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2009 - 2030 Comprehensive Plan
Comprehensive Plan 2009 - 2030 Neiahborhood, District, and Corridor Planning What is Neighborhood, District, and Corridor Planning? Neighborhood, district, and corridor planning are small area plans focused on ar- eas designated for further review in the College Sta- tion Comprehensive Plan. These plans are intended to DrlflMy 1009 serve as the action plans for specific areas focusing on the particular needs and opportunities of the area. Neighborhood planning areas are made up of exist- ing neighborhoods, and adjacent areas of influ- ence, where, generally, it is important to promote and preserve the current land uses, character and iden- tity. Neighborhood plans should also identify appro- priate and compatible land uses and design for vacant lands within the neighbor- hood, its area of influence, and for areas appropriate for redevelopment. Neighborhood plans will also aid in the development of actions that will address existing problems and iden- tify enhancement actions within the area of the plan. There are 13 identified neighborhood planning areas within the City. JUIy, ZUUy District and corridor plans are Intended fol areas that ex- hibit, or could exhihit, oppor- tunities for a mix of uses with an emphasis on walkability and a unique focus. Corridor planning areas further incor- porate opportunities for re- source protection or recrea- tional activities. Chapter 2, Community Character identi- fies 13 district and corridor planning areas within the City. Below is a graphic of Map 2.1, depicting the NDC planning areas. OC) O N C a N .Z C N L N Q E O U c 0 0 N m 0 U 0 U a a a 0 U C O U N O_ a A Stakeholder Re- source Team will pro- vide input and advice to Staff throughout the process. Every area of the City will be incorporated into a NDC Plan. Public engagement is critical to the success of a NDC plan. Neighborhood, District, and Corridor Planning How can i be involved? Community participation is the most critical component for the success of a NDC Plan. City Staff will rely heav- ily on citizen volunteers to help shape the plan. There will be a number of ways to be involved in the planning process both formally and informally. One way to be involved is to volunteer to serve as a member of the Stakeholder Resource Team (SRT). During the first phase of the plan- ning process, City Staff will be working with a planning area to identify individuals committed to the planning process, providing feed- back, and making sure the plan will address the needs and opportunities in the planning area. This role will be time intensive and in- volve a number of meet- ings, For individuals interested in the process, but have less time to dedicate, a number of public meetings will be held throughout the plan- ning process to provide guidance to the Staff and a SRT on the needs, opportuni- ties, and goals of the area. These meetings will be publi- cized through direct mail- ings, emails provided through neighborhood and homeowner associations, as well as the City's website. If you are interested in these meetings, feel free to con- tact City Staff or a member of the SRT to find out about the agenda, location, time, How is a planning area chosen? While every area of the City should be incorporated into one of the planning areas, these plans cannot all be completed at once. During the adoption of the Com- prehensive Plan, these ar- eas were not prioritized to provide flexibility for the City Council, City Staff, and Page 2 Stakeholders to determine the timing for a NDC plan based on emerging needs within the community. Also as part of the Compre- hensive Plan, the City is to begin monitoring for shifts in demographics, develop- ment patterns, and eco- or place. Contact informa- tion for key City Staff in- volved in the NDC planning process can be found on page 4, and on the City's website. There will also be opportuni- ties to comment on drafts of all of the elements of the plan. Draft chapters, as well as progress reports will be made available throughout the planning process to members of the SRT, partici- pants in public meetings, and online. nomic stability that will help to identify changes or new opportunities that would help to determine when an area might be in need of an in-depth NDC plan. The City will be working to complete at least two NDC plans each year. WHAT IS NEIGHBORHOOD, DISTRICT, AND CORRIDOR PLANNING? Neighborhood, district, and corridor plans are small area plans that are focused on areas designated for further review in the College Station Comprehensive Plan. These plans are intended to serve as action plans for specific areas that focus on the particular needs and opportunities of the area. Neighborhood planning areas are made up of existing neighborhoods and adjacent areas of influence, where, generally, it is important to promote and preserve the current land uses, character, and identity. Neighborhood plans should also identify appropriate and compatible land uses and design for vacant lands within the neighborhood, its area of influence, and for areas appropriate for redevelopment. Neighborhood plans will also aid in the development of actions that will address existing problems and identify enhancement actions within the area of the plan. There are 13 identified neighborhood planning areas within the City. District and corridor plans are intended for areas that exhibit, or could exhibit, opportunities for a mix of uses with an emphasis on walkability and the potential for a unique focus. Corridor planning areas further incorporate opportunities for resource protection or recreational activities. Chapter 2, Community Character identifies 13 district and corridor planning areas within the City. RELATION TO THE COMPREHENSIVE PLAN As a component of the Comprehensive Plan, neighborhood, district, and corridor (NDC) plans must carry out the goals, strategies, and actions contained in the Plan. The City's Comprehensive Plan was adopted in 2009 and provides the broad framework and vision for the future growth of College Station. Residents, elected and appointed officials, and City staff spent hundreds of hours developing a plan and approach to accommodate expected growth and guide City services to meet the vision of the Plan. DRAFT 07-01-09 Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 NDC plans are just one of the many tools the City is using to implement the Plan, and should complement the on -going efforts of the City related to the Comprehensive Plan. PURPOSE The purpose of this document is to set out the process and procedures to develop a neighborhood, district, or corridor plan. This document serves as a handbook for plan managers, and could also be referenced by members of a planning team to better understand the context and benefits for NDC planning. As with all of the phases, there may be planning areas that have a process that does not fit within these established procedures. The plan manager and other team members should use this document as a guideline. The key to the success of small area plans is the engagement of the public in the planning process and its subsequent implementation. Every effort should be made to customize the process based on the specific needs and situations of each planning area. This document will cover four phases of a typical NDC plan: 1) Pre - Planning, 2) Existing Conditions and Planning Visioning, 3) Plan Development, and 4) Adoption and Implementation. Each phase will result in the development of portions of the plan as well as a Phase Report that documents the steps that were taken, and what should happen next in the process. Ultimately, these reports can be consolidated into a summary document to provide as an educational piece for interested parties. PHASE 1: PRE -PLANNING The pre -planning phase is the first step in small area planning. This phase is focused on the mechanics of getting a plan started and moving it forward. The end result of this phase will be the Pre -Planning Phase Report, to include a written summary of each of the steps described below, to inform stakeholders about the planning process and the context of the small area plan. Area Identification The Comprehensive Plan identifies 13 neighborhood planning area and 13 district and corridor planning areas. The first step in pre -planning is to identify which of these identified areas is the subject of the plan. The selection of an area should align with the Comprehensive Plan as well as any adopted City Council Strategic Initiatives. In adopting the Comprehensive Plan, no priorities were placed on the areas to allow flexibility for Council, Staff, and stakeholders to determine the timing for small area plans. The planning area should generally correspond with one of the designated areas. If an area is identified for a plan that is outside one of the previously identified areas, a Comprehensive Plan amendment should be considered, and there should be discussion in the Pre- DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning Planning Phase Report as to the unforeseen changes that have occurred since the adoption of the original Plan. The planning areas shown in the Concept Map in Chapter 2: Community Character are not parcel specific. The plan manager will need to establish the specific boundaries of the plan. The boundaries can be based on ❑ natural breaks between areas like greenways or topographical changes, and ❑ man-made breaks between areas like roads or subdivision boundaries. The planning area should ultimately be an area of contiguous property that shares distinctive features, issues, or opportunities that are unique from those outside the area. Due to the large area of some of the planning areas, it may be necessary to break the planning area into sub -areas. The planning area boundary may be amended through input from the Resource Teams, but the boundaries should maintain the integrity of established areas, neighborhoods, and districts. The Area Identification summary for the Pre -Planning Phase Report should include: ❑ A map of the proposed planning area, ❑ A brief description and history of the area including any unique landmarks, historic landmarks, topography, geographic features, or image corridors, ❑ The context for the area and the type of plan being done (neighborhood, district, or corridor), ❑ The reason why this area was selected, ❑ A description of how the boundaries were chosen, and ❑ A discussion of any identified sub -planning areas within the planning area. Resource Teams The next step in pre -planning is to identify the Resource Teams that will assist in the planning process. Planning Resource Team The purpose of the Planning Resource Team is to provide technical assistance, oversight, and guidance throughout the planning process. These individuals will be taskod with assisting in the development of the Citizen Engagement Plan, assisting with neighborhood outreach, developing maps, and working as facilitators and other group leaders during public meetings depending on particular expertise. The Planning Resource Team should be made up of the Plan Manager, a Planning and Development Services Manager or Director, Neighborhood Services Coordinator, a representative from the Planning and Development Services GIS Unit, and a second planner (as available). The Plan Manager is the lead planner on the project and is responsible for seeing the plan through from pre -planning through implementation. The second planner should be training to work as a Plan Manager. Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 Some small area plans may have a specific focus, like economic development or transportation. In these cases, City staff from other departments should be included in the Planning Resource Team rather than the Staff Resource Team to facilitate their involvement in all steps of the planning process. The Planning Resource Team may also include any consultants that are hired as part of the planning process. The Planning Resource Team summary should include the purpose for this team, their involvement in the process, as well as names, titles, and contact information for the team. The summary should also identify the Plan Manager as the point person for citizens to contact for information related to the Plan. Stakeholder Resource Team The Plan Manager should also create a Stakeholder Resource Team. This team should be made up of stakeholders from in and around the planning area. The team should represent property owners, residents, property managers, business owners, students, neighborhood association and homeowner associations, as well as include a representative of the Planning and Zoning Commission with an emphasis placed on an inclusive group that broadly represents all interests in an area. The number of members of the team should be kept below 15 to have an effective working group. A Stakeholder Resource Team meeting should be conducted to provide for introductions, an outline of the planning process, and the responsibilities of the Stakeholder Resource Team. The team should serve as an advisory board for the Plan Manager during the remaining phases, and members should be willing to help the Plan Manager in creating a Citizen Engagement Plan and timeline, as well as serve as community champions for the plan by encouraging their neighbors to become active and involved in the planning process. The Stakeholder Resource Team summary for the Pre -Planning Phase Report should identify the members of the team, their involvement in the planning area, i.e., resident, property owner, etc, and contact information for the public. Joint Jurisdictional Issues Several of the planning areas may have an edge along the City limit, and may involve entities outside the City. In evaluating joint jurisdictional issues, the Plan Manager should identify entitles such as Texas A&M University, CSISD, TxDOT, Metropolitan Planning Organization, Brazos Valley Council of Governments, City of Bryan, or Brazos County. The Joint Jurisdictional Issues summary for the Pre -Planning Phase Report should identify areas of interest for other entities outside the City, who those entities are, and how they will be involved in the planning process. This could be as part of a Stakeholder Resource Team or in other ways. DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning Staff Resource Team A Staff Resource Team may not be necessary to convene at this time, depending on the scope of the small area plan. However, the Plan Manager should, with the assistance of the Planning Resource Team, begin to identify known issues with infrastructure and City service delivery within the planning area. The Plan Manager should identify key City Staff that can assist in developing practical and achievable solutions and actions through the planning process. These individuals should be notified of the plan and their role in it, and brought together as a Staff Resource Team during Phase 2 - Data Collection and Analysis to provide insight into key planning issues in the area. The Staff Resource Team summary for the Pre -Planning Phase Report should include a listing of City departments and divisions that have been preliminarily identified for involvement in the plan and why they have been identified. Timeline A typical small area plan should have an 8 to 10 month timeline. A plan timeline should provide expected completion dates for each step of the planning process. Various portions of a plan may take longer depending on the complexity of issues faced in a particular plan. Neighborhood plans should begin the Pre -Planning Phase in late summer (August or earlier) in order to begin planning work to coincide with the beginning of the school year for maximum citizen participation and engagement. A sample timeline for a neighborhood plan is provided in the adjacent box. The Pre -Planning Phase Report must include the proposed timeline. This section may be further revised throughout the planning process to provide additional details as plan components are selected and more information about scheduling is known. Citizen Engagement Plan The Plan Manager is responsible for working with the Resource Teams and Public Communications to establish a citizen engagement plan. Public participation and engagement is the most critical component for small area planning. The goal of an engagement plan is to develop methods to reach as many stakeholders as possible with a broad cross- Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 section of interests in the area, and to encourage involvement and empowerment in the planning process. Some possible methods include: ❑ Phone trees ❑ Surveys ❑ Media ads and stories ❑ Word of mouth ❑ Direct mailers and door -hangers ❑ Posters and flyers ❑ Online presence (City website and social networking sites) ❑ Classroom visits to area schools The Public Communications Department is able to work with media outlets and tailor the Citizen Engagement plan for maximum exposure. A Public Communications Work Order Form should be completed and turned in as early in the process as possible. An effective participation and engagement plan will serve to inform citizens: ❑ About the purpose of small area plans, ❑ About the process for small area plans, ❑ What to expect from the process, ❑ What to expect from the plan, and ❑ How to continue to be involved in the process. In this section of the Pre -Planning Phase Report, the methods used to engage citizens should be discussed. Special consideration and discussion in this section should be dedicated to the efforts used to engage traditionally hard to reach populations, such as students, individuals with disabilities, or groups that may previously disengaged from the planning process. This section of the report should be later amended to include information about response rates and participation � at various meetings held during the planning process. Next Steps The last section of the Pre -Planning Phase Report will cover the planning process that will be used in creating the plan. This should include meetings that will be necessary for information gathering with the general public and resource teams. It should outline the three major steps to follow - Existing Conditions and Planning Vision; Plan Development; and Adoption and Implementation. Checklist and Report A final checklist follows of items to cover in a Pre -Planning Phase Report. This report will ultimately serve as an introduction chapter to a small area plan. The items covered in the Pre -Planning Phase Reporl should be well -documented so the processes and procedures used are transparent and easily understood by all citizens. The summary should be user-friendly and should avoid using technical terminology. Ultimately, the report should be reviewed by all of the Resource Teams for editing and input. The report will serve as a guide for all of the DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning participants in the planning process. At the end of the pre -planning process, workshops should be scheduled with the Planning and Zoning Commission and City Council to provide an update on the process. Resources ❑ Citizen Engagement, City of College Station Discussion Paper ❑ A Guide to Community Planning, The Enterprise Foundation ❑ Neighborhood Collaborative Planning, APA Policy Guide Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 Phase 1 Checklist - Tasks and Report Content ❑ Identify Planning Area (Report Section 1) ❑ Identify strategic planning initiatives leading to the selection of this area for a plan ❑ Confirm plan area is identified in Comprehensive Plan ❑ Define plan boundary ❑ Provide area background ❑ Identify known planning issues ❑ Identify unique landmarks, topography, natural features, and historic resources ❑ Establish Resource Teams (Report Section 2) ❑ Identify members of Planning Resource Team ❑ Identify members of possible Staff Resource Team ❑ Identify members of Stakeholder Resource Team ❑ Identify any outside partners to be included due to joint jurisdictional issues ❑ Develop Timeline (Report Section 3) ❑ Establish timeline to ensure efficient and effective public participation I I Create Participation and Citizen Engagement Plan (Report Section 4) ❑ Establish Participation and Engagement Plan to ensure efficient and effective public participation ❑ Outline Next Steps (Report Section 5) ❑ Develop summary to educate readers about the process for remaining phases of the plan ❑ Hold Resource Team meetings to go over introductions, planning area, known issues, proposed timelines and citizen engagement plan. U Prepare Pre -Planning Phase Report Conduct reviews of the Draft Pre -Planning Phase Report with Resource Teams Create preliminary promotional materials ❑ Create any summary documents to use as handouts and/or educational pieces ❑ Provide update to Planning and Zoning Commission and City Council DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning PHASE 2: EXISTING CONDITIONS AND PLANNING VISION Phase 2 of the planning process includes extensive citizen engagement focused on understanding the existing conditions in the planning area and establishing the goals and planning vision for the rest of the plan. The purpose of this phase is to develop stakeholder buy -in for the plan vision that can be capitalized upon when developing soluflons to the issues identified during the issue assessment and goal setting meetings. The main activities of this phase include: ❑ Kick-off Meeting to present the project to the ` area, ❑ Issues and Opportunities Assessment Meeting to explore challenges and opportunities facing the area, ❑ Existing Conditions report that provides further information and data about the identified issues and opportunities, and ❑ Goals and Vision Meeting to take those issues and opportunities to develop a vision and goal for the plan. While the Plan Manager and Planning Resource Team can choose to combine meetings and tailor the process for a particular area, there should be considerable thought and discussion on the implications that doing so have on the quality and effectiveness of the citizen/stakeholder input to be received. The end result of this phase will be an Existing Conditions and Planning Vision Phase Report that documents the efforts made by the stakeholders, identifies the goals for the plan, and sets out the existing conditions that the area faces. This report will eventually be incorporated into every chapter of the small area plan. Information about the meetings will be provided in the introduction. The Existing Conditions will serve as an appendix or be included in appropriate chapters. The goals that are developed will form the basis for each of the plan chapters. Kick-off Meeting The first step in the Existing Conditions and Planning Vision phase is to hold a Kick-off Meeting with the stakeholders. The primary focus should be to provide information to the public rather than obtaining Information. The meeting should cover: ❑ A brief synopsis of small area planning and why the City does planning, ❑ The relationship between Comprehensive Plan the small area plan, ❑ The planning area and why it was chosen, ❑ Who to contact throughout the process, and ❑ What to expect next, how to stay involved and upcoming meetings. At this meeting, there may be a broad discussion or activity to start identifying issues and opportunities. Possible activities might include group brainstorming, comment cards, or dot boards. The Plan Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 Manager may also wish to have the meeting (and future meetings) video-taped for viewing by stakeholders and other citizens that did not attend the meeting. Kick-off Meeting Details The Plan Manager should keep the following items in mind for planning the Kick-off Meeting: ❑ Choosing an accessible date, ❑ Choosing an accessible location, ❑ Creating a clear and concise agenda with time limits for each activity, ❑ Developing graphics, presentations and handouts that are easily read and understood, ❑ Maximizing public attendance, ❑ Time is limited to under 1 hour for formal activities and agenda items, and ❑ Sufficient time to answer questions. At a minimum, copies of the Pre -Planning Phase report summary, contact information, and maps should be available for the public to take home. After the meeting, several activities should take place. The Pre -Planning Phase Report should be revised with information about the meeting, a possible recap meeting might be held with Resource Teams to discuss the initial issue identification results, and a summary of the meeting should be drafted for the Existing Conditions and Planning Visions Phase report. This summary should include copies of the agenda, any handouts that were provided, sign -in sheets, and a summary of the input that was received. Alsu, the website should be updated to provide the most accurate and up-to-date information. At this point there should be sufficient information from the Resource Teams and the meeting to begin collecting and assembling preliminary data for inclusion in the Existing Conditions section. Issues and Opportunities Assessment Meeting Shortly after the Kick-off Meeting, an Issues and Opportunities Assessment Meeting should be held with stakeholders. The Plan Manager and Resource Teams should utilize the information gathered at the Kick-off to develop appropriate activities to identify and group all of the areas of concern for the planning area. The focus of this meeting, or series of meetings, is on gathering citizen input on the issues and opportunities present in the particular area. There are a variety of different brainstorming and consensus -building activities that can be utilized during this meeting. The overall goal should be to build consensus around the major issues and opportunities in the area and a clear understanding by the stakeholders as to some of the specific situations and concerns that the plan should address. DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning Issue Assessment Meeting Details The Plan Manager should keep the following items in mind in the planning for the Issue Assessment Meeting ❑ Choosing an accessible date, ❑ Choosing an accessible location, ❑ Creating a clear and concise agenda with time limits for each activity, ❑ Developing graphics, presentations and handouts that are easily rend and understood, ❑ Developing clear and concise directions for facilitators, ❑ Developing clear and concise questions to get appropriate feedback, ❑ Maximum public participation, ❑ Meeting time may need to be longer depending on types of activities, and ❑ Sufficient time to answer questions. At a minimum, contact information, a Kick-off Meeting summary, Next Steps Handout, details on how to access the Existing Conditions Report, and maps should be available for the public to take home. After the meeting, several activities should take place. The Pre - Planning Phase Report should be revised with information about the meeting, a possible recap meeting might be held with Resource Teams to discuss the issue identification results, and a summary of the meeting should be drafted for the Existing Conditions and Planning Vision Phase Report. This summary should include copies of the agenda, any handouts that were provided, sign -in sheets, and a summary of the input that was received. Also, the website should be updated to provide the most accurate and up-to-date information. Existing Conditions Research and Report After the Kick-off and Issues and Opportunities Assessment Meeting, the Plan Manger should prepare an Existing Conditions Report. This report should cover basic data relating to the issues at hand to provide a baseline for goal setting and tracking progress upon implementation of the plan. Because each plan area faces different concerns, the focus should be on providing information relating to the issues and opportunities present in the area. The following is a possible list of different data that could be used in an Existing Conditions Report: ❑ Current demographic information ❑ Zoning and Existing Land Uses ❑ Population ❑ Housing Conditions ❑ Development Trends (platting activity, permit activity, rental vs. owner occupied) ❑ Code Complaints (Code Enforcement and Police) ❑ Emergency Response (response times, police activity) ❑ Traffic (congestion, wrecks, volume) ❑ Bike/Walk audit results ❑ Urban design components ❑ Upcoming CIP projects Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 The report should be evaluated by the Resource Teams for accuracy and consistency, and provided to the public for comment. A summary of the report with information relating to the public comment on the existing conditions may be provided in the Existing Conditions and Planning Vision Phase Report, or the Existing Conditions Report itself may be attached as part of the report. Goals, Strategies, and Actions Meeting The last public meeting during this phase should be focused on creating goals and possible strategies for the plan to address the issues and opportunities identified in the area. This meeting will delve deeper into the issues, and provide an opportunity for the stakeholders to envision the future for their area. The Plan Manager should evaluate different types of goal -setting activities and utilize those that best fit the needs of the planning area. Some plans may need a charette, while others may utilize directed brainstorming. The resources provided at the end of the chapter discuss different types of activities that could be used for this or the Kick-off and Issues and Opportunities Assessment Meeting. The Plan Manager should keep the same issues and opportunities in mind as were covered under the Kick- off and Issues and Opportunities Assessment meeting, but with a focus on bringing consensus to the group related to the goals, and providing ample time to have all ideas heard and discussed. Also, a copy of the Comprehensive Plan Goals and Strategies should be made available during the meeting so that overlap can be identified, and that goals are tied back to the overall Comprehensive Plan. At the end of the meeting, there should also be discussion about what will happen with the goals after this mewling and how they will be used to draft the plan. After the meeting, several activities should take place. The Pre -Planning Phase Report should be revised with information about the meeting, a possible recap meeting might be held with Resource Teams to discuss the meeting results, and a summary of the meeting should be drafted for the Existing Conditions and Planning Vision Phase Report. This summary should include copies of the agenda, any handouts that were provided, sign -in sheets, and a summary of the input that was received. Goals, Strategies, and Actions The goals and strategies developed during this phase should be minimal. The Comprehensive Plan identifies just one goal and three to five strategies per chapter. The Resource Teams should keep this in mind when refining the goals and strategies that were developed during this phase. Overall, these plans should be five to seven years, and the goals, strategies, and actions loped should be achieved within this timeframe. It may DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning not be necessary to develop additional goals outside those created for the overall Comprehensive Plan, however, different strategies and actions could be identified depending on the specific issues and opportunities of an area. The development of goals should be evaluated carefully to maintain the established goals of the Comprehensive Plan. Next Steps The last section of the Existing Conditions and Planning Vision Phase Report will cover the plan development process. This should include a list of the chapters that will be included in the plan, and an outline of the goals that are associated with each chapter. It will also outline the citizen engagement that will take place to develop the plan chapters. Checklist and Report A final checklist follows of items to cover in an Existing Conditions and Planning Vision Phase Report. This report will ultimately serve as supporting information for the plan and be incorporated into the introduction and related chapters. Ultimately, the report should be reviewed by all of the Resource Teams for editing and input. The goals and strategies created as part of this phase should serve as the basis for the plan development in the next phase. After review by applicable Resource Teams, workshops should be scheduled with the Planning and Zoning Commission and City Council for an update on the work that has taken place. Resources ❑ Carousel Brainstorming, ncrel.org/sdrs/areas/issues/educatrs/profdevl/pd2reach.htm ❑ Innovations in Public Involvement for Transportation Planning, http://nti.bts.gov/DOCS/trans.html ❑ The Community Planning Event Manual, Nick Wates, John (INT) Thompson Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 Phase 2 Checklist - Tasks and Report Content ❑ Kick-off Meeting ❑ Develop Agenda and information for Kick -Off Meeting ❑ Use Participation and Engagement Plan to market and advertise Kick -Off Meeting ❑ Schedule appropriate location, date, and time for planning area for Kick -Off Meeting ❑ Hold Kick -Off Meeting ❑ Hold recap meeting ❑ Kick-off Meeting Summary (Report Section 1) ❑ Revise Pre -Planning Phase Report to reflect date, location, attendance, and findings from Kick -Off Meeting ❑ Begin gathering preliminary data focused on broad issues raised during Kick-off Meeting for Existing Conditions summary ❑ Issues and Opportunities Assessment ❑ Develop agendas and activities for Issues and Opportunities Assessment Meeting based on preliminary information gathered at Kick -Off Meeting ❑ Use Citizen Engagement Plan to market and advertise Issue Assessment Meeting ❑ Schedule appropriate location, date, and time for planning area for Issue Assessment Meeting ❑ Hold Issues and Opportunities Assessment Meeting ❑ Hold recap meeting ❑ Issues and Opportunities Assessment Meeting Summary (Report Section 2) ❑ Revise Pre -Planning Phase Report to reflect date, location, attendance, and findings from Issues and Opportunities Assessment Meeting ❑ Develop Existing Conditions Report based nn issues and opportunities ❑ Create Existing Conditions Summary (Report Section 3) ❑ Goals and Vision Meeting ❑ Develop agendas and activities for Goals and Vision Meeting based on preliminary intormation gathered at previous meetings ❑ Use Participation and Engagement Plan to market and advertise Goals and Vision Meeting ❑ Schedule appropriate location, date, and time for planning area for Goals and Vision Meeting ❑ Hold Goals and Vision Meeting ❑ Identify goals and vision for the small area plan ❑ Goals are in -line with City's Comprehensive Plan and associated chapters ❑ Goals are achievable and have broad consensus ❑ Goals relate to issues brought up in previous meetings ❑ Hold recap meeting ❑ Goals and Vision Meeting Summary (Report Section 4) ❑ Revise Pre -Planning Phase Report to reflect date, location, attendance, and findings from Goals and Vision Meeting El Develop Next Steps Summary (Report Section 5) ❑ Existing Conditions and Planning Vision Phase Report is reviewed and edited by Resource Teams ❑ Update is provided to Planning and Zoning Commission and City Council DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning PHASE 3: PLAN DEVELOPMENT The third phase of the neighborhood, district, and corridor planning process includes the drafting and development of specific plan chapters and strategies that will make up the plan. Each plan should specifically address Community Character, Transportation, Neighborhood Integrity, and Implementation. Other plan elements may be included based on their relevance to the issues and opportunities in the planning area. Each chapter should have a set of agreed -upon goals and possible strategies from the Existing Conditions and Planning Vision Phase of the process. The. Plan Development Phase will focus on developing specific actions to meet the goals of the plan for each chapter of the plan. During the development of the specific actions for each chapter, the input from the Staff Resource Team and other partners may become more important as actions should be realistic and achievable for the partners responsible for carrying them out. At the end of the Plan Development Phase, a report summarizing the plan elements, as well as the draft plan chapters will be developed. Relation to Comprehensive Plan Each small area plan will eventually become part of the overall Comprehensive Plan for the City. Each chapter of the small area plan should relate to the existing chapters of the Comprehensive Plan, and any adopted master plans. The goals and strategies that are used should have been evaluated in relation to the goals and strategies in the Comprehensive Plan during the Existing Conditions and Planning Vision Phase. Each chapter, as drafted in the Plan Development Phase, should also be evaluated for the same internal consistency. Where discrepancies exist, there will need to be greater dialogue with the City Council and any other boards about the impact that shifting goals may have on achieving the vision set out in the Comprehensive Plan. Plan Chapters The following is a discussion of the required plan elements. A summary of each chapter should be developed for the Plan Development Phase Report to provide to stakeholders and any decision -making body. Upon completion of the drafts, they should be made available to the stakeholders and to the Resource Teams for comment and editing. Introduction The first chapter of a plan will be the introduction chapter. This chapter should be almost completely written at this point having been started in the Pre -Planning Phase and further revised during the Existing Conditions and Planning Vision Phase. This chapter sets out the planning area boundaries, timeline, public input process, and other pertinent information related to the plan -making process. It will also include a summary of the Existing Conditions Report. Community Character The second chapter to be included is the Community Character Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 chapter. This chapter will address existing land uses, future land uses, and community design and appearance. Each subsection of the Comprehensive Plan Community Character chapter should be addressed as it relates to the planning area. Where future land use issues arise, it may be necessary to hold additional workshops or meetings with neighbors and Resource Teams. This will be especially important with the areas shown as Neighborhood Conservation and Redevelopment on the Future Land Use Plan. Different plan types may focus on different areas of Community Character and this chapter may be customized based on the particular needs of the plan. Overall, the Community Character Chapter should cover the strategies and actions developed to address issues relating to Land Use and Community Character in the planning area. Neighborhood Integrity The third chapter should evaluate the impact of the small area plan on neighborhood integrity issues. Issues like code enforcement, property maintenance, neighborhood gateways, and neighborhood integrity are appropriate for this section. Any subsection of the Neighborhood Integrity chapter should tie back to the subsections found in the Comprehensive Plan Neighborhood Integrity chapter. Proposed changes in the small area plan should be evaluated against their impact on the surrounding residential areas, and a discussion included in this chapter. Transportation The fourth element of a small area plan is the Transportation chapter. This chapter should focus on any transportation issues in the planning nren, and create an action plan for increasing opportunities for multi - modal transportation. In developing this chapter, changes to the land use plan should be evaluated against the transportation network available and proposed in the area. This chapter should discuss any issues and opportunities related to alternative modes of transportation, such as biking, walking, and mass transit. Opportunities may be identified through a bicycle or pedestrian facility audit. Discussions and decision -making with stakeholders may also be necessary to establish appropriate cross -sections from the Context -Sensitive design options for the Thoroughfare Plan. This will be especially important for corridor or district plans that may have different street standards as a strategy from the community appearance section of the Community Character chapter. Sustainability The fifth element of the plan is a chapter relating to environmental sustainability. This chapter will focus on plans for improving environmental issues in the area like water conservation, utility needs, stormwater runoff, and the preservation of natural corridors. Strategies and actions should be developed to encourage sustainable living and building practices across the planning area. As part of implementation, indicators of environmental health should be monitored for plan effectiveness. DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning Implementation The fast required element of a small area plan is an implementation chapter. An implementation plan will be developed in the Adoption and Implementation Phase; however, the Plan Manager should begin developing a list of all of the actions being proposed by the plan and researching cost, time, and responsible parties for each action during this time. Other Plan Elements Depending on fire specific circumstances of a planning area, other plan elements may be incorporated, including: ❑ Economic Development ❑ Parks, Greenways, and the Arts ❑ Municipal Services and Community Facilities ❑ Growth Management and Capacity Planning areas that have areas identified for redevelopment in the Comprehensive Plan should include an economic development chapter. All plan areas with annexation areas should include a growth management and capacity chapter. Citizen Engagement The Public Engagement and Citizen Engagement Plan created during Phase 1 must include an element to continue to get stakeholder input after the plan is drafted. The final drafts should be made available for public comment once all the chapters have been drafted. During the public comment period, information should also be provided to the stakeholders about the adoption process, and the upcoming public hearings. Also at this time, the Stakeholder Resource Team should be creating support for the plan, and working with other stakeholders in the area to educate them about the plan. After the public comment period, the Plan Manager will work with the Resource Teams to discuss the input and make any appropriate changes. A summary of the public comment and any changes should be drafted to include in the Plan Development Phase Report. Next Steps The last section of the Plan Development Phase Report will cover the proposed adoption and implementation process. Checklist and Report A final checklist is included of items to cover in a Plan Development Phase Report and the development of the Plan Chapters. After review by applicable Resource Teams, workshops should be scheduled with the Planning and Zoning Commission and City Council for an update on the work that has taken place. Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 Phase 3 Checklist - Tasks and Report Content ❑ Plan Chapters are drafted ❑ Introduction ❑ Community Character ❑ Neighborhood Integrity ❑ Transportation ❑ Sustainability ❑ Implementation ❑ Conduct reviews and edits of Plan Chapters with Resource Teams ❑ Create Plan Chapter Summaries (Each summary is report section) ❑ Draft Plan Development Phase Report is reviewed and edited by Resource Teams ❑ Create final summary documents for public input ❑ Plan Chapters and Chapter Summaries made available for public comment in accordance with Public Participation and Citizen Engagement Plan ❑ Update is provided to Planning and Zoning Commission and City Council DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning PHASE 4: ADOPTION AND IMPLEMENTATION The final phase of the small area planning process is the adoption and implementation of the plan. While the final drafts of the plan are being completed, the Plan Manager should begin working on the implementation plan and scheduling public hearings for formal adoption by the City Council. This section outlines the process for creating and getting the plan adopted. The outcome of this section is to have an adopted plan, an implementation plan, and a final summary of all of the phases. Implementation Plan The implementation plan makes up the final chapter of the plan. In creating this chapter, the Plan Manager should be identifying the costs, responsible parties, and timelines for completion for each action contained in the plan. These actions should then be grouped into short-, medium-, and long-term timelines. Short-term priorities should be accomplished within 1 to 2 years. Medium -term priorities should be accomplished in 3 to 5 years. Long-term priorities should be accomplished in 6 to 7 years. Within each timeframe, the Plan Manager will work with the Resource Teams to prioritize those actions. Also as part of the implementation plan, the Plan Manager should create a tracking system to track progress on meeting the goals of the plan. This could include an indicator project, a reporting mechanism to the planning area and City Council, or any other way of tracking progress. Any tracking measure should be easily accessible by the stakeholders to see the progress being made on the plan. After the implementation plan is created, a summary should be documented in the Adoption and Implementation Phase report. Adoption Process Upon the finalization of the plan chapters, the next step in the planning process is the formal adoption of the plan by the appropriate approval bodies. The formal adoption process should include the following: ❑ Advisory Boards related to the plan, i.e., Parks and Recreation Advisory Board ❑ Planning and Zoning Commission ❑ City Council ❑ Any joint jurisdictional agencies Workshops should be scheduled with the Planning and Zoning and City Council to cover all of the elements of the plan. After these workshops, public hearings for the formal adoption should be scheduled and the appropriate ordinances and resolutions drafted according to the schedules posted by the City Secretary's office. A summary of the approval process once scheduled should be drafted to include in the Adoption and Implementation Phase Report. Next Steps Once the plan is formally adopted by the City Council, the Plan Neighborhood, District, and Corridor Planning I DRAFT 07-01-09 Manager should create the final plan documents with copies of the signed ordinance attached. The phase reports should be consolidated into a final document that can be used as educational handouts to citizens with questions about the plan. The final documents and any related appendices should be copied and bound. Copies should be provided to the City Library, Project HOLD, the Planning and Development Services Library, and for the planning project file. Additional copies can be made for Planning and Development Services Staff. As soon as adoption is complete, the Plan Manager will have the ongoing responsibility of continued tracking of the plan implementation. Annual updates on the plan should be made to the Planning and Zoning Commission and City Council as part of the annual review of the Comprehensive Plan. The Next Steps summary should document where citizens can get copies of the plan, how to track progress on the plan, and who to contact about questions and issues as they arise. Checklist and Report A final checklist is included of items to cover in an Adoption and Implementation Phase. DRAFT 07-01-09 1 Neighborhood, District, and Corridor Planning Phase 4 Checklist - Tasks ❑ Implementation Plan is drafted ❑ Actions are grouped by appropriate timeline ❑ Actions have an identified responsible party ❑ Actions have been prioritized by importance to meeting the goals ❑ Actions have been checked for conflict with the Comprehensive Plan ❑ Adoption process is established ❑ Appropriate citizen boards are engaged and included ❑ Stakeholder outreach is conducted to inform about upcoming adoption meetings ❑ Public Workshops and Hearings are scheduled and advertised ❑ Plan chapters are edited and considered by Resource Teams ❑ Plan chapters are finalized for presentation to Boards and Council. ❑ Final presentations and public hearings are made to Advisory Boards, Planning and Zoning Commission, and the City Council ❑ Final adoption by City Council ❑ Signed ordinance is attached to final copies of plan ❑ Final documents are distributed ❑ Implementation begins What Should be in a Plan? A typical plan will be made up of at least 5 chapters: • Introduction • Community Character • Neighborhood Integrity • Transportation • Implementation A NDC Plan will cover exist- ing conditions, issues, and opportunities in a planning area, any changes to land use and character designa- tions, the impacts the plan goals and actions will have on residential neighbor- hoods, focused code en- forcement efforts, necessary transportation improvements for vehicle, pedestrian, and bicycle traffic, as well as how the actions recommended in the plan will be carried out and who is responsible for carrying out each action. A Plan may also involve other components depend- ing on the unique issues of a How long will it take to create a plan? A typical plan will probably take between 8 and 10 months to complete, de- pendant upon available resources, and the complex- ity of the issues and opportu- nities in a planning area. Ideally, neighborhood plans will generally run concur- rently with the school year calendar for maximum pub- lic participation. The Plan process is broken into 4 phases. The first phase is primarily focused on preparation work for a plan, like creating Resource Teams and defining the planning area, and a citizen engage- ment plan. The second phase will focus heavily on public input, issue and opportunity identifica- What happens after a plan is adopted? After a NDC Plan is adopted, the implemen- tation stage begins. Each plan will have a Plan Manager that is responsible for tracking the progress made on the plan. The Plan Manager will work closely with other City departments, as well as residents and stakeholders in the area to identify the entity responsible for carrying out each action rec- ommended in the plan, as well as a timeline July, 2009 planning area. Where rede- velopment issues are preva- lent, a chapter focusing on Economic Development maybe appropriate. Ora Parks, Greenways, and Arts chapter may be appropriate where parks or greenways are a distinct piece of the planning area. Overall, the NDC Plan should be developed to create, protect, and enhance areas of distinction. Lion, and a study of existing conditions. This phase should take place during the fall. A third phase will focus on the drafting of the actual plan chapters during the winter. The final adoption and implementation phase will be during the following spring, and ongoing for the life of the plan. for each implementation. It may take several years for all of the items to be accomplished. The Plan Manager will also be responsible for creating a process for the public to track progress on the plan, and providing annual feedback to the community and City Coun- cil about the plan, its implementation, and any changes happening in the area that may influence the effectiveness of the plan. Page 3 A Plan may include necessary transporta- tion improvements like multi -use trail connec- tions A NDC plan should be fully implemented in five to seven years. NDC Plans can address the treatment of natural and vege- tated corridors. Home of Texas A&M University P.O. Box 9960 1101 Texas Avenue College Station, TX 77842 Phone: 979-764-3570 Fax: 979-764-3496 University Drive Hospitality Corridor, 2006, one ex- ample of a corridor plan- ning area. Planning and Development Services Bob Cowell, AICP bcowell@cstx.gov For more information, please contact us: Community and Neighborhood Planning Lindsay Kramer, AICP Ikramer@cstx.gov V/441� CITY OF COLLWE $TA17ON M—AtdDm 1*p &.krc Neighborhood Services Barbara Moore bmoore@cstx.gov 979-764-3570 979-764-3570 979-764-6262 Relationship to the Comprehensive Plan A NDC Plan will become part of the City's Comprehensive Plan. Although each plan will contain its own goals, strate- gies, and actions, they will be tied back to the commu- nity -wide vision for College Station. Each action will be measured against this vision statement and evaluated for its consistency with the over- arching goals of the Com- prehensive Plan. Each plan will allow us to expand on the goals of the Comprehensive Plan by evaluating what those goals mean for a particular area within College Station, since no two areas are completely alike. Each plan should also uphold the Comprehensive Plan and the integrity of the public participation process. VISION STATEMENT College Station, the proud home of Texas A&M University and the heart of the Research Valley, will remain a vi- brant, forward -thinking, knowledge -based community which promotes the highest quality of life for its citizens by • ensuring safe, tranquil, clean, and healthy neighbor- hoods with enduring character; • increasing and maintaining the mobility of College Station citizens through a well planned and con- structed inter -modal transportation system; • expecting sensitive development and management of the built and natural environment; • supporting well planned, quality and sustainable growth; • valuing and protecting our cultural and hislorical community resources; • developing and maintaining quality cost-effective community facilities, infrastructure and services which ensure our city is cohesive and well connected; and • pro -actively creating and maintaining economic and educational opportunities for all citizens. College Station will continue to be among the friendliest and most responsive of communities and a demonstrated www.cstx.gov partner in maintaining and enhancing all that is good and celebrated in the Brazos Valley. It will continue to be a place where Texas and the world come to learn, live, and conduct business! Tirr KENDIG KEAST C O L L A B O R A T I V E June 30, 2009 Robert Cowell, Jr. Director of Planning & Development Services City of College Station 1101 Texas Avenue College Station, Texas 77840 Dear Bob: 4800 Sugar Grove Blvd. - Suite 405 1 Stafford, TX 77477 Phone: 281.242.2960 Fax : 281.242.4115 We are pleased to submit the final College Station Comprehensive Plan as unanimously adopted by City Council on May 28, 2009. The Plan document was prepared in accordance with our Professional Services Agreement with the City. This new Plan confronts very directly the key challenges and opportunities College Station will face over the next several decades, from infrastructure and housing needs to economic development, mobility, parks and greenways, community image and aesthetics, and other quality of life amenities. Also, the Plan very much reflects the intensive community outreach and stakeholder participation which the City insisted upon at all stages of the comprehensive planning process. We especially applaud City staff for their very direct role in shaping and refining this new long-range and strategic guidebook for College Station as it resulted from a truly shared work program between staff and consultants. With various Plan implementation efforts already under way, we urge the City and community to sustain their commitment to neighborhood integrity, well -managed growth and redevelopment, prosperity and economic opportunity, a unique and welcoming learning environment for all ages, and a model green community for the 21st Century. On behalf of our firm and subconsultants, it has been a pleasure working with all involved, from elected and appointed officials to area residents, business owners, students, and numerous partner organizations. We sincerely appreciated the opportunity to lend our professional skills and experience to this process. We look forward to seeing the continued growth and enhancement of College Station in the years ahead. Respectfully submitted, KENDIG KEAST COLLABORATIVE Bret C. Keast, AICP Gary Mitchell, AICP President Vice President Perfortnance Concepts in Planning www.kendigkeast.com The following individuals and groups contributed to the preparation and adoption of this document. COMPREHENSIVE PLAN ADVISORY COMMITTEE Bill Davis, Chair 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 CITY COUNCIL Ben White, Mayor John Crompton, Place 1 James Massey, Place 2 Dennis Maloney, Place 3 Lynn Mcllhaney, Place 4 Lawrence Stewart, Place 5 David Ruesink, Place b Bo Miles Colleen Netterville Michael Parks Andrew Pittz Douglas Rape John Richards Dorthea Robinson Richard Startzman Tom Taylor Gary Teston Jodi Warner Lloyd Wassermann Rodney Weis Adrian Williams FORMER CITY COUNCIL MEMBERS Ron Silvia, Mayor John Happ Ron Gay Chris Scotti ADOPTED 05-28-09 Acknowledgements tm )(wiil)os. ti-o<, PLANNING & ZONING COMMISSION John Nichols, Chair Noel Bauman Winnie Garner Paul Greer Doug Slack Hugh Stearns Thomas Woodfin FORMER PLANNING & ZONING COMMISSION MEMBERS Dennis Christiansen Bill Davis Derek Dictson Marsha Sanford Glenn Schroeder Harold Strong ADMINISTRATION Glenn Brown, City Manager Kathy Merrill, Assistant City Manager David Neely, Assistant City Manager Terry Childers, Former Deputy City Manager PLANNING & DEVELOPMENT SERVICES Bob Cowell, AICP, Director of Planning & Development Services Lance Simms, CBO, Asst. Director of Planning & Development Services Jennifer Prochazka, AICP, Senior Planner- Project Manager Beth Boerboom, Staff Assistant Brittany Caldwell, Staff Assistant Amber Carter, Staff Assistant Bridgette George, Development Coordinator Venessa Garza, Greenways Program Manager Joe Guerra, AICP, PTP, Transportation Planner Crissy Hartl, AICP, Staff Planner Matthew Hilgemeier, Staff Planner Molly Hitchcock, AICP, Planning Administrator Lauren Hovde, Staff Planner Felix Landry, Planning Intern Lindsay Kramer, AICP, Senior Planner Barbara Moore, Neighborhood Services Coordinator Nicole Padilla, Staff Assistant Matthew Robinson, Staff Planner Jason Schubert, AICP, Staff Planner Michael Trevino, GIS Technician ADOVITI) 05-2g-og I Acknowledgements PUBLIC WORKS Alan Gibbs, P.E., City Engineer Erika Bridges, Graduate Civil Engineer Carol Cotter, P.E., Senior Assistant City Engineer Josh Norton, P.E., Assistant City Engineer STAFF RESOURCE TEAM Robert Alley, Fire Chief Jeffrey Capps, Interim Police Chief Harvey Cargill, City Attorney Marco A. Cisneros, Director of Parks & Recreation David Coleman, P.E., Director of Water Services Debbie Eller, Assistant Director of Economic & Community Development Chuck Gilman, P.E., Director of Capital Projects David Gwin, AICP, CEcD, Director of Economic & Community Development Eric Hurt, Fire Marshal Michael Ikner, Police Chief Larry Johnson, Assistant Police Chief Jeff Kersten, Chief Financial Officer Jon Mies, Assistant Fire Chief Tony Michalsky, Electric Operations Coordinator Mary Anne Powell, First Assistant City Attorney Carla Robinson, Senior First Assistant City Attorney Ben Roper, IT Director David Schmitz, Assistant Director of Parks & Recreation Mark Smith, P.E., Director of Public Works Wally Urrutia, Sanitation Superintendant CONSULTANT TEAM Kendig Keast Collaborative Bret Keast, AICP, President Gary Mitchell, AICP, Vice President - Project Manager Lane Kendig, Strategic Adviser Tony Allender, AICP, Urban Design Manager Naina Magon, AICP, Senior Planner Jonathan Grosshans, AICP, LEED-AP, Senior Planner Elizabeth Austin, Associate Planner / Urban Designer Jon Arndt, Associate Planner Mike Zabel, Associate Planner Acknowledgements I ADOPTED 05-28-09 Kimley-Horn & Associates Kurt Schulte Joe Willhite Rob Rae Alliance Transportation Group CDS Market Research Mitchell & Morgan TABLE OF CONTENT'S CHAPTER 1: INTRODUCTION Background ................................................... LegalBasis.................................................................. PlanningArea....................................................................................................... 1-2 Planning History in College Station - A New Comprehensive Plan - Planning Process and Public Participation....................................................... 1-4 Comprehensive Plan Advisory Committee ............................................. - StaffResource Team................................................................................... 1-5 FocusGroup Meetings................................................................................ 1-5 Citizens' Congress........................................................................................1-6 City -Wide Survey - Visioning........................................................................................................ 1-6 CommunityOpen House............................................................................ 1-6 First and Next Step Workshops - Adoption....................................................................................................... 1-7 Visionfor the Future.............................................................................................. 1-7 How to Use the Plan .............................................................................. ............... 1-8 ExistingConditions..............................................................................................1-11 Demographics............................................................................................ 1-12 Development............................................................................................. 1-12 Snapshot...................................................................................................... 1-13 CHAPTER 2: COMMUNITY CHARACTER Purpose.................................................................................................................. 2-2 PlanningConsiderations......................................................................................2-2 Growth and Development.........................................................................2-2 Characterand Identity............................................................................... 2-3 Resource Proiec:liuri and Sustainability....................................................2-4 Existing Land Use and Character.......................................................................2-5 Urban.............................................................................................................2-5 Suburban....................................................................................................... 2-6 Rural............................................................................................................... 2-6 Future Land Use and Character........................................................................2-7 Concept........................................................................................................ 2-7 Neighborhoods.................................................................................... 2-8 Districts and Corridors......................................................................... 2-8 Growth Areas ..................................................................................... 2-1 1 J RuralAreas..........................................................................................2-15 Redevelopment.................................................................................2-15 Future Land Use and Character Plan.............................................................2-17 Community Design and Appearance............................................................2-19 ADOP'FED 05-28-09 Table of Contents I , D(W 1111) 05-)8 0() CommunityAssets..........................................................................2-19 Suburban and Urban Design........................................................2-20 Streets and Streetscapes...................................................2-20 Public Buildings and Facilities............................................2-21 ImageCorridors...................................................................2-22 Gateways.............................................................................2-22 Goal, Strategy, and Actions..................................................................2-24 CHAPTER 3: NEIGHBORHOOD INTEGRITY Purpose.......................................................................................................3-2 Neighborhood Conditions.............................................................3-2 RentalMarket..................................................................................3-3 HousingConditions.........................................................................3-3 Ageof Housing Stock.....................................................................3-5 Code Enforcement and Noise Violations...................................3-5 Planning Considerations..........................................................................3-7 The Town/Gown Relationship........................................................3-7 Neighborhood Traffic Management ......................................... 3-1 1 Neighborhood Parks and Greenways.......................................3-11 Infill and Adjacent Land Uses......................................................3-12 Historic Preservation............................................................3-13 NewNeighborhoods..........................................................3-15 Neighborhood Planning ...................................... ........................ 3-15 Existing Regulaliorrs.......................................................................3-16 Goal, Strategies, and Actions...............................................................3-18 CHAPTER 4: ECONOMIC DEVELOPMENT Purpose.......................................................................................................4-1 EconomicConditions...............................................................................4-2 Employment.....................................................................................4-2 Income..............................................................................................4-2 RetailMarket....................................................................................4-3 Tourism..............................................................................................4-4 Revenues..........................................................................................4-4 Planning Considerations..........................................................................4-6 Building Upon a Sound Foundation.............................................4-6 Diversifying the Economy...............................................................4-7 Redevelopment Assets..................................................................4-8 Transitioning Incentive Offerings...................................................4-9 DefiningRoles..................................................................................4-9 Goal, Strategies, and Actions............................................................... 4-1 1 05-28-00 1 Table of Contents CHAPTER 5: PARKS, GREENWAYS & THE ARTS Purpose...................................................................................................... 5-1 ExistingConditions.................................................................................... 5-2 Demographics................................................................................ 5-2 NeedsAssessment.......................................................................... 5-2 Planning Considerations......................................................................... 5-4 Maintaining a Premier Parks and Recreation System ............... 5-4 Continued Development of a Balanced, Convenient and Accessible Park System ....................... 5-4 Quality Park Appearance and Maintenance ............... 5-5 Coordination, Collaboration, and Adequate Funding................................................................................. 5-5 Enhancing the Greenways Program ........................................... 5-6 Connection of Parks, Schools, and Neighborhoods Using Greenways................................................................ 5-7 Natural Resource Stewardship through Conservation, Preservation and Restoration ................. 5-7 Recognizing and Supporting the Arts and Other Leisure Activities........................................................................................... 5-8 The City's Role in the Arts.............................................................. 5-8 Goals, Strategies, and Actions............................................................... 5-8 CHAPTER 6: TRANSPORTATION Purpose...................................................................................................... 6-1 ExistingMobility......................................................................................... 6-1 StreetNetwork..................................................................... 6-1 Transit.................................................................................... 6-2 Bicycle and Pedostrian Facilities ...................................... 6-3 Avintion............................................................................... 6-4 PendingProjects............................................................................. 6-4 Planning Considerations......................................................................... 6-5 FutureConditions........................................................................... 6-5 Regional Transportation Network ..................................... 6-5 Transit.................................................................................... 6-6 Bicycle and Pedestrian Facilities ...................................... 6-6 Aviation................................................................................ 6-6 Connectivity........................................................................ 6-7 Extraterritorial Jurisdiction.................................................. 6-7 Relationship to Land Use Pattern ..................................... 6-7 Build -Out Conditions.......................................................... 6- Context Sensitive Solutions...................................................................... 6-8 ThoroughfarePlan.................................................................................. 6-10 Table of Contents I ADOP-IF D 05-28-09 Current -Network Option..............................................................6-10 Programmed -Project Option......................................................6-10 Congestion -Reduction Option ................................................... 6-1 1 PreferredScenario........................................................................6-1 1 Functional Classification........................................................................6-12 Context........................................................................................... 6-12 Thoroughfare Type........................................................................6-13 Design.............................................................................................6-13 Sub -components of Roadside Design ...........................6-14 Sub -components of Travelway Design ..........................6-14 Other Design Considerations................................................................6-15 Context Transitions............................................................6-15 Intersections.......................................................................6-15 Other Design Components..............................................6-16 Rehabilitation Projects and Neighborhood Street Network............................................................................... 6-16 Primary Mobility Corridors ................................................. 6-17 Right -of -Way Constrained Projects.................................6-17 Goal, Strategies, and Actions...............................................................6-18 Street Cross -Section Standards ................................................... after 6-21 CHAPTER 7: MUNICIPAL SERVICES AND COMMUNITY FACILTIIES MunicipalServices....................................................................................7-1 CommunityFacilities.................................................................................7-1 Purpose.......................................................................................................7-2 Planning Considerations Police - College Station Police Department..............................7-3 Fire and Emergency Medical Response - College Station FireDepartment..............................................................................7-6 Electric Utility Service - College Station Utilities ..........................7-8 Water Utility Service - College Station Utilities ..........................7-10 Wastewater Utility Service - College Station Utilities ...............7-13 Sanitation Service..........................................................................7-14 Street, Traffic System and Drainage Maintenance - College Station Public Works......................................................7-16 Planning and Development Services........................................7-16 Community Development...........................................................7-18 LibraryServices..............................................................................7-19 FiberOptic Network......................................................................7-20 General Municipal Administration.............................................7-21 Goal, Strategies, and Actions...............................................................7-24 ADOP1 D 05-29-09 1 Table of Contents CHAPTER 8: GROWTH MANAGEMENT AND CAPACITY Purpose...................................................................................................... 8-1 Background............................................................................................... 8-1 PastGrowth Pattern........................................................................ 8-2 Planning Considerations......................................................................... 8-3 Growth Management..................................................................... 8-3 Sprawl................................................................................................ 8-4 Implications of Sprawl..................................................................... 8-6 Extraterritorial Jurisdiction Strategies ............................................. 8-8 GrowthCapacity..................................................................................... 8-8 Water................................................................................................. 8-9 Wastewater....................................................................................... 8-9 SolidWaste...................................................................................... 8-10 Electricity......................................................................................... 8-10 SolidWaste...................................................................................... 8-10 Transportation................................................................................. 8-1 1 Emergency Services...................................................................... 8-12 Police....................................................................................... 8-12 Fire and Emergency Medical Services ............................... 8-12 Annexation............................................................................. 8-12 Future Annexation Policy ...................................................... 8-14 FutureLand Use...................................................................................... 8-16 Goal, Strategies, and Actions.............................................................. 8-16 CHAPTER 9: IMPLEMENTATION AND ADMINISTRATION Purpose...................................................................................................... 9-1 Plan Implementation Methods.............................................................. 9-1 Policy -Based Decisions.................................................................. 9-2 Land Development Regulations and Engineering Standards........................................................................................ 9-2 Capital Improvements Programming ......................................... 9-3 Specific Plans and Studies............................................................ 9-3 Specific Projects, Programs and Initiatives ................................. 9-3 PlanAdministration.................................................................................. 9-3 Education........................................................................................ 9-3 Role Definition................................................................................. 9-4 ActionPlan................................................................................................ 9-6 Plan Amendment Process..................................................................... 9-10 Annual Progress Report............................................................... 9-10 Interim Amendments and Annual Review Process ................. 9-1 1 Five -Year Update / Evaluation and Appraisal Report............ 9-12 Ongoing Community Outreach and Engagement ............... 9-13 Table of Contents I ADOPTED 05-28-09 MAPS Map 2.1, Concept Map................................................................. after 2-8 Map 2.2, Future Land Use and Character .................................. after 2-8 Map 2.3, Community Assets and Image Corridors .................. after 2-20 Map 3.1, Student Population..................................................................3-4 Map 3.2, Code Enforcement Cases......................................................3-6 Map 3.3, Noise Violations.........................................................................3-8 Map 3.4, Multi -Family Areas.....................................................................3-9 Map 3.5, Historical Resources Windshield Survey...............................3-14 Map 3.6, Neighborhood Partnerships of College Station.................3-17 Map 5.1, Parks and Greenways.................................................... after 5-2 Map 6.1, Existing Traffic Volumes .................................................. after 6-2 Map 6.2, 2007 Level of Service ...................................................... after 6-2 Map 6.3, Existing Transit Routes...............................................................6-3 Map 6.4, 2030 Lanes with Programmed Projects ....................... after 6-6 Map 6.5, 2030 Traffic Volumes with Programmed Projects ...... after 6-6 Map 6.6, Thoroughfare Plan - Functional Classification......... after 6-12 Map 6.7, Thoroughfare Plan - Context Class ........................... after 6-12 Map 6.8, Thoroughfare Plan - Thoroughfare Type .................. after 6-14 Map 8.1, Potential Annexation Priorities and Phasing ............. after 8-14 FIGURES Figure 1.1, Planning Area.........................................................................1-3 Figure 1.2, Vision Statement....................................................................1-7 Figure 1.3, Green College Station..........................................................1-9 Figure 4.1, Gross Retail Sales....................................................................4-3 Figure 4.2, Retail Square Feet per Capita.............................................4-4 Figure 4.3, Retail Outlets per Capita......................................................d-d Figure 4.4, Sales Tax Revenue.................................................................4-5 Figure 4.5, Hotel Revenue and Occupancy Rates..............................4-5 Figure4.6, Property Taxes.........................................................................4-6 Figure 6.1, Activities Analyzed by Travel Demand Model ..................6-5 Figure 6.2, Link between Development Character and RoadwayDesign.................................................................6-12 Figure 6.3, Correlation between Functional Classifications And Context Classes...........................................................6-13 Figure 6.4, Roadside Design..................................................................6-14 Figure 6.5, Travelway Design.................................................................6-15 Figure 6.6, Example of Constrained Right -of -Way Decision Matrix.....................................................................6-18 Figure 7.1, Police Department Primary Beats.......................................7-5 ADOPTED O5-28-0o | Table OfCODtf)Dfs �\ / Figure 72'Fire Department Response Areas ................................ 7-7 Figure 7.3.Fire Department Districts ................................................ 7-8 Figure 7.4'Wafer Service Areas ..................................................... 7-l2 Figure 7.J'Public Facilities .............................................................. 7'22 Figure 8]'Increasing Development Fragmentation ................... 8-3 Fkzons 8.2' Extraterritorial Jurisdiction P|utfing Activity ................. 8-7 Table l]'City nfCollege Station Projected Grovvth-----.. 1-13 Toble2]' Future Land Use & Character ...................................... 2'l7 Table 4]'Employment byIndustry ................................................. 4-2 Table 4.2' College %totkon'8ryonTop Employers --------..4'3 Table 5.l'Neighborhood and Community Parkland Needs(20U9).................................................................... 5-3 Table 5.2.Neighborhood and Community Parkland Needs (2017) ----------------------.. 5-3 Table 7]'20O9Median Income Limits .......................................... 7-l8 Table 8]'Annexation Considerations .......................................... 8-lJ Table 8�,Growth Indicators based VnFuture Land Use and Character Map ..................................................... 8-l6 Table 9.l'Task Agenda and Implementation Roles and Funding-------------------------' 9-8 COLLEGE � 'STATIO M College Station's Comprehensive Plan was several years and thousands of citizen volunteer hours in the making. It represents how the citizens of College Station want their community to grow. BACKGROUND The City of College Station is located in Brazos County in south-central Texas. The City lies within the Dallas -Houston -San Antonio triangle and is within a four-hour drive of, more than 14 million people. College Station is home to a diverse population, unique neighborhoods, a quality school district, preserved natural areas, and great access to shopping, recreation, and the arts, all adding to its unique quality of life. College Station has over 1,300 acres of beautifully maintained public parks and sports facilities, provides several nature trails, miles of bike paths, and accommodates sports leagues of various kinds, and has an enviable record of hosting State and National tournaments. College Station consistently reports one of the lowest crime rates in the State, making it one of the safest, most family -friendly places in Texas. The College Station Independent School District is one of the top 10 school districts in Texas, with Newsweek Magazine recently naming A&M Consolidated High School one of America's Top High Schools (2008). College Station is also home to Texas A&M University, one of a select few universities with land-grant, sea -grant, and space -grant designations and offering a number of degree programs ranked among the top 10 in the Nation. Texas A&M University recently ranked third nationally in "Best Value" among public universities by U.S. News and World Report (2008). With a student enrollment approaching 50,000 and a 5,000-acre campus, it is the State's second largest public institution of higher education as well as the fifth largest in the Nation. Texas A&M University brings diversity of race, culture and nationality to College Station, reflecting much of the vibrancy, tradition and spirit that make it a special place. College Station benefits from ADOFFED 05-28-09 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 eenerations. Introduction I ADOPTED 05-28-09 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. College Station businesses and residents enjoy a strong local economy. College Station hosts the region's largest employer (Texas A&M University), a significant amount of the region"s retail activities, and most of the region's tourist attractions and hospitality accommodations. 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, transportation, 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 that zoning changes 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 Council on the same. PLANNING AREA For the purposes of this Comprehensive Plan, the planning area is described as the City limits of College Station, as it exists in 2009, and a five -mile radius around the City (the future Extraterritorial Jurisdiction of the City). The City is authorized, by TEXAS LOCAL GOVERNMENT CODE, SECTION 42.021, to extend aspects of its development regulations into its Extraterritorial Jurisdiction, a three and one-half mile radius beyond the current City limits. Once College Station's population exceeds 100,000 residents, the Extraterritorial Jurisdiction will become five miles. It is projected that College Station's population will exceed 100,000 within the timeframe of this Plan. The planning area encompasses approximately 220 square miles and includes land in portions of Brazos, Grimes and Burleson counties. The ADOPTI'D 0s-2s og I Introduction Extraterritorial Jurisdiction directly abuts the Extraterritorial Jurisdiction of the City of Bryan to the north and lies very near the Extraterritorial Jurisdiction of the City of Navasota to the south. PLANNING HISTORY IN COLLEGE STATION ROBERTSON COUNTY 'CITY OF ' BRYAN COL E SfAt1ON� College Station has engaged fi in City planning since its inception in 1938, establishing BURLESON — its first Zoning Commission and COUNTY adopting a zoning ordinance po� �n9—,.,my shortly after incorporation. The �s5ETJ � BRYAR ErJ earliest document that - resembles a comprehensive plan for the City is the Brazos Area Plan, a regional -scale plan dating from the early 1960s. The City adopted several interin- reports in the mid-1970s before adopting its first City -specific plan it 1975. The first contemporary comprehensive plan was adopted in 198C and updated in 1989. In 1997, the City adopted the current Comprehensive Plan, which has undergone numerous updates anc amendments since its adoption. A NEW COMPREHENSIVE PLAN Although the Comprehensive Plan was adopted in 1997, work began on the Plan in 1994, so information used to craft specific recommendations and actions dates back even further than the Plan's adoption date. Since 1997, approximately 20 small area and neighborhood plans have been developed in an attempt to keep the Plan up to date and relevant to College Station residents. However, the Comprehensive Plan has not been reviewed holistically since its adoption. College Station has experienced significant growth since the Plan was adopted in 1997. College Station's population has increased by almost 50%, building permits have been issued for over 6,500 single-family homes, and College Station has increased in size by over 7,000 acres. As of 2009, the City consists of over 49 square miles and has a population estimated in excess of 90,000 residents. It is estimated that the City has grown by more than 55,000 residents and 27 square miles ri� i GRIMES COUNTY I II What is the since 1980. Though population is projected to increase at a more Comprehensive Plan? modest pace over the next 20 years, it is still projected to increase by The Comprehensive Plan is a statement of the another 40,000 persons by 2030. community's vision for the future and a guide to In addition, while the number of students continues to increase, the achieving that vision. percentage of the population consisting of college -aged residents is Generally, the purpose of a Comprehensive Plan is g' ge s population decreasin in 1990, 60% of College Station'was students; to anticipate growth and today, that proportion is less than half. to guide that growth in a manner that provides The continued growth that College Station is experiencing can result in College Station with a balance of land uses that various development patterns, each with its own positive and negative promote economic aspects. A plan that is current and comprehensive is essential growth while retaining sustaining a high quality of life. The City of College Station the quality of life. The Comprehensive Plan is Comprehensive Plan builds upon the City's previous efforts at planning not a "zoning regulation" and will be used to guide decisions, both public and private, that will and it does not affect shape the City for years to come. existing approved zoning. Instead, it provides the foundation for making PLANNING PROCESS and PUBLIC PARTICIPATION changes or developing new regulations that In 2006, the City Council initiated the process of updating the City's implement an identified Vision and associated Comprehensive Plan. From the beginning, the City Council has worked goals and policies. to make certain that the Plan reflects the vision and aspirations of the City's residents and responds to the specific opportunities and challenges facing College Station. The City Council has used a variety of methods to engage citizens in the comprehensive planning process. Comprehensive Plan Advisory Committee In July 2006, the City Council appointed 18 citizens to the Comprehensive Plan Advisory Committee, with five additional members being added in August 2008. The appointments, drawn from more than 100 applicants, represented four geographic areas of the City. Additionally, there were 21 members on the Advisory Committee who represented the home building industry, Texas A&M University, the Extraterritorial Jurisdiction, and various area organizations and inter- governmental entities such as the City of Bryan and the Texas Department of Transportation. • The Comprehensive Plan Advisory Committee was established to: • Advise the Planning and Zoning Commission, City staff, and the consultant team on policy mUllers and community issues relating to the development of the Comprehensive Plan; • Review draft Plan elements and reports prepared by staff and the consultant team; • Forward recommendations to the Planning and Zoning Commission; • Create subcommittees of the Comprehensive Plan Advisory Committee, as needed; • Monitor and assist public participation and involvement in the comprehensive planning process; and, • Interact with citizens and citizen groups to develop and promote interest and involvement in the planning process. Staff Resource Team A Staff Resource Team was created as an advisory body to the consultant team during the development of the City's Comprehensive Plan. The Team includes representatives from various City departments that will be instrumental in implementing the Comprehensive Plan. The Staff Resource Team's responsibilities included: • Identifying issues and concerns during the development of the Comprehensive Plan; • Identifying and solving potential problems during future implementation of the Comprehensive Plan; • Reviewing and recommending modifi- cations as necessary on the policy and program recommendations made in the Plan elements and reports; • Gathering and disseminating information to and from various City departments; and, • Serving as advocates and consensus builders during the comprehensive planning process. Focus Group Meetings In October 2006, a series of focus group meetings days to solicit input and ideas from community res 100 residents provided input on 13 varied topics ra preservation to economic development. 0 0 L. L. E G E L: S T A T I O N The City of College Station Comprehensive Plan Citizens Congress • Entertainment • • Food • • Door Prizes • • Kids' Art Contest • Share Your Vision! The City of College Station is hosag a cammimiry meeniN to gather Input on our Comptahensi Plan update. The Plan guides decisions about the fidure growth and dwelop rent of the City. In order to create the Plan, We Need Your Visloo For College Statioul Citizens' Congress In December 2006, the Citizens' Congress was held, attracting more than 400 residents. At the Congress, residents began shaping the vision and goals contained in this Plan. City -Wide Survey In January 2007, a survey was distributed to every home and business in the City with their monthly utility bill. Nearly 2,500 completed surveys were returned, a 9% return rate, which further assisted in the development of the vision and goals contained in this Plan. Monday December 4, 2006 Visioning at 6:00 p.m. College Station Hilton College Station Comprehensive Plan -Your Community, Your Planl Beginning in September 2006, the rd ,ma,&ga.Pu. Comprehensive Plan Advisory Committee met Ccl4ye .76 ,3570, 6CeMepnient .cs4.W... mpPlanUpdale at 9]e.]64.351g«b,�aa.t � �. �.e,,,,a,manan�we regularly to develop the Plan. The Advisory CompPlangczlx,9ov crn..., ni-..iia+m Ccmpchznzivz pLn VPdeta Committee and the Planning and Zoning Commission forwarded the recommended vision statement to the City Council in May 2007. Following the statement's adoption by the City Council, the Advisory Committee prepared working goals that were presented to the Planning and Zoning Commission and the City Council in August 2007. Community Open House In March 2009, two Community Open House events were held in different locations to receive feedback on an overall draft of the Comprehensive Plan. 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. The open house format was held over several hours on two evenings. Approximately 120 residents attended these events. First and Next Step Workshops A series of joint workshops with the Planning and Zoning Commission and City Council was held over several months, providing an opportunity for their detniled review and consideration of the draft Plan. The last of these workshops included a discussion of implementation, including the identification of Plan implementation priorities, timing, and responsible departments or entities. The outcome of this exercise is incorporated into a summary action table in Chapter 9: Implementation and Administration. FIGURE 1.2 Vision Statement College Station, the proud home of Texas A&M University and the heart of the Research Valley, will remain a vibrant, forward - thinking, knowledge -based community which promotes the highest quality of life for its citizens by ... • Ensuring safe, tranquil, clean, and healthy neighborhoods with enduring character; • Increasing and maintaining the mobility of College Station citizens through a well planned and constructed inter -modal transportation system; • Expecting sensitive development and management of the built and natural environment; • Supporting well planned, quality and sustainable growth; • Valuing and protecting our cultural and historical community resources; • Developing and maintaining quality cost-effective community facilities, infrastructure and services which ensure our City is cohesive and well connected; and, • Pro -actively creating and maintaining economic and educational opportunities for all citizens. College Station will continue to be among the friendliest and most responsive of communities and a demonstrated partner in maintaining and enhancing all that is good and celebrated in the Brazos Valley. It will continue to be a place where Texas and the world come to learn, live, and conduct business! n 1-7 Why do we need an updated Plan? The City is updating the Comprehensive Plan in order to detennine the City's vision for the future; decide which types of development opportunities are compatible with the vision; determine where and how the City should grow; provide guidance in making land use decisions; preserve and improve the integrity of neighhorhoods and overall quality of life; turd pruumte ecunuwic development. Introduction I ADOPTED 05-28-09 This Plan is truly intended to be the Comprehensive Plan for the City of College Station. To that end, the Plan derives its principal direction from the adopted community vision statement. This statement, developed over a period of months, with Input from hundreds of community residents, establishes the vision that the citizens of College Station have set forth for the City. This vision statement is the starting point for the Comprehensive Plan. From the vision statement the City Council has developed their strategic initiatives, which, coupled with this Plan, aid in the formation of the City's organizational and departmental business plans. These efforts culminate in the individual actions and responsibilities of the City Council, the City's personnel, and appointed citizen boards and commissions. HOW TO USE THE PLAN This Plan should be 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 lu Uppeui in the rrexl 20 yeurs. Specifically, the following chapters are included in the Comprehensive Plan: Chapter 2: Land Use and Community Character The purpose of this chapter is to establish strategies and actions that enable effective planning for future growth, neighborhood protection, ADOPTED 05-28-09 1 Introduction new development, and redevelopment. Along with the text and illustrations in this chapter, Map 2.1, Concept Map, and Map 2.2, Future Land Use & Character, depict the strategies visually. FIGURE 1.3 Green College Station College Station is clear in its desire to promote a green community through wise land use and resource conservation and the City Council has identified Green College Station as one of its strategic issues. Throughout the Comprehensive Plan update process, citizens encouraged the protection of resources and the greening of College Station. Because of this, the Comprehensive Plan Advisory Committee has included specific goals, strategies and action recommendations that embrace the ideas of wise land use and resource conservation in the Plan. College Station's Comprehensive Plan supports and promotes Green College Station, including the following ideas: • Greening the City through tree planting and preservation • Open space conservation • Preservation of the natural environment — riparian buffers, floodplains, and greenway protection • Public land acquisition — natural features and open space preservation • Green building incentives for private development • Sustainable neighborhood design • Historic preservation • Interconnected multi -modal transportation system — bicycle, pedestrian, transit and greenway connections • Appropriate infill development, redevelopment, reinvestment, rehabilitation and revitalization in the core of the City • Dense mixed -use development in appropriate areas • Natural resource stewardship — conservation, preservation and restoration • Sensitive rehabilitation of infrastructure in the City's core • Consolidated City facilities and services • Facilities and service practices that encourage resource conservation and protection • Reduced urban runoff • Green technologies and practices • Water conservation and re -use • Preservation annexation to preserve rural character Introduction I ADOP 1111) 05-28 01) Chapter 3: Neighborhood Integrity 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 property maintenance, compatibility of adjacent land uses, neighborhood traffic, rental housing, and historic preservation have an impact on 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: Economic Development This chapter identifies, defines and analyzes the major components and program elements impacting and driving economic development, redevelopment, and reinvestment in College Station. It provides a brief overview of the existing condition of the local economy including an outline of major planning considerations. This chapter also establishes strategies and actions that will promote a strong and diverse economy. Finally, it serves as the foundation for the development of a more detailed economic development master plan and reinvestment strategy. Chapter 5: Parks, Greenways and the Arts The purpose of this chapter is to recognize and ensure the continued protection and enhancement of leisure and recreation opportunities available to the residents of C_'ollegp Station through parks, greenways and the arts. This chapter sets the framework for the City's parks and recreation system and greenways program for the next two decades, including the adoption of the Recreation, Park, and Open Space Master flan and the Bicycle, Pedestrian and Greenways Master Plan also discussed in Chapter 6: Transportation. Chapter b: Transportation The purpose of this chapter is to ensure orderly and integrated development of the community's transportation network, considering not only facilities for automobiles, but also transit, bicycles, and pedestrians. This chapter includes Map 6.6, Thoroughfare Plan -- Functional Classification, which identifies the network's roadway needs for the next 20 years. It also includes an overview of the planning considerations associated with the City's transportation needs and a discussion of context sensitive solutions. It also serves as the foundation for the Bicycle, Pedestrian, and Greenways Master Plan. ADO 14) 05-28-09 1 Introduction Chapter 7: Municipal Services and Community Facilities The purpose of this chapter is to recognize College Station's current service levels and to plan for the expansion of City services such as Police, Fire, Sanitation and various utilities, by providing the foundation for the creation and implementation of the City's various master plans and departmental business plans that are intended to support the planned growth and development pattern described in Chapter 2: Community Character. Chapter 8: Growth Management and Capacity The purpose of this chapter is to establish the necessary policy guidance and associated strategies and 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, absorb additional population in appropriate areas within the current City limits, and manage Extraterritorial Jurisdiction growth. Chapter 9: Implementation and Administration I The purpose of this final chapter is to establish accountability for the implementation of the Comprehensive Plan and provide guidance on the processes to maintain its relevance to the City and its citizens. EXISTING CONDITIONS In the development of a comprehensive plan, it is important to have a solid foundation on which to base future expectations. The College Station: Existing Conditions report, an appendix to this Plan, provides the background, trends, projections, and assumptions that serve as the existing conditions and context in which the Plan is based. In order to obtain a thorough understanding of the existing conditions, u number of different types of elements have been identified. These elements include physical characteristics of the natural and built environment as well as demographic and economic profiles of the community. Specifically, this section describes the following topics: background, demographics, economic development, land use, public facilities, and transportation. The development of the College Station: Existing Conditions report was an important and necessary exercise to understand the current state of the City, as well as future opportunities and challenges. Recognition and evaluation of. the City's current population and recent population trends provides information that can be used to guide growth and determine future public facility and service demands. Introduction I ADOP I FD 05-28 09 Demographics The demographics of College Station are slowly shifting. Until recently, college students made up the majority of the City's population. Today, the number of permanent residents living in the City surpasses the number of student residents. Residents of retirement age are the fastest growing segment of the population. In addition, Texas A&M University is growing at a slower rate than the City, further altering the ratio of permanent residents to students. The expectations of and levels of services sought by vested, permanent residents may be different than those that have been previously provided to a historically transient population. The market may see an increase in the demand for housing to accommodate an aging population, which may offer the opportunity for the City to explore integrated life -cycle housing options. The current park system is geared to an active population; however, the City may see greater demand for more passive recreation opportunities in the future. The City may also need to explore the possibility of attracting more full-time, professional employment opportunities to the community as a method of retaining Texas A&M University graduates and attracting other young professionals and families to the area. College Station is unique in that, with the exception of one, all of its leading employers are involved in either public service or the medical seclor. Developmen l As is expected with the continued development of College .Wition, traffic has increased exponentially on some of the primary roadways. It is important that the City evaluate its current thoroughfare network and look at alternative transportation methods. Specifically, the City has the opportunity to look at its current subdivision requirements and evaluate the impact that disconnected development (i.e., cul-de- sacs) has had on the traffic levels of its major roadways. One of the biggest impacts on the future of College Station may be the trend of development in the Extraterritorial Jurisdiction. If development continues at its current rate and intensity, future economic development opportunities may be lost as available land is cut off from the City by sprawling residential subdivisions. ADOPTED 05-28-09 ( Introduction 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 TABLE 1.1Snapshl 67,890 72,020 75,752 78,309 80,214 81,930 84,116 86,227 88,337 90,448 92,559 94,669 96,780 98,891 101,001 103,112 105,223 107,333 109,444 111,555 113,665 115,776 117,887 119,997 122,108 124,219 126,329 128,440 130,551 132,661 134,772 The following are selected facts related to College Station. More detailed information on these topics can be found in College Station: Existing Conditions, a report developed in preparation for This Plan and updated on an annual basis. Population Growth ■ Average annual growth rate of over 2.1 % since 1990 ■ 20-year population estimate is approximately 134,000 in 2030 Texas A&M University Growth ■ Average 1 % annual increase in enrollment since 2000 ■ Student enrollment is currently projected to cap at 50,000 Age of Population ■ Median age is 21.9, due mainly to the large number of college students ■ 52% of the population in 2000 was between the ages of 15 and 24 ■ People aged 50 and older are the fastest growing cohort, with an increase of 84% between 1990 and 2000 Household Size and Composition ■ Average 2.32 persons per household ■ 58% of households are non -family households ■ 25% of all households are non -family households made up of one person ■ Only 23% of the households are family households with more than two people h 0 1 Introduction I ADOPTED 05-28-09 Income ■ Household incomes greater than $50,000 up from 14.1 % in 1990 to 26.9% in 2000 Housing ■ Total housing stock is over 35,800 units ■ Over 9,800 new units have been added to the housing stock since 2000 ■ Over 5,400 permits for new single-family home construction between 2000 and 2008 ■ Average home price rose to over $166,800 in 2008 - up from $1 18,600 in 2000 ■ Median home price was $144,200 in 2008 ■ Average monthly inventory was 5.7 months in 2008 ■ Total number of sales annually has increased over 100% since 2000 ■ Average rent per square foot for multi -family units is $0.71 ■ Average rent per square foot for all Texas metro areas is $0.77 1 lousing Occupancy ■ Occupancy rate of 95% for all housing types • 217-0 of units are owner -occupied ■ 91 % of persons who live in owner -occupied units are in detached single-family homes ■ Over 7,700 people were reported as renting single-family homes in 2000 ■ 48% of housing units in College Station are renter occupied (not including dormitories), housing 53% of the population ■ Overall, 69% of the City's population resides in renter occupied units (including dormitories) Employment ■ Major employers: Texas A&M University, College Station Independent School District, Reynolds & Reynolds, City of College Station, Scott & White, College Station Medical Center ADOPTED 05-28-09 1 Introduction ■ 2009 unemployment rate is 4.3%, up slightly from the 2006 annual rate of 4.1 %; however, still lower than the Texas and National rates (6.7% and 9%, respectively) Economic Development ■ Approximately 4.64 million square feet of retail space, or 53.32 square feet per capita, which is higher than the National average of 43.3 square feet per capita ETJ Growth ■ 18% of the lots platted between 2000 and 2008 are in the Extraterritorial Jurisdiction Parks and Recreation ■ 51 parks which total 1,305 acres of parkland - 34 neighborhood parks, eight community parks, seven mini parks, two regional parks, and an arboretum ■ 14.3 acres of parkland per 1,000 residents College Station Independent School District ■ Seven elementary schools, two intermediate schools, two middle schools, one alternative campus, and one high school ■ 9,202 students enrolled in College Station ISD schools during the 2007-2008 school year Traffic Volumes ■ Decreased in some areas in the core, increased in southern College Station ■ Wellborn Road (FM 2154) - 13.5% average annual growth rate of traffic between 2000 and 2006 ■ Universily Drive - 10% average annual growth rate of traffic between 2000 and 2006 A more distinct urban character is emerging in Northgate as redevelopment activity continues. The Comprehensive Plan and associated implementation tools must address housing a growing and diversifying population; protecting natural features and resources subjected to ever-increasing pressures; accommodating redevelopment and infill to better utilize land and strengthen the core of the City; and expanding the parks and bicycle and pedestrian system to offer more recreational opportunities and mobility options - all of which must conlribute to a character and Identity unique to and appropriate for College Station. Residents, public officials, and dcvclopment interests all seek greater assurance of acceptable, desired outcomes. This chapter serves as the foundation of this Plan in that it encompasses many inter -related components and is closely linked to the other chapters in the Plan. This chapter promotes the creation and enhancement of places of distinction. Whether new development or redevelopment, and whether private or public construction, how land is used - including its intensity, appearance, and physical arrangement - contributes significantly to the community's character and its sense of place with far-reaching and long-term impact. Through its strategies and actions, this chapter establishes an approach for managing development and redevelopment activity that emphasizes accommodating market opportunities; protecting and enhancing neighborhood character; creating and protecting unique ADOPTED 05-28-09 Community Character I ANO'] H) 05-28 01) districts and corridors; and protecting natural features and the rural character of certain areas in and surrounding the City. PURPOSE This chapter establishes strategies and actions that enable effective planning for future growth, neighborhood protection, new development, and redevelopment. Sound planning ensures that opportunities are created to 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 text and illustrations in this chapter, Map 2.1, Concept Mop, and Map 2.2, Future Land Use & Character, depict the strategies visually. PLANNING CONSIDERATIONS Through the planning process, participants identified various issues and opportunities regarding land use planning, protection of natural features, and enhanced community identity and aesthetics. The considerations highlighted in this section were used in the development of the goal, strategies, and action recommendations that follow. Growth and Development College Station is poised for significant population growth in the upcoming decades. This growth will bring with it significant demands for additional housing, shopping, recreation, public facilities and services, and transportation. How land is used and development occurs to serve this increasing population will have significant and long lasting impacts on the community. The population of the City of College Station is projected to increase by approximately 40,000 for a total population of approximately 134,000 by 2030. The housing demand associated with this population increase is projected to equate to an additional 20,000 dwelling units. If current trends prevail about one-fourth or 5,000 of these will be new single- family homes and the remainder will consist of duplexes or apartment units. This projected increase in housing necessitates the availability of nearly 3,000 to 4,000 acres for new construction in greenfield areas or through redevelopment and infill development. Though students continue to make up a large portion of the population, College Station is diversifying in age. Those aged 50 and over represent a small percentage of the population but are the fastest growing cohort. This diversity will continue to offer market opportunities for development while representing challenges as a larger portion of Community Character the community is permanent residents with differing expectations and standards than a more transient population. If population and housing demands continue to increase and the challenges associated with the physically expanding the City's boundaries persist, then the population density of College Station will likely increase. The current population density of the City is estimated at slightly more than 1,800 persons per square mile. Since 1940, the City's population density has ranged from a low of 856 persons per square mile (1940) to a high of 2,211 persons per square mile (1999). Though the population density remains quite low in comparison to other metropolitan areas, increasing population density offers opportunities for new building types, such as condominiums, townhomes and vertical mixed use. It also presents the need for more effective land use planning and capital investments. Character and Identity The City's planning efforts and implementation actions should directly address character and identity. College Station residents are interested in the character of their neighborhoods, special districts, corridors, and natural areas, and they have expressed the following considerations. • Protection and enhancement of existing neighborhoods: Protect existing neighborhoods from undesirable and incompatible change. This includes insensitive redevelopment, insensitive infill development, incompatible development on its periphery, erosion of residents' quality of life, or decreased property values. Further, residents have expressed their interest in ensuring homes, properties, roads, sidewalks, streetlights, and parks are well maintained and updated when necessary (see Chapter 3: Neighborhood Integrity). • New neighborhoods that are sustainable: New neighborhoods should remain vibrant well into the future. Sustainable neighborhoods require a balance between owner and renter occupancy; access to neighborhood serving busincssos; parks and open space; transportation facilities designed for the density of the neighborhood; and access to and connectivity with adjacent neighborhoods (see Chapter 3: Neighborhood Integrity). • Transportation planning and road design that is sensitive to its context: Transportation planning that provides connectivity between neighborhoods and to the larger community; choices in how one can move through the community; and designs that are sensitive to the context that facilities pass through (see Chapter 6: Transportation). • Sensitive redevelopment and infill development: Redevelop- ment and infill development in areas in and around existing Community Character AD(Wrrnos--z8-o<) neighborhoods should be sensitive to the current residents. Over the life of this Plan, some areas will require redevelopment. Infill development is desirable in appropriate locations. Residents should be directly involved in identifying these areas and in participating in the planning for such areas. • Development, enhancement, and protection of unique corridors (natural and manmade) and districts: Create or protect places with unique character and identity. Some of the busiest roads and natural corridors offer the opportunity to contribute substantially to the character of the community. Likewise, certain districts may offer opportunities to concentrate development in an urban mixed -use pattern with a unique focus. • Protection of rural areas: Protect rural areas within the current City limits and Extraterritorial Jurisdiction. Streams, stands of trees, pastures, and open areas contribute significantly to the character of the area. Retention of these rural areas further acknowledges the limitations of public services and infrastructure. Resource Protection and Sustainability College Station residents are interested in protecting natural features for their ecological functions as well as their contribution to the character and identity of the community. Furthermore, there is an increasing interest in developing strategies and actions which ensure that the use of existing natural resources does not compromise resource availability for future residents. Residents have expressed an +. + the follovvi g 'd ration$ relating to resource-rntecfinn iriicrcJI in ii is ivnvvv{i y %an$i r and sustainability. • Preservation and acquisition of natural areas: Preserving and, where necessary, acquiring natural areas. Streams, wooded areas, and open spaces provide habitat for a variety of plants and wildlife, convey and clean our storm water, and add to the area's character and identity. • Conservation of resources: As the population grows and demands exerted on natural resources (such as clean water and clean air) increase, it becomes apparent how limited these resources are. Using less of these resources and causing less harm is not only environmentally friendly but makes sound economic sense. Drilling deeper wells or finding alternative sources of water, using more expensive means to treat and clean water or air, and repairing damage caused by flooding represent significant costs that can be lessened or avoided through thoughtful use and conservation of these resources. ADoPI'M os-aq-09 I Community Character • Green efforts: In addition to conserving existing resources, efforts can be initiated that enable use of sustainable practices. Walking and biking can reduce reliance on the automobile. Energy can be acquired from solar or wind sources, reducing reliance on coal generated power. Treated wastewater can be used to irrigate park facilities. City vehicles can use alternative fuels, reducing reliance on gasoline. Trees can be preserved or planted to further green the City. • Site planning and development practices: Land use and site development can have a profound impact on natural features. Improper management of storm water can cause flooding and damage habitats. Clearing all the trees from a site can reduce habitat and contribute to soil erosion. Vast areas of low -density, sprawling development consume valuable agricultural land. EXISTING LAND USE AND CHARACTER Future land use and character is grounded in the current use of land and the prevailing character. An overview of the current conditions is therefore 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: urban, suburban, and rural. These are common terms that should bring immediate images to mind. In general, College Station is predominantly suburban in character with pockets of rural areas within the City and Extraterritorial Jurisdiction. Only the Northgate area exhibits the characteristics of an urban area. The following further describes these existing types of land uses, including explanations and descriptions of their sub -components. Attributes that currently define these areas contribute (sometimes negatively) to the identity of College Station. Urban Urban character is currently concentrated in the Northgate area. It primarily involves the businesses along either side of College Main, immediately north of University Drive. The public parking garage and recent multi -story residential projects built close to the street continue this urban feel. This area currently includes vertical development; minimal setbacks; minimal surface parking lots, and a high level of pedestrian activity. Community Character I ADOPTED 05-28-09 Suburban Suburban character dominates College Station as a r result of the time period of most of College Station's development (post -World War ll), local preferences and building customs, and the dominance of the student population (dormitories and apartments). Much of this suburban character is auto -dominated, that is it 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 even single family residential developments catering to students exhibit similar auto -oriented character and design. 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 busi- University Oaks. nesses. The College Hills area is a good example of this K type of suburban land use and character. A few of ` these areas are more specialized in land use, such as the College Station Business Center, which provides employment and business opportunities in a walkable environment with significant open space. There are also suburban areas that are dominated by nnan Th, .SP_. P_.Ctnte areas are much more rural in character with homes generally placed on large lots. Foxfire sub- division is a good example of this type of suburban land use and character. Rural Rural areas that currently exist in and around College Station include areas that exhibit countryside, agricultural, and natural character. Countryside is typically dominated by a few lots of estate size 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 AruOPTIA) 05-28-09 1 Community Character sensitive than other character areas to intrusions from incompatible development. FUTURE LAND USE AND CHARACTER The Future Land Use & Character Plan is presented through the following text and associated graphics contained in this chapter - Map 2.1, Concept Map, graphically portrays the policies; and Map 2.2, Future Land Use & Character, provides more specific details regarding the preferred future use of land in the City and Extraterritorial Jurisdiction and the desired character. Combined, this information captures the City's policies regarding how and where College Station will grow and change over the course of the next two decades. Concept The concept embraced by this Plan is visually portrayed in Map 2.1, Concept Map. The basic land use concept associated with this Plan is to achieve the highest quality of life by accommodating the projected demand for new housing, businesses and public facilities, resulting in multiple places of distinction. This concept focuses on: • Strong and sustainable neighborhoods; • Unique districts and corridors both natural and man-made; • Growth areas flexible enough to respond to a changing marketplace while proscriptive enough to contribute to the community's quality of life; • Rural areas that preserve open spaces and respect the limits of public infrastructure and services; • Redevelopment areas that renew struggling or underperforming areas of the community through partnerships with public and private interests; and, • Context sensitive mobility system linking the community together. In addition to meeting the projected demands associated with an increasing population, this concept enables the City to continue to strengthen its principal competitive advantage for attracting and retaining residents and visitors along with new businesses and the employment and tax revenues that accompany them - that is, a high quality of life. The following provides further clarification of these concepts. Community Character I ADOPTED 05-28-09 Neighborhoods Existing neighborhoods, and adjacent areas of influence, are designated as Neighborhood Planning areas where, generally, the current land use, character and identity will remain. Each of these areas will be the subject of a future neighborhood plan. These plans will, among other activities, identify appropriate and compatible land uses and design for vacant lands within the neighborhood and its area of influence as well as for areas appropriate for redevelopment. Neighborhood plans will also aid in the development of strategies that address existing problems (for example, code issues) and identify enhancement actions (such as pedestrian or park improvements). The Concept Map identifies 14 neighborhood planning areas dispersed throughout the City. Districts and Corridors Districts and corridors exhibit opportunities for a mix of uses with an emphasis on walkability and the potential for a unique focus. An urban example is the Northgate District. Additionally, corridors (both natural and man-made) exhibit opportunities for resource protection or recreational activities. Examples include the Carter Creek and Lick Creek Corridors. Each of these areas have interim land uses designated on Map 2.2, Future Land Use & Character, and will be the subject of a future district or corridor plan that will, among other activities, refine appropriate and compatible land uses and design for vacant land within the district or corridor and for areas appropriate for redevelopment or resource protection. The following provides a brief overview of the focus for each of these future district and corridor plans: • Area I: Wellborn Community Area - This is an area located just outside the current City limits in the Extraterritorial Jurisdiction that is anticipated for annexation in the future. The area contains elements of a rural historic community (e.g., cemetery, community center, post office) which contribute to a unique character that the area residents have stated a strong preference to retain. The focus of this district plan should be working with the residents to identify and retain the elements of the community that contribute to its rural character. • Area II: Spring Creek District - This is an area located along State Highway 6 near the Rock Prairie Road interchange and the Spring Creek Business Park. The area includes the City's only full -service hospital as well as a number of other medical related facilities. The area also includes significant natural features - a branch of Lick Creek and Spring Creek and a master planned, City -owned business park. The area represents one of the primary gateways into the City as one approaches Bryan Map 2.1 , / t ' .. •` Concept - "' M a p • Neighborhood Plans gyp �� NEIGHBORHOODO&AREAS INFLUENCE SH 30 '� �� ` i 4► District Plans WALKABLE, MIXED USE CENTERS WITH UNIQUE Ru r ,` FOCUS . Z. 's"t'Ps Areas Corridors !. f+ IDENTITY CORRIDORS OR NATURAL CORRIDORS Ilk ��. Redevelopment Areas ' A. v t' r REQUIRE CITY INTERVENTION �.' �� q •4 f �. p RuralAreas OPSURROUNDING CITY, ESTATE WITHIN CITY Redevelopment Area I I yi sP� ;� Neighborhood Planning a� `i Area rk I i IFS, _ r:7 *►�4 �i I % (/ —�) Growth Area j a 01Ri v ate i" R0 FCPRA� GI GVII f1 r' Planning District/Corridor t ° *I WELLBORN COMMUNITY AREA t , 194 4k II SPRING CREEK DISTRICT III PRESIDENTIAL CORRIDOR GATEWAY DISTRICT 1 IV NORTHOTE DISTRICT r V HOSPITALITY CORRIDOR VI WOLF PEN CREEK DISTRICT ci VII MUNICIPAL CENTER XI SPEEDWAY DISTRICT _ z XII COLLEGE STATION SCIENCE PARK f a XIII HARVEY MITCHEL-L DISTRICT ✓�. lFITCHPAR WIKNI � �*�, Natural Planning LLIA Corridor VIII CARTER CREEK CORRIDOR IX BEE CREEK CORRIDOR RU ra I X LICK CREEK CORRIDOR Areas Business Park enasA&MRural, — It U,� Areas Areas, Floodplain KLNUIC; KEASI' Adopted May 28, 2009 I 2154 ��` � / % Map 2.2 Future land Use and Character Neighborhood Conservation Rural Estate Restricted Suburban General Suburban Urban ® Urban Mixed Use General Commercial Suburban Commercial Business Park Institutional/Public Texas A&M University Natural Areas - Protected Natural Areas - Reserved Utilities �]] Redevelopment Areas Water City Limits - - ETJ - 3.5 Mile ® ETJ - 5 Mile (estimated) i Note: A comprehensive plan shall not constitute zoning regulations or establish zoning boundaries. IfK;ND[GAdopted May 28, 2009 ` . ` ` � ' . ' I 1 (*— /" —1*1 C] v or G n i 1�� it Srai i()y ADOPTED 05-28-09 1 Community Character from the south. The focus of this plan should be linking current and future medical facilities into a cohesive district. The natural features of the area should be incorporated into the design of the district and other identity elements such as signage, landscaping, and design, should be used to visually tie the district together. • Area III: Presidential Corridor Gateway District - This is an area located near the intersection of State Highway 47 and Raymond Stotzer Parkway (FM 60) adjacent to the Texas A&M University Health Science Center in Bryan. With the construction of the Health Science Center and the proximity of the Traditions development and Easterwood Airport, this area offers many opportunities for future growth and development. The focus of this district plan should be accommodating business (research and development, office, and light industrial) that builds upon the assets in the area and protects and enhances this primary gateway into the City. • Area IV: Northgate District - This area serves as the City's primary entertainment district and represents the City's only current urban character area. This area has been the subject of considerable planning along with substantial public and private investment. The focus of this district plan should be to update the previous planning efforts and continue development of this area into a vibrant entertainment district that includes mixed - use projects, tourist attraction, and existing faith -based organizations. • Area V: Hospitality Corridor - This is an area along University Drive near its intersection with Texas Avenue. A number of hotels and restaurants are currently located along this corridor. The City plans to develop a convention center along this corridor in the near future. The focus of this corridor plan should be linking current and future hospitality facilities into a cohesive corridor along with I adjacent redevelopment areas that, over time, could emerge' as another urban character t area. The plan should include zt identity elements such as signage, landscaping, and design, to visually tie the corridor together., • Area VI: Wolf Pen Creek District -"`,` This district combines parks, arts, and commerce by linking a green space in the Wolf Pen variety of private and public COMtTlUnity Character I ADOPTED 05-28-09 facilities together with an urban greenway. This area has been the subject of considerable planning along with substantial public and private investment. The focus of this district plan should be to update the previous planning efforts and to expand its reach into the adjacent areas of influence, resulting in a more urban character. • Aieu VII: Municipal Center [)isfrict - This is an area located between State Highway 6 and Texas Avenue including the original City cemetery, several municipal facilities, and Stephen C. Beachy Central Park. The area also includes significant natural features such as Bee Creek and several wooded areas. The focus of this district plan should be the development of a municipal center that would bring together City facilities, including a new City Hall, with opportunities to include residential and commercial activities with an urban character all in a cohesive design integrating the natural features in the area. • Area VIII: Carter Creek Corridor - This corridor consists of the entirety of Carter Creek and associated floodplain. Carter Creek is a significant natural feature stretching along much of the eastern edge of the City, linking College Station, Bryan, and the remainder of Brazos County. The focus of this corridor plan should be the protection of this natural feature and development of recreationnl opportunities thnt could tie. the region together. • Area IX: Bee Creek Corridor - This corridor contains Bee Creek, a significant stream that traverses many neiahborhoods in the core of the City. The watershed has been the location of intense development resulting in significant alteration to the stream. The focus of corridor this plan should be on the continued restoration of the creek, development of recreational opportunities, and expansion of its role in linking adjacent areas. • Area X: 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, offering a unique natural setting and protecting a large wooded area, much of a watershed, and the habitats of rare and endangered species. The focus of this corridor plan should be the continued protection of the natural features found in the area, additional recreational and educational opportunities, and expansion of its role in linking adjacent areas. • Area XI: Speedway District - This is an area just south of the current City limits in the Extraterritorial Jurisdiction and is intended to be annexed in the near future. The area includes ADOPTED 05-28-09 1 Community Character the Texas World Speedway in addition to a number of small businesses. The focus of this district plan should be protection and promotion of the speedway while transitioning the speedway into a master -planned General Suburban area that could involve a mix of uses including, but not limited to, general commercial, office uses, business park, or single-family residences. • Area XII: College Station Science Park District - This is an area just east of State Highway 6 adjacent to the Raintree neighborhood and includes the former Westinghouse plant. This area has been designated an Enterprise Zone by the City of College Station and is intended to be the location of a significant research and development facility. The site includes considerable land area beyond that necessary for research and development activities. The focus of the district plan should be accommodating the research and development operations along with additional opportunities for a mix of uses (residential and commercial) that should be suburban in character and integrated with and compatible to the surrounding residential areas. • Area XIII: Harvey Mitchell District - This is an area on the south side of Harvey Mitchell Parkway between State Highway 6 and Texas Avenue. This area includes a large floodplain and significant road frontage along Harvey Mitchell Parkway and Texas Avenue. The focus of the district plan should be the development of an urban area that incorporates the significant natural features of the area and that incorporates design elements that positively contribute to two significant entries into the core of the City. Growth Areas Growth areas exhibit opportunities far new development. In general, these areas are greenfields, located beyond the influence area of existing neighborhoods and not intended to be within a district or corridor. These areas will be the most market responsive areas; that is, they will offer the greatest level of land use flexibility. This flexibility will be accompanied by proscriptive land use and design guidance that will ensure the resulting development furthers the City's overall goals and objectives. Growth Area I - This area consists of land adjacent to State Highway 6 bounded by the Speedway District to the south, the Pebble Creek area to the north and the Lick Creek Corridor to the east. This area should exhibit a suburban character overall. The streams, related riparian areas and floodplains shall be left intact and undisturbed except where utility placements, recreation facilities, or street crossings are necessary. Community Character I u)(wn;:u w, )8 o,) • General Suburban Portion - Land nearest State Highway 6 should be used for suburban or neighborhood commercial and office activities. Suburban or neighborhood commercial and office activities may be appropriate elsewhere in the area if part of a planned development of at least 30 acres. High - density single-family lots (minimum 5,000 square feet), townhomes, and duplexes shall be limited to that portion of the area designated as General Suburban and shall incorporate specified design criteria including, but not limited to, minimum open space, floor -to -area ratios, and bufferyards. • Restricted Suburban Portion - The remainder of the area should be used for less intense suburban activities. A sizeable portion (15% or more) of the overall area should be retained as natural areas, parks, or open space with land uses clustered or with larger minimum lot sizes. Suburban or neighborhood commercial and office activities shall only be permitted as part of a planned development of at least 30 acres and shall incorporate specified design criteria, including, but not limited to, minimum open space requirements, floor -to -area ratios, and bufferyards. Medium -density single-family lots (average 8,000 square feet) are appropriate throughout this area when clustered, larger lots when not clustered. Townhomes may be permitted as part of a planned development of at least 30 acres and shall incorporate specified design criteria, including, but not limited to, minimum open space requirements, floor to area ratios, and buffcryards. Growth Area II - This area consists of land near the interchange of William U. I -itch Parkway (State Highway 40) and State Highway 6 and land southwest of William D. Fitch Parkway (State Highway 40) to the current City limits. • Urban Portion - Land nearest the William D. Fitch Parkway (State Highway 40) and State Highway 6 interchange should be used for intense land use activities including general commercial activities, office uses, townhomes, apartments, and vertical mixed -use. Single-family uses (excluding townhomes) should be prohibited from this area due to issues of incompatibility. No more than 25% of this total area should be used for residential activities exclusive of units incorporated into vertical mixed -use buildings. • Estate Portion - Due to service limitations (water, fire, and police), this area should remain rural in character and be developed at a low intensity. A significant portion (30% - 50%) of the total area shall be retained as natural areas, parks, or open space with land uses clustered or placed on large lots (minimum one acre). Low -density estate lots (average Community Character 20,000 square feet) are appropriate throughout this area when clustered. Growth Area III - This area consists of land along Rock Prairie Road bounded by Carter Creek to the northeast and established neighborhoods and the Spring Creek District to the west and south. The streams, related riparian areas, and floodplains shall be left intact and undisturbed, except where utility placements, recreation facilities, or street crossings are necessary. • General Suburban Portion - Land between Lick Creek and Rock Prairie Road should be used for general suburban activities. High -density single-family lots (minimum 5,000 square feet), townhomes, and duplexes shall be limited to that portion of the area designated as General Suburban on the Future Land Use & Character map and shall incorporate specified design criteria including, but not limited to, minimum open space, floor -to -area ratios, and bufferyards. Suburban or neighborhood commercial and office activities are appropriate in this area as an element of a planned development of at least 30 acres and shall incorporate specified design criteria including, but not limited to, minimum open space, floor -to -area ratios, and bufferyards. • Estate Portion - Due to service limitations (water, fire, and police) and the prevailing rural character, this area should remain rural in character and be developed at a low intensity. A significant portion (30% - 50%) of the total area shall be retained as natural areas, parks, or open space with land uses clustered or placed on large lots (minimum one acre). Low - density estate lots (average 20,000 square feet) are appropriate throughout this area if clustered. Suburban or neighborhood commercial and office uses may be appropriate adjacent to the intersection of William D. Fitch Parkway and Rock Prairie Road. C"rowth Area IV - This area consists of land between the intersection of William D. Fitch Parkway (State Highway 40) and Wellborn Road (FM 2154) to the current southern City limits bounded by the Wellborn Community Area to the west and the established Castlegate neighborhood to the east. • General Suburban Portion - Land near the intersection of William D. Fitch Parkway (State Highway 40) and Wellborn Road (FM 2154) should be used for general suburban activities. High - density single-family lots (minimum 5,000 square feet), townhomes, and duplexes shall be limited to that portion of the area designated as General Suburban on the Future Land Use & Character map and shall incorporate design criteria including, but not limited to, minimum open space, floor-to- Community Character I .,u)( i ri) o) ,,�-o<, area ratios, and bufferyards. Suburban or neighborhood commercial and office uses are also appropriate in this area. • Restricted Suburban Portion - This area should be used for less intense suburban activities. A sizeable portion (15% or more) of the overall area should be retained as natural areas, parks, or open space with land uses clustered or with larger minimum lot sizes. Suburban or neighborhood commercial and office activities shall only be permitted as part of a planned development of at least 30 acres and shall incorporate specified design criteria including, but not limited to, minimum open space requirements, floor -to -area ratios, and bufferyards. Medium -density single-family lots (average 8,000 square feet) are appropriate throughout this area when clustered, larger lot sizes when not clustered. Townhomes may be permitted as part of a planned development of at least 30 acres and shall incorporate specified design criteria including, but not limited to, minimum open space requirements, floor -to -area ratios, and bufferyards. • Estate Portion - Due to the prevailing rural character, this area should remain rural in character and be developed at a low intensity. A significant portion (30% - 50%) of the total area shall be retained as natural areas, parks, or open space with land uses clustered or placed on large lots (minimum one acre). Low - density estate lots (average 20,000 square feet) are appropriate throughout this area if clustered. Growth Area V - This area consists of land near the Wellborn Road (FM 2154) and Harvey Mitchell Parkway (FM 2818) intersection to the Rock Prairie and Wellborn Road (FM 2154) intersection, bounded by the established Southwood Valley area to the east and the Great Oaks neighborhood to the west. • Urban Portion - Land between the Wellborn Road (FM 2154) and Harvey Mitchell Parkway (FM 2818) intersection to the Cain Road and Wellborn Road (FM 2154) intersection should be used for intense land use activities including general commercial, office uses, townhomes, high -density apartments, and vertical mixed -use. Single-family uses (excluding townhomes) should be prohibited from this area due to issues of incompatibility. No more than 25% of the area east of Wellborn Road (FM 2154) should be used for residential activities exclusive of units incorporated into vertical mixed -use buildings. • General Suburban Portion - The area between Cain Road and Rock Prairie Road should be used for general suburban activities. High -density single-family lots (minimum 5,000 square feet), townhomes, and duplexes shall be limited to that portion of the area designated as General Suburban on the Future ADOPTED 05-28-09 1 Community Character Land Use & Character map and shall incorporate design criteria including, but not limited to, minimum open space, floor -to -area ratios, and bufferyards. Suburban or neighborhood commercial and office uses are also appropriate in this area. Growth Area VI - This area consists of land north of Harvey Mitchell Parkway (FM 2818) bounded by the Texas A&M University campus to the northwest, Wellborn Road (FM 2154) to the east, and Southwest Parkway to the northeast. • Urban - This entire growth area should be used for intense land use activities including general commercial, office uses, townhomes, high -density apartments, and vertical mixed -use. Single-family uses (excluding townhomes) should be prohibited from this area due to issues of incompatibility. Growth Area VII - This area consists of land between Texas Avenue and State Highway 6 bounded by the Wolf Pen Creek District to the north and the Municipal Center District to the south. Much of this area is currently developed, though opportunities for infill and redevelopment exist. • Urban - This entire growth area should be used for intense land use activities including general commercial adjacent to Texas Avenue and State Highway 6, office uses, townhomes, high - density apartments, and vertical mixed -use. Single-family homes (excluding townhomes) should be prohibited from this area due to issues of incompatibility. Rural Areas Portions of the City and most of the Extraterritorial Jurisdiction are planned to remain rural and are identified accordingly on the Future Land Use and Character map. Additional information about these areas is contained in Chapter 8: Growth Management & Capacity. Redevelopment Portions of the City are identified for redevelopment activities. Within these areas it is anticipated that a change in land use - and, if appropriate, character - requires some form of direct market 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). This stands in contrast to areas that will experience a change in use consistent with the Plan based on market opportunities alone. Some of these redevelopment areas may . be included in an established neighborhood area, district, or corridor and, thus, may be further refined through the subsequent plans for these areas. • Redevelopment Area I: Northgate Area - This area will continue to be the focus of public and private redevelopment efforts. Community Character I ADOPTED 05-28-09 These efforts should be guided by the district plan for the area, focusing on uses that support the entertainment and mixed -use aspects of this urban area. • Redevelopment Area Il: Texas Avenue, University Drive, and Harvey Road - 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 current City Hall, which offers the opportunity to redevelop a larger parcel if City Hall is relocated to the Municipal Center District. The proximity of existing neighborhoods and the Texas A&M University campus requires careful site planning and appropriate building design. These efforts should be complimentary to the Area V: Hospitality corridor plan, the neighborhood plan for the Eastgate area, and the Texas A&M University Campus Master Plan and should focus on bringing vertical mixed -use and other aspects of urban character to this portion of the City. Areas along Harvey Road include new commercial areas that are part of the Wolf Pen Creek District but also include a number of underperforming commercial and multi -family properties. Additionally, this area includes Post Oak Mall, which will likely need to reposition itself in the near future to remain competitive. This entire area could evolve into a more dense area, including vertical mixed -use activity, which could compliment the adjacent Wolf Pen Creek District. • Redevelopment Area III: George Bush Drive/Wellborn Road - This area includes a number of underperforming commercial activities and poor quality residences that, due to planned road construction in this area and to their proximity to the University, are poised for redevelopment. Much of the area is currently subdivided into small lots, making it difficult to assemble land for redevelopment. The presence of existing residences and businesses, and proximity to existing neighborhoods and the University campus, requires careful site planning and appropriate building design. These efforts should be guided by the neighborhood plan for the Southside neighborhood area and should focus on bringing vertical mixed -use and other aspects of urban character to this portion of the City. ADOPTED 05-28-09 1 Community Character FUTURE LAND USE & CHARACTER PLAN The concepts discussed in this chapter are further clarified by the following 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, Future Land Use & Character. Neigh. Conservation 1,408.6 5.0% 0.0 0.0% 1,408.6 1 .0% Rural 0.0 0.0% 94,930.4 87.6% 94,930.4 69.4% Estate 3,498.9 12.4% 0.0 0.0% 3,498.9 2.7% Restricted Suburban 4,030.4 14.3% 447.6 0.4% 4,478.0 3.3% General Suburban 2,467.2 8.8% 601.7 0,6% 3,069.0 2.3% Urban 2,690.8 9.6% 300.6 0.3% 2,991.5 2.1 % Urban Mixed Use 400.8 1.4% 0.0 0.0% 400.8 0.3% General Commercial 882.3 3.1 % 0.1 0.0% 882.4 0.6% Suburban Commercial 912.8 3.2% 76.6 0.1 % 989.4 0.7% Business Park 1,203.2 4.3% 835.1 0.8% 2,038.3 1.5% Institutional / Public 673.9 2.4% 0.0 0.0% 674.0 0.5% Texas A&M University 5,259.4 18.7% 4.7 0.0% 5,264.1 3.9% Natural - Protected 1,250.8 4.4% 17.9 0.0% 1,268.7 0.9% Natural - Reserved 3,413.7 12.1% 11,137.7 10.3% 14,551.4 10.7% Utilities 61.7 0.2% 2.4 0.0% 64.2 0.0% TOTAL 28,154.5 100.0% 108,354.7 100.0% 136,509.7 100.0% Neighborhood Conservation -- This land use designation is generally for areas that are essentially "built -out" and are not likely to be the focus of extensive infill development or redevelopment. Further, these areas often were platted before current development regulations were in place often resulting in non -conforming silualions. These areas are appropriate for overlays or zoning classifications that provide additional character protection and address non -conforming issues. Rural - This land use designation is generally for 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 large -lot (one acre or larger) residential developments. Open space is the dominant feature of these areas. Estate - This land use designation is generally for areas that, due to public service limitations or a prevailing rural character, should have limited development activities. These areas will tend to consist of Community Character I ADOPTED 05-28-09 low -density single-family residential lots (average 20,000 square feet) clustered around open space or large lots (minimum one acre). Restricted Suburban - This land use designation is generally for areas that should have a moderate level of development activities. These areas will tend to consist of medium -density single-family residential lots (average 8,000 square feet) when clustered around open space, or larger lot sizes when not clustered. Townhomes, neighborhood commercial, and office uses may also be permitted in growth areas as an element of a planned development. General Suburban - This land use designation is generally for areas that should have an intense level of development activities. These areas will tend to consist of high -density single-family residential lots (minimum 5,000 square feet). Townhomes, duplexes, and neighborhood commercial and office uses may also be permitted in growth areas. Urlxni - This land use designation is generally for areas that should have a very intense level of development activities. These areas will tend to consist of Townhomes, duplexes, and high -density apartments. General commercial and office uses, business parks, and vertical rnixed-use may also be permitted within growth and redevelopment areas. Urban Mixed Use - This land use designation is generally for areas that should have the most intense development activities. These areas will tend to consist exclusively of residential, commercial, and office uses in vertical mixed -use structures. General Commercial - This land use designation is generally for concentrations of commercial activities that cater to both nearby residents and to the larger community or region. Generally, these areas tend to be large in size and located near the intersection of two regionally significant roads (arterials and freeways). It is preferred that in such areas development be concentrated in nodes rather than spread out in strips. Suburban Commercial - This land use designation is generally for concen- trations of commercial activities that cater primarily to nearby residents versus the larger community or region. Generally, these areas tend to be small in size and located adjacent to major roads (arterials and collectors). Design of these structures is compatible in size, roof type and pitch, architecture, and lot coverage with the surrounding single- family residential uses. ADOPTED 05-28-09 1 Community Character Business Park - This land use designation is generally for areas that include office, research, or industrial uses planned and developed as a unified project. Generally, these areas need good access to arterial roadways. Institutional/Public - This land use designation is generally for areas that are, and are likely to remain, in some form of institutional or public activity. Examples include schools and libraries. Texas A&M University - This land use designation is generally for areas owned by Texas A&M University. Natural (Protected) - This land use designation is generally for areas permanently protected from development. Such areas are preserved for their natural function or for parks, recreation, or greenways opportunities. These areas include areas such as regulatory floodway, publicly owned open space, conservation easements, and public parks. Natural (Reserved) - This land use designation is generally for areas that represent a constraint to development and that should be preserved for their natural function or open space qualities. These areas include floodplains and riparian buffers, as well as recreation facilities. Utilities - This land use designation is generally for areas that are, and are likely to remain, in some form of major utility activity. Examples include electric substations and wastewater treatment plants. COMMUNITY DESIGN AND APPEARANCE 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 and 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 Veteran's Park, and various vistas and views. Care should Community Character I ADOPI-ray 05-28-09 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. Suburban and Urban Design Effective design helps to create places of distinction - places worth remembering and protecting. Effective suburban and urban design contributes significantly to the quality of life experienced by residents and visitors to our community. Design represents one of the places where private development interacts with the public realm. The design of parking lots, storefronts, streetscapes, and other physical features all have an impact - positive or negative - on those who walk or drive through an area. Along with giving more attention to where, when, and how land uses are developed (urban form), this Plan also highlights the impact that the design of the public realm has on character and identity. Streets and Streetscapes The design of a street and its intersections (its width, its design speed, the way it does or does not accommodate pedestrians and bicyclists in addition to vehicles, etc.) contributes to the experience of walking or driving along a corridor. The design of a street should be a function of both its role as a mobility corridor and its surrounding context. A street through a dense mixed -use urban area should differ considerably in design from a street through n predominantly rural area. This Plan uses an approach known as context sensitive design to ensure that streets are appropriate for the context in which they are located. Context sensitive design is discussed in much greater detail in Chapter 6: Transportation. Streetscapes are an important element of the character of the City and contribute to the experience of the pedestrian, bicyclist, and driver. An attractive and cohesive streetscape helps to reinforce the character and identity of an area. Wide sidewalks, unified street furnishings, and canopy trees contribute significantly to the character and identity of Northgate, as an example. Sidewalks and street trees perform several functions. Wide sidewalks in urban areas not only move pedestrians through an area but also offer opportunities for outdoor seating and sales areas, bringing the activities of a store or restaurant out into the public realm. Sidewalks in suburban areas provide connections between neighborhoods, to commercial areas, and to area parks and greenways. Street trees provide shade for pedestrians and parked vehicles. When placed properly, street trees can provide a buffer separating pedestrians from the travel lanes on a roadway. The addition of a tree -lined median can turn a road into a r 0 V �10- ? 1� •a•� t " yc A �' • ♦� aaSH 30 New Memorial �r •. Cemetery and A ie Field • � � �,��� � 99 �i N WOLF PEN open Space •y . of Honor .. �9 +�' '� CREEK Views f to 1 Campus / & \ © Open Vista q�' �, S� �,i , " Vista oe i • %s (A&M land) � ,�� ♦��`'r fir. T�s�+' BEE CREEK : ; I i 4 08mp IS' ���> ^fir r \ �� , l • Vista % �'� i� `` G�� k► I ,► < �, ,�.� �. �A*` • . A IL ' � r �. , � � R • • aka a a �f � i Open Vista I, \ .,_4 CCKPRAIRIERp.a,a�a`'. C,gArn' (A&M land) •� • R WHITE CREEK •��� �v y<��.yCR�Fir s C CRF Texas A&M ' �'o� , } l\ \:� •®� SQL �q� Y.; ; �r Fk View from �� ♦ � ti� --�� University € i High Point Easterwood Campus Airport- ,r , f u _ WILLIAM D. FITCH RARrGWAY_, i / 1 0.5 0 1 mi 4r at SH6 and 0 FM 2154 uz ao Map 2.3 Community Assets and Image Corridors City Limits Extraterritorial Jurisdiction (ETJ) Primary Image Corridor �..� Secondary Image Corridor ® Key Image / Design Intersection O Primary Arrival Gateway © Sew, Mao y Welcoming Gateway © Early Image -Setting Gateway Gateway / Corridor Forested Areas Floodplain Q Public Art Location Existing Unique Community Asset Area Emerging/ Potential j Unique Community Asset Area -- --- - ---- � ��� KL;NL71G ICI .BSI Adopted May 28, 2009 i ADOPTED 05-28-09 1 Community Character parkway. The recently completed Dartmouth Street extension is an example of this effect. Other features such as arcades and canopies, pedestrian -scaled street lights, wayfinding signs, unified bench styles, trash receptacles, and pavement treatments (such as pavers) help to elevate a street from being simply a utilitarian element of a community to a special place itself. Some portions of the City including Northgate and the Wolf Pen Creek District have addressed this issue to a certain degree through their district plans. Other areas of the City have been addressed through the 1992 College Station Streetscape Study. Updates to these district plans and the Streetscape Plan, along with new district and corridor plans and the context sensitive street design approach, will aid in maximizing the benefit that can be gained by street and streetscape design. Public Buildings and Facilities The location and design of public buildings and facilities are significant given their role in establishing community character and identity and in making a statement about the community's values and expectations. A well designed elementary school that fits into a neighborhood, enabling children to walk safely from their homes and providing a place for neighbors to gather, contributes positively to that neighborhood's character and reinforces the notion that the school is an integral part of the community. A new and well designed City Hall both enables the people to conduct their business and boldly asserts the value the community places on design. Public spaces can include plazas, amphitheaters, and pedestrian malls. Most of these facilities serve utilitarian purposes - picnic tables to eat at, venues to hear a concert, and places to walk. But because of the interactions they foster, they also serve to attract residents, businesses, and visitors. Such spaces should be highly visible and accessible to a variety of users; be well designed; safe, and secure; be designed to serve their utilitarian purpose, but also to support social interactions; and be easily and economically maintained. The location and design of plazas, schools, municipal office buildings, the convention center, and fire and police stations all affect and reflect the character and identity of College Station. Public buildings and facilities area q principal component of the design of any area where they are located. Such buildings and facilities Community Character I ADOPTED 05-28-09 should be strategically located and should employ the best design to strengthen existing and new neighborhoods, districts, and corridors. Recent examples include the impact the design of Wolf Pen Trail has on the Wolf Pen Creek District, the impact the design of the Promenade has on the Northgate District, and the impact the design of the City's award winning fire stations has on the surrounding neighborhoods. Future opportunities exist in the design of the convention center for the Hospitality Corridor and in the design of a new City Hall in the Municipal Center District. Image Corridors Image corridors are delineated on Map 2.3, Community Assets and 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 either lie within an identified district or serve as a link between districts, further reinforcing their importance. Identity and beautification elements, such as decorative markers and Chemed wayfinding signs, should bo 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 1, ...,. _: n�nv�a"r$ ii,aii uy Iluvii�ll II Ic I.VIIIIIIVIIIIY J JII�.I llll(..l.l111 IJ l.1JlfI@JJ UI rPcidential areas. Examples include Rock Prairie Road, Harvey Road 30), and portions of University Drive (FM 60). )e corridors also offer an opportunity to support the City's resource protection 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, storm water is managed, trees are protected, and views are kept unobstructed so as 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 ADOPTED 05-28-09 1 Community Character 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, 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 plaris 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 the College Station 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 Y (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 William D. Fitch Parkway, is well off the highway and 110t.SLII)Stalltial and tree planting, and flags. enough to denote one's arrival into a City as large as College Station. 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 Earl Rudder Freeway (State Highway 6), the Community Character I ADOPTED 05-28-09 University Drive (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 [he 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. GOAL, STRATEGIES, AND ACTIONS The goal for College Station's future land use and character is to be a community with strong, unique neighborhoods, protected rural areas, special districts, distinct corridors, and a protected and enhanced natural environment. Six strategies have been developed to progress toward this goal. Each strategy has a series of action recommendations designed to implement the strategy. Strategy 1: Develop and maintain, through regular review, a land use plan that identifies, establishes, and enhances community character. • Land Use Plan Application. Use the Concept Map and the Future Land Use & Character map in the development of planning studies, development review, capital improvements programming, and economic development efforts. • Further Planning. Develop neighborhood, district, corridor and redevelopment plans to refine the Concept Map and Future Land Use & Character map. • Land Use Tracking. Monitor the actual acreage in various land use and character types in comparison to the amounts presented on the Future Land Use & Character map. • Plan Adjustments. Refine the Future Land Use & Character map through additional planning studies and periodic reviews as indicated in Chapter 9: Implementation and Administration. • UDO Amendments. Amend the Unified Development Ordinance as appropriate to establish zoning classifications and related standards consistent with the guidance provided in this chapter. • Zoning Adjustments. Amend the zoning map designations as appropriate for identified growth areas. ADOPTED 05-28-09 Community Character Strategy 2: Establish and protect distinct boundaries between various character areas. • Zoning Adjustments. Amend the zoning map designations as appropriate to reinforce the desired character areas. • Unified Development Ordinance Amendments. Amend the Unified Development Ordinance as appropriate to address scale and form issues for neighborhaad commercial uses, such as buffering between uses. Strategy 3: Promote public and private development and design practices that ensure distinct neighborhoods, districts, and corridors. • Further Planning. Develop neighborhood, district and corridor plans to refine the Concept Map and Future Land Use & Character map. • Unified Development Ordinance Amendments, Amend the Unified Development Ordinance as appropriate to address design issues that arise through the neighborhood, district, and corridor planning process. • Context Sensitive Roadway Design. Adopt the context sensitive design approach to thoroughfare planning and roadway design outlined in this Plan. Coordinate with the Texas Department of Transportation to implement these same provisions in State corridors. • Public Facility Design. Design and renovate municipal buildings to establish or reinforce the desired character. Coordinate with Texas A&M University and the College Station Independent School District to implement these same practices as they construct new facilities. • Incentives. Develop a variety of incentive mechanisms to promote the preferred design practices where market conditions or regulatory measures may not guarantee their implementation. • Greening of the City. Increase tree planting and preservation efforts along streets, in parks, and in private developments. Strategy 4: Promote public and private development and design practices that encourage resource conservation and protection. • Conservation Design. Encourage more extensive use of cluster design in portions of identified growth areas through mandatory open space conservation in exchange for more development options than currently entitled on properties. • Preservation and Protection. Amend the Unified Development Ordinance and other ordinances to protect significant natural features from development. This may include tree preservation and other ordinances to provide for riparian buffers and other environmental protections. Community Character I ADOPTED 05-28-09 • Land Acquisition. Acquire land that is valued for its natural features or open space through purchase or through conservation easements. • Green Building - Public Sector Leadership. Continue the development and implementation of the "Green College Station" initiative. Coordinate with Texas A&M University and the College Station Independent School District in the implementation of similar efforts. • Green Building Private Sector Encouragement. Develop a variety of incentive mechanisms to promote green building practices for private site and building design where market conditions or regulatory measures may not guarantee their implementation. Strategy 5: Focus community enhancement activities to promote a strong sense of community identity. • Right -of -Way Enhancements. Add design features and beautification enhancements within road rights -of -way and at key highway intersections to further a common identity at important gateways and along image corridors. • Unified Wayfinding. Implement a formal, City-wide wayfinding system, providing a unifying and consistent design element that assists residents and visitors in locating community attractions. Strategy 6: Identify, protect, and enhance unique community assets in our natural and built environment. • Community Assets Mapping. Continue to refine and amend, as appropriate, the Community Assets Mnn cnntnined in this Plan to provide a visual portrayal of the City's unique natural and man-made assets. • Further Planning. Develop neighborhood, district, corridor and redevelopment plans to refine the Concept Map and Future Land Use & Character map. • Unified Development Ordinance Amendments. Amend the Unified Development Ordinance as appropriate to address explicitly the protection and enhancement of unique community assets. • Texas A&M University Coordination. Continue to coordinate with Texas A&M University regarding the benefits and impacts of University sponsored development projects, and support ongoing efforts to implement the Campus Master Plan. The desire for strong neighborhoods that meet housing demand and contribute to quality of life has been in the forefront of community debate t since College Station's founding. The need to provide infrastructure to developing off -campus neighborhoods served as one of the primary reasons for the incorporation of College Station. Seventy years later, the City continues to balance its role as home to one of the largest public universities in the nation with the need to provide excellent services to the residents that make College Station their home. As the home of Texas A&M University, College Station is home to thousands of University students every year. Growth in the community has always been tied to the growth of the University; however, the permanent population has been less than the student enrollment until 2007. With on -campus housing available for only 10,000 students, the majority of students live off -campus in apartments and other rental properties including duplex, 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 facets of daily life. On occasion however, lifestyle differences between the student households and the family households cause tension in neighborhoods. Issues related to noise, property maintenance, and on -street parking are even more prevalent as market influences make purchasing homes for conversion to rental or investment property more attractive. ADOPTED 05-28-09 Neighborhood Integrity I ADOPTFD 05-28-09 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 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. 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 property maintenance, compatibility of adjacent land uses, neighborhood traffic, rental housing, and historic preservation have an impact on 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. This chapter identifies some of the existing conditions specifically facing neighborhoods and outlines major planning considerations facing the City. This is followed by the goal, strategies, and action items for implementation. NEIGHBORHOOD CONDITIONS Early College Station neighborhoods developed around parks and schools, in proximity to major University entrances, and bordered by commercial land uses on major thoroughfares. The majority of neighborhoods in College Station developed after 1970, due in large part to the University opening admission to women and minorities in the late 1960s. These developments are 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 homeowners. Collectively, College Station neighborhoods provide a variety of housing types. There are more than 35,000 dwelling units in College Station. Multi -family units make up 56% of those units; however, this percentage decreased from 64% in 1990. New single-family home construction has been strong in College Station since 2000 and a ITD 05-�8-09 1 Neighborhood Integrity consistent for -sale inventory of less than six months indicates a stable housing market. Rental Market Housing costs in College Station are among the lowest in the State and in the Nation, with a cost of living 23% below the national average. Market opportunities have resulted in real estate investors converting existing single-family homes to rental housing. Between the 1990 and 2000 Census, the percent of renter -occupied single-family homes fell from 13% to 1 1 % of the occupied housing stock. The American Community Survey (2005-2007) suggests that this percentage has risen again to 13%. The majority of College Station's 35,000 housing units are occupied by renters (48% in renter -occupied units and 30% in group quarters). The continual use of property for rent may have long-term implications for the quality of housing in College Station. These properties are often not maintained at the same level as owner -occupied housing units. This can lead to an aesthetic disparity between owner -occupied houses and rental homes, negatively impacting the character of a neighborhood as well as overall property values. A large majority of Texas A&M University students live off campus. Many of these students live in apartment complexes, but students can be found throughout the community and in almost every neighborhood (see Map 3.1, Student Population). Housing Conditions In 1995, a comprehensive housing condition survey was completed for the 1997 Comprehensive Plan (see page 3-5 for definitions used in classifications). This windshield survey of all housing units in the City and Extraterritorial Jurisdiction found that a majority of housing units in College Station (89%) were in good condition. An additional 10% were tound to be in deteriorating condition, and fewer than 1% were found to be dilapidated. Within the City limits, good and deteriorating housing units made up 99% of the housing stock. This survey is further complemented by research done for College Station's 2005 Consolidated Plan. Surveys were completed by Texas A&M University students focusing on low and moderate income census blocks. The updated survey rated over 5,000 housing units as excellent, conservable, substandard, or dilapidated in the City Limits (see page 3-5 for definitions used in classifications). Only 1% (63 units) was evaluated as dilapidated, and 10% (584 units) as substandard. Of the homes found to be dilapidated or substandard, 81 % were found in low - and moderate -income areas. Additionally, these homes made up 17% of all the homes in low- and moderate -income areas, compared to 7% Neighborhood Integrity 1i)(w i i i) o:; �ll� c v ° °° .� v N Q. Q� 0 q! J h v U o �' O U o e, ti Are Vrrr)0s-�8 0e 1 Neighborhood Integrity in higher income areas. These census blocks also have a high number of rental properties and non -family households, which may indicate high student populations as they are in close proximity to the University. Age of [dousing Stock Housing quality can often be tied to the age of the housing stock. As can be expected of a 70-year old city, only 10% of the housing stock is more than 40 years old compared to 21 % in Brazos County and 34% in Texas. The majority of homes in College Station were built after 1990, and one -quarter of housing units in College Station have been constructed since the 2000 Census. Overall, 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 in town. As housing begins to age in College Station, the City could see a greater rate of demolition in the core neighborhoods of the City. Code Enforcement and Noise Violations The City of College Station has an active code enforcement program that enforces violations and deals with nuisance issues such as junked vehicles, trash, tall grass, and property maintenance. Since 2008, over 13,000 enforcement actions have been processed across the City (see Map 3.2, Code Enforcement Cases - 9008-2009). The City's Police Department is tasked with enforcing noise ordinances, and every year an average of 1,800 calls made to the Police Department are for noise complaints. Noise complaints rise every fall during football season and as new students arrive, then level off through the spring semester. A majority of calls are found in the core of Neighborhood Integrity ; )(w i i:n u�-,, u,) O N N Qi LU E 4 ?r'A` U u , s� l r 7 ` �s eke .t Ail fl — • r a ...,.t p ;• \e.� •,. \ :*,RAW# - i • / � n 4 ) ADOPTED 05-28-09 1 Neighborhood Integrity i the City, but noise concerns can be found throughout the City (see Map 3.3, Noise Violations). PLANNING CONSIDERATIONS During the comprehensive planning process, College Station citizens identified several issues facing the City 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. Neighborhood traffic management, parks and greenways, infill and adjacent land uses, and neighborhood planning were also considered important. the Town/Gown Relationship As the cornerstone of the community, Texas A&M University significantly contributes to community identity. With room for less than one quarter of the 48,000 person student body in on -campus housing, student housing will continue to be provided around the community. Multi- family units make up 56% of all residential units in College Station (see Map 3.4, Multi -Family Areas), and economic conditions have led to the conversion of single-family homes into rental properties. These conversions have sparked a number of policy debates over the years, most recently through the Strong and Sustainable Neighborhoods Initiative in the winter of 2007/8. Working with neighborhoods, developers, investors, students, and University administrators, College Station staff identified a number of related to the influx of renters into traditionally single-f neighborhoods: Noise, One of the most discussed issues by homeo) regarding tenant properties in single-family neighborhood the noise generated from loud stereos, parties, and other gatherings. While current ordinances restrict noise that cc heard beyond common property lines after 10 p.m., ther perceived lack of enforcement from residents who i complaints. The College Station Police fielded over 1,80C party calls in 2007, with the majority during the fall semester • Parking. Generally, parking issues revolve around the la adequate off-street parking for three to four drivers in a house. With large parties and social events, on- and off- street parking becomes a major concern for emergency vehicle access as well as the allowance of parking for other residents. A few neighborhoods have requested to restrict parking on one or both sides of the street due to lack of access. Another concern is parking on lawns and blocking driveways, both of which are currently prohibited ca uvld a:usuaildidtuoj uo vIS7 affajloj e r OURCE: Cite- of Colleee Station Planning 8 Develonment Services De artment Neighborhood Integrity I ADOPI'rn 05-28-09 Property Maintenance. Owner residents have expressed concerns about the lack of maintenance of tenant properties. T�;, --' everything from routine repairs to maintaining landscaping. While there has not been an established correlation between the maintenance of tenant properties and owner -occupied properties, property maintenance will continue to be a concern for older neighborhoods as the housing stock ages. The City has adopted the 2006 International Building Code which includes a Property Maintenance Code. Several enforce- ment actions have been taken since the code became effective in June 2007. • Communication. Effective communi- cation is one of the central challenges in maintaining productive relationships between the City and neighborhoods, and between neighbors. While some neighborhoods have open communi- cation with all of their residents and with the City, several others have commented on problems with engaging their renter population and obtaining information from the City. • Spuwi. Pr(jviuus eiiuris by the Ciiy have tried to focus dense, rental development catering to students in close proximity to the University. most of these areas are built out, greenfield ncluding multi -family and rental subdivisions, are >outh, away from campus. apparent in areas close to the University, but across the entire City. Tension regarding these -it where tenant -occupied homes are not the n the neighborhood. Established neighborhoods ;ion to rental or investment homes as a threat to iy of neighborhoods. d rental market also poses significant challenges ining neighborhood associations. Most renters )re students - a transient population. It becomes Dng-term solutions and lasting organizations that i will turnover every four to six years. AD01"I' Dos-z4-a9 I Neighborhood Integrity ' Neighborhood Traffic Management Throughout the public input process for the Comprehensive Plan, transportation concerns ranked high for many citizens. While there is certainly a continued need for new road facilities, many of the comments provided focus on neighborhood transportation issues such as cut -through traffic, on -street parking, bicycle facilities, and pedestrian paths. One of the biggest concerns is the location of major thoroughfares through and adjacent to neighborhoods. Thoroughfares help to maintain connectivity; however, they have not always been designed in a way that is sensitive to residential uses. In older neighborhoods, thoroughfares are generally fully integrated into the street network, and with a higher degree of connectivity that more evenly disperses traffic. More recent developments place thoroughfares on subdivision edges, which has contributed to the canyon -like effect fences have on roadways and a lack of visual interest on new thoroughfares. Coupled with the increased use of cul-de-sacs and loop streets, many new developments have not provided connectivity that assists in distributing traffic volumes. The Thoroughfare Plan has been designed to provide for streets that can be integrated into neighborhoods, and should be designed to suit the context of the surrounding areas through context sensitive design (see Chapter 6: Transportation). While most College Station neighborhoods have sidewalks (as required of all new residential development), often times they have limited connections to commercial areas or to a larger sidewalk network. Current sidewalk standards allow six-foot sidewalks to be located at back of curbs or four -foot sidewalk with a planted buffer. The C 1999 Greenways Master Plan calls for major trail systems; however, only pieces of those trails have been acquired and/or built. Most through -City bicycle traffic is accommodated on bike lanes and routes on existing City roads. Noighborhood Parks and Greernninys Neighborhood parks often serve as the center of interaction between neighbors. Homes adjoining a park typically maintain higher property values than other homes in the same neighborhood. Continuing to provide neighborhood parks and recreation services is important to maintaining community identity. College Station's nationally -accredited and award -winning parks system helps to shape the character and identity of the neighborhoods that surround them. Providing active and pc recreational spaces, hiking, entertainment, and educat opportunities, College Station parks are central to the community. of College Station's earliest neighborhoods developed with integr Neighborhood Integrity I AI )OPTED 05-28-09 parks - Brison Park in Southside and Thomas Park in Eastgate. College Station's citizens continue to have high expectations for the provision of park facilities and the development of new facilities (see Chapter 5: Parks, Greenways, and the Arts). Not all open spaces are parks. Greenways provide much of the natural open space in and around the City, and are largely focused around the floodplain. In addition to flood control, greenways also provide for natural buffers between adjacent land uses and connect other parks and open space throughout the community. Although there has been preservation of some floodplain through the City's Greenways program, the City has seen development encroach into the floodplain. Overall, there is general public opposition to developing in the floodplain, especially around existing residential development. The 2009 Bicycle, Pedestrian, and Greenways plan (proposed as part of Chapter 5: Parks, Greenways, and the Arts) will specifically address ways to encourage connectivity of greenways and methods for the conservation and acquisilion of those properties. In addition to parks and greenways, public and private landscaping contributes to the attractiveness of the City's neighborhoods. Neighborhoods in the core of College Station have dense landscaping and mature trees. Many citizens have expressed the desire to minimize clear -cutting and preserve existing stands of trees. This would be especially beneficial for new neighborhoods as they would have established landscaping rather than small trees and shrubs that take many years to mature. The City currently has streetscaping requirements for multi -family and non-residential construction on private property, and may consider expanding these to single-family development. The City has also increased its own efforts, making streetscaping a requirement on all City -constructed thoroughfares. Infill and Adjacent Land Uses Adjacent land uses have an impact on neighborhood character and identity. Non-residential and multi -family properties can develop out of character with adjacent single-family residences. Lighting, noise, and traffic are just some of the issues that arise, as well as the aesthetic issues of non-residential buildings adjacent to single-family homes. Buffering, architectural, and lighting standards are currently in place for ADOPTED 05-28-09 1 Neighborhood Integrity non-residential uses in the City. These standards were adopted in 2003 and 2004; however, neighborhoods often feel these standards are insufficient to deal with incompatible adjacent uses. These uses can be accessible to the neighborhood and developed in a way that provides a seamless transition from residential to non-residential uses. Small-scale office or neighborhood retail uses are appropriate directly adjacent to neighborhoods provided that they are an integrated component of the neighborhood with adequate buffering and transition for noise, light, and parking intrusions. Multi- family uses should also be designed as a component of the neighborhood instead of as islands of development with no relationship to their neighborhoods. 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 will become targets for redevelopment. Already, older homes in the Southside neighborhood have been torn down in favor of larger homes - some serving as weekend homes for alumni - changing the character and identity of that neighborhood. With an increase of teardowns, gentrification is becoming a more relevant issue than in the past. The City should evaluate the impact of single -lot redevelopment on existing residents - taking care to minimize the displacement of permanent residents priced out of their neighborhoods as property values increase. This may become more relevant in the core neighborhoods closest to the University as older housing stock become the focus of rehabilitation and infill efforts. Historic Preservation The history and heritage of College Station is an important component of defining its identity. The original neighborhoods of College Station have faced changes since they first developed for professors and University staff. The City recognizes historic homes and buildings through its local Historic Marker program, which provides the property owners with social recognition and the public with some historic educational benefits; however, the marker status does not offer property protection or additional regulation. College Station recently adopted a Historic Preservation Enabling Ordinance. As part of this effort, a historic resources windshield survey was also conducted for two areas of the City (see Map 3.5, Historic Resources Windshield Survey Areas). The resources survey includes brief Neighborhood Integrity Amw r►:u o� -o,) c 0 Nu°' m m > a' a "13 a ih y N y U w N t4 U C 0 N 3 00 03: U a� ✓" '�,� �;\. \ p `U" + \p� , �'�,`\ bra` `� . \1 i A :x X AI, Xt l � y oyry .l IN ADOPTED 05-28-09 1 Neighborhood Integrity } histories; statements on architectural, historic and cultural resources of significance; and maps detailing areas within the survey that best represent potential historic districts. A comprehensive historic preservation plan would assist in prioritizing the City's preservation efforts. A historic preservation plan should include continued research on the City's historic areas and properties, identify new areas to survey, and identify assistance and incentives for preservation efforts. The plcari should also identify ways to educate and communicate to the public the importance of historic preservation. New Neighborhoods New development plays a key role in the changing character of the City. New residential neighborhoods can 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 primarily as rental property. Houses are built with four bedrooms and four bathrooms to appeal to investors and parents looking to purchase and rent to students. It is common that within months of completion of the initial phases, parking, noise, trash, and other code violations become problematic, negatively impacting the quality of life of residents and surrounding neighborhoods. New standards for high -density residential areas are needed to address these issues. New residential subdivisions should also be designed to fit within the existing fabric of the community and designed to complement the natural environment. Sustainable neighborhoods should be developed with integrated parks 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. Perimeter treatment standaards for fences, signage, and landscape may be used to provide unique identity and distinct horders for new neighborhoods. Context sensitive designs for thoroughfares should encourage buildings to face onto streets where practicable, and provide adequate 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. Neighborhood Planning The City of College Station currently coordinates services for neighborhoods through its Neighborhood Services Division. Neighborhood Services was created in 1999 out of a need for neighborhood planning, as evidenced in the 1997 Comprehensive Plan. Neighborhood Services originally focused on neighborhood plans, C00I LEGE STAT ON CITY LIMIT PAP 2184 ,,,..,,.,.. 0 Neighborhood Integrity I ADOPTED 05-28-09 producing the Eastside Small Area Action Plan and the Eastgate Neighborhood Plan. Currently, Neighborhood Services focuses on promoting the development of neighborhood and homeowner associations and currently serves to provide assistance to 54 of these registered associations (see Map 3.6, Neighborhood Partnerships). The City should take a more comprehensive and continually -active approach to establishing a cohesive neighborhood planning program that includes planning initiatives tied to the neighborhood planning areas set out in Chapter 2: Community Character, a single point of contact for neighborhood organizations in problem solving, and education and outreach programs to neighborhoods and residents about City services and training opportunities. The City should focus on providing leadership training and assistance in capacity building for neighborhood associations. Neighborhood - focused services should begin 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 enhance its public engagement process 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 611 development process. Existing Regulations The City has a variety of existing regulations aimed at preserving neighborhood integrity. The most recent ordinances passed by City Council include the Historic Preservation Enabling Ordinance and the Single -Family Overlay Ordinance. The Historic Preservation Ordinance was adopted in September 2008 to assist in tide preservation of College Station's unique historical assets. The Single - Family Overlays were developed to help mitigate some of the issues associated with teardowns in established neighborhoods. There are two typcs of overlays, the Neighborhood Prevailing Overlay and the Neighborhood Conservation Overlay (see descriptions on page 3-18). Each is intended to assist neighborhoods in establishing consistent setbacks, building mass, lot coverage, and tree preservation in established neighborhoods. Currently, the City has one Neighborhood Prevailing Overlay, but it does not have any historic districts. Map 3.6 Comprehensive Plan 4'; A Neighborhood Partnerships of College Station Legend RNIs�/M 11G5 li � � �iikaMM�e'V�G '+Gene¢: 45, mac mM. . �3(T.mr/Na 151 il+ !� aGsep. gas -20` 31 i7 „o �n.rae<y..u: wxa.res �acr<r NarsYo<s sf. mmrt fl�fl <� s O a' a 1lrr,aEa "per 5 t a �- [� a'aamee•.mtasxye[e 41 yPY""� ;; i7s.tr;.anc<xc� HAR1!EYmjTCIEL wiz-= xa 49 r4O ROC3(pRgl m nw _< ame�sw �J R1�R �=creoa.vaaa��«woore 'sco ma s 1� �-wcoae cue.. im«e y �7a�eou,, ert«aaoc _ 'g i5 � Q3'. 1'3.wnn Gn vmev 4G� 38 -i35f40etl<: ze Jy/ � xswem�A ruew;,-. (I, �155WS«.CCOFY 1 r _ O/C � i7.5q ;LGen'+cwa,ares NCH PK _ i�;mn<e�n: ems .K.mp- 1�at._son.�c.na cuw �aRv�e�xrF.e+++4 �u.w<wK+av� �aev,�nnr. court ��t.'NNrtn Geel - !a2-vwaar�cxt J Neighborhood Integrity I Al)(W i 1 1) o> 18 00 The City has adopted the 2006 International Building Codes that include a Property Maintenance Code and a Residential Code. These ordinances cover the minimum maintenance standards expected in the City, and set out the standards for new construction for residential homes. The City does not have any codes that address material or landscaping requirements for single-family residential construction. Buffer requirements and height limitations exist in the City for multi -family and non-residential development located adjacent to existing single-family. These requirements establish minimum setbacks and buffer area, fencing, and landscaping standards that must be met to provide a visual barrier between these uses. The City currently has ordinances that regulate the number of unrelated persons that may reside in a dwelling unit through its definition of a family in the Unified Development Ordinance. Currently, that number is four unrelated persons. 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 that can be used to address code enforcement and policing issues. I he 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 as a result of a party. GOAL, STRATEGIES, AND ACTIONS College Station residents have been clear in their desire to promote strong and sustainable neighborhoods. The Comprehensive Plan Advisory Committee has addressed neighborhood integrity through establishing the goal for the Comprehensive Plan to protect the long- term viability and appeal of established neighborhoods. The associated strategies and actions outline the steps the City will take in meeting this goal. Strategy 1: Identify, protect, and enhance elements that contribute positively to neighborhood identity. • Asset Mapping. Identify and map community wide assets that contribute to College Station's identity as exhibited in Chapter 2: Community Character. ADOPTED 05-28-01) 1 Neighborhood Integrity • Neighborhood Specific Planning. Utilize neighborhood plans to further identify and outline protection options for neighborhood -specific elements that contribute to neighborhood integrity. • Strategic tong -Range Planning. Adopt recommendations from the Comprehensive Plan that help establish and protect neighborhood identity. • Sustainability. Promote sustainable design of developing neighborhoods by utilizing concepts such as those included in LEED NDTM requirements. • Historic Preservation. Establish a historic preservation program that includes preservation ordinances, design guidelines, and educational and promotional programs. • Neighborhood Associations. Encourage establishment of homeowner, neighborhood, and tenant associations for all residential developments to ensure a direct, cooperative means for residents of an area to maintain neighborhood standards. • Predictable Infill. Continue to utilize and adapt Single -Family Overlay regulations to protect neighborhood development patterns. • Environmental Protection. Develop regulations and incentives that protect and preserve the natural environment in and around College Station including tree preservation, floodplain and greenway management, design flexibility, and growth management policies. • Transportation Options. Promote multi -modal, context sensitive transportation connectivity to improve safety on neighborhood streets through the adoption of the Thoroughfare Plan; the Bicycle, Pedestrian, and Greenways Master Plan; development regulations; and capital improvement plans that insure these facilities are constructed in accordance with adopted plans. • Enhanced Aesthetics. Develop standards for streetscaping, perimeter treatment, and signage for new residential subdivisions. • Neighborhood Funding Support. Continue to fund and expand the Neighborhood Grants program for neighborhood activities such as gateways, landscaping, and other permit application fees. • Attractive Public Facilities. Enhance the standards for maintenance of public facilities such as streets and parks to ensure that these facilities are attractive assets for a neighborhood. Neighborhood Integrity I ./m(w i i i) o., , Ot> Strategy 2: Identify and minimize elements that detract from community identity. • Neighborhood Specific Planning. Utilize neighborhood plans to help identify neighborhood -specific issues that detract from neighborhood identity and integrity, and develop options to minimize those issues. • Housing Maintenance Trends. Maintain inventories of housing conditions by neighborhood to monitor trends in housing maintenance and upgrades, as well as signs of deterioration. • University Growth. Monitor student enrollment and student housing trends to track impacts on the local housing market, including pressure for additional student -focused housing in new locations. • Code Enforcement. Create an effective code enforcement program that expediently and efficiently resolves code violations, including: Develop methods to address noise violations - including working with Texas A&M University police - to establish weekend patrols for noise, as well as public intoxication and other violations. Create a system for the public to monitor enforcement complaints and track their resolution. Prioritization of enforcement activities based on input from neighborhood plans. • Property Maintenance Standards. Increase enforcement resources to ensure that minimum property standards are being upheld. Pub!— AA�in+�n Standards. Enhancc thc standards for maintenance of public facilities such as streets and parks to ensure that these facilities are attractive assets for a neighborhood. • Absentee -Owner Housing Policies. Adopt the strategies found in the Strong and Sustainable Neighborhoods Report for managing the impacts of rental and absentee -owner housing. • Parking Standards. Develop programs and policies to better manage on -street parking such as: Coordinate with Texas A&M University regarding construction activities and/or special events to prevent excessive on -street parking in adjacent neighborhoods. 0 Consider options to streamline neighborhood traffic management processes to address traffic calming and parking concerns in established neighborhoods. ADOPTED 05-28-09 1 Neighborhood Integrity Strategy 3: Identify and implement tools to ensure that infill or redevelopment adjacent to or within a neighborhood is sensitive to its surroundings. • Asset Mapping. Identify and map areas for redevelopment as outlined in Chapter 2: Community Character. • Redevelopment. Utilize neighborhood plans to further identify appropriate infill and redevelopment options, as well as to develop appropriate protection options for redevelopment that is incompatible with neighborhood plans. • Gentrification. Create methods to identify, track, and minimize the undesirable effects of gentrification in established neighborhoods. • Compatible Infiii. Establish development regulations to address the compatibility of infill or redevelopment in established neighborhoods and the transition of land uses around the fringes of such neighborhoods, including regulations relating to height, setback, buffering, architectural style, lot coverage, landscape protection, and other development standards. • Regulatory Obstacles. Evaluate City codes to identify and remove regulatory obstacles to desired, compatible infill development and revitalization activity. - J Strategy 4: Develop, implement and maintain, through regular review, neighborhood plans. • Neighborhood Programming. Establish a neighborhood program that provides a single point of entry into the City organization oriented to addressing neighborhood issues and coordination of all City programs. • Public Engagement. Create communication, education, and training programs for neighborhood representatives to encourage stability, cross -communication, and development of skills to help neighborhoods make the best use of the resources available to them. Develop programs to increase public engagement in the planning process to keep citizens aware of development issues as they arise so that there is adequate time for review and understanding by the citizens before construction occurs. • Data Monitoring. Improve data collection and mapping regarding neighborhood opportunities and challenges. • Market Analysis. Monitor nationwide trends in private development of student -oriented housing, as well as strategies used by other cities with major universities to address compatibility concerns associated with the location and design _ of such development. Neighborhood Integrity I ADOPTFD 05-28-00 • Neighborhood Specific Planning. Establish neighborhood - specific plans which provide clear guidance for evaluating the appropriateness and compatibility of individual developments and their particular intensities and impacts within the context of the existing, desired community identity and conditions. • Character -Based Development. Adopt a character -based approach to development regulation as outlined in Chapter 2: Community Character to increase flexibility and ease and encourage the implementation of planned developments which feature mixing of housing types and integration of other supportive uses and neighborhood amenities in a well -designed setting. This Plan establishes the goal, strategies, and actions that enable continued opportunity and prosperity in College Station. Residents, public officials, and business owners all seek a strong local economy, the ability to pursue new and varied economic opportunities, and the continued infusion of visitors and customers from outside the community. The Comprehensive Plan and associated implementation tools must address an ever -changing economic climate at the local and National level, as well as constantly changing preferences that bring new opportunities and challenges. All of this must be done while bolstering and enhancing College Station's quality of life, unique character, and identity. This chapter promotes a diverse and growing economy focused on delivering and capitalizing upon the unique character and quality of life in College Station. The strategies and actions in this chapter establish an approach to economic development building upon College Station's current and emerging opportunities. PURPOSE This chapter identifies, defines and analyzes the major components and program elements impacting and driving economic development, redevelopment, and reinvestment in College Station. It provides a brief overview of the existing condition of the local economy including an outline of major planning considerations. This chapter also establishes strategies and actions that will promote a strong and diverse economy. Finally, it serves as the foundation for the development of a more detailed economic development master plan and reinvestment strategy. ADOPTED 05-28-09 Economic Development ECONOMIC CONDITIONS College Station has a large and complex economy, in some ways resembling the State and National economy, but differing in many key ways due to the University and its large employment and student base. While more detailed and specific information will be gained through the development of an economic development master plan, the following provide a broad overview of some of the important variables of the local economy. Additional information can also be found in (:(Aege Shrtio n: Existing Conditions prepared to accompany this planning effort. Employment Employment in the College Station -Bryan _ Metropolitan area has been growing at a brisk Service Providing 77,300 pace for the past several years, recently outpacing other areas in Texas. More than 90,000 Private Service Providing 45,000 people are employed in the College Station -Bryan Government ,200 Metropolitan area. When viewed against the State Government 21,800 available work force the area has a very low Goods Producing 13,000 unemployment rate, currently 5.1 % (Texas Trade, Transportation and 13,000 Workforce Commission, January 2009). The major Utilities Retail Trade I 9,900 employers in the area are in the government sector with Texas A&M University System employing I eiairF and Hospitality 9,700 more than 16,000 people (see Table 4.1, Educational and Health ServicesY 9,500 Employment b Industry). Technology -based Y) gy-based Local Government I 9,400 businesses, medical facilities, and retailers ni + i n nni rer)rP..CAnt the lnrnp..et nrivntp. (:—mr)ln\/P.rC in C'nlli-ne ivu,ww ncovuii.co, IVI I wiu Construction 6,700 - - ..--- i-. _..- -.. ... Station (see Table 4.2 College Station -Bryan Top Manufacturing 6,200 Employers). Professional and Business 5,500 Services Income Financial Activities I 3,400 Historically, the City of College Station has per Other Services I 2,900 capita and household incomes lower than those Wholesale Trade I 1,700 found elsewhere in the State. This is primarily due to Transportation, Warehousing I 1,300 the number of students in the community that are and Utilities Information I 1,100 either underemployed or employed in lower paying service jobs. In 2000, the per capita income Federal Government 1,000 for residents in College Station was $15,170 (U.S. Census, 1999). The lalesl eslirrnates place per capita income at $18,229 representing a 20% increase (U.S. Census, 2007). In 2000, the median household income for residents in College Station was $21,180 (U.S. Census). The latest estimates place median household income at $29,565 representing a 40% increase (U.S. Census, 2007). ADOPTED 05-28-09 I Economic Development Texas A&M University & System Education Education/Research 16,248 Bryan Independent School District Education K-12 1,949 St. Joseph's Regional Health Care Center Health Services Hospital, clinics, etc... 1,590 Sanderson Farms Manufacturing Poultry Processing 1,539 College Station Independent School District Education K-12 1,400 Reynolds & Reynolds Manufacturing Computer Hardware/Software 959 City of Bryan Government Municipality 889 City of College Station Government Municipality 865 Brazos County Government County 751 Wal-Mart Retail Discount 650 New Alenco Windows Manufacturing Window Components 611 HEB Grocery Retail Grocery 590 West Corporation Telecomm Contact Center 550 Scoff & White Health Services Hospital, clinics, etc... 500 College Station Medical Center Health Services Hospital, clinics, etc... 420 Kent Moore Cabinets Manufacturing Cabinets 400 Blinn College - Bryan Campus Education Community College 360 Retail Market A significant portion of the local economy is the retail market. The latest annual estimates indicate College Station recorded approximately $2 billion in gross sales, an increase of approximately 13% from the previous year (Texas State Comptroller, 2007). Through the first half of 2008, estimates for gross sales continued to increase despite a national downward trend (see Figure 4.1, Gross Retail Sales). It is anticipated that this rate of increase will slow, perhaps even decline slightly, but is expected to regain its upward trend. As reported by the Brazos County Appraisal District in 2007, there are approximately 4.64 million square feet of retail space in the City of College Station, translating to approximately 53 square 700,000,000 600,000,000 500,000, 000 v r — 2002 2003 400,000,000 % —� —f-2004 y - 2005 o! 300,000,000 in - - 2006 2007 200,000,000 i --�--2008 100,000,000 i 0 1 2 3 4 Quarter 60 53.32 M50 a U 40 - a� M w 30 LL O 20 ..,..,.,:, , .:-... 10 a� 0 no] Eta rocs �tafl Outlets 1,800 Per ("lipill'i 1,600 1,400 N d 1,200 0 1,000 d 800 0 p 600 '. E Z. 400 200 2002 2003 Economic Development I ADOPTED 05-28-09 feet per capita. By comparison, the national average is estimated at 43.3 square feet per capita (see Figure 4.2, Retail Square Feet per Capita). 43.3 L. Using data obtained from the Texas Comptroller's Office and the City's Planning and Development Services Department, the number of retail sales outlets per capita - the number of residents per retail outlet - was estimated at one outlet for every 52.2 persons (2007) (see Figure 4.3, Retail U.S. Outlets per Capita). By comparison, for the same year, the ratio for the entire State of Texas was one outlet for every 28.4 persons (2007). Tourism Due to attractions such as Texas 0.0195 A&M University, the George - 0.019 H.W. Bush Presidential Library, - 0.0185 and the unique Northgate and a Wolf Pen Creek districts, tourism - 0.018 - makes up an increasingly I 0.0175 a significant part of 111e local 0.017 economy. According to the - 0.0165 o Office of the Governor for 0.016M Economic Development and �Number ofRetail Outlets Tourism, the College Station- -0.0155 ♦. —Retail Outlets per Capita Bryan Metropolitan Area saw - 0.015 3 million visitors in 2007, ranking 2004 2005 2006 2007 -" 0.0145 ninth in tourism among metro- politan areas in Texas. The number of hotel room nights sold in the area, employment associated with tourism, and spending on tourist attractions and events has been steadily increasing over the past several years. Revenue~ Approximately $1 billion of the gross sales in 2007 were subject to the City's sales tax. In 2008, it is estimated the City collected sales tax on approximately $1.24 billion in sales. The City's portion of the sales tax amounts to 1.5% of total sales, and accounts for 40% of the City's general fund revenue. For the past several years, the revenue from sales tax has steadily increased, accounting for nearly $19 million in 2008 and expected to equal more than $21 million by 2011 (see 11cluw ADOPTED 05-28-09 1 Economic Development 4.4, Sales Tax Revenue). Using data collected from the Brazos County Appraisal District and the FY2008 City's Annual Budget, it is estimated that approximately $3.80 in sales fax revenue is collected per square foot of retail space. In the past several years, College Station has continued to see its share of fax revenues associated with the hotel/ motel fax steadily increase to nearly $3 million annually. Hotel/motel taxes collected in College Station -Bryan totaled $3.2 million in 2007, an increase of 20% from 2006 (see Figure 4.5, Hotel Revenue and Occupancy Rates. College Station maintains one of the lowest property fax rates in the State, set in 2009 at 43.94 cents per $100 of assessed value. The taxable assessed value has for the past several years steadily increased to nearly $5 billion in 2008 (see Figure 4.6, Property Taxes). d m $15,000,000 ai X $10,000,000 M N $5,000,000 Cn $0 N $3,000,000 > $2,500,000 x$2,000,000 X �- $1,500,000 m 0 $1,000,000 $500,000 d $0 3.58% 1...1�gio —. Percent Change 3.14%7.81% 26�7% P1 % 1265/. — � 2000 2001 2002 2003 2004 2005 2006 2007* 2008* 2000 2001 2002 2003 2004 2005 2006 100% I J 80% - 60% - 40% 20% 0% -- - , 2000 2001 2002 2003 2004 2005 2006 ■ Occupancy Rate ❑ Vacancy Rate Economic Development I ADOPTED 05-28-09 49.00 48.00 - 47.00 - n 46.00 - 45.00 - 44.00 - 43.00 42.00 - 41.00 - 40.00 — - L7 Ad Valorem Tax RatE Property Tax Revenue $25,000,000 - $20,000,000 - $15,000,000 $10,000,000 - $5,000,000 2000 2001 2002 2003 2004 2005 2006 2007 2008* PLANNING CONSIDERATIONS - $0 Through the planning process, participants identified various issues and opportunities associated with economic development. The considerations highlighted in this section were used in the developrneriI of the goal, strategies, and action recommendations that follow. Building Upon a Sound Foundation The Texas A&M University System, with more than 16,000 faculty and employees and nearly 50,000 students, serves as the major driver of both the local economy and much of the development pattern present in the community. Texas A&M University's dominance has contributed to the following foundational elements to our local economy: • Academe - Education is the biggest business in College Station. A significant portion of the local population derives its living directly through employment with Texas A&M University, the Texas A&M University System, or Blinn College. Still more of the population makes their livelihood indirectly by providing support services and products to these institutions and their employees. • Research - College Station benefits from the commercialization of knowledge -based activities originating on the Texas A&M University and Blinn campuses and associated entrepreneurship. Information technology, bio-technology, agriculture technology, and engineering sectors represent a few of the most promising opportunities for commercialization. With ADOPTED 05-28-09 Economic Development enrollments growing at each institution, the City and its businesses are presented with a knowledgeable and capable workforce poised to participate in these growing sectors of the economy. Retail - College Station has a hcalthy.,�; and vibrant marketplace serving students, permanent residents, and many more from throughout the Gateway toTexas region. Challenges associated with the local retail market include accommodating the retail outlets catering to both local and regional customers while still supporting locally -owned businesses, and providing retail options catering primarily to students and young professionals while offering products and services for a smaller but increasingly older and wealthier permanent population. For the foreseeable future, the local economy will continue to be built upon these elements each with their own unique opportunities and challenges. Diversifying the Economy While retail growth and the business associated with education is important, it is necessary to have investment and development that attracts and retains emerging industries, especially as there is and commercialization of products and s A&M University. The City has identified tw anticipated to play an increasingly sic economic growth and success of the City. Healthcare - College Station conti to see growth as a regional health center. This will be bolstered k projected increase in the numb( older permanent residents and realization of a medical hub withir Spring Creek District, anchored bN, College Station Medical Center. • Tourism - Fueled by events held at George H.W. Bush Presidential Librc to grow as a regional tourism cei the Northgate and Wolf Pen Economic Development I ADOPTED 05-28-09 expanding attractions such and a convention center, opportunities. Redeveloping Assets as a signature community event will broaden the tourism market Redevelopment is critical for any community to thrive or even survive through various development cycles and transitions. It is essential that redevelopment and reinvestment in underutilized facilities and properties occur. While many businesses and areas will experience redevelopment and reinvestment through market forces alone, a few select areas need some form of direct intervention by the City. • Northgate - For quite some time, the Northgate District has been the primary focus of the City's redevelopment efforts. Northgate is a vibrant urban area that is the site of numerous entertainment venues. Redevelopment efforts by the City have included property acquisition and assembly, financial incentives, utility and street improvements, parking improvements, and urban design enhancements. These efforts have yielded results including substantial private investment in the redevelopment and expansion of enter- tainment venues and in the development of high -density multi -family residences. • Linc:olri Nc,,i(jhl)Othood - The City of College Station has focused a signification portion of its Federal housing and community development dollars on the Lincoln neighborhood in an effort to stabilize the neighborhood and redevelop substandard housing. These efforts have resulted in a significant number of new housing units and capital improvements. • Harvey Road - Harvey Road has for many years served as a significant retail corridor. Several restaurants and commercial centers are located along this corridor. The area is anchored by Post Oak Mall and adjoins the Wolf Pen Creek District. Recent commercial vacancies, underutilized properties, and the need to update and renovate Post Oak Mall are but a few of the opportunities along this corridor. • Texas Avenue - Texas Avenue is one of the primary corridors that traverse our community. Several commercial properties along Texas Avenue have reached a point of obsolescence and are in need of redevelopment and reinvestment to compete in today's marketplace. Recent efforts have included the Central Station (at Harvey Road) and Texas Avenue Crossing (at George Bush Drive) redevelopments. ADOPTED 05-28-09 1 Economic Development • College Station Science Park - This property contains the former Westinghouse facility on the east side of Earl Rudder Freeway. The facility is an 180,000 square foot building constructed to build electronic components for the military. This facility has been vacant since 1999. The City has recently partnered with Lynntech to convert this property into a high-tech research and development facility. These represent a few of the most significant areas requiring direct City intervention and partnership. Other areas of the City necessitating similar actions are identified and discussed in Chapter 2: Community Character. Transitioning Incentive Offerings The City is committed to providing the necessary assistance to businesses to help them make College Station their new home or help them expand their operations if already located here. Traditionally, these incentives were focused on financial offerings. While such incentives will remain a part of the City's offerings, in the future, the City will focus less on financial incentives as part of an overall economic development incentive package. Rather, the City is turning its focus toward an enhanced service program focused on better facilitated agreements, ensuring timely and adequate investments in new or enhanced infrastructure, and providing assistance and guidance through the development and permitting process. Defining Roles The City of College Station is one of several stakeholders in local economic development. The Research Valley Partnership, the Bryan - College Station Convention & Visitors Bureau, and the Bryan -College Station Chamber of Commerce each play an integral role in attracting and retaining businesses in our area. It has become increasingly more important to define the principal roles of these entities and their relationships to one another. In times of tough regional and global competition, rapid -paced decision -making, and fiscal and political realities, it is essential that it be clear who is responsible for what and why. While acknowledging the fact that none of these organizations exist and operate independent of one another, their principal roles are defined as follows: • City of College Station Economic Development - The Department of Economic & Community Development is dedicated to promoting and supporting the continued growth and diversification of College Station's economy. The City accomplishes this through partnerships with regional stakeholders and private interests; recruitment of new businesses to the City; assistance to businesses expanding in the City; leading efforts to stabilize and redevelop areas of the City; CCrry olr C o(.1.r•.r,r. S rxi'lot Economic Development I ADOPTED 05-28-09 market the advantages of conducting business in the City; and promote emerging opportunities. The City plays a central role in enhancing the its character and identity by assisting in the identification of, planning for, and managing investment and reinvestment in, the City's neighborhoods, districts, corridors, and redevelopment areas. • Research Valley Partnership - The Research Valley Partnership is a regional partnership between the City of College Station, other municipalities, Brazos County, educational organizations, and private interests focused on creating new jobs and investment in the Brazos County region. The Research Valley Partnership role includes the identification, development, and marketing of regional business parks, such as the Next Generation Business Park; assisting with the development and promotion of research commercialization efforts, such as the Texas A&M University Institute for Genomic Medicine and the Texas A&M University Institute for Preclinical Studies; assisting with the development and promotion of business incubators, such as the Research Valley Innovation Center; the marketing of underutilized buildings and properties, such as the former Westinghouse facility; and the promotion of emerging opportunities, such as bio-science, on a national and global level. • Bryan -College Station Convention & Visitors Bureau - The Bryan - College Station Convention & Visitors Bureau is a partnership between the City of College Station and other entities to market, sell, and promote the area as a premier destination for +;i r le;sutr vel trade .c,k�: cv��rti r�r� e�ier�tc Arid activities that will attract visitors. • Bryan -College Station Chamber of Commerce - The Bryan - College Station Chamber of Commerce is a partnership between the City of College Station and other public and private organizations focused on enhancing the well-being of the businesses located in Brazos County. The Chamber accomplishes this by providing opportunities for business owners to interact and network; become informed and have input on legislative issues affecting businesses; discuss business concerns and seek solutions; and receive information that will assist in beginning or sustaining a business. ADo['"ri_?D os-as-oe 1 Economic Development GOAL, STRATEGIES, AND ACTIONS The goal for economic development in College Station is a diversified economy generating qualify, stable, full-time jobs; bolstering the sales and property tax base; and contributing to a high quality of life. Five strategies have been developed to progress toward this goal. Each strategy has a series of action recommendations designed to implement the strategy. Strategy 1: Promote and support new investment that serves regional market opportunities. • Land Use Application. Use the goals and strategies of Chapter 2: Community Character in the evaluation of rezoning requests, development of planning studies, capital improvements programming, and economic development efforts. • Further Planning. Develop economic development master plan. • Continued Partnerships. Partner with organizations such as the Research Valley Partnership focusing on regional market opportunities. • Market Analysis. Use impact -modeling to assist in determining appropriate types of development and their associated needs for long-term community sustainability. • Emerging Industries Focus. Identify and attract new knowledge - based industries, such as healthcare, bio-technology, agriculture technology, and information technology. • Incentive Policies and Guidelines. Refine and monitor adopted economic development incentive guidelines to ensure appropriateness for the types of industry that the community seeks. Strategy 2: Promote and support the establishment, retention, and expansion of locally -owned businesses. • Further Planning. Develop an in-depth study of the challenges and needs of existing locally -owned businesses. • Market Analysis. Determine market competitiveness for locally - owned businesses and seek reasonable equity between locally - owned business, chain retail, and big -box type development. • Contract Preference. Continue current policy regarding preference for local businesses in the awarding of City contracts. • College Station Business Association. Explore the formation of a College Station Business Association that will have as its focus the promotion of businesses located in the City. Economic Development Strategy 3: Promote and support the attraction of festivals, entertainment, conferences, conventions and other special events for the purpose of economic growth. • Convention Center. Develop and construct a convention center. • Signature Event. Develop, establish, promote, and execute a signature event with regional, State and potentially National recognition. • Continued Partnerships. Partner with organizations such as the Bryan -College Station Convention & Visitors Bureau focusing on the promotion of local tourism opportunities. Strategy 4: Identify and pursue redevelopment opportunities tl)(ri further desired community character. • Further Planning. Participate in the development of neighborhood, district, corridor, redevelopment and master plans to refine the concepts and strategies identified in this Plan. • Support Redevelopment and Reinvestment. Continue to lead the redevelopment efforts of areas such as Northgate and the University Drive corridor and continue to assist in the reinvestment efforts of private interests for areas including Post Oak Mall, Central Station Shopping Center, Wal-Mart, and Ramada Inn. • Mixed -Use Development. Facilitate the development of retail, employment, and higher density housing in appropriate areas with an emphasis on integrated design and pedestrian and bicycle traffic as viable transportation alternatives. • r.rppn Ri iirlinn Stnnrinrds RPePnrr.h and nrmmntP nrPPn building standards and incentives for commercial/retail development. Strategy 5: Protect and buffer prime economic generators from development that is out of character or that creates or contributes to decreased service levels. Further Planning. Participate in the development of neighborhood, district, corridor, redevelopment and master plans to refine the concepts and strategies identified in this Plan. • Impact Modeling Analysis. Develop and implement a sophisticated impact modeling tool that will assist in determining appropriate developments given selected criteria (i.e., infrastructure, transportation, land use, and demographic demands and limitations). • Development Prioritization. Create and implement an objective system to prioritize potential development based upon size, scope, type, and economic impact. The City of College Station offers its residents a wide variety of recreation and leisure experiences in locations across the community. When College Station residents were asked as a part of the comprehensive planning process 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 with respect to needs and desires for the community, were environmental protection, parks and recreation facilities, drainage and flooding concerns, and community image and appearance. Residents view parks, greenways, and the arts as necessities in College Station. Parks, greenways, and the arts 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 is expected and appreciated by current residents, business owners and visitors. PURPOSE The purpose of this chapter is to recognize and ensure the continued protection and enhancement of leisure and recreation opportunities available to the residents of College Station through parks, greenways and the arts. College Station enjoys a diverse and educated population which supports and celebrates this vital component of local quality of life. In addition, the City recognizes the value of the natural environment and its effects upon the physical and mental health of its residents. Another important function of this chapter is to set the framework for the City's parks and recreation system and greenways program for the next two decades. The City's Recreation, Park, and Open Space Master Plan was last updated and approved by City Council in2003. The Greenways Master Plan was adopted by City Council in 1999. This chapter ensures consistency and coordination with these two plans as they are updated and incorporated into this Comprehensive Plan. An update to the Recreation, Park, and Open ADOPTED 05-28-09 Parks, Greenways & the Arts I ADOP-I' D 05-28-09 Space Master Plan is anticipated for 2009. An update to the Greenways Master Plan is also anticipated for 2009 and will be a part of the Bicycle, Pedestrian, and Greenways Master Plan also discussed in Chapter b: Transportation. EXISTING CONDITIONS The City of College Station currently has over 1,305 acres of parkland and 500 acres of greenway that allow for active and passive recreation. They are classified as follows and displayed in Map 5. "1, Parks and Greenways. • Mini Parks - 7 • Neighborhood Parks - 34 • Community Parks - 8 • Regional Parks - 2 (Lick Creek Nature Park and Veterans Athletic Park) • Special - 2 (Arboretum, Conference Center) • Cemeteries - 2 (not included in total acreage above) • Greenways trials - 3 miles of paved trails College Station currently provides a wide variety of facilities and programs within these parks. Facilities available include athletic fields and courts, pavilions, playgrounds, pools and trails. Other facilities inch rdP n rPcrPntion center, teen center and snnn to he. huilt sknte park. Programs range from aquatics to sports for youth and adults as well as special events. From swim lessons, athletic leagues, and afterschool care through Kids Klub, to education classes through XTRA Education and entertainment with the Stariight Music Series. Demographics Growth and changing demographic trends are important components in determining the development of parks, greenways and the arts. College Station has an average annual rate of 3% and is projected to increase by approximately 40,000 people by 2030 for a total of over 134,000 residenls. An iricreuse in pupululion c:reules u need for u greater number and diversity of programs and facilities 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. I his may present a need for more passive recreation opportunities in the future in a system currently geared towards more active recreation. Needs Assessment A combination of standards -based, demand -based, and resource - based approaches are used to assess the need for additional parks, - - Iawe , ' CRESCENT POINTE PAR K ; N Bryan 4NIVERSITY' ! VETERA ATHLETIC RICHARD ° BILLIE MAD*CARTER ,y PARK T PARK ��r I `� s�r•� PARKWAY MERR* `•4 IONS �•• LPARK PAR(( OAKS HENSEL a PARK �° PARKeo WINDWOOD PARK ' �• EASTGATE OAKS V `• PARK THOMPARS ' ', PARK RAINTREE i �ORTH PARK ; PARKATE WOLF PEN �•` CREEK 4 STEPHCHY y,r, �•` PARK CENTRAL I ' ' ° PARK i ANDERSON EMERALD o�y PARK FOREST !fat RISo RK LEMONTRE&+j PARK o¢o��1 �� °moo Cy "4 P.ARK 'yF MILLq 1► o ' ' y LUTHER m ¢ PI� r• °� JONES �NDSTONE 1. t PARK +r► PARK BEE CREEK o�w 10 �, ym GA ARD PARK & ARBORETM ylP ~•w'"�' <<q� W.A. PAR {ci a°`y LONGMIRE 11 TARROW ODCREEK 1 e5`¢ GEORGIE rP PARK qW PARK oo as' K FITCH PARK �y¢¢ JOH 5 PAW CROMPT > SOUREST y! ` PARK PAR 2818 BOTHERS ROCK PRAIRIE RD 40 �. oe PARK SOUTHEAST STEEPLECHA Po°= O PARK + �� �"►. �¢�� �•1 J► ^ irk; PARK 41 SOUTHWOOD APARKC 4°v�•!�'w��■■ �• JACK &DOB THY OP�o � MILLERIW ■ �, 4004• �•; � PARK 0• WOODLAND HILLS PARK VELWEI ARK WESTFIELD Alf •A � SPARK � �° � �•�• EDELWEI SOUTHERN PEBBLE • Ar ' ` t G RTE OAKS m CREEK AR yss ARK �•� v '• A , REATTA MEADOW'' �► `' JfCASTLEROCK '`, ' VNOMA PARK • ItP' 40I WILLIAM D FITCH PKWY � `•^+MA CASATE PARKVw •`• COVE OF `. NANTUCKET PARK �• �,�• . A. M ♦ � 6 1 0.5 0 1 Miles 21rA �•t 40 C Adopted May 28, 2009 Map 5.1 Parks and Greenways Mini Park Neighborhood Park Community Park i Regional Park Greenways FEMA Floodplain s� City Limits KLNDIG KEAST-�. Cm hr (_,tN I rcn ST,nTc�ra ADOPTED 05-28-09 1 Parks, Greenways & the Arts recreation facilities and greenways within College Station. The standards -based approach relies on the City's goal to achieve 7 acres of parkland per 1,000 citizens (3.5 acres for neighborhood parks and 3.5 acres for community parks per 1,000). Table 5.1, Neighborhood and Community Parkland Needs (2009), displays acreages for the current parkland needs (based on population) within College Station. The potential need for additional parkland acreage to satisfy current and future demands is dotcrmincd by applying the recommended standards to the current and future population of the City. As Table 5.1, shows, based on a 2009 population of 91,009 persons (as estimated by the City's Planning & Development Services Department), College Station should have a total parkland supply of 637.06 acres. The City currently maintains 623.06 acres of parkland Neighborhood and Communil (regional parks are not included in this benchmark comparison). Therefore, 2009 00• Current based on the parkland acreage 2009 Park Acres available to the community today, the Estimated land per 000 City has a deficiency of 14 acres. The major challenge for the City will be to 91,009 623.06 6.84 maintain the current acreage in the park system while obtaining and developing sufficient land to keep - ' ' mmunif pace with the future population growth in the community. Table 5.2 shows the �, •, recommended parkland supply Projected Population (Acres)' necessary to support the City's projected 2030 population of 134,772 t34,772 623,06 persons. Based on this population Includes inini, neighborhood projection and the existing inventory of University -owned Flensel Pa in the community park categ City owned parks, College Station's Based on standard ot'3.5 act-, current parkland acreage is insufficient 3.5 acres lot- community par' to meet the 2030 acreage target. The total acreage needed to support the projected population is 943.40 acres, compared to 623.06 current acres. Therefore, the City should add 320.34 acres of community and neighborhood parkland by 2030. The demand -based approach evaluates demand and use of parks and facilities as well as levels of participation in recreation programs. It also involves public involvement techniques (telephone surveys, interviews, focus groups, etc.) that provide insight into user preferences and desires. The comprehensive planning process included a community -wide survey, public meetings, and focus groups. In 2005, a Needs Assessment was also initiated in collaboration with the Department of Recreation, Park and Tourism Sciences at Texas A&M 637.06 1 -14 943.40 1-320.34 Parks, Greenways & the Arts I ADOPTED 05-28-09 University. Focus groups, a public meeting, and a community - wide survey were conducted to aid and guide the City in long- range planning decisions concerning the needs of residents. The resource -based approach considers the protection of natural and cultural resources and determines how they can best be utilized. This includes the City's greenway system, historic sites, and cemeteries. The Bicycle, Pedestrian and Greenways Master Plan will further define the manner in which stream corridors are utilized. _ These three 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 will further address land, facility and program needs that surfaced through this planning process. PLANNING CONSIDERATIONS Through the comprehensive planning process, College Station's residents identified various issues and opportunities facing the community with regard to parks, greenways, and the arts. The planning considerations highlighted in this section shaped the development of the goal, strategies and action recommendations that follow. Maintaining a Premier Parks and Recreation System 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. Continued Development of a 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 needs. A comprehensive parks and recreation system also offers a variety of park classifications, ranging in size and focus from regional (larger) to neighborhood parks (smaller), to satisfy diverse needs. Regional parks (typically serve the majority of residents and a regional or thematic focus like Lick Creek Park (Nature Park) or Veterans Park & Athletic Complex. Community parks serve residents within a two- to three-mile radius with expanded or more active recreation ADOPTED 05-28-09 1 Parks, Greenways & the Arts spaces, and facilities, such as Stephen C. Beachy Central Park or Southwood Athletic Park. Neighborhood parks serve the daily recreational needs of residents and are usually within walking distance. 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 also contribute to the aesthetics, natural beauty, property values, and sustainability of the City. Being a City faced with future growth and land development, College Station will see an increased demand for a parks and recreation system. To meet this increasing demand, mechanisms that encourage joint acquisition, development, and funding of public spaces will help the City stretch local resources for the development and redevelopment of its parks. Coordination and collaboration among agencies, such as with Brazos County, College Station Independent School District, the City of Bryan, Texas A&M University, developers, and other local agencies and organizations would mutually benefit all interests. It eases the municipal tax burden related to parks and recreation demands and, at the same time, enhances the quality of parks and recreation facilities and programs. Coordination, Collaboration, and Adequate Funding In a City that is faced with future growth and land development, 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 Parks, Greenways & the Arts I ADOPTED 05-28-09 for the development and redevelopment of its parks. Coordination and collaboration among agencies, such as with Brazos County, College Station Independent School District, the City of Bryan, Texas A&M University, developers, and other local agencies and organizations would mutually benefit all interests because it eases the municipal tax burden related to parks and recreation demands and, at the same time, 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 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 recreation. Considerations for the community include: (1) promoting land acquisition in order to maximize City protection, public use and enjoyment; (2) creating connections to key destinations with greenway trails; and (3) natural resource stewardship through conservation, preservation and restoration. Since the adoption of the first Greenways Master Plan by City Council in 1999, 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 (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. 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 including floodplain mitigation, trails, recreation, alternative modes of transportation, protection of wildlife and plants, increased real estate values to adjacent properties and ADOPTED 05-28-09 1 Parks, Greenways & the Arts tourist revenue. The greenways program and its benefits are still new to the community and will require education and promotion to be successful and effective. Connection of Parks, Schools, and Neighborhoods Using Greenways Greenway trails can connect people and places by providing an alternative mode of transportation for bicyclists and pedestrians. These linear corridors create opportunities for regional connectivity between neighborhoods, parks, schools, transit stops and a variety of key destinations that are convenient and safe. The benefits of the parks and recreation system are also enhanced as they become more readily accessible to residents through these trails. The City will need to 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 t incorporated into the location and < ensure safety and accessibility. Natural Resource Stewardship through Conservation, Preservation and Reston There are a variety of open spaces Extraterritorial Jurisdiction, and the Ci that encompass important riuluiul re. protection. Land along major rivers River, Carter Creek and their flood drainage easements, and agricult Jurisdiction, offer opportunities f< conservation, preservation, or restorat to develop, protecting its valuable n< in maintaining the aesthetic charact the community. j Restoring and protecting natural area recreation opportunities and genera Rivers, streams and their riparian b, prevent flood damage, protect wild Parks, Greenways & the Arts I ADOPI 1-D 05-),X 01, groundwater resources, provide for storm water 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. Recognizing and Supporting the Arts and Other Leisure Activities As both the home of Texas A&M University and a growing, vibrant community in its own right, 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 also make it more attractive to current and potential new residents, retirees, and businesses. fhe 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 non-profit partners, the City faces the challenge of being responsive to diverse wants and needs while attempting to focus on some core otterings so that a high quality facility and/or service can be provided and maintained over time. The City also has a role to play in more passive aspects, such as ongoing 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. GOALS, STRATEGIES, AND ACTIONS The overall vision for College Station's community in the years ahead is to achieve and maintain a diversity of parks, greenways and the arts for leisure and recreation as well as for entertainment, education and culture to achieve a high quality of life for all residents and visitors. The three strategies in this section elaborate on these themes and community priorities. Strategy 1: Maintain and expand the parks and recreation system as well as its facilities and programs consistent with growth expectations. ADOPTED 05-28-09 1 Parks, Greenways & the Arts • Plan Update. Complete an update of the 2003 Recreation, Park, and Open Space Master Plan. • Needs Assessment. In addition to periodic plan review and updates, a comprehensive, community -wide needs assessment should be completed at least every five years to evaluate facilities and programs provided by the Parks and Recreation Department. • Secure more Parkland. Continue to provide adequate land for future neighborhood, community, and regional park development. The Parkland Dedication Ordinance should continue to ensure community and neighborhood parkland dedication in the City limits and the Extraterritorial Jurisdiction. Additional methods should be used to supplement this effort in order to acquire prime parkland that is quickly disappearing through land development. This can be achieved through the Capital Improvements Program, public and private partnerships, and grants. • Park Development and Enhancement. Invest in the rejuvenation of existing parks as well as complete improvements already detailed in previously approved master plans for specific parks and recreation facilities. Also develop additional master plans as appropriate (e.g., for future park development in the vicinity of the Rock Prairie Landfill once it closes, and for a skate park). • New and Enhanced Programs. Pursue new programs and ongoing priorities that meet the needs of a growing and changing population. • Coordinated Improvements and Programming. Implement new and improved facilities and programs with other agencies and entities partnership opportunities are availably • Role of the Private Sector. Encoura( facilities and programs that are ur exceeds supply through private spon as additional swimming pools, a wate • Park Maintenance. Further refine par that address growing needs of parks and re-evaluating level of service star • Communication and Marketing. E accessibility to programs and fac website, publications and media outl( • Resource Protection and Sustainabil and budget for streetscape and gat( Parks, Greenways & the Arts I /vo(w i i, i) o:� >s o,) the planting of native trees and other vegetation to improve neighborhoods, transportation corridors and other public places to create a greener City. Strategy 2: Preserve and enhance the greenways system of linear open spaces and trails for their intrinsic and functional value. Plan Update. Complete an update to the 1999 Greenways Master Plan. Target Natural Corridors. Designate key areas as "natural corridors" for phased greenway acquisition and development (specifically, the portion of Carter Creek from University Drive (SH 60) to the confluence with the Navasota River, and Lick Creek, from Pebble Creek Subdivision to the confluence with the Navasota River). Focus on Acquisition. Determine additional methods to secure greenways that will help to establish the system. Utilization of grants, public and private partnerships, and the Capital Improvements Program should incentives that encourage developers to greenway trails. Connections between should be explored, as well as overlay Kation opportunities and conservation rotes. Amend the drainage ordinance to )r widths and channel guidelines to protect mend the Parkland Dedication Ordinance ant recreation opportunities available in .ey Connections. Create connections ;lements of the parks and recreation system ations. i and Accessibility. Design and construct end accessible trails that minimize impact and promote scenic views and es. Encourage developments that are Drds and designed for accessibility to lance. Develop maintenance standards for 3. Costs of ongoing maintenance should be initial budgeting (or new or extended ADOPTED 05-28-09 1 Parks, Greenways & the Arts • Coordination at all Levels. Promote cross -jurisdictional and inter- agency coordination on greenways acquisition, maintenance, funding and network expansion. Encourage neighborhood associations and other organizations to assist with upkeep (adoption programs) and inventory (wildlife, vegetation, wetlands and other natural features). Strategy 3: Create and promote the arts through entertainment, educational and cultural opportunities that serve a variety of interests and abilities. Leadership and Partnership. Continue the City's direct engagement, promotion and support of local and regional arts through representation on the Board of Directors of the Arts Council of Brazos Valley (ACBV), and through direct annual budget allocations to the Arts Council of Brazos Valley from the City's hotel occupancy fax revenue. Facility Potential. Determine whether the City, potentially in coordination with one or more other partners, should develop a performing arts facility. It should also be determined whether the City's anticipated new convention center (to be at the redeveloped Chimney Hill Shopping Center on University Drive) can and will include a performing arts component with appropriate space and design (e.g., theater/stage size and seating range, potential dual large and small performance spaces), either initially or through potential future expansion phases. Wolf Pen Creek District. Continue to promote the multi -purpose mission of the Wolf Pen Creek District, particularly the City's intent as an area to live, work, and play. Northgate Promotion. Continue to implement the Northgate Redevelor Plan, particularly as it relates to promoti< in the area, and especially to provide talent. Redevelopment Opportunities. T redevelopment activity in coming years apartment blocks are likely to be redor uses and/or use mixes, monitor opportur space or other components into redeve U Parks, Greenways & the Arts I ADOPTED 05-28-09 • Arts Related Programming. Continue the City's role in nurturing young local artists and offering leisure and educational activities to adults and seniors, such as through the Senior Xtra Education program. • Direct Promotion. Continue direct promotion of local cultural and entertainment offerings through the City's own website, and in coordination with the Bryan -College Station Convention & Visitors Bureau. • City Staff Support. Continue to provide direct staff support for arts and cultural offerings. Public Art. The City should continue to support a community -wide installation and maintenance program in conjunction with the Arts Council of Brazos County, the City of Bryan, Texas A&M University, Brazos Valley, and the Texas Department of Transportation. By living in a growing university community, College Station residents have mobility options beyond the private automobile, including designated bike routes, an extensive sidewalk network, and local transit services. ADOP"T'ED 05-28.09 Residents have voiced their support for a transportation network that better manages congestion; offers more travel options and choices; and is sensitive to the neighborhoods, natural areas, and districts. The challenges facing the current transportation system demand strategic thought about how College Station plans land uses, designs projects, and makes the system more bike friendly and walkable. It is also necessary that significant expenditures be made to add capacity to our existing roadways and to build new streets. The City must also keep planning for to ensure adequate right-of-ways exist to accommodate the needs of future generations, while not compromising future transportation options. Developing a successful transportation plan requires a thorough understanding of current conditions, opportunities, challenges, and preferred outcomes. PURPOSE The purpose of this chapter is to ensure orderly and integrated development of the community's transportation network, considering not only facilities for automobiles, but also transit, bicycles, and pedestrians. This chupler includes the Thoroughfare Plan, identifying the network's roadway needs for the next 20 years. It also includes an overview of the planning considerations associated with the City's transportation needs and a discussion of context sensitive solutions. It also serves as the foundation for the Bicycle, Pedestrian, and Greenways Master Plan. Finally, there is the identification of strategies and action recommendations that will facilitate the development of the transportation system. EXISTING MOBILITY Street Network The thoroughfare network in College Station and its Extraterritorial Jurisdiction consists of more than 200 miles of existing streets. The freeways and a Transportation I AI)OPTEDo5-28-09 majority of the arterial streets are part of the Texas Department of Transportation system, with the remainder planned, built, and maintained by the City and Brazos County. Many of the freeway and arterial streets have seen dramatic increases in traffic volumes over the past decade, necessitating substantial capacity improvement projects, such as the widening of Texas Avenue, interchange improvement on State Highway 6, and improvements on Wellborn Road (FM 2154) and Harvey Mitchell Parkway (FM 2818). Current traffic counts on various roadways across the community are displayed in Map 6.1, Existing Traffic Volumes. Increases in traffic volumes have resulted in peak hour congestion along certain corridors and at specific intersections. These hotspots are dispersed throughout the City, but tend to be found most often where two high -volume roadways intersect. In addition to increases in traffic volume, intersection design, traffic signal operations, driveway locations, and adjacent land uses each contribute to the decreased service levels in these hotspots. The College Station: Existing Conditions report, prepared to accompany this Plan, provides detailed information about the current thoroughfare network. The level of service on area roadways in 2007 is displayed in Map 6.2, 2007 Level of Service. transit A variety of orgnni7ntinns provide transit service in College Station, with the primary provider being Texas A&M University. Other providers include The District and the Brazos Valley Area Agency on Aging. Additionally, the College Station Independent School District operates a large fleet of buses used to transport students to and from its schools. Texas A&M University has operated a transit system for students, employees, and on -campus visitors since 1982. The system currently consists of 95 buses operating 13 off -campus routes in the cities of Bryan and College Station, every day of the week. In addition to these fixed off -campus routes, the system also includes seven on -campus routes, a door-to-door shuttle service for disabled students and employees, an airport shuttle between campus and Easterwood Airport, and charter services. During home football games, special game day transportation is provided, shuttling riders between the campus and park -and -ride lots located at Post Oak Mall. Based on the latest available data, the daily ridership on the fixed off -campus routes averaged more than 18,000 passengers and on -campus routes averaged nearly 15,000 passengers (2004). The District, first established as the Brazos Transit System, has operated transit routes for the general public since 1982. Services extend across a 16-county area in southeastern Texas. The system currently operates eight fixed -routes in the cities of Bryan and College Station, Monday �AOFT Q5 X., 1 0.5 0 1 1 N111— IIIIIINEZ:��� Source: Kimley-Hom & Associates F � -�\'` \�h � ',, �' ter..., \/ i / f / ` ,\\� XI >/ L z e, Jco 0., x - 6 /* Jj iCK PRAIRI 'Map 6.1 Existing Traffic Volumes Avg. Daily Traffic ,Ov 0 - 5,000 5,000 - 15,000 15,000 - 25,000 25,000 - 40,000 ^0' 40,000 - 65,000 IV 65, 000 - 100, 000 City_Limits City Limits ETJ i ' Railroad 4OF4 "i CI'IY0FCOIA.kGF Srrvrm KENDIG KEAST Klmley-Horn CIE "— and Associates, Inc, Adopted May 28,2009 Itr o I I I Map 6.2 2007 level of Service Level of Service A- B C D E -F Water J', I City Limits �J —f--' Railroad (*— hro" Crry OF COLLEGE STATION -KBNDIG KsAsr=� Kimloy-Morn 'j C 0 , , , , 0 1 A I , . , m and Associatos, Inc. ADOPTED 05-28-09 1 Transportation through Friday. In addition to these fixed -routes, the system also includes limited door-to-door services for elderly and disabled residents and demand response (by schedule) door-to-door services, with a preference to persons with medical appointments. Based on the latest available data, the annual ridership for the system in the cities of Bryan and College Station was more than 270,000 passengers (2001). Map 6.3, Existing Transit Routes, displays the existing bus transit routes in College Station and Bryan. 1 ?w' ! Bryan/College station Transit Routes The Brazos Valley Area Agency on Aging operates a demand response (by schedule) door-to-door service for elderly residents of College Station with a preference to persons with medical appointments. This service is coordinated through the Brazos Valley Council of Governments. The College Station Independent School District operates a fleet of 48 buses, including eight buses designed and used for special needs. Currently, the system consists of 42 routes serving 12 schools and more than 2,500 of the 9,000 students enrolled in the district. i Bicycle and Pedestrian Facilities College Station currently accommodates bicyclists by on -street bike lanes, off-street multi -use paths, and Signed bicycle routes. Pedestrians Transportation I i 1`0 Os )8 uO are accommodated by a network of sidewalks and multi -use paths. Over the past couple of decades, the City has adopted a series of master plans addressing the bicycle and pedestrian needs of the community. Each of these plans has initiated actions and funding approvals by residents, resulting in 32 miles of on -road bike lanes, three miles of off -road multi -use paths, 50 miles of signed bicycle routes, and 106 miles of sidewalks dispersed throughout the City. Texas A&M University has a similar network, facilitating bicycle and pedestrian movements on campus. Aviotion Easterwood Airport connects the City of College Station to other metropolitan areas of Texas and the Nation. The airport has been owned and operated by Texas A& M University since 1938 and is served by two commercial airlines, as well as offering general aviation services. The airport encompasses nearly 700 acres, including three runways - one primary and two crosswind runways. The airport includes a passenger terminal constructed in 1990 and recently remodeled, as well as a general aviation terminal remodeled in 1994. Recent data (2005) indicates the airport had total aircraft operations of more than 60,000, with more than 60% of the operations involving general aviation aircraft. In 2008, the airport served more than 150,000 passengers through commercial operations, slightly fewer than the numbers served in the preceding year. Pending Projects The City of College Station and other regional transportation providers, ihrni irvh partnership +h +I I �i_.i _._ oua � v in i III UI ya (-College "olio I i eilupu1ijurl Planning Organization, have identified transportation projects needed to meet increasing demands. These projects are identified in a number of plans and studies, but most important are those projects identified in the City's Capital Improvements Program, the City's most recent bond approval, the State's Transportation Improvement Program, and the Metropolitan Planning Organization's Transportation Improvement Program. These documents identify projects that have finding either authorized or appropriated for land acquisition, design, and construction, and are therefore imminent. Projects on these lists include the following: • State Highway 6 ramp and interchange improvements; • Barron Road - State Highway 6 interchange construction; • Barron Road widening; • William D. Fitch Parkway widening; • FM 2154 and FM 2818 grade separation; • Bee Creek Trail design and construction; Spring Creek Trail design and construction; and, Texas A&M University bus system improvements. For a complete list and project details, consult the documents previously referenced. PLANNING CONSIDERATIONS Future Conditions With the population projected to increase by approximately 40,000 persons by 2030, traffic, too, is expected to increase substantially. With increased traffic comes the potential for increased congestion and degradation of levels of service. However, this growth will also increase the demand for pedestrian, bicycle, and transit facilities. A travel demand model was prepared for this Plan, in the manner depicted in Figure 6.1, Activities Analyzed by Travel Demand Model, using projected population and employment growth based on the Future Land Use & Character map. The model was used to aid in the determination of Urban 0. Trip Activity Frequency Destination Choice 1 Mode Choice 1 1 Roadway Route Choice Oio the transportation network needs, to refine the Future Land Use & Character map, and for identification and prioritization of the recommended capital expenditures. Without significant investments in new and expanded roadways, pedestrian and bicycle facilities, and transit, the estimated travel demand will result in increased congestion and a degradation of level of service in numerous locations. To be successful, transportation investments Must be accompanied by significant increases in transit ridership and the reduction of vehicle trip and travel distance through better land use planning, increased use of bicycles, and improved walkability. Map 6.4, 2030 Lanes with Programmed Projects, displays the number of lanes required to accommodate the projected traffic volumes in 2030. Map 6.5, 2030 Traffic Volumes with Programmed Projects, displays the projected traffic volumes on College Station roadways in 2030. Regional Transportation Network The City of College Station is only one of many entities involved in the planning, construction, and operation of transportation facilities. The Bryan -College Station Metropolitan Planning Agency, the Brazos Valley Council of Governments, and the Texas Department of Transportation each have their own role in transportation planning, funding, H i l 77: 1 Transit Route Choice Transportation I ADOPTED 05-28-09 construction, and maintenance. The Metropolitan Planning Organization serves as the regional partnership that coordinates regional transportation planning and manages federal transportation funding that comes to the region. The Organization maintains the region's Metropolitan Transportation Plan and the Transportation Improvement Program. The Brazos Valley Council of Governments is a regional partnership focused on a variety of topics of importance to its members. The Council is involved in planning for and operating transit services for the elderly through the Area Agency on Aging. The Council also assists the City in its involvement with the Texas High Speed Rail Initiative and the establishment of a regional mobility authority. The Texas Department of Transportation is responsible for planning, constructing, and operating most of the City's primary mobility corridors, including State Highway 6, Harvey Road (State Highway 30), William D. Fitch (State Highway 40), Harvey Mitchell Parkway (FM 2818), Wellborn Road (FM 2154), and Texas Avenue. The Department also partners with the City to enhance landscaping within State highway rights -of -way, bicycle facilities funding, and railroad crossing safety improvements. It is critical that transportation planning in the City be coordinated with each of these partners so that the City's transportation system supports the mobility needs of the region. ltfvr�il Transit will need to play an increasing role in the City's transportation system in order to provide travel choices and minimize expenses in ex,pandinn rr,nr!\A/r-N/ %A/kilo -r;Ai-- vCI vC,I a -A .'J 7 .- r._ r v.iy Np JlVl,%-A congestion relief today, the fragmented and limited system of current transit services will not be sufficient to meet future needs. The City is a partner in the Texas High Speed Rail Initiative which, if constructed, would provide high-speed commuter rail services to College Station, connecting it to the major metropolitan areas of eastern Texas. Bicycle and Pedestrian Facilities Expanded bicycle and pedestrian facilities, as part of an integrated multi -modal transportation network, needs to offer alternatives to vehicular travel and aid in reducing the vehicle miles traveled, and thus the costs associated with extensive roadway expansion. Aviation Continued modernization of Easterwood Airport and protection from incompatible land uses are essential to the long-term viability of airport operations. The presence of commercial airline service adds a critical and valuable element to both the City's transportation network and to its competitive advantage over other areas in the region. Map 6.4 2030 Lanes with Programmed Projects Lanes in 2030 6 4 3 2 1', i City Limits L-J 1 1 Railroad CII F� IE GIH_EGE STATION KFNDIG KEAST Khlay-Horn c u i n e o c I i v[ and Associates, Inc. Source: Kimley-Hom & Associates Adopted May 28, 2009 I I C 1 0.5 0 1 &1110 Source: Kimley-Hom & Associates Z r _ a ROCK PRAT iERD /n / f J Map 6.5 2030 Traffic Volumes with Programmed Projects Avg. Daily Traffic " 0 - 5,000 " 5,000 - 15,000 15,000 - 25,000 N 25,000 - 40,000 N 40,000 - 65,000 N 65,000 - 100,000 ;r r I City Limits �J ETJ + 1 Railroad t a r w Col .1-r cr. S,rxrloK -( KEN DIG KEAST ^ Kimley-Horn Adopted May 28, 2009 Cof_ \ and Associates, Inc. Connectivity Poor transportation connectivity can degrade the overall efficiency of the transportation network as the majority of trips are funneled to a few corridors. Connectivity in College Station is limited, especially where constrained by natural features, such as floodplains. Neighborhood opposition and development oriented around cul-de-sacs has limited connectivity in the City. Future transportation system effectiveness necessitates improved connectivity to facilitate multiple routes to move traffic to and from destinations. Otherwise, traffic congestion will increase and will increasingly push 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. Extraterritorial Jurisdiction This Plan proposes a land use pattern and growth management efforts that, if successful, will minimize the amount and intensity of development occurring in the Extraterritorial Jurisdiction. Still, the Extraterritorial Jurisdiction will continue to see some level of development. It will also continue to expand in size through annexation and should therefore be connected to the rest of the planning jurisdiction. It is essential, though not currently necessary for capacity, that the Thoroughfare Plan in the Extraterritorial Jurisdiction ensure the reservation of adequate rights -of -way in a pattern that is dense enough to provide connectivity through the area beyond this planning horizon. Relationship to Land Use Pattern A very close relationship exists between the transportation network and the land use pattern. For example, high -volume six -lane roads, designed exclusively for the private automobile, tend to attract uses such as big -box retail and large apartment complexes, while repelling other land uses such as single-family homes. 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 Concept Map and Future Land Use & Character map define an approach to land use planning and design that, when combined with the proposed context sensitive solutions approach, will strengthen the transportation -land use relationship in a positive manner. Bus Rapid'Transit (BRT) is a broad term given to a variety of transportation systems that, through improvements to infrastructure, vehicles and scheduling, attempt to use buses to provide a service that is of a higher duality than an ordinary bus line. The goal of such systems is to approach the service quality of rail transit, in -- - `timeliness and Is. while still the Cost savings ansit relative to )ital intensive rail Sensitive is (CSS) is a approach to the rid planning of wion projects. es the competing stakeholders early decision making Its benefit comes flexibility in the on of projects different standards went transportation Transportation I ADOPTED 05-28-09 Build -out Conditions Though beyond the scope, the framework of this Plan must, consider the transportation needs of the community as it approaches build -out, that is, as it approaches the complete development of all developable land in the City. This is necessary to ensure that actions taken within this planning time -frame do not preclude future options. Even better, it is to ensure that actions taken within this planning time -frame actually offer more opportunities for future decision -makers. An example of this approach is ensuring that rights -of -way are reserved in the Extraterritorial Jurisdiction for a future street system, even though this capacity is not expected to be necessary within this planning timeframe. This Plan projects a 2030 population of approximately 134,000. The Future Land Use & Character map contained in this Plan identifies land uses capable of accommodating an ultimate population of approximately 196,000 within the current City limits. Planning for land uses capable of accommodating a larger population than is projected for the City provides a margin of error and allows for market flexibility. The transportation network needed to serve the build -out population could differ considerably from that proposed to serve the projected 2030 population. More efficient and higher capacity streets, increased access mni-ingement along heavily traveled corridors, increased reliance on transit, bicycling, and walking, and the emergence of dense mixed -use development are just a few of the possible needs to serve the build -out population. This Plan must respond to this possible future by providing a high ievei of connectivity with and to each travel mode; ensuring that rights -of -way are appropriate to accommodate future roadway expansion; access management is employed where appropriate; street designs promote multi -modal solutions and allow expansion into services such as bus rapid transit; and land use designations enable dense mixed -use development where and when appropriate and necessary. CONTEXT SENSITIVE SOLUTIONS This Plan proposes the use of context sensitive solutions to meet the City's transportation needs and supporl ils land use and character objectives. Context sensitive solutions, as promoted by The Federal Highway Administration and the Institute of Transportation Engineers, is a way of planning and building a transportation system that balances the many needs of diverse stakeholders and offers flexibility in the application of design controls, guidelines, and criteria, resulting in facilities that are safe and effective for all users regardless of the mode of travel they choose. The basic principles of context sensitive solutions include (Context Sensitive Solutions in Designing Major Urban Thoroughfares for Walkable Communities, ITE: 2006): • Balance safety, mobility, community and environmental goals in all projects; • Involve the public and stakeholders early and continuously throughout the planning and project development process; • Use an interdisciplinary learn Tailored to project needs; • Address all modes of travel; • Apply flexibility inherent in design standards; and, • Incorporate aesthetics as an integral part of good design. The use of context sensitive solutions in transportation planning can help ensure projects respond to the community's transportation needs, values, and vision for the future, helping specific projects move from design to construction faster and with less objection. This Plan includes the long-range planning of the transportation system, in which context sensitive solution facilitates the planning of a transportation network integrated into the long-range land use and character strategies of the City. This approach allows the City to define the mobility needs of each of the system users. The transportation network should ensure reservation of rights -of -way needed for the ultimate thoroughfare width based on long-term need. The spacing of thoroughfares should be standardized and support the strategies of the Plan. For example, arterials spaced as far as one -mile apart may carry the anticipated traffic but will likely require six lanes, which may be inappropriate for some contexts. Closer spacing of arterials could carry the same volume of traffic but reduce the number of lanes necessary. Likewise, collectors spaced close together (one -eighth mile) result in lower 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. In general, context sensitive solutions are focused on streets that play the most significant roles in the local transportation network and that offer the greatest multi -modal opportunities - arterials and collectors. 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 and are discussed elsewhere in this chapter. Similarly, i local or residential streets are generally not the focus of context sensitive solutions, while they should be designed to accommodate bicycles and pedestrians and should be interconnected to one another and into the larger transportation network. Transportation I ADOPTED 05-28-09 THOROUGHFARE PLAN The Thoroughfare Plan is based on the projected transportation 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 purpose of the various transportation corridors - that is what they need to function as, such as an arterial or collector. This information also aided in identifying the location of new roads needed either for capacity enhancements or to provide connectivity, as well as the number of lanes needed for each of the streets in the network. Three transportation 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 adopted as part of this Plan. Each of the scenarios considered is briefly discussed in the following. The selected scenario is further described through the accompanying maps and graphics. Current -Network Option This scenario would focus future efforts on maintaining the streets and lanes currently in place, with the additional construction of new streets to serve private development. This scenario would result in incrcased congestion and degradation of levels of service in some of the busiest areas. Although some locations may experience unacceptable levels of congestion and delay, much of the network will likely continue to function at acceptable levels of service. It is also possible that the scenario would promote a greater reliance on transit or alternative modes of travel, though without the construction of additional facilities, the success of even these options is questionable. Though offering some advantages, such as more efficient use of some of the road corridors, affordability, and increased use of alternative modes of travel, this scenario was rejected due to the increase in unacceptable levels of congestion, which conflicts with the community's desire to manage and reduce congestion. Programmed -Project Option This scenario focuses future efforts on expanding the capacity of existing streets, adding new streets and increasing multi -modal facilities and options as currently programmed - that is projects that have funding authorized or appropriated. 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 multi -use paths, and continued maintenance of the existing ADOPTED 05-28-09 I Transportation transit system. It is 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 accommodates the projected increase in vehicle miles; however it also results in a slight increase in congestion and degradation of levels of service in specific areas along the network. This scenario is dependent on an increase in the use of alternative modes of travel, which could be encouraged through multi -modal design with the new construction. A modified version of this scenario has been 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 Extraterritorial Jurisdiction to reserve rights -of -way for future needs and facilitates connectivity. Congestion -Reduction Option This scenario focuses future efforts on substantial expansion of roadway 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 multi -use paths, and continued maintenance of the existing transit system. It is 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 accommodates the projected increase in vehicle miles, with a decrease in congestion and maintenance or improvement in levels of service throughout the network. This scenario is dependent on an increase in the use of alternative modes of travel, though the general lack of congestion and abundance of six -lane streets could 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 is the preferred scenario based on its multi -modal cost-effective approach to managing increasing transportation demands balanced with other community goals and objectives. The preferred scenario includes Transportation I ADOP VF D 05-.25-09 completion of all of the programmed projects. Additionally, the Thoroughfare Plan in the Extraterritorial Jurisdiction must be enhanced to reserve rights -of -way for future needs and promote connectivity. 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 systems 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 in College Station are divided into five classes: freeway/expressway; major arterial; minor arterial; collector; minor collector; and local or residential street. Freeways/expressways are intended to carry the highest volumes of traffic for the longest distances with the least amount of direct access. By contrast, local residential streets are intended to carry low volumes of traffic at slow speeds for short distances, offering the highest level of access and connectivity. Functional classification identifies the necessary right-of- way width, number of lanes, and design speed for the streets. Map 6.6, Thoroughfare Plan a Functional Classification, displays the functional classifications for current and future proposed roadways. Context The first step in determining the appropriate context sensitive solution for streets is to define the contexts through which they travel. This step is accomplished by evaluating the Future Land Use & Character map and defining the context of segments of the transportation corridor. For the purposes of this Plan, five context classes are used as listed below and illustrated in Figure 6.2, Link between Development Character and Roadway Design: • Urban Mixed Use (an example is Northgate). • Urban (an example is the area surrounding University Drive between Texas Avenue and State Highway 6). Mixed Use Urban Mixed Suburban Suburban _. --- -- venue 4 Lane Estate/Rural Avenue 2 Lane Boulevard 6 Lane Boulevard 4 Lane Street -- - - -Nll-- - - 4..'� 'IFie� !� . . i, � y, iii 1 L ? Map6 Bryan 6 i - d Thoroughfare Plan - Oak Functional Classification ose County Road 175 N� Grade Seperation ._,County Road 173 < T— Exp reeve ressw F ay ay 6 Lane Major Arterial A) �. 4 Lane Major Arterial , 30 H'9hway , I •%erg �'. ��� 4 Lane Minor Arterial i \*,F° ;rx ` �: _4 Lane Major Collector / I, Ile Kf""IRIE 2 Lane Major Collector QCJ 281$= Q —2 Lane Minor Collector Floodplain \ .I City Limits 40 ETJ I P ) { �� —F—� Railroad �\ 7 , ka� IN � L , r q �Z Source: City of College Station Gtrr or UOUEGE NFArron KEN I Kf I�GAST I�r, Kimley-Horn N A , , y p ►!� .. and Associates, Inc. Adopted May 28, 2009 v /, ,/a'�`..-.....,✓"��% 9/ i ` �}� it Fie Oak ! Map 6.7 Thoroughfare Plan ose ly Context Class 1 d ' R ro Count Road ` Mixed Use Urban -_- ,. r, / • �� „ie'ounty Road 17 Urban t,. t N� r-. ;•, ) Restricted Suburban General Suburban St eHighway30 c 4� Estate/Rural •-' : / '.i 'SF�% , ��i /` i;; \ ✓ /�,� I6 - v r Flood plan RD 2s1s� City Limits s - M a �,•. ,mow, l tiETJ �Xu�1 Railroad p 9 ■ I t a � � ,; -� j a �1 I• f. - - % 4 �l J- t� a r o i G I jL CI ca Conrek,r Scruon t os o 1 y \\ / +" �f KEND[G KEAST ��, Kintley-Horn �%71te 7 \ , — _ .. /\ , < < . e o o a F . and Associates, Inc. Adopted May 28, 2009 Source: City of College Station ADOPTED 05-28-09 1 Transportation • General Suburban (an example is the area surrounding Holleman Drive). • Restricted Suburban (an example is the area surrounding Stonebrook. Drive). • Estate/Rural (an example of Estate is Foxfire Subdivision and an example of Rural is the area around Peach Creek). FuncRonal CksssNkaHon Major Arlerial Minor Arterlol Colleetor Minor Collector Map 6.7, Thoroughfare Plan - Context Class, identifies the context class along each segment of major arterial, minor arterial, collector, and minor collector corridors in the City. Thoroughfare Type With the functional classifi-cation and context class defined, the thoroughfare type can be defined. There are three thoroughfare types: Boulevard, Avenue, and Street. The thoroughfare type is used to establish the design criteria of street. Figure 6.3, Correlation between Functional Classifications and Context Classes, displays one or more thoroughfare types for each functional classification. Specific cross- section designs for each of Iese thoroughfare typos depend on the context class identified in Map 6.7. Map 6.8, Thorough -fare Plan - Thoroughfare Type, identifies the appropriate thoroughfare type for each of the functional classifications. Design Once the functional classification, context class, and thoroughfare type are known, the specific cross-section designs can be determined for the street or street segment. Context sensitive solutions divides the right- of-way into two design components - roadside and travelway. Each of these has D W Thotoughlare Two �U N 2 Rf N Edge I Furnishings I Throughway I Frontage Zone Zone I Zone I Zone Transportation I ADOPTED 05-28-09 specific sub -components as described through the following text and Figure 6.4, Roadside Design, and Figure 6.5, Travelway Design. Sub -components of Roadside Design • Edge Zone - The space needed to accommodate opening and closing of car doors and overhanging vehicles. • Furnishings Zone - The space needed to accommodate street trees, landscaping, and street furnishings. This space may also be used to accommodate utilities. • Throughway Zone - The space needed to accommodate the uninterrupted flow of pedestrians. Sidewalks are located in the throughway zone and in urban contexts may extend into the furnishings and frontage zone as well. This space may also be used to accommodate utilities. • Frontage lone - The space between the throughway zone and the right-of-way line or building facade. This space may include sidewalks and in urban contexts may accommodate outdoor seating or merchandise displays. In suburban contexts this may also be used to accommodate utilities. Sub -components of Travelway Design The sub -components of the travelway may include on -street parking, bike lanes, travel lanes, or medians. Each of these sub -components of design has been incorporated into the cross -sections included in this chapter. Additional consideration must be given for access management, cross -walks, bus stops, transition between designs, pedestrian refuges, and intersections. Each of these is discussed further in this chapIuf. The Street Cross -Section Standards (located at the end of this chapter) provide a preliminary set of design criteria for both the roadside and travelway design. Additional design criteria are provided within the City's Unified Development Ordinance and the Bryan -College Station Unified Design Guidelines. O r Oil M 6.8 i _ � Map Thoroughfare Plan erya , �` Tho T L rough are Type o . t Oak 1" ��. �/ � Highway Freeway/Expressway /�� o� v. J �� - ; Boulevard, Lane Mixed Use Urban county Road 1 5 ro y Urban O6untyRoad,73 = General Suburban L - Restricted Suburban Estate/Rural Boulevard 4 Lane J I' / i •* �� �O / state Highw Mixed Use Urban N. . Urban z� General Suburban �' �!�OCPRAt RD 1 Restricted Suburban ' S ♦( :" 2818 / .00 Estate/Rural ` ° r Avenue, 4 Lane — Mixed Use Urban Urban an General Suburban c \\ _� � � � \ � �• Q�> �, r Restricted Suburban �o , Estate/Rural Street, 2 Lane ��� ( �•, t — Mixed Use Urban Urban General Suburban 11 Restricted Suburban Estate/Rural Floodplain r .I City Limits \°J ETJ —+—+ Railroad o ,a C,TY OF COLLEGE STATION KENDIG KFAST �, Kimley-Horn a � • E �� ,and Assocfales, Inc. Source: City of College Station Adopted May 28, 2009 Transportation OTHER DESIGN CONSIDERATIONS Context Transitions When planning and designing a context sensitive transportation network, there will be the need to transition between street designs, from time to time. These transitions will most often involve a change in the right-of-way width, number of lanes and the character treatments found in the travelway or the roadside. Transitions may include traditional geometric design changes such as smooth tapers where lanes change and speed limit changes where design speeds change. Transitions in a context sensitive environment extend beyond geometric changes and include multi -modal considerations, as well as visual cues to the change in context. Transitions of these types can indicate that changes in the emphasis on pedestrians, the width of the street, or entering or leaving a special district or corridor. Transitions should, as with all other aspects of the context sensitive design, be guided by the principles found in the American Association of State Highway and Transportation Officials "Green Book," Geometric Design of Highways and Streets, the Manual on Uniform Traffic Control Devices and other approved design guides. Intersections In any street network the design and operation of intersections is significant. In context sensitive design the design and operation of intersections is critical. Multi -modal systems require the safe movement of vehicles, bicyclists, and pedestrians through the intersection. Intersection design encompasses the intersection itself and the approaches to the intersection, and may impact adjacent land uses. The Institute of Transportation Engineers publication, Context Sensitive Solutions in Designing Major Urban Thoroughfares for Walkable Transportation I ADOPTED 05-28-09 Communities, identifies 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, • Ensure intersections are fully accessible to the disabled and the hearing and sight impaired. As with other design considerations in the context sensitive design approach, accepted engineering guidelines should be used, with the aforementioned principles employed. Other Design Components In context sensitive design, consideration should be given to a number cif r-sign cornpor-rents tl-rat respond to the rnulli-modal rrcalure of lire n. These include, but are not limited to, access management and lacement and desian of cross -walks, bus stoos. curb extensions. pedestrian refuges. The Institute of Transportation Engineers ration, Context Sensitive Solutions in Designing Major Urban Thoroughfares for Walkable Communities, and the various American Association of State Highway and Transportation Officials guidance documents should be consulted for the proper and safe application of each of these components. Rehabilitation Projects and Neighborhood Street Network Much of this chapter has focused on the design and construction of new streets. In a number of instances, improvements may be necessary within established neighborhoods, involving either rehabilitation projects or possibly even new street construction. While the guidance provided in this chapter should serve as a foundation for projects in established neighborhoods, it is necessary to recognize the sensitivity of such projects. Projects in such areas often have to address constrained rights -of -way, the presence of mature vegetation, and resident preferences. It is proposed that, where possible, the identification of and design for ADOPTED 05-28-09 1 Transportation projects within established neighborhoods be guided by the neighborhood plan and direct public input unique to each project. A similar process is appropriate for the districts and corridors identified in the Future Land Use & Character map contained in this Plan. Primary Mobility Corridors The context sensitive solutions approach outlined in this chapter focuses primarily on arterials and collectors, due to their role in the transportation network and ability to serve multiple modes of travel. Streets classified as freeways or expressways serve primarily to move vehicles through the City and between distant locations within the City. State Highway 6 and sections of Raymond Stotzer Parkway (FM 60), William D. Fitch (State Highway 40), and Harvey Mitchell Parkway (FM 2818) are examples. For the purposes of this Plan, these streets are considered primary mobility corridors. While it may be possible that these corridors be designed to handle pedestrians and bicyclists, in general they will be designed to accommodate high volumes of vehicular traffic at high speeds (usually in excess of 45 mph). These corridors can also carry transit vehicles, though they are not likely to provide transit stops. Alternative parallel routes should be identified to accommodate the modes of travel that the primary mobility corridors cannot. The design of these corridors should be guided by their own unique requirements (both mobility and access and other contextual needs) and should include direct public input unique to each project. Right -of -Way Constrained Projects From time to time, the right-of-way for a public street project will be constrained due to a natural constraint, such as floodplain, or because of the proximity of existing development. in such instances, it is necessary to evaluate what can and cannot be accommodated within the available right-of-way. This evaluation should be guided both by the vehicular needs and the context of the street. A uniform process should be developed incorporaling a "decision -matrix," such as the example shown in Figure 6.6, Example of Constrained Right -of - Way Decision Matrix, that will aid decision makers in such trade-offs. In some contexts it may be appropriate to eliminate parking lanes to accommodate wider sidewalks or planting areas. In other contexts it may be appropriate to use narrower sidewalks to accommodate both parking lanes and bicycle lanes. In still other contexts it may be appropriate to eliminate a travel lane or alter the design of travel lanes to accommodate parking lanes. Transportation I ADOPTED 05-28-09 GOAL, STRATEGIES, AND ACTIONS College Siuiion slilves iur improved mobiiiry fhrougn a sale, efficient, and well-connected multi -modal transportation system designed to be sensitive to the surrounding land uses. Five strategies have been developed to progress toward this goal. Each strategy has a series of action recommendations designed to implement the related strategy. Strategy 1: Develop, implement and maintain, through regular review, a multi -modal transportation plan that supports the planned growth and development pattern. • Thoroughfare Plan. Adopt and implement the Thoroughfare Plan. • Future Planning. Amend the Thoroughfare Plan as necessary as neighborhood, district, corridor, and master plans are adopted by the City. • Project Programming. Maintain and amend as necessary the City's various programs (Bryan -College Station Metropolitan Planning Organization Transportation Improvement Program, Capital Improvements Program, etc.) used to fund projects. • Monitor Trends. Continue to collect and monitor transportation data including vehicle miles traveled, traffic counts, levels of service, transit ridership, and pedestrian and bicycle facility usage, crashes. • Context Sensitive Solutions. Amend as necessary, the various tools used to implement the Thoroughfare Plan to ensure context sensitive solutions are employed. These include the Unified Development Ordinance, the Bryan -College Station Unified Design Guidelines, and the City's project development process. Strategy 2: Reduce and manage traffic congestion. • Thoroughfare Plan. Adopt and implement the Thoroughfare Plan. • Monitor Trends. Continue to collect and monitor transportation data including vehicle miles traveled, traffic counts, levels of service, transit ridership, and pedestrian and bicycle facility usage, crashes. • Access Management. Promote access management strategies where appropriate to preserve modal efficiency throughout the thoroughfare system. • Traffic: Control Technology. Install a state-of-the-art computerized traffic control system including signal synchronization. • Travel Demand Management. Develop and implement a travel demand management program including real-time traffic information, traffic incident alerts, ridesharing programs, promotion of flexible work schedules, and encouragement of dense mixed -use development. • Intersection Improvements Continue enhancements and upgrades at intersections to improve multi -modal efficiency. Strategy 3: Develop and implement context sensitive transportation solutions. • Thoroughfare Plan. Adopt and implement the Thoroughfare Plan. • Future Planning. Amend the Thoroughfare Plan as necessary as neighborhood, district, corridor, and master plans are adopted by the City. • Context Sensitive Solutions. Amend, as necessary, the various tools used to implement the Thoroughfare Plan to ensure context sensitive solutions are employed. These include the Unified Development Ordinance, the Bryan -College Station Unified Design Guidelines, and the City's project development process. • Bicycle and Pedestrian Planning. Amend and implement the bicycle and pedestrian system master plans. Transportation I m)(w i r i) o, >,,,) trr • Transit. Pursue opportunities with the current transit providers to expand and enhance transit services within and between activity centers and dense residential areas, concentrations of student housing, etc. • Project Programming. Maintain and amend as necessary the City's various programs (Bryan -College Station Metropolitan Planning Organization Transportation Improvement Program, and Capital Improvements Program) used to fund projects. • Primary Mobility Corridors. Adopt and implement the context sensitive approach identified in this Plan for identified primary mobility corridors. • Rehabilitation Projects. Adopt and implement the context sensitive approach identified in this Plan for rehabilitation projects located within established neighborhoods or districts. • Right-of-way Constrained Projects. Adopt and implement a context sensitive approach and decision matrix for City projects where the available right-of-way is constrained. Strategy 4: Promote and invest in alternative transportation options. • Thoroughfare Plan. Adopt and implement the Thoroughfare Plan. Future Planning. Amend the Thoroughfare Plan as necessary as neighborhood, district, corridor, and master plans are adopted by the City. • Context Sensitive Solutions. Amend, as necessary, the various tnnls r1sP.d to implement the Thoroughfare Plan to ensure context sensitive solutions are employed. These include the Unified Development Ordinance, the Bryan -College Station Unified Design Guidelines, and the City's project development process. • Bicycle and Pedestrian. Amend and implement the bicycle and pedestrian system master plans. Transit, Pursue opportunities with the current transit providers to expand and enhance transit services within and between activity centers and dense residential areas, and concentrations of student housing. Project Programming. Maintain and amend as necessary the City's various programs (Bryan -College Station Metropolitan Planning Organization Transportation Improvement Program, and Capital Improvements Program) used to fund projects. • Commuter Rail. Continue to participate in the Texas I ligh Speed Rail Initiative and similar efforts to bring commuter rail services to the City. ADOPTED 05-28-09 I Transportation Strategy 5: Balance changes in land use with the capabilities of the transportation system. • Use of Future Land Use & Character Map. Adopt and implement the Future Land Use & Character map contained in this Plan. • Land Use and Development Review. Continue to evaluate the capacity of the existing and proposed transportation system in Comprehensive Plan amendments, rezoning requests, and site plan reviews. • Traffic Impact Analysis. Require traffic impact analyses for all development proposals anticipated to generate significant volumes of traffic. • Monitor Trends. Continue to collect and monitor transportation data including vehicle miles traveled, traffic counts, levels of service, transit ridership, and bicycle and pedestrian facility usage, crashes. Street Cross -Section Standards The street cross-section standards assist in chosing the appropriate design standards for a particular street based on the approved City of College Station Thoroughfare Plan. The following are typical examples with the recommended dimensions for each zone. The zones and other design aspects are listed below: • Roadside Zone: Location for Planting Zone (grass strips, street trees, tree wells and utilities); Throughway Zone (sidewalks, tree wells and utilities); and Edge Zone (accomodates doors for parked vehicles and utilities) • Parking: Space for parking vehicles Dn-street; may also contain stormwater facilities • Travel Lanes: the pavement availab e for through travel by vehicles • Median: space available for additional planting zone, pedestrian refuge, and/or turning lanes • Target Speed (posted speed limit) - Local Subdivision, Minor Collector, and Major Collector: Assumed to be 30 mph with a design speed of 35 mph • Target Speed (posted speed limit) - Minor Arterial and Major Arterial: Assumed to be 35 mph with a design speed of 40 mph • Other design aspects (grades, curve factors, radii, sight distance, etc.): shall be per adopted design guidelines Local Subdivision Streets Wk Roadside Zone' f Parking Travel Lanes Parking Roadside Zone' 5'- 14 8' 22' 8' 5' - 14' Includes area for utilities, sidewalks, private plantings etc. " Parking permitted on one -silo or "yield" parking in low density developments may require less pavement than high -density developments or accomodation of parking on both sides Rural Local Subdivision Streets " Roadsele Zone* Parking Travel Lanes Parking I Roadside Zone' Median Total ROW I Total Pave-nent 22 Up to PB'w/ 16.24' 8' 22' 8' 16' - 24' N/A I 70' I Parking'* ' Includes area for utilities, side. Iks, private plantings etc. Parking permitted on one -sides or "yield" parking in low density developments may require less pavement than high -density developments or accomodation of parking on both sides Minor Collector 2-1-ane Context Roadside Zone' Parking/Bike Lane Travel lanes Parking/Bike Lane 13' 22' 13, 13, 22' 13' 13, 22' 13, 13' 22' 13 Mixed Use Urban 18.5' Urban 18.5' General Suburban 14.5' Restricted 14.5 Suburban N/AF--1unless required by N/A unless required by 22 Estate/Rural3- bike plan bike plan Roadside Zone' Median Total ROW— Total Favement'* - 18.5' May be 85, 48' Required (14') 18.5' May be 85' 48' Required If 4') 14.5' May be 77' 48' Required (14') 14.5' May bj 77' 48' Required l4'). 39— Optional If 4) 100, 22' Includes area for sidewalks, utilities, street trees, tree wells, street furniture, etc. ** Includes area for utilities, drainage swales, private plantings, etc. May be reduced by 14' if parkirg is not required; would be enlarged by 14' if median required/provided (except with estate or rurci larger at intersections based on adopted design guidelines (except with estate or t T Major Collector 2-Lane Context Roadside Zone' Parking/Bike Lane Travel lanes Median Travel Lones Parking/Bike Lane ( .. T Roadside Zone" ota'ROW^' Total 'avement"' Mixed Use Urban 19, 13' 11' 14' 11' 13, I 19, 100' 62' w/median w/median Urban 19, 13' 11' 14' 11' 13, I 19, 100' 62' w/median w/median General Suburban 14.5' 13, 11' May be Required 11' 13' 14.5' 77' 48' 1 Restricted 14.5 13' 11' May be Required 11' 13' 14.5' 77' 48' Suburban (14') Estate/Rural 39— N/A unless required by 11' Optional (14') 11' N/A unless required 100, 22' bike plan by bike plan ' Includes areo for sidewalks, utilities, street trees, tree wells, street furniture, etc. " Includes area for utilities, drainage swales, private plantings, etc. *** May be reduced rural) by 14' if parking is not required; would be enlarged by 14' if median required/provided (except with estate or rural); larger at intersections based on adopted design guidelines (except with estate or Major Collector 4-1-ane Context I Roadside Zone' Parking/Bike Lane Travel Lanes Median Travel Lanes Parking/Bike Lane Roadside Zone' Total ROW"' Total J Pavement"' Mixed Use Urban 19.5' Jw/median 13' 22' 16' 22' 13' 19.5' 125' 86' w/median Urban I 19.5' 13' 22' 16' 22' 13, 19.5. 125' 86' / I w,hnedian w/median General Suburban 14.5' 3' 22' May be Required (16) 22' 13' 14.5' 99, 70' Restricted 4 5' "31 22' May be Required (16) 22' 13, 14.5' 99, 70' Suburban N/A ,,less N/A unless Estate/Rural I 28"' required by bike 22' Optional (16') 22' required by bike 28" 100' 44' plan plan ` Includes area for sidewalks, utilities, street trees, tree wells, street furniture, etc. " Includes area for utilities, drainage swales, private plantings, etc. "' May be reduced by 14' if parking is not required; would be enlarged by 16' if median required/provided (except with estate or rural); larger at intersections based on adopted design guidelines (except with estate or rum Minor Arterial 4-Lane Context Roadside Zone' Parking/3ike Lane Travel Lanes Median Travel Lanes Parking/Bike Lane TR ds e'Zone" Total ROW"' Total J 1 Pavement"" Mixed Use Urban 19.5' 13' 22' 16' 22' 13' 19.5' 125' 86' w/median w/median Urban 19.5' 13' 22' 16' 22' 13, 19.5' 125' 86' 1 w/median w/median '-tial Suburban 14.5' 13' 22' 16' 22' 13' 14.5' 115, 86' w/medion w/meclim, `Restricted 115' 116' Suburban 14.5' 13' 22' 16' 22' 13, . 145' w/median w/median N/A unless N/A unless Estate/Rural I 35.5"' required by bike 22' Optional (161 22' required by bike 35.5"" 115' 44' plan olon Includes area for sidewalks, utilities, street trees, tree wells, street furniture, etc. " Includes area for utilities, drainage swales, private plantings, etc. "' May be reduced by 14' 9 parking is not required; larger at intersections based on adopted design guidelines (except with estate or rum Context Roadside Zone' Parking/Bike Lane Mixed Use Urban 21' 13' Urban 21' 13' General Submbon 16, 13' Restricted 16, 13' SUbul'ban N/A oarless Estate/Rural 34"' required by bike alto ' Includes area for sidewalks, utilities, street trees, tree wells, street " Includes area for utilities, drainage swales, private plantings, et( — May be reduced by 14' if parking is not required; larger at inte I Major Arterial 4-Lane Travel Lanes J Median Travel Lanes 22' I 16' 111 22' 22' 16' 1 22' 22' 16' 22' 22' 16' 22' 22' Optional (16') 22' furniture, etc. sections based on adopted design guidelines (except with estate or rural) Major Arterial 6-Lane Purking/Bike Roadside Zone' Lane Travel Lanes IContext Median Mixed Use Urban 21' 13, 33' 16' Urban 21' 13, 33' 16' General Suburban 16' 13, 33' 16' Restricted Suburban 16' 13' I 33' 16' N/A unless Parkway I 34— ( required by bike) 36' — olan Includes area for sidewalks, utilities, street trees, tree wells, street furniture, etc. Includes area for utilities, drainage swales, private plantings, etc May be reduced by 14' if parking is not mquired;larger at intersections based on adopted design guidelines (except with estate c 25' r rural) Parking/Bike Lane I Roadside Zone' Tolol ROW'" Total Pavement^' 13' 21' 128' 6' Travel Lanes Parking/Bike Lane 33, 13. 33' 13. 33' 13. 33' 13. N/A unless 38 required by bike olan Rcadside Zone' Total ROW Total Rcadside Zone' Total ROW Total Pavement"` 21' 150' 108' w/median w/median 21' 150' 108' w/median w/median 16' 140' 108' w/median w/medion 16' 140' 108' wjrnedian w/medion 165' 97' �3a,,, w/medion w/median The Citizens' Fire Academy is a community program offered by the College Station Fire Department for residents to learn more about fire and emergency response services in College Station. ADOPTED 05-29-09 r Municipal Services Over the last decade, College Station has experienced dramatic growth that increased demands on all City services. The high expectations of College Station's citizens and the desire of City staff 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 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, which is another significant City responsibility and a major component of College Station's physical, social, and economic fabric. Facilities such as City Hall, the police station, and the City's fire stations help define the identity of the community. 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. Along with new construction, adequate attention must be given to expansion, maintenance, and modernization of existing facilities. P1GZ Municipal Services & Community Facilities I ;\DOPT'EU 05-28-09 Facilities often involve major capital investments and require time for i. 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. 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 grow and maintain its infrastructure in order 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 steady 3% growth rate, College Station's population is projected to exceed 134,000 by the year 2030, the horizon of this planning document. This population growth, coupled with the expansion of the physical boundaries of the City through annexations, will continue to result in an 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 creation and implementation of the City's various master plans that are intended to support the planned growth and development pattern described in Chapter 2: Community Character. Goals, strategies and actions are provided to guide future decisions that assure both the service and facilities needs of the community are met. Additional information related to the City's future utility needs can be found in Chapter 8: Growth Management and Capacity, as well as in the individual utility master plans. Chapter 5: Parks, Greenways, and the Arts, includes the Parks & Recreation Master Plan, which will provide more detailed information on the City's park system and recreational services offered. Additional, detailed information including existing levels of service, future staffing needs, and proposed capital expenditures for all City services can be found in the individual Strategic Business Plans maintained by each City department. ADOPTED 05-28-091 Municipal Services & Community PLANNING CONSIDERATIONS College Station's growth must be well planned to avoid infrastructure and service delivery level degradation. The City is preparing for future population growth and potential service area expansions based on the location and density of the projected land uses presented in Chapter 2: Community Character. 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. In order to provide efficient services at the lowest cost to its residents, College Station should encourage growth and development in areas that are adequately served by existing infrastructure and current staffing levels. In addition, infill development should be encouraged in areas of the City that have access to existing utility infrastructure with adequate capacity. Higher density land uses should not be projected for areas that are not readily served by existing infrastructure. The City of College Station provides a range of services to businesses and residents. Each of the services has a number of planning considerations that contribute to the development of the goals, strategies, and action recommendations included in this chapter. The following City services and their associated facilities are discussed in further detail below: • Police; • Fire: • Electric; • Water; • Wastewater; • Solid Waste Collection and Disposal; • Street, Traffic System, and Drainage Maintenance; • Development Services; • Community Development; • Library; • Fiber Optic Network; and, • General Municipal Administration. 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 Municipal Services & Community Facilities I ADOPTED 05-28-09 limits. It provides these services through various means including: criminal law enforcement, education, property recovery, animal control, traffic enforcement, and crime investigation. 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 also provides school crossing guards, participates on SWAT teams, bomb teams, and hostage negotiation teams, bicycle patrol, on -campus officers who cooperate with the College Station Independent School District, a K-9 Unit, and provides victims services such as a victim's advocate and a licensed counselor. The Department is comprised of 173 personnel with 118 sworn positions, including 61 patrol officers and 55 civilian positions. In 2009, the College Station Police Department implemented a new policing structure designed to provide geographic accountability and to implement the strong Community -Oriented Policing philosophy the Department has adopted. The structure is intended to provide improved service delivery in order to reduce crime and the fear of crime, establish and maintain effective partnerships, and improve overall quality of life. The Cily is divided it to eighl beals us illuslruled in Figure 7.1, Police Department Primary Beats. A Patrol Sergeant is assigned to each beat for mnnnnPmPnt and nrnnr rntnhility. The Rent S ..rnP.nnt hm n 4-nm which is comprised of Patrol Officers, Detectives, Traffic Enforcement and Animal Control, and are responsible for quality of life and crime issues affecting their assigned beats. Patrol Officers are assigned to beats for periods no less than one year so that they can become familiar with their area of responsibility. In 2008, 112,474 police incidents were handled, including 63,987 calls for service. Additional level of service information can be found in the Department's Strategic Business Plan. Facilities College Station Police Department operates out of a single station that is no longer in a central location. As College Station continues to grow to the south, it shall become necessary to locate a second, satellite station in south College Station. The Department will need to begin determining what its future space needs are and make plans on how to proceed beyond the current station renovation project. In conjunction with planned improvements to the Lincoln Center, a College Station Police Department storefront is planned to provide a ADOPTED 05-28-0Q I Municipal Services & Community greater presence and more personalized police service for the localized area. 2000 COLLEGE STATION POLICE DEPARTMENT BEAT MAP FF=F[.TI'd=.laNl I.tk`! 2A.'.!1 �• 1 ' t�. r m F.,F.1-AIM V. rA ^.FT'RVO I r cl 1 • 7 `�`� t �y � f .� 1, S C7(�t �.. .. yl � f EE4T IV to �_ �• F:.:T:F�I'tll M1J:f nit ; 41 C •�.� j BEAT VV 'rl j' , t•. ,. n MEDICAL FACIL171ES CSSCHOOLS TAMU 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. Increased staffing will be necessary to implement this new philosophy, including positions in Patrol, Animal Control, Criminal Investigations, Training and Recruiting, Communication, and other police divisions. As the Department is transformed it is imperative to maintain beat integrity and continue to meet the six -minute response time goal to emergency calls. The southern growth of College Station is straining the City's ability to consistently meet the desired response time. Thoroughfares and general connectivity are lacking in southern College Station making timely emergency response difficult. Roadways are needed connecting William D. Fitch Parkway to Rock Prairie Road; with the conversion of the State Highway 6 frontage roads to one way, response times have been greatly affected. s. �:alla ago: i'��nhl'ny<I f.¢v.mcn`la 7Ci18 Municipal Services & Community Facilities I ADOPTED 05-28-09 As the community continues to grow and additional schools are built in College Station, additional police resources will be needed. College Station Independent School District projects the need for a second high school in 2012, requiring additional School Resource Officers. Staff Resource Officers are currently funded by both the City and the School District. Fire and Emergency Medical Response - College Station Fire Department Services The College Station Fire Department provides fire suppression, emergency medical response and transport, and special operations response within the City limits of College Station. The Department also provides emergency management services and fire education services. The primary response area for Emergency Medical Services is the City of College Station and southern Brazos County. Secondary response includes automatic aid with the Bryan Fire Department and mutual aid to the Texas A&M University campus. 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 Bryan Fire Department and mutual aid with Brazos County. Mutual aid agreements for both Emergency Medical Service and Fire are in place with Texas A&M University Emergency Medical Services, St. Joseph Erneigericy Medical Services, Texas A&M Health and Safety, and the Brayton Fire Training School for times of extreme need. The Fire Department is comprised of 122 personnel, including 105 shift personnel (Emergency Medical Services and Firefighters). The Department has a goal of a five-minute response time from the time of the call until first responders are on the scene. Figure 7.2, Fire Department Response Areas, illustrates the areas of the City that are estimated to be within a six -minute response time from existing stations with local traffic patterns. In 2008, the Department responded to over 6,500 calls for service. Approximately 60% of the calls were for Emergency Medical Services. Additional level of service information is available in the Strategic Business Plan for the Department. Facilities There are currently five fire stations in College Station, four of which are owned by the City. As illustrated in Figure 7.3, Fire Department Districts, 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/Easterwood Airport), and along William D. Fitch Parkway (Fire Station No. 5). Fire Station No. 3 is the newest facility. \_ I ADOPTED 05-28-09 1 Municipal Services & Community Fire Station No. 6 is proposed to be located in the area of University Drive and Tarrow Drive. There are currently plans for two additional fire stations in southern College Station. Fulure Needs College Station Fire Depart- ment's call volume has, increased at an average annual rate of 5.9% since 2002. Assuming an annual increase of 5%, it is anticipated that the call volume will increase to over 7,890 calls by 2013. Both equipment and staffing levels will need to be increased to correspond with the increasing demand for service. College Station maintains a Fire Protection Master Plan that includes a schedule for additional personnel and facilities. The Master Plan calls for a total of 12 stations at the end of the 20-year planning horizon. The most significant current need is in north College Station in the Legend University Drive area, which county Reads has seen a tremendous = 25Miie Udder Rowe" Area t S Muo Erour ROSPWM Area amount of growth in the past t,..ayYrPl�'yumgs decade. Fire Sluliari No. 6 is proposed to be located in the area of University Drive and Tarrow, and was approved by the voters in the 2008 Bond Election. Construction is anticipated in 2010. College Station Fire Department Engine/Ladder Response Areas January, Zoos �M i,tvl , E, ww,n kE k 5I..,. South College Station and the east side of the bypass are also generally underserved, as is shown in the Response Areas map. The College Station Fire Department has an Insurance Service Office Public Protection Classification of two. With the proposed location of Fire Station No. 6 in the area of Tarrow and University Drive, the City has a better opportunity for an Insurance Service Office rating of one. An Insurance Service Office rating of one can positively influence the insurance rates of all College Station residents. Municipal Services & Community Facilities I ADOPTED 05-28-09 As territory is annexed into the City of College Station, inadequate water infrastructure and a general lack of fire hydrants will burden the City's fire service delivery system. High density land uses should be avoided in areas that are not readily served by fire and emergency medical services. For efficiency in service delivery and a cost savings to College Station residents, development should be encouraged in areas of the City that are adequately served by existing facilities and staffing. Additionally, implementing and maintaining a highly interconnected thoroughfare plan and a corresponding roadway network that connects existing fire stations to developed areas will decrease emergency response times and increase efficiency. STATION B 'ter' STATION 1 MAIII,ON,1 6IAIION ;' l � ct�c� _:'✓. STAII(1N? SIATION5. S t o SIMMONS Fire 318tipn 6 is in We planning slagea of being Wit *64, % Legend FIRE DISTRICTS ® DistrictDislrid 2 - District 3 District 4 District 6 19 Fire Stations Electric Utility Service - College Station Utilities Services College Station Utilities is the primary electric provider in College Station, serving more than 34,000 customers. College Station Utilities is a wholesale power purchaser and does not have generation capabilities. Power is supplied by American Electric Power from plants ADOP f r.D 05-28-091 Municipal Services & Community located around the State of Texas. Delivery is on the Electric Reliability Council of Texas State transmission grid. College Station Utilities provides electric transmission and distribution service to provide 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; provides street and 1huioughfare lighting; allows for reverse metering and cncrgy services, such as energy audits, the "Good Cents" home programs, and the Wind Watts program; and provides customer education. The electric certification area for the City of College Station has been set by the Texas Public Utility Commission as the area in the City limits in 2002. Because of this limitation, the electric utility expects to reach "build out" of its service territory in the next ten years, but also expects redevelopment to continue to add load to the utility's facilities after that ten-year period. Facilities There are five electrical substations located in College Station with a capacity of 385 Megawatts, which is capable of meeting a peak demand of 185 Megawatts. The average household consumes approximately 30 Kilowatt hours per day. Three additional electrical substations will be required to meet the anticipated demand upon build out of the service territory: • Dowling Road Substation: proposed 120 Megavolt Amps capacity (2009); • Northgate Substation: proposed 80 Megavolt Amps capacity (201 1); and, • Graham Road Substation: proposed 80 Megavolt Amps capacity (2013). There are approximately 20 miles of 138 kilovolt transmission lines in College Station which transmit 180,000 volts. The electric distribution system consists of over 400 miles of 7.2/ 12.5 kilovolt lines, with approximately 46% of those being overhead and 54% 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 overhead electric lines on portions of major corridors, including University Drive, Texas Avenue, Southwest Parkway, and Harvey Road. Future Needs College Station Utilities currently maintains an electric utility master plan. Based on this existing master plan, the following major additions Municipal Services & Community Facilities I ADOPTED 05-28-09 will be needed within the planning horizon in order to serve the anticipated population: • 2,500 square -foot storm -resistant addition to College Station Utilities building for the dispatch group (2010); • Renovation of 7,500 square feet of existing service center to update the facility to meet the needs of the workforce (2010); • Third transformer at the Spring Creek Substation (2015); and, • Upgrade transformer at Switch Station Substation (2016). Water Utility Service - College Station Utilities Services The City is responsible for providing safe drinking water, fire protection services, and irrigation water supplies to the citizens of College Station 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. The City provides continuous production of water that is of acceptable quality and ample quantity to 22,193 customers (36,611 meters). The 10,402 College Station residents living in dormitories on the Texas A&M University campus are not served by College Station Utilities. College Station Utilities' services include water production, well field collection, transmission, treatment, and distribution. Collpae Stntinn i itditiec produces between four and five vbillion gallons of drinking water per year for consumption, and is capable of producing up to 23 million gallons of drinking water each day. To monitor the system, the City utilizes the Supervisory Control and Data Acquisition system - the City's remote control monitoring system - which has reduced staffing needs by approximately two-thirds. Facilities Water is pumped from seven deep wells and two shallow wells located on City -owned land over the Carrizo-Wilcox Aquifer in the Carrizo, Sparta, and Simsboro Sand formations. To protect the environment, the Brazos Valley Groundwater Conservation District mandates the rate at which the City can pump from the aquifcr. ADOPTED 05-2R-00 I Municipal Services & Community The water system consists of the following, which ensure that water is treated and distributed in a manner that protects human health and the environment: • Two pump stations - a water transmission pump station and a high service pump station; • Cooling towers; Two ground water storage tanks: - three -million gallon reservoir and - five -million gallon reservoir; Two elevated storage tanks: - Water tower on Park Place - three million gallons and Water tower on William D. Fitch Parkway - two million gallons; 28 miles of water transmission lines; and, • 360 miles of water distribution lines. Currently, the elevated storage tanks provide an adequate supply of water pressure for use in homes, businesses, and for fire protection within the City's certificated area. Future Needs Water conservation is an important part of College Station's future. The City began implementing conservation measures a number of years ago, including an education based program and a Drought Contingency Plan, which have been in place since 2000. In addition, a Water Conservation Plan was adopted by the City in 2006, with the goal of reducing the average water use from 160 to 140 gallons per capita per day. Based on the current average demand of 160 gallons per capita per day, the projected build out of the land use plan would result in a water demand of 31.4 million gallons per day, exceeding the City's current service capacity of 23 million gallons. However, the projected population in 2030 is approximately 134,000, with a projected demand of just over 21 million gallons. While this is within the City's service capacity, there may be significant challenges during times of peak demand. At present usage, the water demand will exceed the supply in 2025. Significant capital investments would be needed to increase the water supply capacity and alternative water supply options are very limited. Because of this, the City has begun to implement a tiered rate system for residential customers beginning in Fiscal Year 2009 to provide incentive for prudent water use. The primary goal of the residential conservation rates is water conservation, thereby reducing the peak demand and deferring or eliminating substantial capital costs Certificate of Convenience and Necessity (CCN) is a certificate issued by thc'TC F_Q (Texas Commission on Environmental Quality) authorizing a service provider to operate a public service, such as water, wastewater or electric service, for; defined are.i Municipal Services & Community Facilities I ADOPTrD 05-28-09 to upgrade the City's water system infrastructure. Other initiatives being considered by College Station include strong community outreach and education programs, ordinances that provide significant penalties for water waste, and a rebate program for water -saving appliances. College Station has also proposed a water reuse program for irrigation of City park facilities. Additionally, the City is working to bring three new water wells online. When fully operational, these new wells are projected to supply over 7,200 gallons per minute and will help the City meet future peak water demands. The City's certificated area for water is not expected to expand into the Extraterritorial Jurisdiction or into proposed annexation areas, since these areas are already served by various special utility districts or water supply corporations as illustrated in Figure 7.4, Water Service Areas. A detailed analysis of the future water demands is contained in Chapter 8: Growth Management & Capacity. Legend en.� ueF asa j ftur, Cal Imh wll ,� NII+kNf CRN 1@ W i 1- ADOPTED 05-28-09 1 Municipal Services & Community Wastewater Utility Service — College Station Utilities Services College Station Utilities is the primary wastewater treatment provider in College Station and is responsible for the collection and treatment of domestic and commercial sewage from customers within College Station's City limits and within its portion of the Extraterritorial Jurisdiction. The City processes the collected sewage into high quality treated wastewater (effluent) and organic material (biosolids) for fertilizer. The City operates lift stations and wastewater treatment plants. Wastewater services also include clearing stoppages, installing taps, repairing manholes, repairing line breaks, conducting inspections of lines, and performing routine cleaning. The City of College Station provides continuous sewer service to 29,068 customers (34,743 meters). The City treats 100% of the collected wastewater to meet or exceed the requirements of the regulating agencies. The system relies on gravity to move the wastewater and when that is not enough, lift stations are used. The effluent produced is currently discharged into Carter Creek and Lick Creek. The City treats the biosolids produced to a level recognized as safe for use on a home lawn or garden, and applies these biosolids on farm land in the area. Facilities The City operates two wastewater treatment plants. There are also three existing, private, satellite treatment plants that the City will likely be tasked to operate within the next five years. The wastewater system includes the following: • 4,900+ manholes; 280 miles of wastewater collection lines; Two wastewater treatment plants: - Carter Creek Wastewater Treatment Plant and - Lick Creek Wastewater Treatment Plant; and, • 10 lift stations. Based on current facilities, College Station Utilities has a treatment capacity of 11.5 million gallons per day and currently processes an average of over six million gallons of wastewater per day. The Carter Creek Wastewater Treatment Plan has a treatment capacity of 9.5 million gallons per day and serves the majority of �._. College Station. The Lick Creek Wastewater Treatment Plant has a treatment capacity of two million gallons per day and treats wastewater from the growing south side of College Station. Currently, "75/90„ The Texas Conunissii Environmental QU (TCEQ) mandates th, City begin plan additional opacity t(. wastewater treatment when the current sy reaches 75%eat' perrr average daily flow consecutive till -cc Ir period, am construction be under When 90% capac feat Municipal Services & Community Facilities I ADOPTED 05-28-09 the two treatment plants combined process over 2.25 billion gallons of wastewater per year. ruture Needs Assuming build -out of the growth scenario depicted in Map 2.2, Future Land Use & character, the wastewater demand within the City limits will be approximately 13.81 million gallons per day, based on the current demand of 6.16 million gallons per day. This would accommodate a population of approximately 196,000 and would put the City's current wastewater treatment plants beyond their full capacity. However, the population projections for the planning horizon (2030) are approximately 134,000, creating a projected demand of 9.1 million gallons per day, well within the current wastewater treatment capacity. The City has initiated a policy that permits sewer extension to properties in the Extraterritorial Jurisdiction only upon annexation into the City limits. In the short term, extension to these areas will have a proportionately higher impact on cost of services due to greater geographical distances, increased need for lift stations and package plants, and lower availability of communications infrastructure. The majority of College Station's future growth will occur in the sewer ., shed area that flows to the Lick Creek treatment plant. Projections indicate that the Carter Creek Plant will not need to be expanded in the foreseeable future, but the Lick Creek Plant will require expansion in the five to ten year horizon. fi y� Sanitation Service Services College Station provides a number of services to meet the local need for the collection of municipal solid waste, including weekly residential collection, weekly bulky item pickup, weekly brush/yard clippings pick up, and weekly curbside recycling pick up. The division is also responsible for the collection and disposal of all municipal and commercial solid waste within the City and the street sweeping operations. Some construction and demolition wastes are collected by private entities regulated through franchise agreements with the City. The City currently serves 18,000 residential customers, 1,000 commercial customers, and over 9,000 apartment units with 34 full-time and one part-time position and 25 collection vehicles. As a Clean Texas Leader, the City of College Station has a commitment to waste reduction and recycling. The recycling program and Clean Green activities are designed to help reduce the amount of solid waste deposited into the landfill. In 2008, College Station reduced the amount ADOPTED 05-28-091 Municipal Services & Community of waste going to the landfill by 16.4% (3,794 tons) through curbside recycling and clean green brush collection. Facilities The Brazos Valley Solid Waste Management Agency, a partnership between the cities of College Station and Bryan, operates the Rock Prairie Road Landfill, a Subtitle D landfill. The landfill currently accepts an estimated 1,000 plus 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 (the standard landfill for the disposal of municipal solid waste) between Austin and Houston, it currently accepts solid waste from 19 counties. The Rock Prairie Landfill is nearing capacity and currently has one to two years left of operation (2009-2010) before its closure. The Twin Oaks Landfill facility will be located off of State Highway 30 in Grimes County and will have an air space capacity of roughly 33 million tons solely for waste and an expected life of 37 years. Future Needs The City is currently studying benchmark cities to determine best practices for commercial and multi -family recycling strategies in 2009, and intends to expand services into those customer segments in the near future. Increased manpower and additional equipment will be necessary within the planning horizon in order to meet demand placed on sanitation services by continuing growth and development and future annexations. Based on the projected number of households and current service levels, approximately ten additional staff and seven additional collection vehicles will be needed by 2030. Also, an additional Scale House Operator for Brazos Valley Solid Waste Munucg. errienl Agency will be riecessury in 2010, and regulatory requirements will necessitate hiring additional Operations employees as landfill tonnages increase. Additionally, debt issuance and future servicing liabilities for the construction of the Twin Oaks Landfill Facility will require additional revenues, potentially from a future tipping fee increase. However, revenues from the sale of methane gas generated at the Rock Prairie Road Landfill may mitigate or reduce the impact of future tipping fee increases. There are two major capital projects anticipated for Brazos Valley Solid Waste Management Agency, the construction of the Twin Oaks Landfill, and the closure of the Rock Prairie Road Landfill. The anticipated schedule for these projects follows: Municipal Services & Community Facilities ( ADOPTED 05-28-09 • Property acquisition, landfill design, and initiation of construction for the Twin Oaks Landfill (2009); • Initiate Waste Acceptance at the Twin Oaks Landfill (Summer 2010); and, • Closure of the Rock Prairie Road Landfill (Fall 2010). Street, Traffic System and Drainage Maintenance - College Station Public Works Services Street and drainage infrastructure both facilitate transportation and ensure the health and safety of residents and visitors to the City. These facilities are very costly and demand a lot of attention to protect the investment and value they bring to the City. The Streets and Drainage division has 35 employees and maintain approximately 430 centerline miles of paved streets, 100 miles of sidewalks, 40 miles of storm drain lines, 17 miles of concrete valley gutters, 32 miles of natural creek line, and mow and trim 380 acres of grass. Transportation and traffic are a top priority of the citizens in College Station. Traffic Operations' mission is to guide, warn, and regulate motorists, pedestrians, and bicyclists in a safe and efficient manner. The division currently maintains 66 traffic signals, 42 school -zone pedestrian - warning flashers, over 300 linear miles of pavement markings, over 20,000 traffic signs, and over 4,000 parking spaces. The division includes the Traffic Systems Superintendent one traffic systems foreman, four certified signal technicians and three certified signs/markings technicians. Future Needs As the City ages and its boundaries grow the need for streets, traffic system, and drainage maintenance will increase. Aging infrastructure generally requires more maintenance and new development and growth through annexation creates new demands for infrastructure maintenance. Additionally, recent Neighborhood Integrity and multi -modal transportation initiatives are likely to place a heavier demand on higher expectations for infrastructure rehabilitation and maintenance levels. These new service demands will require additional staff and resources to maintain and preserve the City's capital investment. Planning & Development Services Services Planning and Development Services is responsible for helping the community make the best decisions regarding the physical development of the City through long range and comprehensive ADOPTED 05-28-09 1 Municipal Services & Community planning. The City is responsible for ensuring that all new development, site work, and construction comply with the Comprehensive Plan and all adopted codes and standards. Additionally, the City provides proactive Code Enforcement for both commercial and residential properties within the City to ensure continued compliance, as well as providing services to established neighborhoods. Services include land use planning, transportation planning, historic preservation, greenways rnanagen^ient, zoning, development review, building plan review, building and site inspections, and code enforcement (including parking, sanitation, health and safety, illegal dumping, livestock, zoning violations, fire codes, and tall weeds and grass). The City also provides Neighborhood Services, including neighborhood planning, training and educational opportunities for residents. There are currently 60 neighborhood/homeowners associations registered with the City's Neighborhood Partnership Program. The City of College Station currently employs six full-time planners, one for every eight square miles or 15,000 citizens (based on a current estimated population of approximately 91,000 residents). Each planner reviews an average of 290 planning submittals annually, for a total of approximately 1,750 submittals. The City also employs four Combination Building Inspectors, one for every 12.4 square miles or 22,500 residents. Annually, the Building Division processes over 13,000 inspections, approximately 3,250 per Building Inspector. The City's two Building Plans Examiners each process approximately 1,000 building plans per year. The City employs six Code Enforcement Officers. Generally, four officers are responsible for enforcing the City's codes and ordinances, each within a specified geographic area that is approximately 12.4 square miles and serving approximately 22,500 citizens. One officer is dedicated solely to commercial zoning violations and another is responsible for all City code violations during night and weekend hours. Annually, Code Enforcement processes approximately 1,435 violation cases per Officer. In College Station, approximately 98% of code enforcement cases are resolved through voluntary compliance. Additional service level information can be found in the Department's Strategic Business Plan. Future Needs As the City ages and its boundaries grow the need for development services will increase. Aging areas of the City generally require more property maintenance code enforcement. These established areas of the community may also benefit from neighborhood planning efforts due to increased neighborhood integrity issues. New development Municipal Services & Cormunity Facililies I ADOPTED05-28-09 within the community places a demand on development review and building construction review and inspections. As the details of initiatives such as Rental Registration Host Parties, and Nuisance Properties are finalized the City will need to determine and prioritize its responsibilities in relation to its staffing levels. Community Developmen I Services The City of College Station encourages the expansion and accessibility of health and human services; expansion and improvement of public facilities and infrastructure; and expansion of economic opportunities in the community for low- and moderate - income residents. 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. The City's Department of Economic and Community Development is tasked with adminislering 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 are available to individuals and families whose household income does not exceed 80% of the area median income limits set by HUD. E Investment Partnership Program funds are used to expand ipply of safe and affordable housing. Assistance for security sit payments through the Tenant Based Rental Assistance am, which is managed by Twin City Mission on behalf of the averages approximately $300 per household moving into a ng tax credit property located in College Station. Up to 99 in down payment and closing cost assistance is provided jualified, income -eligible homebuyers. Reconstruction once of up to $85,000 and rehabilitation assistance of up to D0 is available through low- or no -interest loans to qualified, ,ie-eligible home owners. Minor repair assistance in the form )rant of up to $3,000 is available to correct health and safety . Finally, HOME funds are used to construct new affordable -)g either through City -developed activities or through the Drt of a Community Housing Development Organization, at for Humanity, or private developers leveraging other es of funds. Jfy's Community Development Block Grant monies are used ovide funding to various non-profit agencies that provide and human service programs throughout the community. funds also support code enforcement activities in low- to ADOPTED 05-28-09 1 Municipal Services & Community 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 at the Lincoln Center. replacement; plumbing; heating equipment The Department of Economic repair oi- replacement; other itenis affecting and Community Development the health and safety of reside its or has created a new model to provide more desirable housing options for income -eligible families throughout the community. This new affordable housing model allows for the construction of homes in newly developed, mixed -income subdivisions and should make the units much more attractive to eligible homebuyers. Further, this change in program direction will add a new element of diversity in local neighborhoods and will serve to better integrate economically challenged families into the community. Additionally, the Department is currently working to create a mixed -use development model that will incorporate elements of affordable housing, economic development, job creation, and recreational amenities. Library Services Services An interlocal agreement between the City of College Station and City of Bryan was approved in 1986 that provides for the administration of the College Station Public Library by the Bryan Public Library System. The interlocal agreement was revised in 1997 with the opening of the College Station library facility in 1998. Together with the Carnegie Library, the Bryan -College Station Library System was created, providirig library services free of charge to all Brazos County residents. In Fiscal Year 2008 the Larry J. Ringer Library had a circulation of 439,691 and 87,550 items in its collection. In Fiscal Year 2008, 240,362 people visited College Station's library a 17% increase from Fiscal Year 2007. Services offered at the Larry J. Ringer Library include story times, reading programs, public access computers, interlibrary loan program, income tax assistance, and meeting room usage. Facilities The Larry J. Ringer Library, located on Harvey Mitchell Parkway, is a 16,000 square -foot facility that opened in 1998. The Ringer Library is one of three in the Bryan/College Station Public Library System, with the other two located in Bryan. Municipal Services & Community Facilities I AD071 1) 05-28-09 1 uture Needs College Station voters approved the expansion of the Larry J. Ringer Library during the 2008 Bond Election. The proposed expansion includes 15,256 square feet and 16,185 square feet of additional parking. Increased personnel will be needed once the expansion is complete. Fiber Optic Network Services The City's fiber optic network service includes approximately 60 miles of cable that is owned and maintained by the City. Virtually all of the 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. A new five-year Capital Improvement Program project was approved in 2008 to provide continued expansion and improvement to the fiber optic network. Facilities There are approxirnafely 40 discrete City buildings wilh 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 Parkway area and east to Fire Station No. 5. A fiber project is planned along William D. Fitch (SH 40) west to Wellborn Road (FM 2154) to complete the loop in the southern part of the City. As the City continues to expand to the south, additional fiber optic infrastructure will be needed to support the development of essential public facilities, such as additional fire stations, public schools, and a future police sub -station. The presence of fiber optic infrastructure is essential in the location of City facilities. The fiber network will also serve to connect and provide backhaul for a planned implementation of wireless hot zones in various locations. There is also an identified need ADOP rF:n 05-28-091 Municipal Services & Community for fiber to support video surveillance in select locations to serve as a force multiplier for public safety. General Municipal Administration Services In addition to the various services previously discussed in this chapter, 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, Utility Customer Service, Economic Development, and Emergency Management. The City of College Station has 924 full-time equivalent positions funded in the Fiscal Year 2009 budget. Facilities The City of College Station owns and maintains a number of capital facilities and buildings required to perform the necessary administrative functions of the City. These are illustrated in Figure 7.5, Public Facilities, and include: • City Hall - 1 101 Texas Avenue (42,585 square feet) • Economic & Community Development - 1207 Texas Avenue (16,377 square feet) • Five Fire Stations • Police Station - 2611 Texas Avenue (29,581 square feet) • Parks Administration building - 1000 Krenek Tap Road (6,200 square feet) • Public Works buildings and storage yard - 2613 Texas Avenue (10,025 square -foot administration, 18,700 square -foot shop) • Municipal Court and Fire Administration Building - 300 Krenek Tap Road (32,000 square feet) • Utility Customer Service - 310 Krenek Tap Road (12,394 square feet) • Library- 1818 Harvey Mitchell Parkway (14,200 square feet) • BVSWMA Landfill / scale house / shop - 7600 Rock Prairie Road • Five electrical Substations • College Station Utilities - 1601 Graham Road (11,457 square - foot administration, 7,964 square -foot training center, 23,395 square -foot warehouse) • Lincoln Center- 1000 Eleanor (13,978 square feet) • Conference Center - 1300 George Bush Drive (12,416 square feet) • Cemeteries and Cemetery shop - Texas Avenue, Raymond Stotzer Parkway Lincoln Municipal Services & Community Facilities I ADOPTED 05-28-09 • Park facilities, including pavilions, park shelters, playing fields and courts, restrooms, concessions, playground equipment, pools • Three Park Maintenance / Forestry Shops - Krenek Tap Road, Holleman Drive, Rock Prairie Road • Exit Teen Center - 1600 Rock Prairie Road (3,957 square feet) • 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 • Two waste water treatment plants • Two elevated water towers -egend m CdyFatw City Limit ■ GanV.C21}' r GbA Kf.Wnn T Elamett3tl• Sc foul �' Irl.ttnld Snlud j High SOW llurey + kupgtT G!a(er Tower Funp shoun L•i I'ellanotAttwt. Waalew*er Reatmw Plant 1A1,011 E wide al stlG-SIw vw * Fdice 81nGmt alurllclpal Faollltlw Future Needs As College Station's population continues to grow to the projected 134,000 by the year 2030, an additional 396 City employees will need to be added, for a total of 1,320, in order to maintain the current ADOPTED 05-28-09 1 Municipal Services & Community personnel -to -population ratio and existing service levels. The City of College Station has identified several facility needs, including a Convention Center and a new City Hall. The City has made several past attempts to locate a Convention Center in various locations in the City. One of the biggest challenges has been to acquire sufficient land on which to build a first-class facility. College Station recently purchased property on the north side of University Drive ul Tarrow Drive for the purposes of constructing a Convention Center. College Station's current City Hall was constructed in 1969 and expanded in 1979 and again in 1983. In response to College Station's tremendous population growth, various City buildings have been constructed throughout the years to accommodate the growing number of City employees. This has resulted in numerous inefficiencies, including hampered communication between divisions and time and resource losses from travel between the facilities. 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 has become clear that the useful life of the current City Hall has passed. In 2007 College Station contracted with an architect to study its space needs and develop a potential scope and a master plan for a new City Hall. The study showed that the space needed to serve the projected growth was a 69,568 square -foot facility. Adding in 10% "soft -space" to account for future growth, it was determined that .1 a 74,485 square -foot facility would meet the City's needs for approximately 10-15 years. Municipal Services & Community Facilities I .>vn(w ri�n (), ,; (o In an effort to consolidate municipal facilities and services, the idea of a municipal complex has been discussed in recent years. Such a development was envisioned to be located on a large City -owned tract of land bounded by Texas Avenue, Krenek Tap Road, Earl Rudder Freeway (State Highway 6) and Bee Creek. GOAL, STRATEGIES, AND ACTIONS Based on input received throughout the Comprehensive Plan update process, the Comprehensive Plan Advisory Committee has addressed the City's municipal service needs by establishing a goal for the City to plan for municipal facilities that meet community needs, contribute to community character, are sensitive to the surrounding land uses, and provide exceptional municipal services. The associated strategies and actions outline the steps the City will take in meeting this goal. Strategy 1: Maintain existing infrastructure. • Focus on Infill. Concentrate municipal services and facilities in infill areas versus fragmenting services. • Rehabilitation. Invest in the sensitive rehabilitation of older water, sanitary sewer, electric, drainage, and other infrastructure in the City's oldest neighborhoods to maintain their viability and attractiveness for private property owners and homeowners. Strategy 2: Develop, implement and maintain, through regular review, facilities and service master plans thal suppurt ll ie plunned growth and development pattern. i ... nd lul se DI �.......ing C..�—L.I:..L. — I ..._ J I I-- n1...... 4-1--1 ...:II .- _.L 11- - LVIIV VJc i IVlll llily, LJI UAIIIJI I U LUI I UJG I I U I I 11 I U I VV III I I IeGI 11 IC. needs of the growing population through the planning horizon, while being mindful of growth limitations such as a lack of public infrastructure and services. • Service upon Annexation. Develop plans for the expansion of municipal services in conjunction with annexation plans to ensure that the City is prepared to serve its residents upon annexation. • Keep Master Plans Current. Continue to re-evaluate and update, as needed, key master plans every 3-5 years (water, wastewater, storm water, drainage management, solid waste, electric, Police, Fire). • Plan for Future Facilities. Develop a comprehensive facilities plan that meets the future space and functional needs of City employees as well as the desired community space needs. Strategy 3: Maintain exemplary levels of municipal services. 0 Accreditations. Pursue and receive accreditations City-wide. ADoh 111) 05-28-01)1 Municipal Services & Community • City-wide Wi-Fi. Determine feasibility of a City-wide, public "wi-fi" network (possibly in partnership with the City of Bryan and/or Texas A&M University). • Water Standards. Meet or exceed State water quality standards for area streams, and maintain exemplary level of public drinking water quality and associated monitoring. • Storm Water Management. Adhere to and require effective storm water management practices. • Economical Service. Plan utility infrastructure and services and approve development only in areas that can be reliably and economically served within the City's capabilities. • Regional Cooperation. Continue regional cooperation on solid waste management, and consider opportunities to consolidate or better coordinate other utility services with other area governments or service providers. • Excellent Service. Maintain commitment to an excellent level of system operation and customer service for all City utilities and services. Strategy 4: Expand municipal services and facilities consistent with growth expectations and to support the planned growth and development pattern.- • Consolidated Facilities. Establish consolidated facilities for storage and maintenance of service vehicles and equipment records storage, materials storage and other needs in locations that are accessible to areas served. • Character of Public Buildings. Design and construct public buildings, facilities and improvements, including a new City Hall, which reflect the character of their surroundings, blend well into existing neighborhoods and districts, and help to establish an identity and quality standard for newly -developing areas of the City. • School Facilities. Communicate with College Station Independent School District on facility coordination opportunities, especially to locate new elementary schools within neighborhoods whenever possible, and to ensure safe/walkable areas around schools. • Coordinated Improvements. Capitalize on opportunities to achieve multiple community objectives through major infrastructure projects, such as coordinated road improvements, utility and drainage upgrades, sidewalk rehabilitation / installation / extensions, and streetscape enhancement. • Promote Infill and Redevelopment. Program utility improvements and extensions to promote infill and redevelopment versus expansion of the urbanized area. Municipal Services & Community Facilities I ADOPTED 05-28-09 • Electric Infrastructure. Continue phased implementation of the long-range Electric Transmission Plan, along with other area partners, to ensure adequate and reliable supply to serve anticipated growth and to maintain College Station Utilities' capability for rapid response to system outages. • Water Infrastructure. Continue phased expansion of water supply resources and associated production capabilities to meet shorter -term peak demands, as well as forecasted longer -term needs. Public Safety. Expand public safety facilities, including a satellite Police station in southern College Station and strategically placed Fire Stations, in order to provide adequate service and response times. Strategy 5: Promote facilities- and services delivery practices that encourage resource conservation and protection. • Resource Conservation. Determine practical ways to reduce energy consumption and implement resource conservation strategies in all areas of municipal service provision. • Runoff. Limit the impacts of urban runoff on area creeks and bodies of water. • Green College Station. Implement Green College Station initiatives and use "green" technologies and practices to reduce utility consumption, operate more efficiently, and limit tacility impacts on nearby areas of the community. • Water Conservation. Pursue and support local water conservation and re -use initiatives, specifically including the reuse of water to irrigate City facilities. • Recycling. Promote solid waste reduction and recycling by residents, businesses, and local institutions, through the creation of initiatives that provide residents a convenient means of disposing of household hazardous waste. • Consolidated Services. Identify ways to consolidate service delivery and create efficiencies in City government by minimizing sprawl and reducing service delivery costs. • . _ PURPOSE The purpose of this chapter is to establish the necessary policy guidance and associated strategies and 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, absorb more population in appropriate areas within the current City limits, and manage growth in the Extraterritorial Jurisdiction. College Station The preparation of this chapter involved examining College Station's growth faces major investments in history, projected growth trends, and existing methods used to manage water infra- growth. The discussion then turns to options the community should consider structure in to ensure that the benefits of growth are not offset by increased traffic coming years to congestion, loss of valued open space, or other impacts that adversely keep pace with increased affect residents' quality of life and the local business environment. The vision population. as to how College Station will grow - and manage its growth - Along with traffic in the future was formed by the concerns and ideas expressed by residents and drainage during community outreach events and through a series of working meetings challenges, this with the Comprehensive Plan Advisory Committee. is but one example of the capacity considerations that BACKGROUND must be anticipated to plan Orderly growth of the City, within the current City limits and ultimately into effectively for projected growth. strategic portions of the Extraterritorial Jurisdiction, is critical to its long-term viability. A municipality has a responsibility to its residents and taxpayers to ensure a growth pattern that makes good fiscal 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 develop - ADOPTED 05-28-09 Growth Management & Capacity I ADOPTED 05-28-09 ment that cannot yet be served safely and effectively. It can also serve to promote strategies identified in the Green College Station Action Plan by guiding growth and development to targeted infill areas, thereby maximizing the efficiency and effectiveness of the City's existing infrastructure network. Past Growth Pattern Over the last six decades, College Station as I Department of Transportation its in roadway improvements to has experienced rapid population �-.ge Station. At the saine time, growth, averaging 90% per decade. n the Extraterritorial JUrisdiction When the outliers (the 1940s at 263% ies safety issues on minimally venient width, no shoulders, basic growth and the 1970s at 111% growth) ,)as). Numerous new access are excluded, the average rate of Jors are the most visible sign of growth per decade is 42%. As the scale of the community increased, its rate of growth naturally began to moderate (41% in the 1980s and 29% in the 1990s), although the additional population and development each decade certainly remained significant. 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 i of City services are key factors in i this considerati0ii. As displayed in Figure 8.1, 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, between 2000 and 2008, the number of platted lots in the Extraterritorial Jurisdiction averaged 16.8% of the total annual platted lots. Assuming this trend continues, the City forecasts that the Extraterritorial Jurisdiction population will increase 17% by 2016. The trend of peripheral growth 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. ADOPTED 05-28-09 1 Growth Management & Capacity 1951-1960 Compact 1961-1970 Contiguous 1971-1980 Spreading PLANNING CONSIDERATIONS Growth Management Scattered Sporadic Sprawling ' • 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. However, there are also State -imposed limitations that restrict the City's ability to guide '981-1990 1991-2000 ^^1-2006 llahorative , ` Growth Management & Capacity I ADOPTED 05-28-09 growth in the Extraterritorial Jurisdiction, and urban type development at the City's edge has been an ongoing challenge. Along with the typical cost advantages of developing in the Extraterritorial Jurisdiction, there is also 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 also important to note that recent Extraterritorial Jurisdiction platting activity has prepared the way for substantial numbers of residential lots regardless of future actions to manage growth. Sprawl Sprawl, by definition, 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 Extraterritorial Jurisdiction developments around College Station involve suburban v` and even urban intensities, the growth r management challenge becomes even " ,W= greater for the City. For those Extraterritorial Jurisdiction residents who chose a more remote living location, I s s j versus in -city living, the erosion of rural character from dense piecemeal development impacts their investment and day-to-day quality of life. There are several reasons why the recent .V++..,-., ..F .,+f-. L, ,..� ,-.1 .� /--11--- 0-.tea:-- pa'111 rn, o grow, I l 1 has occurred i I� an ,u around \ Ullulju J l u l lul 1, including, but not limited to, the following: There is a lure to greenfield development due to the ease of development approval, particularly since the City has no authority within its Extraterritorial Jurisdiction to regulate: o The use of any building or property for business, industrial, residential, or other purposes; o The bulk, height, or number of buildings constructed on a particular tract; o The size of a building that can be constructed on a particular tract of land, including, without limitation, any restriction on the ratio of building floor space to the land square footage (floor area ratio); o The number of residential units that can be built per acre of land (density); o The size, type, or method of construction of a water or wastewater facility that can be constructed to serve a developed tract of land, subject to specified criteria; or, AD013-1 FD os 1>_8-09 1 Growth Management & Capacity o Building standards by requiring building permits and inspections. • The City's current oversize participation ordinance allows the City to pay up to 100% of the total cost for any over -sizing of improvements that it requires in anticipation of future development. There are no stated exceptions or criteria regarding its cost effecliveness; financial feasibility; or conformance with utility master plans, the Comprehensive Plan, or other development policies. • There are both allowances and limitations within the Unified Development Ordinance, including: o The minimum lot size within the A-O Agricultural -Open district is five acres. A larger minimum lot size would enable the City to determine the timing by which facilities will be provided and urban development eventually allowed in areas currently zoned A-O. o The A -OR Rural Residential Subdivision district allows a minimum lot size of one acre, meaning that residences utilizing on -site sewer treatment systems are permitted. Although this district is not actively used, its availability as a zoning option could contribute to development fragmentation if this zoning were to be granted in the outlying areas of the corporate limits where adequate municipal facilities are not yet available. o The Unified Development Ordinance contains a relatively large number of use -based zoning districts. Essentially, this I , means that a zone change is necessary to respond to a shift in the market, which adds process and delays development. This is a disincentive for development to occur within the City rather than the Extraterritorial Jurisdiction, where zoning does not apply. o There are limited incentives integrated into the current ordinance to encourage certain development types. Increased density in exchange for development clustering and more open space could allow a rural development environment within the City limits rather than necessitating Extraterritorial Jurisdiction development to achieve this character. • Availability of water from other providers (Wellborn Special Utility District, Brushy Creek Water Supply Corporation, and Wickson Creek Special Utility District). This means that development has access to public water that meets the standards of the Texas Commission on Environmental Quality without requiring connection to the City's utility system. Growth Management & Capacity I ADOPTED 05-28-09 • The Brazos County Health Department's prerequisite for permitting septic systems is a minimum one -acre lot, whether there is public water available or a private well. • Property in the Extraterritorial Jurisdiction 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. • Land is generally less expensive outside the City limits due primarily to the absence of public infrastructure and improvements, which equates to cheaper development and, hence, lowers development costs. • There is an attraction to the open, rural landscape often found at the City's fringe. • The City has granted several exceptions to its utility extension policy, providing sewer service to areas outside the City. This enabled development at suburban densities in areas that, under normal conditions, would be limited to a minimum lot size of one acre. As displayed in Figure 8.2, Extraterritorial Jurisdiction Platting Activity, a significant portion of the developable land in College Station's current Exlrulerriloriul Jurisdiction is already platted for development (in yellow) or otherwise planned for development by wnv of nrPliminnry nlnte nr mnctPr nlnne (in red). This condition makes it difficult for the City to be proactive in balancing utility and public service needs of the developed core community, undeveloped acreage within the City limits, and an extensive Extraterritorial Jurisdiction that should largely be its longer -term growth area. 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 its boundaries and contributing to a loss of community identity. This can be most readily seen along each of the entrances into the community where there is a proliferation of uses extending well beyond the City limits. • �•' 1 : 1'K41M •HALO-Ler-l"r-1111: ••• ( FIGURE 8.2 Extraterritorial Jurisdiction Platting Activity ,� � tr • S:` s 1� R A. �f s • Degradation of environmental resources such as floodplains, wetlands, habitat, and vegetated areas. • 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. • Premature shifts in traffic patterns, causing congestion and environmental impacts, as development occurs in an uncoordinated fashion before adequate transportation infrastructure is in place. • Cumulative impacts on the natural environment due to urban stormwater runoff (increased drainage volumes and velocities) and non -point source pollution of area streams and watercourses from contaminants and sediments carried by overland drainage. Growth Management & Capacity I ADOPTED 05-28-09 • Inefficient provision of services, meaning a larger investment in infrastructure systems with fewer than the optimal number of connections/users to pay for them. • Increased commuting times as residents have to travel relatively longer distances to reach work, places of worship, shopping, services, schools, recreation, and entertainment destinations. • The potential for disinvestment in older areas of the community as new development continues to occur on the periphery. Extraterritorial Jurisdiction Strategies There are an array of strategies for managing the pattern and timing of development in the Extraterritorial Jurisdiction, 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 College Station to consider the ways in which it can exert more influence over the direction and timing of development that it ultimately must serve. Given College Station's past development pattern and projected growth trends, the City's growth management approach, relative to the Extraterritorial Jurisdiction, should focus on the following areas: • Use annexation in a strategic fashion. • Expand the City's certificate of convenience and necessity in concert with annexation activity. • Adhere to the City's utility extension policy while working to enhance it. • Expand the thoroughfare plan. • Strengthen the health and safety components of the subdivision regulations. GROWTH CAPACITY This section provides an evaluation of the City's infrastructure (e.g., water, wastewater, electrical, solid waste, emergency services) and future land use assumptions in ferrris of lheir ubilily to uccurnrnadate the population growth expected within the next 20 years. ADOPTED 015-.2s og I Growth Management & Capacity Water Water is typically the key factor in an area's growth capacity and this is certainly the case for College Station. 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 faces some challenges in the near future regarding its capacity to provide water supply far projecled growth. About 160 gallons of water are used in College Station each day per resident. Based on a current population of roughly 91,000 persons, this amounts to approximately 14.5 million gallons of water that must be delivered to customers daily. Available data from College Station Utilities for 2000-2006 show that the average daily water demand ranged from a low of 9.36 million gallons per day in 2004 to a high of 11.61 million gallons per day in 2005. City records also indicate that peak usage can spike at 1.7 to 2.0 times the typical daily water demand. This is confirmed by a peak usage mark of 21.98 million gallons per day in recent years. This is very close to the water system's current overall supply capability of 23 million gallons of water per day and well below the peak usage projected by 2030. A recent water demand study conducted by HDR Engineers, Inc. concluded that the City could have difficulty meeting peak water demands, which typically occur on hot summer days, within the next few years. The study determined that the City's possible options for avoiding future shortages include: (1) additional groundwater development, (2) new reservoirs, (3) Brazos River diversions, (4) wastewater reuse, and (5) conservation efforts. In response to this study, the City is working to bring three new water wells online. When fully operational, these new wells are projected to supply over 7,200 gallons per minute and will help the City meet future peak water demands. The City Council also recently adopted a tiered water rate structure and landscape irrigation standards to encourage water conservation. Additionally, the City is in the design phase for a wastewater effluent reuse project for irrigation purposes. This project will take effluent from the Carter Creek wastewater treatment facility and use it for irrigation purposes at Veteran's Park. Pending updates to the City's utility master plans will provide much more in-depth analysis of this critical infrastructure system. While the aforementioned steps are projected to accommodate the City's peak water demand until 2025, the viability of other water sources and additional conservation methods should be considered to meet the long-term demand. Wastewater The City's wastewater treatment outlook is more positive. The City currently has the capacity to treat 11.5 million gallons per day of Growth Management & Capacity I ADOPTED 05-28-09 wastewater. Of this total, the Carter Creek Wastewater Treatment Plant accounts for 9.5 million gallons per day of treatment capacity. A second plant located within Lick Creek Park provides the other 2.0 million gallons per day of capacity and primarily serves southern College Station. The community's current average daily wastewater generation is in the 6.0 million gallons per day range. Assuming similar conditions into the future, the demand for wastewater treatment service would surpass the 9.0 million gallons per day mark by 2030. Without further capacity additions in the interim, 9.0 million gallons per day volume would use 80% of the City's available treatment capacity. Texas Commission on Environmental Quality regulations require that a wastewater permittee commence engineering design and financial planning for expansion when a plant reaches 75% of permitted average daily flow for a consecutive three-month period. The rule further requires the permittee to gain regulatory approval and begin construction of expanded facilities when a plant reaches 90% of permitted average daily flow for a consecutive three-month period. Depending on the proportion of overall treatment handled by each of the City's two facilities, the 75% milestone would be reached at the Carter Creek plant when it processes 7.125 million gallons per day and at Lick Creek when it processes 1.5 million gallons per day. The City may need to expand capacity sooner at one or both treatment facilities, especially to maintain the capability to handle unusually high flows during peak periods. However, lire Cily appears to be in a good position to handle the additional wastewater that forecasted growth would generate over the life of this Plan. College Station Utilities is the City's primary electric provider. Bryan Texas Utilities serves a portion of the City - primarily the areas annexed since 2002. College Station Utilities currently serves more than 34,000 customers via five electrical substations located in the City with a combined capacity of 385 megawatts. These five substations currently serve a peak demand of 185 megawatts. Three additional substations are currently in planning and the next substation is scheduled to be operational in 2010, increasing College Station Utilities' electrical capacity by 80 megawatts. In general, the City appears to be in a good position to handle the additional electrical demands that forecasted growth would generate over the life of this Plan. Solid Waste College Station has participated with the City of Bryan in the Brazos Valley Solid Waste Management Agency since 1990. Brazos Valley Solid Waste Management Agency's Rock Prairie Road Landfill currently accepts an estimated 1,000 tons of solid waste each day from a seven -county area plus Texas A&M University, as well as other areas ADOP I FD 0s-zs-09 1 Growth Management & Capacity with limited disposal options. Since this facility is nearing capacity - with an estimated two years of remaining operation - a new regional landfill is under construction off State Highway 30 in Grimes County. As currently designed, the new landfill is expected to have an operational life of 37 years. In the interim, the City's Sanitation Division reported that College Station's residential waste stream to the existing landfill was reduced by approximately 16% (3,645 tons) in 2007 through curbside recycling and a brush collection program. In terms of solid waste management, the City appears to be in a good position to handle the needs anticipated during the life of this Plan. Transportation The other major growth capacity challenge confronting College Station involves the congestion and safety issues resulting from increased traffic on area roadways. Stresses on portions of the transportation system are already occurring at peak times and will grow worse over time unless investments are made in additional road capacity and intersection upgrades. This stress is due, in part, to the limitation of major corridors and the traffic generated by the Texas A&M University campus. It is difficult for any community to build its way out of traffic congestion problems, certainly in the short term. With the financial burden for transportation improvements in Texas increasingly falling on local governments, College Station's available resources will only stretch so far. Alternative transportation options, such as transit, biking, and walking will need to provide an increasing amount of relief. The City's physical development pattern can have a significant impact on future transportation needs. Outward growth and development pressure tend to spread traffic issues to rural roadways that may not be constructed to handle the increased loads. The City can maximize the use of existing infrastructure by encouraging infill development in lieu of allowing future development to occur on the periphery. Also, a more compact development pattern, with increased density and mixing of uses in appropriate locations, would tend to slow the growth in total vehicle miles traveled by generating greater transit ridership and reducing the length of many routine trips. While transportation issues will continue to be a challenge, carefully planned growth, a thoroughfare system incorporating multi -modal transportation, and smart use of limited financial resources should place the City in a position to accommodate the transportation needs of the additional population anticipated during the life of this Plan. As discussed in Chapter 6: Transportation, if the City develops in compliance with a modified version of the Programmed -Project Option, traffic congestion should be limited to a modest increase during the next 20 years. After 2030, it is likely that congestion will grow Growth Management & Capacity ( ADOPTED 05-28-09 considerably worse unless there is an even greater focus on mixed use, density, transit, and greater investments in bike and pedestrian facilities. Emergency Services Police College Station's southward growth is straining the Police Department's ability to consistently meet the desired response time. One-way frontage roads and a general lack of connectivity in southern College Station make timely emergency responses difficult. Implementing and maintaining the interconnections designated on the Thoroughfare Plan should help alleviate this problem. As College Station continues to grow, the Police Department will need to continue to monitor growth trends and plan accordingly - especially in terms of additional satellite stations in the southern portion of the City. As discussed in Chapter 7: Municipal Services and Community Facilities, it is anticipated that the Police Department will continue to add the necessary staff and facilities to serve the future population as projected by this Plan. Fire and Emergency Medical Services The College Station Fire Department currently operates five stations with plans underway for a sixth. The Fire Department's call volume has increased an average annual rate of 5.9% since 2002. Assuming an annual increase of 5%, it is anticipated that the call volume over the next five years will increase to over 7,890 calls by 2013. College Station maintains a Fire Protection Master Plan that includes a schedule for additional personnel and facilities. The Master Plan calls for a total of 12 stations at the end of the 20-year planning horizon. For more information concerning the Fire Department's services, facilities and future needs, please refer to Chapter 7: Municipal Services and Community Facilities. 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. Annexation Through annexation the City is able to impose its land development regulations - particularly zoning - which provides an essential growth management tool to implement the Comprehensive Plan. Annexation also extends the City's Extraterritorial Jurisdiction, enabling it to regulate the subdivision of land over a larger area. However, Texas annexation statutes mandate stringent requirements for extending services to newly -annexed areas in a timely and adequate manner, which must be comparable to pre-existing services and service levels in similar incorporated areas. By statute, in any given year the City may annex a quantity of acreage that is equivalent to up to 10% of its current incorporated land area. If it �l Growth Management & Capacity does not annex all of the land that is allowed, the difference rolls over to the next year. The City can make two such rollovers, meaning it can annex up to 30% of its land area in a single year. Given the amount of territory already included within College Station's corporate limits, the City has the ability to add significant acreage through annexation where desired and feasible. Important considerations in prioritizing potential annexation areas include: Whether the area is contiguous to existing developed areas within the current City limits, which contributes to orderly growth progression - and may also involve compatibility concerns if unzoned Extraterritorial Jurisdiction development is out of character with nearby in -City areas. • Whether City utilities have already been extended into the area or are within close proximity and could readily and feasibly be extended as demands warrant - and 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, in general, 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 traffic 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. Displayed in Map 8.1, Potential Annexation Priorities & Phasing, are candidate annexation areas within the College Station Extraterritorial Jurisdiction for several timeframes: Immediate (0-3 years), Near Term Growth Management & Capacity I ADOPTED 05-28-09 (3-10 years), and Longer Term (10+ years). Map 8.1 also identifies potential annexation subareas within the designated timeframes. Table 8.1, Annexation Considerations, provides reasons for considering annexation of the various subareas. Future Annexation Policy Following the adoption of this Comprehensive Plan, more detailed annexation planning should be considered. Specifically, an annexation policy should be developed that addresses the following: • Case -by -case cost/benefit implications for the City. • The City's ability to extend full municipal services to potential annexation areas (both geographically and from a timing standpoint). • Existing population and development characteristics in targeted annexation areas. • The City's degree of leverage in areas that would require negotiation of planned levels of service to satisfy the three-year plan statutory requirements. 0 I Miles ki Adopted May 28, 2009 Map 8.1 Potential Annexation Priorities and Phasing Immediate (0-3 years) ® Near Term (3-10 years) ®Longer Term (10+ years) Q Annexation Subareas — Sewer Lines Water Lines FEMA Floodplain City Limits ETJ - 3.5 Mile �1 ETJ - 5 Mile *Annexation areas are not intended to be parcel specific *Subareas A through K are discussed further in Chapter 8 Note: This map is for planning purposes only and does not constitute the Municipal Annexation Plan required by Chapter 43 of the Texas Local Government Code. 1�� KENDIG KEAST fr1,n l t v F 4/, Crrr ur Cui i.r.GF Srnrik,N ADOPTED 05-28-09 1 Growth Management & Capacity TABLE 8.1 Annexation Considerations Reasons forTimeframe Immediate Subarea 1 2 3 Reasons 4 5 for Annexation 6 7 8 9 10 11'' Near Term Long Term l . 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. Part or all of area qualities for non -annexation development agreement. 5. Area adjacent to the City on two or more sides. 6. Preserves existing character. 7. Part or all of area located within the City's water CCN. 8. Protects part (or all) of area from future development. 9. Protects from future development (short-term). 10. Health and life safety concerns (building and fire code enforcement, emergency response, etc.). 11. Part of area currently served by City sanitary sewer. SOURCE: City of College Station Planning & Development Services Department Growth Management & Capacity I ADOPTI-D 0 �, 09 FUTURE LAND USE Lastly, the growth management and capacity discussion would not be complete without an evaluation of the Future Land Use & Character map for the City. Displayed in Table 8.2, Growth Indicators based on Future land Use & Character Map, are the growth indicators based upon build -out of the land uses as designated on the Future Land Use & Character map. .. It is projected that College Station will have a population of over Population 196,399 91 Ao9 y city limits in 134,000 residents in 2030. The February 2009 Dwelling Units 84,981 35,900 in 2009 evaluation results show that the 2,37 in 2 006 land use scenario depicted on the Persons per Dwelling Unit 2,39 U.S. Census Bureau estimate) map can accommodate an ultimate population of approxi- mately 196,000 within the current City limits - or about 62,000 more than the 2030 projection. Therefore, the uses depicted on the Future Land Use & Character map will more than accommodate the growth forecasted over this Plan's planning horizon. GOAL, STRATEGIES, AND ACTIONS The overall goal for College Station's growth in the years ahead is to ensure fiscally responsible and carefully managed development aligned with growth expectations and in concert with the ability to deliver infrastructure and services in a safe, timely, and effective manner. The five strategies in this section elaborate on these themes and community priorities. Strategy 1: Identify land use needs based on projected population growth. Strategic Land Use Planning, Delineate planned growth areas and protection areas by assigning appropriate character classifications (e.g., urban and suburban versus rural) for the 20-year planning horizon, through the Future Land Use & Character map in the Comprehensive Plan. • Holding Area Zoning. Ensure that the growth timing aspect of municipal zoning is employed effectively by establishing a direct link between character areas indicated on the Future Land Use & Character map and the development intensity permitted in these areas through the zoning map and Unificd Development Ordinance provisions. Zoning Integrity, Guard against zoning map amendments that, cumulatively, can lead to extensive residential development in ADOP 111) 05-28-09 1 Growth Management & Capacity growth areas without adequate land reserves for a balance of commercial, public, and recreational uses. • University Coordination. Coordinate with Texas A&M University and Blinn College concerning their projected enrollment growth and associated faculty/staff increases to plan effectively for the implications of further off -campus housing demand. • Monitor Trends, In conjunction with periodic review of the Comprehensive Plan, identify market shifts that could have implications for desired housing types, retail or other commercial offerings, and particular public service and recreational needs. Strategy 2: Align public investments with the planned growth and development pattern. • Coordinated Planning. Ensure that the strategies and actions of this Comprehensive Plan carry through to the City's master plans. The City master plan updates should include provisions that relate directly to the City's Future Land Use & Character Plan (e.g., future utility master plans; Recreation, Park, and Open Space Master Plan; Bicycle, Pedestrian and Greenways Master Plan). • Certificate of Convenience and Necessity Boundary Extensions. Extend the City's service area for sanitary sewer (the Certificate of Convenience and Necessity boundary) into the Extraterritorial Jurisdiction in an incremental and carefully timed manner, in concert with annexation activity and defined growth management objectives. • Strengthen the Water/Sanitary Sewer Extension Policy. Amend the water/sewer extension policy to require extensions to be consistent with the Future Land Use & Character Plan; the City's ongoing growth area planning; and the City's utility master plans and rnulli-year Capital Irnprovernent Plan. • Oversize Participation. Establish criteria to evaluate the fiscal impact and cost effectiveness of proposed over -sizing commitments by the City. • Capital Improvements Programming. Expand municipal facilities consistent with growth expectations and to support the desired growth and development pattern. • Impact Fees. Extend water and wastewater impact fees into new, targeted growth areas in the Extraterritorial Jurisdiction. Also, establish road impact fees within the City as authorized by Texas statute. Growth Management & Capacity I M)oi� ri a os oo • Traffic Impact Analysis. Protect road capacity and safety by strengthening requirements for Traffic Impact Analyses when proposed developments exceed a designated size or projected trip generation. Provisions for analysis and potential mitigation should be extended to significant single-family residential developments as requirements in the Unified Development Ordinance currently apply only to non-residential and multi- family projects. • Parkland Dedication. In follow-up to the City's extension of parkland dedication requirements into the Extraterritorial Jurisdiction, monitor the program parameters to ensure desired outcomes. • Interlocal Cooperation. Pursue interlocal cooperation 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. Strategy 3: Balance the availability of and desire for new development areas with redevelopment and infill opportunities. Infrastructure Investments, Invest in the necessary infrastructure to increase redevelopment potential for areas identified in Chapter 2: Community Character. Concentrating property development within the City makes efficient use of infrastructure and supports the City's Green College Station effort. Holding Area rArnexatiwns . vsc ry n via v.n i 4 appropriately zone areas to protect them from premature development. This strategy can also be employed in areas where the City wishes to maintain a rural character. • Growth Area Targeting. Coordinate zoning, capital improvement programming, and municipal services planning to prepare targeted growth areas as identified on the Concept Map in Chaplet 2: Community Character. • Zoning in Support of Redevelopment. I ogether with other incentive measures, apply targeted zoning strategies to designated Redevelopment Areas identified on the Future Land Use & Character map. Options may include items such as reduced setbacks, waiver to height limitations, increased signage, increased density, reduced parking standards, and reduced impact fees. Strategy 4: Identify and implement growth management techniques for areas within the Extraterritorial Jurisdiction. ADOPTFI) 05-29-09 1 Growth Management & Capacity • Intergovernmental Cooperation. Coordinate the City's regulatory strategy for rural lot sizes with efforts by the Brazos County Health Department to increase the minimum required lot size for allowing on -site sewer treatment systems from one acre to a larger size, as needed, to address public health and safety concerns. • Pursue Development Balance. Consider the development of regulations and fees that help level the playing field between in -City and Extraterritorial Jurisdiction development. Ensure that Extraterritorial Jurisdiction development contributes its fair share to the long-term costs of extending public infrastructure and services to fringe areas. • Growth Area Annexations. Pursue strategic annexations, if feasible from a fiscal and service provision standpoint, to extend the City's land use regulations to Extraterritorial Jurisdiction areas facing immediate and near -term development pressures. This should also include areas where City utilities have already been extended. • Conservation Area Annexations. Pursue strategic annexations in areas not targeted for significant urban or suburban development in the near term. This enables the City to apply growth management measures to discourage premature and inappropriate development. Voluntary Annexations. Utilize the utility extension policy as a means to encourage landowners to agree to annexation by way of voluntary petition to protect the City's long-term interests in significant areas of the Extraterritorial Jurisdiction, such as along key transportation corridors. • Non -Annexation Agreements. Target certain annexation efforts to areas where land owners maintain a TEXAS TAX CODE exemption on their property for agricultural use. In such cases, the City must offer the property owner an opportunity to enter into a non -annexation development agreement with the City in lieu of annexation. This strategy can be an effective way of assuring limited development on the property for up to 15 years. • Fiscal Impact Analysis. Continue to complete cost -benefit analyses to evaluate all proposed am Explore available fiscal impact models that provide robust analysis. • Land Conservation, In support of the Green Colleg Action Plan, protect natural resources by recruiting k Conservation easements can be used to reassure prospective owners of new homes --- and nearby rural land owners -- that large, contiguous areas of undeveloped land (as in the upper right of the illustration above) will be preserved in perpetuity to maintain a particular character while accommodating area growth and associated housing demand. Growth Management & Capacity I ADOPTED 05-28-09 and conservation organizations to consider acquisition and preservation of targeted open areas. Strategy 5: Encourage and promote the redevelopment of land that is currently occupied by obsolete or non-functioning structures. • Redevelopment of Retail. Continue to emphasize redevelopment and revitalization opportunities for large retail sites such as Post Oak Mall and the vacant former grocery - anchored retail center along South College Avenue near University Drive. • Parking Management. Encourage residential, commercial and mixed development models in the City's targeted Redevelopment Areas, as identified on the Future Land Use & Character map, that focus on integration of structured parking to enable more productive use of the overall site in place of extensive surface parking. Zoning in Support of Redevelopment. Review the effectiveness of the Redevelopment District (RDD) overlay zoning. Specifically, determine whether the minimum 20-year age requirement for pre-existing development is excessive or an obstacle. Consider applying the RDD zoning to designated Redevelopment Areas identified on the Future Land Use & Character map to encourage market -responsive development to occur at intersections of arterials within the City limits where there are significant amounts of underutilized lands. • Density/Intensity Bonuses. Use the prospect of increased development yield (retail/office square footage and/or additional residential units in mixed -use developments) to entice redevelopment projects aiming for increased development intensity. Managing and serving the southward growth of the community will be among the greatest public administration challenges as this Comprehensive Plan is implemented in the years ahead. Implementation is not just about a list of action items. It is a challenging process that 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 particular direction and strategies. Equally important are formal procedures for the ongoing monitoring and reporting of successes achieved, difficulties encountered, new opportunities and challenges that have emerged, and any other change in circumstances which may require rethinking of Plan priorities. PURPOSE The Comprehensive Plan provides the basis for decision -making on the future development and enhancement of the City of College Station. This final chapter breathes life into the rest of the Plan by setting out a practical, prioritized and sequenced implementation program. The key objective of this chapter is to integrate the different elements of the Plan in such a way as to provide a clear path for sound decisions. This chapter is also intended to establish accountability for Plan implementation and provide guidance on essential processes to maintain its relevance to the City and its citizens. PLAN IMPLEMENTATION METHODS Simply setting out an implementation framework in this chapter is not enough to ensure that the action recommendations of this Plan are carried out and the community's vision and goals ultimately achieved. The action recommendations in this Plan should be consulted frequently and should be widely used by decision -makers as a basis for judgments regarding: • The timing and availability of infrastructure improvements. • Proposed development and redevelopment applications. • City -initiated and landowner -requested annexations. ADOPTED 05-28-09 Implementation & Administration I ADOPTED 05-28-09 • Zone change requests and other zoning -related actions; • Expansion of public facilities, services and programs; • Annual capital budgeting; • Potential re -writes and amendments to the City's Unified Development Ordinance and related code elements; • Intergovernmental (including City/University, inter -City, and City/County) coordination and agreements; and, • Operations, capital improvements, and programming related to individual City departments. There are five general methods for plan implementation: (1) Policy -based decisions; (2) Land development regulations and engineering standards; (3) Capital improvements programming; (4) Specific plans and studies; and, (5) Special projects, programs and initiatives. Policy -Based Decisions Land use and developrrienl decisions should be etude bused on the strategies set forth in this Comprehensive Plan. In some measure, the adoption of new or amended land development regulations (e.g., zoning, subdivision, landscaping, sign controls, etc.) will establish a specific framework for evaluating private development proposals in light of the City's articulated strategies and action recommendations. Decisions regarding annexation, infrastructure investment, Future Land Use & Character reap amendments, and right-of-way acquisitions are generally left to the broad discretion of the City Council, meaning the C'mmnn-hPneivP Plnn ePrvPe ne n nrinninnl eni irrP of ni iirinnrP in thPeP cases. The City's regulations define desired development outcomes in particular areas of the community, and this Plan is meant to ensure that street design and other municipal activities are consistent with the intended character for specific neighborhoods, districts, and corridors. Land Development Regulations and Engineering Standards Land development regulations and engineering standards are fundamentals for plan implementation. It is plain - but often underappreciated - that private investment decisions account for the much of any city's physical form. Zoning, subdivision regulations, and associated development criteria, and technical engineering standards are the basic keys to ensure that the form, character, and quality of development reflect the City's planning objectives. Ordinances should reflect the community's desire for quality development outcomes. They should not delay or interfere unnecessarily with appropriate new development or redevelopment that is consistent with Plan goals and strategies. ADOPTED 05-28-09 1 Implementation & Administration 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 and drainage facilities, parks, trails, recreation facility construction and upgrades, construction of public buildings, and the purchase of major equipment. Identifying and budgeting for major capital improvements will be essential to implementing this Plan. Decisions regarding the prioritization of proposed capital improvements should take into account the strategies and action recommendations of this Plan. Specific Plans and Studies There are a number of areas in which additional planning work is recommended to achieve a finer degree of detail beyond the general concepts covered within this Plan. As such, parts of this Plan will be implemented only after some additional planning or special study. Examples include: • Plans for specific neighborhoods, districts, corridors, and redevelopment areas; • Economic Development Master Plan; • Recreation, Park, and Open Space Master Plan update; • Bicycle, Pedestrian, and Greenways Master Plan update; • Ongoing annexation planning; and, • Amendments to the Unified Development Ordinance. Special Projects, Programs and Initiatives Special projects, programs, and initiatives comprise the final category of implementation measures. These include initiating or adjusting City programs, interlocal agreements, citizen participation programs, training, and other types of special projects. PLAN ADMINISTRATION While developing this Plan, government representatives, business owners, neighborhood representatives, civic groups, Texas A&M University, and other stakeholders all contributed time and input. These stakeholders must maintain their commitment to the ongoing implementation of the Plan's strategies and actions and to periodically adapting the Plan to changing or unforeseen conditions. Education Comprehensive plans are relatively general in nature. But they are still complex policy documents that account for interrelationships among various policy choices such as how annexation decisions may affect the City's emergency response capabilities, or how projected demographic trends are likely to impact the local housing market. Implementation & Administration I ADOP I ID os 8 00 As such, educating decision -makers and administrators about Plan implementation is an important first step after Plan adoption. The principal groups responsible for implementing the Plan (City Council, Planning and Zoning Commission, City department heads) should all be on the same page regarding the priorities, responsibilities, and interpretations of this Plan. An education initiative should be undertaken immediately after plan adoption, which includes: • A discussion of the individual roles and responsibilities of the Council, Commission (and other advisory bodies), and individual staff members. • Implementation tasking and priority setting, which should lead to each group establishing a one-year and three-year implementation agenda. • Facilitation of a mock meeting in which the use of the Plan and its strategies and action recommendations is illustrated. • An in-depth question and answer session, with support from planning personnel, the City Attorney, the City Engineer, and other key staff. Role Definition As the community's elected officials, the City Council will assume the lead role in implementation of this Plan. The key responsibilities of the City Council are to decide and eslablish priorities, sel lirriefrurries by which each action will be initiated and completed, and determine the hudnPt to he mncle nvnilnhle far implementation efforts. Toaether 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 and City Manager will take the lead in the following areas: • Act as a champion 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 ilerri of the Plun will be iriilialed and cornpleled; • Consider and approve the funding commitments that will be required; AD01 It'D 05-28-09 1 Implementation & Administration • Offer final approval of projects and 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. The Planning and Zoning Commission will take the lead in the following areas: • Host the education initiative described above; • 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, strategies, and action recommendations. This relates particularly to decisions involving development review and approval, zone change requests, ordinance amendments, and potential annexations; and, • After holding one or more public hearings to discuss new or evolving community issues and needs, recommendations to the City Council regarding Plan updates and Plan amendments. City Staff will take the lead in the following areas: • Manage day-to-day implementation of the Plan, including ongoing coordination through an interdepartmental Plan implementation committee (similar to the Staff Resource Team, or SRT, used for the development of this Plan); • 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. Implementation & Administration I ADO i LD 0) >8 01) 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 9.1, Task Agenda and Implementation Roles and Funding, highlights a variety of recommended initiatives that were identified through the long-range planning process and discussed and refined with the Comprehensive Plan Advisory Committee, Planning and Zoning Commission, and City Council. This table includes the following elements and implementation considerations: • 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). • Implementation and Coordination Roles. In addition to identifying which City departments) or function(s) would likely lead a task, this portion of Table 9.1 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 (potentially through an interlocal agreement), or simply 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. • Funding Sources. This final set of columns in Table 9.1 indicates typical ways to finance Plan implementation efforts. An obvious source is through the City's own 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. An Other Governments column is included along with a Grants column because grants are often applied for and awarded through a competitive process. Also, the County or other government agencies might choose to commit funds directly to an initiative along with the City. On the other hand, grants can also come from foundations and other non -government sources. Finally, the Private/Other column underscores the potential for public/private initiatives, corporate outreach, faith -based efforts, and other community volunteer contributions (e.g., Scouts, civic and service groups, etc.). Setting a Direction for Action A mock task prioritization exercise was completed with members of the City Council and Planning and Zoning Commission prior to final consideration of the proposed Comprehensive Plan. Through this informal exercise, participants ended up rating a set of initiatives that originate fi•om various sections of the Plan involving neighborhoods and special districts, infrastructure, economic development, and green community practices — all of which will require particular types of tasks to achieve, as discussed in this chapter. This type of ranking exercise, and the ensuing workshop discussion of implementation opportunities and challenges, demonstrates the value of considering Plan implementation priorities among: the City's leadership. It is essential that implementation priorities -` be revisited annually to recognize accomplishments, highlight areas where further attention and of )rt is needed, and determine whether some items have moved up or clown on the priority list given changing circumstances and emerging needs. One should keep in mind that the early implementation of certain items, while perhaps not the highest priority, may be expedited by the availability of related grant opportunities by a State or federal mandate or the willingness of one or more partners to pursue an initiative with the City. On the other hand, some high -priority items may prove difficult to tackle in the near term due to budget constraints, the lack of an obvious lead entity or individual to carry the initiative forward, or by the community's readiness to take on a potentially controversial new program. 9-7 Implementation & Administration I ADOPTED 05-28-09 Table 9.1, Task Agenda and Implementation Roles and Funding Green community initiatives City Manager's Office Brazos Valley Community Utilities Action Agency Economic & Community College Station ISD Program / Development Texas A&M University Initiative Parks & Recreation Planning & Development Services Public Works UDO amendments consistent with new plan Keep Brazos Beautiful Green College Station Technical Taskforce ✓ ✓ ✓ ✓ Planning & Development Brazos County (and others) B-CS Apartment Services Association Regulation Public Works B-CS Home Builders V/ City Attorney Association Neighborhood / Homeowner Associations Continued phased expansion of water supply resources and production capacity Utilities Brazos River Authority Capital Public Works City of Bryan V/ Investment Utility Districts Water Supply Corporations Economic Development Master Plan Economic & Community Blinn College B-CS Chamber of Development Brazos County Commerce Planning & Development Brazos Valley COG B-CS Convention & Visitors Services Bureau Further Brazos Valley Workforce Study/ Commission Research Valley V/ Planning City of Bryan Partnership College Station ISD Small Business Dev Center TAMU / Research Park Plans for specific neighborhoods, districts, corridors, and redevelopment areas Planning & Development B-CS Metropolitan Planning Keep Brazos Beautiful Further Services Organization Neighborhood / Study / Economic & Community College Station ISD Homeowner Associations ✓ Planning Development Texas A&M University Texas Dept of Transportation Strengthened code enforcement program Program / Planning & Development TAMU Police Department Neighborhood / Initiative Services Homeowner Associations ✓ Police Department Commercial area redevelopment focus (Northgate, University Drive, Post Oak Mall, Ramada, retail centers) Economic & Community Special Districts Property owners / Program / Development Texas A&M University developers ✓ Vol Initiative Planning & Development Texas Dept of Transportation Services Water / wastewater / drainage rehab projects in older neighborhoods and redevelopment areas Utilities Capital Public Works V/ V/ Investment Economic & Community Development FA ADOPTED 05-28-09 I Implementation & Administration Table 9.1, Task Agenda and Implementation Roles and Funding (continued) Implement context sensitive roadway design approach - and coordinate on TxDOT corridors Public Works Texas Dept of Transportation Property owners / Program / Initiative Brazos County (and others) developers Streamlined neighborhood traffic management processes (traffic calming, parking) Program / Initiative Public Works Neighborhood / Police I Homeowner Associations Rejuvenate existing parks (master plan implementation) Capital I Parks & Recreation Investment l "Natural Corridor" greenway initiatives (Carter Creek and Lick Creek corridors) Parks & Recreation Brazos County Program / Initiative Planning & Development Services City-wide public "wi-fi" network (with other partners) Program / Initiative City Manager's Office Texas A&M University City of Bryan Extend water / wastewater impact fees to ETJ growth areas, where appropriate Planning & Development Services Regulation Utilities Public Works Image and beautification Initiatives City Manager's Office Texas Dept of Transportation Keep Brazos Beautiful ✓ ✓ ✓ ✓ ✓ i% Texas A&M University City of Bryan Program / Initiative Brazos County (and others) ✓ ✓ ✓ ✓ ✓ B-CS Metropolitan Planning Organization Expanded and enhanced local transit services Public Works Texas A&M University Program / Initiative City of Bryan �/ ✓ ✓ ✓ B-CS Metropolitan Planning Organization Annexation / service extension planning and strategic annexations based on these plans Planning & Development Brazos County (and others) Property owners / Further Study / Services City of Bryan developers ✓ ✓ Planning All Departments Utility Districts Water Supply Corporations Texas A&M University coordination Program / Initiative City Manager's Office Texas A&M University ✓ Host signature event (develop, promote, execute) Economic & Community City of Bryan B-CS Convention & Visitors Program / Initiative Development Brazos County Bureau Texas A&M University Implementation & Administration I ADOPTED 05-28-09 PLAN AMENDMENT PROCESS The College Station Comprehensive Plan is meant to be a flexible 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 as emphasized in the final section of this chapter. Continuous monitoring and periodic review activities, as outlined in this section, are intended to confirm that the Plan's goals, strategies, and action recommendations remain appropriate and that public ownership of the Plan remains strong. Two types of revisions to the Comprehensive Plan may occur: (1) minor amendments, and (2) major updates. Minor Plan 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. Minor amendments can be addressed by the City or, if not pressing, be documented and compiled for the annual Plan review process. For example, this is how and when the results of another specialized plan or study can be incorporated into relevant sections of the Comprehensive Plan. More significant Tian modifications and updates shouici occur every five years at most. Major updates may involve reviewing the base conditions, anticipated growth trends, goals, strategies and action recommendations in the Plan. Furthermore, adding, revising, or removing action statements in the Plan may be necessary depending on implementation progress. Annual Progress Report The Planning and Zoning Commission and City staff shall prepare an annual progress report for presentation to the Mayor and City Council. This ensures that the Plan is consistently reviewed and that any needed modifications are identified for the annual minor Plan amendment process. Consistent assessment of the relationship between the Plan, the City's implementing ordinances, and regulations is an essential part of this effort. ADOPTED 05-28-09 1 Implementation & Administration The Annual Progress Report should include: • Significant actions and accomplishments during the past year, including the status of implementation for each programmed task in the Comprehensive Plan; • Obstacles or problems in the implementation of the Plan, 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 other recommendations or text changes; and, • Recommendations for needed actions, programs and procedures to be developed and implemented in the coming year, including recommendation of projects to be included in the City's Capital Improvements Program, other programs/projects to be funded, and priority coordination needs with public and private implementation partners. Interim Amendments and Annual Review Process As noted above, minor Plan amendments can be - adopted after appropriate review (especially if related annexation p to a pending land development application) or Adequate ir. deferred for the annual Plan review process. In either Planning ancl City Council case, when considering a Plan amendment, the City should ensure the proposed amendment is consistent with the goals and strategies set forth in the Plan impacts, otho regarding character protection, development ITSidenthmik compatibility, intrastructure availability, conservation of Stakeholder and insights environmentally sensitive areas, and other community residents, pr( priorities. Careful consideration should also be given to or others? guard against site -specific Plan changes that could Further Plar negatively impact adjacent areas and uses or detract change rclat( from the overall character of the area. Factors worthy of consideration when deciding on a proposed Plan amendment include: • Consistency with the goals and strategies set forth in the Plan; Implementation & Administration I ADOPTED 05-28-09 i.. • Compliance with the Future Land Use & Character and/or Thoroughfare Plans; • 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; and, • Contribution to the overall direction and character of the community as captured in the Plan's vision and goals. Five -Year Update / Evaluation and Appraisal Report An evaluation and appraisal report should be prepared every five years by City staff with input from various City departments, the Planning and Zoning Commission, and any other appropriate boards and commissions. The report process involves evaluating the existing Plan and assessing how successful it has been in achieving the community's goals. The purpose of the report is to identify the successes and shortcomings of the Plan, consider changing conditions, and recommend appropriate modifications. The report should review the basic conditions and assumptions about lierids and cdrow1h indicalors. 11 should also evaluate iniplel-nenlation potential and/or obstacles related to any unmet goals, strategies, 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) Summary of major actions and interim Plan amendments undertaken over the last five years; (2) Major issues in the community and how these issues have changed over time; (3) Changes in 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; AI)OPTH) 05 2X-09 I Implementation & Administration • City-wide attitudes and whether apparent shifts necessitate amendments to the stated goals or strategies of the Plan; and, • Other changes in political, social, economic, technological or environmental conditions that indicate a need for Plan amendments. (4) Ability of the Plan Io conlinue Io supporl progress loward achieving the community's goals. The following should be evaluated and revised as needed: • Individual statements or sections of the Plan must be reviewed and rewritten, as necessary, to ensure that the Plan provides sufficient information and direction to achieve the intended outcome; • Conflicts between goals and strategies that have been discovered in the implementation and administration of the Plan must be pointed out and resolved; • The action agenda must be reviewed and major accomplishments highlighted. Those not completed by the specified timeframe should be re-evaluated to ensure their continued relevance and/or to revise them appropriately; • As conditions change, the timeframes for implementing the individual action recommendations of the Plan should be re-evaluated where necessary. Some action recommendations 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; • Based upon organizational, programmatic and procedural factors, as well as the status of previously assigned tasks, the implementation task assignments must be reviewed and altered, as needed, to ensure timely accomplishment of the Plans recommended actions; and, • Changes in laws, procedures and missions may impact the ability of the community to achieve its goals. The Plan review must assess these changes and their impacts on the success of implementation, leading to any suggested revisions in strategies or priorities. Ongoing Community. Outreach and Engagement All review and updates processes related to the Comprehensive Plan. should utilize ongoing public input. The Plan evaluations and reporting processes should also incorporate specific performance measures and quantitative indicators that can be compiled and communicated internally, to elected officials, and to citizens in a report card fashion. Implementation & Administration I ADOFFED 05-28-09 Examples might include: • Acres of new development (plus number of residential units and square footage of commercial and industrial space) approved and constructed in compliance with this Plan and related City codes; • Various measures of service capacity (gallons, kilowatts, acre-feet, etc.) added to the City's major utility systems as indicated in this Plan and associated utility master plans - and the millions of dollars allocated to fund the necessary capital projects; • Acres of parkland and miles of trail developed or improved in accordance with this Plan and related parks, recreation and greenways plans; • Indicators of City efforts to ensure neighborhood integrity as emphasized in this Plan (e.g., code enforcement activity, number of neighborhood overlay districts established, number of historic designations made for homes/sites/structures, etc.); • Miles of new bike routes and transit routes added to the City's transportation system to provide alternative mobility options as recommended in this Plan; • New businesses and associated employment added to the local job market through the economic development initiatives and priorities identified in this Plan; • Indicators of the benefits of redeveloped sites and structures (appraised value, increased property and/or sales tax revenue, new residentiai units and retaii and office spaces in urban mixed -use settings, etc.) as envisioned through this Plan; • The estimated dollar value of operating cost savings from reduced energy and water use, heating/cooling, etc., from green building practices and related conservation efforts in new and existing City facilities, as suggested in this Plan; and, • The numbers of residents and other stakeholders engaged through City -sponsored education and outreach events related to Comprehensive Plan implementation and periodic review and updating, as outlined in this chapter.