HomeMy WebLinkAbout2012-3468 - Ordinance - 12/13/2012ORDINANCE N0.
AN ORDINANCE DESIGNATING THE EASTERN PORTION OF THE COLLEGE STATION
MS[)KC/\L DISTRICT AS REINVESTMENT ZONE NO. 19. CITY OF COLLEGE 8T/\TK)N
CB%A8, ENUMERATING THE QUALIFYING CRITERIA, ADOPTING & PRELIMINARY
DEVELOPMENT AND FINANCING PLAN, ESTABLISHING & BOARD OFDIRECTORS FOR
SUCH ZONE, ���U 8[DE� /��\TT��� ����[I�G TD���TO� PROVIDING FOR A
`
SEVEKAB/L\TY CLAUSE AND f\NOPEN MEETINGS CLAUSE.
WHEREAS, the City's 2009 Comprehensive Plan identified the general area around State Highway 6
and Rock Prairie Road ns one ofseveral unique districts located within the City;
WHEREAS, in 2011 the City partnered with the College Station Medical Center and other stakeholders
for the creation of a Medical District to act as a focused healthcare and wellness district within the City;
WHEREAS, City Council appointed u Medical Corridor Advisory Committee to work with staff and a
consultant temnbu complete un early plan for the Medical District;
YV|{EQ[A3, un October |l, 2012 City Council adopted a Medical District Master Plan establishing
guiding principles for the development of approximately 1 acres in south College Station to
accommodate medical facilities, walkable village centers, oornnoecuio| epuoo and avuriety of residential
unit types, all in close proximity to parks, open space, and trails;
WHEREAS, the k3uaker Plan amended the Pntnro Land Use and Character map in the City's
Comprehensive Plan, as wel|as an alteration to the City's Thoroughfare Man and Thoroughfare Context
maps, additional trails have been added to the Proposed Pedestrian yuciUdeu map in the Bicycle,
Pedestrian, and Grecnvvayo Master Plan, and the City's VVu1cr Master P|uo Proposed Pedestrian
Facilities map, and 9rnpuxod Bicycle Facilities map will be amended in rcmpooyc to changed
thoroughfare alignments;
WHEREAS, staff created a Medical District Master Plan Implementation Report to recognize the
infrastructure needs over the life of the Medical District Master Plan, as well as to provide cydooutcd
costs associated with the infrastructure;
WHEREAS, the Implementation Report identifies uTux Increment Reinvestment Zone aaafunding
source for some of the needed infrastructure in the &1odiou| District by capturing taxes paid on the
inoronncntu| ioun:uau in property values in the area um properties develop;
WHEREAS, on December 6, 2012, notice o[apublic hearing to be held on December 13, 2012 was
published ln the Bryan-College Station Eagle;
WHEREAS, a public hearing was held before the College Station City Council on December 13, 2012,
at 7:00 p.m. ut the regular meeting of the Council;
WHEREAS, the City Council at such hearing invited any interested person to appear and contend for or
against the creation of the reinvestment zone, the boundaries of the proposed rcinveaUurm{ zone,
whether all oz part ofthe territory, which is described by boundary survey uXuohod hereto as QIr6l6lk
"A" and depicted iu the diagram attached hereto asExhibit ''B'", should be included in such proposed
reinvestment zone, the concept of tax increment financing;
WHEREAS, all owners of property located within the proposed reinvestment zone and all other taxing
units and other iuteceakx\ persons were given the nppmrkuohv ed aoob ou6Uo hearing to protest tile �' ,'
creation of the proposed reinvestment zone or the inclusion of their property in such reinvestment zone;
WHEREAS, the City staff presented the preliminary prcject and financing p|oo for the proposed
reinvestment zone attached hereto um Exhibit "C";and
WHEREAS, the proponents of tile reinvestment zone offered evidence, both oral and documentary, in
favor of the foregoing matters related tothe creation of the reinvestment zone;
NOW, THEREFORE, BElT ORDAINED bv the City Council o[ the City of College Station, Texas,
\U*:
The facts and recitations contained in the preamble of this ordinance are hereby found and declared to
bu true and correct.
The City after such hearing and having heard such evidence and testimony and considering
the preliminary project und financing plan, has made the following findings and deteoni nation based
upon the evidence and testimony presented to i{:
A. That the public hearing on adoption of the reinvestment zone has been properly called, held and
conducted, and that notice of such hearing has been published as required by law.
B. That the City has jurisdiction to hold and conduct this public hearing on the creation of tile
proposed reinvestment zone pursuant to the TAX INCREMENT FINANCING ACT.
C. That creation of the proposed zone with boundaries as described in Exhibits "A" and "B" will
result in benefits to the City, its residents and property owners, and to the property, residents
and property owners in the reinvestment zone.
D. That the reinvestment zone as described in Exhibit "A" and "B" ineets the criteria for the
creation of a reinvestment zone as set forth in the TAX INCREMENT FINANCING ACT in that:
(l) kimucontiguous geographic area located wholly within the corporate limits of the City.
(2) That the area is predominantly uodtrproducdve and underdeveloped and substantially
impairs oo arrests the sound growth of the municipality.
(]) That development of the area would not occur in the foreseeable future solely through
private investment.
(4) The total appraised value of all taxable ncu\ property in the zone according to the most
,coeot appraisal no\\n of the City, together with the total appraised value of the taxable
real property and all other taxing existing reinvestment zones within the City, according
to the most recent appraisal rolls nf the City, does not exceed fifty percent (5U96)ofthe
current total appraised value of the taxable real property in the City.
(j) Improvements in the reinvestment zone will enhance significantly the value ufall taxable
real property io the reinvestment zone.
(6} That preliminary project financing have b��o and are attached
. . r'', developed
beretoas Exhibit "C" Such prelimi pro ject and financi plans will bc the bas for
the master plan for the final project and financing plan for the reinvestment zone and
abuU assist the staff and board of directors in implementing a muoocmsfb| reinvestment
(7) That the following Council Members were present and considered the ordinance
on December 13, 2012.
Nancy Berry
Blanche Brick
Jess Fields
Karl Mooney
John Nichols
Julie Schultz
JumcmBcnhun/
That the City hereby creates u reinvestment zone over the area described by the boundary survey in
lKz&i8it "A" attached hereto and such reinvestment zone sha be based oothe preliminary project uud
Oouooiug plans. This zone mbu\| hereafter be identified as Reinvestment Zone No. 18, City of College
Station, Texas (the "Zone").
[V.
The Board of Directors for the Zone shall consist of five (5) member directors. The City Counc ufthe
City of College Station shall appoint four (4) members who shall meet the eligibility requirements as set
fhUb in the Act to serve on the Board of Directors. The Brazos County Conurnivaioocra Court ohu|)
appoint one (l) member who shall meet the eligibility requirements as se( forth io the Act tu serve as a
member of the Board ofDirectors. The Brazos County Commissioners Court member, and two (2)
mcnobum appointed by the City of College Station, shall serve an initial two (2) year term while the
other two (2) appointed by the City of College Station shall serve initial one (l) year terms. All
subsequent appointments will he made for two (2) staggered 1eona or until a successor director may hc
appointed thereafter. The City Council obu|| designate one (l) nmenuhec to serve as [baionao of the
Board nf Directors for the year ending December 3 1, 2013, and each year thereafter, and authorizes the
Board to elect from its members a Vice-Chuirnoan and other officers as it mecu fit. The Board yba|}
ro|uio all powers provided it iu the Act.
The Board of Directors shall make recommendations tothe City Council concerning the administration
of the Zuoo and sha prepare and cause to be prepared and oJnn1 a Project Plan based upon the
preliminary project and financing plan for the Zone and nouei submit such plans to the City Council for
its review and approval. The City hereby delegates to the I3oo,d of Directors all powers necessary to
prepare and irop|enueo1 such Project Plan, subject to approval by the City Council, including the power
to direct the staff and employ omneohonis to umyiat in the preparation of the Project Plan and in the
issuance of certificates ufobligations.
V.
That operation of the Zone shall commence immediately following tile passage of this ordinance, and
that termination of the operation of the Zone shall occur upon the collection of the levies of September,
2032 (due in FY 2032 -203 or at a time designated by subsequent ordinance or at such time
subsequent ho the issuance nf certificates of obligation asd| 'uc�ooebuod�cdi�oa/onofob\i ioa,
, , "
and the interest thereon, have been paid in full.
\/[
That the tax increment base for the Zone iu the total value of all taxable real property iothe
reinvestment zone aaof January |,20l2.
VD.
That there is hereby created and established u Tax Increment Fund for the Zone which may be divided
into such sub-accounts as may be authorized by subsequent ordinances into which all tax increments are
k`hedeposited. The Tax Increment Fund and any sub-accounts are to be maintained at the depository
bank nfthe City and ohu|\ be secured in the manner prescribed by law for Texas cities. The tax
increments shall equal the arnount of property taxes levied for a year on the captured and appraised
value, that is, the amount by which the current appraised value of all taxable real property located in the
Zone exceeds its tax increment base less any other funds which are tobe a||ocn1edfrnrn the tax
increments pursuant |o the Act. All revenues from the sale ofany tax increment finance bonds and
notes hereafter issued by the City may be deposited into such fund or sub-account from which money
will be disbursed to pay project ouatsfbcthe Zone orto satisfy the claims of holders of tax increment
bonds or notes issued for the Zone.
VtU,
That i[ any sect paragraph, clause, or provision of this ordinance sha for any reason he held tnhu
invalid or unenforceable, the invalidity or unenforceability of such section, paragraph, clause or
provision shall not affect any of the remaining provisions of this ordinance.
|}(�
That kiahereby found, determined and declared that uaufficient written notice of the date hour, place
and sub of the meeting of the City Council of the City of College Station at which this ordinance
was adopted was poakx] at place convenient and readily accessible at all times 0othe general public at
the City Hall o[ the City ofCollege Station for the time required by law preceding this meeting, as
required by the Open Meetings Act, and that this meeting has been open to the public as required by
law, at all times during which this ordinance and the subject matter hereon has been presented,
discussed, considered and finally acted upon. The City Council of the City ofCollege Station further
ratifies, approves and confirms such written notice and the contents and posting thereof.
a
That the contents of the notice of public hearing, which hearing was held before the City Council of the
City ofCollege Station on Deoenzhcc 13, 2012, and the publication of said notice, ia hereby ratified,
approved and confirmed.
�
yASS£D,/\[)DPTBDuud/\PPK()V6Doothisthcl] day afDecember, 2012.
ATTF,ST:
Sherry Masl6um, City Secretary
APPROVED:
F174 IZI 24
Carla Robinson', City Attorney
CITY OF COLLEGE STATION
Nancy Berry, Mayor
vsff•
Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Tax Increment Reinvestment Zone 19
1301.76 acres (net)
College Station, Texas
December 2012
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet
south of surveyed centerline) and the east boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10179, pg. 50), being the northeast comer of Lot 1, Block 7 ♦ said subdivision,
and from where City of College Station GPS control monument no. f#
7016.5 feet.
Thence N 2 ' 42' 34" W — 120.04 feet along an extension of the said east boundary line of
Block 7, to a point in the north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (59.0 feet north of the
surveyed centerline) as follows:
S 86 27' 34" E — 1771.13 feet, S 85' 02' 05" E — 1228.54 feet and S 84 23' 02" E —10.29
feet to a right-of-way offset point in the common line of the Dale and Reba Conrad 26.25
acre tract (vol. 460, pg. 505) and the Flying Ace Ranch, Ltd. 26.245 acre tract (vol, 3767,
pg. 237);
Thence S 24' 22' 52" W — 1.58 feet along said common tract line to another offset point in the
north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (57.5 feet north of the
surveyed centerline) as follows:
S 84 23' 02" E — 606.93 feet, S 82 02' 02" E — 1453.40 feet, S 77 01' 02" E — 1052.59
feet, S 76 28' 02" E — 2876.58 feet, S 69' 53' 32" E - 2812.30 feet to the beginning of a
tangent curve to the right with a radius of 1057.50 feet, along said curve through a central
angle of 11 43' 34" to a point in the old northeast prescriptive right-of-way fenceline, and
S 69 17' 50" E — 269.35 feet along said fenceline to the southeast line of the Hartzell Elkins
35.37 acre tract (vol. 1920, pg. 323) and northwest line of William D. Fitch Parkway;
TIRZ 19 Page 1 of 4
Thence across Rock Prairie Road East as follows:
S 42 32' 30" W - 32.00 feet to the south comer of said Elkins tract, called to be in the
centerline of the road, S 19' 52' 04" W - 36.01 feet to the east comer of the College Station
Independent School District 44.535 acre tract (vol. 8413, pg. 291) at the old right-of-way
fence comer post, and S 41 ' 51' 48" W - 170.08 feet along the southeast line of said
C.S.I.S.D. tract and northwest line of Fitch Parkway to its intersection with the south right-
of-way chamfer of Rock Prairie Road East;
Thence S 41' 51' 48" W - 1842.68 feet along said common tract line to its southwest end in a
northeast line of the 11N.S.W.M.A. 179.99 acre Tract 1;
Thence S 48' 05' 47' E - 941.57 feet, along the common line of said Tract I and the C.S.I.S.D.
tract to their common comer in the northwest right-of-way of William D. Fitch Parkway;
Thence S 41 51' 48" W - 1425.30 feet, along said northwest right-of-way line, to the south comer
of the said 11N.S.W.1vl.A. Tract 1;
Thence S 4 1 ' 5 1' 48" W - 1066.80 feet, continuing along said northwest right-of-way line of
William D. Fitch Parkway, to the east common comer • the City • College Station 140.29 acre
Tract One (vol. 3900, pg. 188) and Spring Meadows Phase I (vol. 5106, pg. 284);
Thence along the southern boundaries • multiple City • College Station tracts (vol. 3900, pgs.
188 & 223, vol. 5056, pg. 43) as follows:
N 73 00'00" W - 496.40 feet, S 51' 00' 00" W - 175.05 feet, N 76' 00' 00" W - 200.00
feet, S 41 51'44" W - 51.88 feet, N 70' 46' 00" W - 157.10 feet, S 41' 51'44" W -
262.67 feet, N 82 55' 43" W - 700.87 feet S 41 52' 26 W - 650.00, N 48 08' 02" W -
412.47 feet, S 66 47' 54" W - 827.57 feet, N 47' 45' 25" W - 129.90 feet, S 28' 59' 29" W
- 2.01 feet, S 41 48' 43 W - 336.13 feet, S 48 45' 08" E - 440.00 feet and S 53 00'00
W - 1304.90 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the northeast right-of-way lines of said highway as follows:
N 49 25' 00" W - 438.00 feet, N 55' 07' 38" W - 201.00 feet, N 49 25' 00" W - 751.78
feet to the west comer of the City of College Station 36.9 acre tract (vol. 4329, pg. 134), and
N 49 25' 00" W - 1025.93 feet to the south corner of Barron Park Subdivision (vol. 939,
pg. 209);
TIRZ 19 Page 2 of 4
Thence along the southeast, northeast and northwest lines of Lots I and 2 of said Barron Park
Subdivision as follows:
S 41 09' 46" E - 1353.16 feet, N 49' 12' 46" W - 88.68 feet to the south corner of the City
of College Station 100.64 acre tract (vol. 6927, pg. 226), N 54' 07' 24" W - 29 1.11 feet, N
64 27' 21" W - 117.03 feet, N 54" 53' 54" W - 24.95 feet N 53' 19' 32" W - 113.87 feet,
N 49 26' 59" W - 190.11 feet and S 41' 09' 38" W - 1286.04 feet to the common comer of
said Lot 2 and Lot 3 in the northeast right-of-way line of State Highway no. •
Thence along the said northeast right-of-way lines of said highway as follows:
N 47 46' 18" W - 537.86 feet to the southwest common comer of Lot 3 of said BarTon P
Subdivision and that City of College Station 46.60 acre tract (vol. 33 10, pg. 32 1), N 47' 4-6]
48" W - 65.34 feet, N 55 07' 37" W - 201.00 feet, N 49 25' 00" W - 600.00 feet and
N 44• 08' 33" W - 147.79 feet to the southwest common comer of said 46.60 acre tract an
the Barker Subdivision (vol. 5101, pg. 182);
Thence N 38° 5 OT' E - 279.95 feet along the southeast line of said Barker Subdivision to its
east comer;
Thence N 47' 42' 16" W - 1053.70 feet along the northeast line of said Barker Subdivision and
continuing along the northeast line of Cooper's Subdivision (vol. 4708, pg. 230) to its north
corner, also being the east corner of the Harley Subdivision (vol. 3961, pg. 236) and the south
corner of that IHD Properties, LLC 2.77 acre Tract One (vol. 10144, pg. 203);
Thence along the south, east and north lines of said IHD Properties tract as follows:
175.00 feet, N 47 42' 56 W - 638.83 feet and S 72 19' 02" W - 202.14
feet to the northeast line of said Harley Subdivision and a southwest line of that M.D.
Wheeler, Ltd. 71.52 acre Tract Two (vol. 3007, pg.
Thence along the southwest lines of said Wheeler Tract Two and continuing along the southeast
lines of the Wheeler 10.01 acre Tract One as follows:
N 47 42' 33" W - 177.08 feet, N 46 46' 09" W - 304.24 feet, S 21 27' 46" W - 145.09
feet and S 41' 43' 32" W - 194.25 feet, returning to the northeast right-of-way line of State
Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
N 42 27' 25" W - 105.18 feet, N 36' 45' 17" W - 383.87 feet, N 27 43' 31" W - 192.30
feet and N 34' 27' 26" W - 55.00 feet to the southeast line of Block 4 of the said Scott &
White Healthcare Subdivision;
Thence along the east boundary lines of said Scott & White subdivision as follows:
N 41 15' 39" E - 1224.44 feet, N 47 37' 11" W - 128.13 feet, N 50 49' 32 E - 930.60
feet and N 2' 42' 34" W - 1023.83 feet to the Point of Beginning and containing 1308.51
acres of land more or less.
TIRZ 19 Page 3 of 4
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (57.5 feet
south of the surveyed centerline) and the west line of Lot 1 of Rock Prairie Baptist Church (vol.
7312, pg. 207), from where City of College Station GP S control monument no. 9 bears S 78' 01'
24" E — 3240.0 feet.
Thence S 82' 02' 02" E — 414.05 feet along said south right-of-way line, parallel and 7.50 feet
south of the north line of said Lot 1, to its intersection with the east line of said Lot 1;
Thence S 20* 22' 54" E — 600.82 feet along the east line of Lot I to its southeast comer;
Thence N 7" 57' 58" E — 528.77 feet along the west line of Lot 1 to the Point of Beginning and
containing 6.76 acres of land more or less.
Leaving a net acreage for this described tract of 1301.76 acres more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City of
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public rMec S.
No monuments were set for this survey and found monuments are not
cited.
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to convey or
eAq.Nish intL,-rests in real vrovertir exce those rights and interests itw,>lied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared,
TIRZ 19 Page 4 of 4
XITITMUO-1
Scott & White
Healthcare Subdivision
10179/50
Control Reference:
Point -of- Beginning (p'0JEi)
t o Cps monument no' 9
S 82'02'35"E - 7016.5'
Rice
3636/65
3 87/1
"14
X 71113'
JOE OP-R INC.
SURVEYORS di ENGINEERS
C'a" a - ER
Not
a
E calslion Tract Poin
p. j
216 7 Post Oak Cilld.
are T .... State Piano, NAD-83(CORS) datum, based
an Bearings City of CS GPS -html points and CPS .1ba-ti.a..
(P.O.B,) to CPS an
S 78 °07'24"E - 3240.0'
I
g' C"ll-9a Stealth. Texas 77845
f9791693-2777 joa-uls-re,
_,_ F <3
This document was prepared order 22 TAC §663.21, does not
Conrad ,9
460 376 05 fiy, Ace R anch -h Thil
.. I./Y/
X.,
reflect the results of an on the ground survey, and is not to
be ..ad to a.ay.y or establish interests in real property
�a tho rits and intere imied esblish b f
se or g r s o ts f
the ly ta of the ed
o_a I th pl an nd-
NO 2 '�
02
Cot,
'e r ke
Po
aaadivi.,
an for which it was prepared.
3,
6,9 82�02
L35 N 38 °51'07"E- 279.95'
L 69'53*3 W - 551.37'
' '
L36 N 42'17'04
4$
No monuments were set for this suey and found monuments
su rvey
are not cited on this reference map.
11 S 51 °00'00 "W - 1 75.05'
Olson
/ /I /
L39 N 46°46'09 304
L 1 5 41 °51'44 "W - 51.
/ I
tider<
L16 N 70'46'OCr W- 15 1 0'
- 4
L41 S 41 94 ' 25
L17 5 41
L42 N 42 °27'25 "W - 1 05.18'
'8
2828 g8'
Old-
L19 N 4745'25'W-129,90'
L44 N 2 7 ° "W - 192.30'
L20 S 28'59'29"W-2.0I'
L45 N 34
L21 S 41'48'4sW-336.13'
/ Carl) / /
L22 S 48-45 06 E- 440.00'
6
Johnson
Johnson/
69,
Lt. S 82'02'027E-414,05'
L2 N 55°07'38"W-201.00'
, 81
L25 N 49 °12'46 "W - 88.68'
1-3x N 82-02'02"W-699.33'
L26 N 54 °07'24 "W - 291.1 !
L4. N 7'5758"E-528.77'
J HO Q
a-
<
LINE TABLE \__/ '/" '-
-- -
-1 N 2°42'34"W- 120.04' L27 N 64°27'21"W-117,03
L2 S 84 - 2302"E-1 54°53'54"W-
0�29'
24.95'
L28 N S35CW-24.95'
L3 S 24 °22'52 "W - 1.58'
L29 N 53 °19' "W - 113.87'
L4 S 69°17'50"E-269.35'
L30 N 49 °26'59 "W - 190.11'
L5 S 42°32'30" 32.00'
L31 N 47°4 "W - 537.86'
L6 S 1 9*52 be W- 36.01'
L3 2 N 47-46 ' 4Er'W-65,34*
L7 S 41 °51'48 "W - 170.
L33 N 55 °07 '37"W- 20 1.00'
L8 N 5°38'11 " - 67.56'
L34 N 44 °08'33"W- 147.79'
L9 N 53 °08'1 1 12.88'
L35 N 38 °51'07"E- 279.95'
L 69'53*3 W - 551.37'
' '
L36 N 42'17'04
� 0
L2 N 73 °00' "W - 49
37 S 72 L '19
11 S 51 °00'00 "W - 1 75.05'
L38 N 4 7 ° 42'33"W- 177.0
L14 76-00'00!'W-200.00'
N
L39 N 46°46'09 304
L 1 5 41 °51'44 "W - 51.
L40 S 21 °27'46 "W - 145.09'
:
L16 N 70'46'OCr W- 15 1 0'
- 4
L41 S 41 94 ' 25
L17 5 41
L42 N 42 °27'25 "W - 1 05.18'
'8
L18 N 48'08'02"W-412.47'
L43 N 36° " - 383.87'
L19 N 4745'25'W-129,90'
L44 N 2 7 ° "W - 192.30'
L20 S 28'59'29"W-2.0I'
L45 N 34
L21 S 41'48'4sW-336.13'
L46 N 47 °37'1 "W - 128.13'
L22 S 48-45 06 E- 440.00'
L23 N 49'25'00 'W-438J00'
Lt. S 82'02'027E-414,05'
L2 N 55°07'38"W-201.00'
-2x S 20'22'54!'E-600.82'
L25 N 49 °12'46 "W - 88.68'
1-3x N 82-02'02"W-699.33'
L26 N 54 °07'24 "W - 291.1 !
L4. N 7'5758"E-528.77'
XMIOMM
City of College Station
Tax Increment Reinvestment Zone Number lg
Preliminary Project Plan and Preliminary Financing Plan
7*2rJ-=-
Executive Summary
3
Tax Increment Financing
5
Tax Increment Reinvestment Zone Number 19
B
Priority Projects and Costs
7
Benefits to Taxing Jurisdictions
9
Statutory Requirements for h final Project Plan and Financing
O
Proiect Plan
Existing Conditions and Proposed Improvements
2
Proposed Changes of | rd �� ��8
List of Nonproject Costs NO, 19
Method of � Q��o| '
2O
Financing Plan
List of Project Costs
21
Statement f b| k/
��
Economic Feasib.1,1ity Study
23
d
24
ap
Time When Co r e n
25
Financing Met u rc�s of Revenue
25
eMLyin the Zone
28
in Each Year nfExistence
29
30
Armen AIN
E s I I Z Number 19 Project Costs
32
Es rna Z Number 19Revenue
53
TI um 19 Legal Description
34
Medical District Master Plan —[hapters 3 &4
39
4
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Executive Summary
In 2011 the City of College Station partnered with the College Station Medical Center (The Med)
and other stakeholders in the creation of a Medical District to serve as a focused healthcare and
wellness district within the City. The Medical District focuses on the general area around State
Highway 6 and Rock Prairie Road, and includes The K4ed and the future Scott & White Hospital,
both along Rock Prairie Road.
The City's consulting team, led by SchrickeL Rollins and Associates, Inc.
Council appointed Advisory Committee consisting of various stakeholders,
community. The Advisory Committee, consultant team, and staff c
draft plan for the Medical District in late 2011 and the results were
of the City Council and the Advisory Committee. Staff then c
use and transportation components of the Master Plan,Of
District to include properties further tnthe south
SOO
Adopted October I1,2Q12,the Medical Disthct",�ast |an0���an
Comprehensive Plan, altering the Future La
Plan, and Thoroughfare Context map. In
City's Water Master Plan, d
will also need tobeamended4h con I io|
been added 0o the P
Greenvvays Master Plan to
9124
with a City
'ugnnuzrne
vork on the
6 meeting
imendment to the City's
r m ap' the City Thoroughfare
J, ies�, Proposed Bicycle Facilities maps
�h theliftw thoroughfares. Additional trails have
4 h es map in the Bicycle, Pedestrian, and
, �e community envisioned by the Medical District
� aster Pi
An ImplementatiooRe y City staff to accompany the Master Plan. The Report
T u n t, n ital expenditures needed for the success of the Medical
District."T Wort re J mended the pursuance of the creation of Municipal Management
Districts aR"x Incre ment Reinvestment Zones (TIRZ) as the two most appropriate tools to
facilitate the i6i0ementation of the Medical District.
Prior to the creation of any TlRZ the City must develop a Preliminary Financing Plan. A
Preliminary Project Plan and the Preliminary Financing Plan identify the proposed projects, and
demonstrate the financing method and expected increment for the Zone.
3
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
This document serves as the Preliminary Project Plan and Preliminary Financing Plan for the Tax
Increment Reinvestment Zone Number 19' City ofCollege Station, as required by Chapter 3I1
of the Texas Tax Code.
In addition to implementing the Medical District, the purpose of the Zone, in conjunction with a
Municipal Management District, is to provide an opportunity to further diversify the economic
base and enhance the overall quality oflife for all College Station residents. The Zone is to
finance public improvements related to construction of roadways drainage water, sanita
sewer, storm sewer, mrernes broadband, trails, greenvvays and open spages to support
development of medical uses, oononnerda| activity, single family and multi-
family units in the City ofCollege Station Medical District. 0��
The owners of real property in the Zone will advance funds cert ,, -tn t costs arid
pftc
reimbursed from tax increment revenues of the Zone a,, pro id dilj"`'- - �pa r 6 reimbursement
agreement and other documentation between the ddy" effdb'p�"' The City will fund
other projects and a portion of those costs wi be reird rs one.
In accordance with Section 311.010(h) Zurle's board of directors will
develop and submit for City Council ap he public purpose of developing or
expanding transportation se,rV
and open space infrastet"ttture W. endftrage ical activity, other business and commercial
NO
activity and residential devi4 11711", 4? 9_
In addition, a Munici t " is proposed to be created through the Texas
Legislature with b n ri r B\contiguous to the Zone proposed in this Plan. A
Munic�p "' ana4 ent trict sp cial district created for the purpose of promoting,
ent
qqm
AN
d e taining employment, commerce, economic development,
and g6' era I p 66, 1 i c welfare within a defined area. Its overall purpose is to supplement city
The managemen'"istrict will be funded by an assessment and ad valorem tax on property
within its boundaries to provide public projects and services such as landscaping, lighting,
s|gnoQe, streets and walkways, drainages, solid waste, water, wastewater, inte/netbmnadband,
parks, parking facilities, transit systems, works of art, economic development and others.
El
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and ^ PpeUminoryFinancing Plan
The Texas Constitution and multiple State statutes identify the role of economic development
bv both the State and its municipalities asa public purpose. While recognizing there isnVsingle
strategy, po||q\ or program for economic development, the Texas Legislature has created a
vast array of tools that local governments have at their disposal. The objective of these tools is
to not only encourage development and diversification of the Texas economy, but to
simultaneously enhance the participating community's overa|l quality of life. Such available
tools were carefully evaluated in order to determine how best to implementtl6e College Station
Medical District from both an administrative and financial perspe I ion in tax
increment financing through the creation of Tax Increment Rei one such
tool.
According to the Texas Comptroller's Biennial Report of Tax . .... .. F'i" g Zone R gistry,
as of December 2010, there were 172 reported tax incre i6nes in Texas. Tax
ntrei
increment financing is used to provide Iarg%Fapitq r ` improvements, or
other hard-costs within a created zone. These, coM-_i--1are increase, or tax
increment, of future ad valorem tax revenue Within ;,he z ra articipating jurisdiction (e.g.
City of College Station, Brazos County). A jt(ftri' dit1t;-ipon d ate all, a portion, or none of the
tax increment to the fund.
I
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Tax Increment Reinvestment Zone Number 19
The College Station Medical District Tax Increment Reinvestment Zone Number 19 is located
generally east of the future Scott & White Hospital on Rock Prairie Road. The Zone
encompasses property owned by various public, semi-public, and private landholders including
the City of College Station's planned Spring Creek Corporate Campus.
/
T ng
_7°�
:
9
T ng
Tax Increment
Reinvestment Zone 19
The legal,blescripp 0 be found in the Appendix.
9
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
The Zone includes areas that are largely underdeveloped. Though there are currently funded
capital projects to serve this area, the majority of the needed infrastructure projects are
unfunded.
All identified costs are for infrastructure to serve the Zone, and are primarily within the Med ical
District and Zone boundaries. The largest exception is sewer, which requires, and the costs
include, notable offsite improvements beginning at the Lick Creek Plant.
It should be noted that expanded sewer service is critical for deve|op_,ent he Zone and
much of the Medical District east of State Highway 6.
The infrastructure identified and estimated in this d
infrastructure to serve the area. Additional future infrastr
the specific developments. This primary fm
through general master planning efforts sdtl,'�""'P as thedf
Plan, etc. The City will likely play a larger rol
infrastructure, where private developers ill' I
infrastructures, This additional infrastructw'i"."),
��re
been.
pat
primarVqor main
red 6v40dwith
anned and sized
r Master
Vhding the initial primary
nsibks for all additional
quantified in any form in this
Preliminary Project Plan and PreIiminaT("" h"
qbncinl��P'fan t fough development will require many
further minor extenslor.) For/ ex ys will be required in addition to the
primary thoroughfares 0 but to break block length, provide
connectivity, secondary eme*PC
The provided estimatq�� werali t e conservative or inflated, to account for design
costs, future co
unforeseen considerations, some enhancements, and
cont1q,g ar-tg',/� &ft futu re etailed information, the estimates should be updated
A d d i t i o n a I C rters Creek Wastewater Treatment Plant expansion has not been included
in these estim*4,as it was not deemed necessary for the specific development of the District;
though again, eacffivould be appropriate for future planning consideration.
Over the course of the Medical District master planning process, a series of priority projects
were identified as projects that must be completed to facilitate development within the Zone.
These projects can be further delineated as Priority One Projects and Priority Two Projects.
Priority One Projects are those that must be complete to accommodate any development at all.
7
Tax Increment Reinvestment Zone Number 19
`
Pre Project Plan and Preliminary Financing Plan
Priority Two Projects are those that are needed to provide a wider range of development
options.
Barron Thoroughfares
Description
From
To
Class
Pvmt (ft)
Length (ft)
Cost ($)
Bird Pond
Rock Prairie
Lakeway
4 Ln Min Art
72
2,800
$3,290,000
Lakeway
Rock Prairie
4 L Min Art
72
5,400
$6,345,000
Lakewav
Medical
Barron
4 L Mai Coll
54
3,00
�30,000
Description
From
To
Diarq*r(in)
cost
Lick Creek — Trunk Ph 11
S of Pebble Crk Sub
WD Fitch
Lakeway Medical
$3,350,000
Spring Creek — Baseline C
WD Fitch
Baseline A C fork
6 000
$2,640,000
Soring Creek — Baseline A
Baseline A C fork
Lift Station #2 (SH6)i''-
7:500
$3,300,000
Along From
To
Diameter
Bird Pond Rock Prairie
5Hb
12
Barron keway
Rock Prairi
Lakeway Medical
Barron
PRIORITY ONE PROJECTS
PRIORITY TWO PROJE
7
Thoroughfares
0
Description FMW' Class Pvmt (ft) Length (ft) Cost
G
Along Fro To Width (ft) Length Cost
E-13
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
RIMMOM
It should be noted that the majority of the planned infrastructure is required for the
development of this area even if the Zone is not formed. However, this effort, in short, plans to
focus and broaden medical and urban uses, enhance and accelerate the delivery nfprimary
infrastructure, and establish financial mechanisms to make this possible and attractive, to
ultimately bring an increased tax base of medical uses and activity, as well as urban densities,
which likely would not occur otherwise.
It is anticipated that the proposed improvements in this plan will provide th
$283 million in combined commercial and residential capital dev 11
College Station, Brazos County, and the College Station Indep I Di
Years 1-5
Residential (SFR) $25 Million
Residentia|(SFR)
Multi-Family and Non-Residential
Multi-Family and Non-Resid
;for nearly
the City of
W
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Texas Tax Code
Subtitle B — Special Property Tax Provisions
Chapter 311— Tax Increment Financing Act
Section 311.O11— Project and Financing Plans
(a) The board of directors of reinvestment zone shall prepare and adopt a project plan and a
reinvestment zone financing plan for the zone and submit the plans to the governing body of
the municipality or county that designated the zone.
(b) The project plan | d
(1) a description and map showing existing uses and cnnom in the
zone and proposed uses of that property;
( proposed changes orzoning ordinances, the maszerp/ ng
codes, other municipal rd d bd of the
county, if applicable;
(3) a list of estimated nonproject costs; and
(4) a statement of a method f , if any, as a result of
implementing the plan.
(c) The reinvestment zone financing |
( a detailed list denc ct costs of the zone, including
administrative expenses;
N — i —j- d ki' &'puriiber, and location of all public works or
i6M feasible and an economic feasibility study;
(4) the estimatJ pnou indebtedness to be incurred;
(5) the est1, ti X11- lated costs or monetary obligations are to be incurred;
N I M '
ds of financing all estimated project costs and the
expegged""' 0 re inance or pay project costs, including the percentage of
takpia)1cre e' e ived from the property taxes of each taxing unit anticipated to
t i�-onf lb t ta i t to the zone that levies taxes on real property in the zone;
nt
PIZ the cur t total appraised value of taxable real property in the zone;
men
MEMO
(9) the estiffiked captured appraised value of the zone during each year of its existence;
he duration of the zone.
(d) The governing body of the municipality or county that designated the zone must approve a
project plan or reinvestment zone financing plan after its adoption by the board. The approval
must be by ordinance, in the case of municipality, or by order, in the case of county, that
finds that the plan isfeasible.
(e) The board of directors of the zone at any time may adopt an amendment to the project plan
consistent with the requirements and limitations of this chapter. The amendment takes effect
on approval by the governing body of the municipality or county that created the zone. That
approval must be by ordinance, in the case of a munidpa|ity, or by order, in the case of
we
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
county. If an amendment reduces or increases the geographic area of the zone, increases the
amount of bonded indebtedness to be incurred, increases or decreases the percentage of tax
increment to be contributed by a taxing unit increases the total estimated project costs, or
designates additional property in the zone to be acquired by the municipality orcounty, the
approval must be by ordinance or order, as applicable, adopted after a public hearing that
satisfies the procedural requirements of Sections 311.003(c) and (d).
(D in a zone designated under Section 3I1.005(o)(4) that is located in a county with a
population of 3.3 million or more, the project plan must provide that at least one-third of the
tax increment of the zone be used to provide affordable housing during the t rm of the zone.
(g) A school district that participates in a zone is not required to in
amount of the tax increment to be contributed by the school distric. eo a endment
to the project plan or reinvestment zone financing plan for the ',Unless" erning body
of the school district by official action approves the amendmen 'W"N", P,
(h) Unless specifically provided otherwise in the plan, a a ct plan
or reinvestment zone financing plan, including amounts ofixpendifib to proj6ct costs
and amounts relating to participation by taxing uml�_,�M onst ed es ates and do not act as
a limitation on the described items, ""Bbt o the project plan or
reinvestment zone financing plan may not v#Y MR&J, 11 e estimates. This subsection
may not be construed to increase the amount' a n xp""g under Section 403.302(d)(4),
Government Code, in the total taxabld'PMW th op
in the zone as computed under SettW,"ff"p"403. code.
Added by Acts 1987, 70th'k, ch. 119,
7. Amended by Acts 1989, 71st Leg., ch.
September 1, 2005.Acts 80th h. 921, Sec. 14.010, eff. September 1, 2007.Acts 2011,
11
d
11
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Existing Conditions and Proposed Improvements
proposed uses of that property"
The following maps represent the existing land use, comprehensive land use plan, and
proposed improvements to the Zone.
12
Existing Land Use
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
13
Comprehensive Land Use Plan
PRIORITY ONE PROJECTS
r r,.
i
Thoroughfares
Description From
fo r,
> Mass Pvmt (ft)
Length (ft)
Cost ()
Bird Pond Rack Prairie
Lae ay
4 l ri Min Art 72
2,8070
$3,290,000
Barron Lakeway
Nn,
Rock rairie ' 4 Ln MI h, Art 72
5,400
$6,345,000
Lakeway Medical
c b rr on
Maftoll 54
3,000
$3,030,000
Desd n romp To A Class Pvmt (ft) Length (ft) Cost ( )
Rock P' le E j 6 Bird Pond 4 Ln Maj Art 78 5,200 $3,302,000
qggg
Unnamed _ ck PraEne , r, Lakeway 2 Ln Min Coll 38 2,300 $3,367,000
RE
Tax Increment Reinvestment Zone Dumber 19
Preliminary Project Plan and Preliminary Financing Plan
Tax Increment Reinvestment Zone Number 19 -
Preliminary Project Plan and Preliminary Financing Plan
Description
m < y To
Diameter (in) Length (ft)
Cost (5)
Lick eek— Trunk Ph I I
S I b ,Vv U I M
36 6,700
$3,350,0
Spring Creek — Baseline C
wD I « ine A C fork
36 6,000
$2,640,000
Spring Creek — Baseline A
n I-Attation #2 (SH6)
24 7,500
$3,300,000
15
PRIORITY ONE PROJECTS
Wastewater
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
PRIORITY ONE PROJECTS
Water
Along
From
. . . . . . .
6*eter (iii�
Length (ft)
Cost
Bird Pond
Rock Prairie
S H
4,800
$360,000
Lakeway
Medical
WM
2
3,000
$225,000
Barron
SH 6
A2
2,000
$150,000
IN
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Along From To J&idtL# it U6 (ft) Cost (5)
LCT 11 Rock Prairie Lick C 0 4,
hi 46b $760,000
IVA
PRIORITY TWO PROJECTS
R
...... . ...
Greenway Trails
Tax Increment Reinvestment Zone Number Ig
Preliminary Project Plan and Preliminary Financing Plan
other municipal ordinances, and subdivision rules and regulations, if any, of the county, if
Adopted October 11, 2012, the Medical District Master Plan was an amendment to the [kvs
Comprehensive Plan, altering the Future Land Use and Character map, the City's Thoroughfare
Plan, and Thoroughfare Context map. In response to changed thoroughfafe� alignments, the
City's Water Master Plan, Proposed Pedestrian Facilities, and Proposed,,-.Bicyc*Facilities maps
Ad-,ditid I trails have
will also need to be amended in conjunction with the new thoroughfa'
been added to the Proposed Pedestrian Facilities map in the��cycle, A;,ea , e ; -s and
Greenways Master Plan to create the walkable community the Med4Pistrict
Master Plan. VE
All infrastructure is proposed to follow the,,,, ,ryan Station., Um f6'd
Design Standards,
except as otherwise noted in the Medical Distri� r Plaffillglhe�" of College Station has
also adopted the following International BuildiniAdes" e
• International Building Code (2012 Ed!
tip dop
wiff
d Amendments
• International Residential Code (2Q.1 Edift w`ff'ft,,Adop1ed Amendments
• International Plumbing, 2E4 iti -- pted Amendments
clopted Amendments
clopted Amendments
• International Energy eq,
y , 012 Edition) with Adopted Amendments
• International Prop e (2012 Edition) with Adopted Amendments
• Wtj allq*tr ca - e (2* Edition) with Adopted Amendments
IN,
Tax Increment Reinvestment Zone Number 19
Prelin Project Plan and Preliminary Financing Pla n
List of Nonproject Costs
"A list of estimated nonproject costs"
Significant to the success of the Medical District, the follow items were not included or
estimated within this Preliminary Project Plan: way-finding, district branding, hardscape
enhancements, transit, bus stops, and other nonproject costs. Such costs may be funded from
developers, the City, a Municipal Management District, and/or other sources.
Though the majority of the needed infrastructure projects are unfunded, t
funded capital projects considered to be nonproject costs. These fu
mean either the project was included and approved with a bond
and Trails), included within Water Services 5-Year Budget (i.e. Watet,!`ancl
funded by the State, or funded privately, etc. Funded does n6t%11.,qec(
is also certain
E!cts generally
,,water Mains),
Thoroughfares
10
Description From
To
Cla vmt , , y )
cost (s)
Lakeway Barron
Spring Creek
4 Ln MaiColl """"'54
"%5,36
$9,868,000
Rock Prairie E Bird Pond
WD Fitch
21ri\,Mi Co 30
10,600
$2,055,000
Wastewater
Diameter (in) Length (ft) cost (s)
Description
Lick Creek — Trunk Ph I b�"re4Nnt Souffibif Pebble Crk Sub 36 5,400 $2,800,000
Greenway Trails
Along From (ft) Length (ft) cost
W
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Method of Relocating Persons to be Displaced
"A statement of a method of relocating persons to be displaced, if any, as a result of
implementing the plan"
There is no intended displacement of residents.
811%
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
List of Project Costs
"A detailed list describing the estimated proj costs of the zone, including administrative
The follow table itemizes the project costs for the Zone for which reimbursement is
available. The developer will advance funds necessary for the construction of certain public
improvements and will be reimbursed as provided in separate agreements between the
developer and the TIRZ. Total project costs are estimated in today's dollars b',96,be $30,824,000.
Project costs include roadway improvements, water improvements, wast
and greenway trails. Also included in these estimates are design c s ew4l) q, floodplain
mitigation, bridges, electric lines, streetlights, signals, pavers, t211hd'?fk'1' U e eta t this
amount administrative and implementation expenses are esti mated to"bri the 20
year life of the TIRZ. Pursuant to Chapter 311, Texas Tax Cod`6�"' I i n 41 e a j with
approval of the TIRZ board of directors. These cost e�. J,,m, w tf,(Ib e M
_,ates s more detailed
design occurs on the individual projects. T
mft*mi*"reost"
— From k1bilical to
raide Road East - From SH 6 to Bird Pond
Infrastructure Costs
Zone Creation and
21
Tax Increment Reinvestment Zone Number 1g
Preliminary Project Plan and Preliminary Financing Plan
Statement of Public Works/Public Improvements
"A statement listing the proposed kind, number, and location of all public works or public
improvements to be financed by the zone"
The public infrastructure improvements that the T|RZ is designed to facilitate will be located
throughout the Zone. These improvements will provide public infrastructure for the Medical
District to include commercial and residential development. This infrastructure includes street
extensions and widening, wastewater line extensions water main extensi * and greenvvay
8irdPondR' ad— From Rock Prairie to3H6
BannnRnad — FmomLakevvaytoRockPoide
Lakeway —From Medical toBarron
Barron Road — From SH6tnLakeway
Greenway Trails, Parks and Open Space Infrastructure
Priority Two
Lick Creek Trail Greenway — From Rock Prairie to Lick Creek
22
Tax Increment Reinvestment Zone Number a9
Preliminary Project Plan and Preliminary Financing Plan
Included in the Medical District Master Plan and as part of its corresponding work efforts, the
City's consultant team conducted market research and a market analysis to determine the
economic feasibility of 1,708 acres that encompasses the Zone and adopted Medical District.
The analysis included, but was not limited to, medical/healthcare uses, retail/village center,
senior housing, and single-family/multi-family housing. The market researcN parket analysis,
and resulting development program can be found in the Appendix.
Prior to the adoption of the Final Financing Plan an Ec I I ill be
completed on the estimated impact of the $283,000,000 in n ha
Jected
ISO
over the life of the Zone.
dflk "
CE
23
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Bonds may be issued by the City ofCollege Station and the K8K4D pursuant to an in1erkzca|
agreement with the Zone which pledges incremental revenue for debt service. Bond sizing will
be based on the maximum amount Zone revenues could reasonably sustain according tVthe
City's financial advisor and market conditions at the time ofissuance.
Wil
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
The time when related costs or monetary obligations are to be incurred is a function of the
availability ofT|RZ nevenues. Details of the time when related costs or monetary obligations
may be incurred are shown on the following table. This summary shows the time when T|RZ
revenues are expected to be available to pay project costs.
IN
Tax Increment Reinvestment Zone Number 1g
Preliminary Project Plan and Preliminary Financing Plan
"A description of the methods of financing all estimated project costs and the expected
e of tax increment
to be derived from the property taxes of each taxing unit anticipated to contribute tax
increment to the zone that levies taxes on real property in the zone"
Methods of Rnancing - The developer will advance funds for certain project costs and the
Zone will reimburse these costs from tax increment revenues as they 4e realized. The
reimbursement will be as described in a separate agreement and
ntation
between the developer and the city. A portion of the project costs
by the
developer as described in the Reimbursement Agreement. 1 he city-,'Vill
portion
of the cost of the projects through the sources outlined
ON
AW
Sources of Tax Increment Revenues - The tax incremetx _venufll "e r
&A"K 664p h project
costs is expected to come from increased k perty-y, ei`IiWet neAPO to the construction
of new commercial and residential buildings irigthe e 1 10
1, ED
entered into with Brazos County formalizing the ti from Brazos County.
Captured Value
sse 1 6
and the asse T-`,Va uatitns development. This represents the
ting
estimated increment�'r��ppd"f� vaitf associated with the development. It is estimated
that there will -2283 6 ed property value in the Zone.
cipate at 100% of its ad valorem tax rate.
participate with only the K8&O portion of its ad valorem
tax eWat the following levels.
1-5 0% Years 15-16 60%
Yea rs6-1J 100Y6 Years 17-18 40Y6
Years 13-14 80Y6 Years 19-20 IO%
EstimotedTIRZ Revenue
The estimated captured property value in the Zone of $283,000,000 will generate
captured property tax revenue from the City of College Station and Brazos County
NW
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
totaling $16.7 million over the life of the T|RZ. These new revenues will be used to pay
I
Years 15-16 60%
W, :Years 17-1840%
fflh
AS 40 Years 19-2020%
"Ib, ' I '--' e 6ffier sources of revenue to fund a portion of
these projects.
Funds generat ',,u
unicipal Management District (MMD) will also
Utility req,,,, s er Fund and the Wastewater Fund will be used to pay for a
tewater projects.
at r
pertyk, t s in the General Debt Service Fund may be used for the
t a i n a rail projects through future bond authorizations for the issuance of
G igation Bonds and/or the issuance of Certificates of Obligation.
If nec cash resources from the City's General Fund may also be utilized to
fund these projects.
27
for a portion of the costs in the Zone.
Estimated TIPZ Number 19 Revenue
100% 83.94%
�nnual
New New Non Res & Total New
cocs BC
Residential Multi Family Development Appraised Valuo.
Tax Re\enue Tax Revenue
Revenue
$
114132
I
Years 15-16 60%
W, :Years 17-1840%
fflh
AS 40 Years 19-2020%
"Ib, ' I '--' e 6ffier sources of revenue to fund a portion of
these projects.
Funds generat ',,u
unicipal Management District (MMD) will also
Utility req,,,, s er Fund and the Wastewater Fund will be used to pay for a
tewater projects.
at r
pertyk, t s in the General Debt Service Fund may be used for the
t a i n a rail projects through future bond authorizations for the issuance of
G igation Bonds and/or the issuance of Certificates of Obligation.
If nec cash resources from the City's General Fund may also be utilized to
fund these projects.
27
Tax Increm Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Current Total Appraised Value of Property in the Zone
"The current total appraised value of taxable real property in the zone"
The current total appraised value of taxable real property within the Zone at the time of
creation was $9,O46,D5O.
Value
Taxable Real
NM
R10720
�BRA OS VALLEY SOLID WASTE
EX
119.53
$ 418,360,00 $
230,350,00
:BRAZOS VALLEY SOLID WA E
EX
6&00
1,12 000.00 $
R10581
'COLLEGE STATION CITY OF
EX
384.19
12,551,490�00 $
t",$,jb51,490,00
R302665
COLLEGE STATION CITY OF
EX
100.64
$ 754,800,00
T
��7,s4,800.00 1 -6
COLLEGE STATION CITY OF
EX
68.56
1,131,240.00 $
I $ Ej 240,00 i
R13867
'COLLEGE STATION CITY OF
EX
48.59
48,590�00 $
R10583
COLLEGE STATION LAND INVE TMENT LP
$
:COLLEGE STATION LAND INVESTMENT LP
221.97
$ 1,664,750�00 5
53 010 OG,
R10663
GOEN GRACE E TESTAMENTARY TRUST
R13877
IM D WHEELER LTD
3,781,760�00
R10646
: NELSON BARRY CRAIG
DV2, HS, OV65 10.35
$
R10637
PERRY BRIAN HOWARD
HS
R10696
SAVAGE EUGENE B III REVOCABLE TRUST
q 421;2" 1 $
Von
"NO? $ 422,290.00
R10634
WHITE HOUSTON
2,00
011" L870 , 0 1 PW 48,140,00
$ $ 120,010,00
Value
Taxable Real
NM
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
Estimated Captured Value of Zone in Each Year of Existence
"The estimated captured appraised value of the zone during each year of its existence"
The captured appraised value of the TlRZ during each year of existence is shown in this table
based upon a conservatively projected development schedule. The cumulative estimated
captured value over the life of the Zone is S283,000,000. Actual value will depend upon
WE
implementation of the Medical District Master Plan, and changes from these projections will
Tax Increment Reinvestment Zone Number l9
Preliminary Project Plan and Preliminary FinancingPbn
The duration of the Zone is2Dyears. The T|RZ will take effect on the date itiscreated. January
1, 2012 will be established as the base year and the TIRZ will terminate on December 31, 2032,
or the date when all project costs are paid and all debt is retired, or by subsequent city
ordinance terminating the Zone.
xl
go]
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
31
Tax Increment Reinvestment Zone Number 19
Preliminary Project Plan and Preliminary Financing Plan
'Estimated Infrastructure Costs - Priority One P rojects
�Lakewav - From Medical to Barron
Barron From Lakeway to Rock Prairie
Bird Pond - From Rock Prairie to Lakeway
290, 000
'Streets Subtotal
xb
`665 000
'Lick Creek Trunk Line Ph 11
aa
!Spring Creek - Baseline A
ig
00,
,Wastewater Subtotal
9 290 00p
sig
r Bird Pond Road — From Rock Prairie 6
360,000
Barron Road — From Lakewav to Rock Praip,
405,000
Lakeway — From Medical to Barron
Barron Road
$
Vater Subtotal
al
Lick Cree
wbtot
"'IffE Costs - Priority Two Proiects
7,429,000
Other Cosfsb
Develo r Reimbursement Interest
0 nizational Costs, Zone Creation and Administration
$
250,000
Per and Related Fees
Subtotal
$
300,000
Jotal Estimated Costs
30,824,000
32
0)
to
r
ci
I
rn
m
Joe Orr, Inc.
Surveyors & Engineers
2167 Post Oak Circle
College Station, Texas 77845
(979) 693-2777
Tax Increment Reinvestment Zone 19
1301.76 acres (net)
College Station, Texas
December 2012
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (60 feet
south of surveyed centerline) and the cast boundary of Block 7 of the Scott & White Healthcare
Subdivision (vol. 10 179, pg. 50), being the northeast comer of Lot 1, Block 7 of said subdivision,
and from where City of College Station OPS control monument no. 9 bears S 82' 02' 35" E —
7016.5 feet.
Thence N 2 ' 42' 34" W — 120.04 feet along an extension of the said east boundary line of
Block 7, to a point in the north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (59.0 feet north of the
surveyed centerline) as follows:
S 86 27' 34" E — 1771.13 feet, S 85' 02' 05" E — 1228.54 feet and S 84' 23' 02" E —10.29
feet to a right-of-way offset point in the common line of the Dale and Reba Conrad 26.25
acre tract (vol. 460, pg. 505) and the Flying Ace Ranch, Ltd. 26.245 acre tract (vol. 3767,
pg. 237);
Thence S 24' 22' 52" W — 1.58 feet along said common tract line to another offiset point in the
north right-of-way line of Rock Prairie Road East;
Thence along the north right-of-way lines of Rock Prairie Road East (57.5 feet north of the
surveyed centerline) as follows:
S 84 23' 02" E — 606.93 feet, S 82 02' 02" E — 1453.40 feet, S 77 01' 02 E — 1052.59
feet, S 76 28' 02" E — 2876.58 feet, S 69' 53' 32" E - 2812.30 feet to the beginning of a
tangent curve to the right with a radius of 1057.50 feet, along said curve through a central
angle of 11 ° 43' 34" to a point in the old northeast prescriptive right-of-way fenceline, and
S 69 17' 50" E — 269.35 feet along said fenceline to the southeast line of the Hartzell Elkins
35.37 acre tract (vol. 1920, pg. 323) and northwest line of William D. Fitch Parkway;
TTRZ 19 Page 1 of 4
Thence across Rock Prairie Road East as follows:
S 42 32' 30" W - 32.00 feet to the south comer of said Elkins tract, called to be in the
centerline of the road, S 19' 52' 04" W - 36.01 feet to the east comer of the College Station
Independent School District 44.535 acre tract (vol. 8413, pg. 291) at the old right-of-way
fence comer post, and S 41' 51' 48" W - 170.08 feet along the southeast line of said
C.S.I.S.D. tract and northwest line of Fitch Parkway to its intersection with the south right-
of-way chamfer of Rock Prairie Road East;
Thence along the south right-of-way lines of Rock Prairie Road East (57.5 feet south of the
surveyed centerline) as follows:
N 5 38' 11" W - 67.56 feet, N 53 08' 10" W - 112.88 feet to the beginning of a tangent
curve to the left with a radius of 942.50 feet, along said curve through a central angle of
16' 45' 22" to the point of tangency, and N 69' 53' 32" W - 551.37 feet to the common
line of said C.S.I.S.D. tract and the Brazos Valley Solid Waste Management Agency, Inc.
76.00 acre Tract 11 (vol. 9857, pg. 186); -
Thence S 4 1 ' 5 V 48" W - 1842.68 feet along said common tract line to its southwest end in a
northeast line • the B.V.S.W.M.A. 179.99 acre Tract 1;
Thence S 48' 05' 47" E - 941.57 feet, along the common line of said Tract I and the C.S.I.S.D.
tract to their common comer in the northwest right-of-way of William D. Fitch Parkway;
Thence S 41 ' 51' 48" W - 1425.30 feet, along said northwest right-of-way line, to the south comer
of the said B.V.S.W.M.A. Tract 1;
1066.80 feet, continuing along said northwest right-of-way line of
William D. Fitch Parkway, to the east common comer of the City of College Station 140.29 acre
Tract One (vol. 3900, pg. 188) and Spring Meadows Phase I (vol. 5106, pg. 284);
Thence along the southern boundaries of multiple City of College Station tracts (vol. 3900, pgs.
188 & 21-3, vol. 5056, pg. 43) as follows:
N 73 00' 00" W - 496.40 feet, S 51' 00' 00" W - 175.05 feet, N 76' 00'00" W - 200.00
feet, S 41 5 1' 44" W - 51.88 feet, N 70' 46 00" W - 157.10 feet,
262.67 feet, N 82 55' 43" W - 700.87 feet, S 41 52' 26" W - 650.00, N 48 08' 02" W -
412.47 feet, S 66 47' 54" W - 827.57 feet, N 47' 45' 25" W - 129.90 feet, S 28 59' 29" W
- 2.01 feet, S 41 48' 43 W - 336.13 feet, S 48 45' 08" E - 440.00 feet and S 53 00
W - 1304.90 feet to the northeast right-of-way line of State Highway no. 6;
Thence along the northeast right-of-way lines of said highway as follows:
N 49 25' 00" W - 438.00 feet, N 55 07' 38" W - 201.00 feet, N 49 25' 00" W - 751.78
feet to the west comer of the City of College Station 36.9 acre tract (vol. 4329, pg. 134), and
N 49 25' 00" W - 1025.93 feet to the south comer of Barron Park Subdivision (vol. 939,
pg. 209);
TIRZ 1 9 Page 2 of 4
Thence along the southeast, northeast and northwest lines of Lots 1 and 2 of said Barron Park
Subdivision as follows:
S 41 09' 46 E - 1353.16 feet, N 49" 12' 46" W - 88.68 feet to the south corner of the City
of College Station 100.64 acre tract (vol. 6927, pg. 226), N 54' 07' 24" W - 291.11 feet, N
64 27' 21" W - 117.03 feet, N 54 53' 54" W - 24.95 feet, N 53' 19' 32" W - 113.87 feet,
N 49 26' 59" W - 190.11 feet and S 41 09' 38" W - 1286.04 feet to the common comer of
said Lot 2 and Lot 3 in the northeast right-of-way line of State Highway no. 6;
Thence along the said northeast right-of-way lines ♦ said highway as follows:
N 47 46' 18" W - 537.86 feet to the southwest common comer of Lot 3 of said Barron Park
Subdivision and that City of College Station 46.60 acre tract (vol. 33 10, pg. 32 1), N 47' 46'
48" W - 65.34 feet, N 55 07' 37" W - 201.00 feet, N 49 25' 00" W - 600.00 feet and
N 44 08' 33" W - 147.79 feet to the southwest common comer of said 46.60 acre tract and
the Barker Subdivision (vol. 5101, pg.
Thence N 38° 51' 07" E - 279.95 feet along the southeast line of said Barker Subdivision to its
cast comer;
Thence N 47' 42' 16" W - 1053.70 feet along the northeast line of said Barker Subdivision and
continuing along the northeast line of Cooper's Subdivision (vol. 4708, pg. 230) to its north
comer, also being the east comer of the Harley Subdivision (vol. 3961, pg. 236) and the south
comer of that 1HD Properties, LLC 2.77 acre Tract One (vol. 10144, pg. 203);
Thence along the south, east and north Imes of said IHD Properties tract as follows:
N 42 17' 04" E - 175.00 feet, N 47 42' 56" W - 638.83 feet and S 72 19' 02" W - 202.14
feet to the northeast line of said Harley Subdivision and a southwest line of that M.D.
Wheeler, Ltd. 71.52 acre Tract Two (vol. 3007, pg. 341);
Thence along the southwest lines of said Wheeler Tract Two and continuing along the southeast
lines of the Wheeler 10.01 acre Tract One as follows:
N 47 42' 33" W - 177.08 feet, N 46" 46' 09" W - 304.24 feet, S 21 27' 46" W - 145.09
feet and S 41 ' 43' 32" W - 194.25 feet, returning to the northeast right-of-way line of State
Highway no. 6;
Thence along the said highway northeast right-of-way lines as follows:
N 42 27' 25" W - 105.18 feet, N 36° 45' 17" W - 383.87 feet, N 27 43' 31" W - 192.30
feet and N 34c' 27' 26" W - 55.00 feet to the southeast line of Block 4 of the said Scott &
White Healthcare Subdivision;
Thence along the east boundary lines of said Scott & White subdivision as follows:
N 41 15' 39" E - 1224.44 feet, N 47 37' 11" W - 128.13 feet, N 50' 49' 32" E - 930.60
feet and N 2" 42' 34" W - 1023.83 feet to the Point of Beginning and containing 1308.51
acres of land more or less.
TIRZ 19 Page 3 of 4
SAVE and EXCEPT the following tract:
Beginning at the intersection of the south right-of-way line of Rock Prairie Road East (57.5 feet
south of the surveyed centerline) and the west line of Lot I of Rock Prairie Baptist Church (vol.
7312, pg. 207), from where City of College Station GPS control monument no. 9 bears S 78' 01'
24" E — 3240.0 feet.
Thence S 82' 02' 02" E — 414.05 feet along said south right-of-way line, parallel and 7.50 feet
south of the north line of said Lot 1, to its intersection with the east line of said Lot 1;
Thence S 20' 22' 54" E — 600.82 feet along the cast line of Lot I to its southeast comer;
Thence N 82' 02' 02" W — 699.33 feet along the south line of Lot I to its southwest comer;
Thence N 7' 57' 58" E — 528.77 feet along the west line of Lot I to the Point of Beginning and
containing 6.76 acres • land more or less.
Leaving a net acreage for this described tract of 1301.76 acres more or less.
Bearings are Texas State Plane, NAD-83(CORS) datum, based on City o
College Station GPS control points and GPS observations.
Volume and page numbers cited refer to the Brazos County public recor
No monuments were set for this survey and found monuments are not
cited. I
This document was prepared under 22 TAC §663.21 does not reflect the
results of an on the ground survey and is not to be used to convey •
establish interests in real property except those rights and interests implied
or established by the creation or reconfiguration of the boundary of the
political subdivision for which it was prepared.
F III I
TIRZ 19 Page 4 of 4
Control Reference:
Paint -of- Beginning (P.O.B.)
to CPS monument no. 9
S 82'02'35'E - 7016.5'
Rise
R- 3636/85
3387 /115w
/ S 86:27'34"E
Scott & White
Healthcare Subdivision
10179/50
41
JOE ORR, INC
Not..:
VIRVI 't VNGINEERS
2167 Post Os' circle
Bearings ore Texas State Plane, NAD-83(CORS) datum, based
collog. salial, To-, 7-5
a City of CS GPS control points a GPS observa tions.
(979)693-2777
100544 X1, kq�,, F-,
This document was prepared under 22 TAC §663.21, d..s net
L6 S 19 047W-36.01'
reflect the re of an on the ground survey, and is not to
to convey orie interests in real property
he used
L7 S 41 ° "W - 170,08'
as s sat t hose rights a nd interests impfled or -t.bfi5had by
the creation or reconfiguration of the boundary of the political
J�/
-baMskm for which it was prepared.
o
No monuments were set for this survey one found monuments
are not cited on this reference map.
k Olden
L36 N 42'1704E 175.00
C utQ Ing
�)Iden<
?6-' 1 EclaeAddin.
I � I , ,
E I-L
�
L5 S 41 51 4eW-51.88'
1-40 S 21 °27'4$ "W - 1 45.09'
L 1 6 N 704600 "W 157.10'
L41 5 41*43'32"W-194,25'
L17 S 415144 W-261 67'
Johnson
Johnson,/
L8 N 48 °08 " W : 412.47'
L43 N 36 "45'17"W- 383.87'
L 1 9 N 47°4525"W 129,90*
L44 N 27 °4331 "W 192.30'
L20 S 28'59'29"W-2.01'
L45 N 34P27'26"W-55,00'
L21 S 41 °48'43'W- 336.
F/M. L5
L L6
" f I-1 LQ
� \�k " �\,
LINE TABLE
--------------------- 7027'21"W-117�
L N 2*4234"W-120.0 L27 N 6
L2 S 84P23:Of 17- 10.29'
L28 N 54
L3 S 24 5ZW- 1 .58'
L29 N 5Y19 32 113,87*
L4 S 69° 1 750` E-269,35'
L30 N 49 °26 59 190 11:
L5 S 42 ° "W - 32.00'
L31 N 47*46 1 W- 53786
L6 S 19 047W-36.01'
IN
L32 47 °4648
L7 S 41 ° "W - 170,08'
L33 N 55,07,3 7"W-201.00'
L8 N 5 ° 38'11 "W - 67.56'
L34 N 44°0833W-147.79'
,
Lq N 53- 08 :10' 11288'
L35 N 38-5107-E -_ 279,95:
L 10 N 69 °53'32 ° W - 55137' �
L36 N 42'1704E 175.00
L1 2 N N 73' 00 'OOPW-496.40'
L37 S 72°19'02 ° W - 202.14'
-1 3 S 51-0000"W-175.05'
L38 N 47°42'33 "W 17708'
L�4 N 76
L39 N 4646'WW-304 24'
L5 S 41 51 4eW-51.88'
1-40 S 21 °27'4$ "W - 1 45.09'
L 1 6 N 704600 "W 157.10'
L41 5 41*43'32"W-194,25'
L17 S 415144 W-261 67'
L42 N 42°2725 "W - 10518'
L8 N 48 °08 " W : 412.47'
L43 N 36 "45'17"W- 383.87'
L 1 9 N 47°4525"W 129,90*
L44 N 27 °4331 "W 192.30'
L20 S 28'59'29"W-2.01'
L45 N 34P27'26"W-55,00'
L21 S 41 °48'43'W- 336.
L46 N 47 °37'1 "W - 128.13'
L22 S 4845*0)6 "E-440M'
-23 N 49'25'WW-438,00'
Lt. S 82'02'02"E-414.05'
L24 N 55'07 '
36W-201,00'
20°22'54 "E - 600.82'
-2x 20°22'54 "E - 600.82'
L25 N 49 °12'46' 88.68'
-3x N 82'02'02 ° W - 699.33'
L26 N 54 °07'24' 291.1
. Lox N 7-57'58 'E-528.77'
aff Central Refer-
Exception h t Trout Point -of- Beginning
(P a a CPS ancroment no 9
S 78 °01'24 "E - 324M'
C. ad
f� 4 60/505 �(yirg Ace Ra-h Thir.m.l.
S 8 5'0
2'0 "
0 E S / 3767/237
192a i8423'nq-
- " 1 9 1
ark
Bar ron b,cl, �*'""'
vision
939/209
Lot 2
CURVE TABLE
10 A Rod!.. Chord
C1 1 1'43'34" 1057,50' S 64P01'46'JE-216.05'
C2 16'45'22" 942.50' N 61'30'51"W-274,65'
- Note: C1 and C2 a,. concentric -
7;
14EN MA YO
......... . .
5045
C
S U
L16
R se nd w
SBCO p1%
5106/284
2012
-t-19 December
21
- L22
e 0 500
F t
1000 2000 Feet
r
Tax Increment
Creek
Reinvestment
4
Zone 19
College Station,
Texas
Healthcare drivers
Both in the College Station area and nationwide, healthcare is a large,
strong and growing industry—in sharp contrast to most other sectors
of the nation's economy over the past three years. The fundamental
drivers of this growth are:
• The growing number of Americans who are over 65 years of age.
• General population growth.
• Affluent demographic groups around the globe that will travel if
necessary to seek out the best healthcare and wellness facilities
available.
• National policy that has expanded the number of citizens covered
by insurance.
• Strong continued growth potential for the biosciences,
pharmaceutical, medical devices, and related industries.
• The growing awareness of the need and benefits for health and
wellness programs.
The Graying of America
Throughout their lives —as America's largest generation —baby
boomers (born between 1946 and 1964) have made headlines. This
continues today, as economists, demographers and forecasters attempt
to discern the impacts that aging baby boomers will have on America
in the 21 st century. The impact will be broad and will include impacts
to the workplace, public policy, retail and other facets of life. Figure
S shows the dramatically changing shape of America's population
over the past half- century. Between 2010 and 2040, the US Census
projects that the number of Americans over the age of 65 will
double —from approximately 40 million today, to 80 million in 2040.
Beginning in January 2011, and over the next 19 years, at least 10,000
baby boomers per day will turn 65.
Younger households:
Modest growth;
Figure 6. Nationwide Household Growth, 2010 – 2020 (Millions)
Source: Joint Center for Housing Studies at Harvard University, Leland Consulting Group
Figure 6 underscores the scale of the growth in
older households nationwide, while also illustrating
some additional elements of the nation's changing
demographics. This data also portends a growing
need for smaller dwelling units with a richer variety.
As referenced above, the greatest amount of overall
household growth during the coming decade will
come from the baby boomer generation. Younger
households, with heads-of-households younger than
40 years of age, will also grow—though at a lesser
pace. In particular, households aged 25 to 34—a
key demographic that drives apartment demand and
development—will experience strong growth. The
number of middle-age households, however, will
decrease, because of the relatively small number of
"Generation V (born between the early to mid 1960s
and the early 1980s) households compared to baby
boomers. The decrease in this age group—which
has the largest percentage of families and children—
suggests that the single-family housing market will
continue to stagnate for some time. However, there
will be a growth in the number of minority-headed
middle-age households.
Seniors Drive Healthcare Demand
America's aging population will require more medical
and healthcare services. Healthcare industry experts
estimate that as much as 60 percent of all physician
demand is driven by the 65-plus population.
(Source: Medical Office Development Continues
to Rise, Real Estate Finance, April 2008.) As Figure
7 shows, senior citizens require approximately
three times more physicians, in all categories of
medicine, compared with younger age groups.
The demand for services in turn stimulates strong
demand for healthcare and healthcare related real
estate including hospitals, clinics, physician offices,
outpatient centers, senior housing and related
facilities. The specific need for these facilities is
outlined in Chapter 4 – Development Program.
Figure S. America's Population: From Pyramid to Rectangle
Source: US Bureau of Census, Leland Consulting Group
AQe
6+
45-64'
0 -2
Physiciansper 10,000,people
Figure 7. Physicians Required per 100,000 Population by Age Group
Source: Department of Health and Human Services, Leland Consulting Group
More than Healthcare— Lifestyle
As the generation that came of age with rock and roll,
increasing mobility and personal freedom, and amidst
a seemingly limitless American economic expansion,
baby boomers are unlikely to want to register at a
retirement community and live out the rest of their
days apart from the outside world. They will be
seeking more from their communities than simply
reliable healthcare. According to a 2007 survey,
the following are some of the key features that baby
boomers will look for in their future housing choices
and communities (Source: "Who are you calling a
senior ?" Urban Land Magazine, January 201 1):
Working will continue to be an important part of
the boomer lifestyle. Fifty -five percent of boomers
plan to continue to work at least part -time,
making urban areas close to job opportunities
and transportation more desirable. Urban
workforces are better plugged into the new
economy, a trend that only stands to strengthen
as the U.S. information economy expands.
Arts and culture. Boomers overwhelmingly
seek locations that offer travel, arts, hobbies,
fitness, entertainment, dining, culture, shopping
and gardening — raising the question, what are
boomers not interested in? Surprisingly, they
agree on their lack of interest in golf, tennis or a
move to a warmer climate.
Of the boomers who are anticipating a move,
only 20 percent are very interested in golf and /or
warm locales, and plan to include those factors
as part of their moving decision.
Eighty -six percent of baby boomers want to live
in a typical community setting where people of
all ages live, diversity of age and experience is
critical to boomers.
Information suggests that our definition of "senior
housing" will change. Rather than seclusion and
exclusivity, many boomers will want activity and
connection —with their children, grandchildren,
friends and communities. Along with outdoor
pursuits, seniors will be looking for arts, culture, food,
continuing education and lifelong learning and other
pastimes. Further, while high quality healthcare is
very important to senior citizens, they are looking for
communities in which it is part of an overall puzzle,
not the entire picture.
Increase in Healthcare - Related Jobs
job growth in the United States has stagnated over
the past several years. In the coming decades, job
growth is expected to come from several well- defined
industry segments, led overwhelmingly by healthcare
and professional services. The Bureau of Labor
Services (BLS) predicts that the healthcare industry
will generate 3.2 million new jobs between 2008
and 2018. Therefore, the opportunity to accelerate
the development of a medical district or cluster
of institutions is a major economic development
opportunity, since this industry sector is expected to
be among the fastest growing in the country.
Figures 9 and 10 show both the types and locations
(by development type) of jobs expected to be created
in the healthcare fields. This information is relevant
because it is indicative of the types of development
likely to take place in College Station, and because
it shows the breadth of jobs that could be created
within the City and region. The greatest demand,
as shown in Figure 9, will be for those trained as
nurses, physicians and surgeons, followed by many
other professionals including social workers, lab
technicians and physician assistants. These job types
Mining;
Construchon
Manufacturing'
Utilities
Whotesele trade
Retail trade
Transportation andwarehousing'
Information'
Financial activities:
Professional and business services
Educational services
Healthcare and "social assistance:
Lelsureancl hospitality
Other services+
Federal government
State and local government
Agricultureforestryfishing, and hunting;
Figure 8. National Employment Growth by Industry Sector, 2008 – 2018 (thousands of jobs)
Source: Bureau of Labor Services, Leland Consulting Croup
r � �
r.
in general offer relatively high wages and security
compared with national averages.
College Station's educational institutions, led byTexas
A &M's Health Sciences Center, have already begun
preparing to meet the need for a highly- educated
healthcare workforce. Figure 10 shows that the
locations where healthcare professionals will work
is diverse and extends well beyond the traditional
hospital, to physicians offices, senior housing
communities, patient's homes and clinics. Thus,
a diverse range of real estate types will be needed
within the medical district.
Real Estate Development Outlook
Real estate development was a major source of the
national recession, and an industry that continues to
suffer in its aftermath. Nationwide, most types of real
estate development continue to be out-of-favor with
investors due to dramatic overbuilding in the early
part of the last decade, increased unemployment
and stagnating wages, more caution on the part of
consumers, increased scrutiny by lending managers,
ratings agencies, and regulators and other related
factors. These conditions are reflected in Figure
11, which shows some of the key findings from the
Urban Land Institute's (ULI) 2011 Emerging Trends
in Real Estate, a leading annual real estate industry
publication.
While industry leaders are extremely pessimistic
about most types of development—most development
types are seen as nearly "abysmal " -- development
within several land uses is "fair ", that is, financeable
and profitable under the right conditions. These
include apartments, medical offices, senior housing
and other types of affordable and infill housing —all
Registered nurses
Licensed nurses
Physicians and surgeons
Social workers
Clinical laboratory techniciansi
Counselors
Physician assistantsi
Paramedics/EMT
Pharmacists.
Dietitians and nutritionists
Figure 9. Net New Healthcare lobs by Title, 2008 – 2018
Source: BLS Guide to Healthcare Industry, 20 10-1 1 Edition, Leland Consulting Group
offices of physicians
Nursing
Hcrmehaa3thcere services.
c3utpatleh #4ard ceritets
Other healthcare services
- 100 200 300 400 500 600 700 Soo 900
Figure 10. Net New Employment by Facility Type, 2008 -2015
Source: BLS Guide to Healthcare Industry, 2010-11 Edition, Leland Consulting Group
Minna
100 200 300 400 500 600
Employment {thousands):
development types with strong long-term demand drivers that did
not suffer from the same scale of dramatic overbuilding as single -
family housing and other types did in the early 2000s.
While these trends are important for the medical district, there
are a number of qualifications to this information that should
be recognized. The Emerging Trends analysis is nationwide and
intended for the short term (multi-year outlook focusing on 2011). In
fact, we know that every real estate market is highly localized, with
its own demand drivers (economy, demographics, etc.) and players
(existing development, developers, property owners, etc.), Many
Texas cities and metropolitan areas have continued to create jobs
and enjoy strong real estate markets through much of the last several
years, thus avoiding the worst of the national real estate downturn.
In addition, the medical district is intended to be a long-term vision
with a long-term build out, and thus, the trends in effect in 2020 and
beyond will be nearly as important as those for next year.
However, with these caveats in mind, the land uses anticipated to be
strong opportunities in 2011 should continue to maintain their top
positions for much of the coming decade. Nationally, the medical
office sector has outperformed most other commercial property
types through the recession. Texas was expected to add 1,7 million
square feet of medical office space in 2010, an increase of 2.5
percent. Asking rents are strong, averaging nearly $23 per square
foot. (Source: Medical Office Research Report, Marcus & Millichap,
Q3 and 4 2010) The City and its medical district development
partners should take these uses into account when planning and
implementing the master plan.
Figure 1/. 2011 Real Estate Development Prospects
Source: Urban Land Institute, Leland Consulting Croup
Previously Uninsured Entering the Healthcare System
In addition to the growth of the over-65 population and other
demand drivers discussed above, the expansion of healthcare to
a broader segment of the population, particularly through greater
access to insurance, is expected to increase the need for hospitals
and other medical real estate.
Healthcare and health insurance has, of course, been much in the news during the
past two years. As of 201 approximately 46 million Americans were estimated to
be uninsured. The federal healthcare reform bill, signed into law in March 2010, is
expected to lead to coverage for approximately 32 million, and thus an increase of
approximately 64 million square feet of healthcare related real estate nationwide.
(Source: 'Can Healthcare Rescue Real Estate?" Meyer, Kenneth and Rob Grossman,
Deloitte Consulting)
Figure 1 2 shows the demographic groups that are currently least likely to carry
insurance today, but would be covered in the future. Some of these groups—
particularly Hispanics, households aged 18 – 29, and southern and western
households—are also groups expected to grow quickly in the coming decades, and
thus, their impact on healthcare demand will be amplified. Fxpanded coverage is
generally expected to be neutral to positive for the financial health of medical service
providers (although its impact on the health insurance industry may be negative).
More patients will be able to pay fair-market rates for care through insurance, but
insurers may be forced to reduce their co-payments across the board.
However, fierce disagreement- about the proper direction of federal and state policy
continue. While it is likely that at least some of the insurance expansion put in
place in 201 will continue, it is also possible that the insurance expansions could
be diminished or eliminated. This report assumes that at least some of the insurance
expansion will stay in place, and that this in turn, will contribute to demand for
healthcare related real estate.
Additional Trends Affecting Healthcare Real Estate
The following are additional trends affecting the development and operation of
healthcare-related real estate within the state and across the nation.
Healthcare reform. New legislation will change healthcare delivery over the
next several years, as uninsured people are brought into the system. Insurance
companies will be challenged because those who can afford healthcare already
have it. Those who have to be added typically cannot pay for services and
will have to be supplemented in some way, which will probably mean lower
reimbursements for providers. Therefore insurance companies and medical
providers will have to look for ways to streamline costs. Many of the uninsured
are young and healthy, 20 to 30 year olds. Others are extreme poverty situations,
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Figure 72. Demographic Characteristics of the Uninsured, 2009
Source: Gallup Well-Being Index, June 2009, Leland Consulting Croup
and will likely need assistance to pay for
healthcare. Dental care will be especially critical
to this group.
• Insurance. The first step in the process will
be primarily focused on insurance, getting the
uninsured into an insurance group.
• Delivery: The second step in the process will be
delivery focused, streamlining costs in the system
and providing care for an increased number of
people.
• Access and Affordability. Many HMOs will do
well in the future because they control costs with
an integrated approach. They are financially
stable and will continue to grow.
• Consolidation. Physicians will have to be part of
a group, as most will not be able to stand alone
because the costs of running a private office
continues to increase significantly.
• Streamline Costs. There will be even greater
emphasis placed on reducing redundancies and
streamlining the "flow" of patients (as measured
by through -put metrics). For example, electronic
healthcare records give access to a patient's
medical history, lab tests, etc., to all providers
and specialists, thereby reducing repetitive tests
and consolidating office visits.
• Reimbursement. New members will be paying
less than others will. Payments through
Medicare /Medicaid barely cover the costs of
administration; however, providers will at least
get some (albeit low) reimbursement for patients
that previously had to be covered for free in the
ER.
Robotic surgery. Larger operating roams will be
required.
Insurers. Regional providers will be supporting
their communities and will step up to provide
care to the currently uninsured. National for -
profit providers are looking for self- funded
members where they can get higher profit
margins.
• Collaborative effort. Healthcare will be less of a
hierarchical system. There will be more groups
that deliver care through nurse practitioners and
other support staff when possible, and fewer
stand -alone physicians, mostly out of a necessity
to reduce costs.
• In -home monitoring. The advent and
improvement of electrical monitoring technology
allows more patients to be at home, and yet
have distant professionals monitoring vital signs
and looking for signs that they may need critical
attention.
• Military technology. The military has long been
a leader in technological advances. Equipment
and technology developed for use by the military
will change the medical community.
• Electronic ICU (EICU) critical care monitor.
One facility can monitor multiple hospitals,
similar to flight control at an airport monitoring
multiple airlines. This could help lower costs for
regional facilities in areas with several critical
care or ICU units.
• Streamline real estate holdings. Healthcare
institutions will look for ways to cut costs
including real estate holdings. Some hospital
groups are currently looking to downsize
administrative space. They are experimenting
with alternate workspaces, such as shared
stations, and allowing employees to work at
home or otherwise off site.
• Dental and Medical Synergy. Providers are
recognizing the importance of dental health
in a person's overall health. More dental care
providers will be needed in the future.
Information Systems. Information systems and
electronic records streamline costs and improve
care by being accessible to multiple providers.
eVisits. Physicians have started responding to
patients through email, and can sometimes avoid
an office visit. Industry experts expect to see a
reduction in office visits, but this has not been the
case yet.
Rural innovations. Providers are looking for
ways to provide cost effective care to rural areas,
where it has traditionally been difficult to attract
physicians and other providers. At least one
hospital group is testing a small 2,500 square
foot clinic for rural areas. Another experiment
is a mobile mammogram van, which, while it
requires a low level of capital investment, is still
costly to operate and requires "partner sites" for
water, power and other services.
Medical Districts and Urban Development
Major healthcare institutions and related uses have
clustered together in medical districts across the
country. These districts are a result of deliberate
and assertive action by healthcare providers, the
public sector, and other stakeholders, who seek to
provide their patients with more complete offerings
for care; proximity to other experts, suppliers and
complementary uses; and increased economic
outcomes such as growth in jobs and tax bases. The
following case studies summarize some of the key
characteristics of medical corridors and districts
nationwide.
Research of medical districts across the nation
indicates successful medical districts tend to be
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located in larger communities with populations in
excess of 500,000. However, one well established
and notable example is Winston-Salem, NC. With
a population of nearly 230,000, Winston-Salem is
comparable to the combined population of College
Station and Bryan. Tyler, Texas is also in the process
of evaluating and planning a medical corridor with a
population similar to College Station and Bryan, but
it is too early to identify useful lessons. Communities
of less than 50,000 are known to have established
medical districts, with East St. Louis, IL being a good
example. Attempts to identify a distinct set of success
factors for medical districts is problematic given the
variation in the size of host cities and the history of
medical district development.
promoted and instilled internally to city residents.
The district could be useful in establishing a
distinct gathering place for meetings focused
on medical issues and for patients and their
friends and families in the course of access to
comprehensive health care solutions.
Great downtowns and urban districts are able to
overcome obstacles. This requires partnerships,
shared resources, vision and patience. The
premise of the medical district itself is the
product of a shared vision and shared resources.
This lesson needs to be extended throughout the
district and the community. In the context of
current and predicted economic reality, there is
no viable alternative to a robust public-private
partnership to get things done.
Great districts are walkable and have pedestrian
scale. There must be interesting features that
Capture the attention of pedestrians while
assuring personal safety. The variety of patrons
and residents of medical district institutions will
help to attract a variety of businesses, public art,
aesthetically pleasing strectscapes and visual
4.
Common Traits of Highly Successful 5.
Downtowns and Vibrant Urban Districts
(Source: 'Common Traits of Highly Successful
Downtowns," Gary Ferguson, Ithaca Downtown
Partnership, 2005)
1. No single organizational model exists. While
College Station can and, should learn from other
medical district models in similar locations, the
approach adopted in College Station will be
distinctive to College Station.
2. Multiple traffic generators are within short
walking distances. The medical district cannot
be a single-purpose district. Visitors to and
residents of the district will demand a variety of
accessible activities including health, wellness,
and recreational services, as well as dining, retail
and jobs.
3. Great urban districts are beloved by their
citizenry. Pride in the medical district must be
diversity.
6. Great urban districts have a commitment
to mixed-use development. Developers and
investors are urged to build for and attract a range
of occupants, business types and institutional
services. Virtually by definition, the medical
district will itself be a form of a mixed-use
development, so this theme can be applied more
broadly, too.
7. There is broad public/private investment in
the future of downtowns and urban districts.
Partnerships are essential for the private, public
and non-profit realms. The medical district
can and must demonstrate that public/private
investments can achieve significant results,
and should include a variety of private interests
(developers, etc.), public leadership and non-
profits such as a district steering committee or
business association.
8. Entertainment is the driving market segment.
Revitalized downtowns increasingly serve as
places for dining and recreation rather than
simply centers for retail merchandise. The
medical district can be a leader in attracting
and sponsoring public events (fairs, concerts, art
walks, "healthy foods" farmers market, etc.) that
instill interest in the medical district, eventually
leading to a wide range of investments,
9. There is a prevalence of strong, adjacent
residential neighborhoods that are within
walking distance of an urban district. Respecting
the existing area neighborhoods while
establishing new residential neighborhoods is
essential for the success of the medical district.
Access to and from housing in the neighborhoods
must be redesigned to encourage pedestrians into
the medical district.
10. Housing is either prevalent or underway. The
medical district must add a substantial amount
of housing in addition to improvements in
transportation and pedestrian routes. Such
housing should appeal to the workforce
in the medical district as well as seniors,
include affordable options, and be walkable
neighborhoods.
11. Colleges and Universities help, but are not
the sole answer. Many of the medical districts
studied are university towns, but the research
found that universities are not automatic keys
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to district vitality. However, research indicates
that a strategic partnership with institutions of
higher education is vital to medical districts, is
an attraction for regional visitors and a source of
well-trained labor for the entire area. Certainly
this is true for all major medical providers in the
College Station-Bryan market today. Texas A&M
University is foundational to the development
of a regionally competitive medical district.
Additionally, the excellence of the College
Station Independent School District is a major
asset in the successful establishment of a medical
district and is a key element in attracting medical
professionals and organizations into the medical
district.
With these metrics in mind, a strategic model
for establishment of a medical district in College
Station and the broader community that leverages
the characteristics of its existing strengths can be
designed. Such a model, however, must be unique to
College Station and must be supported by those who
use or would use the medical district more actively,
National Medical Corridors and Districts. Key
Characteristics and Tenants
Successful medical corridors and districts have been
established in a wide spectrum of urban areas.
Table 1 provides a sample of some of these districts.
Approaches to urban revitalization success
must be multifaceted, multidisciplinary,
and holistic. Keep the puzzle pieces
together!
Source: Leland Consulting Group
Dallas, TX
University of Texas at Dallas
6,500,000
Houston, TX
At least 15 Health related University Organizations
6,100,000
Philadelphia, PA
University of Pennsylvania
6,100,000
Miami, FL
University of Miami
5,547,000
Boston, MA
Harvard Medical School
4,500,000
San Antonio, TX
University of Texas at San Antonio
2,140,000
Oklahoma City, OK
University of Oklahoma
1,253,000
New Orleans, LA
Tulane University
1,236,000
Memphis, TN
University of Tennessee
647,000
Aurora, CO
University of Colorado Denver Anschutz Campus, VA
325,000
Birmingham, AL
Univerity of Alabama
212,000
Tyler, TX
University of Texas at Tyler, Texas College
210,000
Englewood, CO
University of Colorado Denver
32,532
East St. Louis, IL
University of Illinois
27,000
Bryn Mawr, PA
Bryn Mawr College (Pre-Med)
21,000
Table 1. Successful Medical Districts, University Affiliation and Population Size
Source: Leland Consulting Group, US Census
Texas Medical Center
Houston, Texas
• World's largest medical center,
93,500 employees.
• 1000 acres,
• 14 hospitals and two specialized patient facilities.
• 160,000 daily visitors,
• 69,000 students, 5,000 of whom are international
students.
• 5.6 million annual patient visits.
• 50-year Master Plan completed in 2006,
• $7.1 billion in building and infrastructure
investments approved between 2010-2014.
• Annual Economic Impact— $14 billion.
• Annual Research Expenditures $1.2 billion.
Stemmons Corridor
Southwest Medical District Study Area
Dallas, Texas
• Plan adopted 2010 (to be implemented through
2013).
• TIE district.
• 100,000 employees.
• 5,000 businesses.
• Biotechnology and medical services — key
targeted industries.
• Key healthcare providers and tenants:
• UT Southwestern Medical Center.
• Parkland Health & Hospital System.
• Children's Medical Center.
• Texas Woman's University School of Nursing.
• 40 Hotels (Stemmons Corridor).
• Planned expansion of clinical care and new
research buildings.
• Planned 350,000 SF biotech and life science
research park.
Texas Research Park - San Antonio, Texas
• UT - Institute for Biotechnology.
• UT - Institute for Longevity and Aging,
• Biornanufacturing firms.
• TEKSA Innovations Corporation.
Source: Texas Medical District
Source: City of Dallas
Source, Urban Land Institute Special Report: Office/
Medical Development, 2008
I Oth Street Medical Business District Five Points Medical District Sugarland, Texas
Oklahoma City, Oklahoma Birmingham, Alabama Key healthcare providers
Recommended Development Program, 2006 to
2020:
• Office: 450,000 to 800,000 SE
• Retail: 130,000 to 175,000 SF, groceries,
restaurants, bars, drug stores, household
goods, gas stations, apparel, day care, bars.
• Mid-size hotel: 200-250 rooms.
• Residential: 1,500 to 2,000 units (average of
1,200 SF per unit).
Key healthcare providers:
• University of Alabama Hospital — 908 beds,
• HealthSouth Medical Center — 73 beds.
• HealthSouth Lakeshore — 100 beds.
• Callahan Eye Foundation Hospital — 20 beds.
• Children's Hospital Of Alabama — 310 beds.
• Cooper Green Mercy Hosp — 141 beds.
• Veterans Affairs Medical Center— 122 beds.
• St. Vincent's Hospital — 372 beds.
• Brookwood Medical Center — 602 beds.
• Princeton Baptist Medical Center— 368.
• Birmingham Baptist Medical Center -375 beds.
• Select Specialty Hospital — 38 beds.
• Hill Crest Behavioral — 80 beds.
Key healthcare providers:
• Memorial Herman Sugar Land Hospital — 77
beds.
• Triumph Hospital Southwest— 170 beds.
• Sugar Land Surgical Hospital — 6 beds.
• Methodist Sugar Land Hospital — 127 beds.
Source: 10th Street Medical Business District
Development Strategy, 2006
Source: health.usnews.com Source: health, usnews.com
College Station: Local Demographics and Healthcare
Context
The population and demographic trends at work in the City of
College Station and its surrounding areas reflect the conditions under
which a concentrated medical district would be expected to thrive.
College Station is part of the College Station-Bryan Metropolitan
Statistical Area (MSA, a US Census designation), and at a larger
geographic scale, Texas' 'golden triangle," the super-region framed
by three large metropolitan areas: Dallas-Fort Worth, Houston, and
San Antonio. The Golden Triangle contains most of the economic
engines that are powering the state's economy and population
growth, Because of its location within the triangle and its own
unique attributes, College Station is also experiencing rapid growth.
As Figure 15 shows, the College Station MSA grew nearly 24 percent
between 2000 and 2010, the sixth fastest rate in a fast-growing state.
The City itself has grown dramatically, from a population of just over
52,000 in 1990, to an estimated 113,000 by the year 2020. All five
of the major metropolitan areas in the Golden Triangle grew faster
than the state average in the last decade. This population growth will
surely drive demand for medical and healthcare services.
The market area for the medical district, however, extends beyond
the City's boundaries and even the officially designated metropolitan
area. A market area is the area from which most patients and
customers will come from and within which most of the medical
district's competition will be found. The estimated market area
for the medical district is approximately a 50-mile radius from the
City (also shown in Figure 13). Those who live fewer than 50 miles
from College Station will tend to come here for medical services,
assuming that the medical district is competitive in terms of quality
of care; those who live further away will tend to go to the city center
that they are closest to. Obviously a number of intangible factors—
Population Projedons
-city of College Stage, -College Siatl-Bryan MSA
208258
195,410
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Figure 13. College Station and the Golden Triangle
Source: ESRI, Leland Consulting Group
Senior Population and "Old Aggies"
As discussed above, the other primary driver of healthcare
demand beyond raw population growth is the rate of growth
amongst the senior population. Here, as well, demographic
trends point towards increasing demand for medical services.
Table 2 shows that, while there are 4,000 residents of the
City of College Station who were 65 or older in 2010, 62,000
residents (or 12 percent) of the 50 -mile market area are
seniors. This is a far larger group, in terms of share and total
numbers, than the City's population alone, and indicates a
large population of aging seniors. This group is also growing,
and will represent 28 percent (nearly 12,000 new seniors) of
the total population growth in the market area in the next five
yea rs.
The consultant team's research and interviews support the
story told by the Census data. Those interviwed consistently
stated that "lots of 'Old Ags' are moving back to town" to
reconnect with their old friends and community. Old Ags
are certainly potential patrons, for the medical services in
the medical district, as well as the residential and retail
components. A story from 2007 in The Eagle stated that,
"Many senior citizens consider Brazos County a retirement
haven because of Texas A &M, the region's medical facilities
and its friendliness. And Texas overall— partly because of
inexpensive housing relative to many other states and partly
because it has no state income tax —is popular with retirees,
ranking No.2 among the 50 states as a retirement destination.
The Kovars, both 63, had a long history with Texas and Brazos
County. They met at A &M, where Gary Kovar was a guard
on the football team. They married while still in school, and
when he retired after 35 years with Amoco Chemical Co., they
moved back to Aggieland.' Retirees like Bryan - College Station
due to A &M, healthcare, social life"
The Eagle, December 16, 2007.
r 111 t 1
Austin -Round Rock -San Marcos
McAllen- Edinburg - Mission
Laredo
Houston-Sugar Land-Baytown
San Antonio -New Braunfels
College Station -Bryan
Dallas -Fort Worth - Arlington
Killeen- Temple -Fort Hood
Brownsville- Harlingen
State of Texas
Tyler
Midland
El Paso
Lubbock
Odessa
Longview
Amarillo
Waco
Sherman - Denison
Corpus Christi
San Angelo
Texarkana
Victoria
Abilene
Beaumont -Port Arthur
Wichita Fails
Figure 15. Growth Rate of Texas Metropolitan Areas, 2000 - 2010
Source: Texas State Data Center, Leland Consulting Group
0% 5% 10% 15% 20% 25% 30% 35% 40%
Another important demographic feature of the College Station area is the
tremendous number of young, college age residents. As Table 2 shows,
approximately 48 percent of the City's population is between the ages of 0 and
24, while this percentage is only 40 percent of the 50-mile market area. The
percentage of college age residents in College Station is said to be among the
highest in the nation, and is certainly one of the highest in Texas. Historically,
this high percentage of younger residents has been one of the reasons that the
number of hospitals and healthcare-related uses has been lower than average on
a per-capita basis—younger people need less care than older people. However,
the percentage of the population that is over 65 is expected to grow over time,
reaching 13 percent in the City by 2030, as opposed to the eight percent of the
population that was over 65 in 201 The 50 mile market area is expected to have
even more seniors, reaching 17 percent by 2030. As is happening nationally, this
regional shift to an older population will create more demand for healthcare,
Housing Demand
Based on existing and projected demographic trends, there is expected to
be demand for approximately 10,100 new housing units of all types within
the College Station-Bryan MSA. This amount of demand will help to gauge
the potential demand for housing in the medical district, outlined in the
Development Program. This is based on population growth of over 25,000 in
the MSA, and the City's expected average housing size of 2.5. This is a rough
projection of demand, since housing can be provided in many forms, ranging
from student housing, to single-family housing to a variety of senior housing.
These housing types are explored in greater depth in Chapter 4 – Development
Program.
As shown in Figure 16, College Station grew at a faster rate than Bryan over the
past decade and is expected to continue this trend. Therefore, it is reasonable to
assume that College Station will capture a greater share of the projected housing
demand for the College-Station-Bryan MSA than will the City of Bryan.
College Station Healthcare Environment
College Station and Bryan already serve as the focal point for healthcare services
within the market area. There are two large-scale, established general medical
Table 2. Population of College Station and 50-Mile Market Area by Age Group
Source: US Census, ESRI, Leland Consulting Group
Figure 16. Growth Rate and Population of College Station and Bryan
2000 -20 - Source: Census Bureau, Leland Consulting Group
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hospitals, College Station Medical Center (The Med)
and St. Joseph Regional Health Center (Bryan),
The new Scott & White Hospital is currently under
construction at the intersection of SH 6 and Rock
Prairie Road in College Station. In addition, two
new healthcare-related institutions are expected to
grow rapidly in the College Station-Bryan area: Texas
A&M University's Health Science Center (HSQ and
Research Park. Supplementing these major facilities
and institutions are an array.of physician's offices,
pharmacies and small local clinics that serve nearby
neighborhoods.
A medical district has already begun to take shape
in the vicinity of SH 6 and Rock Prairie Road. This
has long been the site of The Med (approximately
150 beds), which will be joined by the new Scott &
White Hospital (projected capacity of 143 beds upon
completion). The Med, with 21 active physicians,
was founded in 1931 as an acute care hospital
and moved from Bryan to College Station in 1997.
Through construction of additional floors on the
existing building, The Med could accommodate as
many as 250 total beds.
The two hospitals form the nucleus of a medical
cluster, or medical district, and are complemented by
a range of other "supporting uses" such as medical
office buildings, pharmacies and physician's offices.
In their own way, the existing retail, housing and
parks are also supporting uses.
St. Joseph Regional Health Center's main campus
in Bryan has 310 beds. Their outpatient facility in
College Station is located on 27 acres at William D.
Fitch Parkway and SH 6. The St. Joseph outpatient
facility is outside the study area, however, St. Joseph
is an important institution and part of the College
Station medical community. In 2010, approximately,
24,000 College Station residents chose St. Joseph
for their outpatient care while 2,951 residents used
St. Joseph for inpatient care. The Physicians Centre
Hospital is also located in Bryan, but has only 16
beds and is not considered a full service hospital.
The medical facilities that are currently on the
ground or under construction show that the private
market is already confident that a medical district
is feasible. Thus, the questions for the future really
revolve around not if the medical district will happen,
but how and at what scale. In other words, what
are the scales of medical and related non-medical
uses, the time frame for development, qualities of the
physical environment and how can new facilities be
introduced without creating excessive competition for
existing providers?
In planning for future medical facility expansions
and additions, the College Station medical
community and the City should carefully review the
area's competitive position vis-a-vis other areas—
particularly larger metro areas such as Houston and
Austin. The City's healthcare institutions can and
should be able to offer general hospital/medical
and acute care facilities that are every bit as good
as those in larger metro areas. However, in some
specialty care areas—for example, oncology,
cardiology and gastroenterology—local institutions
will have trouble competing directly and should offer
these services through strategic relationships with
larger, regional specialty healthcare providers. This
dynamic is explained in greater detail in Chapter 4
-Development Program,
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A development program is a narrative description of how a property
or area should be developed. The program serves as a guide to the
physical planners (land planners, landscape architects, architects
and engineers) who are responsible for translating the narrative
program into a physical land use, transportation and utility plan.
The development program describes an overall identity for the
project including theme, image and attributes to be merchandised;
the overall objective is to capture target markets, maintain
economically viable conditions, and create a positive, long-term
identity for the project.
Product and amenity opportunities are based on the research
and analysis of markets for the project—all of which should be
simultaneously pursued for the purpose of accelerating project sales
and mitigating absorption risk.
Programming includes identifying and formulating alternative
concepts for the master plan, including:
Development theme and character.
Timing and phasing. This development program is intended for
an approximately 10- to 20-year period. However, some uses
will develop before others.
Land uses by type, including a wide range of medical and non-
medical components.
Land use mix,
uses.
Likely amounts of medical and commercial uses (measured in
square feet) and housing (measured in dwelling units).
Recommended amenities.
Forecasting in the Fog: The Past and the "New Normal"
Making accurate long-term development projections has never
been easy. But it is arguably more difficult now than ever before,
given the dramatic changes to the nation's economy and real estate
markets that have taken place over the past four years, and the
ripple effect this has had on consumer preferences and demand for
housing, retail space and other components of the built landscape.
and exactly what the 'new normal" will be. Some
markets—defined geographically or by real estate
product type—will fare much better than others.
For example, the apartment market is in most cases
seen as a more desirable area for investment at the
moment than single-family homes—which are in
most areas overbuilt.
Figure 18 illustrates the difficulty of "forecasting
in the fog:" pre-crash data shows a red-hot market
in which all real estate products—ranging from
single-family homes to commercial real estate—
were funded and leased quickly, while post-crash
data shows just the opposite. Neither can be relied
upon to accurately predict long-term trends, and
thus, determining the precise pace or timing of
redevelopment in College Station and most other
markets is very difficult.
The future market realities are almost certainly
somewhere between the 2007 peak and the current
trough, This principle is likely to be true with respect
to measurements such as annual housing starts,
commercial real estate absorption, rent and lease
rates and other metrics throughout the College Station
market area.
However, the downturn and eventual upturn—
expected in 2011, 2012 or potentially later—will be
"lumpy". Traditional lending institutions are hesitant
to make loans to developers, and when they do, the
parameters of the loan are often prohibitive. Many
households have seen serious wealth depletion,
as much of the household worth depends on the
value of single-family homes, access to home equity
loans, retirement accounts and other funds related
to the value of financial markets. No one knows
when these forces will return to a state of normalcy
Similarly, in retail, some stores will fare better than
others or even be more profitable than before. Sales
among fast casual restaurants are up. Movie theaters
are generally doing well as consumers redefine
leisure as dinner and a movie rather than a week long
vacation abroad.
In summary, College Station should take a long
view of real estate redevelopment, hope for the best
but also plan to be patient with the still-struggling
economy.
Successful Programs are Market-Driven
The master plan, which can expect successful
implementation, must address, to the extent possible,
the goals of the City. The additional and equally
rigorous layer of considerations that impact the
program consists of:
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Figure 77, Medical District with Land Use Concentrations
Source: Leland Consulting Group, SRA, Townscape
Figure 18. Forecasting in the Fog
Source: Leland Consulting Croup
• Market willingness to seek out medical services,
housing, shopping or leisure activities, or
other products and experiences in the physical
environment to be developed.
• Market capacity to pay either through equity, debt
service, rents, home ownership or commercial
rents.
• Lending and loan underwriting policy and criteria.
• Achieving reasonable levels of profitability
commensurate with risk to attract private
development capital to the study area.
• Establishing an arrangement of land uses which
can be successfully introduced in the marketplace
with sufficient velocity (rate of sales) to generate
revenues adequate to cover or partially cover the
cost of infrastructure both on-site and off-site.
Hence, all development strategies must thoughtfully
consider the needs of the potential employers,
residents, and shoppers who will come to the district.
These considerations include price, size, quality levels,
image, quality of life and other factors.
Development Identity and Character
Preparing a development program for the medical
district begins with establishing a statement of the
recommended overall identity and character for
the project. This statement of the project should
be adopted by the medical district leadership and
organization. It is analogous to the mission statement
in a business plan. It is the guiding statement against
which later program details can be "tested" for
compliance in support of the overall theme. The
recommended program is for a medical district and
mixed-use community, as illustrated in the following
graphic.
Exceptional Medical Care
This is the key differentiating feature of the district
and the set of uses that will drive its success.
Exceptional medical care currently brings substantial
numbers of patients and employees to the district
every year, and will continue to do so in greater
numbers in the future. These visitors then make up
the market for the other uses and activities in the
medical district, including the "village center" retail,
office space, housing and parks. It is absolutely
critical to the long-term success of the district that
residents of the College Station market area believe in
the quality of care and receive the best care possible.
The land use components of medical care include
hospitals, specialty and subspecialty clinics (such as
children's medicine, oncology, mental health, etc.),
medical office buildings, pharmacies and medical
suppliers, research and development, and education
and university related uses. Not all of these uses
must be on site at all times. For example, The Med
currently has relationships with certain specialty
doctors who are only in College Station on a part-
time basis, since the market is not big enough to
sustain those who focus on specific and relatively
rare procedures. Thus, some services can be offered
through outsourcing or even off-site relationships.
A Special Place and Destination
The Texas A&M campus is one example of a special
place: A place that people return to time and again
to enjoy experiences with friends and family, that
evokes memories, emotion and attachment. On the
Texas A&M campus, experiences include sporting
events, reunions, military services, etc. The medical
district will of course have a different look, feel,
and identity than the A&M campus, but it should
establish a sense of place and, in doing so, create
a means by which it can differentiate itself from its
competition. This will help it to attract patients,
doctors and residents because of a natural desire to
spend time in high-quality environments.
Research completed by Texas A&M and the Center
for Health Design shows that quality of place
matters. According to one in a series of articles
and presentations authored by professor Leonard L.
Berry of Texas A&M and his colleagues:
- The buildings in which customers receive services
are inherently part of the service experience The
evidence indicates that the one-time incremental
costs of designing and building optimal facilities
can be quickly repaid through operational savings
and increased revenue and result in substantial,
measureable, and sustainable financial benefits.'
("The Business Center Case for Better Buildings,'
Leonard L. Berry et, al., Healthcare financial
Management, November 2004.)
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110 41,40ii;
This analysis is consistent with real estate research
completed on the relationship between the quality of
the built environment and the price that customers
or residents will pay to be there. (Source: - The
Business Case for Better Buildings,' Leonard L. Berry
et. al., Healthcare Financial Management, November
2004. See Valuing the New Urbanism: The Impact
of the New Urbanism on Prices of Single-Family
Homes, Eppli, Mark J. et al, Urban Land Institute,
1999, and Back to the Future: The Need for Patient
Equity in Real Estate Development Finance, Brookings
Institution, 2007. The capital costs of high-quality
development are also usually higher, but as these
analyses show, this is offset by higher revenues
when implemented properly) "Place making" can
be achieved through a "village center" or active
central place for commerce and social functions,
design of signage, gateways and entrances, streets
and sidewalks, street lighting, common architectural
themes, consistent imagery, graphic design and other
features.
Holistic Wellness
The medical district has the opportunity to
incorporate aspects of health and healthcare that
extend beyond the walls of its hospitals and clinics—
through health and fitness clubs, walking and biking
paths, restaurants that emphasize healthy eating,
ball fields, yoga studios, plazas, open spaces and
many other features. An example is The Med's
current partnership with Aerofit Health and Fitness
that will result in a new fitness center just south of
Rock Prairie Road. The American public is, today,
broadly interested in a definition of health and
well-being that is much broader than medicine
alone. By incorporating and integrating health
and wellness broadly into the medical district, and
by demonstrating this approach through the area's
physical design, the City and its partners can enhance
the district's brand, improve people's connection
to the place, and increase revenues and economic
viability.
Great Neighborhoods: Housing Options for Seniors,
Medical Professionals and Families
Two key groups—senior citizens and medical
professionals—will have a distinct interest in
living close to the medical district. Seniors have a
demonstrated propensity for living in close proximity
to quality medical care, and people tend to seek
housing that is within easy access to their jobs. This
suggests strong demand within the medical district for
both senior housing—which includes a "continuum
of care" that ranges from independent living, to
assisted living, to skilled nursing facilities—and a
wide range of housing for medical professionals. The
types of housing sought by medical professionals w i l l
also be very broad, and may range from large-lot,
single-family homes, to urban-style condominiums
within walking distance of the hospitals.
Making these housing options available will enhance
the value proposition of the medical district and its
potential for long-term success. The medical facilities
• Existing Hospital-sand • Retail ]
expansions General, Office
• Medical Office Buildings
Hotel and confe
will benefit from a consistent base of patients, and
find it easier to attract the best doctors, nurses and
technicians if great neighborhoods are located
nearby. Finally, this population will also help the
village center retail component to thrive.
Medical and Supporting Uses
As shown in Figure 19, the medical district can be
generally divided into major use areas: an existing
and expanded medical core and a large area of
supporting uses. However, both areas--core and
periphery—will include a mix of medical and non-
medical uses. The types and locations of these uses
are summarized in Figure 19.
Land Available for Development
The study area for the master plan is several hundred
acres in size. This total area includes some areas that
will remain as-is for many decades, areas that are
vacant and are expected to develop and some smaller
areas that are already developed but are expected to
redevelop within this development program's time
frame.
space
Plazas, pathways, parks,
and other public spa,ces
Figure 19. Medical and Supporting Uses
Source: Leland Consulting Group
Senior Housing
o Independent Living
o Assisted Uving
a Skilled Nursing Facility
Singe-Family Detached
and Attached Housing
• Neighborhood retail
"k "we ..... . .. ...... . ....
M
M
Table 3. Gross and Net Developable Areas (based on intial study area)
Source: Leland Consulting Group
As Table 3 shows, there are approximately 534 net
developable acres within the intial study area that
can be reasonably expected to develop within the
next decade or beyond. Because of the inherent
uncertainty associated with large scale, long-term
development (see the "Forecasting in the Fog"
section) this area could build out in more or less time.
A number of considerations and inputs influence this
land development analysis:
East and West sides. A considerable amount of land
is currently vacant—most of it on the east side of SH
6. The east side of SH 6 is best suited for large-scale
development, especially for residential communities;
however, significant amounts of medical and
supporting commercial uses will be clustered along
Rock Prairie Road, particularly close to SH 6. The
west side of SH 6 will also accommodate a mix of
uses; however, these are more likely to be "infill"
opportunities. Because of their close proximity to
The Med and other established uses, there is a more
immediate opportunity to create an urban core or
village center for the medical district on the west side.
Right of Way. The amount of land needed for right-of-
way (ROW), open space and other public areas varies
considerably, particularly in contrasting "developable
pads" that are already surrounded by urban streets
(west side) versus large parcels that still require a
network of local streets to be built through them (east
side). Thus, on the east side, a greater percentage of
the total area must be deducted for ROW and public
space,
Expansion on The Med and Scott & White properties,
The Med and Scott & White hospitals have additional
capacity to expand their services on their existing
properties—particularly Scott & White, whose primary
property is approximately 99 acres. Some new
development (to be planned and completed by the
hospitals themselves) can take place here.
Constrained/Public Uses. Some properties
are considered undevelopable (parkland) or are
considered undevelopable pending further site-
specific analysis (landfills),
Redevelopment. Some properties—particularly those
that are not highly improved or that experience large
increases in visibility or traffic due to the expansion of
the medical district —are likely to redevelop.
Development Program
Table 4 shows the development program for the
medical district at full build out, including land uses
by area, density and development quantity. The time
frame for this build out is generally 10 to 20 years,
with the speed of absorption to be determined by a
number of factors including the national and local
economies, demographic patterns such as the in-
migration rate of seniors to College Station, timing of
regulatory approvals, lending environment and other
conditions.
Medical and Healthcare Uses
Hospitals
As shown in Table 5 and Figure 20 there is a
significant undersupply of hospital facilities (measured
in hospital beds and physicians) in the College Station
MSA in the longer term.
While this undersupply is only modest from the
perspectives of the short term of the College Station-
Bryan MSA alone, it becomes quite significant when
viewed from the perspective of the entire 50-mile
market area and over the long term. (For the purposes
", ..... .. . .. -,
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87
East Side
. .... . .......
Subtotal 667
.
........ .
J
...... . .. ......
Pedi Uses: Existing pindPlann
........ . .. . . ..... ....... .. ..... ..... ..... .. ..
........ .
.
The Med
... . . . . ..
f
. ... . ..
.... .. .....
SQott &White 99,
50
. ..... .
49,
Subtotal 1251
..........
. ....... ......... . .
. ...........
54
�Gonstrainecl[Public Uses 245
NA
Re,develloprmnt
.. . ..........
25:
. .. ........
Total IO,35
y
.......
...... ............ .
...............
534
Table 3. Gross and Net Developable Areas (based on intial study area)
Source: Leland Consulting Group
As Table 3 shows, there are approximately 534 net
developable acres within the intial study area that
can be reasonably expected to develop within the
next decade or beyond. Because of the inherent
uncertainty associated with large scale, long-term
development (see the "Forecasting in the Fog"
section) this area could build out in more or less time.
A number of considerations and inputs influence this
land development analysis:
East and West sides. A considerable amount of land
is currently vacant—most of it on the east side of SH
6. The east side of SH 6 is best suited for large-scale
development, especially for residential communities;
however, significant amounts of medical and
supporting commercial uses will be clustered along
Rock Prairie Road, particularly close to SH 6. The
west side of SH 6 will also accommodate a mix of
uses; however, these are more likely to be "infill"
opportunities. Because of their close proximity to
The Med and other established uses, there is a more
immediate opportunity to create an urban core or
village center for the medical district on the west side.
Right of Way. The amount of land needed for right-of-
way (ROW), open space and other public areas varies
considerably, particularly in contrasting "developable
pads" that are already surrounded by urban streets
(west side) versus large parcels that still require a
network of local streets to be built through them (east
side). Thus, on the east side, a greater percentage of
the total area must be deducted for ROW and public
space,
Expansion on The Med and Scott & White properties,
The Med and Scott & White hospitals have additional
capacity to expand their services on their existing
properties—particularly Scott & White, whose primary
property is approximately 99 acres. Some new
development (to be planned and completed by the
hospitals themselves) can take place here.
Constrained/Public Uses. Some properties
are considered undevelopable (parkland) or are
considered undevelopable pending further site-
specific analysis (landfills),
Redevelopment. Some properties—particularly those
that are not highly improved or that experience large
increases in visibility or traffic due to the expansion of
the medical district —are likely to redevelop.
Development Program
Table 4 shows the development program for the
medical district at full build out, including land uses
by area, density and development quantity. The time
frame for this build out is generally 10 to 20 years,
with the speed of absorption to be determined by a
number of factors including the national and local
economies, demographic patterns such as the in-
migration rate of seniors to College Station, timing of
regulatory approvals, lending environment and other
conditions.
Medical and Healthcare Uses
Hospitals
As shown in Table 5 and Figure 20 there is a
significant undersupply of hospital facilities (measured
in hospital beds and physicians) in the College Station
MSA in the longer term.
While this undersupply is only modest from the
perspectives of the short term of the College Station-
Bryan MSA alone, it becomes quite significant when
viewed from the perspective of the entire 50-mile
market area and over the long term. (For the purposes
", ..... .. . .. -,
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6,
of this report, the short term is considered to be the
next five years, medium term from five to 10 years,
and long term from 10 to 20 years.) This is both
an important community issue for the area and a
significant market opportunity.
As of 2013, there will be approximately 636
operating hospital beds within College Station and
Bryan, including the Scott & White Hospital now
under construction and an expansion underway at
the Med. (Source: The number of hospital beds
projected is as follows: College Station Medical
Center, 167; Scott &White, 743; St. Jospeh, 310;
Table 4.
Medical District
Development
Program
Source: Leland
Consulting
Group. Some
figures may not
sum correctly due
to rounding
(based on intial
study area)
Physician Centre Hospital, 16.) Presently, the existing
hospital bed supply is operating at or near full
capacity even as some residents look elsewhere for
their medical needs, especially in specialty care. As
the population continues to grow and age, this supply
will become more obviously inadequate just as the
supply of quality senior housing is becoming more
obviously inadequate.
The need for future medical facilities can be assessed
in several ways and should take into account several
factors. The primary factors influencing a projection
of medical services include population size, industry
Two frequently used metrics for forecasting hospital
and medical facility demand are hospital beds and
physicians per 10,000 residents of a given area. The
current national average is 31 hospital beds and
27 physicians for each 10,000 residents. (Source:
Kaiser Family Foundation, wwwglobalhealtlifacts,
orgldataltopiclmap.aspx?ind=78.) On average, the
Texas healthcare industry has built somewhat fewer
beds per 10,000 residents, but the standard varies
significantly between healthcare-intensive cities
and rural areas where healthcare services are less
accessible. The Houston and San Antonio regions
have approximately 45 beds per 10,000 residents
and are known nationally and internationally for the
reputation of their respective medical districts. Given
the evolving characteristics of the College Station
MSA and market area, an increase in medical services
and concomitant bed-count can be viewed as both
reasonable and responsible public policy,
standard measures of services needed, age of the
population and presence of other medical demand-
drivers, and other market characteristics,
As explained in Chapter 3, age is a major factor
that has a very significant impact on the demand
for medical care and hospital facilities. Senior
citizens over the age of 65 require more than three
times the number of physicians as those in the 25
to 44 age group. The percentage of senior citizens
within the market area is anticipated to nearly
double from 62,000 today to 120,000 in 2030. As
the market area's population ages in keeping with
national trends, and there is no rational basis for
supposing College Station can or will avoid these
trends, demand for hospitals and healthcare services
will grow significantly, College Station's ratio of
hospital beds has clearly been low historically and
comparatively due to the large percentage of college-
age residents. And while this will, of course, continue
to be an important part of the region's demographic
character, hospital demand should move back into
line with state and national averages in the coming
decades.
The projections in Table 5 and Figure 20 were
developed based on the factors outlined above: the
market area's growing and aging population, and
industry standards for required hospital facilities.
The need for hospital facilities has been adjusted
to account for the ages of populations served. This
analysis shows a gap of almost 700 beds in 2015, and
more than 1,000 beds by 2030. While significant new
facilities will be needed throughout College Station
and Bryan, and in the medical district specifically,
much of the growth within the medical district should
be able to take place on property already controlled
by the Med and Scott & White.
Figure 20. Elderly Living in the Community, by Type of Care
Source: Long Term Care in America, National Commission for Long Term Care, 1999; Leland Consulting Group
Table 5, Senior Housing Demand in the Market Area and Medical District
Source: Department of Health and Human Services, US Census, Leland Consulting Group
Medical Office Building
Medical office buildings (MOBs) typically include
routine and preventative care facilities such as
physician's offices, dentists, opthamologists and
various other providers. MOBS have many of the
same locational requirements as typical office
buildings such as easy access for clients; proximity
to support services such as food, hotels, labs and
medical suppliers; ample parking; and access to
intra- and inter-regional transportation connections
such as freeways, high capacity transit and airports.
However, MOBS usually require a higher degree of
technology and services, such as advanced computer
systems, greater number of plumbing fixtures,and a
higher standard of air quality and purification than
typical office buildings.
Specialty Healthcare
Specialty healthcare includes specialists in
cardiology, oncology, OBGYN, mental health and
other fields that cannot be completely addressed
within a single general-care hospital. These specialty
services can be offered in multi-tenant or single-
tenant clinics, or on a contract basis within the
existing hospitals, in addition, medical hardware
suppliers and other support facilities are likely to
locate in the medical district in the future.
Research and Development
Research and Development (R&D) facilities can be
comparable to office buildings, flexible warehouses,
or industrial properties depending upon the type of
research being conducted. Often they need both
types of facilities: an office in which to develop and
market concepts and a lab or production room to
conduct experiments and fabricate prototypes. Like
MOBS they require a greater level of technology and
often have higher energy and water consumption.
They also require a greater level of security, as
products may be in a highly secretive phase of
development. R&D facilities benefit from proximity
to universities and large research hospitals for
prospective employees as ideas spin off from research
conducted at these institutions,
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• Manageable competitive environment. Most
retailers will avoid an area if competitors are
already located there.
• Demographic match. Retailers choose sites
located near their 'target market" customers.
• Anchor tenants, Retail developments are often
, anchored" by one tenant (for example, a high-
profile department store) who then attracts other
tenants.
• Sense of place, safety, cleanliness.
• Contiguity. Urban retail must be continuous, or
many shoppers will stop and turn back.
• Parking capacity.
A village center with a strong retail component could
thrive within the medical district. Retail provides
activity and amenities to the residents, employees and
visitors of the medical district. Retail is the "theater"
that will entertain visitors and create a sense of
place, making the medical district more desirable for
residents, visitors and employees of the area.
Requirements for Success:
• Visibility. Thousands of customers must pass and
see the site on a daily basis. Daily traffic volumes
of approximately 20,000 are desirable for most
national retailers. SH 6 running through the
medical district has daily traffic counts of 60,000
at the intersection of Rock Prairie Road.
• Accessibility. Must be very easy to get to; daily-
shopping or convenience retail should be on the
"way home" (right) side of the street.
• Central location vis-a-vis target markets. For
example, grocery anchored centers should
be within approximately one mile of 10,000
residents.
Experience from other medical corridors shows
that additional hotels and conference space will
be needed in this medical district to accommodate
visiting families, patients, and doctors.
Requirements for Success:
• Visitor amenities and attractions.
• Easy access to major thoroughfares.
• Co-location with other hotels.
• Visibility.
• Parking capacity.
Office
Office uses would be an excellent addition to the
medical district as they would provide daytime
activity to the area and are compatible with the other
uses being proposed for the area.
Requirements for Success:
• Easy access to and from clients,
• Accessibility to workforce and executive
residences; offices tend to be sited near the
center of metro regions or at major transportation
hubs.
"Address status."
• Proximity to suppliers and collaborator firms.
• Parking capacity.
• Proximity to support services: banking, food,
hotels and other services.
• Access to intra- and inter-regional transportation
connections such as freeways, high capacity
transit and airports.
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Supporting Uses: Senior Housing
Stakeholder interviews and research indicate strong
recognition of the need for more senior housing
and Long Term Care (LTC) facilities in College
Station, Given the significant increases in the
College Station over-65 age group over the next
20 years, and the likelihood of significant influx of
retirees, the consultant team has estimated the level
of senior housing demand. in the decade between
201 and 2020, the number of residents of the
City of College Station who are over the age of 65
is expected to increase by approximately 5,000,
from 17,500 to 23,400. In the 50-mile market area,
this demographic group is expected to increase
by approximately 22,000, from 62,000 to 84,600.
See Table 2 in Chapter 3 — Healthcare Trends and
Regional Demographics for details.
The facilities listed below show the typical range
of senior housing, all of which are appropriate in
Independent Living
Multi-unit complex marketed to seniors. Rent
premium of approximately 10 percent (above other
equivalent multifamily units) for, communal dining,
housekeeping and transportation services.
Source: wwivasla.org.20 70avvards-564.html photo
varying quantities for the medical district. In addition
to the categories shown below, continuing care
facilities offer the full range of these senior housing
types within a single large development. This allows
residents to "age in place" and move easily from
one housing type to another as their medical needs
or preferences change. Continuing care facilities
typically require a long-term contract from residents
with an initial down payment, whereas the stand-
alone facilities are often contracted on a monthly
basis. Senior housing differs from other housing types
in that it is not only a real estate investment, but also
involves a hospitality and health care component that
must be considered when operating the facility.
The following sections evaluate the amount of senior
housing likely to be in demand within the medical
district. Demand for senior housing will come from
two primary sources: latent demand and the net new
senior population moving to the area.
Assisted Living
Support services include laundry, food service,
arranged activities, limited medical oversight and
assistance to those with physical impediments such as
blindness or decreased mobility.
Source: wwwlakewayjoseyranci7.com
Latent Demand
Interviews with College Station residents and those
in the healthcare industry strongly indicate that while
there are thousands of senior residents of the city and
surrounding areas, there is very little senior housing
within the City itself. Many seniors reported having
to move out of the City in order to find a senior
community that met their expectations. Thus, there
is expected to be latent demand for senior housing in
the market. Up to 420 units of senior housing could
be quickly absorbed within the medical district if
facilities were provided for a mere five percent of
the over-65 population found in College Station-
Bryan MSA in 2010, as shown in Table 3. This is a
conservative estimate that does not take into account
any seniors currently living outside of the area who
would like to relocate, but have been unable to find
a suitable location. With an aggressive marketing
campaign the initial absorption could be even
higher.
Source: www.mirabellaassistedliving,com
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Skilled Nursing
Facilities designed to provide 24-hour care and
intensive medical attention. Staff assists residents
with daily tasks such as bathing, dressing and other
needs.
Net New Senior Housing Growth
Besides the latent demand to meet the need of seniors
already living in the community, there will be a
continued need to supply senior housing facilities
to those who will be turning 65 over the coming
decade. The primary market area, or the 50-mile
radius, is projected to increase from 62,000 people
over age 65 in 201 to a little over 84,000 by 2020.
This is an increase of 22,000 people who will need
varying levels of specialized care. As shown in Figure
21, nearly 47 percent of seniors live in some type
of independent living facility. If the medical district
were to capture 10 percent of these new households,
there would be a need for 680 independent living
units by 2020, as shown in Table 6. This can be
further broken down by number of units projected for
the medical district by other facility types. Given the
medical district's unique position in the region, this
significant capture rate is reasonable.
Figure 21: Elderly Living in the Community, by Type of Care
Source: Long Term Care in America, National Commission for Long Term Care, 1999; Leland Consulting Group
While it is true that LTC facilities and assisted living
facilities may be located anywhere in the primary
market area, those facilities located closer to the
community hospitals are more attractive to the senior
population for obvious reasons. Planning for the
medical district should take into account adequate
land reservation for senior housing proximate to or
in the medical district. According to the National
Commission for Long Term Care, 28 percent of
seniors prefer to remain in their homes or to live with
family members rather than move to a senior housing
facility. Seniors with a preference for living in
unaffiliated private residences will most likely not be
captured in the medical district and are not included
in the senior housing demand projection.
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Table 6: Senior Housing Demand in the Market Area and Medical District
Source: Department of Health and Human Services, US Census, Leland Consulting Group
Supporting Uses: Single - Family and Multifamily
Housing
As previously stated, the housing market in College
Station and other locales in the state has changed
significantly over the past several years. In contrast
to the middle of the last decade, the best selling
houses in College Station are smaller (1,500 to
1,800 square feet) and considerably less expensive
($150,000 to $300,000 maximum). Some houses
priced in the $400,000 range have been sitting on
the market for more than two years. The core of the
short -term housing market is seen as those seeking
affordable homes and downsizing retirees who have
moved out of large homes and are now looking
for comparatively smaller and lower- maintenance
homes, including "cluster" or "cottage" communities.
Both trends are well suited for the medical district.
Requirements for Success
• Critical mass: adjacent residential neighborhoods
and urban amenities (schools, parks, retail, and
services).
• Safety.
• Large share of one and two person households
within market area.
• Easy access to employment centers.
e, garage or tuck under parking
a :Leland Consulting Group
Cluster or Cottage Housing
10 to 25 du /acres, 1 to 2 stories
Surface parking
Source:Leland Consulting Group
Mixed Use Mid -Rise
40 to 60 dulacre, 4 to 6 stories
Structured parking
Source:Leland Consulting Group
Single - Family Housing'
5 to 70 dulacre, 1 to 2 stories
Surface parking
Source: Istockphoto.com
15 to 25 dulacre, 2 to 3 stories
Surface parking or parking within each unit
Source: Leland Consulting Group