailers. SH 6 running through the
medical district has daily traffic counts of 60,000
at the intersection of Rock Prairie Road.
• Accessibility. Must be very easy to get to; daily-
shopping or convenience retail should be on the
“way home” (right) side of the street.
• Central location vis-a-vis target markets. For
example, grocery anchored centers should
be within approximately one mile of 10,000
residents.
• Manageable competitive environment. Most
retailers will avoid an area if competitors are
already located there.
• Demographic match. Retailers choose sites
located near their “target market” customers.
• Anchor tenants. Retail developments are often
“anchored” by one tenant (for example, a high-
profile department store) who then attracts other
tenants.
• Sense of place, safety, cleanliness.
• Contiguity. Urban retail must be continuous, or
many shoppers will stop and turn back.
• Parking capacity.
Hotel
Experience from other medical corridors shows
that additional hotels and conference space will
be needed in this medical district to accommodate
visiting families, patients, and doctors.
Requirements for Success:
• Visitor amenities and attractions.
• Easy access to major thoroughfares.
• Co-location with other hotels.
• Visibility.
• Parking capacity.
Office
Office uses would be an excellent addition to the
medical district as they would provide daytime
activity to the area and are compatible with the other
uses being proposed for the area.
Requirements for Success:
• Easy access to and from clients.
• Accessibility to workforce and executive
residences; offices tend to be sited near the
center of metro regions or at major transportation
hubs.
• “Address status.”
• Proximity to suppliers and collaborator firms.
• Parking capacity.
• Proximity to support services: banking, food,
hotels and other services.
• Access to intra- and inter-regional transportation
connections such as freeways, high capacity
transit and airports.
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51College Station Medical District Master Plan
Independent Living
Multi-unit complex marketed to seniors. Rent
premium of approximately 10 percent (above other
equivalent multifamily units) for communal dining,
housekeeping and transportation services.
Source: www.asla.org_2010awards_564.html photo
by Susan Rudiek
Loopnet real estate brokerage service, Leland
Consulting Group
Assisted Living
Support services include laundry, food service,
arranged activities, limited medical oversight and
assistance to those with physical impediments such as
blindness or decreased mobility.
Source: www.lakewayjoseyranch.com
Loopnet real estate brokerage service, Leland
Consulting Group
Skilled Nursing
Facilities designed to provide 24-hour care and
intensive medical attention. Staff assists residents
with daily tasks such as bathing, dressing and other
needs.
Source: www.mirabellaassistedliving.com
Loopnet real estate brokerage service, Leland
Consulting Group
Supporting Uses: Senior Housing
Stakeholder interviews and research indicate strong
recognition of the need for more senior housing
and Long Term Care (LTC) facilities in College
Station. Given the significant increases in the
College Station over-65 age group over the next
20 years, and the likelihood of significant influx of
retirees, the consultant team has estimated the level
of senior housing demand. In the decade between
2010 and 2020, the number of residents of the
City of College Station who are over the age of 65
is expected to increase by approximately 5,000,
from 17,500 to 23,400. In the 50-mile market area,
this demographic group is expected to increase
by approximately 22,000, from 62,000 to 84,600.
See Table 2 in Chapter 3 – Healthcare Trends and
Regional Demographics for details.
The facilities listed below show the typical range
of senior housing, all of which are appropriate in
varying quantities for the medical district. In addition
to the categories shown below, continuing care
facilities offer the full range of these senior housing
types within a single large development. This allows
residents to “age in place” and move easily from
one housing type to another as their medical needs
or preferences change. Continuing care facilities
typically require a long-term contract from residents
with an initial down payment, whereas the stand-
alone facilities are often contracted on a monthly
basis. Senior housing differs from other housing types
in that it is not only a real estate investment, but also
involves a hospitality and health care component that
must be considered when operating the facility.
The following sections evaluate the amount of senior
housing likely to be in demand within the medical
district. Demand for senior housing will come from
two primary sources: latent demand and the net new
senior population moving to the area.
Latent Demand
Interviews with College Station residents and those
in the healthcare industry strongly indicate that while
there are thousands of senior residents of the city and
surrounding areas, there is very little senior housing
within the City itself. Many seniors reported having
to move out of the City in order to find a senior
community that met their expectations. Thus, there
is expected to be latent demand for senior housing in
the market. Up to 420 units of senior housing could
be quickly absorbed within the medical district if
facilities were provided for a mere five percent of
the over-65 population found in College Station-
Bryan MSA in 2010, as shown in Table 3. This is a
conservative estimate that does not take into account
any seniors currently living outside of the area who
would like to relocate, but have been unable to find
a suitable location. With an aggressive marketing
campaign the initial absorption could be even
higher.
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52 College Station Medical District Master Plan
Table 6: Senior Housing Demand in the Market Area and Medical District
Source: Department of Health and Human Services, US Census, Leland Consulting Group
Figure 21: Elderly Living in the Community, by Type of Care
Source: Long Term Care in America, National Commission for Long Term Care, 1999; Leland Consulting Group
Net New Senior Housing Growth
Besides the latent demand to meet the need of seniors
already living in the community, there will be a
continued need to supply senior housing facilities
to those who will be turning 65 over the coming
decade. The primary market area, or the 50-mile
radius, is projected to increase from 62,000 people
over age 65 in 2010 to a little over 84,000 by 2020.
This is an increase of 22,000 people who will need
varying levels of specialized care. As shown in Figure
21, nearly 47 percent of seniors live in some type
of independent living facility. If the medical district
were to capture 10 percent of these new households,
there would be a need for 680 independent living
units by 2020, as shown in Table 6. This can be
further broken down by number of units projected for
the medical district by other facility types. Given the
medical district’s unique position in the region, this
significant capture rate is reasonable.
While it is true that LTC facilities and assisted living
facilities may be located anywhere in the primary
market area, those facilities located closer to the
community hospitals are more attractive to the senior
population for obvious reasons. Planning for the
medical district should take into account adequate
land reservation for senior housing proximate to or
in the medical district. According to the National
Commission for Long Term Care, 28 percent of
seniors prefer to remain in their homes or to live with
family members rather than move to a senior housing
facility. Seniors with a preference for living in
unaffiliated private residences will most likely not be
captured in the medical district and are not included
in the senior housing demand projection.
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53College Station Medical District Master Plan
Town Houses or Row Houses
15 to 25 du/acre, 2 to 3 stories
Surface parking or parking within each unit
Source:Leland Consulting Group
Wood Frame Condos or Apartments
20 to 35 du/acre, 2 to 3 stories
Surface, garage or tuck under parking
Source:Leland Consulting Group
Mixed Use Mid-Rise
40 to 60 du/acre, 4 to 6 stories
Structured parking
Source:Leland Consulting Group
Single-Family Housing
5 to 10 du/acre, 1 to 2 stories
Surface parking
Source: Istockphoto.com
Cluster or Cottage Housing
10 to 25 du/acres, 1 to 2 stories
Surface parking
Source:Leland Consulting Group
Supporting Uses: Single-Family and Multifamily
Housing
As previously stated, the housing market in College
Station and other locales in the state has changed
significantly over the past several years. In contrast
to the middle of the last decade, the best selling
houses in College Station are smaller (1,500 to
1,800 square feet) and considerably less expensive
($150,000 to $300,000 maximum). Some houses
priced in the $400,000 range have been sitting on
the market for more than two years. The core of the
short-term housing market is seen as those seeking
affordable homes and downsizing retirees who have
moved out of large homes and are now looking
for comparatively smaller and lower-maintenance
homes, including “cluster” or “cottage” communities.
Both trends are well suited for the medical district.
Requirements for Success
• Critical mass: adjacent residential neighborhoods
and urban amenities (schools, parks, retail, and
services).
• Safety.
• Large share of one and two person households
within market area.
• Easy access to employment centers.
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December 13, 2012
Regular Agenda Item No. 3
College Station Medical District Tax Increment Reinvestment Zone #19
To: David Neeley, City Manager
From: Bob Cowell, AICP, CNU-A, Executive Director of Planning & Development Services
Agenda Caption: Public Hearing, presentation, possible action and discussion regarding an
Ordinance designating the Eastern portion of the College Station Medical District as
Reinvestment Zone Number 19, City of College Station, Texas, Enumerating the qualifying
criteria, adopting a preliminary development and financing plan, and establishing a Board of
Directors for such Zone, and other matters relating thereto.
Relationship to Strategic Goals: Core Services and Infrastructure, Financially Sustainable
City, Diverse Growing Economy, and Improving Mobility
Recommendation: Staff recommends approval.
Summary: In October of 2012, the City Council approved an amendment of the City’s
Comprehensive Plan to include the College Station Medical District Master Plan. To realize
the Vision and economic development opportunities realized in the Master Plan, significant
barriers to development must be overcome. These barriers include, but are not limited to
lack of basic infrastructure (potable water, fire flow, sanitary sewer, etc) to serve
development in the area and lack of transportation capacity (vehicular, pedestrian, etc) to
meet the mobility needs present in the area.
The approved Master Plan identified a series of financial and management tools necessary to
overcome these barriers and to maximize the development potential of the area. A key tool
identified in the Master Plan is the use of Tax Increment Reinvestment Zones (TIRZ). Staff
has proposed the establishment of two TIRZ in the District. This request addresses TIRZ B,
which encompasses the area east of the SH6/Rock Prairie Road Bridge and includes most of
the undeveloped properties within the District. Development projects in this area include
Rock Prairie Road (East), Barron Road, Lakeway Drive, potable water, fire flow water
supply, greenway trails, sanitary sewer service, and other public works.
It is projected that new development in this portion of the District will meet or exceed $283
Million over a twenty year period. This development activity would yield an increment of
approximately $30.8 Million in tax proceeds. These proceeds would be used to fund the
required improvement projects, either through reimbursement to private developers,
repayment of issued debt, “pay as you go” basis, or a combination of these and others.
Budget & Financial Summary: Refer to the Preliminary Project and Finance Plan
Reviewed and Approved by Legal: Yes
Attachments:
1. Ordinance
2. TIRZ Boundary Map and Legal Description
3. Preliminary Project and Financing Plan
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Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Tax Increment Reinvestment Zone
area B -1301.76 acres (net)
College Station, Texas
December 2012
All that certain tract or parcel of land lying and being situated in the Thomas Caruthers league
(abstract no. 9) and Robert Stevenson league (abstract no. 54) in College Station, Brazos County,
Texas, generally being the area between State Highway no. 6 and Rock Prairie Road East, from
Medical Avenue to William D. Fitch Parkway, save and except all of Lot 1, Rock Prairie Baptist
Church (vol. 7312, pg. 207) lying south of the south right-of-way of Rock Prairie Road East, and
the boundary being more particularly described as follows:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet
south of surveyed centerline) and the east boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast comer of Lot 1, Block 7 of said subdivision,
and from where City of College Station GPS control monument no. 9 bears S 82° 02' 35" E
7016.5 feet.
Thence N 2 ° 42' 34" W -120.04 feet along an extension of the said east boundary line of
Block 7, to a point in the north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (59.0 feet north of the
surveyed centerline) as follows:
S 86° 27' 34" E -1771.13 feet, S 85° 02' 05" E -1228.54 feet and S 84° 23' 02" E -10.29
feet to a right-of-way offset point in the common line of the Dale and Reba Conrad 26.25
acre tract (vol. 460, pg. 505) and the Flying Ace Ranch, Ltd. 26.245 acre tract (vol. 3767,
pg.237);
Thence S 24° 22' 52" W -1.58 feet along said common tract line to another offset point in the
north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (57.5 feet north of the
surveyed centerline) as follows:
S 84° 23' 02" E -606.93 feet, S 82° 02' 02" E -1453.40 feet, S 77° 01' 02" E -1052.59
feet, S 76° 28' 02" E -2876.58 feet, S 69° 53' 32" E -2812.30 feet to the beginning of a
tangent curve to the right with a radius of 1057.50 feet, along said curve through a central
angle of 11 ° 43' 34" to a point in the old northeast prescriptive right-of-way fenceline, and
S 69° 17' 50" E -269.35 feet along said fenceline to the southeast line of the Hartzell Elkins
35.37 acre tract (vol. 1920, pg. 323) and northwest line of William D. Fitch Parkway;
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Thence across Rock Prairie Road East as follows:
S 42° 32' 30" W -32.00 feet to the south comer of said Elkins tract, called to be in the
centerline of the road, S 19° 52' 04" W -36.01 feet to the east comer of the College Station
Independent School District 44.535 acre tract (voL 8413, pg. 291) at the old right-of-way
fence comer post, and S 41 ° 51' 48" W 170.08 feet along the southeast line of said
C.S.I.S.D. tract and northwest line of Fitch Parkway to its intersection with the south right
of-way chamfer of Rock Prairie Road East;
Thence along the south right-of-way lines of Rock Prairie Road East (57.5 feet south of the
surveyed centerline) as follows:
N 5° 38' 11" W -67.56 feet, N 53° 08' 10" W -112.88 feet to the beginning of a tangent
curve to the left with a radius of942.50 feet, along said curve through a central angle of
16° 45' 22" to the point of tangency, and N 69° 53' 32" W 551.37 feet to the common
line of said C.S.I.S.D. tract and the Brazos Valley Solid Waste Management Agency, Inc.
76.00 acre Tract II (vol. 9857, pg. 186);
Thence S 41 ° 51' 48" W -1842.68 feet along said common tract line to its southwest end in a
northeast line of the RV.S.W.M.A. 179.99 acre Tract I;
Thence S 48° 05' 47" E -941.57 feet, along the common line of said Tract I and the C.S.I.S.D.
tract to their common comer in the northwest right-of-way of William D. Fitch Parkway;
Thence S 41 ° 51' 48" W -1425.30 feet, along said northwest right-of-way line, to the south comer
of the said B.V.S.W.M.A. Tract I;
Thence S 41 ° 51' 48" W -1066.80 feet, continuing along said northwest right-of-way line of
William D. Fitch Parkway, to the east common comer of the City of College Station 140.29 acre
Tract One (vol. 3900, pg. 188) and Spring Meadows Phase I (vol. 5106, pg. 284);
Thence along the southern boundaries of multiple City of College Station tracts (vol. 3900, pgs.
188 & 223, vol 5056, pg. 43) as follows:
N 73° 00' 00" W -496.40 feet, S 51 ° 00' 00" W 175.05 feet, N 76° 00' 00" W -200.00
feet, S 41 ° 51' 44" W -51.88 feet, N 70° 46' 00" W -157.10 feet, S 41° 51' 44" W
262.67 feet, N 82° 55' 43" W -700.87 feet, S 41 ° 52' 26" W 650.00, N 48° 08' 02" W
412.47 feet, S 66° 47' 54" W 827.57 feet, N 47° 45' 25" W -129.90 feet, S 28° 59' 29" W
-2.01 feet, S 41 ° 48' 43" W 336.13 feet, S 48° 45' 08" E 440.00 feet and S 53 ° 00'00"
W -1304.90 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the northeast right-of-way lines of said highway as follows:
N 49° 25' 00" W -438.00 feet, N 55° 07' 38" W -201.00 feet, N 49° 25' 00" W -751.78
feet to the west comer of the City of College Station 36.9 acre tract (vol. 4329, pg. 134), and
N 49° 25' 00" W 1025.93 feet to the south comer of Barron Park Subdivision (vol. 939,
pg.209);
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Thence along the southeast, northeast and northwest lines of Lots 1 and 2 of said Barron Park
Subdivision as follows:
S 41 0 09' 46" E -1353.16 feet, N 49° 12' 46" W 88.68 feet to the south comer of the City
of College Station 100.64 acre tract (vol. 6927, pg. 226), N 54° 01' 24" W -291.11 feet, N
64° 21' 21" W 117.03 feet, N 54° 53' 54" W -24.95 feet, N 53° 19' 32" W -113.87 feet,
N 49° 26' 59" W -190.11 feet and S 41 ° 09' 38" W -1286.04 feet to the common comer of
said Lot 2 and Lot 3 in the northeast right-of-way line of State Highway no. 6;
Thence along the said northeast right-of-way lines of said highway as follows:
N 47° 46' 18" W 537.86 feet to the southwest common comer of Lot 3 of said Barron Park
Subdivision and that City of College Station 46.60 acre tract (vol. 3310, pg. 321), N 47° 46'
48" W -65.34 feet, N 55° 01' 37" W 201.00 feet, N 49° 25' 00" W -600.00 feet and
N 44° 08' 33" W -147.79 feet to the southwest common comer of said 46.60 acre tract and
the Barker Subdivision (vol. 5101, pg. 182);
Thence N 38° 51' 07" E -279.95 feet along the southeast line of said Barker Subdivision to its
east comer;
Thence N 47° 42' 16" W 1053.70 feet along the northeast line of said Barker Subdivision and
continuing along the northeast line of Cooper's Subdivision (vol. 4708, pg. 230) to its north
comer, also being the east comer of the Harley Subdivision (voL 3961, pg. 236) and the south
comer of that lliD Properties, LLC 2.77 acre Tract One (vol. 10144, pg. 203);
Thence along the south, east and north lines of said lliD Properties tract as follows:
N 42° 1 l' 04" E -175.00 feet, N 47° 42' 56" W -638.83 feet and S 72° 19' 02" W 202.14
feet to the northeast line of said Harley Subdivision and a southwest line of that M.D.
Wheeler, Ltd. 71.52 acre Tract Two (voL 3007, pg. 341);
Thence along the southwest lines of said Wheeler Tract Two and continuing along the southeast
lines of the Wheeler 10.01 acre Tract One as follows:
N 47° 42' 33" W 177.08 feet, N 46° 46' 09" W -304.24 feet, S 21° 21' 46" W 145.09
feet and S 41 °43' 32" W -194.25 feet, returning to the northeast right-of-way line of State
Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
N 42 0 21' 25" W -105.18 feet, N 36° 45' 17" W -383.87 feet, N 27° 43' 31" W -192.30
feet and N 34° 21' 26" W -55.00 feet to the southeast line of Block 4 ofthe said Scott &
White Healthcare Subdivision;
Thence along the east boundary lines of said Scott & White subdivision as follows:
N 41° 15' 39" E -1224.44 feet, N 47° 31' 11" W -128.13 feet, N 50° 49' 32" E -930.60
feet and N 2° 42' 34" W -1023.83 feet to the Point of Beginning and containing 1308.51
acres of land more or less.
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SAVE and EXCEPT the following tract:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (57.5 feet
south of the surveyed centerline) and the west line of Lot 1 of Rock Prairie Baptist Church (vol.
7312, pg. 207), from where City of College Station GPS control monument no. 9 bears S 78° 01'
24" E -3240.0 feet.
Thence S 82° 02' 02" E -414.05 feet along said south right-of-way line, parallel and 7.50 feet
south of the north line of said Lot 1, to its intersection with the east line of said Lot 1;
Thence S 20° 22' 54" E 600.82 feet along the east line of Lot 1 to its southeast comer;
Thence N 82° 02' 02" W -699.33 feet along the south line of Lot 1 to its southwest comer;
Thence N 7° 57' 58" E -528.77 feet along the west line of Lot 1 to the Point of Beginning and
containing 6.76 acres ofland more or less.
Leaving a net acreage for this described tract of 1301.76 acres more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public records.
No monuments were set for this survey and found monuments are not
cited.
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to conveyor
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
See survey plat prepared with this description, dated December 2012.
TIRZB Page 4 of4
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City of College Station
TAX INCREMENT REINVESTMENT ZONE NUMBER 19
Preliminary Project Plan and Preliminary Financing Plan
December 13, 2012
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Table of Contents
Executive Summary 3
Overview
Tax Increment Financing 5
Tax Increment Reinvestment Zone Number 19 6
Priority Projects and Costs 7
Benefits to Taxing Jurisdictions 9
Statutory Requirements for the final Project Plan and Financing Plan 10
Existing Conditions and Proposed Improvements 12
Project Plan
Proposed Changes of Municipal Ordinances 18
List of Nonproject Costs 19
Method of Relocating Persons to be Displaced 20
List of Project Costs 21
Financing Plan
Statement of Public Works/Public Improvements 22
Economic Feasibility Study 23
Estimated Amount of Bonded Indebtedness 24
Time When Costs or Obligations are Incurred 25
Financing Methods and Expected Sources of Revenue 26
Current Total Appraised Value of Property in the Zone 28
Estimated Captured Value of Zone in Each Year of Existence 29
Duration of Zone 30
Estimated TIRZ Number 19 Project Costs 32
Appendix
Estimated TIRZ Number 19 Revenue 33
TIRZ Number 19 Legal Description 34
Medical District Master Plan – Chapters 3 & 4 39
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Executive Summary
In 2011 the City of College Station partnered with the College Station Medical Center (The Med)
and other stakeholders in the creation of a Medical District to serve as a focused healthcare and
wellness district within the City. The Medical District focuses on the general area around State
Highway 6 and Rock Prairie Road, and includes The Med and the future Scott & White Hospital,
both along Rock Prairie Road.
The City’s consulting team, led by Schrickel, Rollins and Associates, Inc. worked with a City
Council appointed Advisory Committee consisting of various stakeholders from throughout the
community. The Advisory Committee, consultant team, and staff completed their work on the
draft plan for the Medical District in late 2011 and the results were presented to a joint meeting
of the City Council and the Advisory Committee. Staff then continued to work to refine the land
use and transportation components of the Master Plan, including expanding the Medical
District to include properties further to the south.
Adopted October 11, 2012, the Medical District Master Plan was an amendment to the City’s
Comprehensive Plan, altering the Future Land Use and Character map, the City’s Thoroughfare
Plan, and Thoroughfare Context map. In response to changed thoroughfare alignments, the
City’s Water Master Plan, Proposed Pedestrian Facilities, and Proposed Bicycle Facilities maps
will also need to be amended in conjunction with the new thoroughfares. Additional trails have
been added to the Proposed Pedestrian Facilities map in the Bicycle, Pedestrian, and
Greenways Master Plan to create the walkable community envisioned by the Medical District
Master Plan.
An Implementation Report was written by City staff to accompany the Master Plan. The Report
provides details regarding potential development regulations and standards, management
structure, funding mechanisms, and capital expenditures needed for the success of the Medical
District. The Report recommended the pursuance of the creation of Municipal Management
Districts and Tax Increment Reinvestment Zones (TIRZ) as the two most appropriate tools to
facilitate the implementation of the Medical District.
Prior to the creation of any TIRZ, the City must develop a Preliminary Financing Plan. A
Preliminary Project Plan and the Preliminary Financing Plan identify the proposed projects, and
demonstrate the financing method and expected increment for the Zone.
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This document serves as the Preliminary Project Plan and Preliminary Financing Plan for the Tax
Increment Reinvestment Zone Number 19, City of College Station, as required by Chapter 311
of the Texas Tax Code.
In addition to implementing the Medical District, the purpose of the Zone, in conjunction with a
Municipal Management District, is to provide an opportunity to further diversify the economic
base and enhance the overall quality of life for all College Station residents. The Zone is to
finance public improvements related to construction of roadways, drainage, water, sanitary
sewer, storm sewer, internet broadband, trails, greenways and open spaces to support
development of medical uses, commercial activity, single family residential units, and multi-
family units in the City of College Station Medical District.
The owners of real property in the Zone will advance funds for certain project costs and will be
reimbursed from tax increment revenues of the Zone as provided in a separate reimbursement
agreement and other documentation between the developer and the TIRZ. The City will fund
other projects and a portion of those costs will be reimbursed through the Zone.
In accordance with Section 311.010(h), Texas Tax Code, the Zone’s board of directors will
develop and submit for City Council approval programs for the public purpose of developing or
expanding transportation services, water and wastewater services, and greenway trails, parks
and open space infrastructure, to encourage medical activity, other business and commercial
activity and residential development in the Zone.
In addition, a Municipal Management District is proposed to be created through the Texas
Legislature with boundaries generally contiguous to the Zone proposed in this Plan. A
Municipal Management District is a special district created for the purpose of promoting,
developing, encouraging, and maintaining employment, commerce, economic development,
and general public welfare within a defined area. Its overall purpose is to supplement city
services within the district.
The management district will be funded by an assessment and ad valorem tax on property
within its boundaries to provide public projects and services such as landscaping, lighting,
signage, streets and walkways, drainages, solid waste, water, wastewater, internet broadband,
parks, parking facilities, transit systems, works of art, economic development and others.
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Tax Increment Financing
The Texas Constitution and multiple State statutes identify the role of economic development
by both the State and its municipalities as a public purpose. While recognizing there is no single
strategy, policy, or program for economic development, the Texas Legislature has created a
vast array of tools that local governments have at their disposal. The objective of these tools is
to not only encourage development and diversification of the Texas economy, but to
simultaneously enhance the participating community’s overall quality of life. Such available
tools were carefully evaluated in order to determine how best to implement the College Station
Medical District from both an administrative and financial perspective. Participation in tax
increment financing through the creation of a Tax Increment Reinvestment Zone is one such
tool.
According to the Texas Comptroller’s Biennial Report of Tax Increment Financing Zone Registry,
as of December 2010, there were 172 reported tax increment reinvestment zones in Texas. Tax
increment financing is used to provide large capital projects, infrastructure improvements, or
other hard-costs within a created zone. These costs are funded by the increase, or tax
increment, of future ad valorem tax revenue within the zone for a participating jurisdiction (e.g.
City of College Station, Brazos County). A jurisdiction may dedicate all, a portion, or none of the
tax increment to the fund.
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Tax Increment Reinvestment Zone Number 19
The College Station Medical District Tax Increment Reinvestment Zone Number 19 is located
generally east of the future Scott & White Hospital on Rock Prairie Road. The Zone
encompasses property owned by various public, semi-public, and private landholders including
the City of College Station’s planned Spring Creek Corporate Campus.
The legal description of the Zone can be found in the Appendix.
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Priority Projects and Costs
The Zone includes areas that are largely underdeveloped. Though there are currently funded
capital projects to serve this area, the majority of the needed infrastructure projects are
unfunded.
All identified costs are for infrastructure to serve the Zone, and are primarily within the Medical
District and Zone boundaries. The largest exception is sewer, which requires, and the costs
include, notable offsite improvements beginning at the Lick Creek Wastewater Treatment Plant.
It should be noted that expanded sewer service is critical for development of the Zone and
much of the Medical District east of State Highway 6.
The infrastructure identified and estimated in this document is the primary or main
infrastructure to serve the area. Additional future infrastructure will be required by and with
the specific developments. This primary infrastructure has been previously planned and sized
through general master planning efforts such as the Thoroughfare Plan, Wastewater Master
Plan, etc. The City will likely play a larger role in participating or funding the initial primary
infrastructure, where private developers will likely be responsible for all additional
infrastructures. This additional infrastructure is not depicted or quantified in any form in this
Preliminary Project Plan and Preliminary Financing Plan, though development will require many
further minor extensions. For example, several roadways will be required in addition to the
primary thoroughfares, not only to serve new lots, but to break block length, provide
connectivity, secondary emergency access, etc.
The provided estimates were intended to be conservative or inflated, to account for design
costs, future construction costs, unforeseen considerations, some enhancements, and
contingencies. In the future, with more detailed information, the estimates should be updated
for more accurate planning.
Additionally, the Carters Creek Wastewater Treatment Plant expansion has not been included
in these estimates as it was not deemed necessary for the specific development of the District;
though again, each would be appropriate for future planning consideration.
Over the course of the Medical District master planning process, a series of priority projects
were identified as projects that must be completed to facilitate development within the Zone.
These projects can be further delineated as Priority One Projects and Priority Two Projects.
Priority One Projects are those that must be complete to accommodate any development at all.
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Priority Two Projects are those that are needed to provide a wider range of development
options.
Thoroughfares
PRIORITY ONE PROJECTS
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Bird Pond Rock Prairie Lakeway 4 Ln Min Art 72 2,800 $3,290,000
Barron Lakeway Rock Prairie 4 Ln Min Art 72 5,400 $6,345,000
Lakeway Medical Barron 4 Ln Maj Coll 54 3,000 $3,030,000
Wastewater
Description From To Diameter (in) Length (ft) Cost ($)
Lick Creek – Trunk Ph II S of Pebble Crk Sub WD Fitch 36 6,700 $3,350,000
Spring Creek – Baseline C WD Fitch Baseline A / C fork 36 6,000 $2,640,000
Spring Creek – Baseline A Baseline A / C fork Lift Station #2 (SH6) 24 7,500 $3,300,000
Water Mains
Along From To Diameter (in) Length (ft) Cost ($)
Bird Pond Rock Prairie SH 6 12 4,800 $360,000
Barron Lakeway Rock Prairie 12 5,400 $405,000
Lakeway Medical Barron 12 3,000 $225,000
Barron SH 6 Lakeway 12 2,000 $150,000
PRIORITY ONE PROJECTS TOTAL = $23,095,000
Thoroughfares
PRIORITY TWO PROJECTS
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Rock Prairie E SH 6 Bird Pond 4 Ln Maj Art 78 5,200 $3,302,000
Unnamed Rock Prairie Lakeway 2 Ln Min Coll 38 2,300 $3,367,000
Greenway Trails
Along From To Width (ft) Length (ft) Cost ($)
LCT 11 Rock Prairie Lick Ck (B) 10 4,400 $760,000
PRIORITY TWO PROJECTS TOTAL = $7,429,000
PROJECTS TOTAL = $30,524,000
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Benefits to Taxing Jurisdictions
It should be noted that the majority of the planned infrastructure is required for the
development of this area even if the Zone is not formed. However, this effort, in short, plans to
focus and broaden medical and urban uses, enhance and accelerate the delivery of primary
infrastructure, and establish financial mechanisms to make this possible and attractive, to
ultimately bring an increased tax base of medical uses and activity, as well as urban densities,
which likely would not occur otherwise.
It is anticipated that the proposed improvements in this plan will provide the basis for nearly
$283 million in combined commercial and residential capital development within the City of
College Station, Brazos County, and the College Station Independent School District.
Residential (SFR) $25 Million
Years 1-5
Non-Residential $1.5 Million
Residential (SFR) $25 Million
Years 6-10
Multi-Family and Non-Residential $70.5 Million
Multi-Family and Non-Residential $161 Million
Years 11-20
Estimated Total $283 Million
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Statutory Requirements for the final Project Plan and Financing Plan
Texas Tax Code
Subtitle B – Special Property Tax Provisions
Chapter 311 – Tax Increment Financing Act
Section 311.011 – Project and Financing Plans
(a) The board of directors of a reinvestment zone shall prepare and adopt a project plan and a
reinvestment zone financing plan for the zone and submit the plans to the governing body of
the municipality or county that designated the zone.
(b) The project plan must include:
(1) a description and map showing existing uses and conditions of real property in the
zone and proposed uses of that property;
(2) proposed changes of zoning ordinances, the master plan of the municipality, building
codes, other municipal ordinances, and subdivision rules and regulations, if any, of the
county, if applicable;
(3) a list of estimated nonproject costs; and
(4) a statement of a method of relocating persons to be displaced, if any, as a result of
implementing the plan.
(c) The reinvestment zone financing plan must include:
(1) a detailed list describing the estimated project costs of the zone, including
administrative expenses;
(2) a statement listing the proposed kind, number, and location of all public works or
public improvements to be financed by the zone;
(3) a finding that the plan is economically feasible and an economic feasibility study;
(4) the estimated amount of bonded indebtedness to be incurred;
(5) the estimated time when related costs or monetary obligations are to be incurred;
(6) a description of the methods of financing all estimated project costs and the
expected sources of revenue to finance or pay project costs, including the percentage of
tax increment to be derived from the property taxes of each taxing unit anticipated to
contribute tax increment to the zone that levies taxes on real property in the zone;
(7) the current total appraised value of taxable real property in the zone;
(8) the estimated captured appraised value of the zone during each year of its existence;
and
(9) the duration of the zone.
(d) The governing body of the municipality or county that designated the zone must approve a
project plan or reinvestment zone financing plan after its adoption by the board. The approval
must be by ordinance, in the case of a municipality, or by order, in the case of a county, that
finds that the plan is feasible.
(e) The board of directors of the zone at any time may adopt an amendment to the project plan
consistent with the requirements and limitations of this chapter. The amendment takes effect
on approval by the governing body of the municipality or county that created the zone. That
approval must be by ordinance, in the case of a municipality, or by order, in the case of a
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county. If an amendment reduces or increases the geographic area of the zone, increases the
amount of bonded indebtedness to be incurred, increases or decreases the percentage of a tax
increment to be contributed by a taxing unit, increases the total estimated project costs, or
designates additional property in the zone to be acquired by the municipality or county, the
approval must be by ordinance or order, as applicable, adopted after a public hearing that
satisfies the procedural requirements of Sections 311.003(c) and (d).
(f) In a zone designated under Section 311.005(a)(4) that is located in a county with a
population of 3.3 million or more, the project plan must provide that at least one-third of the
tax increment of the zone be used to provide affordable housing during the term of the zone.
(g) A school district that participates in a zone is not required to increase the percentage or
amount of the tax increment to be contributed by the school district because of an amendment
to the project plan or reinvestment zone financing plan for the zone unless the governing body
of the school district by official action approves the amendment.
(h) Unless specifically provided otherwise in the plan, all amounts contained in the project plan
or reinvestment zone financing plan, including amounts of expenditures relating to project costs
and amounts relating to participation by taxing units, are considered estimates and do not act as
a limitation on the described items, but the amounts contained in the project plan or
reinvestment zone financing plan may not vary materially from the estimates. This subsection
may not be construed to increase the amount of any reduction under Section 403.302(d)(4),
Government Code, in the total taxable value of the property in a school district that participates
in the zone as computed under Section 403.302(d) of that code.
Added by Acts 1987, 70th Leg., ch. 191, Sec. 1, eff. Sept. 1, 1987. Amended by Acts 1989, 71st Leg., ch.
1137, Sec. 24, eff. Sept. 1, 1989; Acts 1999, 76th Leg., ch. 983, Sec. 4, eff. June 18, 1999; Acts 2001,
77th Leg., ch. 669, Sec. 120, eff. Sept. 1, 2001.Amended by: Acts 2005, 79th Leg., Ch. 1094, Sec. 43, eff.
September 1, 2005.Acts 2007, 80th Leg., R.S., Ch. 921, Sec. 14.010, eff. September 1, 2007.Acts 2011,
82nd Leg., R.S., Ch. 1032, Sec. 11, eff. June 17, 2011.
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Existing Conditions and Proposed Improvements
“A description and map showing existing uses and conditions of real property in the zone and
proposed uses of that property”
The following maps represent the existing land use, comprehensive land use plan, and
proposed improvements to the Zone.
Existing Land Use
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Comprehensive Land Use Plan
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Thoroughfares
PRIORITY ONE PROJECTS
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Bird Pond Rock Prairie Lakeway 4 Ln Min Art 72 2,800 $3,290,000
Barron Lakeway Rock Prairie 4 Ln Min Art 72 5,400 $6,345,000
Lakeway Medical Barron 4 Ln Maj Coll 54 3,000 $3,030,000
Thoroughfares
PRIORITY TWO PROJECTS
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Rock Prairie E SH 6 Bird Pond 4 Ln Maj Art 78 5,200 $3,302,000
Unnamed Rock Prairie Lakeway 2 Ln Min Coll 38 2,300 $3,367,000
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Wastewater
PRIORITY ONE PROJECTS
Description From To Diameter (in) Length (ft) Cost ($)
Lick Creek – Trunk Ph II S of Pebble Crk Sub WD Fitch 36 6,700 $3,350,000
Spring Creek – Baseline C WD Fitch Baseline A / C fork 36 6,000 $2,640,000
Spring Creek – Baseline A Baseline A / C fork Lift Station #2 (SH6) 24 7,500 $3,300,000
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Water
PRIORITY ONE PROJECTS
Along From To Diameter (in) Length (ft) Cost ($)
Bird Pond Rock Prairie SH 6 12 4,800 $360,000
Barron Lakeway Rock Prairie 12 5,400 $405,000
Lakeway Medical Barron 12 3,000 $225,000
Barron SH 6 Lakeway 12 2,000 $150,000
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Greenway Trails
PRIORITY TWO PROJECTS
Along From To Width (ft) Length (ft) Cost ($)
LCT 11 Rock Prairie Lick Ck (B) 10 4,400 $760,000
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Proposed Changes of Municipal Ordinances
“Proposed changes of zoning ordinances, the master plan of the municipality, building codes,
other municipal ordinances, and subdivision rules and regulations, if any, of the county, if
applicable”
Adopted October 11, 2012, the Medical District Master Plan was an amendment to the City’s
Comprehensive Plan, altering the Future Land Use and Character map, the City’s Thoroughfare
Plan, and Thoroughfare Context map. In response to changed thoroughfare alignments, the
City’s Water Master Plan, Proposed Pedestrian Facilities, and Proposed Bicycle Facilities maps
will also need to be amended in conjunction with the new thoroughfares. Additional trails have
been added to the Proposed Pedestrian Facilities map in the Bicycle, Pedestrian, and
Greenways Master Plan to create the walkable community envisioned by the Medical District
Master Plan.
All infrastructure is proposed to follow the Bryan / College Station Unified Design Standards,
except as otherwise noted in the Medical District Master Plan. The City of College Station has
also adopted the following International Building Codes to regulate construction:
• International Building Code (2012 Edition) with Adopted Amendments
• International Residential Code (2012 Edition) with Adopted Amendments
• International Plumbing Code (2012 Edition) with Adopted Amendments
• International Mechanical Code (2012 Edition) with Adopted Amendments
• International Fuel Gas Code (2012 Edition) with Adopted Amendments
• International Energy Conservation Code (2012 Edition) with Adopted Amendments
• International Property Maintenance Code (2012 Edition) with Adopted Amendments
• International Fire Code (2012 Edition) with Adopted Amendments
• International Life Safety Code (2012 Edition)
• National Electrical Code (2011 Edition) with Adopted Amendments
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List of Nonproject Costs
“A list of estimated nonproject costs”
Significant to the success of the Medical District, the following items were not included or
estimated within this Preliminary Project Plan: way-finding, district branding, hardscape
enhancements, transit, bus stops, and other nonproject costs. Such costs may be funded from
developers, the City, a Municipal Management District, and/or other sources.
Though the majority of the needed infrastructure projects are unfunded, there is also certain
funded capital projects considered to be nonproject costs. These funded projects generally
mean either the project was included and approved with a bond election (i.e. Thoroughfares
and Trails), included within Water Services 5-Year Budget (i.e. Water and Wastewater Mains),
funded by the State, or funded privately, etc. Funded does not necessarily mean that
construction costs are currently appropriated.
Thoroughfares
Description From To Class Pvmt (ft) Length (ft) Cost ($)
Lakeway Barron Spring Creek 4 Ln Maj Coll 54 5,300 $9,868,000
Barron SH 6 Lakeway 4 Ln Min Art 72 2,000 $5,418,000
Rock Prairie E Bird Pond WD Fitch 2 Ln Min Coll 30 10,600 $2,055,000
Wastewater
Description From To Diameter (in) Length (ft) Cost ($)
Lick Creek – Trunk Ph I Lick Creek Plant South of Pebble Crk Sub 36 5,400 $2,800,000
Greenway Trails
Along From To Width (ft) Length (ft) Cost ($)
Lick Creek (east) SH 6 & Barron WD Fitch 10 10,000 $2,000,000
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Method of Relocating Persons to be Displaced
“A statement of a method of relocating persons to be displaced, if any, as a result of
implementing the plan”
There is no intended displacement of residents.
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List of Project Costs
“A detailed list describing the estimated project costs of the zone, including administrative
expenses”
The following table itemizes the project costs for the Zone for which reimbursement is
available. The developer will advance funds necessary for the construction of certain public
improvements and will be reimbursed as provided in separate agreements between the
developer and the TIRZ. Total project costs are estimated in today’s dollars to be $30,824,000.
Project costs include roadway improvements, water improvements, wastewater improvements,
and greenway trails. Also included in these estimates are design costs, sidewalks, floodplain
mitigation, bridges, electric lines, streetlights, signals, pavers, enhanced vegetation etc. Of this
amount administrative and implementation expenses are estimated to be $300,000 over the 20
year life of the TIRZ. Pursuant to Chapter 311, Texas Tax Code, line items may be adjusted with
approval of the TIRZ board of directors. These cost estimates will be revised as more detailed
design occurs on the individual projects.
Estimated TIRZ Number 19 Project Costs
Estimated Infrastructure Costs - Priority One Projects
Lakeway - From Medical to Barron 3,030,000$
Barron - From Lakeway to Rock Prairie 6,345,000$
Bird Pond - From Rock Prairie to Lakeway 3,290,000$
Streets Subtotal 12,665,000$
Lick Creek Trunk Line Ph II 3,350,000$
Spring Creek - Baseline C 2,640,000$
Spring Creek - Baseline A 3,300,000$
Wastewater Subtotal 9,290,000$
Bird Pond Road – From Rock Prairie to SH6 360,000$
Barron Road – From Lakeway to Rock Prairie 405,000$
Lakeway – From Medical to Barron 225,000$
Barron Road – From SH 6 to Lakeway 150,000$
Water Subtotal 1,140,000$
Estimated Infrastructure Costs - Priority One Projects 23,095,000$
Estimated Infrastructure Costs - Priority Two Projects
Rock Prairie Road East - From SH 6 to Bird Pond 3,302,000$
Unnamed - From Rock Prairie to Lakeway 3,367,000$
Lick Creek Trail Greenway 760,000$
Subtotal 7,429,000$
Estimated Infrastructure Costs - Priority Two Projects 7,429,000$
Total Estimated Infrastructure Costs 30,524,000$
Other Costs
Developer Reimbursement Interest -$
Organizational Costs, Zone Creation and Administration 250,000$
Permitting and Related Fees 50,000$
Subtotal 300,000$
Total Estimated Costs 30,824,000$
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Statement of Public Works/Public Improvements
“A statement listing the proposed kind, number, and location of all public works or public
improvements to be financed by the zone”
The public infrastructure improvements that the TIRZ is designed to facilitate will be located
throughout the Zone. These improvements will provide public infrastructure for the Medical
District to include commercial and residential development. This infrastructure includes street
extensions and widening, wastewater line extensions, water main extensions, and greenway
trail projects. Maps on pages 14 – 17 illustrate the location of the improvements within the
Zone.
The following is a list of improvements to be made in the Zone using funds generated in the
Zone.
Street Extension/Widening Infrastructure
Lakeway Extension – From Medical to Barron
Priority One
Barron Extension – From Lakeway to Rock Prairie
Bird Pond Extension – From Rock Prairie to Lakeway
Rock Prairie Road East Widening – From SH 6 to Bird Pond
Priority Two
Unnamed Extension – From Rock Prairie to Lakeway
Wastewater Service Infrastructure
Lick Creek Trunk Line Phase II
Priority One
Spring Creek – Baseline C
Spring Creek – Baseline A
Water Service Infrastructure
Bird Pond Road – From Rock Prairie to SH6
Priority One
Barron Road – From Lakeway to Rock Prairie
Lakeway – From Medical to Barron
Barron Road – From SH 6 to Lakeway
Greenway Trails, Parks and Open Space Infrastructure
Lick Creek Trail Greenway – From Rock Prairie to Lick Creek
Priority Two
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Economic Feasibility Study
“A finding that the plan is economically feasible and an economic feasibility study”
Included in the Medical District Master Plan and as part of its corresponding work efforts, the
City’s consultant team conducted market research and a market analysis to determine the
economic feasibility of 1,700 acres that encompasses the Zone and adopted Medical District.
The analysis included, but was not limited to, medical/healthcare uses, retail/village center,
senior housing, and single-family/multi-family housing. The market research, market analysis,
and resulting development program can be found in the Appendix.
Prior to the adoption of the Final Financing Plan an Economic Feasibility Study will be
completed on the estimated impact of the $283,000,000 in new development that is projected
over the life of the Zone.
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Estimated Amount of Bonded Indebtedness
“The estimated amount of bonded indebtedness to be incurred”
Bonds may be issued by the City of College Station and the MMD pursuant to an interlocal
agreement with the Zone which pledges incremental revenue for debt service. Bond sizing will
be based on the maximum amount Zone revenues could reasonably sustain according to the
City’s financial advisor and market conditions at the time of issuance.
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Time When Costs or Obligations are Incurred
“The estimated time when related costs or monetary obligations are to be incurred”
The time when related costs or monetary obligations are to be incurred is a function of the
availability of TIRZ revenues. Details of the time when related costs or monetary obligations
may be incurred are shown on the following table. This summary shows the time when TIRZ
revenues are expected to be available to pay project costs.
Estimated TIRZ Number 19 Revenue
100%83.94%Annual
New New Non Res &Total New Captured COCS BC Total TIF
Residential Multi Family Development Appraised Value Tax Revenue Tax Revenue Revenue
Year 1 $0 $0 $0 -$ -$ -$ -$
Year 2 $3,000,000 $0 $3,000,000 3,000,000$ 12,921$ -$ 12,921$
Year 3 $5,000,000 $500,000 $5,500,000 8,500,000$ 36,608$ -$ 36,608$
Year 4 $8,000,000 $500,000 $8,500,000 17,000,000$ 73,217$ -$ 73,217$
Year 5 $9,000,000 $500,000 $9,500,000 26,500,000$ 114,132$ -$ 114,132$
Year 6 $5,000,000 $5,000,000 $10,000,000 36,500,000$ 157,201$ 148,595$ 305,796$
Year 7 $5,000,000 $10,000,000 $15,000,000 51,500,000$ 221,804$ 209,661$ 431,465$
Year 8 $5,000,000 $18,000,000 $23,000,000 74,500,000$ 320,862$ 303,296$ 624,158$
Year 9 $5,000,000 $18,000,000 $23,000,000 97,500,000$ 419,920$ 396,931$ 816,851$
Year 10 $5,000,000 $19,500,000 $24,500,000 122,000,000$ 525,438$ 496,673$ 1,022,111$
Year 11 $0 $10,000,000 $10,000,000 132,000,000$ 568,507$ 537,384$ 1,105,891$
Year 12 $0 $15,000,000 $15,000,000 147,000,000$ 633,110$ 598,450$ 1,231,560$
Year 13 $0 $15,000,000 $15,000,000 162,000,000$ 697,713$ 527,613$ 1,225,326$
Year 14 $0 $20,000,000 $20,000,000 182,000,000$ 783,850$ 592,751$ 1,376,601$
Year 15 $0 $20,000,000 $20,000,000 202,000,000$ 869,988$ 493,416$ 1,363,404$
Year 16 $0 $10,000,000 $10,000,000 212,000,000$ 913,056$ 517,843$ 1,430,899$
Year 17 $0 $15,000,000 $15,000,000 227,000,000$ 977,659$ 369,655$ 1,347,314$
Year 18 $0 $15,000,000 $15,000,000 242,000,000$ 1,042,263$ 394,082$ 1,436,344$
Year 19 $0 $20,000,000 $20,000,000 262,000,000$ 1,128,400$ 213,325$ 1,341,725$
Year 20 $0 $21,000,000 $21,000,000 283,000,000$ 1,218,844$ 230,424$ 1,449,268$
$50,000,000 $233,000,000 $283,000,000 10,715,493$ 6,030,099$ 16,745,591$
Brazos County 20 Years O&M Rate
Years 1-5 0%
Years 6-12 100%
Years 13-14 80%
Years 15-16 60%
Years 17-18 40%
Years 19-20 20%
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Financing Methods and Expected Sources of Revenue
“A description of the methods of financing all estimated project costs and the expected
sources of revenue to finance or pay project costs, including the percentage of tax increment
to be derived from the property taxes of each taxing unit anticipated to contribute tax
increment to the zone that levies taxes on real property in the zone”
Methods of Financing – The developer will advance funds for certain project costs, and the
Zone will reimburse these costs from tax increment revenues as they are realized. The
reimbursement will be as described in a separate agreement and other documentation
between the developer and the city. A portion of the project costs will be borne by the
developer as described in the Reimbursement Agreement. The City will also finance a portion
of the cost of the projects through the sources outlined below.
Sources of Tax Increment Revenues – The tax increment revenue necessary to pay the project
costs is expected to come from increased property values in the Zone due to the construction
of new commercial and residential buildings in the Zone. A Participation Agreement will be
entered into with Brazos County formalizing the level of participation from Brazos County.
Captured Value
The following schedule shows the residential and commercial development schedules,
and the assessed valuations resulting from the development. This represents the
estimated incremental property values associated with the development. It is estimated
that there will be $283,000,000 in captured property value in the Zone.
Participation Levels
City of College Station will participate at 100% of its ad valorem tax rate.
Brazos County is proposed to participate with only the M&O portion of its ad valorem
tax rate at the following levels.
Years 1–5 0% Years 15-16 60%
Years 6-12 100% Years 17-18 40%
Years 13-14 80% Years 19-20 20%
Estimated TIRZ Revenue
The estimated captured property value in the Zone of $283,000,000 will generate
captured property tax revenue from the City of College Station and Brazos County
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totaling $16.7 million over the life of the TIRZ. These new revenues will be used to pay
for a portion of the costs in the Zone.
Other Revenue Sources – The City will provide other sources of revenue to fund a portion of
these projects.
• Funds generated through a proposed Municipal Management District (MMD) will also
be a potential revenue source for the projects.
• Utility revenues from the Water Fund and the Wastewater Fund will be used to pay for a
portion of the water and wastewater projects.
• Property tax revenues in the General Debt Service Fund may be used for the
transportation and Trail projects through future bond authorizations for the issuance of
General Obligation Bonds and/or the issuance of Certificates of Obligation.
• If necessary, existing cash resources from the City’s General Fund may also be utilized to
fund these projects.
Estimated TIRZ Number 19 Revenue
100%83.94%Annual
New New Non Res &Total New Captured COCS BC Total TIF
Residential Multi Family Development Appraised Value Tax Revenue Tax Revenue Revenue
Year 1 $0 $0 $0 -$ -$ -$ -$
Year 2 $3,000,000 $0 $3,000,000 3,000,000$ 12,921$ -$ 12,921$
Year 3 $5,000,000 $500,000 $5,500,000 8,500,000$ 36,608$ -$ 36,608$
Year 4 $8,000,000 $500,000 $8,500,000 17,000,000$ 73,217$ -$ 73,217$
Year 5 $9,000,000 $500,000 $9,500,000 26,500,000$ 114,132$ -$ 114,132$
Year 6 $5,000,000 $5,000,000 $10,000,000 36,500,000$ 157,201$ 148,595$ 305,796$
Year 7 $5,000,000 $10,000,000 $15,000,000 51,500,000$ 221,804$ 209,661$ 431,465$
Year 8 $5,000,000 $18,000,000 $23,000,000 74,500,000$ 320,862$ 303,296$ 624,158$
Year 9 $5,000,000 $18,000,000 $23,000,000 97,500,000$ 419,920$ 396,931$ 816,851$
Year 10 $5,000,000 $19,500,000 $24,500,000 122,000,000$ 525,438$ 496,673$ 1,022,111$
Year 11 $0 $10,000,000 $10,000,000 132,000,000$ 568,507$ 537,384$ 1,105,891$
Year 12 $0 $15,000,000 $15,000,000 147,000,000$ 633,110$ 598,450$ 1,231,560$
Year 13 $0 $15,000,000 $15,000,000 162,000,000$ 697,713$ 527,613$ 1,225,326$
Year 14 $0 $20,000,000 $20,000,000 182,000,000$ 783,850$ 592,751$ 1,376,601$
Year 15 $0 $20,000,000 $20,000,000 202,000,000$ 869,988$ 493,416$ 1,363,404$
Year 16 $0 $10,000,000 $10,000,000 212,000,000$ 913,056$ 517,843$ 1,430,899$
Year 17 $0 $15,000,000 $15,000,000 227,000,000$ 977,659$ 369,655$ 1,347,314$
Year 18 $0 $15,000,000 $15,000,000 242,000,000$ 1,042,263$ 394,082$ 1,436,344$
Year 19 $0 $20,000,000 $20,000,000 262,000,000$ 1,128,400$ 213,325$ 1,341,725$
Year 20 $0 $21,000,000 $21,000,000 283,000,000$ 1,218,844$ 230,424$ 1,449,268$
$50,000,000 $233,000,000 $283,000,000 10,715,493$ 6,030,099$ 16,745,591$
Brazos County 20 Years O&M Rate
Years 1-5 0%
Years 6-12 100%
Years 13-14 80%
Years 15-16 60%
Years 17-18 40%
Years 19-20 20%
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Current Total Appraised Value of Property in the Zone
“The current total appraised value of taxable real property in the zone”
The current total appraised value of taxable real property within the Zone at the time of
creation was $ 9,846,850.
PROP_ID OWNERNAME EXEMPTCODE LANDACRES TOTALLANDV IMPVALUE TOTALVALUE
R10720 BRAZOS VALLEY SOLID WASTE EX 119.53 418,360.00$ 230,350.00$ 648,710.00$
R10603 BRAZOS VALLEY SOLID WASTE EX 76.00 940,500.00$ 22,170.00$ 962,670.00$
R10579 BRAZOS VALLEY SOLID WASTE EX 7.17 118,310.00$ 590,090.00$ 708,400.00$
R10578 BRAZOS VALLEY SOLID WASTE EX 68.00 1,122,000.00$ -$ 1,122,000.00$
R10694 CLARK ARCHIE P 17.37 420,350.00$ 3,500.00$ 423,850.00$
R10693 CLARK ARCHIE P 2.24 54,210.00$ 42,340.00$ 96,550.00$
R10581 COLLEGE STATION CITY OF EX 384.19 12,551,490.00$ -$ 12,551,490.00$
R302665 COLLEGE STATION CITY OF EX 100.64 754,800.00$ -$ 754,800.00$
R10644 COLLEGE STATION CITY OF EX 68.56 1,131,240.00$ -$ 1,131,240.00$
R13867 COLLEGE STATION CITY OF EX 48.59 48,590.00$ -$ 48,590.00$
R10583 COLLEGE STATION LAND INVESTMENT LP HS, OV65 10.00 247,940.00$ 151,910.00$ 399,850.00$
R10584 COLLEGE STATION LAND INVESTMENT LP 221.97 1,664,750.00$ 53,010.00$ 1,717,760.00$
R82254 DWS DEVELOPMENT INC & 15.81 837,100.00$ -$ 837,100.00$
R10663 GOEN GRACE E TESTAMENTARY TRUST 2.53 42,860.00$ 126,000.00$ 168,860.00$
R10661 GOEN GRACE E TESTAMENTARY TRUST 11.42 193,460.00$ 1,200.00$ 194,660.00$
R10635 JAMIESON REGINA L 2.99 107,450.00$ 88,250.00$ 195,700.00$
R13877 M D WHEELER LTD 58.71 3,781,760.00$ -$ 3,781,760.00$
R10646 NELSON BARRY CRAIG DV2, HS, OV65 10.35 250,470.00$ 75,250.00$ 325,720.00$
R10637 PERRY BRIAN HOWARD HS 25.46 493,140.00$ 615,390.00$ 1,108,530.00$
R10696 SAVAGE EUGENE B III REVOCABLE TRUST 17.45 422,290.00$ -$ 422,290.00$
R10695 SAVAGE EUGENE B III REVOCABLE TRUST 2.24 54,210.00$ -$ 54,210.00$
R10634 WHITE HOUSTON 2.00 71,870.00$ 48,140.00$ 120,010.00$
1,273.22 25,727,150.00$ 2,047,600.00$ 27,774,750.00$ (=) Appraised Value
17,927,900.00$ (-) Exempt
9,846,850.00$ (=) Taxable Real Property
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Estimated Captured Value of Zone in Each Year of Existence
“The estimated captured appraised value of the zone during each year of its existence”
The captured appraised value of the TIRZ during each year of existence is shown in this table
based upon a conservatively projected development schedule. The cumulative estimated
captured value over the life of the Zone is $283,000,000. Actual value will depend upon
implementation of the Medical District Master Plan, and changes from these projections will
affect actual performance of the TIRZ.
Estimated TIRZ Number 19 Revenue
100%83.94%Annual
New New Non Res &Total New Captured COCS BC Total TIF
Residential Multi Family Development Appraised Value Tax Revenue Tax Revenue Revenue
Year 1 $0 $0 $0 -$ -$ -$ -$
Year 2 $3,000,000 $0 $3,000,000 3,000,000$ 12,921$ -$ 12,921$
Year 3 $5,000,000 $500,000 $5,500,000 8,500,000$ 36,608$ -$ 36,608$
Year 4 $8,000,000 $500,000 $8,500,000 17,000,000$ 73,217$ -$ 73,217$
Year 5 $9,000,000 $500,000 $9,500,000 26,500,000$ 114,132$ -$ 114,132$
Year 6 $5,000,000 $5,000,000 $10,000,000 36,500,000$ 157,201$ 148,595$ 305,796$
Year 7 $5,000,000 $10,000,000 $15,000,000 51,500,000$ 221,804$ 209,661$ 431,465$
Year 8 $5,000,000 $18,000,000 $23,000,000 74,500,000$ 320,862$ 303,296$ 624,158$
Year 9 $5,000,000 $18,000,000 $23,000,000 97,500,000$ 419,920$ 396,931$ 816,851$
Year 10 $5,000,000 $19,500,000 $24,500,000 122,000,000$ 525,438$ 496,673$ 1,022,111$
Year 11 $0 $10,000,000 $10,000,000 132,000,000$ 568,507$ 537,384$ 1,105,891$
Year 12 $0 $15,000,000 $15,000,000 147,000,000$ 633,110$ 598,450$ 1,231,560$
Year 13 $0 $15,000,000 $15,000,000 162,000,000$ 697,713$ 527,613$ 1,225,326$
Year 14 $0 $20,000,000 $20,000,000 182,000,000$ 783,850$ 592,751$ 1,376,601$
Year 15 $0 $20,000,000 $20,000,000 202,000,000$ 869,988$ 493,416$ 1,363,404$
Year 16 $0 $10,000,000 $10,000,000 212,000,000$ 913,056$ 517,843$ 1,430,899$
Year 17 $0 $15,000,000 $15,000,000 227,000,000$ 977,659$ 369,655$ 1,347,314$
Year 18 $0 $15,000,000 $15,000,000 242,000,000$ 1,042,263$ 394,082$ 1,436,344$
Year 19 $0 $20,000,000 $20,000,000 262,000,000$ 1,128,400$ 213,325$ 1,341,725$
Year 20 $0 $21,000,000 $21,000,000 283,000,000$ 1,218,844$ 230,424$ 1,449,268$
$50,000,000 $233,000,000 $283,000,000 10,715,493$ 6,030,099$ 16,745,591$
Brazos County 20 Years O&M Rate
Years 1-5 0%
Years 6-12 100%
Years 13-14 80%
Years 15-16 60%
Years 17-18 40%
Years 19-20 20%
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Duration of Zone
“The duration of the zone”
The duration of the Zone is 20 years. The TIRZ will take effect on the date it is created. January
1, 2012 will be established as the base year and the TIRZ will terminate on December 31, 2032,
or the date when all project costs are paid and all debt is retired, or by subsequent city
ordinance terminating the Zone.
232
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
31
Appendix
233
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
32
Estimated TIRZ Number 19 Project Costs
Estimated TIRZ Number 19 Project Costs
Estimated Infrastructure Costs - Priority One Projects
Lakeway - From Medical to Barron 3,030,000$
Barron - From Lakeway to Rock Prairie 6,345,000$
Bird Pond - From Rock Prairie to Lakeway 3,290,000$
Streets Subtotal 12,665,000$
Lick Creek Trunk Line Ph II 3,350,000$
Spring Creek - Baseline C 2,640,000$
Spring Creek - Baseline A 3,300,000$
Wastewater Subtotal 9,290,000$
Bird Pond Road – From Rock Prairie to SH6 360,000$
Barron Road – From Lakeway to Rock Prairie 405,000$
Lakeway – From Medical to Barron 225,000$
Barron Road – From SH 6 to Lakeway 150,000$
Water Subtotal 1,140,000$
Estimated Infrastructure Costs - Priority One Projects 23,095,000$
Estimated Infrastructure Costs - Priority Two Projects
Rock Prairie Road East - From SH 6 to Bird Pond 3,302,000$
Unnamed - From Rock Prairie to Lakeway 3,367,000$
Lick Creek Trail Greenway 760,000$
Subtotal 7,429,000$
Estimated Infrastructure Costs - Priority Two Projects 7,429,000$
Total Estimated Infrastructure Costs 30,524,000$
Other Costs
Developer Reimbursement Interest -$
Organizational Costs, Zone Creation and Administration 250,000$
Permitting and Related Fees 50,000$
Subtotal 300,000$
Total Estimated Costs 30,824,000$
234
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
33
Estimated TIRZ Number 19 Revenue Estimated TIRZ Number 19 Revenue100%83.94%AnnualNewNew Non Res &Total NewCapturedCOCSBCTotal TIFResidentialMulti FamilyDevelopmentAppraised ValueTax RevenueTax RevenueRevenueYear 1$0$0$0-$ -$ -$ -$ Year 2$3,000,000$0$3,000,0003,000,000$ 12,921$ -$ 12,921$ Year 3$5,000,000$500,000$5,500,0008,500,000$ 36,608$ -$ 36,608$ Year 4$8,000,000$500,000$8,500,00017,000,000$ 73,217$ -$ 73,217$ Year 5$9,000,000$500,000$9,500,00026,500,000$ 114,132$ -$ 114,132$ Year 6$5,000,000$5,000,000$10,000,00036,500,000$ 157,201$ 148,595$ 305,796$ Year 7$5,000,000$10,000,000$15,000,00051,500,000$ 221,804$ 209,661$ 431,465$ Year 8$5,000,000$18,000,000$23,000,00074,500,000$ 320,862$ 303,296$ 624,158$ Year 9$5,000,000$18,000,000$23,000,00097,500,000$ 419,920$ 396,931$ 816,851$ Year 10$5,000,000$19,500,000$24,500,000122,000,000$ 525,438$ 496,673$ 1,022,111$ Year 11$0$10,000,000$10,000,000132,000,000$ 568,507$ 537,384$ 1,105,891$ Year 12$0$15,000,000$15,000,000147,000,000$ 633,110$ 598,450$ 1,231,560$ Year 13$0$15,000,000$15,000,000162,000,000$ 697,713$ 527,613$ 1,225,326$ Year 14$0$20,000,000$20,000,000182,000,000$ 783,850$ 592,751$ 1,376,601$ Year 15$0$20,000,000$20,000,000202,000,000$ 869,988$ 493,416$ 1,363,404$ Year 16$0$10,000,000$10,000,000212,000,000$ 913,056$ 517,843$ 1,430,899$ Year 17$0$15,000,000$15,000,000227,000,000$ 977,659$ 369,655$ 1,347,314$ Year 18$0$15,000,000$15,000,000242,000,000$ 1,042,263$ 394,082$ 1,436,344$ Year 19$0$20,000,000$20,000,000262,000,000$ 1,128,400$ 213,325$ 1,341,725$ Year 20$0$21,000,000$21,000,000283,000,000$ 1,218,844$ 230,424$ 1,449,268$ $50,000,000$233,000,000$283,000,00010,715,493$ 6,030,099$ 16,745,591$ Brazos County 20 Years O&M RateYears 1-5 0%Years 6-12 100%Years 13-14 80%Years 15-16 60%Years 17-18 40%Years 19-20 20%235
Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Tax Increment Reinvestment Zone
area B -1301.76 acres (net)
College Station, Texas
December 2012
All that certain tract or parcel of land lying and being situated in the Thomas Caruthers league
(abstract no. 9) and Robert Stevenson league (abstract no. 54) in College Station, Brazos County,
Texas, generally being the area between State Highway no. 6 and Rock Prairie Road East, from
Medical Avenue to William D. Fitch Parkway, save and except all of Lot 1, Rock Prairie Baptist
Church (vol. 7312, pg. 207) lying south of the south right-of-way of Rock Prairie Road East, and
the boundary being more particularly described as follows:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet
south of surveyed centerline) and the east boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast comer of Lot 1, Block 7 of said subdivision,
and from where City of College Station GPS control monument no. 9 bears S 82° 02' 35" E
7016.5 feet.
Thence N 2 ° 42' 34" W -120.04 feet along an extension of the said east boundary line of
Block 7, to a point in the north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (59.0 feet north of the
surveyed centerline) as follows:
S 86° 27' 34" E -1771.13 feet, S 85° 02' 05" E -1228.54 feet and S 84° 23' 02" E -10.29
feet to a right-of-way offset point in the common line of the Dale and Reba Conrad 26.25
acre tract (vol. 460, pg. 505) and the Flying Ace Ranch, Ltd. 26.245 acre tract (vol. 3767,
pg.237);
Thence S 24° 22' 52" W -1.58 feet along said common tract line to another offset point in the
north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (57.5 feet north of the
surveyed centerline) as follows:
S 84° 23' 02" E -606.93 feet, S 82° 02' 02" E -1453.40 feet, S 77° 01' 02" E -1052.59
feet, S 76° 28' 02" E -2876.58 feet, S 69° 53' 32" E -2812.30 feet to the beginning of a
tangent curve to the right with a radius of 1057.50 feet, along said curve through a central
angle of 11 ° 43' 34" to a point in the old northeast prescriptive right-of-way fenceline, and
S 69° 17' 50" E -269.35 feet along said fenceline to the southeast line of the Hartzell Elkins
35.37 acre tract (vol. 1920, pg. 323) and northwest line of William D. Fitch Parkway;
TIRZB Page 1 of4
236
Thence across Rock Prairie Road East as follows:
S 42° 32' 30" W -32.00 feet to the south comer of said Elkins tract, called to be in the
centerline of the road, S 19° 52' 04" W -36.01 feet to the east comer of the College Station
Independent School District 44.535 acre tract (voL 8413, pg. 291) at the old right-of-way
fence comer post, and S 41 ° 51' 48" W 170.08 feet along the southeast line of said
C.S.I.S.D. tract and northwest line of Fitch Parkway to its intersection with the south right
of-way chamfer of Rock Prairie Road East;
Thence along the south right-of-way lines of Rock Prairie Road East (57.5 feet south of the
surveyed centerline) as follows:
N 5° 38' 11" W -67.56 feet, N 53° 08' 10" W -112.88 feet to the beginning of a tangent
curve to the left with a radius of942.50 feet, along said curve through a central angle of
16° 45' 22" to the point of tangency, and N 69° 53' 32" W 551.37 feet to the common
line of said C.S.I.S.D. tract and the Brazos Valley Solid Waste Management Agency, Inc.
76.00 acre Tract II (vol. 9857, pg. 186);
Thence S 41 ° 51' 48" W -1842.68 feet along said common tract line to its southwest end in a
northeast line of the RV.S.W.M.A. 179.99 acre Tract I;
Thence S 48° 05' 47" E -941.57 feet, along the common line of said Tract I and the C.S.I.S.D.
tract to their common comer in the northwest right-of-way of William D. Fitch Parkway;
Thence S 41 ° 51' 48" W -1425.30 feet, along said northwest right-of-way line, to the south comer
of the said B.V.S.W.M.A. Tract I;
Thence S 41 ° 51' 48" W -1066.80 feet, continuing along said northwest right-of-way line of
William D. Fitch Parkway, to the east common comer of the City of College Station 140.29 acre
Tract One (vol. 3900, pg. 188) and Spring Meadows Phase I (vol. 5106, pg. 284);
Thence along the southern boundaries of multiple City of College Station tracts (vol. 3900, pgs.
188 & 223, vol 5056, pg. 43) as follows:
N 73° 00' 00" W -496.40 feet, S 51 ° 00' 00" W 175.05 feet, N 76° 00' 00" W -200.00
feet, S 41 ° 51' 44" W -51.88 feet, N 70° 46' 00" W -157.10 feet, S 41° 51' 44" W
262.67 feet, N 82° 55' 43" W -700.87 feet, S 41 ° 52' 26" W 650.00, N 48° 08' 02" W
412.47 feet, S 66° 47' 54" W 827.57 feet, N 47° 45' 25" W -129.90 feet, S 28° 59' 29" W
-2.01 feet, S 41 ° 48' 43" W 336.13 feet, S 48° 45' 08" E 440.00 feet and S 53 ° 00'00"
W -1304.90 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the northeast right-of-way lines of said highway as follows:
N 49° 25' 00" W -438.00 feet, N 55° 07' 38" W -201.00 feet, N 49° 25' 00" W -751.78
feet to the west comer of the City of College Station 36.9 acre tract (vol. 4329, pg. 134), and
N 49° 25' 00" W 1025.93 feet to the south comer of Barron Park Subdivision (vol. 939,
pg.209);
TIRZB Page 2 of4
237
Thence along the southeast, northeast and northwest lines of Lots 1 and 2 of said Barron Park
Subdivision as follows:
S 41 0 09' 46" E -1353.16 feet, N 49° 12' 46" W 88.68 feet to the south comer of the City
of College Station 100.64 acre tract (vol. 6927, pg. 226), N 54° 01' 24" W -291.11 feet, N
64° 21' 21" W 117.03 feet, N 54° 53' 54" W -24.95 feet, N 53° 19' 32" W -113.87 feet,
N 49° 26' 59" W -190.11 feet and S 41 ° 09' 38" W -1286.04 feet to the common comer of
said Lot 2 and Lot 3 in the northeast right-of-way line of State Highway no. 6;
Thence along the said northeast right-of-way lines of said highway as follows:
N 47° 46' 18" W 537.86 feet to the southwest common comer of Lot 3 of said Barron Park
Subdivision and that City of College Station 46.60 acre tract (vol. 3310, pg. 321), N 47° 46'
48" W -65.34 feet, N 55° 01' 37" W 201.00 feet, N 49° 25' 00" W -600.00 feet and
N 44° 08' 33" W -147.79 feet to the southwest common comer of said 46.60 acre tract and
the Barker Subdivision (vol. 5101, pg. 182);
Thence N 38° 51' 07" E -279.95 feet along the southeast line of said Barker Subdivision to its
east comer;
Thence N 47° 42' 16" W 1053.70 feet along the northeast line of said Barker Subdivision and
continuing along the northeast line of Cooper's Subdivision (vol. 4708, pg. 230) to its north
comer, also being the east comer of the Harley Subdivision (voL 3961, pg. 236) and the south
comer of that lliD Properties, LLC 2.77 acre Tract One (vol. 10144, pg. 203);
Thence along the south, east and north lines of said lliD Properties tract as follows:
N 42° 1 l' 04" E -175.00 feet, N 47° 42' 56" W -638.83 feet and S 72° 19' 02" W 202.14
feet to the northeast line of said Harley Subdivision and a southwest line of that M.D.
Wheeler, Ltd. 71.52 acre Tract Two (voL 3007, pg. 341);
Thence along the southwest lines of said Wheeler Tract Two and continuing along the southeast
lines of the Wheeler 10.01 acre Tract One as follows:
N 47° 42' 33" W 177.08 feet, N 46° 46' 09" W -304.24 feet, S 21° 21' 46" W 145.09
feet and S 41 °43' 32" W -194.25 feet, returning to the northeast right-of-way line of State
Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
N 42 0 21' 25" W -105.18 feet, N 36° 45' 17" W -383.87 feet, N 27° 43' 31" W -192.30
feet and N 34° 21' 26" W -55.00 feet to the southeast line of Block 4 ofthe said Scott &
White Healthcare Subdivision;
Thence along the east boundary lines of said Scott & White subdivision as follows:
N 41° 15' 39" E -1224.44 feet, N 47° 31' 11" W -128.13 feet, N 50° 49' 32" E -930.60
feet and N 2° 42' 34" W -1023.83 feet to the Point of Beginning and containing 1308.51
acres of land more or less.
TIRZB Page 3 of4
238
SAVE and EXCEPT the following tract:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (57.5 feet
south of the surveyed centerline) and the west line of Lot 1 of Rock Prairie Baptist Church (vol.
7312, pg. 207), from where City of College Station GPS control monument no. 9 bears S 78° 01'
24" E -3240.0 feet.
Thence S 82° 02' 02" E -414.05 feet along said south right-of-way line, parallel and 7.50 feet
south of the north line of said Lot 1, to its intersection with the east line of said Lot 1;
Thence S 20° 22' 54" E 600.82 feet along the east line of Lot 1 to its southeast comer;
Thence N 82° 02' 02" W -699.33 feet along the south line of Lot 1 to its southwest comer;
Thence N 7° 57' 58" E -528.77 feet along the west line of Lot 1 to the Point of Beginning and
containing 6.76 acres ofland more or less.
Leaving a net acreage for this described tract of 1301.76 acres more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public records.
No monuments were set for this survey and found monuments are not
cited.
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to conveyor
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
See survey plat prepared with this description, dated December 2012.
TIRZB Page 4 of4
239
240
26 College Station Medical District Master Plan
3 - Healthcare Trends & Demographics
Healthcare Drivers
Both in the College Station area and nationwide, healthcare is a large,
strong and growing industry—in sharp contrast to most other sectors
of the nation’s economy over the past three years. The fundamental
drivers of this growth are:
• The growing number of Americans who are over 65 years of age.
• General population growth.
• Affluent demographic groups around the globe that will travel if
necessary to seek out the best healthcare and wellness facilities
available.
• National policy that has expanded the number of citizens covered
by insurance.
• Strong continued growth potential for the biosciences,
pharmaceutical, medical devices, and related industries.
• The growing awareness of the need and benefits for health and
wellness programs.
The Graying of America
Throughout their lives—as America’s largest generation—baby
boomers (born between 1946 and 1964) have made headlines. This
continues today, as economists, demographers and forecasters attempt
to discern the impacts that aging baby boomers will have on America
in the 21st century. The impact will be broad and will include impacts
to the workplace, public policy, retail and other facets of life. Figure
5 shows the dramatically changing shape of America’s population
over the past half-century. Between 2010 and 2040, the US Census
projects that the number of Americans over the age of 65 will
double—from approximately 40 million today, to 80 million in 2040.
Beginning in January 2011, and over the next 19 years, at least 10,000
baby boomers per day will turn 65.
241
27College Station Medical District Master Plan
Figure 5. America’s Population: From Pyramid to Rectangle
Source: US Bureau of Census, Leland Consulting Group
Figure 6. Nationwide Household Growth, 2010 – 2020 (Millions)
Source: Joint Center for Housing Studies at Harvard University, Leland Consulting Group
Figure 6 underscores the scale of the growth in
older households nationwide, while also illustrating
some additional elements of the nation’s changing
demographics. This data also portends a growing
need for smaller dwelling units with a richer variety.
As referenced above, the greatest amount of overall
household growth during the coming decade will
come from the baby boomer generation. Younger
households, with heads-of-households younger than
40 years of age, will also grow—though at a lesser
pace. In particular, households aged 25 to 34—a
key demographic that drives apartment demand and
development—will experience strong growth. The
number of middle-age households, however, will
decrease, because of the relatively small number of
“Generation X” (born between the early to mid 1960s
and the early 1980s) households compared to baby
boomers. The decrease in this age group—which
has the largest percentage of families and children—
suggests that the single-family housing market will
continue to stagnate for some time. However, there
will be a growth in the number of minority-headed
middle-age households.
Seniors Drive Healthcare Demand
America’s aging population will require more medical
and healthcare services. Healthcare industry experts
estimate that as much as 60 percent of all physician
demand is driven by the 65-plus population.
(Source: Medical Office Development Continues
to Rise, Real Estate Finance, April 2008.) As Figure
7 shows, senior citizens require approximately
three times more physicians, in all categories of
medicine, compared with younger age groups.
The demand for services in turn stimulates strong
demand for healthcare and healthcare related real
estate including hospitals, clinics, physician offices,
outpatient centers, senior housing and related
facilities. The specific need for these facilities is
outlined in Chapter 4 – Development Program.
242
28 College Station Medical District Master Plan
Figure 7. Physicians Required per 100,000 Population by Age Group
Source: Department of Health and Human Services, Leland Consulting Group
More than Healthcare—Lifestyle
As the generation that came of age with rock and roll,
increasing mobility and personal freedom, and amidst
a seemingly limitless American economic expansion,
baby boomers are unlikely to want to register at a
retirement community and live out the rest of their
days apart from the outside world. They will be
seeking more from their communities than simply
reliable healthcare. According to a 2007 survey,
the following are some of the key features that baby
boomers will look for in their future housing choices
and communities (Source: “Who are you calling a
senior?” Urban Land Magazine, January 2011):
• Working will continue to be an important part of
the boomer lifestyle. Fifty-five percent of boomers
plan to continue to work at least part-time,
making urban areas close to job opportunities
and transportation more desirable. Urban
workforces are better plugged into the new
economy, a trend that only stands to strengthen
as the U.S. information economy expands.
• Arts and culture. Boomers overwhelmingly
seek locations that offer travel, arts, hobbies,
fitness, entertainment, dining, culture, shopping
and gardening—raising the question, what are
boomers not interested in? Surprisingly, they
agree on their lack of interest in golf, tennis or a
move to a warmer climate.
• Of the boomers who are anticipating a move,
only 20 percent are very interested in golf and/or
warm locales, and plan to include those factors
as part of their moving decision.
• Eighty-six percent of baby boomers want to live
in a typical community setting where people of
all ages live; diversity of age and experience is
critical to boomers.
243
29College Station Medical District Master Plan
Information suggests that our definition of “senior
housing” will change. Rather than seclusion and
exclusivity, many boomers will want activity and
connection—with their children, grandchildren,
friends and communities. Along with outdoor
pursuits, seniors will be looking for arts, culture, food,
continuing education and lifelong learning and other
pastimes. Further, while high quality healthcare is
very important to senior citizens, they are looking for
communities in which it is part of an overall puzzle,
not the entire picture.
Increase in Healthcare-Related Jobs
Job growth in the United States has stagnated over
the past several years. In the coming decades, job
growth is expected to come from several well-defined
industry segments, led overwhelmingly by healthcare
and professional services. The Bureau of Labor
Services (BLS) predicts that the healthcare industry
will generate 3.2 million new jobs between 2008
and 2018. Therefore, the opportunity to accelerate
the development of a medical district or cluster
of institutions is a major economic development
opportunity, since this industry sector is expected to
be among the fastest growing in the country.
Figures 9 and 10 show both the types and locations
(by development type) of jobs expected to be created
in the healthcare fields. This information is relevant
because it is indicative of the types of development
likely to take place in College Station, and because
it shows the breadth of jobs that could be created
within the City and region. The greatest demand,
as shown in Figure 9, will be for those trained as
nurses, physicians and surgeons, followed by many
other professionals including social workers, lab
technicians and physician assistants. These job types
Figure 8. National Employment Growth by Industry Sector, 2008 – 2018 (thousands of jobs)
Source: Bureau of Labor Services, Leland Consulting Group
244
30 College Station Medical District Master Plan
in general offer relatively high wages and security
compared with national averages.
College Station’s educational institutions, led by Texas
A&M’s Health Sciences Center, have already begun
preparing to meet the need for a highly-educated
healthcare workforce. Figure 10 shows that the
locations where healthcare professionals will work
is diverse and extends well beyond the traditional
hospital, to physicians offices, senior housing
communities, patient’s homes and clinics. Thus,
a diverse range of real estate types will be needed
within the medical district.
Real Estate Development Outlook
Real estate development was a major source of the
national recession, and an industry that continues to
suffer in its aftermath. Nationwide, most types of real
estate development continue to be out-of-favor with
investors due to dramatic overbuilding in the early
part of the last decade, increased unemployment
and stagnating wages, more caution on the part of
consumers, increased scrutiny by lending managers,
ratings agencies, and regulators and other related
factors. These conditions are reflected in Figure
11, which shows some of the key findings from the
Urban Land Institute’s (ULI) 2011 Emerging Trends
in Real Estate, a leading annual real estate industry
publication.
While industry leaders are extremely pessimistic
about most types of development—most development
types are seen as nearly “abysmal”—development
within several land uses is “fair”, that is, financeable
and profitable under the right conditions. These
include apartments, medical offices, senior housing
and other types of affordable and infill housing—all
Figure 9. Net New Healthcare Jobs by Title, 2008 – 2018
Source: BLS Guide to Healthcare Industry, 2010-11 Edition, Leland Consulting Group
Figure 10. Net New Employment by Facility Type, 2008-2018
Source: BLS Guide to Healthcare Industry, 2010-11 Edition, Leland Consulting Group
245
31College Station Medical District Master Plan
Figure 11. 2011 Real Estate Development Prospects
Source: Urban Land Institute, Leland Consulting Group
development types with strong long-term demand drivers that did
not suffer from the same scale of dramatic overbuilding as single-
family housing and other types did in the early 2000s.
While these trends are important for the medical district, there
are a number of qualifications to this information that should
be recognized. The Emerging Trends analysis is nationwide and
intended for the short term (multi-year outlook focusing on 2011). In
fact, we know that every real estate market is highly localized, with
its own demand drivers (economy, demographics, etc.) and players
(existing development, developers, property owners, etc.). Many
Texas cities and metropolitan areas have continued to create jobs
and enjoy strong real estate markets through much of the last several
years, thus avoiding the worst of the national real estate downturn.
In addition, the medical district is intended to be a long-term vision
with a long-term build out, and thus, the trends in effect in 2020 and
beyond will be nearly as important as those for next year.
However, with these caveats in mind, the land uses anticipated to be
strong opportunities in 2011 should continue to maintain their top
positions for much of the coming decade. Nationally, the medical
office sector has outperformed most other commercial property
types through the recession. Texas was expected to add 1.7 million
square feet of medical office space in 2010, an increase of 2.5
percent. Asking rents are strong, averaging nearly $23 per square
foot. (Source: Medical Office Research Report, Marcus & Millichap,
Q3 and 4 2010) The City and its medical district development
partners should take these uses into account when planning and
implementing the master plan.
Previously Uninsured Entering the Healthcare System
In addition to the growth of the over-65 population and other
demand drivers discussed above, the expansion of healthcare to
a broader segment of the population, particularly through greater
access to insurance, is expected to increase the need for hospitals
and other medical real estate.
246
32 College Station Medical District Master Plan
Healthcare and health insurance has, of course, been much in the news during the
past two years. As of 2010, approximately 46 million Americans were estimated to
be uninsured. The federal healthcare reform bill, signed into law in March 2010, is
expected to lead to coverage for approximately 32 million, and thus an increase of
approximately 64 million square feet of healthcare related real estate nationwide.
(Source: “Can Healthcare Rescue Real Estate?” Meyer, Kenneth and Rob Grossman,
Deloitte Consulting)
Figure 12 shows the demographic groups that are currently least likely to carry
insurance today, but would be covered in the future. Some of these groups—
particularly Hispanics, households aged 18 – 29, and southern and western
households—are also groups expected to grow quickly in the coming decades, and
thus, their impact on healthcare demand will be amplified. Expanded coverage is
generally expected to be neutral to positive for the financial health of medical service
providers (although its impact on the health insurance industry may be negative).
More patients will be able to pay fair-market rates for care through insurance, but
insurers may be forced to reduce their co-payments across the board.
However, fierce disagreements about the proper direction of federal and state policy
continue. While it is likely that at least some of the insurance expansion put in
place in 2010 will continue, it is also possible that the insurance expansions could
be diminished or eliminated. This report assumes that at least some of the insurance
expansion will stay in place, and that this in turn, will contribute to demand for
healthcare related real estate.
Additional Trends Affecting Healthcare Real Estate
The following are additional trends affecting the development and operation of
healthcare-related real estate within the state and across the nation.
• Healthcare reform. New legislation will change healthcare delivery over the
next several years, as uninsured people are brought into the system. Insurance
companies will be challenged because those who can afford healthcare already
have it. Those who have to be added typically cannot pay for services and
will have to be supplemented in some way, which will probably mean lower
reimbursements for providers. Therefore insurance companies and medical
providers will have to look for ways to streamline costs. Many of the uninsured
are young and healthy, 20 to 30 year olds. Others are extreme poverty situations,
Figure 12. Demographic Characteristics of the Uninsured, 2009
Source: Gallup Well-Being Index, June 2009, Leland Consulting Group
247
33College Station Medical District Master Plan
and will likely need assistance to pay for
healthcare. Dental care will be especially critical
to this group.
• Insurance. The first step in the process will
be primarily focused on insurance, getting the
uninsured into an insurance group.
• Delivery: The second step in the process will be
delivery focused, streamlining costs in the system
and providing care for an increased number of
people.
• Access and Affordability. Many HMOs will do
well in the future because they control costs with
an integrated approach. They are financially
stable and will continue to grow.
• Consolidation. Physicians will have to be part of
a group, as most will not be able to stand alone
because the costs of running a private office
continues to increase significantly.
• Streamline Costs. There will be even greater
emphasis placed on reducing redundancies and
streamlining the “flow” of patients (as measured
by through-put metrics). For example, electronic
healthcare records give access to a patient’s
medical history, lab tests, etc., to all providers
and specialists, thereby reducing repetitive tests
and consolidating office visits.
• Reimbursement. New members will be paying
less than others will. Payments through
Medicare/Medicaid barely cover the costs of
administration; however, providers will at least
get some (albeit low) reimbursement for patients
that previously had to be covered for free in the
ER.
• Robotic surgery. Larger operating rooms will be
required.
• Insurers. Regional providers will be supporting
their communities and will step up to provide
care to the currently uninsured. National for-
profit providers are looking for self-funded
members where they can get higher profit
margins.
• Collaborative effort. Healthcare will be less of a
hierarchical system. There will be more groups
that deliver care through nurse practitioners and
other support staff when possible, and fewer
stand-alone physicians, mostly out of a necessity
to reduce costs.
• In-home monitoring. The advent and
improvement of electrical monitoring technology
allows more patients to be at home, and yet
have distant professionals monitoring vital signs
and looking for signs that they may need critical
attention.
• Military technology. The military has long been
a leader in technological advances. Equipment
and technology developed for use by the military
will change the medical community.
• Electronic ICU (EICU) critical care monitor.
One facility can monitor multiple hospitals,
similar to flight control at an airport monitoring
multiple airlines. This could help lower costs for
regional facilities in areas with several critical
care or ICU units.
• Streamline real estate holdings. Healthcare
institutions will look for ways to cut costs
including real estate holdings. Some hospital
groups are currently looking to downsize
administrative space. They are experimenting
with alternate workspaces, such as shared
stations, and allowing employees to work at
home or otherwise off site.
• Dental and Medical Synergy. Providers are
recognizing the importance of dental health
in a person’s overall health. More dental care
providers will be needed in the future.
• Information Systems. Information systems and
electronic records streamline costs and improve
care by being accessible to multiple providers.
• eVisits. Physicians have started responding to
patients through email, and can sometimes avoid
an office visit. Industry experts expect to see a
reduction in office visits, but this has not been the
case yet.
• Rural innovations. Providers are looking for
ways to provide cost effective care to rural areas,
where it has traditionally been difficult to attract
physicians and other providers. At least one
hospital group is testing a small 2,500 square
foot clinic for rural areas. Another experiment
is a mobile mammogram van, which, while it
requires a low level of capital investment, is still
costly to operate and requires “partner sites” for
water, power and other services.
Medical Districts and Urban Development
Major healthcare institutions and related uses have
clustered together in medical districts across the
country. These districts are a result of deliberate
and assertive action by healthcare providers, the
public sector, and other stakeholders, who seek to
provide their patients with more complete offerings
for care; proximity to other experts, suppliers and
complementary uses; and increased economic
outcomes such as growth in jobs and tax bases. The
following case studies summarize some of the key
characteristics of medical corridors and districts
nationwide.
Research of medical districts across the nation
indicates successful medical districts tend to be
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34 College Station Medical District Master Plan
located in larger communities with populations in
excess of 500,000. However, one well established
and notable example is Winston-Salem, NC. With
a population of nearly 230,000, Winston-Salem is
comparable to the combined population of College
Station and Bryan. Tyler, Texas is also in the process
of evaluating and planning a medical corridor with a
population similar to College Station and Bryan, but
it is too early to identify useful lessons. Communities
of less than 50,000 are known to have established
medical districts, with East St. Louis, IL being a good
example. Attempts to identify a distinct set of success
factors for medical districts is problematic given the
variation in the size of host cities and the history of
medical district development.
Common Traits of Highly Successful
Downtowns and Vibrant Urban Districts
(Source: “Common Traits of Highly Successful
Downtowns,” Gary Ferguson, Ithaca Downtown
Partnership, 2005)
1. No single organizational model exists. While
College Station can and should learn from other
medical district models in similar locations, the
approach adopted in College Station will be
distinctive to College Station.
2. Multiple traffic generators are within short
walking distances. The medical district cannot
be a single-purpose district. Visitors to and
residents of the district will demand a variety of
accessible activities including health, wellness,
and recreational services, as well as dining, retail
and jobs.
3. Great urban districts are beloved by their
citizenry. Pride in the medical district must be
promoted and instilled internally to city residents.
The district could be useful in establishing a
distinct gathering place for meetings focused
on medical issues and for patients and their
friends and families in the course of access to
comprehensive health care solutions.
4. Great downtowns and urban districts are able to
overcome obstacles. This requires partnerships,
shared resources, vision and patience. The
premise of the medical district itself is the
product of a shared vision and shared resources.
This lesson needs to be extended throughout the
district and the community. In the context of
current and predicted economic reality, there is
no viable alternative to a robust public-private
partnership to get things done.
5. Great districts are walkable and have pedestrian
scale. There must be interesting features that
capture the attention of pedestrians while
assuring personal safety. The variety of patrons
and residents of medical district institutions will
help to attract a variety of businesses, public art,
aesthetically pleasing streetscapes and visual
diversity.
6. Great urban districts have a commitment
to mixed-use development. Developers and
investors are urged to build for and attract a range
of occupants, business types and institutional
services. Virtually by definition, the medical
district will itself be a form of a mixed-use
development, so this theme can be applied more
broadly, too.
7. There is broad public/private investment in
the future of downtowns and urban districts.
Partnerships are essential for the private, public
and non-profit realms. The medical district
can and must demonstrate that public/private
investments can achieve significant results,
and should include a variety of private interests
(developers, etc.), public leadership and non-
profits such as a district steering committee or
business association.
8. Entertainment is the driving market segment.
Revitalized downtowns increasingly serve as
places for dining and recreation rather than
simply centers for retail merchandise. The
medical district can be a leader in attracting
and sponsoring public events (fairs, concerts, art
walks, “healthy foods” farmers market, etc.) that
instill interest in the medical district, eventually
leading to a wide range of investments.
9. There is a prevalence of strong, adjacent
residential neighborhoods that are within
walking distance of an urban district. Respecting
the existing area neighborhoods while
establishing new residential neighborhoods is
essential for the success of the medical district.
Access to and from housing in the neighborhoods
must be redesigned to encourage pedestrians into
the medical district.
10. Housing is either prevalent or underway. The
medical district must add a substantial amount
of housing in addition to improvements in
transportation and pedestrian routes. Such
housing should appeal to the workforce
in the medical district as well as seniors,
include affordable options, and be walkable
neighborhoods.
11. Colleges and Universities help, but are not
the sole answer. Many of the medical districts
studied are university towns, but the research
found that universities are not automatic keys
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to district vitality. However, research indicates
that a strategic partnership with institutions of
higher education is vital to medical districts, is
an attraction for regional visitors and a source of
well-trained labor for the entire area. Certainly
this is true for all major medical providers in the
College Station-Bryan market today. Texas A&M
University is foundational to the development
of a regionally competitive medical district.
Additionally, the excellence of the College
Station Independent School District is a major
asset in the successful establishment of a medical
district and is a key element in attracting medical
professionals and organizations into the medical
district.
With these metrics in mind, a strategic model
for establishment of a medical district in College
Station and the broader community that leverages
the characteristics of its existing strengths can be
designed. Such a model, however, must be unique to
College Station and must be supported by those who
use or would use the medical district more actively.
National Medical Corridors and Districts: Key
Characteristics and Tenants
Successful medical corridors and districts have been
established in a wide spectrum of urban areas.
Table 1 provides a sample of some of these districts.
Table 1. Successful Medical Districts, University Affiliation and Population Size
Source: Leland Consulting Group, US Census
Community University Affiliation Population, 2010
Dallas, TX University of Texas at Dallas 6,500,000
Houston, TX At least 15 Health related University Organizations 6,100,000
Philadelphia, PA University of Pennsylvania 6,100,000
Miami, FL University of Miami 5,547,000
Boston, MA Harvard Medical School 4,500,000
San Antonio, TX University of Texas at San Antonio 2,140,000
Oklahoma City, OK University of Oklahoma 1,253,000
New Orleans, LA Tulane University 1,236,000
Memphis, TN University of Tennessee 647,000
Aurora, CO University of Colorado Denver Anschutz Campus, VA 325,000
Birmingham, AL Univerity of Alabama 212,000
Tyler, TX University of Texas at Tyler, Texas College 210,000
Englewood, CO University of Colorado Denver 32,532
East St. Louis, IL University of Illinois 27,000
Bryn Mawr, PA Bryn Mawr College (Pre-Med)21,000
Approaches to urban revitalization success
must be multifaceted, multidisciplinary,
and holistic. Keep the puzzle pieces
together!
Source: Leland Consulting Group
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Stemmons Corridor
Southwest Medical District Study Area
Dallas, Texas
• Plan adopted 2010 (to be implemented through
2013).
• TIF district.
• 100,000 employees.
• 5,000 businesses.
• Biotechnology and medical services – key
targeted industries.
• Key healthcare providers and tenants:
• UT Southwestern Medical Center.
• Parkland Health & Hospital System.
• Children’s Medical Center.
• Texas Woman’s University School of Nursing.
• 40 Hotels (Stemmons Corridor).
• Planned expansion of clinical care and new
research buildings.
• Planned 350,000 SF biotech and life science
research park.
Source: City of Dallas
Texas Research Park - San Antonio, Texas
• UT - Institute for Biotechnology.
• UT - Institute for Longevity and Aging.
• Biomanufacturing firms.
• TEKSA Innovations Corporation.
Source: Urban Land Institute Special Report: Office/
Medical Development, 2008
Texas Medical Center
Houston, Texas
• World’s largest medical center.
• 93,500 employees.
• 1000 acres.
• 14 hospitals and two specialized patient facilities.
• 160,000 daily visitors.
• 69,000 students, 5,000 of whom are international
students.
• 5.6 million annual patient visits.
• 50-year Master Plan completed in 2006.
• $7.1 billion in building and infrastructure
investments approved between 2010-2014.
• Annual Economic Impact – $14 billion.
• Annual Research Expenditures $1.2 billion.
Source: Texas Medical District
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10th Street Medical Business District
Oklahoma City, Oklahoma
• Recommended Development Program, 2006 to
2020:
• Office: 450,000 to 800,000 SF.
• Retail: 130,000 to 175,000 SF, groceries,
restaurants, bars, drug stores, household
goods, gas stations, apparel, day care, bars.
• Mid-size hotel: 200-250 rooms.
• Residential: 1,500 to 2,000 units (average of
1,200 SF per unit).
Source: 10th Street Medical Business District
Development Strategy, 2006
Five Points Medical District
Birmingham, Alabama
Key healthcare providers:
• University of Alabama Hospital – 908 beds.
• HealthSouth Medical Center – 73 beds.
• HealthSouth Lakeshore – 100 beds.
• Callahan Eye Foundation Hospital – 20 beds.
• Children’s Hospital Of Alabama – 310 beds.
• Cooper Green Mercy Hosp – 141 beds.
• Veterans Affairs Medical Center – 122 beds.
• St. Vincent’s Hospital – 372 beds.
• Brookwood Medical Center – 602 beds.
• Princeton Baptist Medical Center – 368.
• Birmingham Baptist Medical Center – 375 beds.
• Select Specialty Hospital – 38 beds.
• Hill Crest Behavioral – 80 beds.
Source: health.usnews.com
Sugarland, Texas
Key healthcare providers
Key healthcare providers:
• Memorial Herman Sugar Land Hospital – 77
beds.
• Triumph Hospital Southwest – 170 beds.
• Sugar Land Surgical Hospital – 6 beds.
• Methodist Sugar Land Hospital – 127 beds.
Source: health.usnews.com
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Figure 13. College Station and the Golden Triangle
Source: ESRI, Leland Consulting Group
52,456
67,890
81,848
92,553
103,257
113,961
184,885
195,410
208,258
221,258
233,546
0
50,000
100,000
150,000
200,000
250,000
1990 2000 2005 2010 2015 2020PopulationPopulation Projections
City of College Station College Station-Bryan MSA
Figure 14. Population Forecasts for College Station and Metropolitian Area
Source: City of College Station (linear growth projection), Texas State Research
Center, Leland Consulting Group
College Station: Local Demographics and Healthcare
Context
The population and demographic trends at work in the City of
College Station and its surrounding areas reflect the conditions under
which a concentrated medical district would be expected to thrive.
College Station is part of the College Station-Bryan Metropolitan
Statistical Area (MSA, a US Census designation), and at a larger
geographic scale, Texas’ “golden triangle,” the super-region framed
by three large metropolitan areas: Dallas-Fort Worth, Houston, and
San Antonio. The Golden Triangle contains most of the economic
engines that are powering the state’s economy and population
growth. Because of its location within the triangle and its own
unique attributes, College Station is also experiencing rapid growth.
As Figure 15 shows, the College Station MSA grew nearly 24 percent
between 2000 and 2010, the sixth fastest rate in a fast-growing state.
The City itself has grown dramatically, from a population of just over
52,000 in 1990, to an estimated 113,000 by the year 2020. All five
of the major metropolitan areas in the Golden Triangle grew faster
than the state average in the last decade. This population growth will
surely drive demand for medical and healthcare services.
The market area for the medical district, however, extends beyond
the City’s boundaries and even the officially designated metropolitan
area. A market area is the area from which most patients and
customers will come from and within which most of the medical
district’s competition will be found. The estimated market area
for the medical district is approximately a 50-mile radius from the
City (also shown in Figure 13). Those who live fewer than 50 miles
from College Station will tend to come here for medical services,
assuming that the medical district is competitive in terms of quality
of care; those who live further away will tend to go to the city center
that they are closest to. Obviously a number of intangible factors—
quality of care, availability of specialists, insurance coverage,
patients’ familiarity with providers—have a large impact on people’s
choice of providers, so this market area is an approximate rather than
exact area.
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39College Station Medical District Master Plan
23.7%
20.6%
0%5%10%15%20% 25%30%35% 40%
Austin-Round Rock-San Marcos
McAllen-Edinburg-Mission
Laredo
Houston-Sugar Land-Baytown
San Antonio-New Braunfels
College Station-Bryan
Dallas-Fort Worth-Arlington
Killeen-Temple-Fort Hood
Brownsville-Harlingen
State of Texas
Tyler
Midland
El Paso
Lubbock
Odessa
Longview
Amarillo
Waco
Sherman-Denison
Corpus Christi
San Angelo
Texarkana
Victoria
Abilene
Beaumont-Port Arthur
Wichita Falls
Growth Rate 2000-2010
Figure 15. Growth Rate of Texas Metropolitan Areas, 2000 - 2010
Source: Texas State Data Center, Leland Consulting Group
Senior Population and “Old Aggies”
As discussed above, the other primary driver of healthcare
demand beyond raw population growth is the rate of growth
amongst the senior population. Here, as well, demographic
trends point towards increasing demand for medical services.
Table 2 shows that, while there are 4,000 residents of the
City of College Station who were 65 or older in 2010, 62,000
residents (or 12 percent) of the 50-mile market area are
seniors. This is a far larger group, in terms of share and total
numbers, than the City’s population alone, and indicates a
large population of aging seniors. This group is also growing,
and will represent 28 percent (nearly 12,000 new seniors) of
the total population growth in the market area in the next five
years.
The consultant team’s research and interviews support the
story told by the Census data. Those interviwed consistently
stated that “lots of ‘Old Ags’ are moving back to town” to
reconnect with their old friends and community. Old Ags
are certainly potential patrons for the medical services in
the medical district, as well as the residential and retail
components. A story from 2007 in The Eagle stated that,
“Many senior citizens consider Brazos County a retirement
haven because of Texas A&M, the region’s medical facilities
and its friendliness. And Texas overall—partly because of
inexpensive housing relative to many other states and partly
because it has no state income tax—is popular with retirees,
ranking No.2 among the 50 states as a retirement destination.
The Kovars, both 63, had a long history with Texas and Brazos
County. They met at A&M, where Gary Kovar was a guard
on the football team. They married while still in school, and
when he retired after 35 years with Amoco Chemical Co., they
moved back to Aggieland.” Retirees like Bryan-College Station
due to A&M, healthcare, social life.”
The Eagle, December 16, 2007.
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Another important demographic feature of the College Station area is the
tremendous number of young, college age residents. As Table 2 shows,
approximately 48 percent of the City’s population is between the ages of 0 and
24, while this percentage is only 40 percent of the 50-mile market area. The
percentage of college age residents in College Station is said to be among the
highest in the nation, and is certainly one of the highest in Texas. Historically,
this high percentage of younger residents has been one of the reasons that the
number of hospitals and healthcare-related uses has been lower than average on
a per-capita basis—younger people need less care than older people. However,
the percentage of the population that is over 65 is expected to grow over time,
reaching 13 percent in the City by 2030, as opposed to the eight percent of the
population that was over 65 in 2010. The 50 mile market area is expected to have
even more seniors, reaching 17 percent by 2030. As is happening nationally, this
regional shift to an older population will create more demand for healthcare.
Housing Demand
Based on existing and projected demographic trends, there is expected to
be demand for approximately 10,100 new housing units of all types within
the College Station-Bryan MSA. This amount of demand will help to gauge
the potential demand for housing in the medical district, outlined in the
Development Program. This is based on population growth of over 25,000 in
the MSA, and the City’s expected average housing size of 2.5. This is a rough
projection of demand, since housing can be provided in many forms, ranging
from student housing, to single-family housing to a variety of senior housing.
These housing types are explored in greater depth in Chapter 4 – Development
Program.
As shown in Figure 16, College Station grew at a faster rate than Bryan over the
past decade and is expected to continue this trend. Therefore, it is reasonable to
assume that College Station will capture a greater share of the projected housing
demand for the College-Station-Bryan MSA than will the City of Bryan.
College Station Healthcare Environment
College Station and Bryan already serve as the focal point for healthcare services
within the market area. There are two large-scale, established general medical
Table 2. Population of College Station and 50-Mile Market Area by Age Group
Source: US Census, ESRI, Leland Consulting Group
0 20000 40000 60000 80000 100000
Bryan
College Station
Population Growth of College Station and Bryan
2000 2010
38% growth rate
16% growth rate
Figure 16. Growth Rate and Population of College Station and Bryan
2000-2010 - Source: Census Bureau, Leland Consulting Group
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41College Station Medical District Master Plan
hospitals, College Station Medical Center (The Med)
and St. Joseph Regional Health Center (Bryan).
The new Scott & White Hospital is currently under
construction at the intersection of SH 6 and Rock
Prairie Road in College Station. In addition, two
new healthcare-related institutions are expected to
grow rapidly in the College Station-Bryan area: Texas
A&M University’s Health Science Center (HSC) and
Research Park. Supplementing these major facilities
and institutions are an array of physician’s offices,
pharmacies and small local clinics that serve nearby
neighborhoods.
A medical district has already begun to take shape
in the vicinity of SH 6 and Rock Prairie Road. This
has long been the site of The Med (approximately
150 beds), which will be joined by the new Scott &
White Hospital (projected capacity of 143 beds upon
completion). The Med, with 217 active physicians,
was founded in 1931 as an acute care hospital
and moved from Bryan to College Station in 1997.
Through construction of additional floors on the
existing building, The Med could accommodate as
many as 250 total beds.
The two hospitals form the nucleus of a medical
cluster, or medical district, and are complemented by
a range of other “supporting uses” such as medical
office buildings, pharmacies and physician’s offices.
In their own way, the existing retail, housing and
parks are also supporting uses.
St. Joseph Regional Health Center’s main campus
in Bryan has 310 beds. Their outpatient facility in
College Station is located on 27 acres at William D.
Fitch Parkway and SH 6. The St. Joseph outpatient
facility is outside the study area, however, St. Joseph
is an important institution and part of the College
Station medical community. In 2010, approximately,
24,000 College Station residents chose St. Joseph
for their outpatient care while 2,951 residents used
St. Joseph for inpatient care. The Physicians Centre
Hospital is also located in Bryan, but has only 16
beds and is not considered a full service hospital.
The medical facilities that are currently on the
ground or under construction show that the private
market is already confident that a medical district
is feasible. Thus, the questions for the future really
revolve around not if the medical district will happen,
but how and at what scale. In other words, what
are the scales of medical and related non-medical
uses, the time frame for development, qualities of the
physical environment and how can new facilities be
introduced without creating excessive competition for
existing providers?
In planning for future medical facility expansions
and additions, the College Station medical
community and the City should carefully review the
area’s competitive position vis-à-vis other areas—
particularly larger metro areas such as Houston and
Austin. The City’s healthcare institutions can and
should be able to offer general hospital/medical
and acute care facilities that are every bit as good
as those in larger metro areas. However, in some
specialty care areas—for example, oncology,
cardiology and gastroenterology—local institutions
will have trouble competing directly and should offer
these services through strategic relationships with
larger, regional specialty healthcare providers. This
dynamic is explained in greater detail in Chapter 4
-Development Program.
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4 - Development Program
A development program is a narrative description of how a property
or area should be developed. The program serves as a guide to the
physical planners (land planners, landscape architects, architects
and engineers) who are responsible for translating the narrative
program into a physical land use, transportation and utility plan.
The development program describes an overall identity for the
project including theme, image and attributes to be merchandised;
the overall objective is to capture target markets, maintain
economically viable conditions, and create a positive, long-term
identity for the project.
Product and amenity opportunities are based on the research
and analysis of markets for the project—all of which should be
simultaneously pursued for the purpose of accelerating project sales
and mitigating absorption risk.
Programming includes identifying and formulating alternative
concepts for the master plan, including:
• Development theme and character.
• Timing and phasing. This development program is intended for
an approximately 10- to 20-year period. However, some uses
will develop before others.
• Land uses by type, including a wide range of medical and non-
medical components.
• Land use mix.
• Number, type and land (acreage) needs of the various land
uses.
• Likely amounts of medical and commercial uses (measured in
square feet) and housing (measured in dwelling units).
• Recommended amenities.
Forecasting in the Fog: The Past and the “New Normal”
Making accurate long-term development projections has never
been easy. But it is arguably more difficult now than ever before,
given the dramatic changes to the nation’s economy and real estate
markets that have taken place over the past four years, and the
ripple effect this has had on consumer preferences and demand for
housing, retail space and other components of the built landscape.
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43College Station Medical District Master Plan
Figure 17. Medical District with Land Use Concentrations
Source: Leland Consulting Group, SRA, Townscape
Figure 18. Forecasting in the Fog
Source: Leland Consulting Group
Figure 18 illustrates the difficulty of “forecasting
in the fog:” pre-crash data shows a red-hot market
in which all real estate products—ranging from
single-family homes to commercial real estate—
were funded and leased quickly, while post-crash
data shows just the opposite. Neither can be relied
upon to accurately predict long-term trends, and
thus, determining the precise pace or timing of
redevelopment in College Station and most other
markets is very difficult.
The future market realities are almost certainly
somewhere between the 2007 peak and the current
trough. This principle is likely to be true with respect
to measurements such as annual housing starts,
commercial real estate absorption, rent and lease
rates and other metrics throughout the College Station
market area.
However, the downturn and eventual upturn—
expected in 2011, 2012 or potentially later—will be
“lumpy”. Traditional lending institutions are hesitant
to make loans to developers, and when they do, the
parameters of the loan are often prohibitive. Many
households have seen serious wealth depletion,
as much of the household worth depends on the
value of single-family homes, access to home equity
loans, retirement accounts and other funds related
to the value of financial markets. No one knows
when these forces will return to a state of normalcy
and exactly what the “new normal” will be. Some
markets—defined geographically or by real estate
product type—will fare much better than others.
For example, the apartment market is in most cases
seen as a more desirable area for investment at the
moment than single-family homes—which are in
most areas overbuilt.
Similarly, in retail, some stores will fare better than
others or even be more profitable than before. Sales
among fast casual restaurants are up. Movie theaters
are generally doing well as consumers redefine
leisure as dinner and a movie rather than a week long
vacation abroad.
In summary, College Station should take a long
view of real estate redevelopment, hope for the best
but also plan to be patient with the still-struggling
economy.
Successful Programs are Market-Driven
The master plan, which can expect successful
implementation, must address, to the extent possible,
the goals of the City. The additional and equally
rigorous layer of considerations that impact the
program consists of:
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44 College Station Medical District Master Plan
• Market willingness to seek out medical services,
housing, shopping or leisure activities, or
other products and experiences in the physical
environment to be developed.
• Market capacity to pay either through equity, debt
service, rents, home ownership or commercial
rents.
• Lending and loan underwriting policy and criteria.
• Achieving reasonable levels of profitability
commensurate with risk to attract private
development capital to the study area.
• Establishing an arrangement of land uses which
can be successfully introduced in the marketplace
with sufficient velocity (rate of sales) to generate
revenues adequate to cover or partially cover the
cost of infrastructure both on-site and off-site.
Hence, all development strategies must thoughtfully
consider the needs of the potential employers,
residents, and shoppers who will come to the district.
These considerations include price, size, quality levels,
image, quality of life and other factors.
Development Identity and Character
Preparing a development program for the medical
district begins with establishing a statement of the
recommended overall identity and character for
the project. This statement of the project should
be adopted by the medical district leadership and
organization. It is analogous to the mission statement
in a business plan. It is the guiding statement against
which later program details can be “tested” for
compliance in support of the overall theme. The
recommended program is for a medical district and
mixed-use community, as illustrated in the following
graphic.
Exceptional Medical Care
This is the key differentiating feature of the district
and the set of uses that will drive its success.
Exceptional medical care currently brings substantial
numbers of patients and employees to the district
every year, and will continue to do so in greater
numbers in the future. These visitors then make up
the market for the other uses and activities in the
medical district, including the “village center” retail,
office space, housing and parks. It is absolutely
critical to the long-term success of the district that
residents of the College Station market area believe in
the quality of care and receive the best care possible.
The land use components of medical care include
hospitals, specialty and subspecialty clinics (such as
children’s medicine, oncology, mental health, etc.),
medical office buildings, pharmacies and medical
suppliers, research and development, and education
and university related uses. Not all of these uses
must be on site at all times. For example, The Med
currently has relationships with certain specialty
doctors who are only in College Station on a part-
time basis, since the market is not big enough to
sustain those who focus on specific and relatively
rare procedures. Thus, some services can be offered
through outsourcing or even off-site relationships.
A Special Place and Destination
The Texas A&M campus is one example of a special
place: A place that people return to time and again
to enjoy experiences with friends and family, that
evokes memories, emotion and attachment. On the
Texas A&M campus, experiences include sporting
events, reunions, military services, etc. The medical
district will of course have a different look, feel,
and identity than the A&M campus, but it should
establish a sense of place and, in doing so, create
a means by which it can differentiate itself from its
competition. This will help it to attract patients,
doctors and residents because of a natural desire to
spend time in high-quality environments.
Research completed by Texas A&M and the Center
for Health Design shows that quality of place
matters. According to one in a series of articles
and presentations authored by professor Leonard L.
Berry of Texas A&M and his colleagues:
“The buildings in which customers receive services
are inherently part of the service experience…The
evidence indicates that the one-time incremental
costs of designing and building optimal facilities
can be quickly repaid through operational savings
and increased revenue and result in substantial,
measureable, and sustainable financial benefits.”
(“The Business Center Case for Better Buildings,”
Leonard L. Berry et. al., Healthcare Financial
Management, November 2004.)
A pathway on the A&M campus.
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45College Station Medical District Master Plan
Figure 19. Medical and Supporting Uses
Source: Leland Consulting Group
This analysis is consistent with real estate research
completed on the relationship between the quality of
the built environment and the price that customers
or residents will pay to be there. (Source: “The
Business Case for Better Buildings,” Leonard L. Berry
et. al., Healthcare Financial Management, November
2004. See Valuing the New Urbanism: The Impact
of the New Urbanism on Prices of Single-Family
Homes, Eppli, Mark J. et al, Urban Land Institute,
1999, and Back to the Future: The Need for Patient
Equity in Real Estate Development Finance, Brookings
Institution, 2007. The capital costs of high-quality
development are also usually higher, but as these
analyses show, this is offset by higher revenues
when implemented properly) “Place making” can
be achieved through a “village center” or active
central place for commerce and social functions,
design of signage, gateways and entrances, streets
and sidewalks, street lighting, common architectural
themes, consistent imagery, graphic design and other
features.
Holistic Wellness
The medical district has the opportunity to
incorporate aspects of health and healthcare that
extend beyond the walls of its hospitals and clinics—
through health and fitness clubs, walking and biking
paths, restaurants that emphasize healthy eating,
ball fields, yoga studios, plazas, open spaces and
many other features. An example is The Med’s
current partnership with Aerofit Health and Fitness
that will result in a new fitness center just south of
Rock Prairie Road. The American public is, today,
broadly interested in a definition of health and
well-being that is much broader than medicine
alone. By incorporating and integrating health
and wellness broadly into the medical district, and
by demonstrating this approach through the area’s
physical design, the City and its partners can enhance
the district’s brand, improve people’s connection
to the place, and increase revenues and economic
viability.
Great Neighborhoods: Housing Options for Seniors,
Medical Professionals and Families
Two key groups—senior citizens and medical
professionals—will have a distinct interest in
living close to the medical district. Seniors have a
demonstrated propensity for living in close proximity
to quality medical care, and people tend to seek
housing that is within easy access to their jobs. This
suggests strong demand within the medical district for
both senior housing—which includes a “continuum
of care” that ranges from independent living, to
assisted living, to skilled nursing facilities—and a
wide range of housing for medical professionals. The
types of housing sought by medical professionals will
also be very broad, and may range from large-lot,
single-family homes, to urban-style condominiums
within walking distance of the hospitals.
Making these housing options available will enhance
the value proposition of the medical district and its
potential for long-term success. The medical facilities
will benefit from a consistent base of patients, and
find it easier to attract the best doctors, nurses and
technicians if great neighborhoods are located
nearby. Finally, this population will also help the
village center retail component to thrive.
Medical and Supporting Uses
As shown in Figure 19, the medical district can be
generally divided into major use areas: an existing
and expanded medical core and a large area of
supporting uses. However, both areas—core and
periphery—will include a mix of medical and non-
medical uses. The types and locations of these uses
are summarized in Figure 19.
Land Available for Development
The study area for the master plan is several hundred
acres in size. This total area includes some areas that
will remain as-is for many decades, areas that are
vacant and are expected to develop and some smaller
areas that are already developed but are expected to
redevelop within this development program’s time
frame.
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46 College Station Medical District Master Plan
Table 3. Gross and Net Developable Areas (based on intial study area)
Source: Leland Consulting Group
As Table 3 shows, there are approximately 534 net
developable acres within the intial study area that
can be reasonably expected to develop within the
next decade or beyond. Because of the inherent
uncertainty associated with large scale, long-term
development (see the “Forecasting in the Fog”
section) this area could build out in more or less time.
A number of considerations and inputs influence this
land development analysis:
East and West sides. A considerable amount of land
is currently vacant—most of it on the east side of SH
6. The east side of SH 6 is best suited for large-scale
development, especially for residential communities;
however, significant amounts of medical and
supporting commercial uses will be clustered along
Rock Prairie Road, particularly close to SH 6. The
west side of SH 6 will also accommodate a mix of
uses; however, these are more likely to be “infill”
opportunities. Because of their close proximity to
The Med and other established uses, there is a more
immediate opportunity to create an urban core or
village center for the medical district on the west side.
Right of Way. The amount of land needed for right-of-
way (ROW), open space and other public areas varies
considerably, particularly in contrasting “developable
pads” that are already surrounded by urban streets
(west side) versus large parcels that still require a
network of local streets to be built through them (east
side). Thus, on the east side, a greater percentage of
the total area must be deducted for ROW and public
space.
Expansion on The Med and Scott & White properties.
The Med and Scott & White hospitals have additional
capacity to expand their services on their existing
properties—particularly Scott & White, whose primary
property is approximately 99 acres. Some new
development (to be planned and completed by the
hospitals themselves) can take place here.
Constrained/Public Uses. Some properties
are considered undevelopable (parkland) or are
considered undevelopable pending further site-
specific analysis (landfills).
Redevelopment. Some properties—particularly those
that are not highly improved or that experience large
increases in visibility or traffic due to the expansion of
the medical district —are likely to redevelop.
Development Program
Table 4 shows the development program for the
medical district at full build out, including land uses
by area, density and development quantity. The time
frame for this build out is generally 10 to 20 years,
with the speed of absorption to be determined by a
number of factors including the national and local
economies, demographic patterns such as the in-
migration rate of seniors to College Station, timing of
regulatory approvals, lending environment and other
conditions.
Medical and Healthcare Uses
Hospitals
As shown in Table 5 and Figure 20 there is a
significant undersupply of hospital facilities (measured
in hospital beds and physicians) in the College Station
MSA in the longer term.
While this undersupply is only modest from the
perspectives of the short term of the College Station-
Bryan MSA alone, it becomes quite significant when
viewed from the perspective of the entire 50-mile
market area and over the long term. (For the purposes
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47College Station Medical District Master Plan
of this report, the short term is considered to be the
next five years, medium term from five to 10 years,
and long term from 10 to 20 years.) This is both
an important community issue for the area and a
significant market opportunity.
As of 2013, there will be approximately 636
operating hospital beds within College Station and
Bryan, including the Scott & White Hospital now
under construction and an expansion underway at
the Med. (Source: The number of hospital beds
projected is as follows: College Station Medical
Center, 167; Scott &White, 143; St. Jospeh, 310;
Physician Centre Hospital, 16.) Presently, the existing
hospital bed supply is operating at or near full
capacity even as some residents look elsewhere for
their medical needs, especially in specialty care. As
the population continues to grow and age, this supply
will become more obviously inadequate just as the
supply of quality senior housing is becoming more
obviously inadequate.
The need for future medical facilities can be assessed
in several ways and should take into account several
factors. The primary factors influencing a projection
of medical services include population size, industry
standard measures of services needed, age of the
population and presence of other medical demand-
drivers, and other market characteristics.
Two frequently used metrics for forecasting hospital
and medical facility demand are hospital beds and
physicians per 10,000 residents of a given area. The
current national average is 31 hospital beds and
27 physicians for each 10,000 residents. (Source:
Kaiser Family Foundation, www.globalhealthfacts.
org/data/topic/map.aspx?ind=78.) On average, the
Texas healthcare industry has built somewhat fewer
beds per 10,000 residents, but the standard varies
significantly between healthcare-intensive cities
and rural areas where healthcare services are less
accessible. The Houston and San Antonio regions
have approximately 45 beds per 10,000 residents
and are known nationally and internationally for the
reputation of their respective medical districts. Given
the evolving characteristics of the College Station
MSA and market area, an increase in medical services
and concomitant bed-count can be viewed as both
reasonable and responsible public policy.
Table 4.
Medical District
Development
Program
Source: Leland
Consulting
Group. Some
figures may not
sum correctly due
to rounding
(based on intial
study area)
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48 College Station Medical District Master Plan
As explained in Chapter 3, age is a major factor
that has a very significant impact on the demand
for medical care and hospital facilities. Senior
citizens over the age of 65 require more than three
times the number of physicians as those in the 25
to 44 age group. The percentage of senior citizens
within the market area is anticipated to nearly
double from 62,000 today to 120,000 in 2030. As
the market area’s population ages in keeping with
national trends, and there is no rational basis for
supposing College Station can or will avoid these
trends, demand for hospitals and healthcare services
will grow significantly. College Station’s ratio of
hospital beds has clearly been low historically and
comparatively due to the large percentage of college-
age residents. And while this will, of course, continue
to be an important part of the region’s demographic
character, hospital demand should move back into
line with state and national averages in the coming
decades.
The projections in Table 5 and Figure 20 were
developed based on the factors outlined above: the
market area’s growing and aging population, and
industry standards for required hospital facilities.
The need for hospital facilities has been adjusted
to account for the ages of populations served. This
analysis shows a gap of almost 700 beds in 2015, and
more than 1,000 beds by 2030. While significant new
facilities will be needed throughout College Station
and Bryan, and in the medical district specifically,
much of the growth within the medical district should
be able to take place on property already controlled
by the Med and Scott & White.
Table 5. Senior Housing Demand in the Market Area and Medical District
Source: Department of Health and Human Services, US Census, Leland Consulting Group
Figure 20. Elderly Living in the Community, by Type of Care
Source: Long Term Care in America, National Commission for Long Term Care, 1999; Leland Consulting Group
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49College Station Medical District Master Plan
Medical Office Building
Medical office buildings (MOBs) typically include
routine and preventative care facilities such as
physician’s offices, dentists, opthamologists and
various other providers. MOBs have many of the
same locational requirements as typical office
buildings such as easy access for clients; proximity
to support services such as food, hotels, labs and
medical suppliers; ample parking; and access to
intra- and inter-regional transportation connections
such as freeways, high capacity transit and airports.
However, MOBs usually require a higher degree of
technology and services, such as advanced computer
systems, greater number of plumbing fixtures,and a
higher standard of air quality and purification than
typical office buildings.
Specialty Healthcare
Specialty healthcare includes specialists in
cardiology, oncology, OBGYN, mental health and
other fields that cannot be completely addressed
within a single general-care hospital. These specialty
services can be offered in multi-tenant or single-
tenant clinics, or on a contract basis within the
existing hospitals. In addition, medical hardware
suppliers and other support facilities are likely to
locate in the medical district in the future.
Research and Development
Research and Development (R&D) facilities can be
comparable to office buildings, flexible warehouses,
or industrial properties depending upon the type of
research being conducted. Often they need both
types of facilities: an office in which to develop and
market concepts and a lab or production room to
conduct experiments and fabricate prototypes. Like
MOBs they require a greater level of technology and
often have higher energy and water consumption.
They also require a greater level of security, as
products may be in a highly secretive phase of
development. R&D facilities benefit from proximity
to universities and large research hospitals for
prospective employees as ideas spin off from research
conducted at these institutions.
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50 College Station Medical District Master Plan
Retail / Village Center
A village center with a strong retail component could
thrive within the medical district. Retail provides
activity and amenities to the residents, employees and
visitors of the medical district. Retail is the “theater”
that will entertain visitors and create a sense of
place, making the medical district more desirable for
residents, visitors and employees of the area.
Requirements for Success:
• Visibility. Thousands of customers must pass and
see the site on a daily basis. Daily traffic volumes
of approximately 20,000 are desirable for most
national retailers. SH 6 running through the
medical district has daily traffic counts of 60,000
at the intersection of Rock Prairie Road.
• Accessibility. Must be very easy to get to; daily-
shopping or convenience retail should be on the
“way home” (right) side of the street.
• Central location vis-a-vis target markets. For
example, grocery anchored centers should
be within approximately one mile of 10,000
residents.
• Manageable competitive environment. Most
retailers will avoid an area if competitors are
already located there.
• Demographic match. Retailers choose sites
located near their “target market” customers.
• Anchor tenants. Retail developments are often
“anchored” by one tenant (for example, a high-
profile department store) who then attracts other
tenants.
• Sense of place, safety, cleanliness.
• Contiguity. Urban retail must be continuous, or
many shoppers will stop and turn back.
• Parking capacity.
Hotel
Experience from other medical corridors shows
that additional hotels and conference space will
be needed in this medical district to accommodate
visiting families, patients, and doctors.
Requirements for Success:
• Visitor amenities and attractions.
• Easy access to major thoroughfares.
• Co-location with other hotels.
• Visibility.
• Parking capacity.
Office
Office uses would be an excellent addition to the
medical district as they would provide daytime
activity to the area and are compatible with the other
uses being proposed for the area.
Requirements for Success:
• Easy access to and from clients.
• Accessibility to workforce and executive
residences; offices tend to be sited near the
center of metro regions or at major transportation
hubs.
• “Address status.”
• Proximity to suppliers and collaborator firms.
• Parking capacity.
• Proximity to support services: banking, food,
hotels and other services.
• Access to intra- and inter-regional transportation
connections such as freeways, high capacity
transit and airports.
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51College Station Medical District Master Plan
Independent Living
Multi-unit complex marketed to seniors. Rent
premium of approximately 10 percent (above other
equivalent multifamily units) for communal dining,
housekeeping and transportation services.
Source: www.asla.org_2010awards_564.html photo
by Susan Rudiek
Loopnet real estate brokerage service, Leland
Consulting Group
Assisted Living
Support services include laundry, food service,
arranged activities, limited medical oversight and
assistance to those with physical impediments such as
blindness or decreased mobility.
Source: www.lakewayjoseyranch.com
Loopnet real estate brokerage service, Leland
Consulting Group
Skilled Nursing
Facilities designed to provide 24-hour care and
intensive medical attention. Staff assists residents
with daily tasks such as bathing, dressing and other
needs.
Source: www.mirabellaassistedliving.com
Loopnet real estate brokerage service, Leland
Consulting Group
Supporting Uses: Senior Housing
Stakeholder interviews and research indicate strong
recognition of the need for more senior housing
and Long Term Care (LTC) facilities in College
Station. Given the significant increases in the
College Station over-65 age group over the next
20 years, and the likelihood of significant influx of
retirees, the consultant team has estimated the level
of senior housing demand. In the decade between
2010 and 2020, the number of residents of the
City of College Station who are over the age of 65
is expected to increase by approximately 5,000,
from 17,500 to 23,400. In the 50-mile market area,
this demographic group is expected to increase
by approximately 22,000, from 62,000 to 84,600.
See Table 2 in Chapter 3 – Healthcare Trends and
Regional Demographics for details.
The facilities listed below show the typical range
of senior housing, all of which are appropriate in
varying quantities for the medical district. In addition
to the categories shown below, continuing care
facilities offer the full range of these senior housing
types within a single large development. This allows
residents to “age in place” and move easily from
one housing type to another as their medical needs
or preferences change. Continuing care facilities
typically require a long-term contract from residents
with an initial down payment, whereas the stand-
alone facilities are often contracted on a monthly
basis. Senior housing differs from other housing types
in that it is not only a real estate investment, but also
involves a hospitality and health care component that
must be considered when operating the facility.
The following sections evaluate the amount of senior
housing likely to be in demand within the medical
district. Demand for senior housing will come from
two primary sources: latent demand and the net new
senior population moving to the area.
Latent Demand
Interviews with College Station residents and those
in the healthcare industry strongly indicate that while
there are thousands of senior residents of the city and
surrounding areas, there is very little senior housing
within the City itself. Many seniors reported having
to move out of the City in order to find a senior
community that met their expectations. Thus, there
is expected to be latent demand for senior housing in
the market. Up to 420 units of senior housing could
be quickly absorbed within the medical district if
facilities were provided for a mere five percent of
the over-65 population found in College Station-
Bryan MSA in 2010, as shown in Table 3. This is a
conservative estimate that does not take into account
any seniors currently living outside of the area who
would like to relocate, but have been unable to find
a suitable location. With an aggressive marketing
campaign the initial absorption could be even
higher.
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52 College Station Medical District Master Plan
Table 6: Senior Housing Demand in the Market Area and Medical District
Source: Department of Health and Human Services, US Census, Leland Consulting Group
Figure 21: Elderly Living in the Community, by Type of Care
Source: Long Term Care in America, National Commission for Long Term Care, 1999; Leland Consulting Group
Net New Senior Housing Growth
Besides the latent demand to meet the need of seniors
already living in the community, there will be a
continued need to supply senior housing facilities
to those who will be turning 65 over the coming
decade. The primary market area, or the 50-mile
radius, is projected to increase from 62,000 people
over age 65 in 2010 to a little over 84,000 by 2020.
This is an increase of 22,000 people who will need
varying levels of specialized care. As shown in Figure
21, nearly 47 percent of seniors live in some type
of independent living facility. If the medical district
were to capture 10 percent of these new households,
there would be a need for 680 independent living
units by 2020, as shown in Table 6. This can be
further broken down by number of units projected for
the medical district by other facility types. Given the
medical district’s unique position in the region, this
significant capture rate is reasonable.
While it is true that LTC facilities and assisted living
facilities may be located anywhere in the primary
market area, those facilities located closer to the
community hospitals are more attractive to the senior
population for obvious reasons. Planning for the
medical district should take into account adequate
land reservation for senior housing proximate to or
in the medical district. According to the National
Commission for Long Term Care, 28 percent of
seniors prefer to remain in their homes or to live with
family members rather than move to a senior housing
facility. Seniors with a preference for living in
unaffiliated private residences will most likely not be
captured in the medical district and are not included
in the senior housing demand projection.
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53College Station Medical District Master Plan
Town Houses or Row Houses
15 to 25 du/acre, 2 to 3 stories
Surface parking or parking within each unit
Source:Leland Consulting Group
Wood Frame Condos or Apartments
20 to 35 du/acre, 2 to 3 stories
Surface, garage or tuck under parking
Source:Leland Consulting Group
Mixed Use Mid-Rise
40 to 60 du/acre, 4 to 6 stories
Structured parking
Source:Leland Consulting Group
Single-Family Housing
5 to 10 du/acre, 1 to 2 stories
Surface parking
Source: Istockphoto.com
Cluster or Cottage Housing
10 to 25 du/acres, 1 to 2 stories
Surface parking
Source:Leland Consulting Group
Supporting Uses: Single-Family and Multifamily
Housing
As previously stated, the housing market in College
Station and other locales in the state has changed
significantly over the past several years. In contrast
to the middle of the last decade, the best selling
houses in College Station are smaller (1,500 to
1,800 square feet) and considerably less expensive
($150,000 to $300,000 maximum). Some houses
priced in the $400,000 range have been sitting on
the market for more than two years. The core of the
short-term housing market is seen as those seeking
affordable homes and downsizing retirees who have
moved out of large homes and are now looking
for comparatively smaller and lower-maintenance
homes, including “cluster” or “cottage” communities.
Both trends are well suited for the medical district.
Requirements for Success
• Critical mass: adjacent residential neighborhoods
and urban amenities (schools, parks, retail, and
services).
• Safety.
• Large share of one and two person households
within market area.
• Easy access to employment centers.
268
December 13, 2012
Regular Agenda Item No. 4
College Station Municipal Management District 1 (West)
To: David Neeley, City Manager
From: Bob Cowell, AICP, CNU-A, Executive Director of Planning & Development Services
Agenda Caption: Public Hearing, presentation, possible action and discussion regarding
review and development of a Resolution of the City of College Station supporting Legislation
to create the “Rock Prairie Medical District Municipal Management District Number One” and
the associated draft Legislation.
Relationship to Strategic Goals: Core Services and Infrastructure, Financially Sustainable
City, Diverse Growing Economy, and Improving Mobility
Recommendation: Staff recommends Council provide direction on items they desire to
strike or revise in the proposed draft Resolution and Legislation and that the Resolution and
Draft Legislation (as revised) be approved.
Summary: In October of 2012, the City Council approved an amendment of the City’s
Comprehensive Plan to include the College Station Medical District Master Plan. To realize
the Vision and economic development opportunities realized in the Master Plan, significant
barriers to development and successful plan implementation must be overcome. These
barriers include, but are not limited to lack of basic infrastructure (potable water, fire flow,
sanitary sewer, etc) to serve development in the area and lack of transportation capacity
(vehicular, pedestrian, etc) to meet the mobility needs present in the area and the lack of a
sufficient management structure to ensure the long-term success of the District.
The approved Master Plan identified a series of financial and management tools necessary to
overcome these barriers and to maximize the development potential of the area. A key to ol
identified in the Master Plan is the use of Municipal Management Districts (MMD). Staff has
proposed the establishment of two MMD’s in the District. This request addresses MMD 1,
which encompasses the area west of the SH6/Rock Prairie Road Bridge and includes the two
hospitals located within the District. The emphasis of the MMD in this area will be on the
marketing and promotion of the District and limited service enhancements (landscaping,
maintenance of public works, etc) and limited improvement projects (signage, public works
enhancements, etc).
Funding of the activities of the MMD will come from proceeds raised via assessments and
other means as described in the proposed enabling legislation and as voted on by the MMD
Board.
Budget & Financial Summary: Approximately $105,000 to establish the two proposed
MMD’s (some portion of which may be reimbursable), Future Activities of the MMD are
funded by the members of the MMD with costs dependent upon selected MMD projects
Reviewed and Approved by Legal: Yes
Attachments:
1. MMD 1 Boundary Map and Legal Description
2. Draft Resolution (To Be Provided via Separate Attachment)
3. Proposed Draft Enabling Legislation (To Be Provided via Separate Attachment)
269
Joe Orr, Ine.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Municipal Management District
West area -437.07 acres
College Station, Texas
December 2012
All that certain tract or parcel of land lying and being situated in the Crawford Burnett league
(abstract no. 7), Robert Stevenson league (abstract no. 54) and Thomas Caruthers league (abstract
no. 9) in College Station, Brazos County, Texas, generally being an area centered around the
intersection of Rock Prairie Road and State Highway no. 6, and the boundary being more
particularly described as follows:
Beginning at the intersection of the south right-of-way line ofRock Prairie Road East (60 feet south
of surveyed centerline) and the east boundary ofBlock 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast comer of Lot 1, Block 7 of said subdivision,
and from where the City of College Station GPS control monument no. 9 bears S 82° 02' 35" E
7016.5 feet
Thence along the east boundary lines of said Scott & White subdivision as follows:
S 2° 42' 34" E -1023.83 feet, S 50° 49' 32" W -930.60 feet, S 47° 37' 11" E 128.13 feet
and S 41 ° 15' 39" W -1224.44 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
S 34° 27' 26" E -55.00 feet, S 27° 43' 31" E 192.30 feet, S 36° 45' 17" E 383.87 feet and
S 42° 27' 25" E -105.18 feet to a southeast line of that M.D. Wheeler, Ltd. 10.01 acre Tract
One (vol. 3007, pg. 341);
Thence along the southeast lines of said M.D. Wheeler Tract One and the southwest lines of 71.52
acre Tract Two as follows:
N 41 ° 43' 32" E -194.25 feet, N 21 ° 27' 46" E 145.09 feet, S 46° 46' 09" E -304.24 feet
and S 47° 42' 33" E -177.08 feet to the west comer of that IHD Properties, LLC 2.77 acre
Tract One (voL 10144, pg. 203);
Thence along the north, east and south lines of said IHD Properties tract as follows:
N 72° 19' 02" E -202.14 feet, S 47° 42' 56" E -638.83 feet and S 42° 17' 04" W -175.00
feet to the northeast common comer of the Harley Subdivision (voL 3961, pg. 236) and
Cooper's Subdivision (voL 4708, pg. 230) in a southwest line of said Wheeler Tract Two;
'Thence S 47° 42' 16" E -1053.70 feet along the northeast line of said Cooper's Subdivision and
continuing along the northeast line of the Barker Subdivision (vol. 5101, pg. 182) to its east comer;
MMD-West Page lof5
270
Thence S 38° 51' 07" W 279.95 feet along the southeast line of said Barker Subdivision to its
south comer in the northeast line of State Highway no. 6, also being a west comer of the City of
College Station 46.60 acre tract (vol. 3310, pg. 321);
Thence crossing said highway and along its southwest right-of-way lines as follows:
S 58° 32' 52" W -371.50 feet, N 49° 25' 00" W -238.23 feet, N 43° 42' 22" W -201.00
feet, N 49° 25' 00" W ~ 1400.00 feet, N 46° 52' 14" W -413.20 feet, N 38° 34' 52" W
507.10 feet, N 32° 13' 53" W 534.28 feet, N 27° 56' 32" W 200.56 feet, N 32° 13' 53" W
-400.00 feet, N 35° 05' 29" W -200.28 feet and N 82° 25' 23" W 78.10 feet to the
westerly north comer of Lot 1, Block 1 of Graham Comer Plaza (vol. 5878, pg. 129) in the
southeast line of Graham Road;
Thence N 40° 30' 48" W -71.60 feet across Graham Road to the east comer of the remainder of the
Jack E. Winslow, Jr. 3.0 acre tract (vol. 2291, pg 140 and vol. 2835, pg. 180) in the northwest line
of Graham Road (vol. 2086, pg. 58);
Thence N 32° 13' 25" W -311.17 feet, along the southwest right-of-way line of State Highway no.
6, to the north comer of the said Winslow 3.0 acre tract;
Thence N 43° 01' 34" W -187.16 feet, continuing along the southwest highway right-of-way to its
intersection with the southeast right-of-way line of Birmingham Drive, at the north comer of Lot 1,
Block 2 of Belmont Place (vol. 816, pg. 681);
Thence S 56° 19' 13" W -882.77 feet, along the said southeast line of Birmingham Drive, along the
northwest line of said Belmont Place (voL 816, pg. 681), Belmont Place Section Three (vol. 9485,
pg. 231) and across Longmire Drive to the westerly north comer of Lot 3, Block Four of Belmont
Place Section Three (vol. 8104, pg. 183);
Thence along the east, south and west lines of said Lot 3, Block Four as follows:
S 76° 46' 03" E 34.73 feet, S 33° 37' 31" E 63.93 feet to the beginning ofa tangent curve
to the right with a radius of 605.00 feet, along said curve through a central angle of 13° 05'
29" to the point of tangency, S 20° 32' 02" E -77.73 feet to the east comer of Lot 3, S 56° 19'
13" W 192.21 feet and N 33° 40' 47" W -302.00 feet to the west comer of Lot 3 in the
southeast line of Birmingham Drive;
Thence along the southeast right-of-way lines of Birmingham Drive (vol. 1024, pg. 826) as follows:
S 56° 19' 13" W 578.30 feet to the beginning of a tangent curve to the left with a radius of
379.78, along said curve through a central angle of 8° 39' 09" to the point of tangency and S
47° 40' 04" W -248.52 feet to the northeast line of the City of College Station 35.00 acre
tract (vol. 692, pg. 506);
Thence along the northeast lines of the said City 35.00 acre tract as follows:
S 48° 01' 03" E 522.82 feet and S 46° 38' 56" E -421.66 feet to the northwest right-of-way
of Graham Road (vol. 1955, pg. 245);
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Thence along the said northwest right-of-way lines of Graham Road as follows:
S 41° 33' 01" W -18.30 feet, S 42° 04' 18" W -521.46 feet and S 41° 03' 13" W 319.08
feet to the southwest line of said 35.00 acre tract;
Thence N 47° 40' 02" W -1753.06 feet along the said southwest line ofthe 35.00 acre tract to the
west comer of same in the common line of the F .M. and Olive Arnold 50 acre tract (vol. 200, pg.
445) and the Texas Hotel Management Corporation 17.215 acre tract (vol. 3665, pg. 248);
Thence along the said common Arnold and Texas Hotel lines and continuing along the northwest
lines ofArnold Road (voL 5027, pg. 162) as follows:
S 43° 02' 52" W -190.23 feet, S 42° 48' 34" E -37.00 feet, S 43° 06' 26" W -10.80 feet, N
42° 48' 34" W -37.00 feet, S 43° 06' 26" W 34.60 feet, S 65° 14' 25" W -160.32 feet, N
47° 33' 01" W -32.38 feet, S 63° 10' II" W -180.26 feet, to the beginning of a tangent
curve to the left with a radius of 405.00 feet, along said curve through a central angle of 17°
37' 25" to the end of said curve, and S 55° 19' 31" W 5.32 feet to the east comer of the City
of College Station 9.93 acre tract (vol. 448, pg. 230);
Thence along the south, west and north boundary of Brian Bachmann Athletic Park (formerly
Southwood Athletic Park) and continuing along Rock Prairie Road as follows:
S 41 ° 59' 01" W -1027.13 feet along the northwest line ofArnold Road and southeast lines
ofthe said City 9.93 acre tract and the City 15.89 acre tract (vol. 448, pg. 232), N 43° 45' 01"
W -1185.92 feet, along the southwest line of said 15.89 acre tract to the southeast right-of
way line of Rock Prairie Road (80' R.O.W. -vol. 779, pg. 571), N 51 ° 51' 01" E 1177.50
feet along said southeast line of Rock Prairie Road to the beginning of a tangent curve to the
right with a radius of 1006.62 feet in the southeast boundary of Southwood Terrace Phase 3-C
(vol. 523, pg. 431), along said curve through a central angle of 8° 11' 51" to the point of
tangency, N 60° 08' 52" E -1486.99 feet along the southeast boundary of Southwood Terrace
Phase 3-B (vol. 579, pg. 380) and Phase 3-A (vol. 519, pg. 378) to the beginning of a tangent
curve to the right with a radius of 960.00 feet, along said curve through a central angle of 18°
38' 31" to the point of tangency, N 78° 47' 23" E -14.90 feet and N 11 ° 12' 37" W -79.72
feet across Rock Prairie Road to the southwest comer ofthe Remington Subdivision (vol.
1239, pg. 219);
Thence along the west boundary lines of said Remington Subdivision, the northwest boundary of
Tract B, Ponderosa Place Section Two (vol. 2680, pg. 321) and Longmire Place (voL 3377, pg. 155)
and along the southwest boundary of Ponderosa Place (vol. 490, pg. 169) as follows:
N 26° 55' 04" W -252.32 feet, N 17° 18' 19" E -259.07 feet, N 42° 34' IT' E 624.79 feet
and N 40° 39' 13" W -796.43 feet to the west comer of Lot 4, Block 21 of Ponderosa Place,
in the southeast line of Ponderosa Road;
Thence N 49° 20' 47" E -1150.00 feet, along the southeast right-of-way line of Ponderosa Road, to
the north comer of Lot 1, Block 19 of Ponderosa Place, in the southwest right-of-way of State
Highway no. 6;
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Thence along the said highway southwest right-of-way lines as follows:
S 40° 39' 13" E 480.00 feet, S 32° 12' 28" E -185.04 feet, S 41 ° 13' 02" E 80.23 feet and
S 17° 22' 13" E -34.06 feet to the southeast line of Lot 1, Block 20 of Ponderosa Place;
Thence N 78° 53' 01" E -493.32 feet, across State Highway no. 6 to the west comer of Lot 2-B,
Block One of Cornerstone Commercial Section One (vol. 3922, pg. 282) in the southeast right-of
way line of Wood creek Drive;
Thence along the southeast right-of-way of Wood creek Drive as follows:
Along the arc of a curve to the right with a radius of 890.00 feet, through a central angle of
9° 52' 07", the chord of which bears N 52° 46' 54" E -153.10 feet, N 57° 42' 58" E 318.00
feet to the beginning ofa tangent curve to the left with a radius of 835.00 feet, along said
curve through a central angle of 8° 00' 00" to the north comer of Lot 1 (vol. 3283, pg. 201);
Thence along the northeast lines of Lot 1 and Lot 2-A of said Cornerstone Commercial Section One
as follows:
S 40° 17' 03" E -155.81 feet to the east common comer of Lot 1 and Lot 2-A and the
beginning of a tangent curve to the right with a radius of 600.00 feet, along said arc through a
central angle of 16° 01' 29" to the point of tangency, and S 24° 15' 34" E 280.69 feet to the
most easterly comer of said Lot 2-A;
Thence along the south boundary lines of Wood creek Section 4 (vol. 1315, pg. 217), Section Six
South (vol. 2109, pg. 199) and Section Seven (vol. 2580, pg. 113), defining the north boundary lines
of the remainder of the Edward Jr. and Beatrice Uvaceck tract (vol. 274, pg. 383 and voL 321, pg.
664), as follows:
N 24° 13' 07" E -555.17 feet, N 79° 45' 53" E 313.69 feet, S 48° 05' 30" E -216.00 feet,
S 44° 28' 03" E -75.26 feet, S 28° 11' 32" E 108.12 feet, S 34° 34' 23" E -162.74 feet, S
39° 46' 00" E -149.62 feet, S 44° 34' 42" E -282.83 feet, N 24° 16' 33" E -134.65 feet and
N 68° 52' 20" E 230.83 feet to the northwest comer of the Riviera Addition (vol. 6607,
pg.97);
Thence S 15° 28' 15" E 269.56 feet, along the west line of said Riviera Addition, to the north
right-of-way line of Rock Prairie Road East (59.0 feet north of surveyed centerline);
Thence S 86° 27' 34" E -961.09 feet, along said north right-of-way line, to its intersection with an
extension of the east boundary of Block 7 of the Scott & White Healthcare Subdivision;
Thence S 2° 42' 34" E 120.04 feet, across Rock Prairie Road, to the Point ofBeginning and
containing 437.07 acres ofland more or less.
Bearings are Texas State Plane, NAD-83 (CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public records.
No monuments were set for this survey and found monuments are not cited.
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273
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to conveyor
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
See survey plat prepared with this description, dated December 2012.
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275
December 13, 2012
Regular Agenda Item No. 5
College Station Municipal Management District 2 (East)
To: David Neeley, City Manager
From: Bob Cowell, AICP, CNU-A, Executive Director of Planning & Development Services
Agenda Caption: Public Hearing, presentation, possible action and discussion regarding
review and development of a Resolution of the City of College Station supporting Legislation
to create the “Rock Prairie Medical District Municipal Management District Number Two” and
the associated draft Legislation.
Relationship to Strategic Goals: Core Services and Infrastructure, Financially Sustainable
City, Diverse Growing Economy, and Improving Mobility
Recommendation: Staff recommends Council provide direction on items they desire to
strike or revise in the proposed draft Resolution and Legislation and that the Resolution and
Draft Legislation (as revised) be approved.
Summary: In October of 2012, the City Council approved an amendment of the City’s
Comprehensive Plan to include the College Station Medical District Master Plan. To realize
the Vision and economic development opportunities realized in the Master Plan, significant
barriers to development and successful plan implementation must be overcome. These
barriers include, but are not limited to lack of basic infrastructure (potable water, fire flow,
sanitary sewer, etc) to serve development in the area and lack of transportation capacity
(vehicular, pedestrian, etc) to meet the mobility needs present in the area and the lack of a
sufficient management structure to ensure the long-term success of the District.
The approved Master Plan identified a series of financial and management tools necessary to
overcome these barriers and to maximize the development potential of the area. A key to ol
identified in the Master Plan is the use of Municipal Management Districts (MMD). Staff has
proposed the establishment of two MMD’s in the District. This request addresses MMD 2,
which encompasses the area east of the SH6/Rock Prairie Road Bridge and includes most of
the undeveloped properties located within the District. The emphasis of the MMD in this
area will be on complimenting the TIRZ in funding for select improvement projects as well
as the marketing and promotion of the District and limited service enhancements
(landscaping, maintenance of public works, etc) and limited improvement projects (signage,
public works enhancements, etc).
Funding of the activities of the MMD will come from proceeds raised via ad valorem taxes,
assessments and other means as described in the proposed enabling legislation and as
voted on by the residents of the MMD and the MMD Board.
Budget & Financial Summary: Approximately $105,000 to establish the two proposed
MMD’s (some portion of which may be reimbursable), Future Activities of the MMD are
funded by the members of the MMD with costs dependent upon selected MMD projects
Reviewed and Approved by Legal: Yes
Attachments:
1. MMD 2 Boundary Map and Legal Description
2. Draft Resolution (To Be Provided by Separate Attachment)
3. Proposed Draft Enabling Legislation (To Be Provided by Separate Attachment)
276
Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Municipal Management District
East area -1301.76 acres (net)
College Station, Texas
December 2012
All that certain tract or parcel of land lying and being situated in the Thomas Caruthers league
(abstract no. 9) and Robert Stevenson league (abstract no. 54) in College Station, Brazos County,
Texas, generally being the area between State Highway no. 6 and Rock Prairie Road East, from
Medical A venue to William D. Fitch Parkway, save and except all of Lot 1, Rock Prairie Baptist
Church (voL 7312, pg. 207) lying south of the south right-of-way of Rock Prairie Road East, and
the boundary being more particularly described as follows:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet
south of surveyed centerline) and the east boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast corner of Lot 1, Block 7 of said subdivision,
and from where City of College Station GPS control monument no. 9 bears S 82° 02' 35" E
7016.5 feet.
Thence N 2 ° 42' 34" W -120.04 feet along an extension of the said east boundary line of
Block 7, to a point in the north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (59.0 feet north of the
surveyed centerline) as follows:
S 86° 27' 34" E -1771.13 feet, S 85° 02' 05" E -1228.54 feet and S 84° 23' 02" E -10.29
feet to a right-of-way offset point in the common line of the Dale and Reba Conrad 26.25
acre tract (voL 460, pg. 505) and the Flying Ace Ranch, Ltd. 26.245 acre tract (vol. 3767,
pg.237);
Thence S 24° 22' 52" W -1.58 feet along said common tract line to another offset point in the
north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (57.5 feet north of the
surveyed centerline) as follows:
S 84° 23' 02" E 606.93 feet, S 82° 02' 02" E -1453.40 feet, S 77° 01' 02" E 1052.59
feet, S 76° 28' 02" E -2876.58 feet, S 69° 53' 32" E -2812.30 feet to the beginning ofa
tangent curve to the right with a radius of 1057.50 feet, along said curve through a central
angle of 11 ° 43' 34" to a point in the old northeast prescriptive right-of-way fenceline, and
S 69° 17' 50" E 269.35 feet along said fenceline to the southeast line of the Hartzell Elkins
35.37 acre tract (vol. 1920, pg. 323) and northwest line of William D. Fitch Parkway;
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Thence across Rock Prairie Road East as follows:
S 42° 32' 30" W 32.00 feet to the south comer of said Elkins tract, called to be in the
centerline of the road, S 19° 52' 04" W 36.01 feet to the east comer of the College Station
Independent School District 44.535 acre tract (vol. 8413, pg. 291) at the old right-of-way
fence comer post, and S 41 0 51' 48" W -170.08 feet along the southeast line of said
C.S.I.S.D. tract and northwest line of Fitch Parkway to its intersection with the south right
of-way chamfer of Rock Prairie Road East;
Thence along the south right-of-way lines of Rock Prairie Road East (57.5 feet south of the
surveyed centerline) as follows:
N 5° 38' 11" W 67.56 feet, N 53° 08' 10" W 112.88 feet to the beginning ofa tangent
curve to the left with a radius of 942.50 feet, along said curve through a central angle of
16° 45' 22" to the point of tangency, and N 690 53' 32" W -551.37 feet to the common
line of said C.S.I.S.D. tract and the Brazos Valley Solid Waste Management Agency, Inc.
76.00 acre Tract II (vol. 9857, pg. 186);
Thence S 41 0 51' 48" W -1842.68 feet along said common tract line to its southwest end in a
northeast line of the B.V.S.W.M.A. 179.99 acre Tract I;
Thence S 480 05' 47" E 941.57 feet, along the common line of said Tract I and the C.S.I.S.D.
tract to their common comer in the northwest right-of-way of William D. Fitch Parkway;
Thence S 41 0 51' 48" W -1425.30 feet, along said northwest right-of-way line, to the south comer
of the said B.V .S. W.M.A. Tract I;
Thence S 41 0 51' 48" W 1066.80 feet, continuing along said northwest right-of-way line of
William D. Fitch Parkway, to the east common comer of the City of College Station 140.29 acre
Tract One (vol. 3900, pg. 188) and Spring Meadows Phase I (vol. 5106, pg. 284);
Thence along the southern boundaries of multiple City of College Station tracts (vol. 3900, pgs.
188 & 223, vol. 5056, pg. 43) as follows:
N 73 0 00' 00" W -496.40 feet, S 51 0 00' 00" W -175.05 feet, N 76° 00' 00" W -200.00
feet, S 41 ° 51' 44" W -51.88 feet, N 70° 46' 00" W -157.10 feet, S 41 0 51' 44" W
262.67 feet, N 82 0 55' 43" W -700.87 feet, S 41 0 52' 26" W -650.00, N 48° 08' 02" W
412.47 feet, S 66° 47' 54" W -827.57 feet, N 470 45' 25" W -129.90 feet, S 28° 59' 29" W
-2.01 feet, S 41° 48' 43" W -336.13 feet, S 48° 45' 08" E-440.00 feet and S 53° 00'00"
W -1304.90 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the northeast right-of-way lines of said highway as follows:
N 490 25' 00" W -438.00 feet, N 55° 07' 38" W -201.00 feet, N 49° 25' 00" W -751.78
feet to the west comer of the City of College Station 36.9 acre tract (vol. 4329, pg. 134), and
N 49° 25' 00" W -1025.93 feet to the south comer of Barron Park Subdivision (vol. 939,
pg.209);
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Thence along the southeast, northeast and northwest lines of Lots 1 and 2 of said Barron Park
Subdivision as follows:
S 41 ° 09' 46" E -1353.16 feet, N 49° 12' 46" W -88.68 feet to the south comer of the City
of College Station 100.64 acre tract (vol. 6927, pg. 226), N 54° 07' 24" W -291.11 feet, N
64° 27' 21" W -117.03 feet, N 54° 53' 54" W 24.95 feet, N 53° 19' 32" W 113.87 feet,
N 49° 26' 59" W -190.11 feet and S 41 ° 09' 38" W -1286.04 feet to the common comer of
said Lot 2 and Lot 3 in the northeast right-of-way line of State Highway no. 6;
Thence along the said northeast right-of-way lines of said highway as follows:
N 47° 46' 18" W -537.86 feet to the southwest common comer of Lot 3 of said Barron Park
Subdivision and that City of College Station 46.60 acre tract (voL 3310, pg. 321), N 47° 46'
48" W -65.34 feet, N 55° 07' 37" W -201.00 feet, N 49° 25' 00" W -600.00 feet and
N 44° 08' 33" W -147.79 feet to the southwest common comer of said 46.60 acre tract and
the Barker Subdivision (vol. 5101, pg. 182);
Thence N 38° 51' 07" E -279.95 feet along the southeast line of said Barker Subdivision to its
east comer;
Thence N 47° 42' 16" W -1053.70 feet along the northeast line of said Barker Subdivision and
continuing along the northeast line of Cooper's Subdivision (vol. 4708, pg. 230) to its north
comer, also being the east comer of the Harley Subdivision (voL 3961, pg. 236) and the south
comer of that lliD Properties, LLC 2.77 acre Tract One (vol. 10144, pg. 203);
Thence along the south, east and north lines of said lliD Properties tract as follows:
N 42° 17' 04" E -175.00 feet, N 47° 42' 56" W -638.83 feet and S 72° 19' 02" W -202.14
feet to the northeast line of said Harley Subdivision and a southwest line of that M.D.
Wheeler, Ltd. 71.52 acre Tract Two (vol. 3007, pg. 341);
Thence along the southwest lines of said Wheeler Tract Two and continuing along the southeast
lines of the Wheeler 10.01 acre Tract One as follows:
N 47° 42' 33" W -177.08 feet, N 46° 46' 09" W -304.24 feet, S 21 ° 27' 46" W -145.09
feet and S 41 °43' 32" W 194.25 feet, returning to the northeast right-of-way line of State
Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
N 42° 27' 25" W -105.18 feet, N 36° 45' 17" W 383.87 feet, N 27° 43' 31" W -192.30
feet and N 34° 27' 26" W 55.00 feet to the southeast line of Block 4 ofthe said Scott &
White Healthcare Subdivision;
Thence along the east boundary lines of said Scott & White subdivision as follows:
N 41° 15' 39" E-1224.44 feet, N 47° 37' II" W 128.13 feet, N 50° 49' 32" E 930.60
feet and N 2° 42' 34" W -1023.83 feet to the Point of Beginning and containing 1308.51
acres of land more or less.
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279
SAVE and EXCEPT the following tract:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (57.5 feet
south of the surveyed centerline) and the west line of Lot 1 of Rock Prairie Baptist Church (vol.
7312, pg. 207), from where City of College Station GPS control monument no. 9 bears S 78° 01'
24" E -3240.0 feet.
Thence S 82° 02' 02" E -414.05 feet along said south right-of-way line, parallel and 7.50 feet
south of the north line of said Lot 1, to its intersection with the east line of said Lot 1;
Thence S 20° 22' 54" E -600.82 feet along the east line of Lot 1 to its southeast corner;
Thence N 82° 02' 02" W -699.33 feet along the south line of Lot 1 to its southwest corner;
Thence N 7° 57' 58" E -528.77 feet along the west line of Lot 1 to the Point of Beginning and
containing 6.76 acres ofland more or less.
Leaving a net acreage for this described tract of 1301.76 acres more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public records.
No monuments were set for this survey and found monuments are not
cited.
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to convey or
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
See survey plat prepared with this description, dated December 2012.
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