HomeMy WebLinkAbout07/13/2020 - Regular Agenda Packet - Comprehensive Plan Evaluation Committee
AGENDA
COMPREHENSIVE PLAN EVALUATION
COMMITTEE
Monday, July 13, 2020, 6:00 PM Virtual Meeting via Zoom
By Computer: https://zoom.us/j/99150180887?pwd=cjRSckFvQXBUYmloQWhYekxYQ2lGdz09
By Phone: 888-475-4499 US and enter Webinar ID: 991 5018 0887 and Password: 468809
A quorum of the College Station City Council or the College Station Planning and Zoning Commission may or may not be present at this meeting.
1. Call the meeting to order.
2. Consideration, discussion and possible action to approve meeting Minutes.
• June 15, 2020
3. Update and discussion on the public input process.
4. Presentation and discussion of the Evaluation and Appraisal Report working draft with focus on the chapter goals and actions.
5. Presentation and discussion outlining next steps in the Evaluation process.
6. Adjourn.
I certify that the above Notice of Meeting was posted at College Station City Hall, 1101 Texas
Avenue, College Station, Texas, on July 9, 2020 at 5:00 p.m.
CITY OF COLLEGE STATION, TEXAS
By_________________________________ City Secretary
This building is wheelchair accessible. Persons with disabilities who plan to attend this meeting
and who may need accommodations, auxiliary aids, or services such as interpreters, readers, or
large print are asked to contact the City Secretary’s Office at (979) 764-3541, TDD at 1-800-
735-2989, or email adaassistance@cstx.gov at least two business days prior to the meeting so
that appropriate arrangements can be made. If the City does not receive notification at least two business days prior to the meeting, the City will make a reasonable attempt to provide the necessary accommodations.
Penal Code § 30.07. Trespass by License Holder With an Openly Carried Handgun.
“Pursuant to Section 30.07, Penal Code (trespass by license holder with an openly carried handgun), a person licensed under Subchapter H, Chapter 411, Government Code (handgun licensing law), may not enter this property with a handgun that is carried openly” Codigo Penal §30.07. Trespasar Portando Armas de Mano al Aire Libre con Licencia.
“Conforme a la Seccion 30.07 del codigo penal (traspasar portando armas de mano al aire libre
con licencia), personas con licencia bajo del Sub-Capitulo H, Capitulo 411, Codigo de Gobierno (Ley de licencias de arma de mano), no deben entrar a esta propiedad portando arma de mano al aire libre”
AGENDA
COMPREHENSIVE PLAN EVALUATION
COMMITTEE
Tuesday, July 14, 2020, 6:00 PM Virtual Meeting via Zoom
By Computer: https://zoom.us/j/99150180887?pwd=cjRSckFvQXBUYmloQWhYekxYQ2lGdz09
By Phone: 888-475-4499 US and enter Webinar ID: 991 5018 0887 and Password: 468809
A quorum of the College Station City Council or the College Station Planning and Zoning Commission may or may not be present at this meeting.
1. Call the meeting to order.
2. Presentation and discussion of the Evaluation and Appraisal Report working draft with focus on the chapter goals and actions.
3. Presentation and discussion outlining next steps in the Evaluation process.
4. Adjourn.
I certify that the above Notice of Meeting was posted at College Station City Hall, 1101 Texas
Avenue, College Station, Texas, on July 9, 2020 at 5:00 p.m. CITY OF COLLEGE STATION, TEXAS
By_________________________________
City Secretary
This building is wheelchair accessible. Persons with disabilities who plan to attend this meeting and who may need accommodations, auxiliary aids, or services such as interpreters, readers, or large print are asked to contact the City Secretary’s Office at (979) 764-3541, TDD at 1-800-
735-2989, or email adaassistance@cstx.gov at least two business days prior to the meeting so
that appropriate arrangements can be made. If the City does not receive notification at least
two business days prior to the meeting, the City will make a reasonable attempt to provide the
necessary accommodations.
Penal Code § 30.07. Trespass by License Holder With an Openly Carried Handgun.
“Pursuant to Section 30.07, Penal Code (trespass by license holder with an openly carried
handgun), a person licensed under Subchapter H, Chapter 411, Government Code (handgun
licensing law), may not enter this property with a handgun that is carried openly”
Codigo Penal §30.07. Trespasar Portando Armas de Mano al Aire Libre con Licencia.
“Conforme a la Seccion 30.07 del codigo penal (traspasar portando armas de mano al aire libre
con licencia), personas con licencia bajo del Sub-Capitulo H, Capitulo 411, Codigo de Gobierno
(Ley de licencias de arma de mano), no deben entrar a esta propiedad portando arma de mano
al aire libre”
MINUTES
COMPREHENSIVE PLAN EVALUATION
COMMITTEE
Monday, June 15, 2020, 6:00 PM
Virtual meeting via Zoom
COMMITTEE MEMBERS PRESENT: Brian Bochner, Brad Brimley, Michael Buckley, Clint
Cooper, Elizabeth Cunha, Joe Guerra, Lisa Halperin, Linda Harvell, Dennis Maloney, John
Nichols, Jeremy Osborne and Julie Schultz COMMITTEE MEMBERS ABSENT: Shana Elliott
CITY STAFF PRESENT: Assistant City Manager and Interim Director of Planning and
Development Services Jennifer Prochazka, Assistant Director Molly Hitchcock, Transportation
Planning Coordinator Jason Schubert, Long Range Planning Administrator Alyssa Halle-Schramm, Staff Planner Jade Broadnax, Staff Planner Treston Rodriguez, Staff Planner Jesse DiMeolo and Staff Assistant Robin Macias
1. Call the meeting to order.
The meeting was called to order at 6:03 p.m. 2. Consideration, discussion, and possible action to approve meeting minutes.
The committee had no corrections to the minutes.
3. Overview presentation of the Evaluation and Appraisal Report working draft.
Planning Next Consultant Michael Curtis gave a presentation regarding the evaluation and appraisal report draft.
There was general discussion amongst the committee regarding the draft report.
4. Presentation and discussion of the Big Picture Recommendations.
Planning Next Consultants Michael Curtis and Jamie Greene gave a presentation regarding the Big Picture Recommendations.
There was general discussion amongst the committee regarding the big picture
recommendations:
Consider renaming the chapters to reflect aspirations
• In general, the committee liked using Mobility or Integrated Mobility as a
title for the existing Transportation chapter
• There was a general agreement to keep the names simple with no fancy
tag lines so people know exactly what they are looking for
• Use titles people can understand
• Keep titles as they are with the exception of changing transportation to mobility
• Potentially keep the new examples for chapters 3, 4, 6 and 8 in example
one
Refine the vision statement and goals
Vision
• Committee members feel it may be important to keep “valuing and
protecting our cultural and historical community resources” in the
vision statement
• The committee liked having a shorter/brief vision statement with support embedded in the goals
• A mission statement should be something anyone can say. A
simple sentence that everything else falls under.
Goals
• Make sure the goals have words with meaning or are not trying to
modify things the goal cannot modify
• Chapter 3 – Neighborhood Integrity – could be a little clearer. A single neighborhood may not provide a wide range of housing
options but the city as a whole does provide a wide range of
housing options.
• Reconsider wording regarding a “complete neighborhood”. This
may not be clear
• Chapter 2 – rural areas vs green spaces. These are two different descriptions. We may not want to replace rural areas with green
spaces.
Refine the Concept Map
We will be incorporating pieces of the concept map into the future land use
categories. The concept map would be more of a planning map going forward. Everything will be on the future land use map and the concept map would be more about future land use areas.
• The committee agreed with this change
• There were no questions or concerns regarding the concept map.
Refine the Future Land Use Map Since the last draft photos have been added, a clarification was made to the definition of mixed residential, and Employment Center was changed to Business Center per the recommendation of the Economic Development department.
• Suburban Residential – There was some concern about combining
restricted suburban and general suburban because these two categories
have different densities and utility capacities.
o We need to make sure we don’t confuse zoning with the Land Use Categories.
o Long Range Planning Administrator Halle-Schramm stated that the
City would still evaluate the utility capacity at the zoning level.
There could be multiple zoning categories that fit under one land
use category. o Transportation Planning Coordinator Schubert clarified that for utility purposes there is not a large difference in capacity from the
densities of restricted suburban and general suburban
o Concerned that current neighborhoods who have bigger lots do not
want to be classified as general suburban where lots can be easily
subdivided
o Assistant City Manager Prochazka explained that from a resident standpoint they may be confusing land use and zoning. Most single family neighborhoods are zoned general suburban.
• A committee member asked if we want to have zoning land uses set at the comp plan stage or wait until it gets to rezoning?
o Long Range Planning Administrator Halle-Schramm explained that
we currently have a one-to one relationship with the zoning
districts. As part of this process we are trying to move away from
the one-to-one relationship to have there be more flexibility in the categories to evaluate at the zoning level
• Neighborhood Center – This idea seems more flexible and allows more
interaction with commercial and vertical mixed use. Supportive of this
category.
• General Commercial – We currently do not have office and mixed use
opportunities in general commercial. Likes the distinction between these
categories. Example Map Changes
• Long Range Planning Administrator Halle-Schramm explained that we
are really looking for input to determine if these are tangible examples
that will demonstrate these change in categories?
o The committee felt these are good examples to take to the public to give them a better understanding of the changes.
• Are Natural Areas another name for flood plain? There is a concern in
areas where the housing backs up to the flood plain. We need to build
in resilience to the plan in regards to flood plain.
o Long Range Planning Administrator Halle-Schramm explained
that the natural areas designation can cover more area than just flood plain. It covers flood plain and sensitive areas. We are proposing to better match these areas to current FEMA maps. There will be time spent on this in 2021 to determine if
the areas need to be larger or smaller based on flooding issues.
• Where there are already neighborhoods we need to make sure there is
buffering between them and new development.
• Concerns about minimizing the Wellborn Area district plan.
o Long Range Planning Administrator Halle-Schramm stated that we will have reference to a special district area and the land
use category will refer to the special district.
Prioritize areas for additional detailed planning
There was no discussion regarding this item.
Refine the Thoroughfare Plan There was no discussion regarding this item.
Refine the Annexation Priorities and Phasing Plan
• With regards to freight traffic route along state highway 30 there may
be talk about what we would like to do about the City Limits
• Transportation Planning Coordinator Schubert explained that the loop on the thoroughfare plan is currently not designated as an interstate.
The state legislature has restricted the city’s ability to annex so it will
be more challenging to secure this land in the future.
Revise the Plan’s recommendation structure and format
There was no discussion regarding this item. Add a chapter about partnerships and collaboration
There was no discussion regarding this item.
5. Presentation and discussion of updated scenario information including performance measures.
Transportation Planning Coordinator Schubert gave a presentation of the updated
scenarios. He stated that we have updated the utility information for all six areas. He
also stated that we have also added more descriptions under the quality of place category. We have moved the Post Oak Mall Area to scenario one instead of the University Drive area as CPEC recommended. The land use categories in each scenario
have not changed since the last draft scenarios. More descriptions of each of the scoring
metrics have been added.
There was general discussion regarding the scenarios:
• Have market studies been done for the amount of development or redevelopment? Staff explained there have not been any market studies done but these scenarios are only intended to be a representative example. We are not
saying exactly which properties will redevelop.
• Did we receive transportation costs? Staff explained we did not get transportation
costs.
• Urge the City to not put commercial property on George Bush across from A&M campus to preserve the neighborhood integrity. Staff explained the intent of the exercise to get public input whether it be something they would like to see or
something they would not like to see and to test the current comprehensive plan.
• Is there a metric or something we could list that speaks to the compatibility to
the adjacent neighborhoods? Planning Next said it may be possible to come up
with something that speaks to the adjacency impacts.
• Letting the public know the kind of knowledge about what is possible without sending the message that this is what the City is trying to do. Does the public have other scenarios or suggestions they would like to see? It would be good to
see a space on the website where people could put in their own input or
information.
6. Presentation and discussion of the proposed public input process. Planning Next consultants Jamie Greene and Michael Curtis gave a presentation regarding the website for virtual public engagement. They stated there would be a
Spanish translation option and the website would be optimized for cell phone usage.
There will be a series of videos explaining the Comprehensive Plan evaluation and
instructions on how to complete the workshop activities. Staff has taken feedback from previous CPEC meetings in regards to communication
about the scenarios and will be recording information explaining this process.
There is an opportunity to download a paper form to complete.
There is a feedback form where the citizen can talk more about each scenario.
There was discussion amongst the committee regarding the website:
• There was concern from the committee regarding calling for questions.
Staff explained that the phone number will be the Planning and
Development front office and would be directed to the correct staff member. There will also be a Spanish interpreter on call to help with any
translating.
• Will there be a save and return option? Planning Next stated that you will be able to complete one section and then come back and complete
another section.
• Will there be photos showing what is currently on the ground or street
view? There is concern that the public will not have a clear understanding of the map. Planning Next stated they will look at other options to possibly include street views within the exercise.
• Committee likes the feedback page for each scenario. This gives the public
an opportunity to share their thoughts they may not have said in a face to
face meeting. It also gives them to opportunity to share other visions for
the areas.
• Is there going to be anything on the website regarding deed restrictions in
each area? Will the public have an opportunity to state whether or not
they would like the City to remove the deed restrictions? Staff needs to be
clear on what the deed restrictions are in each area if there are any.
There are concerns about the legal issues in the older neighborhoods in regards to deed restrictions. Staff clarified that the City does not enforce deed restrictions and we are not proposing any specific changes rather
than test the land use changes in the areas.
• There was concern about making it clear to the citizens that the City does
not own the properties being discussed so they have ability to put specific things in each location should the whole community say they want something specific. 7. Presentation and discussion outlining next steps in the Evaluation process.
Long Range Planning Administrator Halle-Schramm gave an update regarding the next
committee meeting dates as well as the potential in person public event. She also gave an overview of the outline for the next meeting which will be back to back meeting days in July.
Commissioner Cunha stated that it may be a good opportunity to do some community
outreach when Adamson Lagoon opens on July 6th.
8. Adjourn.
The meeting was adjourned at 8:21 p.m.
Comprehensive Plan
10-year Evaluation
and Appraisal Report
Draft July 6, 2020
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Contents
Part I: Introduction
Overview and Purpose ......................................................................................1
Process ............................................................................................................1
Changing Conditions ........................................................................................x
Plan Successes ................................................................................................x
Interim Amendments .......................................................................................x
Themes that the Plan Update Must Address .......................................................x
Part II: Big Picture Recommendations
Overview .........................................................................................................
A. Consider renaming the chapters to reflect aspirations ..................................
B. Refine the vision statement and goals .........................................................
C. Refine the Concept Map .............................................................................
D. Refine the Future Land Use Map .................................................................
E. Prioritize areas for additional detailed planning ............................................
F. Refine the Thoroughfare Plan .....................................................................
G. Refine the Annexation Priorities and Phasing Plan ........................................
H. Add a chapter about partnerships and collaboration .....................................
I. Create a more accessible, action-oriented, and user-friendly plan ..................
Part III: Recommendations by Plan Chapter
Chapter 1: Introduction ....................................................................................
Chapter 2: Community Character .......................................................................
Chapter 3: Neighborhood Integrity ....................................................................
Chapter 4: Economic Development ...................................................................
Chapter 5: Parks, Greenways and the Arts .........................................................
Chapter 6: Transportation ................................................................................
Chapter 7: Municipal Services & Community Facilities .........................................
Chapter 8: Growth Management .......................................................................
Chapter 9: Partnerships and Collaboration .........................................................
Chapter 10: Implementation & Administration ....................................................
Appendix A: Existing Conditions Report (2018)
Appendix B: Public Input Summary (part 1)
Appendix C: Public Input Summary (part 2)
Appendix D: Implementation Progress Assessment
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Part I: Introduction
Overview and Purpose
College Station’s Comprehensive Plan, adopted in May of 2009, serves as a
statement of the community’s vision for the future. It provides goals, policies, and
actions on a broad range of topics and provides strategic direction to guide the
City’s physical growth while maintaining a high quality of life. As a long-range
document with an anticipated life span of 20 years, the Comprehensive Plan calls
for an Evaluation and Appraisal Report to be prepared every five years.
The purpose of an Evaluation and Appraisal Report is to serve as a “checkup” by identifying the Plan’s
successes and shortcomings and recommending appropriate modifications in response to changing
conditions.
This report and its associated appendices:
• Builds upon the Five-year Evaluation and Appraisal prepared in 2014.
• Provides a review of the basic conditions and assumptions related to the City’s growth.
• Evaluates implementation progress related to the Plan’s goals, strategies, and action items.
• Serves to prepare the City for a major update to the Plan by defining potential modifications to its
policies, action items, and structure.
What is the Comprehensive Plan?
The Comprehensive Plan is a policy document adopted by the City Council that serves as a guide
for decisions about our physical development. The Local Government Code, which gives cities their
police powers, requires that land use decisions be in compliance with the Comprehensive Plan, so
it is very important to keep it up to date. The purpose of the plan is to anticipate growth and to
guide that growth in a manner that provides College Station with a balance of land uses that
promote economic development while retaining quality of life.
The Plan expresses community values and aspirations through goals and objectives. It also
contains policy guidance in the form of text, maps, and specific actions related to land use and
character, neighborhoods, housing, environment, economic development, transportation and
related topics. It is implemented over time through the City’s zoning and other regulations,
infrastructure investments, and other public and private development decisions.
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Process
Overview and highlights of the Next 10 Process (to be added).
Changing Conditions
Overview and highlights of the 2018 Existing Conditions report (to be added).
Plan Successes
Overview and highlights of the accomplishments (to be added).
Interim Amendments
Overview and highlights of the amendments to the plan. Focus on the past five years (to be added)
Themes that the Plan Update Must Address
The following 10 themes guide the recommendations in this Evaluation and Appraisal Report. These
themes were distilled from input of stakeholders, the public, City staff, and the CPEC. A future update to
the Comprehensive Plan should address these themes.
1. Creating a stronger sense of place
2. Encouraging infill and redevelopment in strategic locations
3. Protecting the character of established stable neighborhoods
4. Expanding housing choices
5. Focusing on quality of life, amenities, and “things to do”
6. Building a more complete transportation system
7. Maintaining fiscally responsible growth
8. Addressing environmental resiliency and “green” initiatives
9. Improving coordination between the City and University
10. Creating a more actionable, strategic, and user-friendly Plan
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Part II: Big Picture
Recommendations
The following recommendations detailed in this section include potential updates
to the Plan that address the 10 themes defined on the previous page. These Big
Picture recommendations involve potential updates to the Plan’s major guiding
vision, goals, and policy maps. They also include recommendations that apply to
the Plan’s structure and each of its chapters.
A. Consider renaming the chapters to reflect aspirations
B. Refine the vision statement and goals
C. Refine the Concept Map
D. Refine the Future Land Use Map
E. Prioritize areas for additional detailed planning
F. Refine the Thoroughfare Plan
G. Refine the Annexation Priorities and Phasing Plan
H. Add a chapter about partnerships and collaboration
I. Revise the Plan’s recommendation structure and format
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A. Consider renaming the chapters to reflect aspirations
The Plan is organized into nine chapters that are named based on common
comprehensive plan elements. Input with staff, stakeholders, and CPEC included
potentially renaming some of the chapters to be more aspirational and to better reflect
the Plan goals.
A.1. Rename Chapter 6. Transportation to “Mobility”
Use the term “mobility” in place of Transportation in the title of Chapter 6 to imply that this element is
more than roads, traffic, and cars.
A.2. Consider chapter names that use verbs or adjectives.
Some modern comprehensive plans are organized by themes rather than literal topic names. A similar idea
could be implemented in College Station’s Plan by renaming the existing chapters to reflect themes or aspirations. The two examples below rename the existing chapters using adjectives or verbs. EXAMPLE 1
Potential Chapter Titles Existing
1. Plan foundation 1. Introduction
2. Distinctive places 2. Community Character
3. Strong neighborhoods 3. Neighborhood Integrity
4. A prosperous economy 4. Economic Development
5. Desirable amenities 5. Parks, Greenways, and the Arts
6. Integrated mobility 6. Transportation
7. Exceptional services 7. Municipal Services and Community Facilities
8. Managed growth 8. Growth management and capacity
9. Plan implementation 9. Implementation and Administration
EXAMPLE 2
Potential Chapter Titles Existing
1. Foundation 1. Introduction
2. Shape 2. Community Character
3. Live 3. Neighborhood Integrity
4. Prosper 4. Economic Development
5. Experience 5. Parks, Greenways, and the Arts
6. Move 6. Transportation
7. Serve 7. Municipal Services and Community Facilities
8. Sustain 8. Growth management and capacity
9. Achieve 9. Implementation and Administration
B. Refine the vision statement and goals
The Comprehensive Plan includes a vision statement and seven goals that depict the
City’s high-level aspirations. A plan’s vision and goals should be enduring and may not
need to be re-evaluated on a regular basis. However, based on community input and
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discussions with the CPEC, there is a need to consider refinements to the statements in
the 10-year update.
B.1 Refine the Vision Statement
The following comments were provided by the CPEC regarding the vision statement.
• Remove “Research valley” and replace with Texas Triangle
• Consider adding resiliency, sustainability, and fiscal health
• Consider replacing “growth” with character and quality of place
• Simplify wording of bullet #2
• Consider adding “community pride”
• Remove the term “remain” – the statement should be bolder and more aspirational
The following proposed vision statement shortens the existing vision, incorporates the above comments, and utilizes the chapter themes suggested in A.2. on the previous page.
Draft Proposed Vision Existing Vision
College Station, the proud
home of Texas A&M
University, will serve as an
example of a vibrant, forward
thinking, knowledge-based
community, that promotes
the highest quality-of-life.
College Station, the proud home of Texas A&M University and the heart of the Research Valley, will remain a vibrant, forward
thinking, knowledge-based community which promotes the highest quality of life for its citizens by … • Ensuring safe, tranquil, clean, and healthy neighborhoods
with enduring character;
• Increasing and maintaining the mobility of College Station citizens through a well-planned and constructed inter-modal
transportation system;
• Expecting sensitive development and management of the built and natural environment;
• Supporting well planned, quality and sustainable growth;
• Valuing and protecting our cultural and historical community resources;
• Developing and maintaining quality cost-effective community facilities, infrastructure and services which ensure our City is cohesive and well connected; and, • Pro-actively creating and maintaining economic and
educational opportunities for all citizens. College Station will continue to be among the friendliest and most responsive of communities and a demonstrated partner in maintaining and enhancing all that is good and celebrated in the
Brazos Valley. It will continue to be a place where Texas and the world come to learn, live, and conduct business!
B.1 Refine the Goals
The Comprehensive Plan contains seven goals, one for each of the topical chapters. The existing goals are
written inconsistently and may omit important ideas that relate to the vision. For the purpose of this
Evaluation, a Goal is defined as: an intended outcome expressed in simple terms. The following
Comprehensive Plan goals are listed below. Each topic provides a list of comments from the CPEC
pertaining to that chapter’s goal, followed by a proposed revision to the goal.
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Community Character (chapter 2)
• Replace “rural areas” with green spaces
• Consider use of “conserve” rather than “protect”
Draft Proposed Existing
Vibrant and distinct districts, attractive
neighborhoods, revitalized gateways and corridors,
and conserved natural areas, grounded in
environmental stewardship and resiliency.
To be a community with strong, unique neighborhoods, protected rural areas, special districts, distinct corridors,
and a protected and enhanced natural environment.
Neighborhood Integrity (chapter 3)
• Use the word “foster” as opposed to “protect”
• Goal should apply to all neighborhoods, not just established ones
Draft Proposed Existing
Viable and attractive neighborhoods that maintain
long-term neighborhood integrity while collectively
providing a wide range of housing options for a
diverse population.
To protect the long-term viability and appeal of established neighborhoods.
Economic Development (chapter 4)
The Economic Development chapter references the Economic Development Master Plan. An update to that master plan was adopted by City Council on May 14, 2020. The following notes and proposed revision are
provided for completeness, but may be superseded by that plan. Ideally, the overall goal for economic
development aligns with the goals in the Master plan.
• Concern that the term “full-time jobs” excludes an important dimension of employment opportunities
• Consider entrepreneurs and workforce development
• Need to be welcoming for all – job opportunities (diverse) and housing
Draft Proposed Existing
A diversified economy with a wide variety of quality,
stable jobs; support for entrepreneurs, and
opportunities to develop skills; that provides a tax base to support the City’s ability to foster a high quality of life; and where economic prosperity is widespread.
A diversified economy generating quality, stable, full-time
jobs; bolstering the sales and property tax base; and contributing to a high quality of life.
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Parks, greenways, and the arts (chapter 5)
• Consider changing the title of this element since it is broader than parks. Perhaps “recreation
and amenities”
Draft Proposed Existing
Highly desirable parks, greenways, and arts
and culture amenities that support high-
quality experiences for residents and visitors.
Diversity of parks, greenways and the arts for leisure and recreation as well as for entertainment, education
and culture to achieve a high quality of life for all residents and visitors.
Transportation (Mobility) (chapter 6)
• Use a comprehensive approach to mobility that is sensitive to and supportive of the
surrounding land use context
Draft Proposed Existing
An innovative, safe, and well-connected
mobility system serving all user types that is
designed to support the surrounding land uses.
Improved mobility through a safe, efficient, and well-connected multimodal transportation system designed to be sensitive to the surrounding land uses.
Facilities and Services (chapter 7)
• No comments
Draft Proposed Existing
Exceptional municipal facilities and services
that meet community needs, contribute to
community character, exhibit environmental
stewardship and resiliency, support
surrounding land uses, incorporates full life-
cycle costs, and are coordinated and fiscally responsible.
Municipal facilities that meet community needs, contribute to community character, are sensitive to the surrounding land uses, and provide exceptional municipal services.
Growth Management (chapter 8)
• Remove leading verb (applies to all)
Draft Proposed Existing
Fiscally responsible and carefully managed
development that is aligned with growth
expectations and the ability to provide safe, timely, and efficient infrastructure and services.
Ensure fiscally responsible and carefully managed
development aligned with growth expectations and in concert with the ability to deliver infrastructure and services in a safe, timely, and effective
manner.
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Partnerships and Collaboration (new chapter 9)
Draft Proposed
Well-coordinated planning at all levels and effective engagement with local jurisdictions, institutions, and organizations to further realize the City’s vision and support the broad community.
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C. Refine the Concept Map
The Concept Map is intended to provide broad overview of City’s growth and
development strategy. It designates general growth types including redevelopment,
growth, and conservation. It also identifies locations where small area plans or
neighborhood plans exist or should be created in the future. This information is used
along with the Future Land Use map to guide development decisions, infrastructure, and
rezonings.
However, some of the information on the Concept Map overlaps with information the
Future Land Use Map, requiring staff to reference both maps together. Also, some
information shown such as growth areas or special planning areas may no longer be
relevant or feasible.
C.1. Make the map more strategic by highlighting only areas for change and
areas with special plans.
Rather than identifying all parts of the city with a concept such as growth, or redevelopment, or a
neighborhood planning, the map should highlight only those areas where a change in land use or
character is intended or where there are special plans and policies.
C.2. Show only neighborhood or special planning areas that have or will have
a neighborhood plan or area plan.
Another more strategic option is to show only the existing neighborhood plans, special district plans
(Wellborn & Medical District) and defined planning areas. Future or potential planning areas should be removed. C.3. Consider renaming the map.
Consider renaming the Concept Map to “Planning Areas Map” to reflect its new content.
C.4. Move the information describing the general intent for the planning areas
into the Future Land Use Category definitions.
The map identifies growth and planning areas and defines the intent for each of those areas within the plan text. The guidance of those statements should be reflected in the definitions of Future Land Use
categories and not tied to this map. That change would make the Future Land Use map and the Concept
Map serve different purposes and would reduce the need to consult both maps. Growth and
redevelopment areas could still be identified on the Concept Map, but they should represent strategic
priority areas.
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D. Refine the Future Land Use Map
The Future Land Use Map is the primary policy guide to the City’s future physical
development. It uses general land use categories to express the expectations and intent
for how land in the City and its ETJ should be used in the future. The map is used to
guide decisions about zoning changes and infrastructure investment.
A future land use map should provide clear expectations for City decision-makers, the
development community, and the public, while also providing flexibility to accommodate
specific site context, unique opportunities, and changing long-term conditions. This
challenge means that future land use maps vary widely between communities.
Based on community and stakeholder input, changing conditions, and best practices,
several updates should be considered for the Future Land Use map. These updates
include including renaming the categories, refining the definitions of those categories,
and changing the categories applied to some locations in the City.
D.1. Consolidate and rename categories on the Future Land Use Map
One concern noted from stakeholders is that College Station’s Future Land Use map appears similar to the
City’s zoning map in many ways, which often creates confusion. It includes a relatively large number of
categories and several categories have the same name as zoning districts, but with different meaning.
Additionally, there may be important development concepts that are not adequately accommodated by the
current categories. The table on the following page illustrates a proposed list of categories that address
three issues.
a. Reduce the number of categories to simplify the map. The current map includes 25
categories, eight of which apply only to the Wellborn special district. In comparison, recent
plans for similar communities typically include between 12 and 18 categories. The following
proposed list includes 17 categories and shows how those proposed categories relate to existing
categories. Note that the underlying zoning districts that implement these categories would not
change.
b. Rename the categories to be distinct from zoning district names. The category names
have been changed so that they are different than zoning district names. The proposed names
describe types of places, rather than specific uses or development densities.
c. Introduce new categories that reflect missing development types, concepts, or
conditions. A new neighborhood-scale center (mixed-use) category and a new mixed
residential category are proposed.
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PROPOSED: Consolidated list of Future Land Use Categories
Existing categories Proposed categories Map color Color value (rgb)
Mixed Use Centers
1 Urban Mixed Use Urban Center 122 0 0
2 Village Center (unmapped) Neighborhood Center 180 120 100
Commercial Areas
3 General Commercial General Commercial 237 18 18
4 Suburban Commercial Neighborhood Commercial 250 162 162
5 Business Park Business Center 149 100 189
Neighborhood and Residential Areas
6 Urban Urban Residential 235 152 0
7 NEW Mixed Residential 235 194 61
8 Restricted Suburban Suburban Residential 247 239 87
General Suburban
9 Estate Estate Residential 255 255 179
10 Neighborhood Conservation Neighborhood Conservation 176 179 14
Institutional and Special Districts
11 Texas A&M University Texas A&M University 216 226 237
12 Institutional/Public Institutional/Public 158 210 232
Utilities
13 Medical Use Medical 0 97 199
14
Wellborn Preserve (open)
Wellborn Estate (open) Wellborn Business Wellborn Commercial
Wellborn Preserve Wellborn Estate Wellborn Restricted Suburban Wellborn Suburban
Wellborn
0 149 168
Limited Development Areas
15 Natural (protected) Parks and Greenways 92 120 68 16 Natural (reserved) Natural Areas 192 214 154 17 Rural Rural 224 242 194
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D.2. Clarify the definitions of each Future Land Use category
The current Plan’s future land use categories are each defined with a short text description. In some cases
those descriptions accommodate a wide range of potential uses and development types. One example is
the existing “Urban” category, which in many contexts means high density residential, but could also mean
commercial, office, or a vertical mixing of uses depending on location. These current definitions provide
flexibility, but may be less successful at providing clarity and predictability. In some locations, the Concept
Map also indicates expectations for development.
The future land use categories could be redefined to provide clearer expectations about future
development for policymakers, staff, and the public while still providing flexibility needed in a long-term
city-wide policy guide. The following example definitions employ a character-based approach that include
a general description, statements of intent, physical attributes, and representative example photos.
EXAMPLE: Future land use type definitions from another plan
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PROPOSED: Future Land Use Definitions based on proposed categories
Urban Center Areas that are appropriate for the most intense development and mix of uses arranged in a compact and walkable pattern. These areas will tend to consist of multi-story residential, commercial, and office uses
that may be mixed vertically within mixed-use structures or
horizontally in an integrated manner. Urban Centers should also
incorporate consolidated parking facilities, access to transportation
alternatives, open space and recreational facilities, and public uses.
Building Height: 5 stories average Mobility: Walking, biking, transit, automobile.
Intent
• Create and reinforce walkable activity centers with small blocks that are connected to surrounding development and include a mix of complementary uses. • Accommodate a mix of building types including freestanding and attached
structures that frame attractive pedestrian zones between buildings and streets.
• Encourage commercial uses along primary streets. • Encourage vertical mixed-use structures with ground-floor retail in appropriate
locations such as along major corridors.
• Support multifamily residential as a secondary component of a center. • Encourage shared surface parking located behind buildings or to the side of
buildings; structured parking; and on-street parking where possible.
Zoning districts: MU Mixed-Use,
In Northgate only: NG-1, NG-2, and NG-3 In Wolf Pen Creek only: WPC
Future Land Use and Zoning
The Future Land Use Map and categories are general policy guides for how areas of the City could
develop in the future. The zoning map is a legal document that that regulates how a specific
property can be developed today. Each property in the City is assigned to one zoning district. The
Future Land Use categories reference multiple potentially appropriate zoning districts. Zoning map
changes are considered based on the Future Land Use Map, other City policies, and the context of a specific site. Zoning changes involve a public hearing process.
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Neighborhood Center
Areas that are appropriate for a mix of uses arranged in a compact and walkable pattern at a smaller scale than Urban Centers. These areas consist of residential, commercial, and office uses arranged
horizontally in an integrated manner and may be mixed vertically
within structures. Neighborhood Centers should also incorporate
consolidated parking facilities, access to transportation alternatives,
open space and recreational facilities, and public uses.
Height: 3 stories average; Mobility: Walking, biking, transit, automobile.
Intent • Create and reinforce walkable activity centers that are connected to surrounding
development and include a mix of complementary uses.
• Accommodate a mix of building types that frame attractive pedestrian spaces. • Encourage commercial uses along primary streets.
• Support vertical mixed-use structures with ground-floor retail in appropriate
locations such as along corridors or major intersections • Support multifamily residential as a secondary component of a center. • Encourage shared surface parking located behind or to the side of buildings, with
some limited parking in front of buildings; structured parking; and on-street parking where possible.
Zoning districts: MU Mixed-Use
General Commercial Concentrated areas of commercial activities that cater to both nearby residents and to the larger community or region. Generally, these areas tend to be large and located along regionally significant roads. Due to their context, these areas tend to prioritize automobile mobility.
Height: 1-2 stories average Mobility: Primarily automobile, but accessible by walking, biking, and transit. Intent
• Accommodate a wide range of commercial uses. • Concentrate future commercial development at major intersections.
• Provide connectivity to surrounding bicycle and pedestrian networks and provide safe pedestrian facilities within sites. • Encourage transitions in building height and mass when adjacent to residential
neighborhoods.
• Support multi-family residential as secondary uses on a site. • Encourage shared surface parking
Zoning districts: GC General Commercial, O Office, MU Mixed-Use
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Neighborhood Commercial
Areas of commercial activities that cater primarily to nearby residents.
These areas tend to be smaller format than general commercial and
located adjacent to major roads along the fringe of residential areas.
Design of these structures is compatible in size, architecture, and lot
coverage with surrounding residential uses.
Height: 1-2 stories average
Mobility: Primarily automobile, but accessible by walking, biking, and transit. Intent
• Accommodate limited commercial services compared to General Commercial.
• Provide pedestrian and bicycle connectivity to surrounding neighborhoods and nearby public uses (schools, parks, etc.).
• Support some residential use that is compatible with the surrounding neighborhood character. • Encourage transitions in building height and mass when adjacent to residential
neighborhoods.
• In a walkable neighborhood context, locate new buildings near the street and accommodate parking to the side or rear of buildings with some limited parking in front of buildings and accommodate on-street parking where possible. Zoning districts: SC Suburban Commercial, O Office
Business Center
Areas that include office, research, or industrial uses that may be
planned and developed as a unified project. Generally, these areas
need convenient access to arterial roadways.
Height: Varies Mobility: Primarily automobile Intent • Accommodate a variety of large footprint buildings.
• Accommodate commercial and service uses within Employment Centers.
• Accommodate pedestrian, bicycle, and transit connectivity to and within Employment Centers.
• Provide buffering through landscaping and building placement where large-scale employment sites are adjacent to residential areas.
Zoning districts: BP Business Park, BPI Business Park Industrial, CI Commercial Industrial
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Urban Residential
Areas that are appropriate for a range of high density multi-family
and attached residential development in various forms including townhomes, apartment buildings, mixed-use buildings, and limited non-residential uses that are compatible with the surrounding area.
Height: 3 stories average Mobility: Walking, biking, transit, automobile. Intent • Accommodate a wide range of attractive multi-family housing for a diverse
population. Buildings may be clustered and grouped. Building setback from street varies but is generally consistent within a development. • Provide vehicular and pedestrian connectivity between developments. • Accommodate streetscape features such as sidewalks, street trees, and lighting.
• Support commercial, service, office uses, and vertical mixed-use within redevelopment areas.
Zoning districts: MF Multi-Family, MU Mixed-Use, T Townhouse
Mixed Residential
Areas appropriate for a mix of moderate density residential
development including, townhomes, duplexes, and small (3-12 unit)
multi-family buildings, and limited small-lot single family. These areas
are appropriate for residential infill and redevelopment that allows
original character to evolve. These areas may serve as buffers
between more intense multi-family residential or mixed-use
development and suburban residential or neighborhood conservation
areas. Height: Varies (generally 2-3 stories) Mobility: Walking, biking, transit, automobile. Intent • Accommodate a walkable pattern of small lots, small blocks and well-connected
street pattern. • Accommodate streetscape features such as sidewalks, street trees, and lighting. • Encourage community facilities, parks, and greenways within neighborhoods
• Support neighborhoods with a mix of housing types and where larger or more dense housing is located near community facilities or adjacent to commercial or neighborhood centers
Zoning districts: D Duplex, T Townhouse, limited scale MF Multi-Family
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Suburban Residential Primarily single-family residential areas that consist of low to moderate density single-family lots. These areas may also include limited townhomes, duplexes, other housing types, and some non-
residential uses that are compatible with surrounding single-family
areas. Development types tend to be highly consistent within a
subdivision or neighborhood.
Height: 1-2 stories average
Mobility: Primarily automobile, but accessible by walking, biking, and transit to surrounding neighborhood services and centers.
Intent • Accommodate streetscape features such as sidewalks, street trees, and
lighting
• Support neighborhoods with a mix of housing types • Encourage community facilities, parks, and greenways within neighborhoods • When establishing new residential areas or expanding existing developments,
provide pedestrian and vehicular connectivity between adjacent developments Zoning districts: RS Restricted Suburban, GS General Suburban
Estate Residential
Primarily single-family residential areas that have a low level of
development activities. These areas are appropriate for very low-
density residential lots one-acre or greater lot sizes or average
20,000 square feet lots when clustered around open space.
Height: 1-2 story average Mobility: Primarily automobile Intent • Support a wide range of lot sizes, long blocks, and curvilinear streets.
Buildings tend to be located greater than 30 feet from a fronting street.
• When establishing new residential areas or expanding existing developments, provide pedestrian and vehicular connectivity between adjacent developments
Zoning districts: E Estate, R Rural, MHP Manufactured Home Park
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Neighborhood Conservation
Residential areas that are essentially “built-out” and are not likely
to be the focus of extensive infill development or redevelopment. These areas often were platted before current development regulations were in place often resulting in non-conforming
situations. These areas are appropriate for overlays or zoning
classifications that provide additional character protection and
address non-conforming issues.
Height: 1-2 stories Mobility: Walking, biking, transit, automobile. On-street parking and private off-street parking. Intent • Maintain the existing housing stock, lot patterns, and character of
neighborhoods.
• Support infill housing that fits-in with neighboring homes (scale, placement, use, etc). Address non-conforming lot issues through flexible
development regulations.
• Maintain established trees
Zoning districts: GS General Suburban and RS Restricted Suburban
Texas A&M University Areas owned by Texas A&M University and are appropriate for
campus development as described in the Texas A&M Master Plan
and related documents.
Institutional/Public
Areas that are, and are likely to remain, in some form of
institutional or public activity. Examples include schools, libraries,
municipal facilities, and major utilities.
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Medical
Areas appropriate for medically-related uses and supporting office,
commercial, and residential uses. The medical land use designation
surrounding Rock Prairie and State Highway 6 is further detailed in
the Medical District Master Plan, which envisions a wide array of
medical and supporting services and activities concentrated in the
district. This includes the two major hospitals in close proximity to
residential neighborhoods, neighborhood centers, offices, and
commercial uses.
Height: Varies
Mobility: Walking, biking, transit, automobile. Zoning districts: Varies
Wellborn
The Wellborn Community Plan envisions the future of Wellborn to
maintain its rural character with open space that is both privately
and publicly held. The area will continue as a place where
neighborhood commercial uses support surrounding low-density
residential properties.
Height: Varies Mobility: Primarily automobile
Zoning districts: Where appropriate as specified in the Wellborn Community Plan - WE Wellborn Estate, WRS Wellborn Restricted Suburban, WC Wellborn
Commercial
Parks and Greenways Areas that are permanently protected from development. Such areas are preserved for their natural function or for parks,
recreation, or greenways opportunities. These areas include,
publicly owned open space, conservation easements, and public
parks.
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Natural Areas
This land use designation is generally for areas that represent a
constraint to development and that should be preserved for their natural function or open space qualities. These areas include floodplains and riparian buffers. Intent • Conserve environmentally sensitive land.
• Buffer incompatible land uses with open space.
• Develop a connected open space network through the city for recreation. •
Zoning districts: NAP Natural Areas Protected
Rural
Areas that, due to public service limitations, inadequate public
infrastructure, or a prevailing rural or agricultural character, should have very limited development activities. These areas will tend to include a mix of large acreages (ranches and farmsteads) and limited large-lot (one acre or larger) residential developments. Open space is the dominant feature of these areas.
Height: Varies Mobility: Primarily automobile Zoning districts: R Rural, MHP Manufactured Home Park
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D.3. Update the future land use map to reflect new categories
The following examples are intended to illustrate a concept behind potential map changes that could be
applied to various locations. Each example focuses on a small area of the city and features an existing
map (with existing categories) and a potential map (with new categories).
a. Introduce a new Neighborhood Center category
The Neighborhood Center category defines areas that are appropriate for a mix of uses
arranged in a compact and walkable pattern at a smaller in scale than Urban Centers.
EXAMPLES
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b. Introduce a new Mixed Residential category
The Mixed Residential category defines areas that are appropriate for a mix of moderate density
residential development including small-lot single family, townhomes, duplexes, and small (3-12
unit) multi-family buildings. These areas are appropriate for residential infill and redevelopment
that allows original character to evolve.
EXAMPLES
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c. Re-evaluate “Suburban Commercial” and “General Commercial” locations
The current General Commercial category name is proposed to be retained. The current
Suburban Commercial category is proposed to be called Neighborhood Commercial. Areas that
are currently Suburban Commercial along major corridors could be reclassified as General
Commercial and additional areas within the City may be classified as Neighborhood Commercial.
EXAMPLE
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d. Update the Natural Areas boundary
The current Natural Areas can be updated using recent data to more accurately represent the
FEMA floodplain and other natural features.
EXAMPLE
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E. Prioritize areas for additional detailed planning
(neighborhood plans and small area plans)
The current Plan relies on further planning and detailed study for specific guidance on
many of the city’s existing neighborhoods, districts, corridors, and growth areas. For
example, it states that 13 districts and corridors “will be the subject of a future district or
corridor plan that will … refine appropriate and compatible land uses and design for
vacant land within the district or corridor and for areas appropriate for redevelopment or
resource protection.”
Over the last 10 years, five neighborhood plans (Central College Station, South Knoll,
Eastgate, Southside, and Wellborn) were developed as well as the Medical District
Master Plan. However, several other neighborhoods, corridors, and redevelopment ideas
identified in the Comprehensive Plan have not been undertaken.
E.2. Review neighborhood plans that are beyond their planning horizon
(address what to do with older neighborhood plans)
To be completed
E.1. Undertake strategic area plans… (specific recommendations may be
informed by the scenario planning effort underway)
To be completed
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F. Refine the Thoroughfare Plan
The Thoroughfare Plan within the Transportation Chapter provide guidance on the
planning and design of streets that a serve moderate to high traffic volumes, serve
moderate to long distance trips, and provide connectivity to regional roadway systems.
The Thoroughfare Plan was last updated in 2017 and introduced a modern, context-
sensitive approach to street design. That approach means streets are designed to
accommodate and prioritize various transportation modes and users based on their
surrounding land use context.
F.1. Consider consolidating categories on the Thoroughfare Plan
Consolidate two street types on the Thoroughfare Plan to simplify the map and better align it with the
Federal functional classifications. The 4-lane and 6-lane major arterials could be merged into a single major arterial category. The typical section illustrations in the Comprehensive Plan document would need to be updated to reflect this change.
F.2. Consider the placement of “Context Zones” in response to changes
on the Future Land Use Map
Update the definition of Context Zones based on changes to the Future Land Use categories. For example, the Urban Core zone may need to include both the Urban Center and Neighborhood Center Future Land Use categories. The placement of Context Zones on the Thoroughfare Plan should also be adjusted to
correspond to changes to the Future Land Use Map.
F.3. Integrate components of the Bicycle, Pedestrian, and Greenways
Master Plan into the Transportation (Mobility) Chapter
Input from stakeholders indicated a strong desire emphasize bicycle and pedestrian mobility along with the Thoroughfare Plan within the Transportation Chapter. The City has updated the Bicycle, Pedestrian
and Greenways Masterplan, which addresses this topic. Like all masterplans, this plan is intended to be an
integral part of the Comprehensive Plan. However, the current Comprehensive Plan references this
masterplan briefly in Chapter 5 “Parks, Greenways, and the Arts” while Chapter 6: Transportation,
contains only a small section about bicycle and pedestrian mobility.
To complement the Thoroughfare Plan, key elements from the Bicycle, Pedestrian, and Greenways
Masterplan should be incorporated into the Comprehensive Plan and potential bicycle corridors could be
identified. For example, consider including Map 5.5 Existing and Proposed Bicycle facilities and Map 5.6
Existing and Proposed Pedestrian Facilities within the Comprehensive Plan in the same chapter as the
Thoroughfare Plan.
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G. Refine the Annexation Priorities and Phasing Plan
Annexation benefits cities in many ways, including providing areas for future growth,
securing tax base revenue sources, covering costs for ETJ residents already using City
services such as streets and parks, and asserting zoning and other regulatory controls to
implement the Comprehensive Plan. The Annexation Priorities and Phasing Plan within
Chapter 8 identifies the geographic priority areas for annexation. However, recent Texas
legislative changes have limited cities’ ability to annex territory. The Comprehensive Plan
should reflect this new reality.
G.1. Update Map 8.1 Annexation Priorities and Phasing
The plan narrative describing annexation should be revised to reflect the conditions under which annexation could occur in the future. The text of Chapter 8, should be revised accordingly. The annexation priorities and phasing map should be revised as follows:
a. Identify only areas for priority annexation. The current distinctions between Future
Annexation Areas and Areas Eligible for Annexation could be revised to be all one color and
renamed to “priority annexation areas.”
b. Review and update current development agreements. The current Development
Agreements should be assessed in light of the Texas Legislature’s changes to annexation. The
City should assess the long-term interest and the viability of sustaining these agreements.
c. Include current Municipal Utility Agreements (MUD). MUD #2 for Millican Reserve will
need to be added to the map.
d. Update the ETJ Boundary. The ETJ needs to be extended to the 5-mile boundary.
Texas Legislative Changes to Annexation
After the 86th session of the Texas Legislature in 2019, cities lost the ability to unilaterally annex territory. House Bill
347 has changed the way cities can annex, essentially requiring consent to annexation by a territory’s residents
and/or property owners for cities to grow. Moving forward, cities may annex in four ways: 1) consent exempt
annexation, 2) annexation on request of the landowner, 3) annexation by petition of an area with a population of less
than 200, and 4) annexation of an area with a population of 200 or more by election and possibly petition. A few
exceptions include areas with Strategic Partnerships.
College Station currently has two Strategic Partnership Agreements—one for Brazos County Municipal Utility District
No. 1 (Southern Pointe), and one for Brazos County MUD No. 2 (Millican Reserve). Both agreements define how the
City may annex these territories in the future—when they are substantially developed and infrastructure costs have
been reimbursed to the developers—and in the case of Millican Reserve, how the City may also annex for limited
purpose. Strategic Partnerships will likely remain a viable annexation option for College Station, with evaluation and
negotiations to be made on a case-by-case basis.
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H. Add a chapter about partnerships and collaboration
Many of the Comprehensive Plan’s recommendations relate to collaborations and
partnerships with entities outside of City government. This evaluation process
identified the need to emphasize and build upon the City’s relationships
particularly with Texas A&M University and City of Bryan. Currently, these
recommendations in the Comprehensive Plan are spread among many chapters.
I.1. Within a new chapter, consolidate partnership actions.
A new chapter should be added to the plan to would consolidate the many action items that require
collaboration with external entities (Texas A&M, CSISD, Brazos County, etc.) and specific internal
coordination actions into one location. This chapter would help to highlight the importance of the
University-City relationship.
I.2. Within this new chapter, summarize internal coordination activities.
This chapter should also highlight critical internal coordination activities such as ongoing processes for
updating masterplans. For example, an update to the City’s water and wastewater masterplan, should be
coordinated with the Comprehensive Plan’s future land use and growth assumptions. Each of the major
ongoing coordination activities should be described.
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I. Revise the Plan’s recommendation structure and format
Stakeholders familiar with the Plan expressed a desire for a more action-oriented
document that is written in simple and approachable language. Many observe that it
contains unnecessary information, that critical action items are mixed with ongoing
efforts, and that actions are difficult to track. The following recommendations address
this issue.
I.1. Revise actions to be more specific, actionable, and trackable.
The current Plan’s recommendations are listed within each chapter in a section called “Goal, Strategies,
and Actions.” Within those sections, numbered strategies organize actions that are presented in a bullet
format. There is a considerable amount of repetition of similar or identical actions between the chapters.
Some of the current action items are specific projects or programs such as “Neighborhood Funding
Support. Fund and expand the Neighborhood Grants program,” yet others are very general, such as “Sustainability. Promote sustainable design for neighborhoods.” a. Write actions as a specific project, policy, program, or regulation. Where the goals and
strategies depict the City’s broad aspirations and direction, action items should answer “how”
those aspirations are achieved. The action statement should be concise. It could be supported by
several explanatory sentences.
EXAMPLE: 1.2 Conduct community-wide parks and recreation needs
assessments. Evaluate facilities and programs provided by the Parks and Recreation
Department through community surveys at least every five years.
b. Use a numbering system to track action items. To assist with cross referencing and tracking
of the recommendations, each action item should be numbered. In the example above, the action
1.2 is the second item listed under strategy 1. To associate a specific action to a chapter, a third
level may be added to the numbering system. Using the same example, the action from Chapter 5
could numbered as 5.1.2. Another common numbering scheme involves abbreviating the chapter
title, such as CF 1.2.
c. Remove duplicate or complete actions. In the 10 years since the Plan was adopted, many of
its specific action items have been completed. Other action items may not have been completed,
but are no longer relevant for various reasons. In several instances, action items are duplicated or
are very similar across chapters. Actions that fall into any of these three categories should be
removed from the Plan. Potentially duplicated actions that are still relevant, should be included
once within the most appropriate chapter and strategy. A status assessment of the actions is
included in Appendix D.
d. Consider rephrasing the strategies that organize actions. The updated actions could be
organized by strategies as they are now, but those strategies could be phrased more concisely
and reflect themes within the goals. For example, if the goal for Neighborhood Integrity mentions
“diverse housing,” then a strategy could address “Promote housing diversity.” Similarly, if the goal
for Mobility mentions “a complete transportation system” then a strategy could be “promote a
more complete transportation system.”
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e. Consider an alternative for organizing actions. Many of the actions are ongoing, but still
relevant and merit including in the Plan. Other actions offer general policy guidance, but are not
as specific as typical sections. Rather than using strategies to organize actions, it may be helpful
to sort the recommendations into two categories: (1) Ongoing initiatives and policy direction; and
(2) strategic actions. In this case, the strategic actions would only include projects or programs
that are relevant and have not yet been undertaken, have not yet been sufficiently been
implemented, or are new actions. Ongoing initiatives would include regular actions such as
undertaking updates to plans. This alternative organization may better help the City focus its
efforts.
EXAMPLE: Alternative for organizing actions (Parks, Greenways, and the Arts chapter)
Goal: Highly desirable parks, greenways, and arts and culture amenities, that support
high-quality experiences for residents and visitors.
Strategic actions
5.1 Action title. Descriptive text.
5.2 Action title. Descriptive text.
5.3 Action title. Descriptive text.
5.4 Action title. Descriptive text.
Ongoing initiatives and policy direction
5.5 Action title. Descriptive text.
5.6 Action title. Descriptive text.
5.7 Action title. Descriptive text.
5.8 Action title. Descriptive text.
5.9 Action title. Descriptive text.
I.2. Include an implementation summary table that references the
actions.
A best practice for managing a comprehensive plan is to include a table that summarizes the actions,
notes timing, responsibility, and other relevant information for each action. The current Chapter 9:
Implementation, includes a table that identifies various initiatives, general roles and responsibilities, and
funding sources. In addition to or in place of this table, an action summary table should be included. Such
a table may resemble the following example. Similar summary tables exist in recent neighborhood plans
such as the Wellborn Community Plan.
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EXAMPLE: Implementation summary table from another plan
EXAMPLE: Each action could be tagged with icons or words that are defined in the text
including responsible parties, time-frame, category, or status.
I.3. Reduce the amount of text, particularly for background or
contextual information
Background information is useful to support a plan’s policies and recommendations, however it becomes
dated quickly and can distract from the plan’s important “so what?” message. Currently, a significant
amount of the Comprehensive Plan’s text relates to conditions, trends, and planning considerations. A
modern approach to preparing a comprehensive plan is to limit the amount of contextual information to
key highlights that are critical to inform the recommendations. Consider: a. Reducing the amount of narrative within the plan overall and breaking up text into shorter sections
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b. Calling attention to key points using bold descriptive statements at the beginning of a paragraph.
c. Referencing appendices for details of the conditions and trends
I.4. Update the document design and format
The City raised expectations in the terms of graphic design in its most recent 2018 Existing Conditions
Report. The Comprehensive Plan update is an opportunity to continue that direction and create a more
graphic and user-friendly document.
In preparing an updated document, the city should also consider how the community could learn about
the plan and its recommendations. Consider updating the plan’s online presence. Many examples exist
such as the award-winning PlanOKC.org.
EXAMPLE: The excerpt below from the 2018 Existing Conditions Report serves as a
precedent for redesigning the Comprehensive Plan document.
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Part III: Recommendations
by Plan Chapter
1. Introduction
2. Community Character
3. Neighborhood Integrity
4. Economic Development
5. Parks, Greenways, and the Arts
6. Transportation
7. Municipal Services and Community Facilities
8. Growth Management and Capacity
9. New: Partnerships and Collaboration
10. Implementation and Administration
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Chapter 2: Community Character
Opening and Purpose
a. Integrate the purpose statement into the opening on the first page of the chapter.
b. State the goal of the chapter (Goal for Community Character)
Planning Considerations
c. Remove references to “the planning process” and “participants” or make them more general such
as “planning input from the community.”
d. Consider adapting the “Growth and Development” narrative into a series of summary points led by
simple statements. For example: “The City’s strong growth is projected to continue…” “population
needs are changing…” and “utilization of existing land and development will be increasingly
important…”
e. Update the projections referenced on page 2-2
f. Consider adapting the bullets under “Character and Identity” and “Resource Protection and
Sustainability” into a set of principle statements that are phrased in terms of:
o “As College Station grows, is the City’s intent that… (Examples)
1. Infill and redevelopment in strategic locations is a priority over expansion
of the urban area;
2. The character of existing neighborhoods is maintained and strengthened;
3. New residential areas are created with qualities of traditional
neighborhoods;
4. Transportation planning and street design is sensitive to its context. Etc.”
Existing Land Use and Character
g. Consider combining the Existing Land Use and Character section with the Community Design and
Appearance section.
Future Land Use and Character
h. Update the Concept Map as described in Big Picture Recommendation C. Reconsider the most
appropriate location for this map within the Plan. It could reside in Chapter 2 where it exists
currently, or it could following the Future Land Use and Character Map. Or it could be relocated to
the new chapter on Partnerships and Collaboration.
i. Update the Future Land Use categories and map as described in Big Picture Recommendation D.
Community Design and Appearance
j. See above. Consider integrating into Existing Land Use and Character. Also consider extracting
affirmative statements about the City’s intent into principle statements as described above.
Goal, Strategies, and Actions
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The following is a potential list of actions that support the Goal for Community Character. This list includes
those actions from the current plan that are still relevant as well as potential new actions.
Proposed Goal:
Vibrant and distinct districts, attractive neighborhoods, revitalized gateways and
corridors, and conserved natural areas, grounded in environmental stewardship and
resiliency.
STRATEGIC ACTIONS
2.1 Review and undertake amendments to the Unified Development Ordinance’s
zoning districts. Consider amendments necessary to implement the Future Land Use and
Character categories and definitions. [2.1.5 UDO Amendments]
2.2 Prioritize and undertake detailed plans for priority neighborhoods, districts, or
redevelopment areas. The City should commit to proactively planning for a limited set of
target areas, as specified in the updated Planning Areas map. [2.1.2 and 2.3.1 Further
Planning]
2.3 Pursue feasibility of a tree preservation and/or tree planting incentive program.
This could involve regulatory changes, incentives to preserve existing trees (especially large
canopy trees) in new development and redevelopment projects, requiring replacement of
trees that are destroyed or removed, proactive efforts by the City such as planting trees and
installing landscaping along major road corridors and gateways, or a program where the
City or a partner agency provides trees at reduced cost. [revised 2.3.6 Greening of the City]
2.4 Create additional incentives for conservation design and evaluate the
effectiveness of cluster development standards in the UDO. Common incentives
include density bonuses where a project may be permitted a greater total density in
exchange for preservation of common open space areas. [2.4.1 Conservation Design]
2.5 Evaluate existing policies and create incentives for low impact and sustainable
development. Encourage policies and regulations that incentivize sustainable practices
such as energy reduction, renewable energy, water conservation, protection of natural
resources, adaptive reuse, waste minimization, and stormwater management. [revised 2.4.5
Green Building – Private Sector]
2.6 Re-evaluate the effectiveness and purpose of the Community Assets & Image
Corridors Map. Clarify the map’s intent, how it should be used, and the features it
represents. If retained, ensure that this map supports and does not contradict the Future
Land Use and Character Map.
2.7 Integrate parks, greenways, and community facilities within new neighborhoods.
Ensure that parks, greenways, and other types of open spaces are integrated into the
design of new neighborhoods that appropriate connections are made to existing facilities.
Also consider opportunities and partnerships to locate civic uses (such as recreation centers,
schools, libraries) within new neighborhoods or redevelopment areas.
ONGOING ACTIONS AND POLICY DIRECTION
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2.8 Evaluate and update development standards in the UDO. Evaluate the effectiveness
of the UDO’s development standards such as mobility and connectivity, off-street parking,
building form and design, landscaping and buffers, exterior lighting, or other applicable
standards to achieve desired design form and quality. [2.2.2 and 2.3.2 UDO Amendments]
2.9 Develop or refine incentives to promote high quality design. Such incentives may
include regulatory (flexible standards, density bonuses), procedural, cost-sharing
agreements, and tax incentives, among others. Incentives could be targeted to specific
geographies or types of development (such as mixed-use or commercial). [2.3.5 Incentives]
2.10 Encourage parking alternatives to support redevelopment opportunities. Use
regulatory or other incentives to encourage residential, commercial and mixed development
models in the City’s targeted Redevelopment Areas that focus on integration of structured
parking to enable more productive use of the overall site in place of extensive surface
parking. [8.5.2]
2.11 Continue to initiate proactive zoning map updates. Amend the zoning map in
strategic areas to encourage transitions to the desired community character and help
implement the Future Land Use and Character Map. [2.1.6 and 2.2.1 Zoning Adjustments]
2.12 Continue beautification programs. Maintain and consider opportunities to expand
beautification partnerships with Keep Brazos Beautiful and other organizations. [revised
2.5.1 Right-of-way enhancements]
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Chapter 3: Neighborhood Integrity
Opening and Purpose
a. Integrate the purpose statement into the opening on the first page of the chapter.
b. State the goal of the chapter within the opening or purpose (Goal for Neighborhood Integrity)
Neighborhood Conditions
c. Consider removing this section of the chapter since it relies on data that is outdated. Otherwise,
simplify the narrative on pages 3-2 through 3-6 into a series of summary points led by simple
statements as described in Chapter 2 above. Update or remove the statistics and maps that are
more than 10 years old, such as references to the 2005 Consolidated Plan (unless updated
information exists).
d. Consider removing the point-based maps of Student Population, Code Enforcement Cases, and
Noise Violations. Reference these exhibits in the Existing Conditions Report or online. In revising
these analyses, consider using a heat-map technique.
Planning Considerations
a. Simplify the narrative and highlight key direction. Consider identifying statements of policy or
recommendations that exist throughout this section. For example, there are several statements
between pages 3-7 through 3-14 that begin “the City should…”. These recommendations get lost
in the narrative and should be prominently identified.
b. Update the Neighborhood Partnerships Map on page 3-17.
Goal, Strategies, and Actions
The following is a potential list of actions that support the Goal for Neighborhood Integrity. This list
includes actions those from the current plan that are still relevant as well as potential new actions.
Proposed Goal:
Viable and attractive neighborhoods that maintain long-term neighborhood integrity
and while collectively providing a wide range of housing options for a diverse
population.
STRATEGIC ACTIONS
3.1 Evaluate the effectiveness and refine neighborhood compatibility standards in
the UDO. Standards in the UDO should address both compatibility of infill and
redevelopment within established neighborhoods and transitions between neighborhoods
and more intense commercial or mixed-use development adjacent to a neighborhood.
3.2 Create a neighborhood planning toolkit. Build upon Neighborhood Services efforts and
establish a process for neighborhood organizations to undertake a City-supported project in
their area, or to create City-supported projects and policies for their area. [NEW]
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3.3 Create a housing upkeep educational program. An education/promotional campaign to
raise awareness of existing resources to maintain existing housing stock including City
grants and federal programs.
3.4 Develop a parking strategy for neighborhoods near the University. Coordinate with
Texas A&M University regarding university-related parking to prevent excessive on-street
parking in areas adjacent to the university. Evaluate the feasibility of a program to address
management of parking in adjacent neighborhoods. [3.2.8 Parking Standards]
3.5 Develop and refine data monitoring processes to analyze housing trends and
define a strategic set of actions to address housing affordability, diversity, and
gentrification. Consider existing market data, best practices, and existing regulations and
incentives. Potential actions range from regulatory provisions such as: [Revised 3.3.3 and
3.4.3]
• Development standards that reduce barriers for affordable and diverse housing types.
• Pre-approved building plans or pattern books for target locations.
• Incentives such as density bonuses or more flexible standards.
Or a workforce housing capital pool where a public entity establishes a fund that is
used for various types of affordable housing initiatives (capital costs).
3.6 Track neighborhood change. Understanding neighborhood change is the first step to
identify actions are needed to promote revitalization or address resident displacement. To
identify potential areas at risk of decline and to combat displacement of existing residents,
the City could maintain an inventory of housing conditions by block or neighborhood in
areas with a high propensity for change. Existing data on demolitions, building permits, or
occupancy could be compiled and reviewed on a regular basis. [3.2.2 and 3.2.3]
3.7 Evaluate relevancy of neighborhood and small area plans that are beyond their
planning horizon. Develop a process to either retire or update plans.
ONGOING ACTIONS AND POLICY DIRECTION
3.8 Continue outreach and educational efforts to support existing and encourage
new neighborhood organizations. Continue Neighborhood Services initiatives such as
Seminar Suppers, Neighborhood Newsletters, and training programs.
3.9 Continue to fund the Neighborhood Grant Program. Continue to fund and expand the
Neighborhood Grants program for neighborhood activities such as gateways, landscaping,
and other permit application fees. [3.1.11 Neighborhood Funding Support]
3.10 Continue to encourage neighborhood meetings for certain development
applications. This provides a forum for applicants and neighbors to resolve conflicts in an
informal setting before an application is submitted or prior to formal consideration of the
item
3.11 Maintain property maintenance enforcement efforts. Maintain enforcement resources
to ensure that minimum property standards are being upheld. Utilize community
development plans and current data to target and prioritize enforcement efforts, while being
equitable to the needs of lower income or rental areas. [3.2.4 and 3.2.5]
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3.12 Evaluate the effectiveness of short-term rental regulations. Periodically evaluate
short-term rental regulations with respect to local data, national trends, and emerging
technology, to support neighborhood integrity. [NEW]
3.13 Evaluate and refine the rental registration program. Periodically evaluate the rental
registration program with respect to local data and trends to support neighborhood
integrity.
Contextual (neighborhood) compatibility standards
Like many cities, College Station’s Unified Development Ordinance contains standards that are intended
to address the compatibility of development and redevelopment to maintain the integrity of
neighborhoods. Such regulations vary widely between communities and may need to be evaluated and
adjusted to respond to local conditions and preferences. The types of neighborhood compatibility
standards include:
• Standards within neighborhoods. Consider contextual compatibility standards for some single
family residential zoning districts. These standards could include a rule that requires the lot area,
setback, and height standards in the district be between a certain percent of the average setbacks,
lot area, and height of the lots and development on the same block face, or within a certain distance
of the site. Other types of standards could address student housing conversions by limiting on-site
parking, or the location and size of accessory dwelling units, or limiting the size and scale of homes.
• Transitional areas. Consider standards that apply to new nonresidential development, mixed-use
development, and intense, multi-family development above a certain density that is adjacent to,
across the street from, or within a certain distance from attached and detached residences. Such standards include building frontage, building height, signage, lighting, parking, loading and access areas, among others.
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Chapter 4: Economic Development
As of the 2015 update, Chapter 4 of the Comprehensive Plan references the Economic Development
Master Plan prepared in 2013. An update to that master plan was adopted by City Council on May 14,
2020.
Proposed Goal:
A diversified economy with a wide variety of competitive jobs, support for
entrepreneurs, and opportunities to build skills; that provides a tax base to support
the City’s ability to foster a high quality of life; and where economic prosperity is
widespread.
NOTE to CPEC: A brief summary of the Economic Development Master Plan and acknowledgement of
changing economic conditions due to COVID-19 is new to this draft, per CPEC suggestion.
The intent of the Economic Development Master Plan is to ensure that future growth and development
advances the city’s economic development objectives. The plan establishes a strategic framework to
attract high-end investment, support retail development and redevelopment opportunities, support
expansion and relocation of corporate investment, destination, and hospitality activities, and to sustain
and enhance community health, wellness, and a high quality of life. Specific actions are included to
enhance and promote the Midtown Business Park, College Station Business Center, the Science
Park/Providence Park, and the BioCorridor. The plan also focuses on enhancing awareness of College
Station through improved marketing and recruitment efforts of major employers, retail and industry, and
Aggie-owned and led businesses. Amplifying existing community assets such as the Wolf Pen Creek and
Northgate districts and community events is also a priority. Please see the Economic Development Master
Plan for full details.
The current Economic Development Master Plan was approved during the early months of the COVID-19
pandemic. The data and competitive positions discussed in the plan reflect pre-COVID economic trends
and projections. There is economic uncertainly as the pandemic continues to unfold and the City will
continue to monitor trends and modify economic development plans and responses accordingly.
The Plan was approved just before City Council made the decision to move tourism efforts in house,
integrating it with economic development effective August 1, 2020. This move has placed a greater
emphasis on collaboration with strategic partners like Texas A&M University, enhanced branding and
marketing of College Station and its sports and leisure assets, and newfound ways to generate sales tax
dollars from tourism in College Station.
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Chapter 5: Parks, Greenways, and the Arts
Opening and Purpose
a. Integrate the purpose statement into the opening on the first page of the chapter.
b. State the goal of the chapter within the opening or purpose (Goal for Parks, Greenways and the
Arts)
Goal, Strategies, and Actions
The following is a potential list of actions that support the Goal for Parks, Greenways and the Arts. This list
includes actions those from the current plan that are still relevant as well as potential new actions.
Proposed Goal:
Highly desirable parks, greenways, and arts and culture amenities that support high-
quality experiences for residents and visitors.
STRATEGIC ACTIONS
5.1 Create connections between key elements of the parks, recreation system, and
destinations. As described in the Bicycle, Pedestrian, and Greenways Master Plan,
prioritize opportunities to connect segments of the greenway with parks, community
facilities, and other destinations. [5.2.5 Implement Key Connections]
5.2 Investigate feasibility of incorporating riparian buffer standards to preserve
sensitive land along waterways. Amend applicable ordinances to include corridor widths
and channel guidelines. [Revised 5.2.4]
5.3 Invest in the redevelopment of existing parks. Identify new improvements and
continue upgrades and maintenance to existing park facilities, particularly neighborhood
scale parks as detailed in the Recreation, Park, and Open Space Master Plan, neighborhood
or district plans. [5.1.4 and 5.1.8 Park Development and Maintenance]
ONGOING ACTIONS AND POLICY DIRECTION
5.4 Maintain a community-based greenway up-keep program. Through the Adopt-a-
Greenway program, continue involving neighborhood or other community groups in assisting
with some upkeep tasks or to inventory wildlife and natural features in their area. [Revised
5.2.8]
5.5 Conduct community-wide parks and recreation needs assessments. Evaluate
facilities and programs provided by the Parks and Recreation Department through
community surveys at least every five years. [5.1.2 Needs Assessments]
5.6 Pursue new programs and evaluate ongoing priorities to implement needs
assessment for park facilities and recreational programs. Identify physical and
operational improvements to meet the needs of a growing and changing population. [5.1.5
New and Enhanced Programs]
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5.7 Continue to secure land for future parks and to protect sensitive land. Ensure
adequate parkland provision for future neighborhood, community, and regional park
developments through the Parkland Dedication Ordinance, the Capital Improvements
Program, City purchases of property, acquisition programs, grants, and public and private
partnerships. [5.1.3 Secure More Parkland, and 8.2.8]
5.8 Identify and establish partnerships with other agencies and entities. Seek
partnerships with other public agencies to provide recreational amenities and services where
mutually beneficial opportunities are available. Additionally, consider public-private
partnerships to offer unique facilities and programs. For example, sponsorships or
investments to support additional swimming pools, a water park, or athletic fields. [5.1.7
Role of Private Sector] [5.1.6 Coordinated Improvements and Programming]
5.9 Continue to protect land and resources for expanding the greenway system. Such
methods can include continuing the utilization of grants, public and private partnerships,
and the Capital Improvements Program; and exploring connections between developments,
overlay zones, conservation easements, or open-space set-aside provisions. [5.2.8]
5.10 Evaluate and amend relevant ordinances to protect natural features and set
aside land for parks and greenways. Consider amendments to the Parkland Dedication
Ordinance to include provisions or incentives that encourage developers to design and build
greenway trails. [Revised 5.2.4]
5.11 Design and construct sustainable and accessible trails. Trails should minimize
environmental impact and promote scenic views and special features. Encourage
developments that are oriented towards and designed for accessibility to greenway trails.
[5.2.6 Careful Design and Accessibility]
5.12 Continue cross-jurisdictional and inter-agency coordination on greenways
acquisition, maintenance, funding, and network expansion. Promote cross-
jurisdictional and inter-agency coordination on greenways acquisition, maintenance, funding
and network expansion. [5.2.8 Coordination]
5.13 Continue to expand outreach about the parks and greenway system. Enhance
awareness and accessibility to programs and facilities through the City’s website,
publications and media outlets. [5.1.9]
5.14 Support a community-wide public art program. Contribute to the expansion of a
public art program in conjunction with the Arts Council of Brazos Valley, the City of Bryan,
Texas A&M University, Brazos Valley, and the Texas Department of Transportation. [5.3.9]
5.15 Continue utilizing the City’s digital platforms to promote major arts,
entertainment, and cultural destinations. Utilize digital platforms and coordinate with
the Economic Development department to promote cultural and entertainment offerings.
Promote the multi-purpose mission of the Wolf Pen Creek District, particularly the City’s
intent as an area to live, work, and play. Promote Northgate as a live music destination to
provide opportunities for local talent. [5.3.4, 5.3.5, 5.3.7]
5.16 Continue leisure and educational programming. Continue the City’s role in nurturing
young local artists and offering leisure and educational activities to adults and seniors
through the City’s Parks & Recreation department programming. [5.3.6]
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Chapter 6: Transportation (Mobility)
Goal, Strategies, and Actions
The following is a potential list of actions that support the Goal for Mobility. This list includes actions those
from the current plan that are still relevant as well as potential new actions.
Proposed Goal:
An innovative, safe, and well-connected mobility system serving all user types that is
designed to support the surrounding land uses.
STRATEGIC ACTIONS
6.1 Implement context sensitive design. Amend the street cross sections and update the
Unified Development Ordinance, the Bryan-College Station Unified Design Guidelines, and
the City’s capital improvement process to implement context sensitive design such as
primary mobility corridors, rehabilitation projects in established neighborhoods, and in areas
where right-of-way is constrained. [6.1.5 and 6.3.3 Context Sensitive Solutions, 6.3.7, 6.3.8,
6.3.9, 6.4.3]
6.2 Evaluate Traffic Impact Analysis (TIA) requirements. Consider updates to the traffic
mitigation thresholds for intersections impacted by new development. The requirements
could also be amended to address internal site elements such as circulation, queueing,
connectivity, as well as bicycle/pedestrian infrastructure. [Stakeholders and 8.2.4]
6.3 Enhance and upgrade intersections. Improve multimodal efficiency and implement the
City’s roundabout policy to improve safety and reduce congestion at intersections. Consider
life-cycle costs of roundabouts compared to traditional intersection improvements as part of
the decision-making process. [6.2.6 Intersection Improvements]
6.4 Undertake streetscape improvements within gateways and image corridors.
Identify locations and implement targeted infrastructure and streetscape improvements
(perhaps through partnerships) to improve aesthetics. Consider operation and maintenance
costs when identifying appropriate improvements. [revised 2.5.1 Right-of-way
enhancements]
6.5 Conduct a Thoroughfare Plan audit. Evaluate adjustments to the Thoroughfare Plan
based on existing roadway context and consider alternatives to relieve congestion
anticipated with long term growth. [NEW]
ONGOING ACTIONS AND POLICY DIRECTION
6.6 Maintain the various funding programs for mobility projects. These include the
Bryan-College Station Metropolitan Planning Organization (MPO) Transportation
Improvement Program, the Brazos County Regional Mobility Authority, and the City’s Capital
Improvements Program. [6.1.3 Project Programming]
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6.7 Fund bicycle and pedestrian infrastructure and safety improvements Dedicate
funding for system improvements and maintain collaborative partnerships as detailed in the
Bicycle, Pedestrian, and Greenways Master Plan.
6.8 Continue to evaluate and implement best management practices to increase
bicycle and pedestrian use. Build on the existing network of infrastructure to increase
safety and comfort for all users such as separated bike lanes and shared use paths.
[mentioned in Bicycle, Pedestrian, and Greenways Master Plan ]
6.9 Evaluate transit funding partnerships. To prepare for reductions in Federal transit
funding from the region’s growth, the City should explore regional partnerships to maintain
and improve transit services. Transit services should link activity centers, major employers,
dense residential areas, concentrations of student housing, and provide access for
underserved populations. [6.3.5]
6.10 Collect and monitor transportation data. This includes data such as, traffic volumes,
levels of service, vehicle miles traveled, transit ridership, pedestrian and bicycle facility
usage, and safety data on vehicle crashes and those involving bicyclists or pedestrians. Use
data to target future interventions. [6.1.4 Monitor Trends and 6.5.4]
6.11 Evaluate and update access management strategies. Coordinate with the Bryan-
College Station Metropolitan Planning Organization (MPO) to align regional standards along
thoroughfares to preserve modal efficiency throughout the street network. [6.2.3 Access
Management]
6.12 Develop and implement a travel demand management program. Build upon existing
services and including real-time traffic information, traffic incident alerts, ridesharing
programs, promotion of flexible work schedules, and encouragement of dense mixed-use
development in strategic areas. [6.2.4 Travel Demand Management]
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Chapter 7: Municipal Services and Community Facilities
Goal, Strategies, and Actions
The following is a potential list of actions that support the Goal for Municipal Services and Community
Facilities. This list includes actions those from the current plan that are still relevant as well as potential
new actions.
Proposed Goal:
Exceptional municipal facilities and services that meet community needs, contribute to
community character, exhibit environmental stewardship and resiliency, support
surrounding land uses, incorporates full life-cycle costs, and are coordinated and
fiscally responsible.
STRATEGIC ACTIONS
7.1 Prioritize utility and service improvements in existing areas. Invest in infrastructure
rehabilitation within the City’s older areas to maintain their viability and attractiveness and
encourage infill and redevelopment where appropriate. [7.1.1, 7.1.2, 7.2.2 and 7.4.5
combined]
7.2 Develop a comprehensive facilities plan. That meets the future space and functional
needs of City employees and the community. [7.2.5]
7.3 Continue capitalizing on opportunities to achieve multiple community objectives
through coordinated infrastructure projects. Incorporate a measure in the Capital
Improvements Program to weigh projects that achieve multiple objectives. Examples of
coordinated infrastructure projects include road improvements, utility and drainage
upgrades, sidewalk rehabilitation / installation / extensions, and streetscape enhancement.
[7.4.4]
7.4 Evaluate the utilization of community paramedicine. Partner with regional health
care providers and social services to evaluate community paramedicine.
ONGOING ACTIONS AND POLICY DIRECTION
7.5 Continue to pursue recognition, credentials, and accreditations City-wide. Continue
to obtain national recognition for outstanding and innovative service in police, fire,
emergency medical services, public safety communications, parks, water, and public works,
planning and other areas. [7.3.1]
7.6 Continue to expand wi-fi to public buildings. Expand existing public wi-fi services to
additional facilities and consider partnership opportunities to establishing a city-wide wi-fi
network. [7.3.2]
7.7 Update public service plans. Continue to re-evaluate and update key public service
master plans (water, wastewater, stormwater, drainage management, solid waste, electric,
Police, Fire, EMS) on regular cycle or when necessary based on changing conditions. Ensure
that these plans reflect long-term growth forecasts and support priority growth areas. [7.2.4
also 7.4.7 and 7.4.8]
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7.8 Utilize municipal service cost-benefit assessments in planning utility expansion.
The City should focus on areas that can be reliably and economically served within the City’s
capabilities. Consider an analysis of cost versus benefit when evaluating potential
development agreements, municipal utility districts (MUDs) or annexation petitions. [7.3.5]
7.9 Evaluate ways to reduce energy consumption. Implement energy and resource
conservation strategies in City facilities and all areas of municipal service provision. [7.5.1]
7.10 Pursue and support local water conservation and reuse initiatives. Utilize
nonpotable water to irrigate City facilities where feasible. [revised 7.5.4]
7.11 Continue outreach and educational programs to reduce resource consumption.
Encourage residents, businesses, and local institutions to participate in solid waste reduction
and recycling, energy efficiency, and water conservation programs. Create publicity
campaigns to highlight the City’s sustainability and resiliency efforts within public facilities.
[revised 5.5]
7.12 Continue to implement best practices in meeting or exceeding State and Federal
standards for stormwater management. Implement the City’s Stormwater
Management Program (SWMP) in accordance with State requirements of the TPDES
Municipal Separate Storm Sewer Systems (MS4) program to manage stormwater discharges
to protect, preserve and improve area streams and waterways. Consider updates to better
protect area creeks and bodies of water from the impacts of urban runoff. [revised 7.3.3
and 7.3.4]
7.13 Advance sound floodplain management practices. Reduce the risk and impacts of
flooding, adhere to higher development standards, and limit long-term infrastructure costs
through continued implementation and refinement of the City’s Flood Ordinance (including
No Adverse Impacts) and participation in FEMA’s Community Rating System (CRS) program.
[revised 7.5.2]
7.14 Continue to meet or exceed State and Federal water quality standards for
drinking water sources. Continued phased expansion of water supply resources and
associated production capabilities to meet shorter-term peak demands, as well as forecasted
longer-term needs. [revised 7.3.3 and 7.4.7]
7.15 Continue to keep wastewater collection and treatment capacities ahead of
demand. Continued phased expansion of the existing wastewater system to comply with all
regulatory permits, standards, and requirements that meet shorter-term peak demands, as
well as forecasted longer-term needs.
7.16 Continue coordinated electric planning along with area partners. This will ensure
adequate and reliable supply to serve anticipated growth and to maintain College Station
Utilities’ capability for rapid response to system outages. [7.4.6]
7.17 Design high-quality public facilities that reflect the character of their
surroundings. These buildings, facilities and improvements should blend into existing
areas, and help establish an identity and quality standard for newly developing or
redeveloping areas of the City. [7.4.2]
7.18 Design City facilities and infrastructure to incorporate sustainable and resilient
practices. Consider design features such as stormwater management, water conservation
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and reuse, native or adapted plantings, or building design features that conserve energy
and natural resources. [Green College Station 7.5.3]
7.19 Provide public safety facilities to maintain adequate service and response times.
Monitor response times and safety service needs as growth occurs; use data and national
standards to make decisions about service investments. [7.4.8]
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Chapter 8: Growth Management and Capacity
Goal, Strategies, and Actions
The following is a potential list of actions that support the Goal for Growth Management and Capacity.
This list includes actions those from the current plan that are still relevant as well as potential new actions.
Proposed Goal:
Fiscally responsible and carefully managed development that is aligned with growth
expectations and the ability to provide safe, timely, and efficient infrastructure and
services.
STRATEGIC ACTIONS
8.1 Prioritize proactive infrastructure investments and programs in strategic
redevelopment areas. Invest in the necessary infrastructure to increase redevelopment
potential or to catalyze redevelopment activity in areas identified in the Future Land Use &
Character Map or in district plans. Concentrating development and services within target
areas promotes efficient use of infrastructure and supports environmental resiliency goals.
[8.3.1]
8.2 Amend the zoning map and consider regulatory incentives to encourage infill and
redevelopment. Apply targeted zoning strategies in designated Redevelopment Areas
identified on the Future Land Use & Character map. Review the effectiveness of the
Redevelopment District (RDD) overlay zoning and consider updating provisions in the
Unified Development Ordinance to incentivize infill and redevelopment. [8.5.3 and 8.5.4]
8.3 Evaluate the utilization of impact fees that provide revenues to support
infrastructure demands. Consider the need to amend the impact fees to promote the
city’s long-term fiscal strength. [8.2.6]
ONGOING ACTIONS AND POLICY DIRECTION
NOTE to CPEC: Actions 8.1 through 8.3 are being discussed by the City’s upper management and City
Manager’s Office, and are subject to change.
8.1 Evaluate and revise the Water/Sanitary Sewer Extension Policy. Evaluate the City’s
service area for sanitary sewer (the Certificate of Convenience and Necessity boundary) and
extension into the Extraterritorial Jurisdiction in an incremental and carefully timed manner
to meet defined growth management objectives. Ensure that extensions to water/sewer
utilities and service areas are consistent with the Future Land Use & Character Plan, the
City’s utility master plans, and multi-year Capital Improvement Plan. [8.2.2, 8.2.1, and
8.2.5]
8.2 Use utility service as an incentive for voluntary annexation. Utilize the utility
extension policy as a means to encourage landowners to request annexation which will
protect the City’s long-term interests in significant areas of the Extraterritorial Jurisdiction,
such as along key transportation corridors. [8.4.5]
8.3 Conduct fiscal impact analyses. Utilize financial modeling to evaluate the cost-to-serve
for annexation requests, MUDs, and development agreement areas. [8.4.7]
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8.4 Continue the City’s Oversize Participation practice, where appropriate. Continue
providing funds for potential oversize participation to reduce future infrastructure costs.
[8.2.4]
8.5 Use available tools to strategically manage growth pressure in the ETJ. Utilize
development agreements and Municipal Utility Districts (MUDs) to manage growth pressure
in areas where annexation is not feasible. [8.4.3]
8.6 Re-envision underutilized retail uses. Monitor national trends in the evolving retail
sector and continue to seek redevelopment and revitalization opportunities for vacant or
underutilized large retail and big-box sites. [8.5.1 and 8.5.3]
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Chapter 9. Partnerships and Collaboration
Goal, Strategies, and Actions
The following is a potential list of actions that support the Goal for Partnerships and Collaboration.
Proposed Goal
Well-coordinated planning at all levels and effective engagement with local
jurisdictions, institutions, and organizations to further realize the City’s vision and
support the broad community.
External Partnerships and Collaboration
Texas A&M University
9.1 Convene coordination meetings with University leadership. Coordinate with Texas
A&M University and Blinn College concerning their projected enrollment growth and associated
faculty/staff increases to plan effectively for the implications of further off-campus housing
demand. [8.1.4]
9.2 Continue ongoing dialogues and establish a planning coordination task force with
Texas A&M University and local government agencies. Continue to coordinate with
Texas A&M University regarding the benefits and impacts of University development projects
and support ongoing efforts to provide harmonious transitions between the campus and the
surrounding area. [2.6.4 Texas A&M University Coordination].
9.3 Coordinate with Texas A&M to establish a “good neighbor” initiative for permanent
and temporary residents. Build upon existing programs to promote positive living
experiences for students and long-term residents in city neighborhoods. Activities could
include community discussions, a lecture series, door-to-door visits, or neighborhood
gatherings. The activities would raise awareness about ordinances, positively communicate
neighborhood norms, promote social interaction, and demonstrate what it means to be a
“good neighbor.” (see Best Practices Report)
9.4 Contribute to a joint branding effort with Texas A&M University. Continue to work
with Texas A&M University to define and promote a stronger and more unified brand identity.
[NEW]
9.5 Expand partnership with Texas A&M University to recruit, create, and magnify
tourism opportunities at A&M facilities with beyond.
Other local and regional coordination
9.6 Convene coordination meetings with neighboring jurisdictions and regional
planning organizations. Coordinate on land use, infrastructure, facilities planning, and
other planning issues of mutual interest. Seek opportunities to align policies or share services
to create a stronger region and more efficiently utilize resources. [from Ch. 2]
9.7 Pursue interlocal cooperation agreements. With Brazos, Grimes, and Burleson counties;
City of Bryan; Texas A&M University; and other service providers, as appropriate. Such
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agreements can address coordination of subdivision review, thoroughfare planning, floodplain
management, and utility and other service provision, among other matters of mutual interest.
[8.2.9]
9.8 Continue to coordinate with the College Station Independent School District.
Coordination should address facility needs and projections, potential locations for new schools
or future use of existing schools, infrastructure impacts of school development, and ensuring
safe/walkable areas around schools. [7.4.3]
9.9 Continue to participate in regional transportation initiatives. Partner with the Bryan-
College Station Metropolitan Planning Organization (MPO), Brazos Valley Council of
Governments, TxDOT, Brazos Transit District, and Union Pacific on initiatives such as
Interstate 14, Easterwood Airport flight network expansion, Texas High Speed Rail Initiative,
freight transport, the Brazos Yard, and quiet zones. [revised 6.4.2 and NEW items]
Internal Coordination
The Comprehensive Plan is the City’s broadest and most long-term policy guide. It
is supported by several focused master plans, district, and neighborhood plans.
These high-level plans provide direction to several short-term strategic
implementation plans and City ordinances.
9.10 Reference the Comprehensive Plan actions within City master plans. City master
plans are components of the Comprehensive Plan that provide. Master plans should be
updated on a regular cycle (or as needed). The updates should include provisions that relate
directly to actions within the Comprehensive Plan and the Future Land Use & Character Map
within Chapter 2. [8.2.1]
9.11 Reference the Comprehensive Plan and City master plans in Capital
Improvements Planning, departmental work programs, and budgeting processes.
Alignment with the City’s long-term plans should be among the criteria for evaluating
potential capital or operating expenditures. [8.3.3]
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Existing City Master Plans
Master Plan Name
Relevance to Comprehensive
Plan Element Created Last Updated
Typical
Horizon City Department
Recreation, Parks, and Open
Space Master Plan Chapter 5: Parks, Greenways, and the Arts 2011 Ongoing 2011-2020 Parks & Recreation
Bicycle, Pedestrian and
Greenways Master Plan
Chapter 6: Mobility Chapter 5: Parks, Greenways,
and the Arts 2010 2018 2010-2020
Planning & Development
Services
Economic Development Master
Plan Chapter 4 2013 2020 2020-2025 Economic Development
Water System Master Plan Chapter 7: Municipal Services &
Community Facilities 2017
CSU Water
Services
Wastewater System Master Plan Chapter 7: Municipal Services & Community Facilities 2017 CSU Water Services
Existing Neighborhood & Special District Plans
Plan Name Created
Planning
Timeframe City Department
Medical District Master Plan 2012 unspecified Planning & Development Services
Central College Station Neighborhood Plan 2010 2010-2017 Planning & Development Services
Eastgate Neighborhood Plan 2011 2011-2018 Planning & Development Services
South Knoll Area Neighborhood Plan 2013 2013-2020 Planning & Development Services
Southside Area Neighborhood Plan 2012 2012-2019 Planning & Development Services
Wellborn Community Plan 2013 2013-2023 Planning & Development Services
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Chapter 10: Implementation and Administration
(currently Chapter 9)
Consider the following for updating this chapter.
1. Undertake a new educational initiative as described on page 9-4 upon adoption of the
updated Comprehensive Plan.
2. Replace the table of initiatives (current table 9.1) with a summary table of
recommendations organized by chapter. Include action type, roles, funding, etc. See
Big Picture recommendation H2.