HomeMy WebLinkAbout2021-4303 - Ordinance - 10/14/2021ORDINANCE NO. 2021-4303
AN ORDINANCE REPEALING THE OFFICIAL CITY OF COLLEGE STATION
COMPREHENSIVE PLAN (ADOPTED BY ORDINANCE NO. 3186) AND ADOPTING A
NEW COMPREHENSIVE PLAN AS PART OF THE 10-YEAR UPDATE TO THE
COMPREHENSIVE PLAN, AND ALL ASSOCIATED MAP UPDATES WITHIN THE
BICYCLE, PEDESTRIAN, AND GREENWAYS MASTER PLAN, THE WATER SYSTEM
MASTER PLAN, AND THE WASTEWATER SYSTEM MASTER PLAN, AS THE
“OFFICIAL CITY OF COLLEGE STATION COMPREHENSIVE PLAN” AS SET OUT
BELOW, AND PROVIDING A SEVERABILITY CLAUSE; DECLARING A PENALTY;
AND PROVIDING AN EFFECTIVE DATE.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
PART 1: That the Official City of College Station Comprehensive Plan (adopted by
Ordinance No. 3186) is hereby repealed and a new Comprehensive Plan is hereby
adopted as the “Official City of College Station Comprehensive Plan” as part of the
10-year update as set out in Exhibit “A” attached hereto and made a part of this
ordinance for all purposes.
PART 2: That the Official City of College Station Comprehensive Plan (Comprehensive
Plan) includes all plans, studies, and amendments as set out in Exhibit “A” attached
hereto and made a part of this ordinance for all purposes.
PART 3: That if any provisions of any section of this Ordinance shall be held to be void or
unconstitutional, such holding shall in no way affect the validity of the remaining
provisions or sections of this Ordinance, which shall remain in full force and effect.
PART 4: That any person, firm, corporation, organization, or agency, and any other legal
entity violating any of the provisions of this chapter shall be deemed guilty of a
misdemeanor, and upon conviction thereof shall be punishable by a fine of not less
than Twenty five dollars ($25.00) nor more than Two Thousand Dollars ($2,000).
Each day such violation shall continue or be permitted to continue, shall be deemed
a separate offense. This Ordinance is a penal ordinance and becomes effective ten
(10) days after its date of passage by the City Council, as provided by City of
College Station Charter Section 35.
PART 5: That this Ordinance shall take effect on November 8, 2021, after its passage.
ORDINANCE NO. 2021-4303 Page 2 of 4
PASSED, ADOPTED and APPROVED this 14th day of October, 2021.
ATTEST: APPROVED:
_____________________________ _________________________________
City Secretary Mayor
APPROVED:
___________________________
City Attorney
ORDINANCE NO. 2021-4303 Page 3 of 4
EXHIBIT A
The Official City of College Station Comprehensive Plan consists of the following documents that have
been previously adopted by resolution and / or ordinance including any amendments thereto; all other
documents previously adopted as part of the Comprehensive Plan are superseded by the adoption of this
Comprehensive Plan:
1. The Northgate Redevelopment Plan dated November 1996;
2. The Revised Wolf Pen Creek Master Plan dated 1998;
3. Northgate Redevelopment Implementation Plan dated July 2003;
4. East College Station Transportation Study dated May 2005;
5. Bicycle, Pedestrian, and Greenways Master Plan dated January 2010;
6. Central College Station Neighborhood Plan dated June 2010;
7. Eastgate Neighborhood Plan dated June 2011;
8. Parks, Recreation and Open Spaces Master Plan dated July 2011;
9. Southside Area Neighborhood Plan dated August 2012;
10. Medical District Master Plan dated October 2012;
11. Wellborn Community Plan dated April 2013;
12. Economic Development Master Plan dated May 2020;
13. South Knoll Area Neighborhood Plan dated September 2013;
14. The Water System Master Plan dated April 2017; and
15. The Wastewater System Master Plan dated April 2017.
Any subsequent plans and studies amending the Comprehensive Plan shall be adopted by ordinance and
incorporated as part of the Official City of College Station Comprehensive Plan. All parts of the
Comprehensive Plan and any amendments thereto shall be harmonized where possible to give effect to all.
Only in the event of an irreconcilable conflict shall the later adopted ordinance prevail and then only to the
extent necessary to avoid such conflict. Ordinances adopted at the same city council meeting without
reference to another such ordinance shall be harmonized, if possible, so that effect may be given to each.
The Comprehensive Plan is to be used as a guide for growth and development for the entire City and its
Extraterritorial Jurisdiction (“ETJ”). The Comprehensive Plan depicts generalized locations of proposed
future land uses, including thoroughfares, bicycle and pedestrian ways, parks, greenways, waterlines, and
sewer lines that are subject to modification by the City to fit local conditions and budget constraints.
The Comprehensive Plan, in particular the Future Land Use & Character Map, and any adopted
amendments thereto, shall not be, nor be considered, a zoning map, shall not constitute zoning regulations
or establish zoning boundaries, and shall not be site or parcel specific, but shall be used to illustrate
generalized locations.
The Comprehensive Plan and any additions, amendments, master plans and subcategories thereto depict
same in generalized terms including future locations; and are subject to modifications by the City to fit local
conditions, budget constraints, cost participation, and right-of-way availability that warrant further
refinement as development occurs. Linear routes such as thoroughfares, bikeways, pedestrian ways,
greenways, waterlines, and sewer lines that are a part of the Comprehensive Plan may be relocated by the
City 1,000 feet from the locations shown in the Comprehensive Plan without being considered an
amendment thereto.
ORDINANCE NO. 2021-4303 Page 4 of 4
The term College Station Comprehensive Plan includes all of the above in its entirety as if presented in full
herein, and as same may from time to time be amended.
COMPREHENSIVE PLAN
ADOPTED OCTOBER 14, 2021
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Contents
CHAPTER 1
Plan Foundation
CHAPTER 2
Distinctive Places
CHAPTER 3
Strong Neighborhoods
CHAPTER 4
A Prosperous Economy
CHAPTER 5
Engaging Spaces
CHAPTER 6
Integrated Mobility
CHAPTER 7
Exceptional Services
CHAPTER 8
Managed Growth
CHAPTER 9
Collaborative Partnerships
CHAPTER 10
Plan Implementation
4
18
51
67
69 152
143
125
101
80
The Comprehensive Plan contains future land use categories that serve as
policy guides and set expectations for how land within the City of College
Station should be developed and used in the future. The terms future
land use and zoning often get confused, but they are separate tools and
processes. Future land use serves as a guide for how areas of the City
may develop in the future. In contrast, zoning regulates how a specific
property can be developed and used today. The Comprehensive Plan
does not constitute zoning regulations or establish zoning boundaries.
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MAPS
Map 2.1: Planning Areas
Map 2.2: Future Land Use & Character
Map 2.3: Community Assets & Image Corridors
Map 5.1: Parks and Greenways
Map 6.1: 2045 Number of Lanes
Map 6.2: 2045 Traffic Volumes with
Programmed Projects
Map 6.3: Thoroughfare Plan - Functional
Classification & Context Zones
Map 6.4: 2045 Future Levels of Service
Map 7.1: Public Facilities
Map 8.1: Priority Annexation Areas
FIGURES
Figure 1.1: Planning Area
Figure 1.2: The Comprehensive Plan:
City-Wide Direction
Figure 3.1: Housing Condition Definitions
Figure 3.2: Condition of Housing Units
Figure 3.3: College Station Population Growth, 1990-2020
Figure 3.4: Median Housing Prices
Figure 3.5: Code Enforcement Actions 2009-2020
Figure 6.1: Activities Analyzed by Travel Demand Model
Figure 8.1: Population since 1940
Figure 8.2: Growth Rate Projections
Figure 8.3: Increasing Development Fragmentation
Figure 8.4: Annexation History
Figure 10.1: Comprehensive Plan Direction
& Implementation
TABLES
Tabl e 2.1: Summary of Future Land Use Acreages
Tabl e 8.1: Annexation Considerations
Tabl e 10.1: Action Plan & Funding Sources
Contents
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72
97
98
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100
120
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159
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10
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154
ADOPTED OCTOBER 14, 2021
The College Station 2009-2030 Comprehensive Plan serves as a statement of the
community’s vision for the future. It provides goals, policies, and actions on a broad
range of topics and provides strategic direction to guide the City’s physical growth
while maintaining a high quality of life. This plan is comprehensive in the true sense
of the word. Every aspect of the City’s planning strategy is tied closely to the Vision
created through intensive community participation. This Vision guides the City’s
initiatives, organizational and departmental strategic plans, and the responsibilities
of City personnel and appointed boards. The Comprehensive Plan is the broadest and
most long-term policy guide for the decisions made on behalf of the community.
PLAN
FOUNDATION1
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1TAMU Department of Accountability 2TAMU History
3The Carnegie Classification of Institutions of Higher Education 4Forbes, 2019 The Best Small Places for Business and Careers
Background
College Station is home to a diverse population,
unique neighborhoods, quality schools, and
integrated natural areas, with access to shopping,
recreation, and the arts all adding to the City’s
unique quality of life. College Station is located in
Brazos County in south-central Texas. The City lies
within the Texas Triangle formed between Dallas-
Austin-San Antonio-Houston and is within a four-
hour drive of more than 21 million people.
College Station is also the home of Texas A&M
University, the state’s first public institution of
higher education. With a student enrollment over
65,6001 in fall 2020 and a 5,200 acre2 campus,
the university is the largest in the state. Texas
A&M University is one of only three R1 Research
Universities in Texas3, meaning it engages in the
highest levels of research activity, and boasts a
number of degree programs ranked among the top
10 in the nation. Texas A&M University is one of a
select few universities to hold the triple designation
as a land-grant, sea-grant, and space-grant
university – the land grant designation signifies
a commitment to agricultural and mechanical
education and trades, the sea-grant designation
indicates dedication to the use and conservation
of aquatic resources, and the space-grant
designation expands opportunities for Texas A&M
University students to participate in NASA-led
space projects. The university brings diversity of
culture, race, and nationality to College Station,
reflecting much of the vibrancy, tradition, and spirit
that make the City a special place.
College Station businesses and residents enjoy
a strong local economy. The City was recently
ranked No. 2 on Forbes’ list of the best small
cities for business and careers.4 The City is home
to the region’s largest employer, Texas A&M
University, and a significant amount of the region’s
retail activities, tourist attractions, and hospitality
accommodations. The City benefits from tourism
fueled by collegiate sporting events at Texas A&M
University and the George Bush Presidential
Library and Museum, one of the region’s most
popular tourist attractions with over 125,000
annual visitors.
College Station’s Comprehensive Plan was
created over several years and involved
thousands of citizen volunteer hours. It
represents how the citizens of College
Station envision our community growing and
changing in the future. The plan calls for an
evaluation every five years that recommends
appropriate plan updates. The plan was
updated at the 5-year point and most recently
at the 10-year mark to ensure the plan’s vision,
goals, and actions incorporate changing
conditions and continue to reflect our
community’s vision for the future.
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In the city-wide 2016 Citizen Survey, College Station
residents selected “friendly people, family-friendly, good
quality of life” as their top-ranked value about living
in College Station.5 The City is among the safest and
most family-friendly communities in Texas, consistently
maintaining one of the state’s lowest crime rates.
College Station is consistently recognized as one of
the nation’s best college towns and within the top 10
cities for families and retirees.6 An emphasis on quality
education through the College Station Independent
School District and Texas A&M University contribute to
the City’s vibrant, forward-thinking community. College
Station also boasts nearly 2,000 acres of beautifully
maintained public parks and greenway trails, miles of
bicycle and pedestrian paths, sports leagues of various
kinds, and entertainment programming and events,
all of which contribute to the City’s high quality of life
and make it the one of the most livable communities in
Texas.
Legal Basis
The Texas Local Government Code, Section 213.002,
allows municipalities to adopt a comprehensive plan
for the long-range development of the municipality and
to promote sound development, public health, safety,
and welfare. Municipalities may define the content
and design of the comprehensive plan, which may
include, but is not limited to, content relating to land
use, mobility, and public facilities, and may be used to
coordinate and guide the establishment of development
regulations.
A municipality may also define the relationship between
its comprehensive plan and development regulations
by providing standards for determining the consistency
required between the two. The City of College Station
requires zoning changes to be in compliance with the
adopted Comprehensive Plan.
The City has established and appointed a joint Planning
and Zoning Commission. The Texas Local Government
Code tasks the Commission with the preparation of the
Comprehensive Plan and providing a recommendation
to the City Council for action. The Commission is also
responsible for reviewing changes or amendments
to the plan and making recommendations to the City
Council.
5City of College Station 2016 Citizen Survey 6Cardrates.com (2018), Niche.com (2018), and USA Today (2013)
What is the Comprehensive Plan?
The Comprehensive Plan is a statement
of the community's vision for the future
and a guide to achieving that vision.
The Comprehensive Plan anticipates
and guides physical development in a
manner that provides College Station
with a balance of land uses that promote
economic development while retaining
the quality of life. The Comprehensive
Plan is not a “zoning regulation” and it
does not affect existing approved zoning.
Instead, it provides a foundation and
policy guidance in the form of text, maps,
and specific actions related to land use
and character, neighborhoods, housing,
environment, economic development,
mobility, and related topics. The plan
is implemented over time through
the City’s short-term strategic plans,
annual budgets, ordinances, codes, and
development standards.
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Planning Area
For the purposes of this
Comprehensive Plan, the
planning area is shown in
Figure 1.1: Planning Area and
is described as the city limits
of College Station and the
Extraterritorial Jurisdiction (ETJ)
which is a five-mile radius around
the City (excluding other cities
and their ETJ areas). The City
is authorized by Texas Local
Government Code, Section
42.021 to extend aspects of its
development regulations into its
ETJ. College Station’s ETJ directly
abuts the ETJ of the City of Bryan
to the north and lies very near
the ETJ of the City of Navasota to
the south.
Planning History In College Station
College Station has engaged in city planning since its inception
in 1938. The City established its first Zoning Commission and
adopted a zoning ordinance shortly after incorporation. The
earliest document that resembles a comprehensive plan for the
City was the Brazos Area Plan, a regional-scale plan dating from
the early 1960s. The City adopted several interim reports in the
mid-1970s before adopting its first City-specific plan in 1975. The
first contemporary comprehensive plan was adopted in 1980 and
updated in 1989. In 1997, the City adopted a new comprehensive
plan, which underwent numerous updates and served as the
foundation for this plan. The 2009-2030 Comprehensive Plan
was originally adopted in May 2009, amended after the 5-year
evaluation, and overhauled after the 10-year evaluation – which
also marked the half-way point of the 20-year planning horizon – to
ensure the plan incorporates changing conditions and accurately
reflects our community’s vision for itself. A plan that is current and
comprehensive is essential to sustaining a high quality of life. The
City of College Station Comprehensive Plan builds upon the City’s
previous planning efforts and will be used to guide decisions, both
public and private, that will shape the City for years to come.
GRIMES
COUNTY
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COLLEGE
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BRAZOSBRAZOS
COUNTYCOUNTY
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What is Planning?
Planning is the process
that considers the
physical, social, and
economic aspects of the
community and examines
the connections between
them. Planning is how we
make decisions about the
future of our City. The goal
of planning is to further the
welfare of our community
by creating convenient,
equitable, healthy, efficient,
economically viable and
attractive places for current
and future generations.
Figure 1.1: Planning Area
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Planning Process and Public Participation
PLAN CREATION: 2006-2009
In 2006, the City Council initiated the process of updating the City’s 1997 Comprehensive Plan. From the
beginning, the City Council worked to ensure that the plan reflected the vision and aspirations of the City’s
residents and responded to the specific opportunities and challenges facing College Station at that time.
The City Council used a variety of methods to engage citizens in the comprehensive planning process.
In July 2006, the City Council appointed 18 citizens to the Comprehensive Plan Advisory Committee,
with five additional members added in August 2008. There were 21 additional members of the Advisory
Committee who represented the home building industry, Texas A&M University, the ETJ, and various area
organizations and inter-governmental entities such as the City of Bryan and the Texas Department of
Transportation. A Staff Resource Team was also formed as an advisory body to help facilitate coordination
between City departments and aid the development of the Comprehensive Plan.
As the Comprehensive Plan encompasses decades of prospective goals and actions for the City, the
creation and adoption process consisted of numerous Advisory Committee meetings, Staff Resource Team
discussions, public engagement opportunities, and years of refining this long-lasting document. From a
series of focus group meetings with over 100 residents, to a Citizens’ Congress attracting more than 400
residents, to receiving over 2,500 completed surveys, citizen input helped develop the plan’s vision, goals,
and actions. In March 2009, the City hosted two open house events to receive feedback on an overall draft
of the Comprehensive Plan. With approximately 120 attendees, individual stations were set up to display
the various plan elements and maps, highlight significant action recommendations, address questions, and
allow informal dialogue and formal acceptance of public comments and feedback.
As a part of the formal plan adoption process, a series of joint workshops with the Planning and Zoning
Commission and City Council were held over several months, providing an opportunity for their detailed
review and consideration of the draft plan. In May 2009, the Comprehensive Plan was formally adopted
after two public hearings.
10-YEAR PLAN UPDATE: 2019-2021
The 10-year, or half-way point, of this Comprehensive
Plan occurred in 2019. City staff launched a 10-year
evaluation and appraisal process, branded The Next
10. It was more rigorous in scope than the previous
five-year evaluation and involved multiple rounds of
community input engaging over 800 citizens during a
16-month period from July 2019 to October 2020. The
Next 10 provided a review of the basic conditions and
assumptions related to the City’s growth, evaluated
implementation progress related to the plan’s goals,
strategies, and action items, and prepared the City
for the major 10-year update to the plan by defining
potential modifications to its goals, policies, action
items, and structure.
A 13-member Comprehensive Plan Evaluation
Committee met throughout The Next 10 process
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to provide input and feedback to guide both the substance and the process of the evaluation. The group
was comprised of members of the Planning and Zoning Commission, current and former City Council
members, and seven citizen representatives including an ETJ representative. A Staff Resource Team was
also engaged and met regularly to ensure coordination among City departments and to work collaboratively
to update the plan’s actions. A part of The Next 10 process involved considering potential best practices and
planning innovations from other communities based on College Station’s issues, assets, challenges, and
future opportunities. A Best Practices Report described potential strategies and case studies from other
comparable communities to address topics prioritized by City leadership.
Two rounds of stakeholder and community input
were conducted as part of The Next 10. The first
round, during the summer of 2019, began with
a series of individual and small group interviews
that engaged over 130 stakeholders including
leaders from City departments, representatives of
the County, City of Bryan, Texas A&M University,
student government, economic development,
business groups, neighborhood groups, realtors,
builders, developers, and others. Next, the City
conducted four community workshops with over
200 citizen participants who worked in small groups
with trained facilitators to provide feedback on the
existing Comprehensive Plan goals, issues and
opportunities, and geographic locations for future
planning efforts. Following these workshops, similar
activities were offered online with another 200
participants, as well as a workshop convened in
partnership with Texas A&M University’s student
government association that engaged nearly 100
university students. In total, approximately 600
people participated in the first round of input.
The second round of public input, conducted in summer 2020, obtained feedback on potential updates
to future land uses and conceptual scenarios for six geographic areas of the City. Due to the COVID-19
pandemic, this round was conducted entirely online. A web page containing a series of maps, prompts,
and videos explaining the material and expectations were used to collect data. The scenarios and their
performance measures, along with the public feedback gathered were used to inform potential updates to
the Comprehensive Plan and identify areas for future small area planning efforts. Approximately 200 people
participated, providing over 1,900 data points.
Near the end of The Next 10 evaluation process, the COVID-19 pandemic disrupted communities
nationwide. While specific short-term impacts of the pandemic are still being assessed, the Comprehensive
Plan sets long-term goals and policies that endure short-term disruptions. History from other disasters has
taught that communities with clear long-range plans have an advantage in terms of obtaining funding and
investment for recovery.
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The Next 10 evaluation resulted in an evaluation and appraisal report that contained an updated vision and
goals based on citizen feedback, a set of potential amendments to key maps, a list of potential strategies
and actions, and recommendations to streamline and modernize the City’s Comprehensive Plan. Input from
citizens, stakeholders, City staff, and the Comprehensive Plan Evaluation Committee was categorized into
10 themes that guided the evaluation and appraisal report and the subsequent plan update:
1. Creating a stronger sense of place
2. Encouraging infill and redevelopment in strategic locations
3. Protecting the character of established stable neighborhoods
4. Expanding housing choices
5. Focusing on quality of life, amenities, and “things to do”
6. Building a more complete transportation system
7. Maintaining fiscally responsible growth
8. Addressing environmental resiliency and “green” initiatives
9. Improving coordination between the City and University
10. Creating a more actionable, strategic, and user-friendly Plan
The 10-year update to the plan implements these recommendations to update the vision, goals, actions,
and plan narrative to incorporate changing conditions and ensure the plan continues to reflect the citizens’
vision for the future of College Station.
Figure 1.2: The Comprehensive Plan: City-Wide Direction
COMPREHENSIVE PLANOverall city-
wide direction
Focused planning
Implementation
Master Plans
Capital Improvement
Plan (CIP)
Departmental Work
Programs & Budget
Codes & OrdinancesCity Council
Strategic Plan
District & Neighborhood Plans
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Vision for the Future
A vision statement reflects the community’s desires for the future – and is one of the most important parts
of the Comprehensive Plan. This statement was developed through input from hundreds of community
residents.
College Station, the proud home of Texas A&M University and the heart of Aggieland,
will serve as an example of a vibrant, forward-thinking, knowledge-based community,
that promotes the highest quality of life.
The vision statement is the starting point for the Comprehensive Plan. The following plan narrative, maps,
and actions derive their principal direction from the vision. Topic-specific goals and actions build upon the
vision statement. The Comprehensive Plan is further supported by several focused master plans, district,
and neighborhood plans. Collectively, these planning efforts are implemented by a multitude of policies, City
Council strategic initiatives, annual budgets, capital improvement programming, the City’s organizational
and departmental strategic plans, and City ordinances, codes, and development standards, as depicted in
Figure 1.2: The Comprehensive Plan: City-Wide Direction and further discussed in Chapter 10: Plan
Implementation. These efforts culminate in the individual actions and responsibilities of the City Council,
the City’s staff, and appointed citizen boards and commissions.
Plan Goals & Structure
The Comprehensive Plan is of interest to City residents, home buyers, investors, developers, students,
business owners, and others interested in how College Station proposes to respond to the opportunities
and challenges likely to appear in the next 10 years. The plan narrative is divided into topic-based chapters
which each containing a specific goal that builds upon the City’s vision statement, along with narrative,
maps, and strategic and ongoing actions crafted to provide direction to realize the community’s vision. Each
goal and a summary of the chapter is provided below.
CHAPTER 2: DISTINCTIVE PLACES
GOAL: Vibrant and distinct districts, attractive neighborhoods, revitalized gateways
and corridors, and conserved natural areas, grounded in environmental stewardship
and resiliency.
This chapter establishes effective planning strategies for future growth, infill, and appropriate redevelopment
while balancing market opportunities, protecting and enhancing neighborhood character, creating and
preserving unique districts and corridors, protecting natural areas, and creating a more resilient community.
Sound planning ensures that the City can accommodate needed development, that development can be
adequately served with public services, and that its impacts can be managed to maintain compatibility and
to promote the desired character and identity. Along with the narrative and actions in this chapter, Map 2.1,
Planning Areas, Map 2.2, Future Land Use & Character, and Map 2.3, Community Assets & Image
Corridors depict the strategies visually.
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CHAPTER 3: STRONG
NEIGHBORHOODS
GOAL: Viable and attractive
neighborhoods that maintain
long-term neighborhood integrity
while collectively providing a
wide range of housing options
and other services for a diverse
population.
This chapter encourages attractive,
livable neighborhoods that meet the
City’s housing needs. Issues such as
compatibility of adjacent land uses,
housing affordability, housing conditions
and property maintenance, and historic
preservation all impact the quality and
stability of neighborhoods. The focus of
this chapter is the continued viability and
long-term protection of College Station’s
residential neighborhoods.
CHAPTER 4: A PROSPEROUS ECONOMY
GOAL: A diversified economy with a wide variety of competitive jobs and support for
entrepreneurs that provides a tax base to support the City’s ability to foster a high
quality of life where economic prosperity is widespread.
This chapter of the Comprehensive Plan was replaced by the Economic Development Master Plan,
originally adopted by the City Council in 2013 and updated in May 2020. The master plan ensures future
growth and development advances the City’s economic development objectives.
CHAPTER 5: ENGAGING SPACES
GOAL: Highly desirable parks, greenways, arts and cultural amenities that support
high-quality experiences for residents and visitors.
This chapter recognizes and ensures the continued protection and enhancement of leisure, recreation, and
cultural opportunities available to the residents of College Station through parks, greenways, and the arts.
The City recognizes the value of environmental sustainability and seeks to be a good steward of natural
resources. This chapter provides policy guidance, actions, and sets the framework for the City’s parks and
recreation system and greenways programs, and serves as the foundation for efforts further detailed in the
Recreation, Park, and Open Space Master Plan and the Bicycle, Pedestrian, and Greenways Master
Plan.
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CHAPTER 6: INTEGRATED MOBILITY
GOAL: An innovative, safe, and well-connected, multi-modal mobility system serving all
user types that is designed to support the surrounding land uses.
This chapter ensures orderly and integrated development of the community’s mobility network. The
City strives to provide for all mobility modes to accommodate bicyclists, pedestrians, transit users, and
motorists in an inclusive and context sensitive manner. This chapter includes Map 6.3, Thoroughfare Plan
– Functional Classification & Context Zones, which identifies the mobility network’s future needs. It also
serves as the foundation for the Bicycle, Pedestrian, and Greenways Master Plan.
CHAPTER 7: EXCEPTIONAL SERVICES
GOAL: Exceptional municipal facilities
and services that meet community needs,
contribute to community character, exhibit
environmental stewardship and resiliency,
support surrounding land uses, incorporate
full life-cycle costs, and are coordinated and
fiscally responsible.
This chapter details the complexity of municipal service
delivery and the provision of community facilities. It
recognizes the City’s current service levels and future
service needs for water and wastewater infrastructure,
solid waste and recycling, police, fire, and other
services. It provides the foundation for the creation and
implementation of the City’s various master plans and
departmental strategic plans that are intended to support
the planned growth and development patterns described
in Chapter 2: Distinctive Places.
CHAPTER 8: MANAGED GROWTH
GOAL: Fiscally responsible and carefully
managed development that is aligned with
growth expectations and the ability to provide
safe, timely, and efficient infrastructure and
services.
This chapter establishes the policy guidance and associated actions that enable the City of College Station
to manage its ongoing physical growth and development in a sensible, predictable, and fiscally responsible
manner. It highlights the need to encourage additional infill development, accommodate increased
population in denser areas, pursue strategic development agreements or annexations, and manage growth
in the ETJ.
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CHAPTER 9: COLLABORATIVE PARTNERSHIPS
GOAL: Well-coordinated planning at all levels and effective engagement with local
jurisdictions, institutions, and organizations to further realize the City’s vision and
support the broad community.
This chapter highlights the importance of continuing and expanding internal and external collaborative
partnerships between the City of College Station and other local organizations and jurisdictions. It
highlights partnerships with Texas A&M University, the City of Bryan, non-profit organizations, and
numerous regional counties on topics such as planning for affordable housing, an efficient regional mobility
system, and coordinated emergency management efforts.
CHAPTER 10: PLAN IMPLEMENTATION
The final chapter establishes accountability for the implementation of the Comprehensive Plan and provides
guidance on the processes to maintain its relevance to the City and its citizens. It details a practical,
prioritized, and sequenced implementation program and a protocol for regular reporting and evaluating
implementation progress.
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Existing & Changing Conditions
In the development of a comprehensive plan, it is important to have a solid foundation on which to base
future expectations. The Existing Conditions Report, an appendix to this plan, provides detailed background,
trends, projections, and assumptions that serve as a base for the plan. The plan chapters also contain
updated data points and discuss trends between 2009 and 2020, the first half of this Comprehensive Plan’s
planning horizon.
In 2009, the Comprehensive Plan forecasted a population of 134,000 by 2030. Based on current City
projections, the population as of Census Day (April 1) 2020 was already 123,306. Due to a faster pace of
growth than originally projected, the City now anticipates a population of 162,500 by 2030 based on a 2.8%
annual growth rate. Texas A&M University’s increasing student enrollment continues to be a significant
driver of this growth. The finalized 2020 Census results have not been released as of the publication date
of the 10-year plan update. It will be important to continue monitoring growth trends, including enrollment
increases at Texas A&M University, to anticipate and plan for growth. Planning for balanced land uses,
housing options, mobility choices, infrastructure investments, and quality of life amenities will be critical to
serving a growing and diversifying population. More information on growth trends and projections can be
found in Chapter 8: Managed Growth.
The City must continue to evaluate and react to market conditions, and potentially find new ways to
incentivize development, infill, and redevelopment in appropriate areas. Nationally, there is expected
to be continued demand for walkable, integrated, mixed-use districts and the City should encourage
infill and redevelopment opportunities to support this type of development. There are many existing
underutilized areas where infill and redevelopment could create more viable and vibrant places. As the
COVID-19 pandemic continues to unfold, there may be additional opportunities and areas that are ripe for
redevelopment or revitalization efforts. The City must prioritize proactive infrastructure investments and
programs in strategic redevelopment and infill areas to catalyze redevelopment activity, promote more
efficient use of infrastructure, and support the City’s environmental resiliency goals.
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There are growth opportunities on the City’s edge, but also challenges with providing well-timed
infrastructure improvements that support long-term financial wellbeing for the City. The City must be
strategic with its future investments in infrastructure, facilities, and services. In 2019, the Texas State
Legislature changed how cities can annex, essentially requiring consent by the residents and/or property
owners within the potential annexation area. With limited opportunity for annexation, the City will need to
continue utilizing other growth management tools to strategically manage growth pressures on the City’s
fringe. A renewed emphasis on infill and redevelopment opportunities will be increasingly important as the
City absorbs and manages continued population growth and becomes denser in appropriate areas.
The following snapshot includes updated data, trends, and changing conditions that are further discussed
throughout the plan chapters.
DATA SNAPSHOT
Population Growth1
• Average annual growth rate of 3.03% from 2000 to 2010
• Average annual growth rate of 2.77% from 2010 to 2020
• Population projected to be approximately 162,500 by 2030
Texas A&M University Growth2
• Average 1.65% annual increase in enrollment since 2000
• Student enrollment of 65,684 as of fall 2020
Age of Population3
• Median age is 23, reflecting the large number of university students
• 41.8% of the population is between the age of 15 to 24
• People aged 55 and older grew from 7,960 in 2010 to 14,607 in 2019
Household Size and Composition4
• 48% of households are family households
• 24.4% of households are families with children under 18 years old
• 52% of households are non-family households
• For non-family households between the ages of 15-34, 20.6% are householders not living alone (i.e.
with roommates) and 17.3% are householders living alone
1City of College Station Planning & Development Services
2TAMU Accountability and TAMU Data & Research Services
3U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
4U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
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Income5
• Household incomes greater than $50,000 are up from 37.7% in 2010 to 47.2% in 2019
• Median household income is $45,820
• Mean household income is $73,853
Housing
• Total housing stock is 46,353 units6
• 6,675 permits for new single-family home construction were issued between 2010 and 20207
• Average home price rose to over $241,600 in 2019–up from $170,400 in 20108
• Average monthly real estate inventory was 2.8 months in 20209
• Total number of sales annually has increased over 21.3% in the past year10
Housing Occupancy11
• Occupancy rate of 87.1% for all housing types
• 37.7% of housing units are owner-occupied
• 62.3% of housing units are renter-occupied
• 43.9% of people live in detached single-family homes
Employment12
• The top five employment sectors are: educational services, accommodation and food services, retail
trade, health care and social assistance, professional, scientific, and technical services
• Major employers: Texas A&M University, College Station Independent School District, Reynolds &
Reynolds, City of College Station, Scott & White, St. Joseph Health, HEB Grocery, Walmart, Fujifilm
Diosynth Biotechnologies, and Viasat
Parks and Greenways13
• Nearly 2,000 acres of parks and greenways, an increase of more than 600 acres since 2009
• Facilities include a variety of athletic fields and courts, pavilions, biking and walking trails, exercise
stations, playgrounds, dog parks, senior centers, swimming pools, an amphitheater and festival
site, a skate park, a full-service recreation center, a nature center, and an inventory of flat fields and
diamonds
College Station Independent School District14
• 11 elementary schools, two intermediate schools, three middle schools, one alternative campus, and
three high schools
• 13,941 students enrolled in College Station ISD schools during the 2019-2020 school year
5U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
6U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
7City of College Station Planning & Development Services
8U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
9Bryan-College Station Regional Association of Realtors
10Bryan-College Station Regional Association of Realtors
11U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
12City of College Station Economic Development & Tourism Department
13City of College Station Parks & Recreation Department
14College Station Independent School District
The Comprehensive Plan sets the framework to create distinctive places, strong
neighborhoods, a prosperous economy, and engaging natural spaces and arts for
everyone in College Station. The plan provides policy direction for an integrated
mobility network, exceptional City services, and carefully managed, fiscally responsible
growth. Effective collaboration across City departments and with regional partners
is key to achieve and implement the plan’s vision, goals, and actions. The plan strives
to identify, create, conserve, and connect places of distinction – those areas that make
College Station unique and contribute to the City’s character and sense of place.
DISTINCTIVE
PLACES2
ADOPTED OCTOBER 14, 2021
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Goal
Vibrant and distinct districts, attractive neighborhoods, revitalized gateways and corridors, and conserved
natural areas, grounded in environmental stewardship and resiliency.
Purpose
How land is used – including its appearance, physical arrangement, and development intensity –
contributes significantly to the community’s character and its sense of place with far-reaching and long-
term impacts. The City must balance and encourage infill, redevelopment, and new development in
appropriate areas to accommodate an increasing population while maintaining the integrity and character
of established neighborhoods. Revitalization, where needed, is also essential to maintaining College
Station’s character.
Sound planning ensures that the City can accommodate needed development, that development can be
adequately served with public services, and that its impacts can be managed to maintain compatibility and
to promote the character desired by College Station’s residents. Planning establishes effective strategies
for future growth, infill, and appropriate redevelopment while balancing market opportunities, protecting
and enhancing neighborhood character, creating and preserving unique districts and corridors, conserving
natural areas, and creating a more resilient community.
The 10-year update to the Comprehensive Plan places a renewed focus on infill and redevelopment in
strategic locations to accommodate population growth while ensuring the long-term fiscal sustainability of
the City. Infill and redevelopment opportunities more efficiently utilize existing infrastructure, facilities, and
City staff resources by encouraging growth in areas with existing capacity to maximize efficiency.
The Comprehensive Plan contains future land use categories that serve as policy guides and set
expectations for how land within the City should be developed and used in the future. The terms future
land use and zoning often get confused, but they are separate tools and processes. Future land use serves
as a guide for how areas of the City may develop in the future. In contrast, zoning regulates how a specific
property can be developed and used today. Map 2.2, Future Land Use & Character is used to guide
decisions about infrastructure investment and zoning changes.
This chapter serves as the plan’s foundation and encompasses many interrelated components as land
use and development patterns are fundamental to the other topic chapters including creating strong
neighborhoods (Chapter 3), a prosperous economy (Chapter 4), engaging natural spaces and arts (Chapter
5), an integrated mobility network (Chapter 6), exceptional City services (Chapter 7), and carefully managed,
fiscally responsible growth (Chapter 8). Effective collaboration across City departments and with regional
partners (Chapter 9) is vital to achieve and implement the plan’s vision, goals, and actions (Chapter 10).
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This chapter includes a series of maps that depict the City’s land use strategies and goals visually, including
Map 2.1, Planning Areas, Map 2.2, Future Land Use & Character, and Map 2.3, Community Assets &
Image Corridors.
Planning Considerations
Planning input from the community identified various issues and opportunities regarding land use planning,
conservation of natural features, and enhanced community identity and aesthetics. The considerations
highlighted in this section were used in the development of the goal and action recommendations that
follow.
GROWTH AND DEVELOPMENT
College Station is poised for continued population growth,
which will bring demands for additional housing, shopping,
recreational needs, public facilities, infrastructure, and
services. University students continue to make up a
significant portion of the population, but College Station
is also diversifying in age–those aged 55 and over are the
fastest-growing cohort, increasing by 83.5 percent over
the last decade. The City of College Station is projected
to increase by approximately 35,000 people over the next
decade for a total population estimated to be 162,500
by 2030. The housing demand associated with this
population growth is approximately 14,000 additional
dwelling units. When factoring in assumed build-out of all
existing and known development projects, there is a gap of
approximately 10,000 dwelling units. This additional housing
stock could come from a combination of infill development,
redevelopment projects in existing areas, and new
developments. This housing stock must include a variety
of housing types to meet the needs and demands of all
residents including students, young professionals, families
and non-family households, renters and homeowners, and
the retiree and 55 and older population, with an emphasis
on aging-in-place. For reference, the City had a net gain of
approximately 12,800 housing units over the last decade,
with 6,500 single-family residences and 6,300 multi-family
units added.1
If population and housing demands continue to increase and state legislation restricting annexation remains
in effect, the City will naturally face a greater need for increased density in appropriately targeted areas.
This presents an exciting opportunity to thoughtfully plan for a variety of neighborhoods that accommodate
a wide range of lifestyles for College Station residents. Though the current population density at slightly
more than 2,400 persons per square mile remains low in comparison to other metropolitan areas, the need
for increased density offers opportunities for reinvigorating strategic areas and reimagining the way that
new neighborhoods are designed. The City’s enviable growth prospects necessitate more effective land
use planning and capital investments, as well as diversified housing types including vertical mixed-use
apartments, townhomes, and dense single-family neighborhoods.
1Data provided by City of College Station Planning & Development Services
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COMMUNITY CHARACTER, SUSTAINABILITY & URBAN DESIGN
College Station residents are interested in the character of their neighborhoods, special districts, corridors,
and natural areas that collectively make College Station unique. Effective design also helps to create places
of distinction – places worth remembering and protecting – and contributes significantly to quality of life.
The design of streetscapes and building fronts as well as the treatment of parking and other physical
features all impact how people experience the public realm. This plan speaks to the urban form of the City
(where, when, and how land uses are developed) as well as public realm design (sometimes called urban
design) and its impact on community character and identity.
Residents expressed the desire to preserve natural features for their environmental functions as well as
their contribution to the community’s character, with an emphasis on ensuring that the use or enjoyment
of existing resources does not compromise resource availability for future residents. This is generally
recognized as the definition of sustainability – meeting the needs of current generations without
compromising the ability of future generations to meet their own needs. Combining these desires for unique
places, quality urban design, and development patterns that are sensitive to resident needs and natural
resources, along with the efficient use of infrastructure and City resources, provides a defined vision to
make College Station a more livable and sustainable community.
As College Station grows, it is the residents’ and City’s intent that:
• Infill and redevelopment in strategic locations is prioritized over expansion of the urban area, is
sensitive to existing neighborhoods, and engages residents in infill and redevelopment planning.
• Growth occurs in a sustainable manner to steward limited resources in an efficient and
responsible manner that accommodates an increasing population and mitigates negative impacts
on the natural and built environment. Compact development patterns help minimize sprawl and its
associated impacts and makes sound economic sense for infrastructure provision and City services
(see Chapter 8: Managed Growth).
• New or enhanced residential areas are created with qualities of traditional neighborhoods that
feature a mix of housing types, a balance of owner and renter occupants, where parks and open
space are provided, neighborhood-serving businesses are accessible, and adjacent neighborhoods
and areas are connected in a seamless fashion (see Chapter 3: Strong Neighborhoods).
• Existing neighborhoods are conserved, enhanced, or revitalized with harmonious
improvements, infill development, and compatible adjacent land uses that enhance the established
neighborhood’s character (see Chapter 3: Strong Neighborhoods).
• Unique corridors and districts are developed, enhanced, and conserved that foster vibrant
places, streets, and natural corridors that contribute to the community’s character and sense of
place.
• Rural areas are preserved to protect streams, trees, pastures, and open areas that contribute
significantly to the character of rural areas.
• Natural resources are managed and conserved through sound stewardship practices to
protect streams, wooded areas, and open spaces that provide habitat for a variety of plants and
wildlife, convey and clean stormwater, improve air quality, and add to the City’s character and
identity (see Chapter 5: Engaging Spaces).
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• Sustainable site design and low impact
development practices are utilized to
mitigate stormwater and prevent flooding,
avoid soil erosion and mitigate urban heat
island effect, encourage tree preservation
and planting programs, reduce energy
consumption and pursue renewable
technologies, conserve and reuse water,
encourage native and adapted vegetation,
and minimize waste and resource
consumption, among others.
• Multiple mobility mode options are
available to access neighborhoods, major
employers and attractions, and the wider
community, and streets are designed in a
context-sensitive manner. The design of a
street should be a function of both its role as
a mobility corridor and its place context (see
Chapter 6: Integrated Mobility).
• Streetscapes are designed at a human-
scale and contribute positively to the way
people navigate and experience the City.
Effective streetscapes prioritize elements
like wide sidewalks, pedestrian-scaled
streetlights, wayfinding signs, and canopy
trees. New district and corridor plans, as well
as context-sensitive street design, will help
elevate streets from utilitarian elements of
the community to special places in their own
right.
• Public facilities are located and designed
to contribute to community character and
make a statement about the community’s
values and expectations. A well-designed
library or community center fits into a
neighborhood, enabling residents to walk
safely from their homes and providing a
place for neighbors to gather, and contributes
positively to that neighborhood’s character
and reinforces the public facility as an integral
part of the community.
• Public spaces are highly visible and
accessible to all residents and visitors.
Public spaces like plazas, amphitheaters, and
pedestrian malls that are well designed and
safe foster social interactions and community
identity.
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Existing Land Use
Future land use and character is grounded in the
current use of land and the prevailing character.
An overview of the current conditions is necessary
prior to forming policies for the future use of land
and community character. College Station can be
readily divided into three basic types of existing land
use patterns: urban, suburban, and rural. These are
common terms that should bring immediate images to
mind. Attributes that define these areas contribute to
the identity of College Station.
Urban character is currently concentrated in the
Northgate area. It includes early 20th century lot-line
commercial structures such as those along either side
of College Main, and immediately north of University
Drive (FM 60). More recently constructed structured
parking and multi-story residential projects built close
to the street continue this urban feel. This area includes
vertical, mixed-use development, minimal setbacks,
minimal surface parking lots, and a high level of
pedestrian activity.
Suburban character dominates College Station
largely due to the time period most of the City was
developed (post-World War II), local preferences and
building customs, and the dominance of apartment-
style development to support the student population.
Much of this suburban character is auto-dominated
and consists of land uses that have extensive areas of
parking in relationship to their floor area. Big-box retail
areas and shopping malls are quintessential examples
of this character. Most apartment complexes, duplexes,
and single-family residential developments exhibit
similar auto-oriented character and design.
Some suburban areas of the City exhibit a less auto-
dependent and more walkable character. These areas
retain a balance between green areas (parks and open
space) and the built environment. Often these areas
include parks, schools, and small-scale, neighborhood-
serving businesses. The College Hills area is a good
example of this type of suburban character. There are
also suburban areas that are dominated by open space.
These estate areas exhibit a more rural character with
homes generally placed on large lots. The Foxfire
subdivision is a good example of this type of suburban
land use and character.
Rural areas that currently exist in and around College
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Station are areas that exhibit countryside, agricultural, and natural character. Countryside is typically
dominated by a few lots of estate size or greater fronting a road surrounded by agricultural or natural
lands. The latter two tend to be determined by uses – crop or ranching in agricultural areas and wooded
or savannah lands in natural areas. Rural areas tend to be more sensitive than other character areas to
intrusions from incompatible development. Portions of the City and most of the ETJ are planned to remain
rural and are identified accordingly on Map 2.2, Future Land Use & Character. Additional information
about these areas is contained in Chapter 8: Managed Growth.
Future Land Use
The plan for future uses of land is presented through policy guidance and associated maps. Three
significant land use components work in tandem to identify, create, conserve, and connect places of
distinction – those areas that make College Station unique and contribute to the City’s character and sense
of place. These components are: Planning Areas, Future Land Use & Character, and Community Assets &
Images Corridors. Each component is visually represented by an associated map. Combined, the narrative
and maps capture the City’s policies regarding how and where College Station will grow and change over
the course of the next decade.
• Map 2.1, Planning Areas depicts areas within the city with distinctive character that have existing
small area plans or are priority areas for future focused planning efforts.
• Map 2.2, Future Land Use & Character provides specific detail regarding the desired future use
and character of all land within the City and ETJ.
• Map 2.3, Community Assets & Image Corridors visually portrays community assets, both natural
and man-made, that contribute to the character and identity of the City.
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PLANNING AREAS
The policy guidance within this section and Map 2.1, Planning Areas are intended to provide a broad
overview of the City’s land use strategy. Significant neighborhoods, districts, corridors, redevelopment
areas, and places that would benefit from future small area planning efforts are identified. Small area plans
are focused planning efforts that provide a more granular level of study and specific actions for a smaller,
defined geographic area to help implement the Comprehensive Plan’s overarching goals. The City has
several existing small areas plans and identified priority areas for additional planning efforts through recent
citizen input and the 10-year plan update.
The basic land use strategy is to strategically accommodate the projected demand for new housing,
businesses, public facilities, and infrastructure needs resulting in multiple places of distinction. This enables
the City to continually strengthen its principal competitive advantage for attracting and retaining residents,
visitors, and new businesses along with the employment and tax revenues that accompany them – that is, a
high quality of life. The land use strategy and planning areas focus on identifying, creating, conserving, and
connecting:
• Strong and sustainable neighborhoods
• Unique districts and corridors, both natural and man-made
• Redevelopment areas that renew, revitalize, and infill underperforming areas of the community
through partnerships with public and private interests
• Rural areas that preserve open spaces and respect the limits of public infrastructure and services,
and
• A context sensitive mobility system that links the community together (as discussed in Chapter
6: Integrated Mobility and visually represented through the Thoroughfare Plan and Bicycle,
Pedestrian, and Greenways Master Plan)
Neighborhoods & Districts
Neighborhood planning areas are places in which the current land use, character, and identity will generally
remain and be enhanced. Among other activities, these plans identify appropriate and compatible land
uses and design for vacant lands within the neighborhood and its area of influence. They also designate
areas appropriate for redevelopment. Neighborhood plans typically contain strategies that address existing
challenges (for example, code issues) and identify enhancement actions (such as pedestrian or park
improvements).
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District planning areas present opportunities for a mix of appropriate uses that enhance the unique
characteristics of a defined area of the City. Existing examples include the Wellborn Community Plan which
centers on the unique, rural character of the Wellborn area and the Medical District Master Plan which
focuses on creating a cohesive healthcare and wellness district.
Over the last 10 years, citizens, staff, and City leadership worked together to create seven neighborhood
and district plans. These plans provide strategic recommendations for an area within a defined timeframe
(typically seven years). Once adopted, those recommendations are either implemented over the planning
period, incorporated into relevant parts of the Comprehensive Plan, or additional planning efforts may
emerge due to changed conditions. Occasionally, some action items are not pursued due to changed
conditions or waning neighborhood interest. Many of the existing neighborhood plans are now outside of
their original planning timeframes. The City should establish a formal process for reviewing neighborhood
plans at defined intervals to assess what was achieved relative to the plan’s recommendations, what was
not achieved (and why), and whether additional planning efforts are needed for an area.
• Planning Area 1: Eastgate Neighborhood
Plan – Adopted in June 2011, this neighborhood
plan covers approximately 567 acres in one of
the City’s older neighborhoods along the eastern
edge of Texas A&M University.
• Planning Area 2: Southside Area
Neighborhood Plan – Adopted in September
2012, this neighborhood plan covers
approximately 720 acres in one of the City’s
oldest neighborhoods along the southern edge of
Texas A&M University.
• Planning Area 3: South Knoll Neighborhood
Plan – Adopted in September 2013, this neighborhood plan covers over 3,500 acres within the
City’s core.
• Planning Area 4: Central College Station Neighborhood Plan – Adopted in June 2010, this
neighborhood plan covers approximately 1,450 acres in the geographic center of the City.
• Planning Area 5: Wellborn Community Plan – Adopted in April 2013, this plan encompasses 929
acres in the southwestern portion of the City, including much of the historic Wellborn community
and focuses on retaining the rural character of the area. However, conditions have changed in
recent years and the community is facing continued development pressures for growth that may
now be appropriate, in contrast with the existing plan direction. A renewed planning effort in the
Wellborn area is needed.
• Planning Area 6: Medical District Master Plan - Adopted in October 2012, the Medical District
Master Plan creates a focused healthcare and wellness district that includes the City’s major
hospitals and medical facilities. This area is generally located along State Highway 6 near the Rock
Prairie Road interchange, which is one of the primary gateways into the City as one approaches
from the south. The plan links medical facilities into a cohesive district with supporting commercial
and residential areas that are being realized through the Midtown Reserve & City Center master
planned development. The City-owned Midtown Business Park, consisting of over 250 acres, is
located in this general area as well, providing economic development opportunities for office, light
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and heavy-industrial, and limited commercial uses. There are also significant natural features in the
area – branches of Lick Creek and Spring Creek – and these should continue to be incorporated
into the district as parks, greenway trails, and open space. Future development should also continue
cohesive identity elements such as signage, landscaping, and design that visually tie the district
together.
• Planning Area 7: Wolf Pen Creek District - This district along the Wolf Pen Creek corridor
combines parks, arts, and commerce by linking a variety of private and public facilities together
with an urban greenway. This area has been the subject of considerable planning efforts, including
specific Wolf Pen Creek Design Standards (within the Unified Development Ordinance), and
substantial public and private investment. Future planning should build upon these existing efforts to
expand the district’s reach into the adjacent areas of influence, resulting in a more urban character.
Redevelopment
Portions of the City are identified for focused redevelopment activities. Within these areas it is anticipated
that a change in use – and, if appropriate, character – requires some form of direct intervention by the City.
This intervention may involve regulation (e.g., City-initiated rezoning), investment (e.g., capital expenditure
on infrastructure), or incentives (e.g., fast-tracking of a project or density bonuses). This stands in contrast to
areas that experience changes in use based on market opportunities alone. Some of these redevelopment
areas may overlap established neighborhood areas, districts, or corridors and careful attention and cohesive
planning will be needed to provide appropriate transitions between redeveloping and existing areas.
• Planning Area 8: Northgate District & Redevelopment Area - This area serves as the City’s
primary entertainment district and represents the City’s only current urban character area. This area
has been and will continue to be the subject of considerable planning along with substantial public
and private investment. These efforts should be guided by the Northgate District Design Standards
(within the Unified Development Ordinance), the Mobility Study and Operations Plan, and any
emerging plans for the area. Continued development and redevelopment efforts in the Northgate
District should enhance the vibrant entertainment district and include vertical mixed-use projects,
retail and entertainment uses, and tourist attractions.
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• Planning Area 9: Texas Avenue & University Drive (FM 60) Redevelopment Area - This area
includes a number of underperforming land uses that, due to their proximity to two of the busiest
corridors in the City, are poised for redevelopment. Much of the area is currently subdivided into
small lots, making it difficult to assemble land for redevelopment. A portion of this area includes
the new City Hall site and a prime redevelopment opportunity to transition the former City Hall site
into a cohesive mixed-use area that incorporates retail, office, and residential uses. The proximity of
existing neighborhoods and the Texas A&M University campus requires careful site planning and
building design. These efforts should be complimentary to the nearby hospitality corridor planning
efforts, the Eastgate area, and the Texas A&M University Campus Master Plan while focusing on
bringing vertical mixed-use and other aspects of urban character to this portion of the City. This
area is consistently ranked as a high priority area for future planning efforts by residents and City
leadership.
• Planning Area 10: Harvey Road Redevelopment Area – This section of Harvey Road includes
newer commercial areas and a number of underperforming commercial and older multi-family
properties and apartment complexes. This area also includes the Post Oak Mall, which will
likely need to reposition itself in the near future to remain competitive. This presents an exciting
opportunity to evolve into a denser area of the City, including vertical and horizontal mixed-use
developments, which could compliment the adjacent Wolf Pen Creek District. During the 10-year
Comprehensive Plan evaluation, residents and City leadership expressed interest in alternative
options for future redevelopment and revitalization of this area, indicating a need for additional study
and engagement.
• Planning Area 11: George Bush Drive & Wellborn Road (FM 2154) Redevelopment Area - This
area includes a number of underperforming commercial properties and poor-quality residences
that, due to planned road changes to the George Bush Drive and Wellborn Road (FM 2154)
intersection along with the area’s proximity to Texas A&M University, are poised for redevelopment.
Much of the area is currently subdivided into small lots, making it difficult to consolidate land for
redevelopment. The presence of existing residences and businesses, and proximity to established
neighborhoods and the university campus, requires careful site planning and building design.
Redevelopment planning efforts should focus on bringing vertical and horizontal mixed-use and
other aspects of urban character to this portion of the City, while providing contextually appropriate
transitions to established areas of the Southside neighborhood. During the 10-year plan evaluation
residents were divided on alternative options for this area, indicating the need for further study
and public engagement. Residents strongly opposed changes to interior portions of the Southside
neighborhood across from Texas A&M University, thus future planning efforts within the Southside
neighborhood should center on the area surrounding the George Bush Drive and Wellborn Road
(FM 2154) intersection. These planning efforts will be prioritized and synced with the proposed road
changes, once the timing is known.
Gateway Corridors
Gateway corridors serve as functional and focal entry points into the City and its unique districts,
neighborhoods, redevelopment, and natural areas. These gateway corridors are prominent routes for
College Station residents and visitors alike. An effective gateway corridor establishes a positive impression
and identity that reinforces the community’s character. Several of these corridors serve as a link between
districts, further reinforcing their importance. Identity and beautification elements, such as decorative
markers and themed wayfinding signs, should be placed along these corridors. Additionally, landscaping
and streetscape elements should be unified and significant along these corridors. These corridors also offer
the opportunity for the placement of public art and other design elements.
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• Planning Area 12: Presidential Gateway & BioCorridor - This area located near the intersection
of State Highway 47 and Raymond Stotzer Parkway (FM 60) is a main entryway into the City from
the west. It is adjacent to the Texas A&M University Health Science Center, Easterwood Airport,
and nearby the RELLIS Campus in Bryan. The BioCorridor contains interconnected, master planned
properties specializing in corporate office, biomanufacturing, research and development, and
industrial uses. The area’s character is managed and regulated jointly by the cities of College Station
and Bryan largely through the BioCorridor Planned Development District. Future development
should build upon existing assets in the area and continue to enhance this primary gateway into the
City through cohesive design, landscaping, and signage.
• Planning Area 13: Hospitality Corridor - This area along University Drive (FM 60), spanning
from Tarrow Street and Fire Station #6 to the interchange at State Highway 6, is one of the main
entryways into the City from the highway. A number of hotels and restaurants are currently located
along this corridor. The focus of this corridor should be linking current and future hospitality facilities
into a cohesive corridor along with adjacent redevelopment areas that, over time, could emerge
as another urban character area. The plan should include identity elements such as signage,
landscaping, and enhanced design to visually tie the corridor together.
• Planning Area 14: Municipal Center Corridor - This area located along Krenek Tap Road
between State Highway 6 and Texas Avenue includes Stephen C. Beachy Central Park, the original
City cemetery, and several municipal facilities. The area also includes significant natural features
such as Bee Creek and several wooded areas. Plans for this corridor should enhance the municipal
facilities and support a mix of residential and commercial activities with an emphasis on cohesive
design that integrates the natural features of the area.
• Planning Area 15: Harvey Mitchell Corridor - This is an area of Harvey Mitchell Parkway (FM
2818) generally around its intersection with Texas Avenue extending eastward to State Highway
6. This area includes a significant amount of floodplain area adjacent to Bee Creek and significant
road frontage along Harvey Mitchell Parkway and Texas Avenue. The focus of this plan should be
the development of an urban area that incorporates the natural features of the area and design
elements that positively contribute to two prominent entries into the core of the City.
• Planning Area 16: Longmire & Highway 6 Frontage Road Corridor – This gateway corridor
is a major entryway into the City from State Highway 6. The area is generally defined as the State
Highway 6 Frontage Road at its intersection with Texas Avenue between Deacon Drive to Rock
Prairie Road and west to Longmire Drive. The corridor contains a series of older, underperforming,
and in many cases nonconforming, commercial and multi-family uses. As a key corridor, future
planning efforts should focus on redevelopment opportunities and identity enhancements such as
signage, landscaping, and design to create a more visually cohesive entryway and corridor.
• Planning Area 17: Wellborn Road (FM 2154) and William D. Fitch Corridor (State Highway
40) – This area is generally the southwestern gateway into the City near the intersection of Wellborn
Road (FM 2154) and William D. Fitch Parkway (State Highway 40). There is a future grade-separated
crossing at the intersection of these roads that will significantly change the area’s character. The
land west of the railroad and generally south of Rock Prairie Road is largely undeveloped but limited
in development potential due to sewer capacity constraints. A plan for this area should focus on
opportunities for visual enhancements such as signage, landscaping, and enhanced design to
create a more attractive entryway, along with compatible land uses such as light industrial that can
operate within existing constraints.
30CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Natural Corridors
Natural corridors exhibit opportunities for resource conservation and recreational activities. Examples
include the Carter Creek and Lick Creek Corridors. Each of these will be the subject of a future district or
corridor plan.
• Planning Area 18: Bee Creek Corridor - This corridor contains Bee Creek, which is a significant
stream that traverses many neighborhoods in the core of the City. This watershed has been the location
of intense development resulting in significant alteration to the stream. The focus of this corridor should
be on the continued restoration of the creek, development of recreational opportunities, and expansion
of its role in linking adjacent areas.
• Planning Area 19: Carter Creek Corridor - This corridor consists of the entirety of Carter Creek
and its associated floodplain. Carter Creek is a significant natural feature stretching along much of the
eastern edge of the City and linking College Station, Bryan, and the remainder of Brazos County. The
focus of this corridor should be the protection of this natural feature and development of recreational
opportunities that could cohesively connect the region.
• Planning Area 20: Lick Creek Corridor - This area includes Lick Creek Park and the surrounding
area. Lick Creek Park is one of the most significant natural features in College Station. It offers a unique
natural setting and protects much of the Lick Creek watershed along with a large, wooded area and the
habitats of rare and endangered species. The focus of this corridor should be the continued protection
of the natural features, additional recreational and educational opportunities, and the expansion of its
role in linking adjacent areas.
31CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
FUTURE LAND USE & CHARACTER
Future land use serves as a guide for how all property within the City may develop in the future. Each
future land use category contains a character-based description and overall intent of the category, along
with generally appropriate zoning districts that help achieve the desired character. There are also example
photographs from existing developments in College Station or other communities to visually illustrate the
desired development characteristics.
The appropriateness of zoning change requests will be considered using multiple criteria including, but not
limited to, whether the request is aligned with Map 2.2, Future Land Use & Character, whether changed
or changing conditions exist in the area, compatibility with existing uses and development patterns, impact
on environmentally sensitive and natural areas, impact on and timing of infrastructure, and consistency
with all goals and strategies of the Comprehensive Plan. The zoning districts listed as generally appropriate
under each future land use category are meant to provide guidance and do not represent affirmative
support of each listed zoning district.
The land use strategies discussed in this chapter are further clarified by the future land use category
descriptions and are visually portrayed in Map 2.2, Future Land Use & Character. The associated
acreages in each land use category are compiled in Table 2.1, Summary of Future Land Use Acreages.
With the 10-year
Comprehensive Plan update
several changes were
made to the future land use
categories and map based on
community and stakeholder
input, changing conditions,
and best practices identified
during the evaluation
process. These changes
include renaming, simplifying
and reducing the number of
categories, refining the land
use definitions, creating new
categories to encourage
and support emerging
development forms, and
reconsidering how land uses
apply to various areas of the
City.
The future land uses
described below and applied
to Map 2.2, Future Land
Use & Character are meant
to realize the citizens’ vision
for the future of College
Station.
Table 2.1 - Summary of Future Land Use Acreages
Future Land Use City Limits ETJ
Urban Center 335.6
Neighborhood Center 1,256.2
General Commercial 1,854.5 159.4
Neighborhood Commercial 527.7
Business Center 968.0 874.0
Urban Residential 946.7
Mixed Residential 1,082.9 209.1
Suburban Residential 6,348.2 577.7
Estate Residential 2,822.7 885.0
Rural 7.8 57,785.4
Neighborhood Conservation 1,795.7
Medical 187.8
Wellborn 434.6 38.0
Institutional/Public 952.3 4.2
Texas A&M University 4,839.8 44.4
Parks & Greenways 870.4 *17.3
Natural & Open Areas 5,132.0 41,804.3
TOTALS 30,362.9 102,381.5
*Note: The 17.3 acres of Parks & Greenways in the ETJ is the park within the Southern Pointe subdivision, which will be annexed into the City in the future per their development agreement
111
2
3
444
555
666
888
999 101010
111111
121212
131313
151515
161616
171717
181818
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202020WILLIAM D. FITCH PKWYF
M
21
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XA
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AV
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SUNIVERSITY DRS
H
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S
SH
6
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TEXAS A&M UNIVERSITY
FLOODPLAIN
5 MILE ETJ
CITY LIMITS
BRYAN
MAIN CORRIDORS
* EXISTING PLANNING EFFORT OR DESIGN STANDARDS
REDEVELOPMENT AREAS
8.NORTHGATE DISTRICT*
9.TEXAS AVENUE & UNIVERSITY DRIVE AREA
10 HARVEY ROAD AREA
11.GEORGE BUSH DRIVE & WELLBORN ROAD AREA
GATEWAY CORRIDORS
12.PRESIDENTIAL GATEWAY & BIOCORRIDOR*
13.HOSPITALITY CORRIDOR*
HARVEY MITCHELL CORRIDOR15.
14.MUNICIPAL CENTER CORRIDOR
WELLBORN ROAD & WILLIAM D. FITCH CORRIDOR17.
16.LONGMIRE & HIGHWAY 6 FRONTAGE ROAD CORRIDOR
NATURAL CORRIDORS
18.BEE CREEK CORRIDOR
19.CARTER CREEK CORRIDOR
20.LICK CREEK CORRIDOR
NEIGHBORHOODS & DISTRICTS
1.EASTGATE NEIGHBORHOOD PLAN*
3.SOUTH KNOLL NEIGHBORHOOD PLAN*
CENTRAL COLLEGE STATION NEIGHBORHOOD PLAN*4.
2.SOUTHSIDE AREA NEIGHBORHOOD PLAN*
5.WELLBORN COMMUNITY PLAN*
6.MEDICAL DISTRICT MASTER PLAN*
7.WOLF PEN CREEK DISTRICT*
Planning Areas
M AP 2.1
ETJETJETJ
CITY LIMITSCITY LIMITSCITY LIMITS
BRYANBRYANBRYAN
GEORGE BUSH DRUNIVERSITY DRSOU THWES TPKWYTE
XA
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AV
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DEACON DRROCK PRAIRIE RDHARVEY RDGRAHAM RDEAGLE AVEBARRON RDHOLLEGREENS PRAIRIE RDMANDRS
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6
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SWILLIAM D. FITCH PKWYFM 60F
M
2
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URBAN CENTER
NEIGHBORHOOD CENTER
GENERAL COMMERCIAL
NEIGHBORHOOD COMMERCIAL
BUSINESS CENTER
URBAN RESIDENTIAL
MIXED RESIDENTIAL
SUBURBAN RESIDENTIAL
ESTATE RESIDENTIAL
RURAL
NEIGHBORHOOD CONSER VATION
MEDICAL
WELLBORN
INSTITUTIONAL/PUBLIC
TE XAS A&M UNIVERSITY
PA RKS & GREENWAY S
NATURAL & OPEN AREAS
REDE VELOPMENT AREAS!!!!!!Future Land Use
& Character
*NOTE : A COMPREHENSIVE PLAN SHALL NOT
CONSTITUTE ZONING REGULATIONS OR ESTA BLISH
ZONING BOUNDARIES
M AP 2.2
34CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Future Land Use Categories
URBAN CENTER
Areas that are appropriate for the most intense development
and mix of uses arranged in a compact and walkable pattern.
These areas will tend to consist of multi-story residential,
commercial, and office uses that may be mixed vertically
within mixed-use structures or horizontally in an integrated
manner. Urban Centers should also incorporate consolidated
parking facilities, access to transportation alternatives, open
space and recreational facilities, and public uses.
Building Height: 5 stories average
Mobility: Walking, bicycling, transit, automobile
Intent
• Create and reinforce walkable activity centers with
small blocks that are connected to surrounding
development and include a mix of complementary
uses
• Accommodate a mix of building types including
freestanding and attached structures that frame
attractive pedestrian zones between buildings and
streets
• Encourage commercial uses along primary streets
• Encourage vertical mixed-use structures with ground-
floor retail in appropriate locations such as along
major corridors
• Support multi-family residential as a secondary
component of a center
• Encourage shared surface parking located behind
buildings or to the side of buildings, structured
parking, and on-street parking where possible
Generally appropriate zoning districts:
Mixed-use, Northgate zoning (in Northgate only), Wolf Pen
Creek zoning (in Wolf Pen Creek only)
35CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
NEIGHBORHOOD CENTER
Areas that are appropriate for a mix of uses arranged
in a compact and walkable pattern at a smaller scale
than Urban Centers. These areas consist of residential,
commercial, and office uses arranged horizontally in an
integrated manner and may be mixed vertically within
structures. Neighborhood Centers should also incorporate
consolidated parking facilities, access to transportation
alternatives, open space and recreational facilities, and
public uses.
Height: 3 stories average
Mobility: Walking, bicycling, transit, automobile
Intent
• Create and reinforce walkable activity centers that
are connected to surrounding development and
include a mix of complementary uses
• Accommodate a mix of building types that frame
attractive pedestrian spaces
• Encourage commercial uses along primary streets
• Support vertical mixed-use structures with ground-
floor retail in appropriate locations such as along
corridors or major intersections
• Support multi-family residential as a secondary
component of a center
• Encourage shared surface parking located behind or
to the side of buildings (with some limited parking in
front of buildings), structured parking, and on-street
parking where possible
Generally appropriate zoning districts:
Mixed-use, Wolf Pen Creek zoning (in Wolf Pen Creek
only) General commercial and multi-family zoning may
be considered in some circumstances if designed in an
integrated manner with a preferred emphasis on urban form
36CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
GENERAL COMMERCIAL
Concentrated areas of commercial activities that cater
to both nearby residents and to the larger community or
region. Generally, these areas tend to be large and located
along regionally significant roads. Due to their context, these
areas tend to prioritize automobile mobility.
Height: 1-2 stories average
Mobility: Primarily automobile, but accessible by
walking, bicycling, and transit
Intent
• Accommodate a wide range of commercial uses
• Concentrate future commercial development at
major intersections
• Provide connectivity to surrounding bicycle and
pedestrian networks and provide safe pedestrian
facilities within sites
• Encourage transitions in building height and mass
when adjacent to residential neighborhoods
• Support multi-family residential as secondary uses
on a site
• Encourage shared surface parking
Generally appropriate zoning districts:
General commercial, office, and mixed-use zoning
37CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
NEIGHBORHOOD COMMERCIAL
Areas of commercial activities that cater primarily to
nearby residents. These areas tend to be smaller format
than general commercial and located adjacent to major
roads along the fringe of residential areas. Design of
these structures is compatible in size, architecture, and lot
coverage with surrounding residential uses.
Height: 1-2 stories average
Mobility: Primarily automobile, but accessible by
walking, bicycling, and transit
Intent
• Accommodate limited commercial services
compared to General Commercial
• Provide pedestrian and bicycle connectivity to
surrounding neighborhoods and nearby public uses
(schools, parks, etc.)
• Support some residential uses that are compatible
with the surrounding neighborhood character
• Encourage transitions in building height and mass
when adjacent to residential neighborhoods
• In a walkable neighborhood context, locate new
buildings near the street and accommodate parking
to the side or rear of buildings with some limited
parking in front of buildings and accommodate on-
street parking where possible
Generally appropriate zoning districts:
Suburban commercial and office zoning
38CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
BUSINESS CENTER
Areas that include office, research, or industrial uses
that may be planned and developed as a unified project.
Generally, these areas need convenient access to arterial
roadways.
Height: Varies
Mobility: Primarily automobile
Intent
• Accommodate a variety of large footprint buildings
• Accommodate commercial and service uses within
Business Centers
• Accommodate pedestrian, bicycle, and transit
connectivity to and within Business Centers
• Provide buffering through landscaping and building
placement where large-scale employment sites are
adjacent to residential areas
Generally appropriate zoning districts:
Business park, industrial, and commercial industrial zoning
39CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
URBAN RESIDENTIAL
Areas that are appropriate for a range of high-density multi-
family and attached residential development in various
forms including townhomes, apartment buildings, mixed-
use buildings, and limited non-residential uses that are
compatible with the surrounding area.
Height: 3 stories average
Mobility: Walking, bicycling, transit, automobile
Intent
• Accommodate a wide range of attractive multi-
family housing for a diverse population. Buildings
may be clustered and grouped. Building setback
from street varies but is generally consistent within a
development
• Provide vehicular and pedestrian connectivity
between developments
• Accommodate streetscape features such as
sidewalks, street trees, and lighting
• Support commercial, service, office uses, and
vertical mixed-use within redevelopment areas
Generally appropriate zoning districts:
Multi-family, townhouse, mixed-use, and limited suburban
commercial zoning
40CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
MIXED RESIDENTIAL
Areas appropriate for a mix of moderate density residential
development including, townhomes, duplexes, small multi-
family buildings (3-12 unit), and limited small-lot single
family. These areas are appropriate for residential infill and
redevelopment that allows original character to evolve.
These areas may serve as buffers between more intense
multi-family residential or mixed-use development and
suburban residential or neighborhood conservation areas.
Height: Varies (generally 2-3 stories)
Mobility: Walking, bicycling, transit, automobile
Intent
• Accommodate a walkable pattern of small lots, small
blocks, and well-connected street pattern
• Accommodate streetscape features such as
sidewalks, street trees, and lighting
• Encourage community facilities, parks, and
greenways within neighborhoods
• Support neighborhoods with a mix of housing types
and where larger or more dense housing is located
near community facilities or adjacent to commercial
or neighborhood centers
Generally appropriate zoning districts:
Duplex, townhouse, middle housing, and limited-scale
single-family
41CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
SUBURBAN RESIDENTIAL
Primarily single-family residential areas that consist of low
to moderate density single-family lots. These areas may also
include limited townhomes, duplexes, other housing types,
and some non-residential uses that are compatible with
surrounding single-family areas. Development types tend to
be highly consistent within a subdivision or neighborhood.
Height: 1-2 stories
Mobility: Primarily automobile, but accessible by walking,
bicycling, and transit to surrounding neighborhood services
and centers
Intent
• Accommodate streetscape features such as
sidewalks, street trees, and lighting
• Support neighborhoods with a mix of housing types
• Encourage community facilities, parks, and
greenways within neighborhoods
• When establishing new residential areas or
expanding existing developments, provide
pedestrian and vehicular connectivity between
adjacent developments
Generally appropriate zoning districts:
General and restricted suburban zoning
42CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
ESTATE RESIDENTIAL
Primarily single-family residential areas that have a low level
of development activities. These areas are appropriate for
very low-density residential lots of one-acre or greater lot
sizes or average 20,000 square feet lots when clustered
around open space.
Height: 1-2 stories
Mobility: Primarily automobile
Intent
• Support a wide range of lot sizes, long blocks, and
curvilinear streets. Buildings tend to be located
greater than 30 feet from a fronting street.
• When establishing new residential areas or
expanding existing developments, provide
pedestrian and vehicular connectivity between
adjacent developments
Generally appropriate zoning districts:
Estate, rural, and manufactured home park zoning
43CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
NEIGHBORHOOD CONSERVATION
Residential areas that are essentially “built-out” and are
not likely to be the focus of extensive infill development
or redevelopment. These areas often were platted before
current development regulations were in place often
resulting in nonconforming situations. These areas are
appropriate for overlays or zoning classifications that
provide additional character protection and address
nonconforming issues.
Height: 1-2 stories
Mobility: Walking, bicycling, transit, automobile; on-street
parking and private off-street parking
Intent
• Maintain the existing housing stock, lot patterns,
and character of neighborhoods
• Support infill housing that fits-in with neighboring
homes (scale, placement, use, etc.)
• Address nonconforming lot issues through flexible
development regulations
• Maintain established trees
Generally appropriate zoning districts:
General and restricted suburban, single-family overlays
44CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
TEXAS A&M UNIVERSITY
Areas owned by Texas A&M University and are appropriate
for campus development as described in the Texas A&M
Campus Master Plan and related documents.
INSTITUTIONAL/PUBLIC
Areas that are, and are likely to remain, in some form of
institutional or public activity. Examples include schools,
libraries, municipal facilities, and major utilities.
MEDICAL
Areas appropriate for medically related uses and supporting
office, commercial, and residential uses. The medical
land use designation surrounding Rock Prairie and State
Highway 6 is further detailed in the Medical District
Master Plan, which envisions a wide array of medical
and supporting services and activities concentrated in
the district. This includes the two major hospitals in close
proximity to residential neighborhoods, neighborhood
centers, offices, and commercial uses.
Height: Varies
Mobility: Walking, bicycling, transit, automobile
Generally appropriate zoning districts:
Varies
WELLBORN
The Wellborn Community Plan envisions the future of
Wellborn to maintain its rural character with open space
that is both privately and publicly held. The area will
continue as a place where neighborhood commercial uses
support surrounding low-density residential properties.
Height: Varies
Mobility: Primarily automobile
Zoning districts: Wellborn zoning districts, as appropriate
and specified in the Wellborn Community Plan
45CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
PARKS & GREENWAYS
Areas that are permanently protected from development.
Such areas are preserved for their natural function or
for parks, recreation, or greenways opportunities. These
areas include, publicly owned open space, conservation
easements, greenway trails, and public parks.
NATURAL & OPEN AREAS
This land use designation is generally for areas that
represent a constraint to development and that should be
conserved for their natural function or open space qualities.
These areas include floodplains, riparian buffers, common
areas, and open space. The boundaries of the Natural &
Open Areas land use are illustrative, and the exact location
of floodplains and other physical constraints are determined
during the development process.
Generally appropriate zoning districts
Natural areas protected
RURAL
Areas that, due to public service limitations, inadequate
public infrastructure, or a prevailing rural or agricultural
character, should have very limited development activities.
These areas will tend to include a mix of large acreages
(ranches and farmsteads) and limited large-lot (two acre
or larger) residential developments. Open space is the
dominant feature of these areas.
Height: Varies
Mobility: Primarily automobile
Generally appropriate zoning districts
Rural and manufactured home park zoning
46CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Community Assets & Images Corridors
The physical design and appearance of the built environment – what buildings, streets, and parks look
like – contributes significantly to the character and identity of the City. This section identifies many of the
community’s unique assets and provides general policy guidance regarding suburban and urban design,
streets and streetscape design, public buildings and facilities, image corridors, and gateways. More specific
and detailed guidance will be provided through subsequent neighborhood, district, and corridor plans, as
well as master plans and other studies and plans adopted by the City Council.
COMMUNITY ASSETS
College Station has a number of existing assets (both natural and man-made) that contribute significantly
to the character and identity of the City and, thus, are deserving of identification and worthy of policy
guidance. Map 2.3, Community Assets & Image Corridors, visually portrays these assets which
include natural features such as Carter Creek and Lick Creek, connections to the greater region such
as Easterwood Airport, public facilities such as the Texas A&M University campus and Veterans Park,
and various vistas and views. Care should be taken to protect each of these assets from encroachment
by incompatible land uses and from insensitive development activities that would compromise their
contribution to the area’s character and identity.
IMAGE CORRIDORS
Image corridors are delineated on Map 2.3, Community Assets & Image Corridors, reflecting their
importance as routes that many residents and visitors travel and, along the way, form impressions of
College Station. Several of these corridors serve as a link between districts, further reinforcing their
importance. Identity and beautification elements, such as decorative markers and themed wayfinding signs,
should be placed along these corridors. Additionally, landscaping and streetscape elements should be
unified and significant along these corridors. These corridors also offer the opportunity for the placement
of public art and other design elements. Primary image corridors include corridors that carry high volumes
of traffic and move travelers through or along some of the City’s most significant assets. Examples include
State Highway 6, Texas Avenue, and Wellborn Road (FM 2154). Secondary image corridors include corridors
that tend to carry slightly less traffic volume and move travelers mainly through the community’s significant
business or residential areas. Examples include Rock Prairie Road, Harvey Road (FM 30), and portions
of University Drive (FM 60). Image corridors also offer an opportunity to support the City’s resource
conservation objectives through the preservation of open space and other natural features along these key
corridors. Where these corridors cross streams, go through forested areas, or offer attractive vistas, care
should be taken in how bridges are constructed, banks are stabilized, stormwater is managed, trees are
protected, and views are kept unobstructed to maximize the positive impressions gained by these assets.
GATEWAYS
A gateway serves as the symbolic entry point to an area, whether the City, a neighborhood, or a district.
An effective gateway establishes an immediate positive impression that reinforces the character of an area
and is visually harmonious with its surroundings. The key gateways into these areas need specific design
elements and enhancements to create such an experience. For neighborhoods this may be in the form of
landscaping or an entrance monument. For districts and corridors this may be in the form of landscaping,
47CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
streetscape, special lighting, signage, public art, or building design. Along the image corridors at key entry
points to the City this may be in the form of landscaping, special signage, public art, or enhancements to
bridges and overpasses.
Each of the neighborhood area plans, district plans, and corridor plans should address the most effective
means to enhance associated gateways. This section outlines the framework for the most appropriate
manner to address the key gateways into and out of the City as a whole. This plan identifies three levels of
gateways, each with its own specific purpose and related design focus.
Early Image-Setting Gateways are locations
where those approaching the community can first
be engaged and experience College Station’s unique
identity. These areas offer opportunities for tasteful
signage and landscaping that are harmonious with
the surrounding rural areas while announcing one’s
pending arrival into College Station. Examples
of appropriate locations for such enhancements
are the intersection of University Drive/Raymond
Stotzer Parkway (FM 60) and Wellborn Road (FM
2154), the FM 60 crossing of the Brazos River, and
the intersection of State Highway 47 and Raymond
Stotzer Parkway (FM 60).
Secondary Welcoming Gateways are locations
where community identity and themes can be
reinforced through more substantial enhancements.
These may include significant monument signage,
substantial areas of landscaping and tree planting,
and flags. Generally, these are located within the
city limits but prior to arrival in the core of the City
itself. Examples of appropriate locations for such
enhancements are the Rock Prairie Road interchange
with State Highway 6, the intersection of George
Bush Drive and Harvey Mitchell Parkway (FM 2818),
and the city limits at South College Avenue.
Primary Arrival Gateways are locations where the
most substantial enhancements should be installed.
These may include significant monument signage,
substantial areas of landscaping and tree planting,
fountains, lighted icons, and large-scale art. Examples
of appropriate locations for such enhancements are
the intersection of Texas Avenue and State Highway 6, the University Drive/Raymond Stotzer Parkway
(FM 60) interchange with Harvey Mitchell Parkway (FM 2818), and the intersection of Texas Avenue and
University Drive (FM 60).
For these gateways to succeed, it is essential that common elements be used throughout each of the
three levels. Further, enhancements should be focused and sized properly to have the intended impact.
Enhancements dispersed over a wide area, lacking common elements, and sized inappropriately will have
less of an impact and will miss a critical opportunity to reinforce the character and identity of College
Station.
M AP 2.3
GEORGE BUSH DRGEORGE BUSH DRGEORGE BUSH DRG3
G3
G3
G3
G3
G2
G2
G2
G2
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A&M
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A&M
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(A&M Land)
at FM 60
and Brazos
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View From
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Open Space
Views
at SH 6 and
FM 2154
WO LFWOLFWOLF PE NPENPEN CRECRECREEEEKKK
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49CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Strategic & Ongoing Actions
The actions listed below designed to achieve the City’s goal of vibrant and distinct districts, attractive
neighborhoods, revitalized gateways and corridors, and conserved natural areas, grounded in environmental
stewardship and resiliency.
STRATEGIC ACTIONS
2.1 Review and undertake amendments to the Unified Development Ordinance’s zoning districts.
Consider amendments necessary to implement the Future Land Use & Character categories and
definitions.
2.2 Prioritize and undertake detailed plans for priority neighborhoods, districts, corridors, or
redevelopment areas. The City should commit to proactively planning for a limited set of target
areas, as specified in Map 2.1, Planning Areas.
2.3 Creative incentives and programs to revitalize existing areas and established neighborhoods.
This could include façade or landscaping improvement programs or rehabilitation initiatives. New
programs should align with and complement existing City efforts through the Neighborhood
Partnership Program, Neighborhood Grant Program, and proposed property maintenance
programming.
2.4 Evaluate existing policies and create incentives for low impact and sustainable development.
Encourage policies and regulations that incentivize sustainable practices such as energy reduction,
renewable energy, water conservation, protection of natural resources, use of native and adapted
vegetation, adaptive reuse, waste minimization, and stormwater management.
2.5 Pursue feasibility of a tree preservation and/or tree planting incentive program. This could
involve regulatory changes, incentives to preserve existing trees (especially large canopy trees) in
new development and redevelopment projects, requiring replacement of trees that are destroyed or
removed, proactive efforts by the City such as planting trees and installing landscaping along major
road corridors and gateways, or a program where the City or a partner agency provides trees at
reduced cost.
2.6 Create additional incentives for conservation design and evaluate the effectiveness of
cluster development standards in the Unified Development Ordinance. Common incentives
include density bonuses where a project may be permitted a greater total density in exchange for
preservation of common open space areas.
2.7 Integrate parks, greenways, and community facilities within new neighborhoods. Ensure
that parks, greenways, and other types of open spaces are integrated into the design of new
neighborhoods and that appropriate connections are made to existing facilities. Also consider
opportunities and partnerships to locate civic uses (such as recreation centers, schools, libraries)
within new neighborhoods or redevelopment areas.
50CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
ONGOING ACTIONS AND POLICY DIRECTION
2.8 Evaluate and update development standards in the Unified Development Ordinance. Evaluate
the effectiveness of development standards such as mobility and connectivity, off-street parking,
building form and design, landscaping and buffers, exterior lighting, or other applicable standards to
achieve desired design form and quality.
2.9 Develop or refine incentives to promote high quality design. Such incentives may include
regulatory (flexible standards, density bonuses), procedural, cost-sharing agreements, and
tax incentives, among others. Incentives could be targeted to specific geographies or types of
development (such as mixed-use or commercial).
2.10 Encourage parking alternatives to support redevelopment opportunities. Use regulatory or
other incentives to encourage residential, commercial, and mixed development models in the City’s
targeted Redevelopment Areas that integrate structured parking, reduced parking requirements, or
shared parking agreements to enable more productive use of the overall site in place of extensive
surface parking.
2.11 Continue to initiate proactive zoning map updates. Amend the zoning map in strategic areas to
encourage transitions to the desired community character and help implement the Future Land Use
& Character Map. Proactive zoning map changes may also encourage redevelopment in targeted
areas.
2.12 Continue beautification programs. Maintain and consider opportunities to expand beautification
partnerships with Keep Brazos Beautiful and other organizations.
As the basic building blocks of a city, neighborhoods are places to live, grow, and
develop thriving communities. Strong neighborhoods are not just collections of
dwelling places; they are also defined by community institutions like schools, parks,
and places of worship, along with local streets and in some contexts, neighborhood
businesses. In many ways, a community is only as strong and sustainable as its
neighborhoods. These foundational building blocks contribute to a unique sense of
place and community identity, with residents contributing to partnerships, leadership,
and civic involvement. An array of vibrant and desirable neighborhoods will help
sustain a City that empowers all residents to belong and thrive.
STRONG
NEIGHBORHOODS3
ADOPTED OCTOBER 14, 2021
52CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Goal
Viable and attractive neighborhoods that maintain
long-term neighborhood integrity while collectively
providing a wide range of housing options and
other services for a diverse population.
Purpose
The purpose of this chapter is to provide the
strategies and actions that encourage attractive,
livable neighborhoods that meet the City’s housing
needs. Issues such as housing affordability,
compatibility with adjacent land uses, property
maintenance, neighborhood traffic, rental housing,
and historic preservation impact the quality
and stability of neighborhoods. The intent is the
continued viability and long-term protection of
College Station’s residential neighborhoods.
This chapter discusses existing conditions
within neighborhoods and outlines major
planning considerations and policy guidance.
This is followed by strategic action items for
implementation.
Overview
The desire for strong neighborhoods that meet
housing demand while maintaining affordable
options and contributing to quality of life has
been in the forefront of community debate since
College Station’s founding. The need to provide
infrastructure to off-campus neighborhoods served
as one of the primary reasons for the incorporation
of College Station in 1938. More than eighty years
later, the City continues to balance its role as the
home of Texas A&M University, one of the largest
public universities in the nation, with the need
to provide excellent services to all residents who
make College Station their home.
With on-campus housing available for only 11,366
of its 71,109 students1, the majority of students
live off-campus in apartments and other rental
properties including multi-family, condominium,
townhome, and single-family residences. This
integration of the student population with the
permanent population creates a unique community
where school spirit is apparent in almost all
1TAMU Department of Residence Life and TAMU Accountability
53CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
facets of daily life. On occasion, lifestyle differences between student households and long-term resident
households can cause tension in neighborhoods. Issues related to noise, property maintenance, and
parking are increasingly prevalent as market influences make purchasing homes for conversion to rental or
investment property more attractive. The City encourages compatible infill and redevelopment opportunities
that increase housing availability near the campus core while preserving the identity and character of
existing neighborhoods.
As residential construction continues, College Station must consider the long-term viability of its newest
neighborhoods and how they fit into the community fabric. Neighborhoods should capitalize on what sets
them apart from other neighborhoods, while creating a seamless transition between different housing
types and adjacent land uses. Building community and neighborhood integrity includes building strong
neighborhood organizations. Promoting homeowner and neighborhood associations is an important aspect
of developing neighborhood integrity. These associations provide opportunities for localized decision
making and community ownership that contribute to sustaining the attractiveness and marketability of
neighborhoods.
Existing Conditions
Early College Station neighborhoods developed around
parks and schools, in proximity to major university
entrances, and were bordered by commercial land uses
on major thoroughfares. The formation of the area’s early
neighborhoods and housing also reflected the racial
segregation patterns of the time. Specifically, the McCulloch
Subdivision and Prairie View Heights are two historically
African American neighborhoods. It is important to recognize
these socio-spatial trends as they have had significant
impacts on people, the community, and neighborhood
development trajectories over time.
Outside the City’s core, the majority of College Station’s
neighborhoods developed after 1970, due in large part to
Texas A&M University opening admission to women and
minorities in the late 1960s. These newer developments tend
to be large, multi-phased subdivisions that take access from
the City’s thoroughfare system, with limited connectivity
between subdivisions. These neighborhoods are primarily
single-family detached housing developments. There is
very little neighborhood-oriented commercial activity within
walking distance and those proposed uses adjacent to
established residential neighborhoods have been protested
on many occasions by the residents.
According to the 2019 American Community Survey2, the City has 46,353 total housing units. Single-family
detached and multi-family units account for 87.1% of the housing stock (43.9% and 42.3% respectively). The
remaining 12.9% is distributed amongst single-family attached (6.5%), duplex (6.1%), mobile home (1%), and
boat, RV, and van (0.1%). Furthermore, 25,151 (62.3%) of housing units within the City are renter-occupied
and 15,206 (37.7%) are owner-occupied.
2U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
54CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Housing costs in College Station are essentially identical to the national average. The median value for a
house in College Station is $241,600 whereas the median nationally is $240,500.3
HOUSING CONDITIONS
The City maintains robust data on housing
conditions, having collected and compiled these
data every five years since 1995. A set of definitions
has been developed (see Figure 3.1 Housing
Condition Definitions), categorizing the condition
of housing units as excellent, conservable,
substandard, or dilapidated.
As seen in Figure 3.2 Condition of Housing
Units, the percentage of housing units in
excellent condition increased between 2010
and 2015, reflecting a surge in new construction
and renovations. Units in excellent condition
then decreased by 5.6 percentage points from
2015 to 2020, corresponding to about a 4.5
percentage point increase in conservable units,
a 1.1 percentage point increase in substandard
units, and a 0.1 percentage point increase in
dilapidated units. It should be mentioned that the
2010 percentages applied to only single-family and
duplex units while the 2015 and 2020 percentages
also incorporated multi-family units.
The housing conditions trends highlight the need
for a continued and enhanced focus on property
maintenance programs and upkeep. The data
suggest that this need is likely especially relevant
for multi-family properties. Additionally, care should
be taken to promote quality housing conditions in low - and moderate - income neighborhoods. While
recent housing conditions data do not differentiate between neighborhood income categories, a 2005
survey by Texas A&M students revealed that 81% of substandard and dilapidated units were found in low -
and moderate-income neighborhoods, which comprised only 17% of the City’s homes at that time.
Figure 3.1 - Housing Condition
Definitions (from the
Consolidated Plan)
Excellent: These houses were well maintained
and did not obviously require any repairs.
Conservable: Houses that are currently
maintained and in generally good repair.
Any required work is minor and can be
accomplished in one weekend. Improvements
include painting and repair of screens.
Substandard: Houses that require significant
repair. A substandard unit is one that needs
additional repairs that are more than required
in normal maintenance such as a damaged
wall, plumbing problems, broken windows and
overall general repairs
Dilapidated: Houses that do not provide
safe or adequate shelter and endanger the
health, safety, and wellbeing of the occupants.
Repair costs could exceed 50% of the value
of the house. Such units have one or more
critical defects or a combination of a number
of deficiencies to the extent as to require
considerable repair or comprise inadequate
construction. Defects, in addition to those listed
above for substandard units, include: holes;
open cracks; loose, rotten, or missing materials
over large areas of the foundation, walls, or
roof; sagging roof ridges, eaves, or out of plumb
walls; extensive damage caused by fire, storm,
flooding, termites, etc.
Figure 3.2 - Condition of Housing Units
2010*2015 2020
Excellent 65.9%77.0%71.4%
Conservable 31.6%22.6%27.07%
Substandard 2.5%0.3%1.37%
Dilapidated 0.1%0.1%0.19%
*Includes only single-family and duplex units
3U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
55CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
AGE OF HOUSING STOCK
Housing quality can often be tied to the age of the housing stock. As can be expected of an 80-year-old
city, the housing stock is also relatively young; only 24% of the housing stock is more than 40 years old
compared to 29.1% in Brazos County and 38.9% in Texas.4 The majority of homes in College Station were
built after 1990.
In light of this, the housing stock in College Station is in moderate to good condition. Areas in close
proximity to the university with large concentrations of rental properties are facing more rapid deterioration
than other areas of town. As housing begins to age in College Station, the City could see a greater rate of
demolition and redevelopment in its core. Policies and practices that encourage harmonious redevelopment
and infill opportunities will become increasingly
important to maintain the character of existing
neighborhoods while meeting housing demand.
RENTAL MARKET
Over the years the local housing market has
seen increased demand for new housing and a
significant conversion of existing single-family
homes to rental housing. From 2010 to 2020,
the percentage of renter-occupied units has
fallen slightly from 65.2%5 to 62.3%6, while still
maintaining a majority of the market. Rental
properties near the university are often priced using
a rent-by-the-bedroom model, resulting in rental
costs that are inflated compared to the remainder
of the City. This can have negative ramifications
for families and young professionals seeking rental
housing near the university who find themselves
priced out of the market. Increased rental costs
along with increased demand have also driven up
property values around the university.
Neighborhoods near the university are seeing a
rapid transition from older owner-occupied units
to newly constructed units tailored primarily to
student renters. Older homes may be converted
into larger structures either by adding bedrooms
or subdividing large lots, enabling the demolition
of older homes and construction of multiple units
on properties that previously held one structure.
These newly constructed units often have a similar
look and are characteristically large, two-story homes with four or more bedrooms that each have their own
attached bathroom. This style is often referred to as a “stealth dorm” and is marketed almost exclusively
to student renters. The proliferation of stealth dorm development changes the existing character of older
traditionally single-family neighborhoods. The increased demand for density near the campus core must be
balanced with measures aimed at protecting the character of existing neighborhoods.
4U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
5U.S. Census Bureau, 2010 American Community Survey 5-Year Estimate
6U.S. Census Bureau, 2019 American Community Survey 5-Year Estimate
56CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
AFFORDABLE HOUSING
Since 1990, the City of College Station has more than doubled its population, thus increasing demand on
the available housing stock and necessitating rapid construction of new neighborhoods. These factors have
affected the median house price in the City (See Figure 3.3 for Population Growth). The City’s population
growth is closely tied with the growth of Texas A&M University as it adds approximately one thousand new
students annually.
As a result of the high demand for student accommodations near the university, housing prices have
continued to rise over the last decade (See Figure 3.4 for Median Housing Prices). As house prices
grow, citizens who are unable to keep up with the rapid increase in rental prices, house prices, or property
300,000
250,000
200,000
150,000
100,000
158,000
163,950
168,000
181,250
204,900
224,000
237,000
238,250
240,000
248,000
50,000
0
2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Figure 3.4 - Median House Value Change 2011-20208
140,000
120,000
100,000
80,000
60,000
52,456
58,892
67,890
81,930
93,857
106,465
123,306
40,000
20,000
0
1990 1995 2000 2005 2010 2015 2020
Figure 3.3 - College Station Population Growth 1990-20207
* The 2020 population projection is through April 1, 2020. Census 2020 results were not available at the time of the 10-Year update to this Comprehensive Plan
7Data provided by City of College Station Planning & Development Services
8 Data provided by Bryan-College Station Association of Realtors
57CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
taxes may be forced away from the City core to less expensive areas. This is known as gentrification and
is discussed in depth in following sections. There are many negative impacts of gentrification including
displacing original occupants, changing the character of neighborhoods, intensifying displaced persons’
reliance up on private vehicles and exacerbating their transportation costs due to increased distances and
also increasing congestion. Programs and policies aimed at providing affordable and workforce housing,
along with encouraging a mix of housing types for all demographics and lifestyles, will be essential to
maintain viable and strong neighborhoods that serve all College Station citizens.
CODE ENFORCEMENT AND NOISE VIOLATIONS
The City maintains an active Code Enforcement program that enforces ordinances, investigates violations,
and addresses nuisance issues such as junked vehicles, trash, tall grass, and property maintenance. Since
2009, nearly 105,000 enforcement actions have been processed across the City. The Code Enforcement
team proactively educates citizens on code requirements and takes an education-first approach to
enforcement actions.
The City’s Police Department is tasked with enforcing noise ordinances, averaging 1,800 noise complaint
calls made to the Police Department each year. Noise complaints peak every fall during football season
then level off through the spring semester. While a majority of calls occur around the core of the City, noise
concerns can be found throughout College Station.
Planning Considerations
Through public input and conversations with citizens, the City has identified several issues facing
the community in promoting attractive and livable neighborhoods. At the forefront is the community
relationship with Texas A&M University and the rental market centered around student housing. Affordable
housing options, infill and adjacent land uses, neighborhood traffic management, parks and greenways, and
neighborhood planning were also considered important.
201120102009
15,000
0
5,000
7,500
12,500
10,000
2012 2013 2014 2015 2016 2017 2018 2019 2020
11,957 11,554
7,951
9 ,622
7 ,136
8 ,331
6 ,217
5,748
12,169 11,125
7,222
5,900
Figure 3.5 - Code Enforcement Actions 2009-20209
9 Data provided by City of College Station Code Enforcement
58CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
EXISTING REGULATIONS
The City has a variety of existing regulations aimed at preserving neighborhood integrity. Some examples
include single-family height protections, buffering and landscaping requirements for commercial and
multi-family properties, neighborhood-compatible commercial design standards, residential driveway
and parking design standards, lighting standards, impervious coverage maximums and stormwater
management requirements, traffic mitigation strategies for larger multi-family and commercial projects, and
parkland dedication requirements to foster the development of parks within neighborhoods. Additionally,
various single-family overlay zoning districts have been created to help mitigate the issues associated with
tear-downs in established neighborhoods. These include the Neighborhood Conservation Overlay, the
Restricted Occupancy Overlay, and the Historic Preservation Overlay.
The City has adopted the Family of International Codes, as amended and updated, which includes the
International Building Code, a Property Maintenance Code, a Residential Code, and an Energy Conservation
Code amongst others. These ordinances cover the minimum maintenance standards expected in the City
and set out the standards for new construction for residential homes.
In 2009, the City began requiring the registration of single-family and duplex rental properties. The purpose
of the registration is to provide the City with a local point of contact for rental residences in case of an
emergency where properties, tenants, or nearby neighborhoods could be impacted. Furthermore, the
Rental Registration Program serves as a means of contact for the City in case property owners need to
be contacted regarding ordinances, laws, or issues that could potentially affect their properties. The City
also adopted regulations detailing host responsibilities for parties held in residential areas holding both
the property owner and any other residents of the property responsible for noise, sanitation, and parking
violations.
THE TOWN/GOWN RELATIONSHIP
As the cornerstone of the community, Texas A&M University significantly contributes to community identity.
With capacity for approximately one-sixth10 of the 65,684 students11 living in on-campus housing, demand
for student-oriented housing will continue to be a significant factor within the City. While many reside in
apartment complexes, students also live throughout the community and in almost every neighborhood and
housing type. Students contribute positively to
College Station’s character and quality of life in
many ways. As a college town, the rapid growth
of Texas A&M University is both a benefit
and a challenge that places strain on existing
neighborhoods near the campus. Finding the
appropriate balance between student-oriented
housing and established neighborhoods is key.
It is vital that the City and Texas A&M University
collaborate to proactively address issues
caused by the rapid growth of the university
and potential for change within neighborhoods.
Actions such as community discussions
and educational campaigns serve to raise
awareness about ordinances, promote healthy
relationships between all community members,
10Data provided by TAMU Department of Residential life 11Data provided by TAMU Student Demographics Accountability Dashboard
59CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
and emphasize the values of a being “good neighbor.” With the 10-Year update to this Comprehensive
Plan a new chapter, Chapter 9 Partnerships, was created to emphasize the importance of the City’s
collaboration with partners, and particularly the relationship with Texas A&M University.
Conversations between the university, City, and citizens have sparked several policy debates over the years.
Some notable outcomes of these debates include the Strong and Sustainable Neighborhoods Initiative in
the winter of 2007-08, the Neighborhood Conservation Overlay district creation and updates in 2019-20,
and most recently the adoption of a Restricted Occupancy Overlay in 2021. Neighborhoods, developers,
investors, students, university administrators, and College Station staff have identified a number of issues
related to the influx of renters into traditionally single-family neighborhoods:
• Communication. Effective communication is one of the central challenges in maintaining
productive relationships between neighbors and between the City and local neighborhoods. While
some neighborhoods have open communication with all, others have commented on problems
engaging their renter population. The student rental market also poses significant challenges
in building and sustaining neighborhood associations. Most renters within College Station are
students – a transient population. It becomes difficult to implement long-term solutions and lasting
organizations that serve a population that transitions every four to six years. Educational efforts must
also be continuous as students cycle through Texas A&M University.
• Property Maintenance. Residents have expressed concerns about the perceived lack of
maintenance of rental properties. This includes everything from routine repairs to maintaining
landscaping. While there has not been an established correlation between the maintenance of rental
properties and owner-occupied properties, property maintenance will continue to be a concern for all
older neighborhoods as the housing stock ages. As the City has adopted the Family of International
Codes and adopts updates as the code is amended, enforcement actions are taken when properties
are identified as out of compliance with the maintenance standards within the Property Maintenance
Code.
• Noise and Parking. The most often discussed challenges center around behavioral factors,
including parking issues and noise that can be generated by parties and other social gatherings.
While current ordinances restrict noise that can be heard beyond common property lines after
10 p.m., there is a perceived lack of enforcement by residents who make complaints. The College
Station Police Department fielded 2,184 loud party calls in 202012, with the majority during the fall
semester. Additionally, parties can be accompanied by cars parked on lawns and blocking driveways,
which limits access by emergency vehicles as well as availability of resident parking.
• Sprawl. Previous efforts by the City have tried to focus dense rental development catering to
students in close proximity to the university. However, since most of these areas are built out,
greenfield development, including multi-family and rental subdivisions, have moved further south,
away from campus. As existing properties near the university age, the opportunity for redevelopment
of student-oriented housing near the university increases. This will need to occur in appropriate areas
and in a manner that is sensitive to the character of existing neighborhoods.
These issues are most apparent in areas close to the university, but examples are present across the entire
City. Established neighborhoods often view the conversion to rental or investment homes as a threat to the
integrity and identity of neighborhoods. However, this is a complex issue that calls for a balanced approach
and working together creatively so that everyone can experience a sense of belonging in the community.
12Data provided by City of College Station Police Department
60CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
NEIGHBORHOOD TRAFFIC MANAGEMENT
During the public input process, citizens also
expressed concern regarding cut-through
traffic within neighborhoods, on-street parking,
and access to adequate bicycle facilities and
pedestrian paths.
One of the biggest concerns is the location and
role major thoroughfares have on neighborhoods.
In older neighborhoods, thoroughfares are
generally integrated in the street network. In
more recent developments, thoroughfares are
placed on subdivision edges, thus contributing to
the canyon-like effect fences have on roadways.
The increased use of cul-de-sacs and loop
streets as well as the lack of sidewalk connection
to commercial areas or to a larger sidewalk
network discourage connectivity, which causes
difficulties when distributing traffic volumes
and providing alternative paths to major points
of interest throughout the City. As a response,
the Thoroughfare Plan and the City’s Bicycle,
Pedestrian, and Greenways Master Plan have
been updated to provide context-sensitive street
design and a more extensive and improved
bike, pedway, and micromobility network (see
Chapter 6: Integrated Mobility).
NEIGHBORHOOD PARKS AND GREENWAYS
Neighborhood parks often serve as the center of
interaction between neighbors. Parks and recreation
services are vital to maintain community identity and
increase quality of life. Providing active and passive
recreational spaces, hiking, and educational spaces,
College Station’s nationally accredited and award-winning
parks system is a vital centerpiece of the community.
Moreover, public and private landscaping contributes to
the attractiveness of neighborhoods, which is reflected in
the City’s efforts to requiring streetscaping on all City-
constructed thoroughfares.
In addition to parks, the City offers greenways which
provide much of the natural open space in and around the
community. Directly related to flood control, greenways also provide for natural buffers between adjacent
land uses and as means of connection between parks and the community. In regard to the opposition
to developing in the floodplain around existing residential development, the Bicycle, Pedestrian, and
Greenways Master Plan aims to promote ways to encourage connectivity of greenways and methods for
the conservation and acquisition of those properties (see Chapter 5: Desirable Amenities & Recreation).
Brison Park was developed as an integral
component of the College Park subdivision
in the 1920s. This commitment to the
preservation and provision of open space and
parks is still alive in College Station today.
Greenways are linear open space
corridors that follow natural features such
as creeks and rivers and their floodplains
or man-made features such as utility,
road or rail corridors. Greenways are a
resource that serve a variety of functions
including but not limited to floodplain
management, protection of open space
and wildlife and plant habitats. Trails
within a greenway can provide alternate
transportation, recreation and health
benefits. Greenway trails also create
connections to parks, neighborhoods,
workplaces, schools, cultural and
historical areas and shopping centers.
61CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
NEIGHBORHOOD PLANNING
The City of College Station coordinates services for neighborhoods through its Neighborhood Services
Department and neighborhood planning efforts through the Planning and Development Services
Department. Neighborhood Services focuses on maintaining collaborative partnerships between
neighborhoods, community services, and the City. Programs such as the Neighborhood Partnership
Program and Neighborhood Grant Program where the City provides financial support for projects within
neighborhoods are some of the ways the City actively engages with its neighborhoods. Neighborhood
Services also undertakes educational and outreach programming. Neighborhood Services focuses on
promoting the development of neighborhood and homeowner associations and currently assists 85
registered associations.
The Planning and Development Services Department provides services such as land use and
comprehensive planning, building regulations and inspections, and floodplain management to maintain
orderly, prosperous, and efficient growth for the City. The department undertakes specialty planning
efforts for smaller areas and neighborhoods and works collaboratively with residents to identify projects
and programs within those small areas that contribute positively to neighborhood integrity, character, and
quality of life.
Neighborhood-focused services should continue tracking community identity and character indicators to
help identify neighborhoods in transition so that the City can allocate resources to specific areas of need.
Most importantly, the City should continually enhance
its public engagement efforts through additional
public education and outreach. Many of the issues
that typically arise in the development process that
frustrate neighborhoods happen because of a lack of
communication and a lack of knowledge about the process.
A comprehensive education and outreach program should
be developed that provides opportunities to learn about
neighborhood planning and the overall development
process. The City should also look for ways to improve
communication with neighborhood residents about
proposed projects.
New Neighborhoods
New development plays a key role in the changing
character of the City. New residential neighborhoods have
an impact on traffic patterns, property values, and quality of
life. A number of College Station’s most recently developed
neighborhoods have been developed in southern College
Station, placing additional stressors on the transportation
network as residents commute throughout the City.
New residential subdivisions should be designed to
fit within the existing fabric of the community and
complement the natural environment. Sustainable
neighborhoods should be developed with integrated parks
62CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
that are easily and safely reached on foot or bicycle and have identifiable borders and entries. Development
policies should encourage the clustering of homes to reduce environmental impacts on sensitive areas like
floodplains and provide for common areas of recreation and play that are easily accessible to residents.
Context sensitive designs for thoroughfares should encourage buildings to face onto streets where practical
and provide quality multi-modal transportation options to and through the neighborhood. Additionally,
connectivity in and around neighborhoods should be encouraged to help disperse traffic rather than funnel
it onto one or two major roads.
Historic Preservation
The history and heritage of College Station is an important component of defining the City’s identity and
sense of place. The original neighborhoods of College Station have faced continual change since they were
first developed primarily for professors, university staff, and supporting workers. In 1986, the City created the
first Historic Preservation Committee. The committee works on various historic preservation initiatives and
hosts monthly educational luncheons that explore College Station’s history.
The City recognizes historic homes and buildings through its local Historic Marker Program, which
recognizes property owners and provides educational benefits to the public. However, the historical
marker status does not offer property protections or additional regulations. The City also created a Historic
Preservation Overlay zoning district that is intended to provide for the protection and preservation of
places and areas of historical, cultural, and architectural important and significance. Additionally, Project
HOLD – or Historic Online Library Database – allows citizens to learn about the history and heritage of the
City of College Station. To date, the City does not have a comprehensive historic preservation plan. Such
a planning effort could prioritize the City’s preservation efforts, research the community’s historic areas
and properties, research and recognize how demography (particularly race and socioeconomic status)
have impacted College Station’s development, identify new areas to survey, and identify assistance and
incentives for preservation or revitalization efforts.
Infill and Adjacent Land Uses
Infill development offers the opportunity to mediate and enhance the identity of neighborhoods. These uses
can be accessible to the neighborhood and developed to provide a seamless transition from residential
to nonresidential uses. Small-scale office or neighborhood retail uses are appropriate directly adjacent
63CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
to neighborhoods if they are an integrated component of the neighborhood with adequate buffering and
transition for noise, light, and parking intrusions where necessary. Mixed-residential and multi-family uses
should also be designed as a component of the neighborhood instead of as islands of development with no
relationship to adjacent single-family neighborhoods.
Adjacent land uses have an impact on neighborhood character and identity. Non-residential and multi-
family properties can develop out of character and scale with adjacent single-family residences if not
designed appropriately. Lighting, noise, and traffic are some of the issues that arise, as well as potential
aesthetic issues of non-residential buildings adjacent to single-family homes. Buffering, architectural,
lighting standards, and height protections are currently in place for nonresidential uses in the City.
Neighborhoods also face intrusion from out-of-character single-family infill development. As College
Station attracts more retirees and alumni back to the community and as property values increase, areas
close to the university continue to feel pressures for redevelopment. Already, older homes in the Southside
neighborhood are being torn down in favor of larger homes – some serving as sporting event weekend
homes for alumni – changing the character and identity of that neighborhood. Moreover, neighborhoods
near Texas A&M University are facing a rapid transition from owner-occupied units to renter-occupied
units due to the university’s significant increase in student enrollment. Stealth dorms are common in these
neighborhoods where older properties are being converted into multi-bedroom units aimed at university
students, thus altering the existing character of the neighborhood.
Affordable Housing
As the City of College Station
has nearly doubled its population
in the last 20 years, mostly
due to the rapid expansion
of Texas A&M University, the
need to offer affordable housing
incentives is crucial to maintain
steady and prosperous growth.
The City has efforts focused
on providing established and
incoming residents with the tools
to successfully combat the rising
median home price.
With an increase in tear-downs,
gentrification is occurring at
faster rates than in previous
decades. The City should
evaluate the impact of single-
lot redevelopment on existing
residents – taking care to prevent
and mitigate the displacement of
permanent residents priced out of
their neighborhoods as property
values increase. This has become
increasingly relevant in the core
neighborhoods closest to the
university as older housing stock
Gentrification is a process of redevelopment that results in
the displacement of the original residents of a neighborhood
due to increased property values. Gentrification occurs
when homes and land are redeveloped in an existing
neighborhood and cause a subsequent rise in adjacent
property values that existing residents may not have the
income to pay. Socio-economic shifts can result in changes
in the original neighborhood’s culture and character.
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becomes the focus of rehabilitation and infill efforts. The City recognizes the importance of preserving the
original character of neighborhoods of all backgrounds from gentrification threats such as inflated home
prices and displacement of original occupants. As a response, the City will continue to improve on its
efforts, programs, and incentives that provide better and increased affordable housing options, as well as
further support to low - and moderate - income citizens with homeownership and rental assistance. Actions
such as developmental standards used to reduce barriers for affordable housing types, pre-approved
building plans, new incentives, density bonuses in appropriate areas, reduced parking requirements
are strategies the City may use to mitigate increasing housing prices. These are issues of equitable, fair,
and affordable housing, and the City is committed to ensuring options for safe, dignified, and financially
attainable shelter for everyone in College Station.
The City offers the Leveraged Housing Development Program, which assists low - to middle - income
residents with job opportunities, economic development, and affordable housing opportunities. Other
programs include the Down Payment Program, Housing Minor Repair Program, Housing Rehabilitation
Loan Program, Housing Reconstruction Loan Program, and Tenant-Based Rental Assistance Program.
Moreover, the City works in partnership with organizations focused on providing affordable housing, such as
the Brazos Valley Community Action Programs, Elder-Aid, Inc., and Habitat for Humanity.
CONTEXTUAL NEIGHBORHOOD COMPATIBILITY STANDARDS – EXAMPLES FOR
ACTION 3.1
Like many cities, College Station’s Unified Development Ordinance contains standards that
are intended to address the compatibility of development and redevelopment to maintain the
integrity of neighborhoods, including some of the items included below. Types of compatibility
standards include:
Standards within neighborhoods. Consider contextual compatibility standards for
some single-family residential zoning districts. These standards could include a rule that
requires the lot area, setback, and height standards in the district be between a certain
percent of the average setbacks, lot area, and height of the lots and development on the same
block face, or within a certain distance of the site. Other types of standards could address
student housing conversions by limiting on-site parking, or the location and size of accessory
dwelling units, or limiting the size and scale of homes.
Transitional areas. Consider standards that apply to new nonresidential development,
mixed-use development, and intense, multi-family development above a certain density that
is adjacent to, across the street from, or within a certain distance from attached and detached
residences. Such standards include building frontage, building height, signage, buffering,
lighting, parking, loading and access areas, among others.
From the City of College Station’s 10-Year Comprehensive Plan Evaluation & Appraisal Report
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Strategic & Ongoing Actions
College Station residents have been clear in their desire to promote strong and sustainable neighborhoods.
The actions listed below are aimed at implementing the goal of viable and attractive neighborhoods that
maintain long-term neighborhood integrity while collectively providing a wide range of housing options for
a diverse population. The actions include new strategic items as well as ongoing efforts undertaken by the
City.
STRATEGIC ACTIONS
3.1 Evaluate the effectiveness and refine neighborhood compatibility standards in the UDO.
Standards in the UDO should address compatibility of infill and redevelopment within established
neighborhoods and appropriate transitions between land uses, particularly between neighborhoods
and more intense commercial or mixed-use development adjacent to a neighborhood.
3.2 Create a neighborhood planning toolkit. Build upon Neighborhood Services efforts and establish
a process for neighborhood organizations to undertake a City-supported project in their area, or to
create City-supported projects and policies for their area.
3.3 Create and promote a housing maintenance educational program. Create an education/
promotional campaign to raise awareness of existing resources to maintain and enhance the existing
housing stock including City grants and federal programs. Develop an educational program to assist
residents in learning basic home maintenance and repair skills.
3.4 Expand affordable housing and workforce housing. Continue to support efforts, programs, and
incentives aimed at developing affordable housing stock and assisting low - and moderate - income
citizens to secure affordable homeownership and/or rental opportunities. Potential actions may
include regulatory provisions such as:
• Development standards that reduce barriers for affordable and diverse housing types.
• Pre-approved building plans or pattern books for target locations.
• Incentives such as density bonuses or more flexible standards, or
• A workforce housing capital pool where a public entity establishes a fund that is used for
various types of affordable housing initiatives
3.5 Develop a parking strategy for neighborhoods near the university. Coordinate with Texas A&M
University regarding university-related parking to prevent excessive on-street parking in areas
adjacent to the university. Evaluate the feasibility of a program to address management of parking in
adjacent neighborhoods.
3.6 Develop and refine data monitoring processes to analyze housing trends and define a
strategic set of actions to address housing affordability, diversity, and gentrification. Consider
existing market data, best practices, and existing regulations and incentives.
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3.7 Continue to track neighborhood change. Continue maintaining an inventory of community
development trends and housing conditions by block or neighborhood in areas with a high
propensity for change to identify potential areas at risk of decline and to combat displacement
of existing residents. Existing data on demolitions, building permits, or occupancy could also be
compiled and reviewed on a regular basis.
3.8 Evaluate relevancy of neighborhood and small area plans that are beyond their planning
horizon. Develop a process to either retire or update plans.
ONGOING ACTIONS AND POLICY DIRECTION
3.9 Continue partnering with local nonprofit organizations and area partners to support affordable
housing options. Continue partnerships with organizations such as the Brazos County Home Repair
Coalition, Bryan/College Station Habitat for Humanity, Brazos Valley Community Action Programs,
Elder Aid, Brazos County Council of Governments, and housing tax credit developers.
3.10 Continue outreach and educational efforts to support existing and encourage new
neighborhood organizations. Continue Neighborhood Services initiatives such as Seminar
Suppers, Neighborhood Newsletters, and training programs.
3.11 Continue to fund the Neighborhood Grant Program. Continue to fund and expand the
Neighborhood Grant Program for neighborhood activities such as gateways, landscaping, and other
permit application fees.
3.12 Require neighborhood meetings for certain development applications. This provides a forum for
applicants and neighbors to resolve conflicts in an informal setting before an application is submitted
or prior to formal consideration of the item.
3.13 Maintain property maintenance enforcement efforts. Maintain enforcement resources to ensure
that minimum property standards are being upheld. Utilize community development plans and
current data to target and prioritize enforcement efforts, while being equitable to the needs of lower
income or rental areas.
3.14 Evaluate the effectiveness of short-term rental regulations. Periodically evaluate short-term
rental regulations with respect to local data, national trends, and emerging technology, to support
neighborhood integrity.
3.15 Evaluate and refine the rental registration program. Periodically evaluate the rental registration
program with respect to local data and trends to support neighborhood integrity.
The Economic Development Master Plan was created to further implement the goals
and strategies of the City’s Comprehensive Plan. The master planning process offers
the opportunity to focus on a single functional element – in this case, economic
development – and develop detailed approaches to implementing the goals and objects
contained in the Comprehensive Plan.
A PROSPEROUS
ECONOMY4
ADOPTED OCTOBER 14, 2021
68CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Goal
A diversified economy with a wide variety of competitive jobs and support for entrepreneurs that provides a
tax base to support the City’s ability to foster a high quality of life where economic prosperity is widespread.
Economic Development Master Plan
As of the 2015 Comprehensive Plan Five-Year Evaluation & Appraisal report and plan update, Chapter 4 of
the Comprehensive Plan was replaced by the Economic Development Master Plan, originally adopted by
City Council in 2013 and updated in May 2020.
The intent of the master plan is to ensure future growth and development advances the City’s economic
development objectives. The plan establishes a strategic framework to attract high-end investment, support
retail development and redevelopment opportunities, support and retain existing businesses, support
expansion and relocation of corporate investment, destination, and hospitality activities, and to sustain and
enhance community health, wellness, and a high quality of life. Specific actions are included to enhance and
promote the Midtown Business Park, College Station Business Center, the Science Park/Providence Park,
and the BioCorridor. The plan also focuses on enhancing awareness of College Station through improved
marketing and recruitment efforts of major employers, retail and industry, and Aggie-owned and led
businesses. Amplifying existing community assets such as the Wolf Pen Creek and Northgate districts and
community events is also a priority. Please see the Economic Development Master Plan for full details.
The current Economic Development Master
Plan was approved during the early months of the
COVID-19 pandemic. The data and competitive
positions discussed in the plan reflect pre-
pandemic economic trends and projections.
There is economic uncertainly as the pandemic
unfolds and the City will monitor trends and modify
economic development plans and responses
accordingly.
Furthermore, the plan was approved just before
City Council made the decision to move tourism
efforts in-house, integrating tourism with economic
development effective August 1, 2020. This move
has placed a greater emphasis on collaboration
with strategic partners like Texas A&M University,
enhanced branding and marketing of College
Station and its sports and leisure assets, and
newfound ways to generate sales tax dollars from
tourism within College Station.
With the 10-Year update to this Comprehensive
Plan a new chapter, Chapter 9: Partnerships, was
created to emphasize the importance of the City’s
collaboration with partners, and particularly the
relationship with Texas A&M University.
Parks, greenways, and the arts play an integral role in improving quality of life for the
residents of College Station. They foster social, environmental, economic, and health
benefits by uniting families, building cultural diversity, promoting stewardship of
natural resources, attracting businesses, and offering places for a healthy lifestyle.
Parks and greenways create a sense of place and frame neighborhoods into unique
spaces to be enjoyed and explored. Performing and fine arts provide opportunities for
entertainment, education, and culture.
ENGAGING
SPACES5
ADOPTED OCTOBER 14, 2021
70CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Goal
Highly desirable parks, greenways, arts and
cultural amenities that support high-quality
experiences for residents and visitors.
Purpose
When College Station residents were asked to
rank enhancements that would make College
Station a better place to live and work, more
parks, greenways, and entertainment were
among the top choices. Also ranking high were
environmental protection, recreation facilities,
addressing drainage and flooding concerns, and
community image and appearance. Residents
view parks, greenways, and the arts as necessities
in College Station. These amenities improve the
character and livability of a city and warrant a
significant level of attention and commitment
of resources. Planning and investing in these
assets are expected and appreciated by current
residents, business owners, and visitors.
The purpose of this chapter is to recognize and
ensure the continued protection and enhancement
of leisure, recreation, and cultural opportunities
available to the residents of College Station
through parks, greenways, and the arts. College
Station enjoys a diverse and educated citizenry
who support and celebrate this vital component of
local quality of life. The City recognizes the value
of the natural environment and its effects upon the
physical and mental health of its citizens.
This chapter sets the framework for the City’s
parks and recreation system and greenways
program. The City has two topic-specific planning
efforts that delve into greater detail regarding the
actions and measures needed to maintain and
grow the City’s parks and recreation system and
greenways program. These are the Recreation,
Park, and Open Space Master Plan, adopted in
2011 and undergoing a major update in 2021, and
the Bicycle, Pedestrian, and Greenways Master
Plan, adopted in 2010 and updated in 2018. The
City of College Station offers its residents a wide
variety of recreation and leisure experiences in
locations across the community.
The City of College Station offers its
residents a wide variety of recreation
and leisure experiences in locations
across the community.
71CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Existing Conditions
The City of College Station strives to be a leader and innovator in parks and recreation facilities, greenways
preservation, events, programs and cultural amenities.
The City’s parks and greenways span almost 2,000 acres, as viewed in Map 5.1, Parks and Greenways.
City-owned greenway property has been transferred into the parks system in recent years to enhance
its access and public awareness, increase its protection, and provide better connectivity between parks
and greenways. While greenways can provide recreational and mobility purposes, this does not diminish
the role that greenways play in floodplain and storm water management and conservation of the natural
environment.
The parks and recreation system includes a variety of athletic fields and courts, pavilions, biking and
walking trails, exercise stations, playgrounds, dog parks, senior centers, and swimming pools. Other facilities
include an amphitheater and festival site, a skate park, a full-service recreation center, two cemeteries, a
nature center, and an inventory of flat athletic fields and diamonds that routinely host state and national
tournaments for a variety of sports. Programs range from aquatics and swim lessons, athletic leagues for all
ages, and afterschool care to entertainment with the Starlight Music Series and educational classes.
NEEDS ASSESSMENT
The City’s goal is to achieve
seven acres of parkland per
1,000 citizens. A combination
of standards-based and
resource-based approaches
are used to assess the need
for additional parks, recreation
facilities, and greenways within
College Station. The potential
need for additional parkland
acreage to satisfy current and
future demands is determined
by applying the recommended
standards to the current and
future population of the City.
In 2018, a comprehensive needs
assessment was initiated by
City staff, employing the firm of
National Service Research. The
purpose of the study was to provide guidance regarding park, recreation and open space to meet citizen
needs and priorities. The key objectives selected were to identify frequency of park and recreation use,
maintenance rating of parks and recreation facilities, recreation programs of interest, and park facility needs.
These approaches provide a comprehensive analysis for future additions to the parks and recreation system
as well as the greenway system. The Recreation, Park, and Open Space Master Plan and the Bicycle,
Pedestrian and Greenways Master Plan further detail the land, facility, and program needs that surfaced
through planning processes and outline the practices City staff will employ to achieve these objectives.
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1 SUMMIT CROSSING 33 SOUTHWEST
2 CRESCENT POINTE 34 GEORGIE K. FITCH
3 VETERANS PA RK &
AT HLETIC COMPLEX 35 LONGMIRE
4 UNIVERSITY 36 SANDSTONE
5 BILLIE MADELY 37 STEEPLECHASE
6 NORTHGATE 38 BARRACKS II
7 FIRST DOWN 39 BROTHERS POND
8 LIONS 40 WOODCREEK
9 EASTGATE 41 JACK & DOROTHY
MILLER
10 THOMAS 42 BRIAN BACHMANN
11 PA RKWAY 43 EDELWEISS
12 RICHARD CARTER 44 MIDTOWN RESERVE
13 MERRY OAKS 45 EDELWEISS GARTENS
14 BRISON 46 CREEK VIEW
15 OAKS 47 HUNTINGTON TRAIL
16 WINDWOOD 48 M.D. WHEELER PH 2
17 SMITH TRACT 49 TEXAS INDEPENDENCE
BALLPA RK
18 W.A. TA RROW 50 WOODLAND HILLS
19 LUTHER JONES 51 SONOMA
20 ANDERSON 52 REAT TA MEADOWS
21 WOLF PEN CREEK 53 SOUTHERN OAKS
22 ART & MYRA BRIGHT 54 BRIDGEWOOD
23 CARTER’S CROSSING 55 CASTLEROCK
24 JOHN CROMPTON 56 PHILLIPS
25 SOUTHLAND 57 WA LLACE LAKE
26 GABBARD 58 CASTLEGAT E
27 LEMONTREE 59 PEBBLE CREEK
28 BEE CREEK 60 LICK CREEK
29 CY MILLER 61 ETONBURY
30 STEPHEN C. BEACHY
CENTRAL 62 GREENS PRAIRIE
RESERVE
31 HEADLAKE 63 WILDWOOD
32 EMERALD FOREST 64 COVE OF NANTUCKET
PARKS
CEMETERIES
GREENWAYS
M AP 5.1
Parks &
Greenways
UNIVERSITY DRGEORGE BUSH DRTE
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SHARV EY RDHOLLEMAN DRSOUTH
WEST PK WY
FM 2818DEACONDRROCK PRAIRIE RD
GRAHAM RDEAGLE AVEBARRON RDGREENS PRAIRIE RDWILLIAM D. FITCH PKWYF
M
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Planning Considerations
College Station’s residents identified various issues and
opportunities facing the community regarding parks,
greenways, and the arts. The planning considerations
highlighted in this section helped shape the action
recommendations that follow.
Growth and changing demographic trends are important
components in determining the development of parks,
greenways, and the arts. College Station has a projected
annual growth rate of 2.8% based on trends from
2010-2020 and is projected to increase to more than
162,500 residents by 2030.1 An increasing population
creates demand for an increased and diverse offering of
programs, facilities, and open space to maintain current
levels of service. Although school and college-aged
residents will continue to make up a large portion of the
population, residents of retirement age are the fastest
growing demographic. This may present a need for more
passive recreation opportunities in the future in a system
currently geared towards more active recreation.
MAINTAINING A PREMIER PARKS AND RECREATION SYSTEM
City staff have identified five pillars to approach the strategic and ongoing actions of the parks and
recreation system in a goal-oriented, systematic fashion:
Experience & Engagement: Create a positive and memorable experience for all customers. Strive
to involve and request input from all park and program participants. Create public awareness of all
programs, facilities, and greenspace.
Capital, Operational & Maintenance Funding: Identify and establish desirable alternatives to fund all
aspects of projects, operations, and maintenance.
Natural Resource Management: Protection of the wildlife, plants, water, and soil of an area, with a
particular focus on quality of life and stewardship.
Growth & Sustainability: Employ and track the demographics and growth patterns of the City to
maintain, secure, and develop desirable greenspace and facilities.
Accessibility & Inclusion: Inclusive and accessible design, affordable pricing and implementation of
programs, activities and facilities that takes into consideration the diversity of the population.
The community must ensure College Station maintains and develops its parks and recreation system
effectively to meet current and future needs. Considerations for the community include: (1) continued
development of a balanced, convenient, and accessible park system, (2) quality park appearance and
maintenance, and (3) coordination, collaboration, and adequate funding.
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Balanced, Convenient, and Accessible Park System
A successful parks and recreation system creates a balance of public open spaces and recreation
opportunities across the community. All residents should have an equal opportunity to access parks and the
facilities they offer to meet recreational and leisure needs.
A comprehensive parks and recreation system also offers a variety of parks, ranging in size and focus to
satisfy diverse social and ecological needs. Greenways now fall under the umbrella of this system and
provide linear connections with trails where appropriate. A variety of indoor and outdoor facilities and
spaces, as well as an adequate assortment of activities and programs, should be provided to meet the
individual and collective needs of all the residents of College Station.
Quality Park Appearance and Maintenance
The condition and appearance of parks is an indicator of
their value to the community. Collectively, parks and public
open spaces can contribute to the aesthetics, natural beauty,
property values, and sustainability of the City.
Facilities and programs such as the Fun for All Playground
that focuses on providing interactive learning opportunities
for all ability levels, the Lick Creek Nature Center educational
programming, and the renovation and expansion of the
Lincoln Recreation Center are just a few of the ways the City
demonstrates its commitment to a well maintained, diverse
parks system that positively contributes to citizens’ quality
of life. Moreover, the Parks & Recreation Department hosts
seasonal events to better serve the community and partners
with the Economic Development & Tourism Department
to promote sports tourism as both an experience and an
economic driver for the community.
Coordination, Collaboration, and Adequate
Funding
As the City continues to grow and develop, College Station
will see an increased demand for parks and recreation
facilities and programs. To meet this increasing demand,
mechanisms that encourage joint acquisition, development,
and funding of public spaces will help the City to stretch
local resources for the development and redevelopment of its parks. City coordination and collaboration
with agencies, such as Brazos County, the College Station Independent School District, the City of Bryan,
Texas A&M University, developers, and other local agencies and organizations mutually benefit all interests
because it eases the municipal tax burden related to parks and recreation demands and enhances the
quality of parks and recreation facilities and programs.
Collaboration requires effective communication and coordination among stakeholders. Through agreements
reached between public/semi-public agencies, as well as partnerships with the private sector, the parks
and recreation system can benefit in the quality and quantity of facilities and programs it offers. Joint
acquisition, construction, operation, and maintenance allow more efficient use of public resources while
75CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
ensuring that the system is well-coordinated and
connected. Effectively leveraging State and Federal
grants and private foundation funds is also important
to developing and sustaining a parks and recreation
system for the long term.
ENHANCING THE GREENWAYS PROGRAM
The purpose of the Greenways Program is to establish
a network of greenways or open space corridors
throughout the community for conservation and to
connect people and places through greenway trails
for recreation and transportation. Considerations for
the community include: (1) promoting the protection
of land to maximize use and enjoyment and the
natural resource stewardship through preservation,
conservation and restoration, as well as (2) creating
connections to key destinations with greenway trails.
Since the adoption of the first Greenways Master
Plan by City Council in 1999, now incorporated into
the Bicycle, Pedestrian, and Greenways Master
Plan, College Station has made progress toward
establishing a network of greenway corridors across
the community. As ongoing urbanization alters
the City’s natural landscape and quality of life, it
is important to continue developing the greenway
system through acquisition and protection.
Greenways serve to protect linear open spaces
that follow natural areas (e.g., rivers and streams
and their floodplains) and man-made features (e.g.,
utility, road,or rail corridors). They should remain
in their natural state except for the introduction of
greenway trails that connect people with places,
where appropriate. Priority greenways to be protected
in College Station currently include the following
creeks: Alum, Bee, Carter, Lick, Spring, Wolf Pen, their
tributaries and floodplains, as well as the Gulf States
Utility Easement.
Greenways provide functional, aesthetic, economic,
and social benefits to the community. From a
functional and aesthetic perspective, greenways
provide for floodplain and stormwater management,
water quality protection, as well as wildlife and
aquatic habitat protection. From a social and
economic perspective, greenways introduce trails in
appropriate locations that provide alternative modes of
transportation, recreation, increased real estate values
to adjacent properties, and tourist revenue.
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Connection of Parks, Schools, and Neighborhoods
Greenway trails connect people and places by providing an alternative mode of transportation for bicyclists
and pedestrians. These linear corridors create safe and convenient opportunities for regional connectivity
between neighborhoods, parks, schools, transit stops, and a variety of key destinations. The benefits of
the parks and recreation system are also enhanced as they become more readily accessible to residents
through a connected network.
The City must balance the preservation of open space and the introduction of trails to minimize
environmental impacts with the other functions of greenways including floodplain management, erosion
control, stormwater management, and the protection of wildlife and plants. Crime prevention through
environmental design and universal design should also be incorporated into the location and design of
greenways trails to ensure safety and accessibility.
Natural Resource Stewardship through Conservation, Preservation, and Restoration
There are a variety of open spaces throughout College Station, the Extraterritorial Jurisdiction (ETJ),
and the City’s public parks and greenways that encompass important natural resources worthy of
environmental protection. Land along major rivers and streams such as the Brazos River, Carter Creek,
and their floodplains, existing utility easements, drainage easements, and agricultural lands in the ETJ, offer
opportunities for land stewardship through conservation, preservation, or restoration. As College Station
continues to develop, protecting its valuable natural resources will be important in maintaining the aesthetic
character and environmental quality of the community.
Restoring and protecting natural areas provides the benefits of outdoor recreation opportunities and
general enjoyment for the community. Rivers, streams, and their riparian buffers serve as amenities which
prevent flood damage, protect wildlife and plant habitat, recharge groundwater resources, provide for
stormwater management, and improve water quality.
Better protection and use of natural areas in and around College Station may be achieved by adopting
sound environmental conservation practices and responsible land development practices. These natural
areas should be incorporated into developments as natural amenities to help sustain their function as
an environmental resource. Doing so requires polices that balance development and natural resource
protection.
77CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
ARTS, CULTURE, AND OTHER LEISURE ACTIVITIES
As the home of Texas A&M University and a growing, vibrant community, College Station increasingly
desires to promote a range of activities to enliven its residents’ leisure time. This includes unique and
integrated opportunities for entertainment, education, and culture. Such amenities clearly boost a
community’s livability and make it more attractive to current and potential new residents, retirees, and
businesses.
The City recognizes the need for leisure activities and provides an ample variety of opportunities ranging
from soccer fields to aquatic recreation opportunities to youth educational programming. Furthermore, the
City provides sports leagues and instructional classes to all ages and abilities. Finally, the network of parks
throughout the City offers great views and endless opportunities to explore nature.
The City’s Role in the Arts
In taking a direct role as both a promoter and purveyor of leisure time pursuits, the City recognizes the
range of interests and abilities that are found across the community. With limited funds and staffing, both
within municipal government and among its various private and nonprofit partners, the City faces the
challenge of being responsive to diverse wants and needs while attempting to focus on core offerings so
that high quality facilities and/or services can be provided and maintained over time. The City also plays a
role in more passive aspects, such as providing support for public art installations which make a statement
about the community and enhance its image at gateway locations, along key corridors, and within parks
and greenways. The City supports nonprofit organizations that seek to increase the quantity of and access
to public art. A wide array of existing public art is available throughout the City, including sculptures, fiber
art, theater and performing arts, and literature and poetry. More than 60 regional nonprofit arts, culture, and
heritage affiliate organizations are represented by the Arts Council of the Brazos Valley.
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Strategic & Ongoing Actions
Based on the considerations above and balancing input from the 2018 Needs Assessment, Council strategic
initiatives, the Parks & Recreation Advisory Board, and the Bicycle, Pedestrian, and Greenways Advisory
Board the actions below aim to implement the goal of highly desirable parks, greenways, and arts and
cultural amenities that support high-quality experiences for residents and visitors. The actions include new,
strategic items as well as ongoing efforts undertaken by the City.
The Recreation, Park, and Open Space Master Plan and the Bicycle, Pedestrian, and Greenways
Master Plan further detail the land, facility, and program needs of the parks and recreation and greenways
systems.
STRATEGIC ACTIONS
5.1 Continue to support, promote, and operate major arts, entertainment, sporting, and cultural
destinations through cumulative attractions. Utilize digital platforms and coordinate with the
Economic Development & Tourism Department to promote cultural and entertainment offerings.
Promote the multi-purpose mission of the Wolf Pen Creek and Northgate Districts as live music
destinations and areas to live, work, and play.
5.2 Maintain and expand community-based greenway and open space preservation programs.
Through the Adopt-a-Greenway and parks volunteer programs, continue involving neighborhood and
community groups in preservation and maintenance programs.
5.3 Continue to expand outreach about the parks and greenway system. Enhance awareness and
accessibility to programs and facilities through the City’s website, publications, and media outlets.
5.4 Support a community-wide public art program. Contribute to the expansion of a public art
program in conjunction with the Arts Council of Brazos Valley, the City of Bryan, Texas A&M
University, and the Texas Department of Transportation.
5.5 Continue leisure, health, and educational programming. Continue the City’s role in offering
leisure, health, and educational activities to citizens of all ages through the City’s Parks & Recreation
department programming.
5.6 Identify and secure public and private funds for the acquisition of parks, greenways, and
facilities. Ensure adequate parkland and greenway provisions through the Parkland Dedication
Ordinance, the Capital Improvements Program, annual budgets, City property acquisition programs,
external dollars, foundations, and public-private partnerships. Explore opportunities for connections
between developments, conservation easements, or additional provisions that require dedication of
open space.
5.7 Continue inter-agency coordination and establish new public-private partnerships to provide
additional amenities, funding, networking, and co-production opportunities. Seek partnerships
with other public agencies and public-private partnerships to provide recreational amenities,
greenways, and services where mutually beneficial opportunities are available to ensure financial
sustainability and quality of all programs.
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5.8 Evaluate, amend, and develop relevant ordinances to protect natural resources, habitats, and
green-water infrastructure. Consider amendments to the Parkland Dedication Ordinance and other
ordinances to include provisions or incentives that encourage developers to design and build parks
and greenway trails that preserve natural areas.
5.9 Investigate the feasibility of incorporating riparian buffer standards to preserve sensitive land
along waterways. Consider the feasibility of amending ordinances to better preserve potentially
sensitive land along waterways to mitigate flood risks, protect water quality, and provide for parks
and greenway opportunities.
5.10 Consider new and enhanced natural resource management strategies that promote
environmental sustainability and stewardship and improve quality of life. Consider the effect
of urban heat islands on the City’s residents, wildlife, and natural environment. Identify areas for
enhanced stewardship practices such as “no mow zones,” native or adaptive plantings, and pollinator
areas to support wildlife and enhance biodiversity.
5.11 Invest in the redevelopment of existing parks. Identify new improvements and continue upgrades
and maintenance to existing park facilities, particularly neighborhood scale parks as detailed in the
Recreation, Park, and Open Space Master Plan, neighborhood, or district plans.
5.12 Conduct community-wide parks and recreation needs assessments and pursue recommended
improvements. Evaluate facilities and programs provided by the Parks and Recreation Department
through community surveys at least every five years. Pursue new programs, physical and operational
improvements, and evaluate ongoing priorities to implement the needs assessment for park facilities
and recreational programs.
5.13 Identify a land acquisition strategy and integrate additional greenspace. Establish a platform
to provide a required and desirable amount of land per citizen, as discussed within the planning
considerations.
5.14 Create connections between key elements of the parks, recreation, greenways systems,
and destinations. As described in the Bicycle, Pedestrian, and Greenways Master Plan and the
Recreation, Park, and Open Space Master Plan, prioritize opportunities to connect parks, greenways,
community facilities, and other destinations.
5.15 Design and construct inclusive, accessible, and sustainable parks and greenway trails.
Consider all citizens’ needs and provide a diverse range of facilities and amenities to accommodate
a variety of experiences and ways of interacting with the world. Encourage developments that are
oriented towards and designed for accessibility to parks and greenway trails.
The economic vitality, character, and identity of College Station depend, in part,
upon a well-connected mobility system. College Station strives to have a system
that provides for multiple modes in the face of an increasing population and traffic
demands. Residents seek a system that responds to this mobility challenge in an
integrated and context sensitive manner. Facilities should accommodate pedestrians,
bicyclists, transit users, and motorists, furthering the City’s efforts to promote positive
community character and identity for all who live, work, and visit College Station.
INTEGRATED
MOBILITY6
ADOPTED OCTOBER 14, 2021
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Goal
An innovative, safe, and well-connected, multi-modal mobility system serving all user types that is designed
to support the surrounding land uses.
Purpose
The purpose of this chapter is to guide the creation and implementation of an orderly, reliable, and
integrated mobility system considering all user types. The challenges facing the existing system necessitate
strategic thought about how College Station plans land uses and supports appropriate densities, designs
infrastructure projects that are safer and well-connected, and makes the mobility system more equitable
and user-friendly for all modes. Of particular emphasis is protecting vulnerable road users including
pedestrians and micromobility users like bicyclists. It also requires consideration of the natural environment,
livability, and character of surrounding neighborhoods through context sensitive design, and supporting
transit. Additionally, as transportation trends and technologies continue to evolve, it is imperative that the
community’s mobility system is innovative and can adapt to changing needs and conditions.
This chapter gives an overview of existing conditions, planning considerations associated with the City’s
mobility needs and a discussion on design considerations. It also includes the Thoroughfare Plan
(narrative and Map 6.3), which identifies the needs of the mobility system based on surrounding land uses
and anticipated growth as well as serves as the foundation for the Bicycle, Pedestrian, and Greenways
Master Plan. Finally, there is the identification of strategies and action recommendations that facilitate the
development of an integrated mobility system.
By living in a growing university community,
College Station residents have mobility
options beyond the private vehicle, including
designated bicycle facilities, an extensive
sidewalk network, and local transit services.
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Existing Conditions
THOROUGHFARE NETWORK
The thoroughfare network in College Station and its Extraterritorial Jurisdiction
(ETJ) consists of more than 350 miles of existing streets. The Thoroughfare
Plan develops a network of major streets made up of collectors, arterials, and
freeways that include various levels of bicycle and pedestrian facilities. The Texas
Department of Transportation (TxDOT) plans, constructs, and maintains the
freeways and most major arterial streets in collaboration with the City of College
Station, with most other thoroughfares constructed and maintained by the City
and Brazos County, and some by development. Many of the freeway and arterial
streets have seen substantial increases in traffic volumes over recent decades,
which has necessitated capital improvement projects. The City collaborates with
TxDOT on capital improvements including roadway design and safety upgrades,
pedestrian and bicycle improvements, and enhanced landscaping on roads
managed by TxDOT.
Information and maps related to the street network including traffic volumes and
levels of service are available at the end of this chapter.
BICYCLE AND PEDESTRIAN NETWORK
The bicycle and pedestrian network is comprised of on-and off-street bicycle facilities, off-street shared-
use paths, and sidewalks. Over the past several decades, the City has adopted a series of master plans
addressing the needs of the community, most recently the Bicycle, Pedestrian and Greenways Master
Plan adopted in 2010 and updated in 2018. This action-oriented plan has resulted in an expanded network
through the addition of bicycle and pedestrian facilities on new and reconstructed streets, stand-alone
projects on existing streets in older areas that when developed were not required to provide these facilities,
and shared-use paths along the City’s greenways (also known as greenway trails), streets, and utility
corridors. Texas A&M University has a similar network, facilitating movements on campus and linking with
the City’s network at key intersections.
TRANSIT
A variety of organizations provide transit service in College Station, with the primary providers being Texas
A&M University and the Brazos Transit District. Texas A&M University operates a transit network on and
off campus for students, faculty and staff that carries over 6 million riders per year. Brazos Transit District
operates a transit network for the general public that includes fixed routes, ADA paratransit, and demand
and response service. Additionally, the College Station Independent School District operates a large fleet of
buses used to transport students to and from its schools.
AVIATION
Easterwood Airport connects College
Station to other metropolitan areas of Texas
with connections to the nation. The airport
is served by two commercial airlines and
offers general aviation services.
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Figure 6.1: Activities Analyzed by Travel Demand Model
Urban Activity
Trip Frequency
Destination Choice
Mode Choice
Roadway Route Choice Transit Route Choice
Planning Considerations
INCREASED DEMAND
With the City’s population projected to increase at a 2.8% annual growth rate to approximately 162,500 by
2030, the demand for a safe, reliable mobility system within the City will increase as well. An increase in
traffic demand can create additional traffic congestion and a degradation of levels of service for all modes.
This presents an opportunity for the City to reinvigorate its mobility system by offering a wider range of
quality mobility choices for residents and visitors. Providing a reliable mobility system moves not only
people but goods and services that contribute to the economic vitality of the community.
Without significant investments in new and expanded streets, pedestrian and bicycle facilities, and transit,
the estimated travel demand will result in undesirable traffic congestion in numerous locations around the
community. However, simply increasing street capacity does not solve traffic congestion as motorists soon
fill the additional street space, following an economic principle known as induced demand (in everyday
terms, “if you build it, they will come”). Rather, emphasis must be placed on an increased share of existing
and future resources that support other modes to meet the citizens’ vision for a multi-modal system.
To be successful, a travel demand management program should be incorporated to optimize the mobility
system by helping to reduce vehicular trips and increase walking, bicycling, and transit ridership. Other
strategies include rideshare programs, flexible work schedules, and telework. A shift in mode choice from
a personal vehicle to other modes, however, can be difficult, especially if it compromises convenience
and will require a holistic and intentional approach through education, encouragement, and infrastructure
improvements.
A travel demand model was prepared for this plan, in the manner depicted in Figure 6.1, Activities
Analyzed by Travel Demand Model, using population projections and employment growth in coordination
with the Future Land Use & Character Map (Map 2.2). The model was used to aid in developing the
Thoroughfare Plan and determine mobility needs.
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BICYCLE AND PEDESTRIAN FACILITIES
Well-connected and accessible bicycle and pedestrian
facilities, as part of an integrated multi-modal mobility
system, not only aid in reducing vehicle miles traveled
but enhance quality of life, improve physical and mental
health, and protect the environment. A complete mobility
system that considers bicyclists and pedestrians should
be equitable and socially sustainable by addressing the
needs of all ages and abilities and those who cannot
drive or choose not to drive. It should be inviting, safe,
and provide space for streetscape elements to calm
traffic and provide a more comfortable user experience.
While automobiles will undoubtedly continue to play an
important role in the City’s mobility system, expanding
and enhancing the bicycle and pedestrian network is
intended to shift some journeys away from personal
vehicles.
It is also important for the City to remain cognizant of
trends and best management practices that encourage
bicycling and walking. The Bicycle, Pedestrian, and
Greenways Master Plan places a focus on creating
safe and comfortable spaces for bicycling with separated
bike lanes that help ensure and encourage increased
use. They include on-street bike facilities with a vertical
barrier and street side (or off-street) bike facilities
behind the curb and adjacent to the sidewalk with some
separation. The City should continue to identify where
these types of facilities can be implemented to further
efforts to increase ridership.
The arrival of shared mobility has led to a term called
micromobility. Micromobility refers to lightweight
devices such as bicycles, scooters, skateboards, and
hoverboards. They can be motorized, non-motorized,
individually owned, or shared. In a community where
personal autonomy is highly valued and intense summer
heat often deters walking as a means of transportation,
motorized micromobility has the potential to encourage
increased use. In College Station, a variety of these
vehicles are being used, primarily by students using
personal devices and through Texas A&M University’s
bike share program to travel to and from campus. The
increased use of these different devices has created the
need to consider how they will be safely managed and
how the space that was previously occupied solely by
bicycles is designed and used.
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TRANSIT
Transit will need to play an increasing role in the City’s mobility system to provide travel choices and help
minimize expenses in expanding street capacity. Brazos Transit District is implementing fixed bus stop
locations in many areas of the community though routes operate only on weekdays on generally an hourly
basis and into the early evening. The Texas A&M University transit service operates for longer hours
including weekends and provides service more frequently on its routes, though it covers a smaller area
where there is a higher concentration of students, faculty, and staff. While providing valuable services and
some congestion relief today, the limited network of current transit service will not adequately meet future
needs. Expansion of transit services will be necessary to connect all major activity centers within College
Station, including major employers, dense residential areas, concentrations of student housing, and critical
services such as grocery stores and medical facilities. Also, Texas Central intends to provide high speed
rail service that connect Dallas and Houston with a planned stop in Grimes County near State Highway 30.
Transit or shuttle service should be coordinated so that College Station may be more conveniently linked to
this planned regional service. In the planning of transit services, it is vital that consideration and access be
prioritized for underserved populations and the general public.
When the U.S. Census determines the urbanized areas of the cities of Bryan and College Station
cumulatively exceed a population of 200,000, the Bryan-College Station Metropolitan Planning Organization
(MPO) will be designated as a Transportation Management Area (TMA). The TMA designation results
in reductions in federal funding for transit that would need to be supplemented by local jurisdictions to
maintain the same funding and service. Implications of changes in the level of funding support and potential
changes to service offerings will need to be coordinated with other regional partners.
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EXISTING SYSTEM CONSTRAINTS
The ability to meet future mobility needs is in part constrained by the existing network of streets and
the surrounding natural and built environment. Rights-of-way in the core of the City where system
improvements would be most beneficial in addressing traffic congestion concerns and providing a complete
multi-modal system frequently have widths less than current standards and are commonly encumbered
with utilities, mature vegetation, and canopy trees. These constraints make projects in these areas less
feasible and undesirable due to costs for acquisition of rights-of-way, improvements, and utility relocations
as well as disruption to existing adjacent development.
With the constraints of the existing system, it is important to utilize it in the most efficient way possible
to prioritize available space to be used by the most people and at most times of the day while being
sensitive to the surrounding character and context. This can result in system corridors that are prioritized
differently depending upon the mobility needs. For example, major thoroughfares may prioritize vehicles by
including additional lanes or turn lanes while other thoroughfares may prioritize more complete bicycle and
pedestrian facilities and not prioritize vehicles. In many instances, intersections are the main constraint in
the mobility systems so prioritization of intersection improvements can provide tangible mobility benefits
without having to disrupt the street corridor to the full extent along its entire length.
RELATIONSHIP TO LAND USE PATTERN
A very close relationship exists between the mobility
system and land use patterns. For example, high-volume
six-lane streets, dominated by the personal vehicle, tend
to attract uses such as big-box retail and large apartment
complexes, while deterring other land uses such as walkable
neighborhoods. In a similar manner, land uses arranged
in a mixed-use, dense pattern can reduce the frequency
and length of vehicular trips, and if designed properly,
can promote walking, biking, and transit use, therefore
reducing the demand placed on the street network. The
Future Land Use & Character Map defines an approach
to land use planning and design that, when combined with
a context sensitive solutions approach, will strengthen the
transportation-land use relationship in a positive manner.
CONNECTIVITY
Poor street connectivity can degrade the overall efficiency of the mobility system as trips are funneled to
fewer corridors and may cause the need for more substantial improvements. Development oriented around
cul-de-sacs, as well as neighborhood opposition to street connectivity, has limited connectivity in the City in
the past. Connectivity can also be limited where constrained by natural features such as floodplains.
Future mobility system effectiveness necessitates improved connectivity to facilitate multiple routes to
move traffic to and from destinations. Otherwise, traffic congestion will increase and can lead to additional
traffic through neighborhoods. Increased connectivity must be balanced with resource protection and
neighborhood concerns. Connectivity with and to each of the travel modes is crucial to future accessibility
and mobility. Context sensitive design and traffic calming measures are essential components of any effort
at increased connectivity.
Context Sensitive Solutions
(CSS) is a different approach to
the design and planning of mobility
projects. It balances the competing
needs of stakeholders early on in
the decision-making process. It
offers flexibility in the application of
design, considers aesthetics, and
results in facilities that are safe and
effective for all users regardless of
the mode of travel they choose.
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Arterials spaced one-mile apart may carry significant traffic but may require six lanes, which may be
inappropriate for many contexts and modes such as bicycling and walking. Closer spacing of arterials could
carry the same volume of traffic, reduce the number of lanes necessary, and allow for multi-modal facilities
such as bicycle facilities and wider sidewalks. Likewise, collectors spaced closer together result in shorter
block lengths and promote greater pedestrian and bicycling activities. Local streets should connect as
frequently as practical to the collector network to keep block lengths short and to promote connectivity
throughout the system.
TECHNOLOGICAL INNOVATION, PARKING, AND MOBILITY MANAGEMENT
The rapid pace at which technology and development trends change presents new possibilities for mobility
and land planning. Consideration is needed for Mobility as a Service and home delivery providers, new
development trends, and autonomous vehicles. Digital technologies evolve at an expeditious pace, and
while it is outside the scope of this plan to anticipate the next big technological trend, it is worth noting
how companies like Uber, Zipcar, and Amazon have disrupted the transportation and retail sectors and
have become engrained in daily life. The convenience provided by these and other home delivery services
offers an opportunity to consider approaches related to ride-hailing, ridesharing, shared-fleet services, and
parking management. Transit and micromobility service offerings can be fragmented with information that
can be difficult to find. A user-friendly web-based tool or app with comprehensive information could more
clearly communicate available mobility options other than private vehicles. The consideration of parking
requirements could free up developable land and allow space for circulation and pickup/drop-off zones
within new developments. The development and deployment of autonomous vehicles also needs to be a
consideration in the future planning horizon. Availability of shared autonomous vehicle fleets could prompt a
decrease in persons owning a personal vehicle, alter parking supply needs, and result in changing demands
on the mobility system.
FUNDING
Adequate funding is necessary to construct, operate, and maintain a mobility system that is effective and
safe. Various funding sources are available at the local, state, and federal level. At the local level, funds
include bond programs, certificates of obligation, roadway maintenance fees, and general tax revenues.
New development also constructs and dedicates a portion of street, bicycle, and pedestrian improvements
as part of the development process along with contributing roadway impact fees and fee-in-lieu of sidewalk
construction, as applicable.
At the state and federal level, funding is prioritized and programmed through regional partners such as the
Bryan-College Station MPO, TxDOT, and the Brazos County Regional Mobility Authority (RMA). Some grant
funding opportunities also exist through Community Development Block Grant funds and other state and
federal programs.
The Thoroughfare Plan is intended to consider the ultimate development of the City and the street
network needs. This can make it challenging to consider financial constraints as the need for most planned
improvements depend upon the timing, location, and degree of demand generated by new development. In
evaluating how to best maximize the use of existing funds, a recommended approach is to focus financial
planning efforts by prioritizing the short and near-term needs.
EXTRATERRITORIAL JURISDICTION
The Thoroughfare Plan includes a street network in the ETJ to ensure the reservation of adequate rights-
of-way in a pattern that is dense enough to provide connectivity outside of the city limits. In 2019, the Texas
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State Legislature limited the ability of cities to annex, essentially requiring consent by the residents and/
or property owners within a potential annexation area. With limited opportunity for annexation, the City will
need to continue utilizing other growth management tools such as development agreements and Municipal
Utility Districts (MUDs) to provide services in the ETJ. The changes in annexation law inadvertently
encourage a renewed focus upon infill and redevelopment within the existing city limits. Additional density
within the City’s core can help drive demand for and support the provision of transit and alternative
transportation modes. However, areas in the ETJ must still be connected to the rest of the planning
jurisdiction to provide for connectivity if development on the City’s fringes or annexation does occur in the
future.
PLANNING HORIZON
Though full build-out of the City is beyond the
planning horizon of this Comprehensive Plan, the
plan’s framework must consider the mobility needs
of the community as it approaches build-out or
the complete development of all developable land
in the City. This foresight is necessary to ensure
that actions taken within this planning timeframe
do not preclude future options and offer more
opportunities for future decision-makers. An
example of this approach is ensuring that rights-
of-way are planned and reserved for a future street
network, even though this capacity is not expected
to be necessary within this planning timeframe.
More efficient and higher capacity streets, increased access management along heavily traveled corridors,
increased reliance on bicycling, walking, and transit, and the emergence of dense mixed-use developments
are just a few of the possible strategies to serve the build-out population. This plan must respond to this
possible future by providing a high level of connectivity with and to each travel mode and ensure that
rights-of-way are appropriate to accommodate future mobility needs. Access management employed where
appropriate along with street designs that promote multi-modal solutions should also be considered along
with an expansion into future services such as bus rapid transit, light rail, and land use designations that
continue to encourage dense mixed-use development where and when appropriate.
REGIONAL MOBILITY PARTNERS
The City of College Station is one of many entities that has a role in planning, funding, constructing, and
operating mobility facilities. Other entities include the RMA, Bryan-College Station MPO, TxDOT, Brazos
Valley Council of Governments (BVCOG), Brazos County, Brazos Transit District, Texas A&M University, and
the College Station Independent School District. Coordination between these entities is vital to creating a
well-connected system that supports the mobility needs of the region.
The RMA is an independent governmental agency created by the State of Texas to provide the Brazos
County community with a means of addressing safety and congestion through community consensus. They
work with local jurisdictions and other regional partners to identify funding and help implement the future
vision of transportation in Brazos County - “Through community consensus, plan, develop and operate
a quality transportation system for people and goods that promotes safety, enhances quality of life and
supports economic opportunity throughout Brazos County.” Sixteen regional entities, including the City of
College Station, have committed to collaborating to achieve this vision.
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The MPO serves as a partner that coordinates regional transportation planning and manages federal
transportation funding that comes to the region. They maintain the Metropolitan Transportation Plan and
the Transportation Improvement Program. The City has representation on the Policy Board, Technical
Advisory Committee, and Active Transportation Advisory Panel.
TxDOT is responsible for planning, constructing, and maintaining most of the City’s primary mobility
corridors, including State Highway 6, University Drive (FM 60), George Bush Drive (FM 2347), Harvey Road
(SH 30), William D. Fitch Parkway (SH 40), Harvey Mitchell Parkway (FM 2818), Wellborn Road (FM 2154),
and Texas Avenue (BUS 6). They also partner with the City to enhance landscaping within state highway
rights-of-way, provide funding for pedestrian and bicycle facilities, and other safety improvements.
The BVCOG is also a regional partner who focuses on a variety of topics of importance to its members.
They are involved in planning for and operating transit services for the elderly through the Area Agency on
Aging.
Thoroughfare Plan
The Thoroughfare Plan is based on the projected traffic demand resulting from the anticipated growth in
population and employment and is guided by the proposed Future Land Use & Character Map. In the
development of the Thoroughfare Plan, a travel demand model was used to project the increase in vehicle
trips. This information was used to identify the needed function of the various transportation corridors such
as an arterial or collector. This information also aided in identifying the location of new streets needed either
for capacity enhancements or to provide connectivity, as well as the number of lanes needed for each of the
streets in the system.
With the original planning efforts in 2009, three street network scenarios were developed based on results
from the travel demand model. Each of these scenarios were tested against the community’s goals and
preferences identified in the development of this plan. This testing resulted in the selection of a preferred
scenario that was adopted. While amendments to the Thoroughfare Plan have occurred since 2009, the
approach identified with the preferred scenario remains applicable. Each scenario that was considered is
briefly discussed below.
CURRENT-NETWORK OPTION
This scenario focused future efforts on maintaining the streets and lanes currently in place, with the
additional construction of new streets to serve private development. This scenario resulted in increased
congestion and degradation of levels of service in some of the busiest areas though much of the network
would likely continue to function at acceptable levels of service. This scenario could promote a greater
reliance on transit and other modes of travel, though without the construction of additional facilities
the success of these options was considered questionable. Though offering some advantages, this
scenario was rejected due to the increase in unacceptable levels of congestion, which conflicted with the
community’s desire to manage and reduce congestion.
PROGRAMMED-PROJECT OPTION
This scenario focused future efforts on expanding the capacity of existing streets, adding new streets, and
increasing multi-modal facilities and options as was currently programmed. This scenario would result in the
construction of more than 130 lane miles in addition to the construction of local streets necessary to serve
private development, several miles of off-street shared use paths, and continued maintenance of the existing
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transit system. It was anticipated this scenario would require more than $200 million (in 2009 dollars) in
public funds, as well as expenditures by development interests on streets serving private development.
This scenario accommodated the projected increase in vehicle miles. However, it also resulted in a slight
increase in congestion and degradation of levels of service in specific areas along the network. This
scenario depended on an increase in the use of alternative modes of travel. A modified version of this
scenario was selected as the preferred scenario due to its fiscal practicality, its ability to support expansion
of multi-modal opportunities, and its response to the community desire to manage and reduce congestion.
This option necessitates land use planning that promotes alternative modes of transportation and
reduces the frequency and length of vehicular trips. Additionally, the selected option requires an increased
investment in transit and enhancement of the Thoroughfare Plan in the ETJ to reserve rights-of-way for
future needs and facilitates connectivity.
CONGESTION-REDUCTION OPTION
This scenario focused future efforts on substantial expansion of street capacity and the construction of
new streets. This scenario would result in the construction of more than 440 lane miles in addition to the
construction of local streets necessary to serve private development, several miles of off-street shared use
paths, and continued maintenance of the existing transit system. It was anticipated this scenario would
require more than $650 million (in 2009 dollars) in public funds, as well as expenditures by development
interests on streets serving private development.
This scenario accommodated the projected increase in vehicle miles, with a decrease in congestion and
maintenance or improvement in levels of service throughout the network. This scenario depended on an
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increase in the use of alternative modes of travel, though the general lack of congestion and abundance of
six-lane streets would reduce the likelihood of this occurring. Though meeting the community’s desire to
reduce congestion, this option was rejected due to its high costs and incompatibility with other community
goals and strategies.
PREFERRED SCENARIO
A modified version of the Programmed-Project Option was selected as the preferred scenario based on its
multi-modal cost-effective approach to managing increasing transportation demands balanced with other
community goals and objectives. All new and expanded streets must meet the multi-modal objectives of
this plan. Additional funding must be provided for improvements and expansion to the bicycle, pedestrian,
and transit networks in the City. Finally, it is essential that all streets be designed to enhance their context.
FUNCTIONAL CLASSIFICATION
Functional classification categorizes streets according to the category’s traffic service function they are
intended to provide. All streets are grouped into a class depending on the character of traffic and the degree
of land access they allow. For the purposes of this plan streets are divided into six thoroughfare classes:
freeway/expressway, major arterial (4-lane and 6-lane), minor arterial, major collector, and minor collector.
Freeways/expressways are intended to carry the highest volumes of traffic for the longest distances with
the least amount of direct access. Arterials carry a high volume of traffic and are intended to move traffic
in, out, or around the City. Collectors carry a smaller volume of traffic and allow more access to abutting
properties. Local or residential streets are not considered part of the Thoroughfare Plan as they are
intended to carry low volumes of traffic at slow speeds for short distances and offer the highest level of
access and connectivity. Functional classification identifies the necessary right-of-way width, number of
lanes, and design speed for the thoroughfares. The Thoroughfare Plan and its anticipated performance are
depicted in the following maps: Map 6.1 - 2045 Number of Lanes; Map 6.2 - 2045 Traffic Volumes with
Programmed Projects; Map 6.3 - Thoroughfare Plan – Functional Classification & Context Zones; and
Map 6.4 – 2045 Future Levels of Service.
92CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Design Considerations
COMPLETE STREETS
Complete Streets are streets designed for everyone with safe access for bicyclists, pedestrians, transit
users, and motorists of all ages and abilities. There is no single design for a Complete Street. Each one is
unique and should relate to its surrounding community context, thus integrating with the context sensitive
approach outlined below. In contrast, incomplete streets are designed with only automobiles in mind,
making alternative transportation choices difficult, inconvenient, and often dangerous.
Complete Streets typically offer many of the benefits that are sought through traditional street design:
increased capacity, decreased travel times, and enhanced safety. Typically, design targets increased street
performance through the addition of vehicle travel lanes. As mentioned previously, adding lanes can induce
demand and does not solve congestion issues on its own. With Complete Streets, street design might
prioritize enhancing sidewalks or pedestrian crossings or repurposing on-street parking for another mode
of travel such as bicycling. Every person who then chooses these other modes of travel is one less driver on
city streets, which reduces congestion and extends the service life of streets.
CONTEXT SENSITIVE SOLUTIONS
Context Sensitive Solutions (CSS) is taking the goal of Complete
Streets and applying it to the process of determining street
cross sections that are most appropriate during construction or
reconstruction projects. CSS is a way of planning and building a
mobility system that balances the many needs of diverse stakeholders.
It also offers flexibility in the application of design, considers aesthetics
and results in facilities that are safe and effective for all users
regardless of the mode of travel they choose. These considerations
include the context and character of development in an area, future
goals for a corridor, and existing or future needs.
While an acceptable Complete Street may be achieved through the
construction of a typical street section design, the CSS process should
be used to determine if and to what degree the design may need to be
changed to achieve the most appropriate section for a corridor.
All necessary information should be assembled to best guide the
street design process. This information should include both traditional
thoroughfare functionality as well as conditions of the surrounding
environment. The Thoroughfare Plan should be referenced to
identify the street functional class and the surrounding context zones.
The identified context zones include Urban Core, General Urban,
Suburban, and Rural and is represented in Map 6.3 Thoroughfare
Plan – Functional Classification & Context Zones.
College Station has numerous tools to select an appropriate Complete Street design – a set of typical
cross sections and a set of recommended context-sensitive cross sections. During new construction,
reconstruction, or widening projects, it should be determined if the typical cross section is most appropriate
to achieve the corridor’s planned transportation goals. If other travel modes or design elements should be
prioritized, then the most appropriate alternative context-sensitive cross sections should be selected.
93CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
In general, CSS focus on thoroughfares (arterials and collectors), which are the streets that play the most
significant roles in the street network and offer the greatest multi-modal opportunities. Primary mobility
routes or freeways, such as State Highway 6, are generally intended to move very high volumes of high-
speed traffic through College Station, providing connections to the larger region. These streets should
be the focus of their own unique planning and design process through CSS. Similarly, local or residential
streets are generally not the focus of CSS, however, they should be designed to accommodate bicyclists
and pedestrians and should be interconnected to one another and into the larger street network.
PRIORITIZED MODE CORRIDORS
The existing mobility network has been constructed as the City has grown over time. Many of the network
corridors have constrained right-of-way or narrower pavement widths that may limit the use of the standard
cross section options. In particular, retrofit projects where bicycle and pedestrian elements are being
introduced within existing developed areas may necessitate the development of unique design options.
Ideal cross sections may be difficult to achieve that have the full provision of complete facilities for all modes
due to funding constraints or resulting impacts on surrounding land uses. With these constraints, different
network corridors should be prioritized for different modes. This approach allows a more limited but feasible
mobility network to be created in the constrained environment to provide adequate accommodation for the
various modes.
As mentioned, freeways and major arterial corridors are intended to move high volumes of high-speed
traffic and provide regional connectivity. While it may be possible that these corridors be designed to handle
bicyclists and pedestrians, in general they are designed to accommodate high volumes of vehicular traffic.
These corridors also can carry transit vehicles though accommodating transit stops is more challenging.
Alternative parallel routes should be identified to prioritize modes of travel that cannot be accommodated
on adjacent corridors. Major Collector and Minor Collector corridors are intended to move lower volumes of
vehicular traffic at lower speeds thus providing an opportunity to emphasize non-vehicular modes.
INTERSECTIONS
The design and operation of intersections have
significant impact on the mobility network and context
sensitive design plays a critical role. Multi-modal systems
require the safe movement of pedestrians, bicyclists,
and motorists through intersections. Intersection design
encompasses the intersection itself and the approaches
to the intersection and may impact adjacent land uses.
The Institute of Transportation Engineers has identified
the following principles for the design and operation of
intermodal intersections:
• Minimize conflicts between modes
• Accommodate all modes with the appropriate levels of service for pedestrians, bicyclists, transit,
and motorists
• Avoid elimination of any travel modes due to intersection design
• Provide good driver and non-driver visibility
• Minimize pedestrian exposure to moving traffic
• Design for low speeds at critical pedestrian-vehicle conflict points
• Avoid extreme intersection angles and break up complex intersections with pedestrian refuge
islands, and
94CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
• Ensure intersections are safe and fully
accessible for all, with provisions for
people of varying abilities and people
with vision or hearing impairments
As a street network experiences more traffic
congestion, intersections become the weak
link or choke point in the mobility system
and are the location of the greatest conflict
points and safety concerns between different
modes and users. In many instances, existing
intersections have been designed to prioritize
vehicles and have resulted in gaps for other,
more vulnerable users at the locations of
greatest conflict. Innovations in intersection
design in recent decades have developed
alternatives to the traditional intersection
that offer options to enhance safety that can
also maintain or increase street capacity.
Some examples of these intersections
include modern roundabouts, protected
intersections for vulnerable street users, and
cross-over intersections like the diverging
diamond interchange and displaced left
intersections. As mobility needs are assessed
and prioritized, a greater emphasis should
be placed on intersection improvements
that remove gaps in the mobility system and
appropriately accommodate all users within
the given context.
OTHER CONSIDERATIONS
In complete street and context sensitive
design, several other design components
must be considered that respond to
creating an integrated mobility system.
These include, but are not limited to design
speed, access management along with
the placement and design of crosswalks,
bus stops, curb extensions, and pedestrian
refuges. Guidance documents from the
Institute of Transportation Engineers (ITE),
American Association of State Highway
and Transportation Officials (AASHTO), and
National Association of City Transportation
Officials (NACTO) should be consulted for
the proper and safe application of these
components.
95CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Strategic & Ongoing Actions
The actions listed below are aimed at implementing the goal of an innovative, safe, and well-connected,
multi-modal mobility system serving all user types that is designed to support the surrounding land uses.
The actions include strategic items as well as ongoing efforts undertaken by the City.
STRATEGIC ACTIONS
6.1 Implement complete street and context sensitive design. Amend the street cross sections and
update the Unified Development Ordinance, the Bryan-College Station Unified Design Guidelines,
and the City’s capital improvement process to implement context sensitive and complete street
design such as prioritized mode corridors, reconstruction projects in established neighborhoods, and
in areas where right-of-way is constrained.
6.2 Conduct a Thoroughfare Plan audit. Consider alternatives to relieve congestion anticipated with
long term growth and evaluate adjustments to the Thoroughfare Plan based on existing street
context.
6.3 Enhance and upgrade intersections. Improve multimodal efficiency through roundabouts and
protected intersections to improve safety and reduce congestion.
6.4 Continue to evaluate and implement best management practices to increase bicycle and
pedestrian use. Build on the existing network of infrastructure to increase safety and comfort for all
users such as separated bike lanes and shared use paths.
6.5 Undertake streetscape improvements within gateways and image corridors. Identify
locations and implement targeted infrastructure and streetscape improvements (perhaps through
partnerships) to improve aesthetics. Consider operation and maintenance costs when identifying
appropriate improvements.
6.6 Evaluate transit funding partnerships. To prepare for reductions in Federal transit funding from
the region’s growth, the City should explore regional partnerships to maintain and improve transit
services. Transit services should link activity centers, major employers, dense residential areas,
concentrations of student housing, and provide access for underserved populations and the general
public.
6.7 Prioritize programs and improvements that will reduce vehicular demand. Consider an
emphasis on bicycle and pedestrian facilities, transit services, parking and other programs that can
reduce vehicular demand, particularly in areas adjacent to campus.
ONGOING ACTIONS AND POLICY DIRECTION
6.8 Maintain the various funding programs for mobility projects. These include the Bryan-College
Station Metropolitan Planning Organization Transportation Improvement Program, the Brazos
County Regional Mobility Authority, and the City’s capital improvements program.
6.9 Fund bicycle and pedestrian infrastructure and safety improvements. Dedicate funding for
system improvements and maintain collaborative partnerships as detailed in the Bicycle, Pedestrian,
and Greenways Master Plan.
96CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
6.10 Develop performance measures, collect transportation data, and monitor trends. Performance
measures will help evaluate the effectiveness of the mobility system. Data to be collected could
include traffic volumes, levels of service, vehicle miles traveled, transit ridership, pedestrian
and bicycle facility usage, and safety data on vehicle crashes and those involving bicyclists or
pedestrians. This data will also help to target future improvements.
6.11 Evaluate Traffic Impact Analysis (TIA) requirements. Consider updates to the traffic mitigation
thresholds for intersections impacted by new development. The requirements could also be
amended to address internal site elements such as circulation, queuing, connectivity, as well as
bicycle/pedestrian infrastructure.
6.12 Evaluate and update access management strategies. Coordinate with the Bryan-College Station
Metropolitan Planning Organization to align regional standards along thoroughfares to preserve
modal efficiency throughout the street network.
6.13 Develop and implement a travel demand management program. Build upon existing services
and including real-time traffic information, traffic incident alerts, ridesharing programs, promotion of
flexible work schedules, and encouragement of dense mixed-use development in strategic areas.
M AP 6.1
2045 Number
of Lanes
COLLEGE STATION CITY LIMITS
BRYAN CITY LIMITS
COLLEGE STATION ETJ
BRYANBRYANBRYAN
UNIVERSITY DRUNIVERSITY DRUNIVERSITY DRGEORGE BUSH DRGEORGE BUSH DRGEORGE BUSH DRSO UT HWES TSO U THWES TSOU THWES TFM 2818FM 2818FM 2818
TE
XA
S
AV
E
S
TE
XA
S
AV
E
S
TE
XA
S
AV
E
S
F
M
2
1
5
4
F
M
2
1
5
4
F
M
2
1
5
4
S
H
6
S
S
H
6
S
S
H
6
S HARVEY RDHARVEY RDHARVEY RDGRAHAM RDGRAHAM RDGRAHAM RDBARRON RDBARRON RDBARRON RDHOLLEMAN DR
SHOLLEMAN DR SHOLLEMAN DR
SS
H
6
S
S
H
6
S
S
H
6
SWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYROCKROCKROCK PRAIRIEPRAIRIEPRAIRIE RDRDRD
GREENS PRAIRIE RDGREENS PRAIRIE RDGREENS PRAIRIE RDHWY 30
FM
2
1
5
4
FM
2
1
5
4
FM
2
1
5
4FM 60FM 60FM 60PKPKWW YYPKW Y2-3 LANE ROADWAY
4 LANE ROADWAY
6 LANE ROADWAY
M AP 6.2
2045 Traffic
Volumes with
Programmed
Projects
COLLEGE STATION CITY LIMITS
BRYAN CITY LIMITS
COLLEGE STATION ETJ
BRYANBRYANBRYAN
UNIVERSITY DRUNIVERSITY DRUNIVERSITY DRGEORGE BUSH DRGEORGE BUSH DRGEORGE BUSH DRSO UT HWES TSO U THWES TSOU THWES TFM 2818FM 2818FM 2818
TE
XA
S
AV
E
S
TE
X
A
S
AV
E
S
TE
XA
S
AV
E
S
F
M
2
1
5
4
F
M
2
1
5
4
F
M
2
1
5
4
S
H
6
S
S
H
6
S
S
H
6
S HARVEY RDHARVEY RDHARVEY RDGRAHAM RDGRAHAM RDGRAHAM RDBARRON RDBARRON RDBARRON RDHOLLEMAN DR
SHOLLEMAN DR SHOLLEMAN DR
SS
H
6
S
S
H
6
S
S
H
6
SWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYROCKROCKROCK PRAIRIEPRAIRIEPRAIRIE RDRDRD
GREENS PRAIRIE RDGREENS PRAIRIE RDGREENS PRAIRIE RDHWY 30
FM
2
1
5
4
FM
2
1
5
4
FM
2
1
5
4FM 60FM 60FM 60PKPKWW YYPKW Y0 - 5,000
5,000 - 15,000
15,001 - 25,000
25,001 - 40,000
40,000 - 65,000
M AP 6.3
Functional
Classification &
Context Class
UNIVERSITY DRUNIVERSITY DRUNIVERSITY DRGEORGE BUSH DRGEORGE BUSH DRGEORGE BUSH DRSOU THWES TSOU THW ESTSOU THWES TPKPKWWYYPKWYFM 2818FM 2818FM 2818TE
XA
S
AV
E
S
TE
XA
S AV
E
S
TE
XA
S
AV
E
S
F
M
2
1
5
4
F
M 21
54
F
M
2
1
5
4
SH
6
SSH
6
SSH
6
SHARVEY RDHARVEY RDHARVEY RDGRAHAM RDGRAHAM RDGRAHAM RDBARRON RDBARRON RDBARRON RDHOLLEMAN DR
SHOLLEMAN DR
SHOLLEMAN DR
SS
H
6 S
S
H
6 S
S
H
6 SWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYROCKROCKROCK PRAIRIEPRAIRIEPRAIRIE RDRDRD
GREENS PRAIRIE RDGREENS PRAIRIE RDGREENS PRAIRIE RDHWY 30
FM
2
1
54
FM
2154
FM
2
1
5
4FM 60FM 60FM 60MINOR COLLECTOR
MAJOR COLLECTOR
MINOR ARTERIAL
4 LANE MAJOR ARTERIAL
6 LANE MAJOR ARTERIAL
FREEWAY/EXPRESSWAY
GRADE SEPARATION
THOROUGHFARE PLAN
URBAN CORE
GENERAL URBAN
SUBURBAN
RURAL
CONTEXT ZONES
CITY LIMITS
ETJ
BRYANBRYANBRYAN
M AP 6.4
2045 Future
Levels of
Service
COLLEGE STATION CITY LIMITS
BRYAN CITY LIMITS
COLLEGE STATION ETJ
ACCEPTABLE
TOLERABLE
UNACCEPTABLE
BRYANBRYANBRYAN
UNIVERSITY DRUNIVERSITY DRUNIVERSITY DRGEORGE BUSH DRGEORGE BUSH DRGEORGE BUSH DRSO UT HWES TSO U THWES TSOU THWES TFM 2818FM 2818FM 2818
TE
XA
S
AV
E
S
TE
X
A
S
AV
E
S
TE
XA
S
AV
E
S
F
M
2
1
5
4
F
M
2
1
5
4
F
M
2
1
5
4
S
H
6
S
S
H
6
S
S
H
6
S HARVEY RDHARVEY RDHARVEY RDGRAHAM RDGRAHAM RDGRAHAM RDBARRON RDBARRON RDBARRON RDHOLLEMAN DR
SHOLLEMAN DR SHOLLEMAN DR
SS
H
6
S
S
H
6
S
S
H
6
SWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYWILLIAM D. FITCH PKWYROCKROCKROCK PRAIRIEPRAIRIEPRAIRIE RDRDRD
GREENS PRAIRIE RDGREENS PRAIRIE RDGREENS PRAIRIE RDHWY 30
FM
2
1
5
4
FM
2
1
5
4
FM
2
1
5
4FM 60FM 60FM 60PKPKWW YYPKW Y
In order to meet the needs of a growing community, the City of College Station must be
proactive in planning for adequate public facilities and services for its residents. The
availability of both basic utilities and public safety services are good indicators of how
well a city is positioned to serve new growth.
7 EXCEPTIONAL
SERVICES
ADOPTED OCTOBER 14, 2021
102CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Goal
Exceptional municipal facilities and services
that meet community needs, contribute to
community character, exhibit environmental
stewardship and resiliency, support surrounding
land uses, incorporate full life-cycle costs, and are
coordinated and fiscally responsible.
Municipal Services
Over the last decade, College Station has
experienced significant growth that increased
demand on all City services. The desire to
deliver quality services necessitates careful and
thoughtful planning to ensure municipal services
are maintained at the highest possible level, while
maintaining fiscal responsibility on behalf of the
residents of College Station.
The complexity of the municipal service
delivery system requires an integrated and
strategic approach to service delivery planning.
Consideration must be given to ensuring citizen
and customer access to all desired services.
Attention must also be given to the cost of
services – for ongoing provision and maintenance
as well as future expansion – so that municipal
services are both cost effective to deliver and
affordable to citizens.
Community Facilities
This chapter also addresses the provision of
community facilities, another significant City
responsibility and a major component of College
Station’s physical, social, and economic fabric.
Population growth and geographic expansion
represent significant challenges to the City of
College Station. Planning for community facilities,
staffing, and equipment must be done well in
advance to avoid gaps in services. Facilities often
involve major capital investments and require time
for implementation. Affordability must be balanced
with community needs, and new facilities must be
prioritized in terms of strategic importance to the
community to address current and future needs.
Along with new construction, adequate attention
must be given to expansion, maintenance, and
modernization of existing facilities.
103CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Purpose
The core mission of the City of College Station is the delivery of exceptional services to its citizens.
Infrastructure is the backbone of the service delivery system and College Station must continually make
prudent investments to maintain and grow its infrastructure to support the delivery of services. College
Station’s core services should be of the highest quality and should be customer focused, timely, and cost
effective.
Based on recent trends and a 2.8% growth rate, College Station’s population is projected to exceed 162,500
by the year 2030. This population growth will continue to result in increased demand for City services. The
expansion of City services and facilities to support the anticipated population growth, as well as proactive
maintenance and rehabilitation of existing infrastructure systems and facilities for increased reliability, is
paramount to the implementation of the Comprehensive Plan.
The purpose of this chapter is to recognize College Station’s current service levels and to plan for the
expansion of City services by providing the foundation for the implementation of the City’s various master
plans that are intended to support the planned growth and development pattern described in Chapter 2:
Distinctive Places. Strategic actions are provided to guide future decisions that assure both municipal
service and facilities needs of the community are met. Additional information related to the City’s future
infrastructure needs can be found in Chapter 8: Managed Growth, as well as in the individual utility
master plans and the Capital Improvement Plan. Detailed information including existing levels of service,
future staffing needs, and proposed capital expenditures for all City services can be found in the strategic
plans maintained by each City department.
Planning Considerations
College Station’s growth must be well planned to avoid infrastructure and service delivery level degradation.
Most significantly, water, wastewater, and roadway infrastructure must be developed and rehabilitated to
serve the projected population growth based on the location and density of the future land uses presented
in Chapter 2: Distinctive Places. The City has a responsibility to provide adequate staffing levels to meet
basic response and operating standards and ensure personnel safety, as well as planning for and investing
in facilities that are sufficient in location, design, and functionality to provide reliable response and service
area coverage. To provide efficient services at the lowest cost to its residents, College Station should
encourage growth, new development, and infill development in areas that are adequately served by existing
infrastructure and current staffing levels. Higher density land uses should not be projected for areas that are
not readily served by existing infrastructure. Each of the services provided by the City of College Station has
several planning considerations that contribute to the development of the strategic actions included in this
chapter. The following City services and their associated facilities are discussed in further detail below:
• Police
• Fire & Emergency Medical Services (EMS)
• Emergency Management
• Electric
• Water
• Wastewater
• Solid Waste & Recycling
• Street, Traffic System & Drainage Maintenance
• Planning & Development Services
• Community Services
• Neighborhood Services
• Economic Development & Tourism
• Parks & Recreation
• Library Services
• Fiber Optic Network, and
• General Municipal Administration
104CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Police – College Station Police Department
SERVICES
The College Station Police Department is accredited by the Commission
on the Accreditation of Law Enforcement Agencies and is responsible for
the protection of life, liberty, and property within the City limits. It provides
these services through various means including criminal law enforcement,
education, property recovery, animal control, emergency communications,
traffic enforcement, and investigation of crime. Jurisdiction is shared with
the Texas Department of Public Safety, Texas A&M University Police
Department, federal law enforcement agencies, the Brazos County
Sheriff’s Department, and the constables and Justice of the Peace courts
all having jurisdiction within the City limits of College Station.
The College Station Police Department has several special teams such as the SWAT team, Bomb team,
College Station Tourism and Entertainment Policing unit (CSTEP) in Northgate, hostage negotiation team,
K‐9 Units, Honor Guard, Motors Unit, Community Enhancement Unit, and Victim Services.
In 2009, the College Station Police Department implemented a policing structure designed to provide
geographic accountability and foster stronger community bonds. Since that time there have been
modifications to the program. Technological advances challenged the Community Policing model for a
period of time, but today the department has overcome those difficulties and actively works to build positive
community bonds through geographic accountability. In addition to our Community Policing efforts, the
Community Enhancement Unit works to develop outreach programs such as Family Fish, Citizen Police
Academy, and Coffee with a Cop.
Officers working in the geographic accountability model bring forth and promote effective management
and accountability for the criminal activity and occurrences in each officers’ assigned beat. The goal of
geographic accountability is to ensure faster response times to calls for assistance and make the officers
more familiar with specific areas and residents. By getting to know our citizens, residents will become more
comfortable with the presence of officers and feel safer as a result.
FACILITIES
College Station Police Department operates out of a new station on the corner of Dartmouth Street and
Krenek Tap Road. The new police department was constructed to allow for future growth. The nature of
policing places response units in the field, therefore, the need for satellite offices due to projected growth is
not likely.
FUTURE NEEDS
The department’s Community-Oriented Policing philosophy requires small, manageable beats to be formed
and maintained where staff is held to a high level of geographical accountability for successful outcomes.
Maintaining adequate staffing to fulfill these geographic demands is vital. These demands increase as
population increases and development occurs. As the City continues to grow, it is imperative that the
department grow as well. The College Station Police Department has a history of dedicated customer
service. To continue providing quality customer service, the City must address the needs of today and
tomorrow on a continual basis.
105CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Fire & Emergency Medical Services
(EMS) – College Station Fire Department
SERVICES
The College Station Fire Department (CSFD) is accredited through
the Commission on Fire Accreditation International. The department
is one of only eight municipal fire departments in Texas that
maintains accreditation. College Station is an Insurance Services
Office (ISO) Class 1 Community, meaning it’s fire department, water
distribution system, and emergency dispatch center meet the highest
standards set by ISO. CSFD provides prevention, suppression,
advanced life support emergency medical services (EMS) and
transport, community risk reduction programs, health and fire safety
education, emergency management, and special operations.
The primary response area for EMS is the City of College Station and
southern Brazos County. Secondary response includes automatic
aid to the City of Bryan. Mutual aid agreements for EMS are in place
with Texas A&M University EMS and St. Joseph EMS. The primary
response area for fire is the City of College Station and the Texas
A&M University campus. Secondary response includes automatic aid
with the City of Bryan. Mutual aid agreements for fire suppression are
in place with Brazos County volunteer fire departments and Brayton
Fire Training School for times of extreme need.
The department has a goal of a 6-minute 30-second response time
from the time a 9-1-1 call is answered until the first unit arrives on the
scene. In 2020, the department responded to over 10,000 calls for
service. Approximately 70-80% of the calls were for EMS.
FACILITIES
The department has 166 full time employees, with 147 who are assigned to three 24-hour rotating shifts. The
other 19 employees are chief officers and administrators on a regular work schedule. At least 39 are required
to report for duty each shift. The department requires at least one paramedic on each apparatus.
The department staffs five fire engines, two ladder trucks, one quint, four ambulances, one airport rescue
truck, one water tender, one safety vehicle and one command vehicle. One wildland truck and one special
operations/hazmat truck are cross-staffed.
Of the six fire stations in College Station, five are owned by the City and one is owned by the Texas A&M
University System. The fire stations are located throughout the city at Holleman Drive (Fire Station No. 1),
Rio Grande Boulevard (Fire Station No. 2), Barron Road (Fire Station No. 3), at Easterwood Airport (Fire
Station No. 4 – owned by Texas A&M University System), William D. Fitch Parkway (Fire Station No. 5) and
University Drive (Fire Station No. 6). Station 6 was built in 2012 and is the newest station. The department
plans to build Station 7 beginning in 2023.
ISO Ratings
Insurance Service Office
classifies communities
from 1 (the best) to 10 (the
worst) based on how well
they score on the ISO
Fire Suppression Rating
Schedule. ISO bases this
score on a number of factors
including training, staffing,
number of fire stations,
equipment dispatched
to fires, equipment on
trucks, fire prevention,
investigation, fire safety
education, construction
code enforcement, hydrant
maintenance, water supply,
and the ability of the 911
center to answer and
dispatch calls. Insurance
companies use Public
Protection Classification
information to establish
fire insurance rates for
homeowners in the City.
A lower rating can result
in savings to homeowners
in the City due to lower
insurance premiums.
106CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
FUTURE NEEDS
Current and short-term department needs are published in the annual city budget, including a schedule
for additional personnel, equipment, and facilities. CSFD maintains a three-year strategic plan that ties
into the City Council Strategic Plan. The department is committed to continuous improvement and needs
consistent, robust data analysis. The data the department should consistently analyze for emerging trends
and decision making are:
• Population density
• Call type and volume
• Response times for first-arriving units and full-alarms
The department has commissioned one-time studies and produced internal ad-hoc reports, but long-term
analysis is needed for far-reaching decisions, such as the location and staffing requirements of future fire
stations.
Future facilities, equipment, and personnel must be strategically deployed in College Station to meet
National Fire Protection Association (NFPA) personnel and response time standards, including:
• Four-member engine companies (NFPA 1710-2020, 5.2.3.1.1)
• Incident Command Technicians to serve as Chief’s Aides (NFPA 1710-2020, 5.2.2.2.5)
• Four-minute travel time for 90% first-due unit of responses (NFPA 1710-2020, 4.1.2.1(3) and 4.1.2.4)
The department needs to remain engaged with community partners – hospital systems, social workers, and
the community health district – to evaluate the feasibility of community paramedicine. This is an emerging
field that uses a comprehensive approach and integrated deployment model to connect underserved
populations to underutilized services, helping to decrease strain on emergency rooms, hospitals, and first
responders.
107CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Emergency Management – College Station Fire Department
SERVICES
College Station Fire also oversees the City’s Emergency Management Division, which provides planning
efforts in preparation of all emergencies and disasters. The City’s approach to emergency management
is largely interjurisdictional, with most efforts being in collaboration with Texas A&M University, the City
of Bryan, and Brazos County. The Emergency Management Division maintains plans detailing the City’s
response to various disasters including drought, fires, floods, tornadoes, and winter storms. The goal of
these plans to create a more resilient College Station by responding with effectiveness and recovering
efficiently.
Emergency Management participates in a range of activities that fall into four categories: mitigation,
preparedness, response, and recovery.
• Mitigation is aimed at preventing or limiting the amount of damage disasters cause when they
happen. Actions undertaken by various City departments include, but are not limited to: flood
drainage improvements, conversion from overhead to underground utility lines, removal of structures
located in floodplains, and review and modification of zoning and building codes. These actions help
College Station become more resilient to disasters and alleviate potential damages.
• Preparedness is the effort of being ready for disasters when they strike. The Emergency Management
team works with every City department to plan out disaster response, maintaining emergency
operating guidelines that organize the City’s response during and after a disaster, and participating
in larger area plans with other organizations in the Brazos County Interjurisdictional Emergency
Management Association. Emergency Management also prepares and executes preparedness and
training exercises each year.
• Perhaps the most important actions of Emergency Management are those that occur during and
immediately after a disaster. Emergency Management organizes first responders, City departments,
volunteers, and response organizations within the City and makes calls to surrounding localities
if additional response is needed. The Brazos Community Emergency Operations Center (CEOC)
houses all local jurisdictions to provide for better communication and coordination of response
actions by each jurisdiction, especially in the case of a larger disaster, Emergency Management also
organizes public information releases to coordinate outreach efforts to citizens.
• While disasters can last from moments to days, recovery almost always takes longer. Emergency
Management’s recovery actions aim to shorten those timelines so the City and its residents can
return to pre-disaster conditions or better. The department works to prioritize restoration of vital
facilities and services and coordinate recovery actions being taken by area government entities and
nonprofit organizations.
FACILITIES
The Emergency Management Division works out of the Brazos CEOC in Bryan in collaboration with
representatives from Brazos County, the City of Bryan, and Texas A&M University. This model of co-located
jurisdictions has proved beneficial to foster relationships and coordination in emergency response.
108CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
FUTURE NEEDS
The nature of threats affecting the city are changing. In 2020, the city, nation, and the world were dealt an
unexpected global pandemic that disrupted operations and posed entirely new challenges. The pandemic
highlighted the need for increased mobility and remote work options for many within the city’s workforce.
In early 2021, Texas faced a historic winter storm that left thousands of residents without power or heat
and posed significant challenges to electric grids and water operations across the state. With the changing
climate projected to produce increasingly frequent and extreme weather events, proactive emergency
management efforts must rise to the challenges. Other challenges evolving almost daily are cybersecurity
threats, which require coordination and support across city departments as well as the personal
responsibility of each city employee. To proactively anticipate, mitigate, plan for, respond to, and recover
from the changing nature of emergencies, the Emergency Management Division will need continued and
expanded support to accomplish its goals.
Emergency Management has identified the need for a city-wide continuity operations plan, which would
detail how individual departments and the entire City of College Station will continue operations during
various types of disasters. The department is also working with the other local jurisdictional, agency,
and regional emergency management coordinators to maintain and enhance a robust roster of regional
response resources as well as recognizing the need to update both the Brazos County Interjurisdictional
Mutual Aid Agreement and the Brazos Valley Regional Mutual Aid Agreement.
Another need of the division is formalizing the post-disaster after-action report (AAR) process. AARs are
a vital tool to help the City learn from past experiences, identify opportunities for increased efficiencies,
and adjust standards to improve future responses to disasters. Learning from past experiences and taking
corrective actions can help the City be more resilient and effective in leveraging its resources. There have
been ad-hoc efforts to date to document successes and challenges, but a more formalized process is key
for effective organizational learning.
The Emergency Management Division needs to staff a grant manager dedicated to researching, applying
for, and administering public safety grant funds that aid city emergency management operations and help
ensure the City is not leaving money on the table. A gap currently exists in the city’s ability to apply for and
leverage funds for hazard mitigation and emergency management due to staffing capacity and grant-writing
and grant management expertise.
109CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Electric – College Station Utilities
SERVICES
College Station Utilities (CSU) is the primary electric provider
in College Station, serving more than 44,000 customers. The
electric certification area for CSU has been set by the Public Utility
Commission of Texas (PUCT) as the area inside the City limits as
of 2002, therefore, Bryan Texas Utilities (BTU) services the areas
incorporated into the City after 2002. Even though CSU’s service
territory is fixed, the electric utility has not yet reached “build out”
of its service territory and expects additional development and
redevelopment to continue to add load to the utility’s facilities.
CSU is a wholesale power purchaser and does not have electric
generation facilities. Power is purchased from wholesale contracts
with American Electric Power Energy Partners (AEPEP) and
Garland Power and Light. Delivery of this power is from the Electric
Reliability Council of Texas (ERCOT) transmission grid.
CSU provides electric power to its consumers at various desired voltages; responds to trouble calls and
outage reports; provides new construction and maintenance of transmission and distribution electric
system; engineers and designs the electric system; and provides street and thoroughfare lighting. CSU
also provides Energy Programs such as “Connected Thermostats,” energy audits, “Good Cents” home
builder programs, high efficiency air conditioner rebates, the “Wind Watts” program and customer energy
education.
FACILITIES
There are eight electrical substations located in College Station with a capacity of 533 MVA (Mega Volt
Amperes). The current peak demand for College Station is around 218 MW (Megawatts), which means CSU
is well situated to serve any future additional load. One additional electrical substation will be required to
meet the anticipated build out demand for the service territory.
CSU owns and operates approximately 20 miles of 138 kV (kilo Volt) transmission lines. The electric
distribution system consists of about 518 miles of distribution power lines, with approximately 39% of those
being overhead and 61% being underground. The City adopted a policy in 1992 to require that new electric
lines be installed underground (with a few exceptions for feeder lines). Since that time, the City has removed
or relocated overhead electric lines on portions of major corridors including University Drive, Texas Avenue,
Southwest Parkway, and Harvey Road.
FUTURE NEEDS
CSU currently maintains an Electric Utility Master Plan that is updated as areas develop or redevelop to
ensure adequate and reliable service is maintained to the system. Each year, a new system model is built in
the modelling program to simulate the conditions at system peak and the loading on the electric facilities.
The loads are uprated for growth and projected loads are added for proposed known projects. Using this
information, the model identifies any additions or upgrades that need to be made to the electric system.
The master plan also has identified the need for an additional substation to meet the future loading and
reliability needs within the CSU service territory.
110CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Water Services – College Station Utilities
SERVICES
College Station Water Services is the primary
water provider in College Station and is responsible
for providing safe drinking water, irrigation water
supplies, and water for fire protection services for
over 40,000 customers within its certificated area.
The water system is rated Superior by the State
of Texas and has received awards for outstanding
operations and maintenance from the U.S.
Environmental Protection Agency.
FACILITIES
The City’s water system consists of water production,
treatment, and distribution. Water is provided from
eight deep wells in the Simsboro Formation of the
Carrizo-Wilcox aquifer group and one well in each
of the Carrizo and Sparta aquifers. Water is treated
at pump stations that supply water to the City’s
distribution system and elevated storage tanks.
FUTURE NEEDS
The City’s certificated area for water is not expected to expand into the Extraterritorial Jurisdiction since
these areas are already served by various special utility districts or water supply corporations. Water
Services maintains a Water Utility Master Plan that is updated on a routine cycle to ensure adequate and
reliable service is maintained to the system customers. The master plan identifies future improvements
needed to meet the anticipated build-out demands from future infill growth. The City will continue to
evaluate future water demands and identify required improvements.
Wastewater Services – College Station Utilities
SERVICES
College Station Water Services is the primary wastewater service provider in College Station and is
responsible for the collection and treatment of domestic and commercial sewage from over 43,000
customers within its certificated area. The City treats collected wastewater to meet the requirements of the
regulating agencies.
FACILITIES
The City’s wastewater system consists of wastewater collection and treatment. The collection system relies
on gravity mains to convey wastewater to treatment facilities and when that is not enough, lift stations are
used. The City’s three wastewater treatment plants process the collected sewage into wastewater effluent
that meets the requirements of regulating agencies.
111CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
FUTURE NEEDS
In 2019, the Texas Legislature limited cities’ ability to annex territory. Due to this, the City does not plan to
extend sewer service to properties outside of the existing certificated area boundaries or further into the
Extraterritorial Jurisdiction. The City may rely on strategic partnership agreements and municipal utility
districts for service provision outside of the City’s service area. These agreements will need to balance the
impact of cost of service with the benefits of serving additional customers.
College Station currently has two Strategic Partnership Agreements—one for Brazos County Municipal
Utility District No. 1 (Southern Pointe), and one for Brazos County MUD No. 2 (Millican Reserve). Both
agreements define how the City may annex these territories in the future when they are substantially
developed and infrastructure costs have been reimbursed to the developers. In the case of Millican Reserve,
the agreement also details how the City may annex for limited purpose. Strategic partnerships with
utility and development agreements will likely remain a viable annexation option for College Station, with
evaluation and negotiations to be made on a case-by-case basis.
Water Services maintains a Wastewater Utility Master Plan that is updated on a routine cycle to
ensure adequate and reliable service is maintained to system customers. The master plan identifies
future improvements needed to meet the anticipated build-out demands from future growth, infill, and
redevelopment. The City will continue to evaluate future wastewater demands and identify required
improvements.
112CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Solid Waste & Recycling - College Station Public Works
SERVICES
College Station provides various services to meet the local need for the collection of municipal solid
waste including weekly residential collection, bulky item pickup, and brush/yard clippings pickup. The City
contracts bi-weekly curbside recycling pick-up for single-family residential dwellings. The Solid Waste &
Recycling Division is also responsible for the collection and disposal of commercial solid waste, as well as
street sweeping operations. Construction and demolition wastes are collected by private haulers regulated
through franchise agreements incentivizing haulers to recycle collected materials to lower franchise fees.
The City currently serves over 27,000 single-family residential customers. The City serves a large multi-
family customer service base of 11,000 units. Multi-family and commercial services consist of four routes, six
days per week. The City’s solid waste collection vehicle fleet has a five to 10-year replacement schedule for
each vehicle. Regular maintenance, replacements, and additions will be paramount to ensure core services
and operations meet projected needs. As the City continues to grow, solid waste collections will need to be
monitored closely to meet demand through exceptional and efficient services.
The City is committed to environmental stewardship and waste reduction through recycling, education, and
outreach. The recycling program and clean green activities are designed to help reduce the amount of solid
waste deposited into the landfill. In 2020, College Station reduced the amount of waste going to the landfill
by 27% (24,947 tons) through curbside and commercial recycling, as well as clean green brush collection.
The City proactively controls litter along public right-of-way through the Adopt-A-Street Program. The
program partners with community volunteer groups performing quarterly clean-ups along assigned street
segments.
FACILITIES
The City of College Station partnered with the City of Bryan in 1990 to create the Brazos Valley Solid
Waste Management Agency (BVSWMA) which manages the Twin Oaks Landfill, a Subtitle D landfill, which
became operable in 2010. The City’s previous landfill, the Rock Prairie Road Landfill, closed in 2011 after
reaching its capacity. The Twin Oaks Landfill facility is located off State Highway 30 in Grimes County and
has an air space capacity of roughly 33 million tons of waste, with an expected life of 37 years. The landfill
accepts more than 1,400 tons of solid waste per day, primarily from the seven-county region including
Brazos, Burleson, Grimes, Leon, Madison, Washington, and Robertson Counties, and Texas A&M University.
Since the landfill is the only Type 1 facility between Austin and Houston, it accepts solid waste from 19
counties.
FUTURE NEEDS
Increased manpower and
additional equipment will be
necessary within the planning
horizon to meet development
demand placed on solid waste
services. The use of new
technologies is essential to
increase operational efficiency
and exceptional service.
113CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Street, Traffic System & Drainage Maintenance – College Station
Public Works
SERVICES
Street and drainage infrastructure facilitate transportation and ensure the health and safety of residents and
visitors. These facilities are costly and demand significant attention to protect the investment and value they
bring to the City. The Streets and Drainage Division maintains more than 350 miles of paved streets, 230
miles of sidewalks, 100 miles of storm drain lines, 470 miles of concrete valley gutters, 130 miles of natural
creek area, and mows and trims over 1,300 acres of grass.
Traffic Operations’ mission is to guide, warn, and regulate motorists, pedestrians, and bicyclists in a safe and
efficient manner. The division currently maintains over 90 traffic signals and 85 traffic warning flashers, over
200 linear miles of pavement markings, and more than 15,000 traffic signs.
FUTURE NEEDS
As the City continues to grow the need for
new streets, street maintenance, traffic system
maintenance, and drainage maintenance
will continue. Aging infrastructure generally
requires more maintenance and new
development and growth creates new
demands for infrastructure maintenance.
Recent multi-modal transportation
initiatives place higher expectations for
infrastructure rehabilitation that appropriately
accommodates more modes of transportation,
particularly in dense areas within the
City’s core. These improvements, such as
adding bicycle lanes or shared-use paths,
help generate more walking, bicycling, and
alternative options for citizens to navigate
throughout the City while also helping to
alleviate some of the demand and congestion
on the roadway network. Additionally, the
City’s corridors must be maintained as streets
are rehabilitated to create a sense of place
and attractive community. These service
demands will require additional staff and
resources to maintain and preserve the City’s
transportation capital investments.
114CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Planning & Development Services
SERVICES
Planning & Development Services is responsible for aiding the community in making the best
possible decisions regarding the physical development of the City. This occurs through long range and
comprehensive planning that engages citizens to envision the City’s future and implements practical steps
and policies to create a community with a strong sense of place and positive quality of life. The City is
responsible for ensuring that all new development, infill and redevelopment, site work, and construction
comply with the Comprehensive Plan, the Unified Development Ordinance, and all other adopted codes
and standards.
Departmental services include land use and comprehensive planning, multi-modal transportation
planning, zoning, development review, engineering, floodplain and stormwater management, greenways
management, building plan review, and building and site inspections. Additional service level information
can be found in the department’s strategic plan.
FUTURE NEEDS
As the City continues to develop and redevelop, the need for planning and development services
will increase. New development, infill, and redevelopment within the community places demand on
development review processes, building construction review, and inspections to coordinate and ensure
private infrastructure meets City standards and contributes positively to the character of the community.
Development planning remains vital in ensuring adequate densities, complimentary land uses, and the
provision of infrastructure that balances service delivery costs to ensure the financial stability of the City.
Due to limitations to annexation, the City anticipates minimal outward growth and the emphasis on infill
and redevelopment will become increasingly important. The City must encourage infill and redevelopment
in strategic locations that are sensitive to the existing context and character of each area. Established
residential areas may benefit from continued neighborhood planning efforts due to potential neighborhood
integrity issues that arise as areas fill in and redevelop adjacent to existing neighborhoods. Development
conflicts and neighborhood integrity issues necessitate collaboration between Planning & Development
Services and departments throughout the City, and Planning & Development Services will continue to seek
out these partnerships and collaborations to build upon successes, identify areas for improvement, and
contribute positively to College Station’s identity and quality of life.
115CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Community Services
SERVICES
Community Services delivers high-quality programs, services, and facilities to enrich the lives of individuals
and families within the City. The City encourages the expansion and accessibility of health and human
services, expansion and improvement of public facilities and infrastructure, and expansion of economic
opportunities for low - and moderate - income residents. Additional goals include providing for an adequate
supply of safe and affordable housing, rehabilitation of rental and owner-occupied residential property, and
expanding home ownership opportunities. The Community Services department consists of Community
Development, Code Enforcement, and Northgate District Management.
The City receives funding from the U.S. Department of Housing and Urban Development (HUD) through the
Community Development Block Grant (CDBG) and the HOME Investment Partnership Program (HOME)
grant. Community Services administers these grant funds through programs designed in accordance with
the department’s goals, federal regulations, and input from citizens and the City Council. The programs
aided by federal grant funding are available to individuals, families, and areas where household income does
not exceed 80% of the area median income limits set by HUD.
116CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
COMMUNITY DEVELOPMENT PROGRAMS
HOME funds are used to expand the supply of safe and affordable housing. Assistance for security deposit
payments through the Tenant Based Rental Assistance program, which is managed by Twin City Mission
on behalf of the City, averages approximately $300 per household moving into a housing tax credit property
located in College Station. Up to $14,999 in down payment and closing cost assistance is provided to
qualified, income-eligible homebuyers. Reconstruction assistance of up to $85,000 and rehabilitation
assistance of up to $35,000 is available through low - or no - interest loans to qualified, income-eligible
homeowners. Minor repair assistance in the form of a grant of up to $3,000 is available to correct health
and safety issues. Finally, HOME funds are used to construct new affordable housing either through City-
developed activities or through the support of a Community Housing Development Organization, Habitat for
Humanity, or private developers leveraging other sources of funds.
The City’s CDBG monies are used to provide funding to various non-profit agencies that provide health
and human service programs throughout the community. These funds also support code enforcement
activities in low - to moderate - income areas, acquisition of land for future development, and demolition
of substandard housing. CDBG funds can be used to finance public facility activities in low- to moderate-
income areas. These activities can include park development or enhancement, improvement or expansion of
infrastructure, or improvements to other public facilities such as recent improvements to the Lincoln Center.
Other resources will be sought for specific project needs. Funds can be accessed through the HUD
Section 108 Loan Program or from the Texas Department of Housing and Community Affairs for larger
new construction or rehabilitation projects. As other federal or state resources are made available, various
programs will be developed to meet the needs of the residents.
The Community Services Department also provides Code Enforcement for both commercial and residential
properties within the City to ensure continued compliance with City standards, as well as providing services
to established neighborhoods. Code Enforcement investigates violations to parking, sanitation, health
and safety, illegal dumping, livestock, zoning, fire, and tall weeds and grass codes to maintain the City’s
character and quality of life. Aging areas of the City generally require more property maintenance code
enforcement. Several initiatives, including the Rental and Short-Term Rental Registration programs and
small area planning efforts, will be utilized to focus future staff and funding efforts. Community Services
also manages the Northgate District. A vibrant entertainment district across from Texas A&M University,
Northgate is an eclectic mix of restaurants, shops, bars, religious centers, and residential areas. The
Northgate District Management Division oversees late-night operations, pedestrian safety, and parking
planning and operations including within the College Main Parking Garage. In 2020, the City developed a
Mobility Study and Operations Plan for the Northgate District that recommends improvements within the
district.
FUTURE NEEDS
The City will utilize the required planning
guidelines for federal grants to collect
information regarding community needs and
conditions. These include the Consolidated
Plan and Annual Action Plan. Adjustments to
programs will be made when new needs or
changes are identified so that staff and federal
grant resources can be utilized in the most
effective ways.
117CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Neighborhood Services
SERVICES
Neighborhood Services focuses on maintaining collaborative partnerships between neighborhoods,
community services, and the City. The department undertakes educational and outreach programming,
as well as connects neighborhoods to City resources. Through the Neighborhood Partnership Program,
the City promotes the development of neighborhood and homeowner associations and maintains regular
contact with those associations. There are 85 associations currently registered with the City.
The department also manages the City’s Strong and Sustainable Neighborhood Grant Program, which
provides financial support for projects within neighborhoods. This umbrella program consists of both the
Neighborhood Grant Program and the Gateway Grant Program that support beautification projects such as
a gateway or identification signage, landscape improvements, and small-scale community-building projects.
These matching grant programs foster a mutually beneficial partnership between neighborhoods and the
City.
Library Services
SERVICES
In 1986, the cities of Bryan and College Station signed an interlocal agreement for Bryan to operate a
branch library in College Station. College Station’s first public library opened in 1987, and the present
location opened in 1998. Together with the Carnegie History Center, the Bryan+College Station Public
Library System was created, providing library services free of charge to all Brazos County residents.
Library Services provides programs for all ages including storytimes, book clubs, outreach with community
partners, adult and child crafts, an English Conversation Circle, a Teen Advisory Board, an annual Summer
Reading Program, and volunteer programs.
FACILITIES
The College Station Public Library was renamed to Larry J. Ringer Library in 2004 to honor the former
College Station mayor who was active in establishing the library in the City. Due to its expansive use and
increase in visits and circulation, a bond was passed in 2008 to expand the library and construction began
in 2018. After renovations and expansion, the library reopened in September 2019.
The Larry J. Ringer Library provides many services to the public
including reference and readers advisory, physical materials circulation,
digital materials circulation, device access troubleshooting, internet
computers, printing/copying, tech tutorials, and themed displays. There
are public spaces available for reservation including one large meeting/
program room, two conference rooms, and five private study rooms.
FUTURE NEEDS
The Larry J. Ringer Library nearly doubled in size from the expansion and
renovation project and is well suited to meet future needs. Increases in
collections budgets and personnel will be needed to support a growing population.
118CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Fiber Optic Network
SERVICES
The City’s fiber optic network includes approximately 80 miles of cable that is owned and maintained
by the City. Virtually all the City’s major communication systems including the telephone and computer
networks, 800 MHz Trunk Radio Service, Utility Supervisory Control and Data Acquisition systems, Traffic
Signals, and Wireless Networks depend on the fiber optic network service to function fully. As part of the
Fiber Optic Loop Project, a fiber optic ring connecting all major City facilities was completed in 1999. Since
that time, various cable spurs off the main ring and individual cable segments have been installed to add
existing smaller sites, traffic signals, and new facilities as they have been built. Fiber optic network upgrades
are incorporated into the five-year Capital Improvement Program to provide continued expansion and
improvement to the network.
Several ultra-high-speed internet options are available in College Station, offering communications services
that are vital to future growth. Ultra-high-speed internet provides download speeds of up to one gigabit per
second (or 1,000 megabits) and has a positive impact on local economic development and enhancing the
community’s quality of life. Providers such as Suddenlink, and newcomers such as Frontier and MetroNet,
provide ultra-high-speed internet connections which aid commercial users in enhancing their productivity
and efficiency. College Station also leases unused or “dark” City-owned fiber optic cable to offer additional
ultra-high-speed internet options.
FACILITIES
There are approximately 40 discrete City buildings with fixed cabling infrastructure that support telephone,
network, cable television, intercom, and two-way radio communications. This infrastructure is comprised of
fiber optic cabling, copper network and phone cabling, and coaxial radio frequency cabling, with supporting
equipment including racks, termination panels, cable management, power, and grounding.
FUTURE NEEDS
Currently, the City’s fiber optic infrastructure extends south to the State Highway 6 and William D. Fitch
(SH 40) Parkway area and east to Lick Creek Park. Future fiber projects include a planned fiber route along
William D. Fitch (SH 40) west to Wellborn Road (FM 2154) to complete the loop in the southern part of the
City, increasing of the fiber count on the main city fiber ring and extending the fiber ring further out along
Harvey Mitchell Parkway (FM 2818).
As the City continues to develop southward, additional fiber optic infrastructure will be needed to support
the development of essential public facilities, such as additional fire stations and public schools. The
presence of fiber optic infrastructure is essential in the location of future City facilities. The fiber network
also serves to connect and provide backhaul for a planned implementation of wireless hot zones in various
locations. There is also need for fiber to support video surveillance in select locations to serve as a force
multiplier for public safety.
The City will continue collaborating with private internet providers to encourage growth of the fiber network
and access to ultra-high-speed internet options for all College Station citizens.
119CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
General Municipal Administration
SERVICES
In addition to the various services previously discussed in this chapter, the City of College Station also
provides the following external and internal services: City Internal Auditor, Legal, City Management, City
Secretary, Fiscal Services, Human Resources, Information Technology, Municipal Court, Budget and
Strategic Planning, Public Communications, Public Works, and Utility Customer Service. The City has a total
of 995 full-time equivalent positions funded in the Fiscal Year 2021 budget.
FACILITIES
The City owns and maintains several capital facilities and buildings required to perform the necessary
administrative functions of the City. These are illustrated in Map 7.1 Public Facilities, and include:
• City Hall – 1101 Texas Avenue
• Economic Development & Tourism – 1207 Texas Avenue (as of 2022)
• Police Station – 800 Krenek Tap Road
• Parks Administration building – 1000 Krenek Tap Road
• Public Works buildings and storage yard – 300 Krenek Tap Road
• Municipal Court – 300 Krenek Tap Road
• Utility Customer Service – 310 Krenek Tap Road
• College Station Utilities – 1601 Graham Road
• Larry J. Ringer Library – 1818 Harvey Mitchell Parkway
• Lincoln Recreation Center – 1000 Eleanor Street
• Park facilities throughout the City including pavilions, park shelters, playing fields and courts,
restrooms, concessions, playground equipment, pools
• Cemeteries and Cemetery shop – Texas Avenue, Raymond Stotzer Parkway
• Northgate Parking Garage – 209 College Main
• Northgate Surface Metered Parking – Church Street
• Northgate Promenade – Church Street
• Second Street Promenade in Northgate – Second Street
• Wolf Pen Creek Amphitheater and Greenroom – Holleman Drive/Colgate Drive
• Three Park Maintenance / Forestry Shops – Krenek Tap Road, Holleman Drive, Rock Prairie Road
• Carter Creek Wastewater Treatment Plant
• Lick Creek Wastewater Treatment Plant
• Three elevated water towers (as of 2022)
• Eight electrical substations
• Six fire stations – Holleman Drive (Fire Station No. 1), Rio Grande Boulevard (Fire Station No. 2),
Barron Road (Fire Station No. 3), at Easterwood Airport (Fire Station No. 4 – owned by Texas A&M
University System), William D. Fitch Parkway (Fire Station No. 5), and University Drive (Fire Station
No. 6)
1
2
3
4
5
6
7 8
9
10
11
12
14
15
16
17 18 19
20
13
PARKS
CEMETERIES
CITY FACILITY BUILDINGS
K-12 EDUCATION
TAMU PROPERTY
CITY LIMITS
1 NORTHGATE PA RKING GARAGE
2 FIRE STATION #6
5 CITY HALL
6 LINCOLN RECREATION CENTER
7 FIRE STATION #1
8 MEYER SENIOR & COMMUNIT Y CENTER
9 MUNICIPAL COURT
10 UTILIT Y CUSTOMER SERVICE
11 POLICE STATION
12 PA RKS & RECREATION
13 CARTER CREEK WW TP
14 LARRY J. RINGER LIBRARY
15 FIRE STATION #2
16 COLLEGE STATION UTILITIES &
MEETING & TRAINING FA CILITY
17 FIRE STATION #3
19 FIRE STATION #5
20 LICK CREEK WW TP
4 VISITOR’S CENTER, ECONOMIC
DEVELOPMENT & TOURISM**
3 FIRE STATION #4*
18 ARTS CENTER***
FIRE STATION #4 IS OWNED BY TE XAS A&M UNIVERSITY
SYSTEM
*
THE VISITOR’S CENTER, ECONOMIC DE VELOPMENT &
TOURISM BUILDING WILL OPEN IN 2022
**
THE ARTS CENTER IS OWNED BY THE ARTS COUNCIL OF
BRAZOS VA LLEY
***
Public Facilities
M AP 7.1
UNIVERSITY DRGEORGE BUSH DRTE
XA
S
AV
E
SHARV EY RDHOLLEMAN DRSOUTHWEST
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121CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
FUTURE NEEDS
As College Station’s population continues to grow to the projected 162,500 by 2030, additional City
employees will be needed to continue providing exceptional services and maintain appropriate personnel-
to-population ratios.
College Station’s previous City Hall was constructed in 1969 and expanded in 1979 and again in 1983. In
response to College Station’s substantial population growth throughout the years, various City facilities have
been constructed across the City to accommodate the growing number of employees needed to provide
and maintain services.
The decentralization of City facilities and its workforce has resulted in inefficiencies such as time and
resource losses from travel between facilities and hampered communication between divisions and
departments. As the number of employees has continued to grow to respond to the service level needs of
a growing population, and as public participation in College Station has increased, it became clear that the
City had outgrown its City Hall.
The City Council approved funding for a new City Hall in early 2018, located adjacent to the previous City
Hall and directly across from Texas A&M University. The new site broke ground and construction began
in March 2020. The new City Hall is over 79,000 square feet and houses more than 200 employees with
room for growth, allowing multiple departments who were previously decentralized to unite, consolidate
resources, and increase efficiencies. The site also serves as a community gathering place and contains
public meeting spaces and an outdoor plaza. Once renovations of the adjacent 1207 Texas Avenue location
are also completed (expected in 2022), this space will serve as a new Visitor’s Center to welcome citizens,
visitors, and students to our community and provide an additional community event space that opens to the
City Hall plaza. These new facilities will allow the City to continue providing exceptional services to meet the
needs of College Station citizens into the future.
122CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Strategic & Ongoing Actions
The actions listed below are aimed at implementing the goal of exceptional municipal facilities and services
that meet community needs, contribute to community character, exhibit environmental stewardship and
resiliency, support surrounding land uses, incorporates full life-cycle costs, and are coordinated and fiscally
responsible. The actions include new, strategic items as well as ongoing efforts undertaken by the City.
STRATEGIC ACTIONS
7.1 Prioritize utility and service improvements in existing areas. Invest in infrastructure rehabilitation
within the City’s older areas to maintain their viability and attractiveness and encourage infill and
redevelopment where appropriate.
7.2 Develop a comprehensive facilities plan. The plan should meet the future space and functional
needs of City employees, services, and the community.
7.3 Continue capitalizing on opportunities to achieve multiple community objectives through
coordinated infrastructure projects. Incorporate a measure in the Capital Improvements Program
to weigh projects that achieve multiple objectives. Examples of coordinated infrastructure projects
include road improvements, utility and drainage upgrades, sidewalk rehabilitation / installation /
extensions, and streetscape enhancement.
7.4 Continue to build resiliency in municipal operations and services. Ensure operations and
services are resilient and adaptable to unforeseen circumstances, such as disaster or pandemic, and
able to continuously meet community needs. Consider updating provisions in city plans and policies
and develop incentive programs to better prepare for and adapt to abrupt changes or strained
circumstances while simultaneously allowing for action in the face of uncertainty or unforeseen
events.
7.5 Evaluate the utilization of community paramedicine. Partner with regional health care providers
and social services to evaluate community paramedicine. This is an emerging field that uses a
comprehensive approach and integrated deployment model to connect underserved populations to
underutilized medical, social, and safety services, helping to decrease strain on emergency rooms,
hospitals, and first responders such as EMS, fire, and police.
ONGOING ACTIONS AND POLICY DIRECTION
7.6 Continue to pursue recognition, credentials, and accreditations City-wide. Continue to obtain
national recognition for outstanding and innovative service in police, fire, emergency medical
services (EMS), public safety communications, parks, water, public works, planning, and other areas.
7.7 Continue to sustain and grow emergency management preparedness. In coordination with
Brazos Community Emergency Operations Center and other regional partners, sustain and enhance
emergency management efforts, partnerships, and funding levels to provide adequate resources,
planning efforts, educational training, and appropriate technology to proactively plan for, respond to,
and recover from emergency situations and disasters.
7.8 Continue using business intelligence, data analytics, and data visualization tools. Utilize
data and business intelligence solutions to inform policy decisions and provide efficient municipal
services.
123CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
7.9 Continue to expand wi-fi to public buildings. Expand existing public wi-fi services to additional
facilities and consider partnership opportunities to establish a city-wide wi-fi network.
7.10 Update public service plans. Continue to re-evaluate and update key public service master plans
(water, wastewater, stormwater, drainage management, solid waste, electric, police, fire, EMS) on
regular cycles or when necessary based on changing conditions. Ensure that these plans reflect
long-term growth forecasts and support priority growth areas.
7.11 Utilize municipal service cost-benefit assessments in planning utility expansion. The City
should focus on areas that can be reliably and economically served within the City’s capabilities.
Consider an analysis of cost versus benefit when evaluating potential development agreements,
municipal utility districts (MUDs) or annexation petitions.
7.12 Evaluate ways to reduce energy consumption. Implement energy and resource conservation
strategies in City facilities and all areas of municipal service provision.
7.13 Pursue and support local water conservation and reuse initiatives. Utilize reclaimed and/or
nonpotable water to irrigate City facilities where feasible.
7.14 Continue outreach and educational programs to reduce resource consumption. Encourage
residents, businesses, and local institutions to participate in solid waste reduction and recycling,
energy efficiency, and water conservation programs. Create publicity campaigns to highlight the
City’s sustainability and resiliency efforts within public facilities.
7.15 Continue to implement best practices in meeting or exceeding State and Federal standards
for stormwater management. Implement the City’s Stormwater Management Program (SWMP)
in accordance with State requirements of the TPDES Municipal Separate Storm Sewer Systems
(MS4) program to manage stormwater discharges to protect, preserve and improve area streams and
waterways. Consider updates to better protect area creeks and bodies of water from the impacts of
urban runoff.
7.16 Advance sound floodplain management practices. Reduce the risk and impacts of flooding,
adhere to higher development standards, and limit long-term infrastructure costs through continued
implementation and refinement of the City’s Flood Ordinance (including No Adverse Impacts) and
participation in FEMA’s Community Rating System (CRS) program.
7.17 Continue to meet or exceed State and Federal water quality standards for drinking water
sources. Continue phased expansion of water supply resources and associated production
capabilities to meet shorter-term peak demands, as well as forecasted longer-term needs.
7.18 Continue to keep wastewater collection and treatment capacities ahead of demand. Continue
phased expansion of the existing wastewater system to comply with all regulatory permits, standards,
and requirements that meet shorter-term peak demands, as well as forecasted longer-term needs.
7.19 Continue coordinated electric planning along with area partners. Ensure adequate and reliable
supply to serve anticipated growth and maintain College Station Utilities’ capability for rapid
response to system outages.
124CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
7.20 Design high-quality public facilities that reflect the character of their surroundings. Ensure
these buildings, facilities and improvements blend into existing areas and help establish an identity
and quality standard for newly developing or redeveloping areas of the City.
7.21 Design City facilities and infrastructure to incorporate sustainable and resilient practices.
Consider design features such as stormwater management, water conservation and reuse, native or
adapted plantings, or building design features that conserve energy and natural resources.
7.22 Provide public safety facilities to maintain adequate service and response times. Monitor
response times and safety service needs as growth occurs; use data and national standards to make
decisions about service investments.
As College Station continues to develop it will face opportunities and challenges
associated with managing growth. Since the adoption of the 2009 Comprehensive Plan,
the City’s population surpassed 100,000 people in January 2014. The milestone allowed
the City to extend its Extraterritorial Jurisdiction (ETJ) to five miles beyond City limits
and this change was made in July 2018. This resulted in further ETJ expansion into
Brazos, Burleson, and Grimes counties. Due to annexation law limitations enacted by
the Texas legislature in 2019, the City anticipates minimal outward growth of the city
limits in future years. A renewed emphasis on infill and redevelopment opportunities
will be increasingly important as the City absorbs and manages continued population
growth and becomes denser in appropriate areas.
8 MANAGED
GROWTH
ADOPTED OCTOBER 14, 2021
126CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Goal
Fiscally responsible and carefully managed
development that is aligned with growth
expectations and the ability to provide safe, timely,
and efficient infrastructure and services.
Purpose
The purpose of this chapter is to establish the
necessary policy guidance and associated
strategic actions to enable the City of College
Station to manage its ongoing physical growth
and development in a sensible, predictable, and
fiscally responsible manner. It highlights the
need to encourage additional infill development,
accommodate increased population in denser
areas, pursue strategic development agreements
or annexations, and manage growth in the ETJ.
The preparation of this chapter involved examining
College Station’s growth history, projected growth
trends, and tools used to manage growth. The
chapter outlines options the community should
consider to ensure the benefits of growth are
not offset by increased traffic congestion, loss
of valued open space, or other impacts that
adversely affect residents’ quality of life and the
local business environment.
Background
Growth management is critical to the City’s
long-term viability and involves managing infill
and redevelopment opportunities along with
limited outward growth. A municipality has a
responsibility to its residents and tax payers to
ensure a growth pattern that makes good financial
sense, particularly in terms of the infrastructure
investments needed to keep pace with growth.
Effective growth management can prevent roads,
utility infrastructure, and public facilities from
becoming overloaded by a scale and intensity
of development that cannot be served safely
and effectively. It can also serve to promote
sustainability principles by guiding growth and
development to targeted infill areas, thereby
maximizing the efficiency and effectiveness of the
City’s infrastructure network.
College Station faces major investments
in water and wastewater infrastructure in
coming years to keep pace with increased
population and infill growth. Along
with traffic and drainage challenges,
this is but one example of the capacity
considerations that must be anticipated to
plan effectively for projected growth.
This photo shows the construction of a
new water tower near Highway 6 and
Rock Prairie Road.
127CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
PAST GROWTH PATTERN
Over the last eight decades, College Station
has experienced rapid population growth. Since
1980, the average rate of growth per decade is
approximately 34%. As the scale of the community
increased, its growth rate naturally became more
moderate (41% in the 1980s and 29% in the
1990s), although the additional population and
development in each decade remained significant.
The growth rate in the past two decades has
remained strong, with 38% growth between
the 2000 and 2010 Census, and 31% growth
between the 2010 Census and the City’s projected
population as of Census Day (April 1) 2020. The
finalized 2020 Census results have not been
released as of publication date of this 10-year plan
update. Figure 8.1 Population since 1940 depicts
population growth since the City’s founding.1
In 2009, this comprehensive plan forecasted a population of 134,000 by 2030. Based on current City
projections, the population as of Census Day 2020 was already 123,306. Due to a faster pace of growth
than originally projected, the City now anticipates a population of 162,500 by 2030 based on a 2.8% annual
growth rate, as shown in Figure 8.2 Growth Rate Projections.2 Additional discussion of future projections
can be found in the Future Land Use section of this chapter.
Purpose of the Extraterritorial
Jurisdiction (ETJ)
As a Home Rule municipality (greater than
5,000 population and with its own City
Charter), College Station has some authority
over a larger unincorporated planning area,
beyond its current city limits, that is known
in Texas as the “Extraterritorial Jurisdiction,”
or ETJ. In Chapter 42 of the TEXAS LOCAL
GOVERNMENT CODE, the Texas Legislature
declares it to be State policy that ETJs be
created around cities so that municipal
governments can “promote and protect the
general health, safety, and welfare of persons
residing in and adjacent to” the City limits.
1 9 6 019501940
40,000
2 0 ,000
0
197 0 1980 1990 2000 2010 2020*
60,000
9 0 ,000
1 2 0 ,000
1 3 0 ,000
2 ,14 8 7 ,92 5
11,3 9 6 1 7 ,676
3 7 ,27 2 5 2,45 6
6 7 ,890
9 3 ,857
123,306Figure 8.1 - Population since 1940
*City of College Station projected
population as of Census Day (April 1) 2020.
1City of College Station Planning & Development Services 2City of College Station Planning & Development Services
128CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
College Station’s increase in population
and corresponding employment growth is
a positive indicator of the City’s economic
competitiveness and stability. While attracting
and sustaining economic development is a
primary goal, the community must also consider
ways to maximize the fiscal benefits associated
with additional development. The physical
growth pattern of the City and the efficient
provision of City services are key factors in this
consideration. The rapid growth of Texas A&M
University enrollment has continued to be a
significant contributor to the City’s population
growth.
As displayed in Figure 8.3, Increasing
Development Fragmentation, since the 1970s
the form of development in and around College
Station has become progressively scattered.
This is partly due to the location of floodplains
and other physical constraints. However, the
trend of peripheral growth within the city limits
and the surrounding ETJ is long-standing.
Development began to scatter in the 1980s
and has increasingly sprawled outward since.
Continuation of this growth pattern will become
increasingly problematic due to the challenges
associated with providing cost efficient City
services and infrastructure to expanding areas.
200,000
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
2000 2010 2020 2030
150,309
162,523
173,935
2.0%2.8%3.5%RECORDED GROWTH RATE
Figure 8.2 - Growth Rate Projections
These projections are based on the actual rate of growth from 1990-2020.
129CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
DECADE
ANNEXED
1940s
1950s
1960s
1970s
1980s
1990s
2000s
2010-2020
DECADE
ANNE XED
1940s
1950s
1960s
1970s
1980s
1990s
2000s
2010-2020
INFILLING
2001-2020
SPRAWLING
1981-2000
SPREADING
1961-19801938-1960
COMPACT
Figure 8.3: Increasing Development Fragmentation
Figure 8.4: Annexation History
Since being incorporated in 1938, the City of College Station has actively annexed property into its city
limits, as depicted in Figure 8.4, Annexation History. The City currently contains 51.2 square miles, as
of the most recent annexation in 2019. Looking forward, the City anticipates minimal outward growth of
the city limits in future years due to changes in annexation law made during the 86th session of the Texas
Legislature in 2019.
130CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Planning Considerations
GROWTH MANAGEMENT
Growth management represents a key opportunity for College Station to influence the timing, pattern,
and quality of development through a variety of tools at the disposal of Texas municipalities. There are
also State-imposed limitations that restrict the City’s ability to guide growth in the ETJ, and urban type
development at the City’s edge has been an ongoing challenge. There is the allure of country living in
locations that are detached from other development – a real market factor that must be recognized and
accommodated when identifying future growth areas. It is important to note that recent ETJ platting activity
has prepared the way for substantial numbers of residential lots regardless of future actions to manage
growth. The City does not have zoning or land use controls in the ETJ but does regulate the subdivision of
land in tandem with Brazos County. The City’s Unified Development Ordinance requires a minimum one-
acre lot size to allow for septic systems and prevent intense densities in the ETJ.
Annexation
Annexation is a tool for cities to extend
land development regulations – particularly
zoning – to manage growth and land use
to implement the comprehensive plan.
Subsequently, annexation also extends
the City’s ETJ boundaries, enabling it to
regulate the subdivision of land over a
larger area.
Annexation powers have routinely come
under attack. After the 86th session of
the Texas Legislature in 2019, cities lost
the ability to unilaterally annex territory.
House Bill 347 changed the way cities can
annex, essentially requiring consent by the
residents and/or property owners within the
potential annexation area. Moving forward,
cities may annex in four ways: 1) consent
exempt annexation, 2) annexation on
request of the landowner, 3) annexation by
petition of an area with a population of less
than 200, and 4) annexation of an area with
a population of 200 or more by election and
possibly petition. A few exceptions include
areas with strategic partnerships such as
Municipal Utility Districts (MUDs).
Municipal Utility Districts
(MUDs)
The City adopted a Municipal Utility District
(MUD) policy in January 2014 to establish
What are Municipal Utility Districts (MUDs)?
A Municipal Utility District (MUD) is a political
subdivision authorized by the Texas Commission of
Environmental Quality (TCEQ) to provide water, sewer,
drainage, and/or other municipal services within its
clearly defined boundaries. These political subdivisions
are recognized as taxing entities by the State of Texas to
raise funds within its boundaries to pay for the costs of
providing the municipal services.
How does a MUD work?
The publicly elected Board of Directors manages and
controls the affairs of the MUD subject to the continuing
supervision of TCEQ. The Board establishes policies
in the interest of its residents and utility customers. A
MUD may adopt and enforce all necessary charges,
fees, and taxes to provide district facilities and service.
How is a MUD created?
A majority of property owners in the proposed district
petitions TCEQ to create a MUD. The TCEQ evaluates
the petition, holds a public hearing, and grants or
denies the petition. After approval, the TCEQ appoints
five temporary members to the MUD Board of
Directors, until an election is called to elect permanent
Board members, to confirm the MUD’s creation, and
to authorize bonds and taxing authority for bond
repayment.
131CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
City Council authority over the creation,
operation, and dissolution of MUDs within
the city limits or its ETJ. MUDs can be a
tool used in financing, constructing, and
operating quality water, wastewater, and
drainage facilities because they allow the
developer and future property owners to
absorb the costs and pay for them over time.
MUDs help manage growth in the ETJ by
allowing development to occur in a planned
manner and providing a means to finance
the needed infrastructure. MUDs typically
include a development agreement with the
City that outlines development standards
that would not typically apply in the ETJ
absent an agreement.
College Station currently has two Strategic
Partnership Agreements — one for Brazos
County Municipal Utility District No. 1
(Southern Pointe), and one for Brazos County
MUD No. 2 (Millican Reserve). Southern
Pointe is projected to have nearly 2,000
single-family lots on 553 acres. Millican
Reserve is projected to have approximately
1,900 single-family homes on 2,354 acres.
Both agreements define how the City
may annex these territories in the future
when they are substantially developed and
infrastructure costs have been reimbursed
to the developers. In the case of Millican
Reserve, the agreement also details how the
City may annex for limited purpose. Strategic
partnerships with utility and development
agreements will likely remain a viable
annexation option for College Station, with
evaluation and negotiations to be made on a
case-by-case basis. The importance of and
use of strategic development agreements
may increase in future years due to
annexation limitations.
SPRAWL & ITS IMPLICATIONS
Sprawl is a spread-out or leap-frog development pattern which blurs the urban edge and intrudes,
often in a haphazard way, upon the low intensity nature of the rural landscape. To the extent that some
ETJ developments around College Station involve suburban and even urban intensities, the growth
management challenge becomes even greater for the City. For ETJ residents who may choose a more
remote living location compared to city living, the erosion of rural character from dense piecemeal
development impacts their investment and day-to-day quality of life.
132CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
There are several reasons why growth has occurred on the fringes within College Station city limits and the
ETJ, such as:
• An attraction to the open, rural landscape often found at the City’s edges
• Land is generally less expensive due to the absence of public infrastructure and improvements,
which equates to cheaper development costs
• Property in the ETJ is not subject to City ad valorem taxes; therefore, residents and businesses
outside the city limits benefit from access to municipal facilities and services such as streets, parks,
trails, libraries, and other community facilities, but do not share equitably in the tax burden associated
with constructing and maintaining those facilities and services
• General ease of greenfield development and approvals within the ETJ, particularly since many City
development regulations do not apply including land use controls, density, the number and size of
buildings, and building standards or permits
• Availability of water from other providers (Wellborn Special Utility District and Wickson Creek Special
Utility District), allowing development to access public water that meets TCEQ standards without
requiring connection to the City’s utility system
• Allowances and limitations within the City’s Unified Development Ordinance (UDO) related to
sprawling development patterns, such as:
• The R Rural zoning district allows a minimum lot size of two-acres and average lot size of
three-acres, meaning that residences utilizing on-site sewer treatment systems are permitted;
although this district is not actively used, its availability as a zoning option can contribute to
development fragmentation
• The UDO contains a relatively large number of use-based zoning districts, meaning a zone
change is often necessary to respond to a shift in the market, which adds process, delays
development, and can serve as a disincentive for development to occur within the City rather
than the ETJ, where zoning does not apply
• Limited incentives to encourage certain development types, such as allowing increased
density in exchange for development clustering with the provision of open space to promote
a rural development environment within the city limits rather than necessitating ETJ
development to achieve this character type
Implications of Sprawl
While College Station’s growth pattern has created opportunities, without adequate foresight and
preparation it may yield undesirable consequences, including:
• Erosion of a defined community edge, thereby blurring boundaries and contributing to a loss of
community identity and proliferation of uses extending well beyond the city limits
• Degradation of environmental resources such as floodplains, wetlands, habitat, and vegetated areas
due to cumulative impacts from urban stormwater runoff (increased drainage volumes and velocities)
and non-point source pollution of area streams and watercourses
133CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
• Degradation of air quality from increased vehicular exhaust containing greenhouse gas pollutants
that contribute to a changing climate, along with increased heat island effect due to increased
infrastructure and development
• Increased commuting times and congestion as residents travel relatively longer distances to reach
work, schools, places of worship, shopping, services, recreation, and entertainment destinations
• Premature shifts in traffic patterns, causing congestion and environmental impacts, as development
occurs in an uncoordinated fashion before adequate mobility infrastructure is in place
• Increased demands on public infrastructure (e.g., roads, water, and wastewater systems) and
services (e.g., police and fire protection, parks, libraries, and schools), in some cases creating unsafe
conditions
• Inefficient provision of services, meaning a larger
investment in infrastructure systems with fewer
than the optimal number of connections/users to
pay for them
• The potential for disinvestment in older areas of
the community as new development continues to
occur on the periphery
GROWTH CAPACITY
This section provides an evaluation of the City’s future
land use assumptions and municipal services in terms
of their ability to accommodate the population growth
expected within the next 10 years. It also discusses tools
to manage growth at the City’s edge and within the ETJ.
Future Land Use
A discussion of growth management and capacity
would be incomplete without an analysis of population
projections and land uses programmed within the
updated the Future Land Use & Character Map.
The City has maintained an average annual growth rate
around 2.8% for the last decade and 3.0% over the two-
decade period from 2000 to 2020.3 This plan anticipates a
population of approximately 162,500 by 2030. Texas A&M
University’s increasing student enrollment continues to
be a significant driver of this growth. The Future Land
Use & Character Map identifies land uses capable
of accommodating an ultimate build-out population
of approximately 196,000 within the current city limits.
Planning for land uses capable of accommodating a
larger population than is currently projected for the City
provides a margin of error and allows for market flexibility.
134CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Providing balanced land uses, housing options, mobility choices, infrastructure investments, and quality of
life amenities will be critical to serving a growing and diversifying population.
As a part of the 10-year update to this plan, staff from the Planning & Development Services and Water
Services departments worked in tandem to ensure the updated land uses depicted in the Future Land Use
& Character Map were incorporated into updated models for future water, wastewater, and transportation
needs. These updated models were used to estimate needed infrastructure upgrades and the associated
costs to the City necessitated by population increases and future development.
It will be important to continue monitoring growth trends, including enrollment increases at Texas A&M
University, to anticipate and plan for growth. The City should also evaluate and react to market conditions,
and potentially find new ways to incentivize development, infill, and redevelopment in appropriate areas.
Nationally, there is expected to be continued demand for walkable, integrated, mixed-use districts and the
City should encourage infill and redevelopment opportunities to support this type of development. There
are many existing underutilized areas where infill and redevelopment could create more viable and vibrant
places. While some of these areas were defined in previous iterations of the Future Land Use & Character
Map, redevelopment activity has been slower than expected. The 10-year update to this plan builds upon
and further expands these priority areas for redevelopment opportunities. The pace of redevelopment
is largely dependent on local economics and physical conditions, but City investments or policies can
influence and incentivize redevelopment potential. The City must prioritize proactive infrastructure
investments and programs in strategic redevelopment and infill areas to catalyze redevelopment activity,
promote more efficient use of infrastructure, and support the City’s environmental resiliency goals.
There are growth opportunities on the City’s edge, but also challenges with providing well-timed
infrastructure improvements that support long-term financial wellbeing for the City. Also, it may be cost
prohibitive to provide utility services in some areas, particularly on the City’s southwestern edges. The City
must be strategic with its future investments in infrastructure, facilities, and services. With limited incentives
for annexation in the City’s ETJ, it is more challenging for the City to expand its boundaries. The City will
need to continue, and potentially increase, utilizing other growth management tools, such as development
agreements and MUDs, to strategically manage growth pressures in the ETJ.
Annexation and Development Agreement Priorities
Following the acceptance of the 5-year Comprehensive Plan Evaluation and Appraisal Report in 2015, an
Annexation Task Force was assembled to review the City’s annexation priorities. The Task Force, comprised
of three City Council members and three Planning & Zoning Commissioners, met for several months to
evaluate the City’s annexation strategies and priorities and provided recommendations. Considering the
annexation changes by the Texas Legislature in 2019, the following Task Force recommendations remain
relevant:
• Should the State continue to limit the City’s authority to unilaterally annex property, pursue strategies
to minimize the impacts of such action
• Utilize non-annexation development agreements in a strategic manner to reserve undeveloped or
underdeveloped areas for future growth
• Evaluate the costs and benefits of annexing areas currently under non-annexation development
agreements on a case-by-case basis as they expire
• Closely coordinate the City’s ETJ extension with Brazos, Burleson, and Grimes counties. Maintain
interlocal agreements to address plat review for overlapping ETJ areas as appropriate.
135CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
There are many important considerations in prioritizing potential areas for well-managed outward growth,
whether through the now-limited annexation options or strategic development agreements. Displayed in
Map 8.1 Priority Annexation Areas and the accompanying Table 8.1 Annexation Considerations are
priority annexation or expansion areas within the College Station ETJ. The map is color-coded to indicate
areas currently under non-annexation development agreements, priority areas for annexation consideration,
and existing MUDs. Annexation can be initiated by any of the four ways allowed through current annexation
law: 1) consent exempt annexation, 2) annexation on request of the landowner, 3) annexation by petition of
an area with a population of less than 200, and 4) annexation of an area with a population of 200 or more
by election and possibly petition. These priority annexation areas are also candidates for potential strategic
development agreements such as MUDs.
Prioritization considerations include:
• Whether the area is contiguous to developed areas within
the current city limits, which contributes to orderly growth
progression – and may also involve compatibility concerns if
unzoned ETJ development is out of character with nearby City
areas
• Whether City utilities have planned service extensions or
expansions into the area or are within close proximity and
could readily and feasibly be extended as demands warrant
– whether the City prefers to be the service provider in
particular areas experiencing development pressures
• Whether the area is still largely vacant or has already
developed at a rural or suburban intensity – or is destined for
such development through prior platting and land planning
activity (depending on market timing and ultimate owner/
developer intentions)
• Whether any significant commercial development has already
occurred – possibly in a haphazard, strip development fashion
– which detracts from development quality and community
appearance at gateway locations
• Whether the area is constrained for significant development
by floodplain or other factors, and whether there is much
development potential beyond a current rural residential
pattern
• Whether current or future key transportation corridors traverse
the area, making land use management along such corridors
imperative to long-term transportation flow and safety
• Whether other strategic considerations come into play in
areas that might not otherwise be attractive for near term
annexation, such as areas along major corridors that serve as
current or future gateways into the City, protection areas for
key assets (e.g., water supply, airport), or areas that may also
be attractive to other jurisdictions for potential annexation
111
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CSISD BOUNDARY
CITY LIMITS
5 MILE ETJ
Priority
Annexation
Areas
NON-ANNEXATION AGREEMENTS
PRIORITY ANNEXATION AREAS
MUDS
*NOTE: ANNE XATION AREAS ARE NOT INTENDED TO BE
PARCEL SPECIFIC
*NOTE: THIS MAP IS FOR PLANNING PURPOSES ONLY AND DOES NOT CONSTITUTE THE MUNICIPAL ANNE XATION PLAN REQUIRED BY CHAPTER 43 OF THE TEXAS LOCAL GOVERNMENT CODE*NOTE: THIS MAP IS FOR PLANNING PURPOSES ONLY AND DOES NOT CONSTITUTE THE MUNICIPAL ANNE XATION PLAN REQUIRED BY CHAPTER 43 OF THE TEXAS LOCAL GOVERNMENT CODE*NOTE: THIS MAP IS FOR PLANNING PURPOSES ONLY AND DOES NOT CONSTITUTE THE MUNICIPAL ANNE XATION PLAN REQUIRED BY CHAPTER 43 OF THE TEXAS LOCAL GOVERNMENT CODE
BRYA NBRYANBRYAN
M AP 8.1
SH 30
137CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
PRIORITY SUBAREA LABEL 1 2 3 4 5 6 7 8 9 10 11
Current Development Agreements
7 ••••
8 ••••
9 •••
11 ••
19 ••
20 ••
21 ••
24 ••
25 ••••
26 ••••
27 ••••
Priority Annexation Areas
1 •••
2 ••••
3 ••
4 ••••••
5 •• •
6 •••••
10 ••
12 ••••
13 ••••
16 ••
14 •••• ••
15 ••••••
17 ••••••
18 ••••••
22 •
23 ••••
28 ••••
29 ••••
30 •••
31 ••••
Table 8.1 - Annexation Considerations
1. Provides control of gateway frontage
2. Provides moderate to significant revenue
(property and/or sales tax)
3. Provides undeveloped or underdeveloped area
for future growth
4. Area adjacent to the City on two or more sides
5. Preserves existing character
6. Protects part (or all) of area from future
development
7. Health and life safety concerns (building and fire
code enforcement, emergency response, etc.)
8. Part of area currently served by City sanitary
sewer with capacity to handle new development
9. Located within CSISD
10. Provides potential location for business parks
11. Transportation infrastructure already provided
138CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
EXTRATERRITORIAL JURISDICTION STRATEGIES
There are many strategies for managing the pattern and timing of development in the ETJ, ranging from
simply minimizing the impacts of growth without affecting the pattern to strictly controlling growth. Texas
law does not provide cities with the means to entirely prevent sprawl, therefore, it is wise for the City to
consider the ways in which it can exert more influence over the direction and timing of development that it
ultimately may serve. Given College Station’s past development pattern and projected growth trends, the
City’s growth management approach in the ETJ should focus on the following areas:
• Use annexation or development agreements in a strategic fashion
• Expand the City’s certificate of convenience and necessity as appropriate in concert with annexation
or development agreement activity
• Adhere to the City’s utility extension policy while working to enhance it
• Effectively utilize the City’s Municipal Utility District policy
• Coordinate future Thoroughfares in the ETJ with the Bryan-College Station Metropolitan Planning
Organization (MPO)
• Strengthen health and safety components of the subdivision regulations
INFRASTRUCTURE NEEDS
Water
Basic water supply is a finite resource that requires sound stewardship to ensure its continued availability
in support of a community’s growth and public health and welfare. College Station Water Services is the
primary water provider in College Station and is responsible for providing safe drinking water, irrigation
water supplies, and water for fire protection services for customers within its certificated area. Water
Services maintains a Water Utility Master Plan that is updated on a routine cycle to ensure adequate and
reliable service is maintained to the system customers. The master plan identifies future improvements
needed to meet the anticipated build-out demands from future infill growth.
Chapter 7: Exceptional Services and the Water Utility Master Plan further detail services, future needs,
and strategic actions related to water services.
Wastewater
Wastewater collection and treatment is fundamental to
protect the health, safety, and welfare of the public, as
well as many different ecosystems. College Station Water
Services is the primary wastewater service provider in
College Station and is responsible for the collection and
acceptable treatment of domestic and commercial sewage
from customers within its certificated area. Water Services
139CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
maintains a Wastewater Utility Master Plan that is updated on a routine cycle to ensure adequate
and reliable service is maintained to system customers. The master plan identifies the need for future
improvements needed to meet the anticipated build-out demands from future infill growth.
Chapter 7: Exceptional Services and the Wastewater Utility Master Plan further detail services, future
needs, and strategic actions related to wastewater services.
Electricity
College Station Utilities (CSU) is the primary electric provider in College Station, serving more than 44,000
customers and providing street and thoroughfare lighting within its certificated area. CSU maintains
an Electric Utility Master Plan that is updated as areas develop or redevelop to ensure adequate and
reliable service is maintained to the system. The master plan identifies the need for one additional electrical
substation to meet the anticipated build-out demand to meet future loading and reliability needs within the
CSU service territory.
Chapter 7: Exceptional Services and the Electric Utility Master Plan further detail services, future needs,
and strategic actions related to electric service.
Mobility
Another challenge confronting College Station involves congestion and safety issues resulting from
increased traffic on area roadways. Stresses on portions of the mobility system are already occurring at
peak times and are likely to worsen overtime. This stress is due, in part, to the limitation of major corridors,
existing and spread-out development patterns, and the traffic generated by the Texas A&M University
campus. It is difficult for any community to build its way out of congestion problems. Investments must
be made in alternative mobility options including transit, bicycle, and pedestrian infrastructure, along with
additional capacity and intersection upgrades.
One anticipated outcome of the 2020 Census is that the Bryan-College Station metropolitan area will reach
a population over 200,000, at which point, the region will receive less Federal funding for transit service. As
the financial burden for mobility improvements in Texas are increasingly falling on local communities, the
City and its regional partners must plan accordingly to fund infrastructure improvements.
The City’s physical development pattern has a significant impact on congestion and future mobility needs.
The City can maximize the use of existing infrastructure by encouraging infill development in lieu of allowing
future development to occur on the periphery. A more compact development pattern, with increased
density and mixing of uses in appropriate locations, reduces the growth in total vehicle miles traveled by
generating more walking, bicycling, and transit ridership and reducing the length of many routine trips.
The City will continue to monitor and coordinate with TxDOT regarding future potential interstate projects
I-14 and I-214. While the exact locations are unknown at this time, it is anticipated that I-14 may connect
into SH 30 east of College Station and I-214 may loop the cities of Bryan and College Station. These future
projects would provide regional connectivity to the interstate highway system and may also act as a catalyst
for new development patterns on the east side of the City and into the ETJ. The City will continue to monitor
these projects to anticipate development pressures once more is known.
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While mobility issues will continue to be a challenge, carefully planned growth, a thoroughfare system
incorporating multi-modal mobility, and smart use of limited financial resources should place the City in a
position to accommodate the needs of the additional population anticipated during the life of this plan.
Chapter 6: Integrated Mobility which contains the City’s Thoroughfare Plan, along with the Bicycle,
Pedestrian, and Greenways Master Plan detail specific needs and strategic actions related to mobility.
MUNICIPAL SERVICES
Solid Waste
The City of College Station partnered with the City of Bryan in 1990 to create the Brazos Valley Solid
Waste Management Agency (BVSWMA), which manages the Twin Oaks Landfill — a Subtitle D landfill
that became operable in 2010. The facility is located off State Highway 30 in Grimes County and has an air
space capacity of roughly 33 million tons of waste, with an expected life of 37 years.
The City is committed to environmental stewardship and waste reduction through recycling, education, and
outreach. The recycling program and clean green activities are designed to help reduce the amount of solid
waste deposited into the landfill. As the City grows, as will the need for programs promoting sustainability.
Chapter 7: Exceptional Services further details services, future needs, and strategic actions related to
solid waste and recycling.
141CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Police
College Station Police Department operates out of a
new station on the corner of Dartmouth Street and
Krenek Tap Road that was constructed to allow for
many years of growth. The nature of policing places
response units in the field, therefore, the need for
satellite offices due to projected growth is not likely.
The department’s Community-Oriented Policing
philosophy requires small, manageable beats to be
formed and maintained where staff is held to a high
level of geographical accountability for successful
outcomes. Maintaining adequate staffing to fulfill
these geographic demands is vital. As College
Station continues to grow, the Police Department
will need to continue monitoring growth trends and
plan accordingly. It is anticipated that the Police
Department will continue to add the necessary staff
to serve the future population as projected by this
plan.
Chapter 7: Exceptional Services further details
services, future needs, and strategic actions related to
Police.
Fire, Emergency Medical Services
(EMS), and Emergency Management
College Station Fire Department (CSFD) provides
prevention, suppression, advanced life support
emergency medical services (EMS) and transport,
community risk reduction programs, health and fire
safety education, emergency management, and
special operations. CSFD currently operates six
stations with plans underway for a seventh beginning
construction in 2023. Current and short-term
department needs are published in the annual city
budget, including a schedule for additional personnel,
equipment, and facilities. CSFD maintains a three-
year strategic plan that ties into the City Council
Strategic Plan. Overall, it is anticipated that the Fire
Department will continue to add the necessary staff
and facilities to serve the future population projected
by this plan.
Chapter 7: Exceptional Services further details
services, future needs, and strategic actions related to
Fire, EMS, and Emergency Management.
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Strategic & Ongoing Actions
The actions listed below are aimed at implementing the overall goal to ensure fiscally responsible and
carefully managed development that is aligned with growth expectations and the ability to provide safe,
timely, and efficient infrastructure and services. The actions include new and strategic items as well as
ongoing efforts undertaken by the City.
STRATEGIC ACTIONS
8.1 Prioritize proactive infrastructure investments and programs in strategic redevelopment
and infill areas. Invest in the necessary infrastructure to increase redevelopment potential or to
catalyze redevelopment activity in areas identified in the Future Land Use & Character Map or in
district plans. Concentrating development and services within target areas promotes efficient use of
infrastructure and supports environmental resiliency goals.
8.2 Amend the zoning map and consider regulatory incentives to encourage infill and
redevelopment. Apply targeted zoning strategies in designated Redevelopment Areas identified
on the Future Land Use & Character Map. Review the effectiveness of the Redevelopment District
(RDD) overlay zoning and consider updating provisions in the Unified Development Ordinance to
incentivize infill and redevelopment.
8.3 Re-envision underutilized retail uses and incentivize redevelopment and/or reuse of vacant
buildings and properties. Monitor national trends in the evolving retail sector or other sectors and
continue to seek redevelopment and revitalization opportunities for vacant or underutilized sites,
particularly large retail and big-box sites.
8.4 Evaluate the utilization of impact fees that provide revenues to support infrastructure
demands. Consider the need to amend impact fees to promote the city’s long-term fiscal strength.
ONGOING ACTIONS AND POLICY DIRECTION
8.5 Evaluate and revise the Water/Sanitary Sewer Extension Policy. Evaluate the City’s service
area for sanitary sewer (the Certificate of Convenience and Necessity boundary) and extend into
the Extraterritorial Jurisdiction in an incremental and carefully timed manner when it meets defined
growth management objectives. Ensure that extensions to water/sewer utilities and service areas are
consistent with the Future Land Use & Character Map, the City’s utility master plans, and the multi-
year Capital Improvement Plan.
8.6 Conduct fiscal impact analyses. Analyze development patterns at a City-wide level to determine
the true costs associated with various development types, including unfunded service costs, to
provide decision makers with the best available information to ensure the City’s long-term fiscal
sustainability. In addition, utilize financial modeling to evaluate the cost-to-serve for annexation
requests, MUDs, and development agreement areas.
8.7 Continue the City’s Oversize Participation practice, where appropriate. Continue providing
funds for potential oversize participation to reduce future infrastructure costs.
8.8 Use available tools to strategically manage growth pressure in the ETJ. Utilize development
agreements and Municipal Utility Districts (MUDs) to manage growth pressure in areas where
annexation is not feasible.
The City depends on and is strengthened by strategic, effective partnerships that
ensure all citizens thrive in a safe, well-connected community with exceptional
services, affordable housing, and diverse amenities, and where economic prosperity is
widespread and a high quality of life is attained. Mutually beneficial partnerships make
effective use of resources and community capital, thus nurturing thriving cities and
citizens. In a sense, a city itself is an ongoing partnership – an interconnected network
of people living in close proximity for the benefits that a community provides.
9 COLLABORATIVE
PARTNERSHIPS
ADOPTED OCTOBER 14, 2021
144CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Goal
Well-coordinated planning at all levels and effective engagement with local jurisdictions, institutions, and
organizations to further realize the City’s vision and support the broad community.
Purpose
Collaborative partnerships are essential in leveraging resources for maximum efficiency and benefit. Many
challenges that communities face are regional issues – like mobility network congestion and housing
affordability – or are even broader in scope, such as environmental sustainability and natural disaster
recovery which cross jurisdictional boundaries. In the wake of the COVID-19 pandemic, the importance
of strong partnerships is even more pronounced. A robust network of partners and interorganizational
resources strengthens community resiliency in unpredictable circumstances like the pandemic and shorter-
term acute events like the 2021 winter storm and resulting utility outages. This chapter builds upon topics,
ideas, and goals enumerated in previous chapters to emphasize the importance of the City’s collaborative
partnerships, acknowledge existing efforts, and set the foundation for strengthening partnerships.
145CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
OVERVIEW
The City of College Station engages with a wide variety of public, nonprofit, and private organizations. For
example, the City collaborates with schools, fosters a thriving climate for local businesses, and partners
with local nonprofits that align with City objectives. This chapter outlines three overarching pillars: internal
collaboration within the City as an organization, the town-gown relationship with Texas A&M University, and
other local and regional partnerships. All of the City’s partnerships are significant in facilitating the City’s
services to its citizens, and most will fall into these three broad categories. As further discussed in Chapter
10: Plan Implementation, effective plan implementation requires the commitment of the City’s elected and
appointed officials, staff, residents, business owners, Texas A&M University, other levels of government, and
other organizations and individuals who serve as champions of the plan and its direction and strategies.
Internal Collaboration
The City of College Station operates more than 20 departments and employs nearly 1,000 people. The
success of the City relies in large part on coordination and partnerships between departments to ensure the
Comprehensive Plan – the community’s vision – is carried out. As a guiding document, the Comprehensive
Plan should be referenced within master plans and departmental strategic plans to ensure that all City
departments are working in tandem toward compatible goals.
Additionally, the City’s capital improvement planning, departmental work, and budgeting should consult the
Comprehensive Plan and its associated master plans to guarantee unified actions and objectives across
the City. Public budgets and capital expenditures set priorities for funding and progress toward achieving
goals expressed by the City and its citizens. These expenditures should be aligned with the City’s long-term
vision. The Comprehensive Plan’s goals and strategies should be among the criteria for evaluating capital
expenditures and allocating funding through annual and departmental budgets.
Texas A&M University And The Town - Gown Relationship
As the home of Texas A&M University, the City of College Station has unique opportunities for coordination
with a premier institution that attracts people from all over the world to study, work, research, and teach.
The relationship between the City and Texas A&M University – the town-gown relationship – has existed
since the City’s founding in 1938 by a group of residents and university administrators who desired to
create a municipal government and belt around the campus core which became the City of College Station.
Throughout the years the university and City have collaborated on numerous issues and through many
ad hoc, departmental, and topic or issue-based efforts. There is opportunity for bolstering the town-gown
relationship and establishing a collaborative annual agenda to strengthen Texas A&M University and the
City in mutually beneficial ways. Formalizing existing collaborations and potentially establishing a planning
coordination task force could aid in coordinated and cohesive initiatives and development projects. This
is particularly important along jurisdictional boundaries between campus and the City to create more
harmonious transitions between the campus and surrounding neighborhoods, business and retail areas,
and the community as a whole.
The City remains committed to collaborating with the university to pave the way for better relationships
between all residents of College Station, including the students, staff, and faculty of Texas A&M University
and residents not affiliated with the university. The City aims to effectively manage growth within College
Station that has been prompted by increasing student enrollment as well as promote community cohesion
and positive living experiences between permanent and temporary residents. This could be through
new collaborative initiatives or connecting students to City resources to help raise awareness about
146CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
ordinances and neighborhood norms,
as well as promoting social connections
and demonstrating positive neighborly
interactions.
Building upon existing collaborations and
expanding joint efforts with Texas A&M
University also brings economic benefit
to both the university and City through
expanded tourism opportunities. Visitors
to collegiate sporting events, the George
Bush Presidential Library and Museum, and
university conferences and events often stay
in hotel accommodations and make food and
retail purchases within the City, contributing
to hotel tax and sales tax revenues. The City
should continue working with Texas A&M
University to promote a stronger and more
unified brand identity to attract visitors and
associated tourism dollars to the community.
Another key opportunity for coordination
between the City and academic departments,
institutes, and operational units is to capitalize
on university research and expertise and
help raise awareness of environmental
stewardship and sustainable practices
within the community. This could range from
innovative engineering research to climate
and resiliency planning to testing new
mobility technologies. The City and Texas
A&M University would benefit from linking
the university’s educational mission with
community needs. Research can also lead to
economic development opportunities for the
City and region.
Regional Partnerships
The City collaborates with neighboring
jurisdictions, local institutions, nonprofit
organizations, and regional planning agencies
on topics such as land use and mobility
planning, affordable and workforce housing,
economic development, job creation, and
tourism. The City maintains interlocal, mutual
aid, and development agreements with
surrounding counties, institutions, service
providers, and private developments to
ensure efficient infrastructure and exceptional
147CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
services are provided to all College Station citizens to maintain a high quality of life. These agreements
establish partnership responsibilities within the College Station city limits and the City’s ETJ for items such
as subdivision review, thoroughfare planning, floodplain management, utility infrastructure, and service
provision. The City will continue to pursue collaborative partnerships and agreements as matters of mutual
interest and as opportunities for coordination arise.
HOUSING & DEVELOPMENT
Affordable housing is crucial for a community’s overall success, as it promotes inclusion, mitigates
gentrification, and encourages responsible economic growth. The City of College Station is dedicated
to promoting diverse affordable housing options and expanding the opportunities to secure affordable
homeownership and/or rental assistance. To provide affordable housing assistance, the City will continue
to actively engage in partnerships with local organizations like the Brazos County Home Repair Coalition,
Bryan/College Station Habitat for Humanity, Brazos Valley Community Action Programs, Elder Aid, and
Brazos County Council of Governments as discussed in Chapter 3: Strong Neighborhoods.
In a broader sense, the relationship between the City and private developers functions as a collaborative
partnership in which developers help to shape the built environment and carry out the citizens’ vision and
plan. The City will continue to foster collaboration and communication with the development community
and encourage development patterns that promote outcomes in line with well-being, inclusion, equity,
and a high quality of life. The narrative in Chapter 2: Distinctive Places along with the Future Land Use
& Character Map detail the ideal development patterns and opportunities for future growth, infill, and
appropriate redevelopment to realize the desired character and community identity.
ECONOMIC DEVELOPMENT, JOBS & TOURISM
The City’s long-term economic development goals to diversify the local economy,
attract new employers and competitive jobs, support entrepreneurs and small
businesses, and provide a diversified tax base are tied closely to the City’s
synergy with regional partners. As discussed previously, Texas A&M University
is a key partner, as are the Brazos Valley Economic Development Corporation,
the Chamber of Commerce, and local area businesses. The City works diligently
to recruit events and tourist-related activities to College Station including sports
tourism, conventions, and leisure events. The City partners with local businesses
to create cohesive campaigns for tourists and residents to enjoy. The Economic
Development Master Plan further discusses strategic initiatives and partnerships
that help realize the City’s goal of a prosperous economy that works for all citizens.
LOCAL SCHOOLS
To fully anticipate population growth and demand in College Station, the City must collaborate with Texas
A&M University, Blinn College, the College Station Independent School District (CSISD), and public charter
schools to understand their growth trends and organizational goals for increased enrollment, future facility
needs, and the associated impacts on the City such as infrastructure demands, housing needs, and traffic
and mobility concerns. In the case of local K-12 institutions, it particularly important to anticipate and
prepare for new school locations or changed use or capacity of existing schools. Likewise, the location
and development of new neighborhoods necessitates the demand for new schools. The City will continue
to work with the leadership of the CSISD and public charter schools to address siting and infrastructure
needs, ensure safe and walkable areas around schools, and collaborate on other issues that present
opportunities for joint efforts.
148CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
MOBILITY
The City of College Station partners with a number of regional planning organizations focused on mobility
system planning across jurisdictions. The City coordinates with the Bryan-College Station Metropolitan
Planning Organization (MPO), the Brazos Valley Council of Governments (BVCOG), the Brazos County
Regional Mobility Authority (RMA), the Texas Department of Transportation (TxDOT), Brazos Transit District,
and Texas A&M University at different levels to accomplish regional transportation goals. Mobility networks
are a clear example of the need for collaborative planning, as these systems provide tangible connections
across jurisdictional boundaries. The City will continue to engage and be a leader in interjurisdictional
mobility partnerships, with a view towards continuing to champion alternative modes as discussed in
Chapter 6: Integrated Mobility.
SERVICE PROVISION & INFRASTRUCTURE
Public Safety: The College Station Police, Fire, Emergency Medical Services (EMS), and Emergency
Management coordinate with local and regional partners to provide public safety services and ensure the
safety of the community.
The Police Department coordinates with the Texas Department of Public Safety, Texas A&M University
Police Department, federal law enforcement agencies, the Brazos County Sheriff’s Department, and the
constables and Justice of the Peace courts, all of which have jurisdiction within the city limits of College
Station.
The Fire Department serves a primary response area within the city limits and the Texas A&M University
campus and a secondary response with automatic aid with the City of Bryan. Mutual aid agreements for fire
suppression are in place with Brazos County volunteer fire departments and Brayton Fire Training School
for times of extreme need. EMS serves a primary response area within the city limits and southern Brazos
County and a secondary response with automatic aid to the City of Bryan. Mutual aid agreements for EMS
are in place with Texas A&M University EMS and St. Joseph EMS.
The City participates in proactive emergency management as part of a larger county-wide effort with
Brazos County, the City of Bryan, and Texas A&M University. Members of this group send representatives
to the Brazos County Community Emergency Operations Center (CEOC) where mitigation efforts and
149CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
coordination between these jurisdictions occurs. Natural
disaster and emergency events occur without regard for
borders, so an interjurisdictional response is necessary to
plan for and respond adequately to emergency events.
Solid Waste & Recycling: The cities of College Station
and Bryan partner to manage and operate the Brazos
Valley Solid Waste Management Agency (BVSWMA).
BVSWMA currently operates the Twin Oaks Landfill
located in Grimes County which accepts waste from
Brazos, Burleson, Grimes, Leon, Madison, Washington, and
Robertson counties, and Texas A&M University.
Libraries: The cities of College Station and Bryan maintain
an interlocal agreement for a regional library system, with
library locations and services in both cities free of charge to
all Brazos County residents.
Utilities: The City of College Station provides electric,
water, and wastewater infrastructure and services to
citizens, along with fiber optic infrastructure to City
facilities. While College Station Utilities (CSU) is the
primary electric provider in College Station, Bryan Texas
Utilities (BTU) serves areas incorporated into the City
after 2002. CSU and BTU coordinate on service provision
and future needs. College Station Water Services is the
primary provider of water and wastewater services in
College Station. Other providers, such as Wellborn Special
Utility District and Wickson Creek Special Utility District,
provide water services along the boundaries of the City’s
certificated area and into Brazos, Burleson, and Grimes
counties. College Station’s Water Services Department
coordinates with these providers, particularly on projects
near the boundaries between certificated areas. The City
also has two municipal utility districts with agreements
that define how utilities are provided and how the City may
annex these areas in the future when they are substantially
developed. The City also owns and maintains a fiber optic
network to provide service to City-owned facilities. The
City coordinates and maintains agreements with various
private providers, such as Suddenlink and Frontier, for the
provision of ultra-high-speed internet services to their
College Station customers.
The City will continue to pursue collaborate relationships,
coordinated services, and cooperative agreements with
regional partners to make efficient use of resources
and community capital and provide excellent services
to the community. More on the City’s services, existing
infrastructure, and future needs can be found in Chapter 7:
Exceptional Services and Chapter 8: Managed Growth.
150CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Strategic & Ongoing Actions
The actions listed below will help achieve the goal of well-coordinated planning at all levels and effective
engagement with local jurisdictions, institutions, and organizations to further realize the City’s vision and
support the broad community.
INTERNAL COORDINATION
9.1 Reference the Comprehensive Plan actions within City master plans. City master plans are
components of the Comprehensive Plan. Master plans should be updated on a regular cycle
(or as needed). The updates should include provisions that relate directly to actions within the
Comprehensive Plan and the Future Land Use & Character Map.
9.2 Reference the Comprehensive Plan and City master plans in Capital Improvements Planning,
departmental work programs, and budgeting processes. Alignment with the City’s long-term
plans should be among the criteria for evaluating potential capital or operating expenditures.
EXTERNAL PARTNERSHIPS AND COLLABORATION
Texas A&M University
9.3 Establish a university/city annual agenda. Conduct an annual meeting between leadership of
the City and Texas A&M University to reflect on the previous year’s successes and challenges and
to establish a collaborative agenda for the next 12 months. The intention of the agenda created is to
strengthen both partners in a way that student success and faculty/staff retention is also improved.
Participants would be from the highest leadership levels of Texas A&M University and the City and
mutually committed to a best-in-class town-gown relationship.
9.4 Gather growth expectations. Work with Texas A&M University and other higher education
institutions concerning their projected enrollment growth and associated faculty/staff increases to
plan effectively for the implications of further off-campus housing demand.
9.5 Formalize ongoing collaborations and establish a planning coordination task force with Texas
A&M University and the City. Continue to coordinate with Texas A&M University regarding the
benefits and impacts of university development projects and support ongoing efforts to provide
harmonious transitions between the campus and the surrounding area. These meetings should
continue to take place regularly.
9.6 Continue “good neighbor” initiatives with Texas A&M for permanent and temporary residents.
Build upon existing programs to promote positive living experiences for students and long-
term residents in city neighborhoods. Activities could include community discussions, a lecture
series, door-to-door visits, or neighborhood gatherings. The activities would raise awareness
about ordinances, positively communicate neighborhood norms, promote social interaction, and
demonstrate what it means to be a “good neighbor.”
9.7 Contribute to a joint branding effort with Texas A&M University. Continue to work with Texas
A&M University to define and promote a stronger and more unified brand identity. This includes
not only graphics but, more importantly, the underlying messages and strategies to share the brand
work.
151CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
9.8 Expand tourism opportunities with Texas A&M University. Expand partnerships with Texas A&M
University to recruit, create, and magnify tourism opportunities at university facilities and beyond.
9.9 Pursue partnerships with Texas A&M University regarding environmental stewardship.
Encourage collaborations with academic departments, institutes, and operational units to capitalize
on university research and expertise and help raise awareness of environmental stewardship and
sustainable practices within the community.
Other Local and Regional Coordination
9.10 Convene coordination meetings with neighboring jurisdictions and regional planning
organizations. Participate in collaborative efforts, such as the Intergovernmental Committee and
others, on land use, infrastructure, facilities planning, and other planning issues of mutual interest.
Seek opportunities to align policies or share services to create a stronger region and more efficiently
utilize resources.
9.11 Pursue interlocal cooperation agreements. Pursue and maintain beneficial agreements with
Brazos, Grimes, and Burleson counties, City of Bryan, Texas A&M University, and other service
providers, as appropriate. Such agreements can address coordination of subdivision review,
thoroughfare planning, floodplain management, and utility and other service provision, among other
matters of mutual interest.
9.12 Continue to coordinate with the College Station Independent School District and public
charter schools. Coordination should address facility needs and projections, potential locations for
new schools or future use of existing schools, infrastructure impacts of school development, and
ensuring safe/walkable areas around schools.
9.13 Continue to participate in regional mobility initiatives. Partner with the Bryan-College Station
Metropolitan Planning Organization (MPO), the Brazos County Regional Mobility Authority (RMA),
Brazos Valley Council of Governments (BVCOG), Texas A&M University, Texas Department of
Transportation (TxDOT), Brazos Transit District, Interstate 14 and Loop 214, Easterwood Airport flight
network expansion, Texas High Speed Rail Initiative, freight transport, and Union Pacific on initiatives
such as the Brazos Yard and quiet zones.
10 PLAN
IMPLEMENTATION
ADOPTED OCTOBER 14, 2021
153CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
The Comprehensive Plan is the City of College Station’s
broadest and most long-term policy guide. It serves as a
statement of the community’s vision for the future. The
plan details goals, policies, and actions on a broad range of
topics and provides strategic direction to guide the City’s
physical growth while maintaining a high quality of life.
Implementation is not simply a list of action items. The
Comprehensive Plan must be referred to frequently to
guide decision-making and ensure the community’s
vision and goals are ultimately achieved. Effective plan
implementation requires the commitment of the City’s
elected and appointed officials, staff, residents, business
owners, Texas A&M University, other levels of government,
and other organizations and individuals who serve as
champions of the plan and its direction and strategies.
Equally important are formal procedures for the ongoing
monitoring and reporting of successes achieved, difficulties
encountered, new opportunities and challenges that
emerge, and any other changing conditions that require
rethinking priorities.
This final chapter details a practical, prioritized, and sequenced implementation program. It establishes a
protocol for regular reporting and evaluation of progress. Each year, the City prepares a summary report
of notable plan progress and development activities. At five-year intervals, a more thorough evaluation is
prepared which typically leads to amendments to the plan itself.
Plan Implementation Methods
The goals, policies, and actions in this plan should be consulted frequently and used widely by decision-
makers as a basis for judgments regarding:
• Proposed development and redevelopment applications
• Zone change requests and other zoning-related actions
• The timing and availability of infrastructure improvements
• Expansion of public facilities, services, and programs
• Annual capital budgeting
• Requests for strategic development agreements, municipal utility districts, or voluntary annexations
• Potential re-writes and amendments to the City’s Unified Development Ordinance and related code
elements
• Intergovernmental coordination and agreements (including city/university, inter-city, and city/
county), and
• Operations, capital improvements, and programming related to individual City departments
The Comprehensive Plan is supported by several focused master plans, district, and neighborhood plans.
Collectively, these planning efforts are implemented by many short-term strategic plans, annual budgets,
and the City’s ordinances, codes, and development standards, as seen in Figure 10.1: Comprehensive Plan
Direction & Implementation.
154CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Figure 10.1: Comprehensive Plan Direction & Implementation
COMPREHENSIVE PLANOVERALL CITY-
WIDE DIRECTION
Contains the city’s
broad vision, goals,
high-level policies
and actions.
Addresses citywide needs, opportunities, and aspirations. A guide for more
specific planning policy decisions, investments, and regulations.
• Long term, 20-year horizon but reviewed at five year intervals.
FOCUSED
PLANNING
Detailed studies and
specific strategies
for a topic or area.
IMPLEMENTATION
Short-term strategic
plans and regulations.
Master Plans
Detailed plans focused on a
particular city service, facility
or resource that affects the city
as a whole.
• Provides specific
recommendations tailored
to the needs of the service,
facility or resource.
• Examines aspects relevant
to the topic.
• Living documents that
should be maintained
and updated regularly or
as-needed.
Capital Improvement
Plan (CIP)
A five-year plan for funding
and implementing projects that
address infrastructure needs
such as streets, parks and public
facilities. The CIP should show
alignment with the Comprehensive
Plan and focused plans.
Departmental Work
Programs & Budget
Annual work programs and
budgets should align with the
Comprehensive Plan and
other plans.
Codes & Ordinances
The governing regulations adopted by the
city that include the Unified Deleopment
Ordinance (the city’s zoning code). These
legal tools are critical to implement many
of the Comprehensive Plan’s physical
development objectives including
redevelopment and neighborhood integrity.
Codes and Ordinances should be reviewed
upon adoption of a district or neighborhood
plan or as other needs arise.
City Council Strategic Plan
City council strategic priorities may be
considered annually and should support
implementation of the city’s various long-
term plans.
District
& Neighborhood Plans
Detailed plans focused on a geographic area
of the city such as a neighborhood, corridor or
special district.
• Provides specific recommendations
tailored to the needs of the area.
• Considering all spects of an area, including
future land use, character, transportation
and connectivity, parls and open space,
servies, economic development and
infrastructure.
• Have a limited (typically 10-year) horizon,
during which time recommendations
should be implemented or incorporated
into the Comprehensive Plan.
155CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
There are five general methods for plan implementation:
(1) Policy-based decisions
(2) Land development regulations and engineering standards
(3) Capital improvements programming
(4) Focused planning efforts and studies, and
(5) Special projects, programs, and initiatives
POLICY-BASED DECISIONS
Land use and development decisions should be made based on the strategies set forth in this
Comprehensive Plan. Decisions regarding growth, infrastructure investment, Future Land Use & Character
Map amendments, and right-of-way acquisitions are generally left to the broad discretion of the City
Council, meaning the Comprehensive Plan serves as the principal source of guidance in these decision-
making processes. The policy guidance and actions within the Comprehensive Plan are meant to ensure
that development patterns are consistent with the intended character for specific neighborhoods, districts,
and corridors. The adoption of new or amended land development regulations (e.g., zoning, subdivision,
landscaping, sign controls, etc.) establish a framework for evaluating private development proposals in light
of the City’s articulated priorities and action recommendations detailed in the Comprehensive Plan.
LAND DEVELOPMENT REGULATIONS AND ENGINEERING STANDARDS
Land development regulations and engineering standards are fundamentals for Comprehensive Plan
implementation. It is often underappreciated that private investment decisions account for much of
any city’s physical form. Zoning, subdivision regulations, associated development criteria, and technical
engineering standards are the basic elements that ensure the form, character, and quality of private
development reflect the City’s planning objectives. Ordinances should reflect the community’s desire for
quality development outcomes that are consistent with Comprehensive Plan goals and strategies.
CAPITAL IMPROVEMENTS PROGRAMMING
A Capital Improvements Program is a multi-year plan (typically five years) that identifies budgeted capital
projects including street infrastructure, water, wastewater, drainage facilities, parks, trails, and greenways,
recreation facility construction and upgrades, construction of public buildings, and the purchase of major
equipment. Identifying and budgeting for major capital improvements is essential to implementing this
Comprehensive Plan. Decisions regarding the prioritization of proposed capital improvements must
consider the strategies and action recommendations of this plan.
FOCUSED PLANNING EFFORTS AND STUDIES
There are many areas in which additional planning work has been completed or is recommended to achieve
a finer degree of detail than is covered within this Comprehensive Plan. Certain strategies are further
detailed and implemented through topic-based plans, such as the Economic Development Master Plan,
Water Utility Master Plan, or Bicycle, Pedestrian, and Greenways Master Plan. Other strategies are
implemented through small-area plans, such as neighborhood, district, corridor, or redevelopment plans.
156CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
SPECIAL PROJECTS, PROGRAMS, AND INITIATIVES
Special projects, programs, and initiatives comprise the final category of implementation measures. These
include initiating or amending City programs, interlocal agreements, citizen participation programs, training,
and other types of special projects to achieve outcomes specified within the Comprehensive Plan.
Plan Administration
While developing and updating this plan, government representatives, business owners, neighborhood
representatives, civic groups, Texas A&M University representatives, and stakeholders and citizens
from across the community all contributed time and input. One of the most integral pieces to maintain
any comprehensive plan’s momentum and effective implementation is continual commitment to and
championing of the plan’s policies and actions.
EDUCATION
While comprehensive plans are broad in scope, they remain complex policy documents that account for
interrelationships among various policy choices such as how growth decisions and development patterns
may affect the City’s emergency response capabilities, or how projected demographic trends are likely
to impact the local housing market. As such, educating decision-makers and administrators about plan
implementation is an important and continual effort. The principal groups responsible for implementing
the Plan (City Council, Planning and Zoning Commission, and City department heads) should all be on the
same page regarding the priorities, responsibilities, and interpretations of this plan.
ROLE DEFINITION
As the community’s elected officials, the City Council assumes
the lead role in implementation of the Comprehensive Plan. The
key responsibilities of the City Council are to decide and establish
priorities, set timeframes by which each action will be initiated
and completed, and determine the budget to be made available
for implementation efforts. Together the City Manager and City
Council must ensure effective coordination among the various
groups responsible for carrying out the plan’s recommendations.
The City Council will lead in the following areas:
• Act as champions of the plan
• Adopt and amend the plan by ordinance, after recommendations by the Planning and Zoning
Commission
• Adopt new or amended land development regulations to implement the plan
• Approve interlocal agreements that implement the plan
• Establish the overall action priorities and timeframes by which each action item will be initiated and
completed
• Consider and approve the funding commitments that will be required
• Offer final approval of projects, activities, and the associated costs during the budget process,
keeping in mind the need for consistency with the plan and its strategies and actions, and
• Provide policy direction to the Planning and Zoning Commission, other appointed City boards and
commissions, and City staff
157CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
The Planning and Zoning Commission will lead in the following areas:
• Periodically obtain public input to keep the plan up to date, using a variety of community outreach
and citizen and stakeholder involvement methods
• Ensure that recommendations offered to the City Council reflect the plan goals, policies, and action
recommendations. This relates particularly to decisions involving development review and approval,
zone change requests, and ordinance amendments, and
• After holding one or more public hearings to discuss new or evolving community issues and needs,
make recommendations to the City Council regarding plan updates and amendments
City Staff will lead in the following areas:
• Manage day-to-day implementation of the plan and ongoing coordination across departments
• Support and carry out capital improvement programming efforts
• Manage the drafting of new or amended land development regulations
• Conduct studies and develop additional plans
• Review applications for consistency with the Comprehensive Plan as required by the City’s land
development regulations
• Negotiate the details of interlocal agreements
• Administer collaborative programs and ensure open channels of communication with various
private, public, and non-profit implementation partners, and
• Maintain an inventory of potential plan amendments as suggested by City staff and others for
consideration during annual and periodic plan review and update processes
Action Plan
The vision and goals in a comprehensive plan are attained through a multitude of specific actions. To this
end, both long- and short-range implementation tasks must be identified along with a timeframe and an
assignment of responsibilities.
Table 10.1, Action Plan & Funding Sources highlights the recommended actions that are included
throughout this Comprehensive Plan to implement the plan’s goals and policy recommendations. The list of
implementation actions should be evaluated annually to determine if progress has been made and which
additional items are ready for implementation within the short-term horizon.
The table is organized as follows:
• Task Type. This relates back to the five types of implementation methods highlighted earlier in this
chapter (policy focused, regulatory focused, capital focused, planning/study focused, program/
initiative focused).
• Coordination Roles. In addition to identifying which City department(s) or function(s) would
lead a task, the table also highlights a variety of local and regional agencies that might have a role
to play in certain initiatives, perhaps through potential cost-sharing, technical assistance, direct
cooperation, or by providing input and feedback on a matter in which they have some mutual
interest. In particular, whenever potential regulatory actions or revised development standards are
to be considered, participation of the development community is essential to ensure adequate
consensus building.
158CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
• Funding Sources. This indicates typical ways to finance plan implementation efforts. Primary and
ongoing sources include the City’s annual operating budget, as well as multi-year capital budgeting
which is not strictly for physical construction projects but also for funding significant studies and
plans (e.g., utility master plans) intended to lay the groundwork for long-term capital projects. Other
outside funding opportunities – such as other governmental spending (County, State, or Federal),
grant opportunities, non-profit partnerships, public/private partnerships, private development,
in-kind volunteer contributions, and others – also play a significant role in implementing the
Comprehensive Plan.
FISCAL ANALYSIS
The Action Plan & Funding Sources table (Table
10.1) provides a starting point for determining
priorities for immediate, near-term, and longer-
term task implementation. It is an important
step toward plan implementation and should be
consulted regularly to help guide the City Council’s
annual strategic planning process, the City’s
annual budget process, Capital Improvements
Program preparation, and departmental planning.
Once the necessary funding is committed and
roles are defined, the Director of Planning &
Development Services in conjunction with the City
Manager should initiate work programs to ensure
implementation.
With any comprehensive and long-range planning effort that spans a 10- or 20-year horizon, there are
unknown projects, initiatives, and costs that cannot be fully anticipated at the beginning of the planning
process. A key component of implementing the Comprehensive Plan is fully understanding its financial
impact to establish fiscal sustainability as a critical metric for analyzing existing and future development
patterns and new development proposals, managing growth, and budgeting through the annual budget
processes, capital improvement programming, and departmental planning.
The City will conduct a fiscal analysis to better understand which development types and patterns are
revenue positive and which pose significant unfunded costs to the City that are not recouped over time. The
fiscal impact analysis will evaluate development patterns at a City-wide level to determine the true costs
associated with various development types, including unfunded service costs, to provide decision makers
with the best available information to ensure the City’s long-term fiscal sustainability. A comprehensive
fiscal analysis could look at revenues per acre based on property and sales tax data to reflect the true fiscal
contribution and costs of different development patterns more accurately. One of the biggest challenges is
adequately accounting for unfunded services costs and liabilities that a city is expected to provide – such
as public safety personnel, equipment, deferred maintenance and infrastructure needs, and operational
costs for additional city facilities and necessary staffing. In addition, financial modeling must be utilized to
evaluate the cost-to-serve and benefits to the City for development along the City’s edge through voluntary
annexation requests, municipal utility districts (MUDs), or development agreements.
This 10-year update to the plan prioritizes infill and redevelopment in strategic locations to ensure the long-
term fiscal sustainability of our City. Infill and redevelopment opportunities help reduce or eliminate some
unfunded costs by more efficiently utilizing existing infrastructure, facilities, and City staff resources by
encouraging growth in areas with existing capacity to maximize efficiency.
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER2.1
Review and undertake amendments to the Unified Development
Ordinance’s zoning districts. Consider amendments necessary to implement
the Future Land Use & Character categories and definitions.
Regulation Planning & Development Services City Manager’s Office
B/CS Apartment Association
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.2
Prioritize and undertake detailed plans for priority neighborhoods,
districts, corridors, or redevelopment areas. The City should commit to
proactively planning for a limited set of target areas, as specified in Map 2.1,
Planning Areas.
Focused
planning
effort
Planning & Development Services
City Manager’s Office
Capital Improvement Projects
Community Services
CSU - Water Services
Economic Development & Tourism
Neighborhood Services
Parks & Recreation
Public Works
B/CS Metropolitan Planning Organization
Texas A&M University
Texas Dept. of Transportation
B/CS Apartment Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.3
Creative incentives and programs to revitalize existing areas and
established neighborhoods. This could include façade or landscaping
improvement programs or rehabilitation initiatives. New programs should
align with and complement existing City efforts through the Neighborhood
Partnership Program, Neighborhood Grant Program, and proposed property
maintenance programming.
Project /
program
Neighborhood Services
Community Services
Planning & Development Services
City Manager’s Office
Capital Improvement Projects
Economic Development & Tourism
Neighborhood / Homeowner Associations
Property owners / developers
2.4
Evaluate existing policies and create incentives for low impact and
sustainable development. Encourage policies and regulations that incentivize
sustainable practices such as energy reduction, renewable energy, water
conservation, protection of natural resources, use of native and adapted
vegetation, adaptive reuse, waste minimization, and stormwater management.
Policy-
based
decision
Planning & Development Services
City Manager’s Office
CSU - Water Services
CSU - Utilities
Parks & Recreation
Public Works
Texas A&M University
City of Bryan
Brazos County
Brazos Valley Solid Waste Management Agency
2.5
Pursue feasibility of a tree preservation and/or tree planting incentive
program. This could involve regulatory changes, incentives to preserve existing
trees (especially large canopy trees) in new development and redevelopment
projects, requiring replacement of trees that are destroyed or removed, proactive
efforts by the City such as planting trees and installing landscaping along major
road corridors and gateways, or a program where the City or a partner agency
provides trees at reduced cost.
Project /
program
Planning & Development Services
Parks & Recreation
City Manager’s Office
Capital Improvement Projects
Public Works
Keep Brazos Beautiful
Texas Dept. of Transportation
Texas A&M University & Master Gardners
2.6
Create additional incentives for conservation design and evaluate the
effectiveness of cluster development standards in the Unified Development
Ordinance. Common incentives include density bonuses where a project may
be permitted a greater total density in exchange for preservation of common
open space areas.
Policy-
based
decision
Planning & Development Services City Manager’s Office
Parks & Recreation
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.7
Integrate parks, greenways, and community facilities within new
neighborhoods. Ensure that parks, greenways, and other types of open spaces
are integrated into the design of new neighborhoods and that appropriate
connections are made to existing facilities. Also consider opportunities and
partnerships to locate civic uses (such as recreation centers, schools, libraries)
within new neighborhoods or redevelopment areas.
Regulation Parks & Recreation Planning & Development Services
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
Table 10.1 - Action Plans & Funding Sources
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER2.8
Evaluate and update development standards in the
Unified Development Ordinance. Evaluate the effectiveness
of development standards such as mobility and connectivity,
off-street parking, building form and design, landscaping
and buffers, exterior lighting, or other applicable standards to
achieve desired design form and quality.
Regulation Planning & Development Services City Manager's Office
B/CS Apartment Association
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.9
Develop or refine incentives to promote high quality
design. Such incentives may include regulatory (flexible
standards, density bonuses), procedural, cost-sharing
agreements, and tax incentives, among others. Incentives
could be targeted to specific geographies or types of
development (such as mixed-use or commercial).
Policy-based
decision Planning & Development Services City Manager's Office
Economic Development & Tourism
B/CS Apartment Association
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.10
Encourage parking alternatives to support redevelopment
opportunities. Use regulatory or other incentives to
encourage residential, commercial, and mixed development
models in the City’s targeted Redevelopment Areas that
integrate structured parking, reduced parking requirements,
or shared parking agreements to enable more productive use
of the overall site in place of extensive surface parking.
Regulation Planning & Development Services City Manager's Office
Economic Development & Tourism
B/CS Apartment Association
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.11
Continue to initiate proactive zoning map updates. Amend
the zoning map in strategic areas to encourage transitions
to the desired community character and help implement the
Future Land Use & Character Map. Proactive zoning map
changes may also encourage redevelopment in targeted
areas.
Policy-based
decision Planning & Development Services City Manager's Office
Economic Development & Tourism
B/CS Apartment Association
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
2.12
Continue beautification programs. Maintain and consider
opportunities to expand beautification partnerships with Keep
Brazos Beautiful and other organizations.
Project / program Public Works
Community Services
Neighborhood Services
Parks & Recreation
Planning & Development Services
Keep Brazos Beautiful
Texas Dept. of Transportation
3.1
Evaluate the effectiveness and refine neighborhood
compatibility standards in the UDO. Standards in the UDO
should address compatibility of infill and redevelopment
within established neighborhoods and appropriate transitions
between land uses, particularly between neighborhoods and
more intense commercial or mixed-use development adjacent
to a neighborhood.
Regulation Planning & Development Services Community Services
Neighborhood Services
B/CS Apartment Association
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
3.2
Create a neighborhood planning toolkit. Build upon
Neighborhood Services efforts and establish a process for
neighborhood organizations to undertake a City-supported
project in their area, or to create City-supported projects and
policies for their area.
Project / program Neighborhood Services
City Manager's Office
Community Services
Planning & Development Services
Public Communications
Neighborhood / Homeowner Associations
Property owners / developers
3.3
Create and promote a housing maintenance educational
program. Create an education/promotional campaign to raise
awareness of existing resources to maintain and enhance
the existing housing stock including City grants and federal
programs. Develop an educational program to assist residents
in learning basic home maintenance and repair skills.
Project / program Community Services
City Manager's Office
Neighborhood Services
Public Communications
Neighborhood / Homeowner Associations
Property owners / developers
State / federal agencies
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER3.4
Expand affordable housing and workforce housing. Continue to support efforts,
programs, and incentives aimed at developing affordable housing stock and
assisting low- and moderate-income citizens to secure affordable homeownership
and/or rental opportunities.
Project /
program Community Services
City Manager's Office
Neighborhood Services
Planning & Development Services
Public Communications
Brazos County Home Repair Coalition
B/CS Habitat for Humanity
Brazos Valley Community Action Programs
Elder Aid
Brazos County Council of Governments
State / federal agencies
Private developers
3.5
Develop a parking strategy for neighborhoods near the university.
Coordinate with Texas A&M University regarding university-related parking to
prevent excessive on-street parking in areas adjacent to the university. Evaluate
the feasibility of a program to address management of parking in adjacent
neighborhoods.
Project /
program
Community Services
Planning & Development Services
City Manager's Office
Neighborhood Services
Public Communications
Police
Fire
Texas A&M University
Neighborhood / Homeowner Associations
Property owners / developers
3.6
Develop and refine data monitoring processes to analyze housing trends and
define a strategic set of actions to address housing affordability, diversity,
and gentrification. Consider existing market data, best practices, and existing
regulations and incentives.
Project /
program Community Services City Manager's Office
Planning & Development Services
B/CS Association of Realtors
Texas A&M Real Estate Research Center
3.7
Continue to track neighborhood change. Continue maintaining an inventory of
community development trends and housing conditions by block or neighborhood
in areas with a high propensity for change to identify potential areas at risk
of decline and to combat displacement of existing residents. Existing data on
demolitions, building permits, or occupancy could also be compiled and reviewed
on a regular basis.
Project /
program Community Services City Manager's Office
Planning & Development Services
B/CS Association of Realtors
Texas A&M Real Estate Research Center
3.8 Evaluate relevancy of neighborhood and small area plans that are beyond
their planning horizon. Develop a process to either retire or update plans.
Project /
program Planning & Development Services
City Manager's Office
Capital Improvement Projects
CSU - Water Services
Public Works
Neighborhood / Homeowner Associations
Property owners / developers
3.9
Continue partnering with local nonprofit organizations and area partners to
support affordable housing options. Continue partnerships with organizations
such as the Brazos County Home Repair Coalition, Bryan/College Station Habitat
for Humanity, Brazos Valley Community Action Programs, Elder Aid, Brazos County
Council of Governments, and housing tax credit developers.
Project /
program Community Services City Manager's Office
Brazos County Home Repair Coalition
B/CS Habitat for Humanity
Brazos Valley Community Action Programs
Elder Aid
Brazos County Council of Governments
State / federal agencies
3.10
Continue outreach and educational efforts to support existing and encourage
new neighborhood organizations. Continue Neighborhood Services initiatives
such as Seminar Suppers, Neighborhood Newsletters, and training programs.
Project /
program Neighborhood Services
City Manager's Office
Planning & Development Services
Public Communications
Neighborhood / Homeowner Associations
Property owners / developers
3.11
Continue to fund the Neighborhood Grant Program. Continue to fund and
expand the Neighborhood Grant Program for neighborhood activities such as
gateways, landscaping, and other permit application fees.
Project /
program Neighborhood Services
City Manager's Office
Planning & Development Services
Public Communications
Neighborhood / Homeowner Associations
Property owners / developers
3.12
Require neighborhood meetings for certain development applications. This
provides a forum for applicants and neighbors to resolve conflicts in an informal
setting before an application is submitted or prior to formal consideration of the
item.
Regulation Planning & Development Services City Manager's Office
Neighborhood Services
Neighborhood / Homeowner Associations
Property owners / developers
B/CS Home Builders Association
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER3.12
Require neighborhood meetings for certain development applications.
This provides a forum for applicants and neighbors to resolve conflicts in
an informal setting before an application is submitted or prior to formal
consideration of the item.
Regulation Planning & Development Services City Manager's Office
Neighborhood Services
Neighborhood / Homeowner Associations
Property owners / developers
B/CS Home Builders Association
3.14
Evaluate the effectiveness of short-term rental regulations. Periodically
evaluate short-term rental regulations with respect to local data, national
trends, and emerging technology, to support neighborhood integrity.
Regulation Community Services City Manager's Office
Planning & Development Services
B/CS Realtors Association
Neighborhood / Homeowner Associations
Property owners / developers
3.15
Evaluate and refine the rental registration program. Periodically evaluate
the rental registration program with respect to local data and trends to
support neighborhood integrity.
Regulation Community Services City Manager's Office
Planning & Development Services
B/CS Apartment Association
B/CS Realtors Association
Neighborhood / Homeowner Associations
Property owners / developers
5.1
Continue to support, promote, and operate major arts, entertainment,
sporting, and cultural destinations through cumulative actions. Utilize
digital platforms and coordinate with the Economic Development & Tourism
Department to promote cultural and entertainment offerings. Promote the
multi-purpose mission of the Wolf Pen Creek and Northgate Districts as live
music destinations and areas to live, work, and play.
Project /
program Parks & Recreation
Economic Development & Tourism
City Managers Office
Public Communications
Brazos Valley Economic Development Corp.
B/CS Chamber of Commerce
City of Bryan
Texas A&M University
5.2
Maintain and expand community-based greenway and open space
preservation programs. Through the Adopt-a-Greenway and parks volunteer
programs, continue involving neighborhood and community groups in
preservation and maintenance programs.
Project /
program
Parks & Recreation
Planning & Development Services Public Communications
Texas A&M University
Student organizations
Community organizations
5.3
Continue to expand outreach about the parks and greenway system.
Enhance awareness and accessibility to programs and facilities through the
City’s website, publications, and media outlets.
Project /
program
Parks & Recreation
Planning & Development Services Public Communications Local media outlets
5.4
Support a community-wide public art program. Contribute to the expansion
of a public art program in conjunction with the Arts Council of Brazos Valley,
the City of Bryan, Texas A&M University, and the Texas Department of
Transportation.
Project /
program Parks & Recreation City Manager's Office
Public Communications
Arts Council of the Brazos Valley
City of Bryan
Texas A&M University
Texas Dept of Transportation
Public-private partnerships
5.5
Continue leisure, health, and educational programming. Continue the
City’s role in offering leisure, health, and educational activities to citizens of all
ages through the City’s Parks & Recreation department programming.
Project /
program Parks & Recreation Public Communications
5.6
Identify and secure public and private funds for the acquisition
of parks, greenways, and facilities. Ensure adequate parkland and
greenway provisions through the Parkland Dedication Ordinance, the
Capital Improvements Program, annual budgets, City property acquisition
programs, external dollars, foundations, and public-private partnerships.
Explore opportunities for connections between developments, conservation
easements, or additional provisions that require dedication of open space.
Policy-based
decision Parks & Recreation
City Manager's Office
Capital Improvement Projects
Planning & Development Services
Public-private partnerships
Foundations
5.7
Continue inter-agency coordination and establish new public-private
partnerships to provide additional amenities, funding, networking, and
co-production opportunities. Seek partnerships with other public agencies
and public-private partnerships to provide recreational amenities, greenways,
and services where mutually beneficial opportunities are available to ensure
financial sustainability and quality of all programs.
Policy-based
decision Parks & Recreation
City Manager's Office
Capital Improvement Projects
Planning & Development Services
City of Bryan
Brazos County
Texas A&M University
Public-private partnerships
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER5.8
Evaluate, amend, and develop relevant ordinances to protect natural resources,
habitats, and green-water infrastructure. Consider amendments to the Parkland
Dedication Ordinance and other ordinances to include provisions or incentives that
encourage developers to design and build parks and greenway trails that preserve natural
areas.
Regulation Parks & Recreation
Planning & Development Services
City Manager's Office
City Attorney
B/CS Association of Realtors
B/CS Home Builders Association
Neighborhood / Homeowner
Associations
Property owners / developers
5.9
Investigate the feasibility of incorporating riparian buffer standards to preserve
sensitive land along waterways. Consider the feasibility of amending ordinances to
better preserve potentially sensitive land along waterways to mitigate flood risks, protect
water quality, and provide for parks and greenway opportunities.
Regulation Planning & Development Services
City Manager's Office
City Attorney
Parks & Recreation
B/CS Association of Realtors
B/CS Home Builders Association
Neighborhood / Homeowner
Associations
Property owners / developers
5.10
Consider new and enhanced natural resource management strategies that promote
environmental sustainability and stewardship and improve quality of life. Consider
the effect of urban heat islands on the City’s residents, wildlife, and natural environment.
Identify areas for enhanced stewardship practices such as “no mow zones,” native or
adaptive plantings, and pollinator areas to support wildlife and enhance biodiversity.
Policy-based
decision
Parks & Recreation
Planning & Development Services
City Manager's Office
Public Works
Texas A&M University & Master
Gardeners
Keep Brazos Beautiful
5.11
Invest in the redevelopment of existing parks. Identify new improvements and continue
upgrades and maintenance to existing park facilities, particularly neighborhood scale parks
as detailed in the Recreation, Park, and Open Space Master Plan, neighborhood, or district
plans.
Capital
improvement Parks & Recreation City Manager's Office
Planning & Development Services
Neighborhood / Homeowner
Associations
Property owners / developers
5.12
Conduct community-wide parks and recreation needs assessments and pursue
recommended improvements. Evaluate facilities and programs provided by the Parks
and Recreation Department through community surveys at least every five years. Pursue
new programs, physical and operational improvements, and evaluate ongoing priorities to
implement the needs assessment for park facilities and recreational programs.
Project /
program Parks & Recreation City Manager's Office
Neighborhood / Homeowner
Associations
Property owners / developers
5.13
Identify a land acquisition strategy and integrate additional greenspace. Establish
a platform to provide a required and desirable amount of land per citizen, as discussed
within the planning considerations.
Policy-based
decision Parks & Recreation
City Manager's Office
Capital Improvement Projects
Planning & Development Services
City of Bryan
Brazos County
Texas A&M University
Public-private partnerships
5.14
Create connections between key elements of the parks, recreation, greenways
systems, and destinations. As described in the Bicycle, Pedestrian, and Greenways
Master Plan and the Recreation, Park, and Open Space Master Plan, prioritize
opportunities to connect parks, greenways, community facilities, and other destinations.
Policy-based
decision
Parks & Recreation
Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
Property owners / developers
5.15
Design and construct inclusive, accessible, and sustainable parks and greenway
trails. Consider all citizens’ needs and provide a diverse range of facilities and amenities to
accommodate a variety of experiences and ways of interacting with the world. Encourage
developments that are oriented towards and designed for accessibility to parks and
greenway trails.
Capital
improvement
Parks & Recreation
Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
Property owners / developers
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER6.1
Implement complete street and context sensitive design.
Amend the street cross sections and update the Unified
Development Ordinance, the Bryan-College Station Unified
Design Guidelines, and the City’s capital improvement
process to implement context sensitive and complete street
design such as prioritized mode corridors, reconstruction
projects in established neighborhoods, and in areas where
right-of-way is constrained.
Regulation Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
City of Bryan
Brazos County
B/CS Association of Realtors
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
6.2
Conduct a Thoroughfare Plan audit. Consider alternatives
to relieve congestion anticipated with long term growth and
evaluate adjustments to the Thoroughfare Plan based on
existing street context.
Project / program Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
6.3
Enhance and upgrade intersections. Improve multimodal
efficiency through roundabouts and protected intersections to
improve safety and reduce congestion.
Capital improvement Capital Improvement Projects
Public Works
City Manager's Office
Planning & Development Services
B/CS Metropolitan Planning Organization
Texas Dept of Transportation
6.4
Continue to evaluate and implement best management
practices to increase bicycle and pedestrian use. Build on
the existing network of infrastructure to increase safety and
comfort for all users such as separated bike lanes and shared
use paths.
Capital improvement Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
Parks & Recreation
6.5
Undertake streetscape improvements within gateways
and image corridors. Identify locations and implement
targeted infrastructure and streetscape improvements
(perhaps through partnerships) to improve aesthetics. Consider
operation and maintenance costs when identifying appropriate
improvements.
Capital improvement Capital Improvement Projects
City Manager's Office
Planning & Development Services
Public Works
Texas A&M University
Texas Dept of Transportation
6.6
Evaluate transit funding partnerships. To prepare for
reductions in Federal transit funding from the region’s growth,
the City should explore regional partnerships to maintain
and improve transit services. Transit services should link
activity centers, major employers, dense residential areas,
concentrations of student housing, and provide access for
underserved populations and the general public.
Policy-based
decision Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
B/CS Metropolitan Planning Organization
City of Bryan
Brazos County
Brazos Transit District
Brazos County Regional Mobility Authority
Brazos Valley Council of Governments
Texas A&M University
Texas Central
Texas Dept of Transportation
6.7
Prioritize programs and improvements that will reduce
vehicular demand. Consider an emphasis on bicycle and
pedestrian facilities, transit services, parking and other
programs that can reduce vehicular demand, particularly in
areas adjacent to campus.
Project / program Planning & Development Services
City Manager's Office
Capital Improvement Projects
Public Works
B/CS Metropolitan Planning Organization
Brazos County Regional Mobility Authority Brazos
Valley Council of Governments
Texas A&M University
Texas Dept of Transportation
Brazos Transit District
6.8
Maintain the various funding programs for mobility
projects. These include the Bryan-College Station
Metropolitan Planning Organization Transportation
Improvement Program, the Brazos County Regional Mobility
Authority, and the City’s capital improvements program.
Policy-based
decision City Manager's Office
Capital Improvement Projects
Planning & Development Services
Public Works
B/CS Metropolitan Planning Organization
Brazos County Regional Mobility Authority
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER6.9
Fund bicycle and pedestrian infrastructure and safety improvements.
Dedicate funding for system improvements and maintain collaborative
partnerships as detailed in the Bicycle, Pedestrian, and Greenways Master
Plan.
Policy-based
decision City Manager's Office
Capital Improvement Projects
Planning & Development Services
Public Works
Parks and Recreation
B/CS Metropolitan Planning Organization
Brazos County Regional Mobility Authority
Texas Dept of Transportation
6.10
Develop performance measures, collect transportation data, and
monitor trends. Performance measures will help evaluate the effectiveness
of the mobility system. Data to be collected could include traffic volumes,
levels of service, vehicle miles traveled, transit ridership, pedestrian and
bicycle facility usage, and safety data on vehicle crashes and those
involving bicyclists or pedestrians. This data will also help to target future
improvements.
Project / program Planning & Development Services Public Works
B/CS Metropolitan Planning Organization
Brazos County Regional Mobility Authority
Brazos Valley Council of Governments
Texas A&M University
Texas Dept of Transportation
Brazos Transit District
6.11
Evaluate Traffic Impact Analysis (TIA) requirements. Consider
updates to the traffic mitigation thresholds for intersections impacted
by new development. The requirements could also be amended
to address internal site elements such as circulation, queueing,
connectivity, as well as bicycle/pedestrian infrastructure.
Regulation Planning & Development Services Public Works
City of Bryan
B/CS Association of Realtors
Property owners / developers
6.12
Evaluate and update access management strategies. Coordinate with
the Bryan-College Station Metropolitan Planning Organization to align
regional standards along thoroughfares to preserve modal efficiency
throughout the street network.
Regulation Planning & Development Services Capital Improvement Projects
Public Works
City of Bryan
B/CS Metropolitan Planning Organization
6.13
Develop and implement a travel demand management program. Build
upon existing services and including real-time traffic information, traffic
incident alerts, ridesharing programs, promotion of flexible work schedules,
and encouragement of dense mixed-use development in strategic areas.
Project / program Planning & Development Services
Public Works
Capital Improvement Projects
Community Services
B/CS Metropolitan Planning Organization
Brazos County Regional Mobility Authority
Brazos Transit District
Brazos Valley Council of Governments
Texas A&M University
Texas Dept of Transportation
7.1
Prioritize utility and service improvements in existing areas. Invest
in infrastructure rehabilitation within the City’s older areas to maintain their
viability and attractiveness and encourage infill and redevelopment where
appropriate.
Capital improvement City Manager's Office
Capital Improvement Projects
CSU - Electric
CSU - Water Services
Planning & Development Services
Property owners / developers
7.2 Develop a comprehensive facilities plan. The plan should meet the future
space and functional needs of City employees, services, and the community.
Focused planning
effort City Manager's Office Public Works
Planning & Development Services
7.3
Continue capitalizing on opportunities to achieve multiple community
objectives through coordinated infrastructure projects. Incorporate
a measure in the Capital Improvements Program to weigh projects that
achieve multiple objectives. Examples of coordinated infrastructure projects
include road improvements, utility and drainage upgrades, sidewalk
rehabilitation / installation / extensions, and streetscape enhancement.
Capital improvement Capital Improvement Projects
City Manager's Office
CSU - Electric
CSU - Water Services
Planning & Development Services
Public Works
Texas Dept of Transportation
Texas A&M University
City of Bryan
Brazos County
Other utility providers and special districts
7.4
Continue to build resiliency in municipal operations and services.
Ensure operations and services are resilient and adaptable to unforeseen
circumstances, such as disaster or pandemic, and able to continuously meet
community needs. Consider updating provisions in city plans and policies
and develop incentive programs to better prepare for and adapt to abrupt
changes or strained circumstances while simultaneously allowing for action
in the face of uncertainty or unforeseen events.
Policy-based
decision City Manager's Office
Capital Improvement Projects
CSU - Electric
CSU - Water Services
Fire - Emergency Management
Fire - Emergency Medical Services
Fiscal Services
Planning & Development Services
Police
Public Works
Brazos Community Emergency Operations
Center
Brazos County
City of Bryan
Texas A&M University
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER7.5
Evaluate the utilization of community paramedicine. Partner with regional health care
providers and social services to evaluate community paramedicine. This is an emerging field
that uses a comprehensive approach and integrated deployment model to connect underserved
populations to underutilized medical, social, and safety services, helping to decrease strain on
emergency rooms, hospitals, and first responders such as EMS, fire, and police.
Policy-based
decision
Fire - Emergency Medical
Services
City Manager's Office
Police Department
Regional healthcare providers
Community service
organizations and non-profits
7.6
Continue to pursue recognition, credentials, and accreditations City-wide. Continue to
obtain national recognition for outstanding and innovative service in police, fire, emergency
medical services (EMS), public safety communications, parks, water, public works, planning, and
other areas.
Policy-based
decision City Manager's Office
CSU - Electric
CSU - Water Services
Fire
Fire - Emergency Medical Services
Parks & Recreation
Planning & Development Services
Police
Public Works
Third-party accreditation
organizations
State/federal agencies
7.7
Continue to sustain and grow emergency management preparedness. In coordination with
Brazos Community Emergency Operations Center and other regional partners, sustain and
enhance emergency management efforts, partnerships, and funding levels to provide adequate
resources, planning efforts, educational training, and appropriate technology to proactively plan
for, respond to, and recover from emergency situations and disasters.
Policy-based
decision
Fire - Emergency
Management
City Manager's Office
Information Technology
Public Works
CSU - Electric
CSU - Water Services
Planning & Development Services
Brazos Community Emergency
Operations Center
Brazos County
City of Bryan
Texas A&M University
Federal / state grants
7.8
Continue using business intelligence, data analytics, and data visualization tools. Utilize
data and business intelligence solutions to inform policy decisions and provide efficient municipal
services.
Project /
program Information Technology
City Manager's Office
CSU - Electric
CSU - Water Services
Community Services
Finance
Fire
Planning & Development Services
Public Works
Police
7.9 Continue to expand wi-fi to public buildings. Expand existing public wi-fi services to additional
facilities and consider partnership opportunities to establish a city-wide wi-fi network.
Capital
improvement Information Technology City Manager's Office
Public Works
7.10
Update public service plans. Continue to re-evaluate and update key public service master
plans (water, wastewater, stormwater, drainage management, solid waste, electric, police, fire,
EMS) on regular cycles or when necessary based on changing conditions. Ensure that these
plans reflect long-term growth forecasts and support priority growth areas.
Focused
planning effort City Manager's Office
CSU - Electric
CSU - Water Services
Community Services
Fire
Parks & Recreation
Planning & Development Services
Public Works
Police
7.11
Utilize municipal service cost-benefit assessments in planning utility expansion. The City
should focus on areas that can be reliably and economically served within the City’s capabilities.
Consider an analysis of cost versus benefit when evaluating potential development agreements,
municipal utility districts (MUDs) or annexation petitions.
Policy-based
decision City Manager's Office
Fiscal Services
CSU - Water Services
CSU - Electric
Legal
Public Works
Planning & Development Services
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER7.12 Evaluate ways to reduce energy consumption. Implement energy and resource
conservation strategies in City facilities and all areas of municipal service provision.
Project /
program CSU - Electric City Manager's Office
Public Works
7.13 Pursue and support local water conservation and reuse initiatives. Utilize reclaimed and/
or nonpotable water to irrigate City facilities where feasible.
Project /
program CSU - Water Services City Manager's Office
Texas A&M University
Texas Commission on
Environmental Quality
7.14
Continue outreach and educational programs to reduce resource consumption.
Encourage residents, businesses, and local institutions to participate in solid waste reduction
and recycling, energy efficiency, and water conservation programs. Create publicity
campaigns to highlight the City’s sustainability and resiliency efforts within public facilities.
Project /
program
CSU - Electric
CSU - Water Services
Public Works - Solid Waste &
Recycling Services
Public Communications
Texas A&M University
Texas Commission on
Environmental Quality
7.15
Continue to implement best practices in meeting or exceeding State and Federal
standards for stormwater management. Implement the City’s Stormwater Management
Program (SWMP) in accordance with State requirements of the TPDES Municipal Separate
Storm Sewer Systems (MS4) program to manage stormwater discharges to protect, preserve
and improve area streams and waterways. Consider updates to better protect area creeks
and bodies of water from the impacts of urban runoff.
Regulation Planning & Development Services CSU - Water Services
Public Works - Drainage Maintenance
Texas A&M University
Texas Commission on
Environmental Quality
State/federal agencies
7.16
Advance sound floodplain management practices. Reduce the risk and impacts of
flooding, adhere to higher development standards, and limit long-term infrastructure costs
through continued implementation and refinement of the City’s Flood Ordinance (including
No Adverse Impacts) and participation in FEMA’s Community Rating System (CRS) program.
Regulation Planning & Development Services CSU - Water Services
Texas Commission on
Environmental Quality
State/federal agencies
7.17
Continue to meet or exceed State and Federal water quality standards for drinking
water sources. Continue phased expansion of water supply resources and associated
production capabilities to meet shorter-term peak demands, as well as forecasted longer-
term needs.
Regulation CSU - Water Services City Manager's Office
Capital Improvement Projects
Texas Commission on
Environmental Quality
State/federal agencies
7.18
Continue to keep wastewater collection and treatment capacities ahead of
demand. Continue phased expansion of the existing wastewater system to comply with
all regulatory permits, standards, and requirements that meet shorter-term peak demands, as
well as forecasted longer-term needs.
Regulation CSU - Water Services City Manager's Office
Capital Improvement Projects
Texas Commission on
Environmental Quality
State/federal agencies
7.19
Continue coordinated electric planning along with area partners. Ensure adequate and
reliable supply to serve anticipated growth and maintain College Station Utilities’ capability
for rapid response to system outages.
Regulation CSU - Electric City Manager's Office
Capital Improvement Projects
Electric Reliability Council
of Texas
Other utility providers and
special districts
State/federal agencies
7.20
Design high-quality public facilities that reflect the character of their surroundings.
Ensure these buildings, facilities and improvements blend into existing areas and help
establish an identity and quality standard for newly developing or redeveloping areas of the
City.
Capital
improvement Capital Improvement Projects City Manager's Office
Planning & Development Services
7.21
Design City facilities and infrastructure to incorporate sustainable and
resilient practices. Consider design features such as stormwater management,
water conservation and reuse, native or adapted plantings, or building design features that
conserve energy and natural resources.
Capital
improvement Capital Improvement Projects
City Manager's Office
CSU - Water Services
CSU - Electric
Planning & Development Services
Public Works
Design consultants
7.22
Provide public safety facilities to maintain adequate service and response times.
Monitor response times and safety service needs as growth occurs; use data and national
standards to make decisions about service investments.
Policy-based
decision
Fire
Police City Manager's Office
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER8.1
Prioritize proactive infrastructure investments and programs in
strategic redevelopment and infill areas. Invest in the necessary
infrastructure to increase redevelopment potential or to catalyze
redevelopment activity in areas identified in the Future Land Use &
Character Map or in district plans. Concentrating development and
services within target areas promotes efficient use of infrastructure and
supports environmental resiliency goals.
Policy-based
decision Planning & Development Services
Capital Improvement Projects
City Manger's Office
Community Services
CSU - Electric
CSU - Water Services
Economic Development & Tourism
Public Works
Property owners / developers
8.2
Amend the zoning map and consider regulatory incentives to
encourage infill and redevelopment. Apply targeted zoning strategies
in designated Redevelopment Areas identified on the Future Land Use &
Character Map. Review the effectiveness of the Redevelopment District
(RDD) overlay zoning and consider updating provisions in the Unified
Development Ordinance to incentivize infill and redevelopment.
Regulation Planning & Development Services Economic Development & Tourism
B/CS Realtors Association
B/CS Home Builders Association
Neighborhood / Homeowner Associations
Property owners / developers
8.3
Re-envision underutilized retail uses and incentivize redevelopment
and/or reuse of vacant buildings and properties. Monitor national
trends in the evolving retail sector or other sectors and continue to seek
redevelopment and revitalization opportunities for vacant or underutilized
sites, particularly large retail and big-box sites.
Policy-based
decision Economic Development & Tourism Planning & Development Services B/CS Realtors Association
Property owners / developers
8.4
Evaluate the utilization of impact fees that provide revenues to
support infrastructure demands. Consider the need to amend impact
fees to promote the city’s long-term fiscal strength.
Policy-based
decision City Manager's Office CSU - Water Services
Planning & Development Services
8.5
Evaluate and revise the Water/Sanitary Sewer Extension Policy.
Evaluate the City’s service area for sanitary sewer (the Certificate of
Convenience and Necessity boundary) and extend into the Extraterritorial
Jurisdiction in an incremental and carefully timed manner when it meets
defined growth management objectives. Ensure that extensions to water/
sewer utilities and service areas are consistent with the Future Land
Use & Character Map, the City’s utility master plans, and the multi-year
Capital Improvement Plan.
Policy-based
decision City Manager's Office
Capital Improvement Projects
CSU - Water Services
Planning & Development Services
8.6
Conduct fiscal impact analyses. Analyze development patterns at
a City-wide level to determine the true costs associated with various
development types, including unfunded service costs, to provide decision
makers with the best available information to ensure the City’s long-term
fiscal sustainability. In addition, utilize financial modeling to evaluate
the cost-to-serve for annexation requests, MUDs, and development
agreement areas.
Policy-based
decision
City Manager's Office
Fiscal Services
Planning & Development Services
Capital Improvement Projects
CSU - Water Services
CSU - Electric
Public Works
8.7
Continue the City’s Oversize Participation practice, where
appropriate. Continue providing funds for potential oversize participation
to reduce future infrastructure costs.
Policy-based
decision City Manager's Office
Capital Improvement Projects
CSU - Water Services
CSU - Electric
Planning & Development Services
Property owners / developers
8.8
Use available tools to strategically manage growth pressure in the
ETJ. Utilize development agreements and Municipal Utility Districts
(MUDs) to manage growth pressure in areas where annexation is not
feasible.
Policy-based
decision City Manager's Office
Capital Improvement Projects
CSU - Water Services
CSU - Electric
Legal
Planning & Development Services
Property owners / developers
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER9.1
Reference the Comprehensive Plan actions within City master plans. City master
plans are components of the Comprehensive Plan. Master plans should be updated on
a regular cycle (or as needed). The updates should include provisions that relate directly to
actions within the Comprehensive Plan and the Future Land Use & Character Map.
Project /
Program Planning & Development Services
CSU - Water Services
CSU - Electric
Economic Development & Tourism
Parks & Recreation
9.2
Reference the Comprehensive Plan and City master plans in Capital Improvements
Planning, departmental work programs, and budgeting processes. Alignment with
the City’s long-term plans should be among the criteria for evaluating potential capital or
operating expenditures.
Policy-based
decision City Manager's Office
All departments:
CSU - Electric
CSU - Water Services
Community Services
Economic Development & Tourism
Fire
Fiscal Services
Human Resources
Information Technology
Legal
Neighborhood Services
Parks & Recreation
Planning & Development Services
Police
Public Communications
Public Works
9.3
Establish a university/city annual agenda. Conduct an annual meeting between
leadership of the City and Texas A&M University to reflect on the previous year’s successes
and challenges and to establish a collaborative agenda for the next 12 months. The intention
of the agenda created is to strengthen both partners in a way that student success and
faculty/staff retention is also improved. Participants would be from the highest leadership
levels of Texas A&M University and the City and mutually committed to a best-in-class
town-gown relationship.
Policy-based
decision City Manager's Office Texas A&M University
leadership
9.4
Gather growth expectations. Work with Texas A&M University and other higher education
institutions concerning their projected enrollment growth and associated faculty/staff
increases to plan effectively for the implications of further off-campus housing demand.
Project /
program Planning & Development Services City Manager's Office Texas A&M University
9.5
Formalize ongoing collaborations and establish a planning coordination task force
with Texas A&M University and the City. Continue to coordinate with Texas A&M
University regarding the benefits and impacts of university development projects and
support ongoing efforts to provide harmonious transitions between the campus and the
surrounding area. These meetings should continue to take place regularly.
Policy-based
decision City Manager's Office Planning & Development Services
Community Services Texas A&M University
9.6
Continue “good neighbor” initiatives with Texas A&M for permanent and temporary
residents. Build upon existing programs to promote positive living experiences for students
and long-term residents in city neighborhoods. Activities could include community
discussions, a lecture series, door-to-door visits, or neighborhood gatherings. The activities
would raise awareness about ordinances, positively communicate neighborhood norms,
promote social interaction, and demonstrate what it means to be a “good neighbor.”
Project /
program
Community Services
Neighborhood Services City Manager's Office Texas A&M University
9.7
Contribute to a joint branding effort with Texas A&M University. Continue to work with
Texas A&M University to define and promote a stronger and more unified brand identity.
This includes not only graphics but, more importantly, the underlying messages and
strategies to share the brand work.
Project /
program Economic Development & Tourism Public Communications Texas A&M University
9.8
Expand tourism opportunities with Texas A&M University. Expand partnerships with
Texas A&M University to recruit, create, and magnify tourism opportunities at university
facilities and beyond.
Project /
program Economic Development & Tourism Public Communications Texas A&M University
ACTION NUMBER2021 UPDATE
ACTION ITEM TASK TYPE CITY - RESPONSIBLE PARTY PARTNERS - INTERNAL PARTNERS - EXTERNAL
FUNDING SOURCES
CITY / DEPT. BUDGETSCIP BUDGETOTHER GOV’TSGRANTSPRIVATE / OTHER9.9
Pursue partnerships with Texas A&M University regarding environmental
stewardship. Encourage collaborations with academic departments, institutes,
and operational units to capitalize on university research and expertise and help
raise awareness of environmental stewardship and sustainable practices within
the community.
Policy-based
decision City Manager's Office
CSU - Water Services
Parks & Recreation
Planning & Development Services
Public Works - Solid Waste & Recycling
Services
Texas A&M University
9.10
Convene coordination meetings with neighboring jurisdictions and regional
planning organizations. Participate in collaborative efforts, such as the
Intergovernmental Committee and others, on land use, infrastructure, facilities
planning, and other planning issues of mutual interest. Seek opportunities to
align policies or share services to create a stronger region and more efficiently
utilize resources.
Policy-based
decision City Manager's Office
CSU - Electric
CSU - Water Services
Community Services
Planning & Development Services
Public Works
City of Bryan
Texas A&M University
Brazos, Burleson, & Grimes
Counties
B/CS Metropolitan Planning
Organization
Brazos County Regional Mobility
Authority Brazos Valley Council of
Governments
Texas Dept of Transportation
9.11
Pursue interlocal cooperation agreements. Pursue and maintain beneficial
agreements with Brazos, Grimes, and Burleson counties, City of Bryan, Texas
A&M University, and other service providers, as appropriate. Such agreements
can address coordination of subdivision review, thoroughfare planning,
floodplain management, and utility and other service provision, among other
matters of mutual interest.
Policy-based
decision City Manager's Office
CSU - Electric
CSU - Water Services
Planning & Development Services
City of Bryan
Texas A&M University
Brazos, Burleson, & Grimes
Counties
9.12
Continue to coordinate with the College Station Independent School
District and public charter schools. Coordination should address facility
needs and projections, potential locations for new schools or future use of
existing schools, infrastructure impacts of school development, and ensuring
safe/walkable areas around schools.
Policy-based
decision City Manager's Office
Planning & Development Services
Capital Improvement Projects
Public Works
College Station Independent
School District
Public charter schools
9.13
Continue to participate in regional mobility initiatives. Partner with
the Bryan-College Station Metropolitan Planning Organization (MPO), the
Brazos County Regional Mobility Authority (RMA), Brazos Valley Council
of Governments (BVCOG), Texas A&M University, Texas Department of
Transportation (TxDOT), Brazos Transit District, Interstate 14 and Loop 214,
Easterwood Airport flight network expansion, Texas High Speed Rail Initiative,
freight transport, and Union Pacific on initiatives such as the Brazos Yard and
quiet zones.
Policy-based
decision Planning & Development Services City Manager's Office
Public Works
B/CS Metropolitan Planning
Organization
Brazos County Regional Mobility
Authority Brazos Valley Council of
Governments
Texas A&M University
Texas Dept of Transportation
Brazos Transit District
Easterwood Airport
Texas High Speed Rail Initiative
Union Pacific
171CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Plan Amendment Process
The Comprehensive Plan is meant to be a living document allowing for adjustment to changing conditions
over time. Shifts in political, economic, physical, technological, and social conditions, and other unforeseen
circumstances, may influence and change the priorities and fiscal outlook of the community. As the
City grows and evolves new issues will emerge while others no longer remain relevant. Some action
recommendations will be found impractical or outdated while other plausible solutions will arise. To ensure
that the plan continues to reflect the overall goals of the community and remains relevant and useful over
time the City must regularly revisit the plan and maintain ongoing interaction with residents and other
stakeholders. Continuous monitoring and periodic review activities, as outlined in this section, are intended
to confirm that the plan’s goals and action recommendations remain appropriate and that public ownership
and support of the plan remains strong.
Two types of revisions to the Comprehensive Plan may occur: (1) minor amendments, and (2) major
updates. Minor amendments may be proposed at any time such as specific adjustments to the future land
use and/or thoroughfare plans related to particular land development applications or public improvement
projects. If not pressing, minor amendments can be documented and compiled for the annual plan review
process and updated at that time. For example, this is how and when the results of another specialized
plan or study could be incorporated into relevant sections of the Comprehensive Plan. More significant plan
modifications and updates should occur every five years at most. Major updates may involve reviewing the
base conditions, anticipated growth trends, goals and action recommendations in the plan. Furthermore,
adding, revising, or removing action statements in the plan may be necessary depending on implementation
progress.
ANNUAL REPORT
The Planning and Zoning Commission and City staff shall prepare
an annual progress report for presentation to the City Council. This
ensures that the plan is consistently reviewed and that any needed
modifications are identified for the annual minor amendment process.
Consistent assessment of the relationship between the plan, the City’s
implementing ordinances, and regulations is an essential part of this
effort.
The Annual Report should include:
• Significant actions and accomplishments during the past year
• The implementation status of actions within the plan
• Obstacles or problems in plan implementation, including
those encountered in administering the land use and
transportation aspects, as well as any other strategies of the
plan
• Proposed amendments that have come forward during
the course of the year, which may include revisions to the
individual plan maps or text changes
• Recommendations for needed actions, programs, projects,
and procedures to be developed and implemented in the
coming year
172CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
INTERIM AMENDMENTS
As noted above, minor plan amendments can be adopted after appropriate review (especially if related to a
pending land development application) or deferred for the annual plan review process. In either case, when
considering an amendment, the City should ensure the proposed amendment is consistent with the goals
and actions set forth in the plan regarding character protection, development compatibility, infrastructure
availability, conservation of environmentally sensitive areas, and other community priorities. Careful
consideration should also be given to guard against site specific changes that could negatively impact
adjacent areas or detract from the overall character of the area. Factors worthy of consideration when
deciding on a proposed amendment include, but are not limited to:
• Consistency with and contribution to the overall direction and character of the community as
captured in the plan’s vision, goals, and actions
• Compliance with the Future Land Use & Character Map and/or Thoroughfare Plan
• Compatibility with the surrounding area
• Impacts on infrastructure including water, wastewater, drainage, and the transportation network
• Impact on the City’s ability to provide, fund, and maintain services
• Impact on environmentally sensitive and natural areas
173CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
FIVE-YEAR EVALUATION AND APPRAISAL
An evaluation and appraisal report should be prepared every five years by City staff with input from various
departments, the Planning and Zoning Commission, and any other appropriate boards and commissions.
The evaluation process is to identify the successes and shortcomings of the plan in achieving the
community’s goals, consider changing conditions, and recommend appropriate modifications as needed.
The report should review the basic conditions and assumptions about trends and growth indicators. It
should also evaluate implementation potential and/or obstacles related to any unmet goals or action
recommendations. The evaluation report and process should result in an amended Comprehensive Plan
including an assessment of any new information which led to updating any of the goals, strategies, and/or
action recommendations.
Specifically, the report should include, identify, or evaluate the following:
(1) Summarize major actions and interim plan amendments undertaken over the last five years
(2) Update the assumptions, trends, and base studies data including the following:
• The rate at which growth and development is occurring relative to the projections put forward in the
plan
• Shifts in demographics and other growth trends
• The area of land that is designated and zoned for intense development and its capacity to meet
projected demands and needs
• City-wide attitudes and whether apparent shifts necessitate amendments to the stated goals or
strategies, and
• Changes in political, social, economic, technological or environmental conditions, or other
unforeseen circumstances or issues that indicate a need for amendments.
(3) Update goals, actions, or narrative as needed to ensure progress toward achieving the community’s
goals, including:
• Review the action plan to ensure timely accomplishment of the plan’s recommended actions
• Re-evaluate or revise items not completed to ensure their continued relevance
• Review priorities as conditions change; some actions may emerge as a higher priority given new
or changed circumstances while others may become less important to achieving the goals and
development objectives of the community
• Identify conflicts between goals or strategies that have been discovered and provide recommended
revisions
• Assess changes in laws and practices that may impact the ability of the community to achieve its
goals and suggest revisions in strategies or priorities as needed
174CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Thank you to the following individuals and
groups who contributed to the preparation of this
Comprehensive Plan and its 10-year update.
Contributors to the 10-Year Update:
COMPREHENSIVE PLAN EVALUATION COMMITTEE
Brian Bochner
Brad Brimley
Michael Buckley
Clint Cooper
Elizabeth Cunha
Shana Elliott
Joe Guerra
Lisa Halperin
Linda Harvell
Dennis Maloney
John Nichols
Jeremy Osborne
Julie Schulz
CITY COUNCIL
Karl Mooney, Mayor
Bob Brick, Place 1
John Crompton, Place 2
Linda Harvell, Place 3
Elizabeth Cunha, Place 4
John Nichols, Place 5
Dennis Maloney, Place 6
PLANNING & ZONING COMMISSION
Dennis Christiansen, Chair
Jason Cornelius
Joe Guerra
Bill Mather
Bobby Mirza
Jeremy Osborne
William Wright
Acknowledgements
175CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
ADMINISTRATION
Bryan Woods, City Manager
Jeff Capps, Deputy City Manager
Jeff Kersten, Assistant City Manager
Jennifer Prochazka, Assistant City Manager
PLANNING & DEVELOPMENT SERVICES
Michael Ostrowski, CEcD, AICP,
Director of Planning & Development Services
Molly Hitchcock, AICP,
Assistant Director of Planning & Development Services
Alyssa Halle-Schramm, AICP, LEED GA,
Long Range Planning Administrator – Project Manager
Amy Albright, Staff Planner
Anthony Armstrong, P.E.,
Engineering Services & Construction Inspections Manager
Matheus Bechtlufft Cardoso, Planning Intern
Brian Binford, CBO, Building Official
Erika Bridges, P.E., Assistant City Engineer
Jade Broadnax, AICP Candidate, Staff Planner
Carol Cotter, P.E., City Engineer
Crystal Fails, Staff Assistant
Jesse DiMeolo, Staff Planner
Matthew Ellis, Planning Intern
Venessa Garza, AICP,
Bicycle, Pedestrian, & Greenways Planning Administrator
Bridgette George,
Development Services Administration Manager
Kristen Hejny, Administrative Support Specialist
Rachel Lazo, Senior Planner
Brandon Leaver, GIS Technician
Robin Macias, Planning Technician
Jason Schubert, AICP, Transportation Planning Coordinator
Julie Svetlik, GIS Analyst
Brandi Tedrick, Staff Planner
Derrick Williams, Staff Planner
176CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
STAFF RESOURCE TEAM
Caroline Ask, Public Works Solid Waste Division Manager
Peter Caler, Assistant Director of Public Works
Esmerelda Casas,
Neighborhood & Community Relations Coordinator
Billy Couch, Police Chief
Timothy Crabb, Director of Electric Utility
Debbie Eller, Director of Community Services
Emily Fisher, Director of Capital Projects
Isaias Hernandez, Communications Services Coordinator
Kelly Kelbly, Assistant Director of Parks & Recreation
Mary Ellen Leonard, Director of Fiscal Services
Lacey Lively, Marketing Manager
Stephen Maldonado Jr., P.E.,
Assistant Director of Water Services
Richard Mann, Fire Chief
Stuart Marrs, Fire Accreditation Manager
Rachel Mayor, Multimedia Coordinator
Tradd Mills, Emergency Management Coordinator
Gary Mechler, Director of Water Services
Barbara Moore, Assistant to the City Manager
Aubrey Nettles, Economic Development Manager
Brian Piscacek, Assistant to the City Manager
Sam Rivera, Assistant Director of IT
Carla Robinson, City Attorney
Gustavo Roman, Assistant Director of Community Services
Troy Rother, Senior EngineernII Traffic Engineering
Natalie Ruiz, Director of Economic Development
Beatrice Saba, Director of BCS Library System
Jay Socol, Director of Public Communications
Leslie Whitten, Assistant City Attorney
Steve Wright, Director of Parks & Recreation
CONSULTANTS
Planning NEXT
Kimley-Horn & Associates
177CSTX.GOV | COLLEGE STATION COMPREHENSIVE PLAN
Contributors to the 2009 Comprehensive Plan
COMPREHENSIVE PLAN ADVISORY COMMITTEE
Bill Davis, Steve Arden, Gary Arnold, Brian Bochner, Chad Bohne, Millie
Burell, Andrew Burleson, Kristina Cambell, Jerry Cooper, Laurie Corbelli,
Dennis Corrington, Clark Ealy, Keith Ellis, Tedi Ellison, Gary Erwin, Michael
Guido, Lindsey Guindi, Craig Hall, David Hart, Larry Haskins, Randy
Haynes, Steve Hodge, Kathleen Ireland, Kim Jacobs, Hillary Jessup, Linda
LaSut, Hugh Lindsay, Margie Lucas, Bianca Manago, Larry Marriott, Chuck
Martinez, Bo Miles, Colleen Netterville, Michael Parks, Andrew Pittz, Douglas
Rapé, John Richards, Dorthea Robinson, Richard Startzman, Tom Taylor,
Gary Teston, Jodi Warner, Lloyd Wassermann, Rodney Weis, Adrian Williams
CITY COUNCIL
Ben White, John Crompton, James Massey, Dennis Maloney, Lynn McIlhaney,
David Ruesink, Lawrence Stewart
PLANNING & ZONING COMMISSION
John Nichols, Noel Bauman, Winnie Garner, Paul Greer, Doug Slack, Hugh
Stearns, Thomas Woodfin
FORMER CITY COUNCIL AND PLANNING & ZONING COMMISSION
Ron Silvia, John Happ, Ron Gay, Chris Scotti, Dennis Christiansen, Bill Davis,
Derek Dictson, Marsha Sanford, Glenn Schroeder, Harold Strong
ADMINISTRATION
Glenn Brown, Terry Childers, Kathy Merrill, David Neely
CITY STAFF
Beth Boerboom, Erika Bridges, Brittany Caldwell, Amber Carter, Carol Cotter,
Bob Cowell, Bridgette George, Venessa Garza, Joe Guerra, Alan Gibbs,
Crissy Hartl, Matthew Hilgemeier, Molly Hitchcock, Lauren Hovde, Lindsay
Kramer, Barbara Moore, Josh Norton, Nicole Padilla, Jennifer Prochazka,
Matthew Robinson, Lance Simms, Jason Schubert, Michael Trevino
STAFF RESOURCE TEAM
Robert Alley, Jeff Capps, Harvey Cargill, Marco Cisneros, David Coleman,
Debbie Eller, Chuck Gilman, David Gwin, Eric Hurt, Michael Ikner, Larry
Johnson, Jeff Kersten, Jon Mies, Tony Michalsky, Mary Anne Powell, Carla
Robinson, Ben Roper, David Schmitz, Mark Smith, Wally Urrutia
CONSULTANTS
Kendig Keast Collaborative
Kimley-Horn & Associates
Alliance Transportation Group
CDS Market Research
Mitchell & Morgan
cstx.gov/CompPlan
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